HomeMy WebLinkAbout12-17-2025 Board Meeting Complete Agenda Packet
SPECIAL NOTICE
PUBLIC ATTENDANCE & PARTICIPATION AT PUBLIC MEETINGS
OC San Board of Directors Meeting
Wednesday, December 17, 2025
6:00 p.m.
Your participation is always welcome. OC San offers several ways in which to interact during meetings. You will find information as to these opportunities below.
IN-PERSON MEETING ATTENDANCE
You may attend the meeting in-person at the following location: Orange County Sanitation District
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: 784 094 396#
All meeting participants may be muted during the meeting to alleviate background noise. If you are muted, please use *6 to unmute. You may also mute yourself on your device.
Please raise your hand to speak by use *5, during the public comment section of the meeting.
The Clerk of the Board will call upon you by using the last 4 digits of your phone number as identification. NOTE: All attendees will be disconnected from the meeting at the beginning of Closed
Session. If you would like to return to the Open Session portion of the meeting, please login or dial-in to the Teams meeting again and wait in the Lobby for admittance. WATCH THE MEETING ONLINE
The meeting will be available for online viewing at:
https://ocsd.legistar.com/Calendar.aspx SUBMIT A COMMENT
You may submit your comments and questions in writing for consideration in advance of the meeting by using the eComment feature available online at: https://ocsd.legistar.com/Calendar.aspx or sending them to OCSanClerk@ocsan.gov with the subject line “PUBLIC COMMENT ITEM # (insert the item number relevant to your comment)”
or “PUBLIC COMMENT NON-AGENDA ITEM”.
You may also submit comments and questions for consideration during the meeting by using the eComment feature available online at: https://ocsd.legistar.com/Calendar.aspx. The eComment feature will be available for the duration of the meeting.
All written public comments will be provided to the legislative body and may be read into the record or compiled as part of the record.
For any questions and/or concerns, please contact the Clerk of the Board’s office at
714-593-7433. Thank you for your interest in OC San!
December 10, 2025 NOTICE OF REGULAR MEETING
BOARD OF DIRECTORS ORANGE COUNTY SANITATION DISTRICT
Wednesday, December 17, 2025 – 6:00 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 Board of Directors of the Orange County
Sanitation District will be held at the above location and in the manner indicated on Wednesday, December 17, 2025 at 6:00 p.m.
BOARD MEETING DATES
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
November 18, 2026 *
* Meeting will be held on the third Wednesday of the month
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
BOARD OF DIRECTORS
Regular Meeting Agenda
Wednesday, December 17, 2025 - 6:00 PM
Board 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
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
CALL TO ORDER
Board Chairman Ryan Gallagher
INVOCATION AND PLEDGE OF ALLEGIANCE
Director Chad Wanke, City of Placentia
A-1 2025-4639APPOINTMENTS TO THE ORANGE COUNTY SANITATION DISTRICT
BOARD OF DIRECTORS
RECOMMENDATION:
Receive and file minute excerpts of member agencies relating to appointments to the
Orange County Sanitation District Board of Directors:
Agency Director Alternate Director
City of La Palma Debbie Baker Vikesh Patel
Midway City Sanitary District Andrew Nguyen Tyler Diep
Originator:Kelly Lore
ROLL CALL AND DECLARATION OF QUORUM
Clerk of the Board
PUBLIC COMMENTS:
Your participation is always welcome. Specific information as to how to participate in a meeting is detailed in the
Special Notice attached to this agenda. In general, OC San offers several ways in which to interact during
meetings: you may participate in person, join the meeting live via Teams on your computer or similar device or
web browser, join the meeting live via telephone, view the meeting online, and/or submit comments for
consideration before or during the meeting.
SPECIAL PRESENTATIONS:
1.2025-4623EMPLOYEE SERVICE AWARDS
30-year Service Award
Brian K. Reed, Principal Environmental Specialist - Division 820
20-year Service Awards
Rajkumar “Raj” Bellan, Principal IT Analyst - Division 250
Originator:Kelly Lore
Page 1 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
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 Board of Directors, after one
motion, without discussion. Any items withdrawn from the Consent Calendar for separate discussion will be
considered in the regular order of business.
2.2025-4622APPROVAL OF MINUTES
RECOMMENDATION:
Approve minutes of the Regular meeting of the Board of Directors held November 19,
2025.
Originator:Kelly Lore
Agenda Report
11-19-2025 Board of Directors Meeting Minutes
Attachments:
3.2025-4631ORANGE COUNTY SANITATION DISTRICT 2025 STRATEGIC PLAN
RECOMMENDATION:
Adopt the Orange County Sanitation District 2025 Strategic Plan.
Originator:Rob Thompson
Agenda Report
OC San 2025 Strategic Plan
Attachments:
RECEIVE AND FILE:
4.2025-4041COMMITTEE MEETING MINUTES
RECOMMENDATION: Receive and file the following:
A. Minutes of the Steering Committee Meeting held October 22, 2025
B. Minutes of the Operations Committee Meeting held November 5, 2025
C. Minutes of the Administration Committee Meeting held November 12, 2025
Originator:Kelly Lore
Agenda Report
10-22-2025 Steering Committee Meeting Minutes
11-05-2025 Operations Committee Meeting Minutes
11-12-2025 Administration Committee Meeting Minutes
Attachments:
Page 2 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
5.2025-4059REPORT OF THE INVESTMENT TRANSACTIONS FOR THE MONTH
OF NOVEMBER 2025
RECOMMENDATION: Receive and file the following:
Report of the Investment Transactions for the month of November 2025.
Originator:Wally Ritchie
Agenda Report
Report of the Investment Transactions - November 2025
Attachments:
OPERATIONS COMMITTEE:
6.2025-4640ENGINEERING PROGRAM CONTRACT PERFORMANCE REPORTS
RECOMMENDATION:
Receive and file the Engineering Program Contract Performance Report for the period
ending September 30, 2025.
Originator:Mike Dorman
Agenda Report
Engineering Program Contract Performance Report for the
period ending September 30, 2025
Attachments:
7.2025-4641ORANGE COUNTY SANITATION DISTRICT 2025 ASSET
MANAGEMENT PLAN
RECOMMENDATION:
Adopt the Orange County Sanitation District 2025 Asset Management Plan.
Originator:Mike Dorman
Agenda Report
OC San 2025 Asset Management Plan
Attachments:
8.2025-4642SONAR INSPECTIONS & PIPELINE CLEANINGS OF INVERTED
SIPHONS AND LARGE DIAMETER PIPELINES, SPECIFICATION NO.
S-2025-695BD
RECOMMENDATION:
A. Approve a General Services Contract to Performance Pipeline Technologies,
Inc. (PPT) dba Sanitation Systems for Sonar Inspections & Pipeline Cleanings of
Inverted Siphons and Large Diameter Pipelines, Specification No.
S-2025-695BD, for a total amount not to exceed $1,750,000 for the period of
Page 3 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
January 1, 2026, through December 31, 2026; with four (4) optional one-year
renewal options; and
B. Approve an annual contingency of $175,000 (10%).
Originator:Riaz Moinuddin
Agenda Report
General Services Contract
Presentation
Attachments:
9.2025-4643SUPPLEMENTAL ENGINEERING SERVICES, CONTRACT NO.
PSA2021-002
RECOMMENDATION:
Authorize the General Manager to transfer funds between existing Professional
Services Agreements to provide Supplemental Engineering Services, Contract No.
PSA2021-002, with Jacobs Project Management Co. and AECOM Technical Services,
Inc., to balance contract budgets through April 2027, with no increase to the total Board
authorized not to exceed amount of $29,700,000 per agreement.
Originator:Mike Dorman
Agenda Report
Presentation
Attachments:
10.2025-4644SANTA ANA TRUNK SEWER REHABILITATION, PROJECT NO. 1-23
RECOMMENDATION:
Approve an Agreement for Purchase and Sale and Joint Escrow Instructions with C.J.
Segerstrom & Sons (“Segerstrom”) that defines the terms and conditions for temporary
construction easements in the amount of $509,300 for Santa Ana Trunk Sewer
Rehabilitation, Project No. 1-23, and disbursement of severance damages from an
escrow holding account with an upper limit amount of $1,009,270 for potential adverse
impacts during construction.
Originator:Mike Dorman
Agenda Report
Purchase and Sale Agreement
Presentation
Attachments:
11.2025-4645A-SIDE PRIMARY CLARIFIERS REPLACEMENT AT PLANT NO. 2,
CONTRACT NO. P2-98A
RECOMMENDATION:
Approve a contingency increase of $4,456,235 (4%) to the existing Construction
Page 4 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
Contract with PCL Construction, Inc., for A-Side Primary Clarifiers Replacement at
Plant No. 2, Contract No. P2-98A as part of Primary Treatment Rehabilitation at Plant
No. 2, Project No. P2-98, for a new total contingency amount of $11,140,588 (10%).
Originator:Mike Dorman
Agenda Report
Presentation
Attachments:
ADMINISTRATION COMMITTEE:
12.2025-4647PAYMENT OF ANNUAL NATIONAL POLLUTANT DISCHARGE
ELIMINATION SYSTEM PERMIT FEES
RECOMMENDATION:
Approve payment to the State Water Resources Control Board in an amount not to
exceed $950,000 for the annual National Pollutant Discharge Elimination System
ocean discharge permit fees for Fiscal Year 2025-2026.
Originator:Lan Wiborg
Agenda ReportAttachments:
13.2025-4648COOPERATIVE PROCUREMENT AGREEMENT
RECOMMENDATION:
Approve a Blanket Purchase Order with Insight Public Sector Inc. for the purchase of
technology products, equipment, services and solutions using the cooperative OMNIA
Contract No. 23-6692-03 for a total amount not to exceed $1,200,000; for the term
January 1, 2026, through December 31, 2026, in accordance with Ordinance No. OC
SAN-61, Section 2.03(B) Cooperative Purchases; with two (2) optional one-year
renewal options.
Originator:Wally Ritchie
Agenda ReportAttachments:
14.2025-4649ORANGE COUNTY EMPLOYEES RETIREMENT SYSTEM
PREPAYMENT
RECOMMENDATION:
Approve prepayments of Orange County Employees Retirement System contributions
in the amount of $10.3 million, using funds from OC San’s 115 Trust.
Originator:Wally Ritchie
Agenda ReportAttachments:
Page 5 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
15.2025-4650LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF NOVEMBER
2025
RECOMMENDATION:
Receive and file the Legislative Affairs Update for the month of November 2025.
Originator:Jennifer Cabral
Agenda Report
Federal Legislative Update
Federal Matrix
State Legislative Update
Local Legislative Update
Presentation
Attachments:
16.2025-4651PUBLIC AFFAIRS STRATEGIC PLAN FOR FISCAL YEARS 2024-2026
MID-YEAR UPDATE
RECOMMENDATION:
Receive and file the Public Affairs Strategic Plan for Fiscal Years 2024- 2026 Mid-Year
Update.
Originator:Jennifer Cabral
Agenda Report
Public Affairs Strategic Plan, FY 2024-26
Presentation
Attachments:
17.2025-4652ADDITIONAL POSITION REQUESTS FOR FISCAL YEAR 2025-26
RECOMMENDATION:
Approve the addition of five (5) new positions and the upgrade of one (1) position for
FY 2025-2026 as follows:
A. Add two (2) Engineering Supervisors (Salary Grade SUP92);
B. Add one (1) Senior Engineer (Salary Grade PRO88);
C. Add one (1) Engineer (Salary Grade PRO84);
D. Add one (1) Senior Planner/Scheduler (Salary Grade PRO84); and
E. Upgrade one (1) Contract/Purchasing Technician (Salary Grade OCE67) to
Buyer (Salary Grade PRO70).
Originator:Laura Maravilla
Agenda ReportAttachments:
Page 6 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
18.2025-4653PAYMENT AGREEMENT FOR CHARGES AND FEES OWED BY
COLOR FASHION DYE AND FINISHING, LLC INDUSTRIAL
WASTEWATER DISCHARGE PERMITTEE
RECOMMENDATION:
Approve the Payment Agreement for charges owed for user fees with Color Fashion
Dye & Finishing, an Industrial Wastewater Discharge Permittee, in the amount of
$114,848.28, pending receipt of acceptable payment security.
Originator:Wally Ritchie
Agenda Report
Payment Agreement, Color Fashion Dye & Finishing, LLC
Attachments:
19.2025-4654INVEST AND/OR REINVEST ORANGE COUNTY SANITATION
DISTRICT’S FUNDS AND ADOPT INVESTMENT POLICY STATEMENT
RECOMMENDATION:
Adopt Resolution No. OC SAN 25-20 entitled: “A Resolution of the Board of Directors
of the Orange County Sanitation District, Authorizing the Orange County Sanitation
District’s Treasurer to Invest and/or Reinvest the Orange County Sanitation District’s
Funds, Adopting the Orange County Sanitation District’s Investment Policy Statement
and Performance Benchmarks, and Repealing Resolution No. OC SAN 24-14”.
Originator:Wally Ritchie
Agenda Report
OC San Calendar Year 2025 Investment Policy Statement
(Redline)
OC San Calendar Year 2026 Investment Policy Statement
(Clean)
Proposed Resolution No. OC SAN 25-20
Attachments:
STEERING COMMITTEE:
None.
NON-CONSENT:
None.
Page 7 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
INFORMATION ITEMS:
None.
AB 1234 DISCLOSURE REPORTS:
This item allows Board members to provide a brief oral report regarding the disclosure of outside committees,
conferences, training, seminars, etc. attended at the Agency’s expense, per Government Code §53232.3(d).
• Report from Board Delegate - ISDOC
• Report from Board Delegate - NWRI
• Report from Board Delegate - OCCOG
• Report from Board Delegate - SARFPA
• Report from GWRS Steering Committee Member(s)
• Other
CLOSED SESSION:
During the course of conducting the business set forth on this agenda as a regular meeting of the Board, the
Chairperson may convene the Board in closed session to consider matters of pending real estate negotiations,
pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54956.9,
54957 or 54957.6, as noted.
Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c)
employment actions or negotiations with employee representatives; or which are exempt from public disclosure
under the California Public Records Act, may be reviewed by the Board during a permitted closed session and are
not available for public inspection. At such time the Board takes final action on any of these subjects, the minutes
will reflect all required disclosures of information.
CONVENE IN CLOSED SESSION.
CS-1 2025-4646CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION -
GOVERNMENT CODE SECTION 54956.9(d)(1)
RECOMMENDATION: Convene in Closed Session:
Number of Cases: 1
James McDonald v. Orange County Sanitation District, Workers’ Compensation Claim,
Workers Compensation Appeals Board, Case No. ADJ20980833.
Agenda Report
Board CS Memo re McDonald 12-17-25
Attachments:
RECONVENE IN REGULAR SESSION.
CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED
SESSION:
Page 8 of 9
BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, December 17, 2025
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY:
BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING:
At this time Directors may request staff to place an item on a future agenda.
ADJOURNMENT
Adjourn the Board meeting until the Regular Meeting of the Board of Directors on January 28,
2026 at 6:00 p.m.
AFFIDAVIT OF POSTING
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
December 10, 2025
Page 9 of 9
BOARD OF DIRECTORS
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4622 Agenda Date:12/17/2025 Agenda Item No:2.
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 Board of Directors held November 19, 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:
·November 19, 2025 Board of Directors meeting minutes
Orange County Sanitation District Printed on 12/8/2025Page 1 of 1
powered by Legistar™
ORANGE COUNTY SANITATION DISTRICT
MINUTES
BOARD OF DIRECTORS
NOVEMBER 19, 2025
Board Room
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
BOARD OF DIRECTORS Minutes November 19, 2025
CALL TO ORDER
A regular meeting of the Board of Directors of the Orange County Sanitation District was
called to order by Board Chairman Ryan Gallagher on Wednesday, November 19, 2025 at
6:00 p.m. in the Orange County Sanitation District Headquarters. Vice Chairman Jon Dumitru
delivered the invocation and led the Pledge of Allegiance.
ROLL CALL AND DECLARATION OF QUORUM
The Clerk of the Board declared a quorum present as follows:
PRESENT:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Johnathan Ryan Hernandez,
Stephanie Klopfenstein, Lisa Landau, Carlos Leon, Tom Lindsey,
Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda,
Andrew Nguyen, Robert Ooten, David Shawver, Jamie Valencia,
Chad Wanke, Erik Weigand, John Withers and Jordan Wu
ABSENT:Bonnie Peat (Alternate)
STAFF PRESENT: Rob Thompson, General Manager; Lorenzo Tyner, Assistant General
Manager; Mike Dorman, Director of Engineering; Laura Maravilla, Director of Human
Resources; Riaz Moinuddin, Director of Operations and Maintenance; Wally Ritchie, Director
of Finance; Lan Wiborg, Director of Environmental Services; Kelly Lore, Clerk of the Board;
Mo Abiodun; Sam Choi; Daisy Covarrubias; Raul Cuellar; Don Cutler; Jason Daniels;
Thys DeVries; Martin Dix; Justin Fenton; Al Garcia; David Haug; Mark Kawamoto; Rob
Michaels; Tania Moore; Kelly Newell; Nick Oswald; Jonathon Powell; Monica Sanchez;
Thomas Vu; Kevin Work; David Yager; Sammady Yi; Mike Zedek; and Ruth Zintzun.
OTHERS PRESENT: Scott Smith, General Counsel; Dustin Nirschl, Associate Counsel; and
Patrick Stahl, Stantec, were present in the Board Room. Alternate Director Art Perry and
Jeff Walker were present virtually.
PUBLIC COMMENTS:
None.
SPECIAL PRESENTATIONS:
1. EMPLOYEE SERVICE AWARDS 2025-4590
Originator: Kelly Lore
Director of Environmental Services Lan Wiborg introduced Environmental Supervisor
Jonathon Powell who presented a 25-year service award to Source Control Inspector II
Dave Yager. Director of Finance Wally Ritchie introduced Purchasing & Contracts
Manager Kevin Work who presented a 20-year service award to Contracts and
Purchasing Technician Monica Sanchez.
Chair Gallagher also recognized Maintenance Supervisor Erik Stratmoen, Human
Page 1 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
Resources Technician I Marie Martin, and Operations Supervisor Milton Rocha,
who could not be in attendance, for their 20 years of service.
25-year Service Award
David “Dave” Yager, Source Control Inspector II - Division 620
20-year Service Awards
Erik Stratemoen, Maintenance Supervisor - Division 820
Marie Martin, Human Resources Technician I - Division 520
Milton Rocha, Operations Supervisor - Division 840
Monica Sanchez, Contracts/Purchasing Technician - Division 230
REPORTS:
Chair Gallagher stated that the Directors and Alternate Directors would receive talking points
highlighting OC San activities to support outreach efforts for reporting back to councils,
boards, and community groups.
Chair Gallagher announced that OC San Administrative Offices would be closed on
November 27 & 28 in observance of Thanksgiving; and December 24 & 25 in observance of
Christmas. He also stated that the December Board meeting would be a week earlier on
December 17th, and that an annual photo of the Board of Directors photo would also be
taken that night.
Chair Gallagher reported that a hard copy of the Popular Financial Annual Report which is
Item No. 20 on the Agenda was provided to the Board.
Assistant General Manager Lorenzo Tyner reported on “Code Blue” status which is OC San’s
preparation phase for rain events. He stated that the region had experienced almost 3 inches
of rain, but despite heavy precipitation, both Plants and Pump stations performed
exceptionally well. OC San crews managed everything as expected and are prepared
for these circumstances. He further stated that OC San would remain in Code Blue over the
next few days.
Mr. Tyner reported that General Manager Thompson had recently participated in “The
Executive Exchange” podcast to discuss the Groundwater Replenishment System which
provides leading executives from the water sector an opportunity to share stories to inspire,
educate, and entertain. The podcast is available on ocsan.gov.
Mr. Tyner announced recent awards received by OC San including the Davey Award Silver
Award for the 70th Anniversary Branding in the Corporate Identity- Brand Identity for Design
and Print category; the Excellence in IT Practices Award from the Municipal Information
Systems Association of California; and Regional Best Projects Award from Engineering
News-Record for the OC San Headquarters Building.
Mr. Tyner announced that OC San will once again participate in the Spark of Love toy drive
with the Fountain Valley Fire Department. OC San will be collect toys up until the December
10th Administration Committee meeting, and invited the Directors to a bring a new unwrapped
gift at their next meeting.
Page 2 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
General Manager Rob Thompson arrived at the meeting and stated that he had attended the
Orange County Water District’s (OCWD) Board meeting and reported that the OCWD Board
had unanimously approved the GAP Flows Agreement which was also on OC San Board
agenda for the November 19th meeting.
CONSENT CALENDAR:
2. APPROVAL OF MINUTES 2025-4570
Originator: Kelly Lore
MOVED, SECONDED, AND DULY CARRIED TO:
Approve minutes of the Special meeting of the Board of Directors held October 17,
2025; and the Regular meeting of the Board of Directors held October 22, 2025.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
3. PROPOSED BOARD OF DIRECTORS & COMMITTEE MEETING
DATES FOR CALENDAR YEAR 2026
2025-4470
Originator: Kelly Lore
MOVED, SECONDED, AND DULY CARRIED TO:
Approve the calendar of meeting dates for the 2026 calendar year for the Board of
Directors and the following Committees: Administration, Operations, and Steering.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
Page 3 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
RECEIVE AND FILE:
4.COMMITTEE MEETING MINUTES 2025-4040
Originator: Kelly Lore
WITHOUT OBJECTION ACTION TAKEN TO RECEIVE AND FILE THE FOLLOWING:
A. Minutes of the Steering Committee Meeting held September 24, 2025
B. Minutes of the Operations Committee Meeting held October 1, 2025
C. Minutes of the Administration Committee Meeting held October 8, 2025
5.REPORT OF THE INVESTMENT TRANSACTIONS FOR THE MONTH
OF OCTOBER 2025
2025-4058
Originator: Wally Ritchie
WITHOUT OBJECTION ACTION TAKEN TO RECEIVE AND FILE THE FOLLOWING:
Report of the Investment Transactions for the month of October 2025.
OPERATIONS COMMITTEE:
6.UTILITY TUNNEL RELIABILITY STUDY AT PLANT NO. 1 AND NO. 2,
PROJECT NO. PS24-03
2025-4593
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a Professional Services Agreement with Kleinfelder, Inc., to provide
engineering services for the Utility Tunnel Reliability Study at Plant No. 1 and
No. 2, Project No. PS24-03, for an amount not to exceed $961,548; and
B. Approve a contingency of $96,155 (10%).
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
Page 4 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
7.INDUSTRIAL CLEANING SERVICES (RE-BID), SPECIFICATION NO.
S-2025-660BD-R
2025-4594
Originator: Riaz Moinuddin
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a General Services Contract to Performance Pipeline Technologies
Inc., dba Sanitation Systems for Industrial Cleaning Services, Specification No.
S-2025-660BD-R, for a total amount not to exceed $3,521,625 for the period of
December 1, 2025, through November 30, 2026, with four (4) optional one-year
renewals; and
B. Approve an annual contingency of $352,163 (10%).
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
8.ON-CALL MAINTENANCE SERVICES FOR ELECTRICAL
EQUIPMENT, SPECIFICATION NO. S-2025-684BD
2025-4595
Originator: Riaz Moinuddin
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a General Services Contract to IPS PowerServe to provide On-Call
Maintenance Services for Electrical Equipment, Specification No.
S-2025-684BD, for an annual total amount not to exceed $4,998,418 for a
one-year period with four (4) optional one-year renewals; and
B. Approve an annual contingency of $499,841 (10%).
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
Page 5 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
9.PROGRESSIVE DESIGN BUILD PROJECT AWARD RESOLUTION 2025-4596
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED TO:
Adopt Resolution No. OC SAN 25-19 titled: “A Resolution of the Board of Directors of
the Orange County Sanitation District delegating authority to the General Manager to
execute amendments to Progressive Design-Build Contracts.”
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
10.OCEAN OUTFALLS REHABILITATION, PROJECT NO. J-137 2025-4597
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a project budget increase of $10,500,000 for Ocean Outfalls
Rehabilitation, Project No. J-137, for a new total project budget of $110,500,000;
B. Award a Progressive Design-Build Contract with Aqueos Corporation to provide
Phase 1 progressive design-build services for Ocean Outfalls Rehabilitation,
Project No. J-137, for an amount not to exceed $16,130,000; and
C. Approve an upper limit for this Contract of $94,193,000, which includes
contingency.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
Page 6 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
11.SANTA ANA TRUNK SEWER REHABILITATION, PROJECT NO. 1-23 2025-4598
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED TO:
A. Receive and file Bid Tabulation and Recommendation for Santa Ana Trunk
Sewer Rehabilitation, Project No. 1-23;
B. Approve a project budget increase of $9,600,000 for Santa Ana Trunk Sewer
Rehabilitation, Project No. 1-23, for a new total project budget of $65,400,000;
C. Award a Construction Contract Agreement to Steve P. Rados, Inc., for Santa
Ana Trunk Sewer Rehabilitation, Project No. 1-23, for a total amount not to
exceed $44,787,000; and
D. Approve a contingency of $4,478,700 (10%).
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
12.SANTA ANA TRUNK SEWER REHABILITATION, PROJECT NO. 1-23 2025-4599
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a Professional Construction Services Agreement with Stantec
Consulting Services, Inc. to provide construction support services for Santa Ana
Trunk Sewer Rehabilitation, Project No. 1-23, for a total amount not to exceed
$2,700,000; and
B. Approve a contingency of $270,000 (10%).
Page 7 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
ADMINISTRATION COMMITTEE:
13.PUBLIC AFFAIRS UPDATE FOR THE MONTH OF OCTOBER 2025 2025-4600
Originator: Jennifer Cabral
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Public Affairs Update for the month of October 2025.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
14.ORANGE COUNTY SANITATION DISTRICT 2026 LEGISLATIVE AND
REGULATORY PLAN
2025-4601
Originator: Jennifer Cabral
MOVED, SECONDED, AND DULY CARRIED TO:
Adopt the Orange County Sanitation District 2026 Legislative and Regulatory Plan.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
Page 8 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
15.CONSOLIDATED FINANCIAL REPORT FOR THE FIRST QUARTER
ENDED SEPTEMBER 30, 2025
2025-4602
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Orange County Sanitation District First Quarter Financial Report
for the period ended September 30, 2025.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
16.TREASURER’S REPORT FOR THE FIRST QUARTER ENDED
SEPTEMBER 30, 2025
2025-4603
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Orange County Sanitation District First Quarter Treasurer’s Report
for the period ended September 30, 2025.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
17.GENERAL MANAGER APPROVED PURCHASES AND ADDITIONS
TO THE PRE-APPROVED OEM SOLE SOURCE LIST
2025-4605
Originator: Wally Ritchie
Page 9 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
MOVED, SECONDED, AND DULY CARRIED TO:
A. Receive and file Orange County Sanitation District purchases made under the
General Manager’s authority for the period of July 1, 2025 to September 30,
2025; and
B. Approve the following additions to the pre-approved Original Equipment
Manufacturers (OEM) Sole Source List:
·BENTLY NEVADA, LLC - System 1 Software Maintenance & Support
·FARO TECHNOLOGIES, INC. - Laser Equipment, Hardware Service,
Software, Maintenance and Training
·EMERSON PROCESS MANAGEMENT - Technical Support for Software
and Equipment
·STO ADVISORS - Professional Services to Manage Pipeline and
Hazardous Materials Safety Administration (PHMSA) Federal Regulations
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
18.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF OCTOBER
2025
2025-4606
Originator: Jennifer Cabral
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Legislative Affairs Update for the month of October 2025.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
Page 10 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
19.ORANGE COUNTY SANITATION DISTRICT ANNUAL
COMPREHENSIVE FINANCIAL REPORT FOR THE YEAR ENDED
JUNE 30, 2025
2025-4607
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Orange County Sanitation District’s (OC San) Annual
Comprehensive Financial Report for the year ended June 30, 2025, prepared by staff
and audited by Eide Bailly LLP, Certified Public Accountants, along with the following
reports prepared by Eide Bailly LLP:
1. Report to the Board of Directors;
2. Independent Accountants’ Report on Agreed-Upon Procedures Applied to
Appropriations Limit Worksheets; and
3. Report on Internal Control Over Financial Reporting and on Compliance and
Other Matters Based on an Audit of Financial Statements Performed in
Accordance with Government Auditing Standards.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
20.ORANGE COUNTY SANITATION DISTRICT POPULAR ANNUAL
FINANCIAL REPORT FOR THE YEAR ENDED JUNE 30, 2025
2025-4608
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Orange County Sanitation District Popular Annual Financial Report
for the year ended June 30, 2025.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
Page 11 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
21.JOINT POWERS AGREEMENT, SOUTHERN CALIFORNIA COASTAL
WATER RESEARCH PROJECT AUTHORITY (SCCWRP)
2025-4609
Originator: Lan Wiborg
MOVED, SECONDED, AND DULY CARRIED TO:
A. Adopt Resolution No. OC SAN 25-20 titled, “A Resolution of the Board of
Directors of the Orange County Sanitation District approving the Eleventh
Amended Joint Powers Agreement confirming the creation of an agency known
as Southern California Coastal Water Research Project Authority (SCCWRP),
providing for continuation of SCCWRP for five years from July 1, 2026 through
June 30, 2031”; and
B. Approve annual funding in the amount of $600,000 for FY 2026/27; $618,000 for
FY 2027/28; $636,000 for FY 2028/29; $656,000 for FY 2029/30; and $675,000
for FY 2030/31.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
STEERING COMMITTEE:
22.RATE SETTING PROCESS 2025-4613
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED 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.
Page 12 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
23.FLOW EXCHANGE AND GAP FLOWS AGREEMENTS 2025-4615
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED 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.
AYES:Joyce Ahn, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru,
Ryan Gallagher, Glenn Grandis, Stephanie Klopfenstein, Carlos
Leon, Tom Lindsey, Melinda Liu, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, Robert Ooten, David Shawver,
Jamie Valencia, Chad Wanke, Erik Weigand, John Withers and
Jordan Wu
NOES:None
ABSENT:Johnathan Ryan Hernandez, Lisa Landau and Bonnie Peat
(Alternate)
ABSTENTIONS:None
NON-CONSENT:
24.BOARD OF DIRECTORS COMPENSATION 2025-4612
Originator: Kelly Lore
Chair Gallagher provided a verbal report of the item.
NO ACTION TAKEN.
Page 13 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
Consider the automatic five percent (5%) increase to Board Member Compensation in
accordance with Ordinance No. OC SAN-62, effective January 1, 2026.
INFORMATION ITEMS:
None.
AB 1234 DISCLOSURE REPORTS:
Directors Pat Burns, Andrew Nguyen, Bob Ooten, and Dave Shawver provided reports on
their recent attendance at various Regional Board Meetings.
Director Johnathon Ryan Hernandez arrived at the meeting at 6:20 p.m.
Director Lisa Landau arrived at the meeting during Closed Session at 6:32 p.m.
CLOSED SESSION:
CONVENED IN CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTION
54956.9(D)(4).
The Board convened in closed session at 6:23 p.m. Confidential minutes of the Closed
Sessions have been prepared in accordance with the above Government Code Sections and
are maintained by the Clerk of the Board in the Official Book of Confidential Minutes of Board
and Committee Closed Session meetings.
CS-1 CONFERENCE WITH LEGAL COUNSEL RE ANTICIPATED
LITIGATION - GOVERNMENT CODE SECTION 54956.9(D)(4)
2025-4614
CONVENED IN CLOSED SESSION:
Number of Potential Cases: 2.
Initiation of litigation.
RECONVENED IN REGULAR SESSION.
The Board reconvened in regular session at 6:41 p.m.
CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED
SESSION:
General Counsel Scott Smith stated there was no reportable action.
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY:
None.
Page 14 of 15
BOARD OF DIRECTORS Minutes November 19, 2025
BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING:
None.
ADJOURNMENT
At 6:42 p.m., Chair Gallagher adjourned the meeting until the next Regular Meeting of the
Board of Directors to be held on Wednesday, December 17, 2025 at 6:00 p.m.
Submitted by:
__________________
Kelly A. Lore, MMC
Clerk of the Board
Page 15 of 15
BOARD OF DIRECTORS
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4631 Agenda Date:12/17/2025 Agenda Item No:3.
FROM:Robert Thompson, General Manager
SUBJECT:
ORANGE COUNTY SANITATION DISTRICT 2025 STRATEGIC PLAN
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
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
November 2025 -Recommended to the Board to Adopt the Orange County Sanitation District 2025
Strategic Plan.
September 2025 - Information Item: Orange County Sanitation District 2025 Proposed Strategic Plan.
July 2025 - Information Item: Risk Register.
June 2025 - Information Item: Levels of Service.
Orange County Sanitation District Printed on 12/8/2025Page 1 of 2
powered by Legistar™
File #:2025-4631 Agenda Date:12/17/2025 Agenda Item No:3.
May 2025 - Information Item: Core Values.
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 12/8/2025Page 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
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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.
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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
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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.
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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).
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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.
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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.
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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
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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.
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APPENDIX
Business Principles
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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.
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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.
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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
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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.
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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.
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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-
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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).
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Environmental Principles
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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.
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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.
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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
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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.
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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.
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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,
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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.
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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.
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WastewaterManagement
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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.
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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.
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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.
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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.
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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.
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WorkplaceEnvironment
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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
BOARD OF DIRECTORS
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4041 Agenda Date:12/17/2025 Agenda Item No:4.
FROM:Robert Thompson, General Manager
Originator: Kelly A. Lore, Clerk of the Board
SUBJECT:
COMMITTEE MEETING MINUTES
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION: Receive and file the following:
A. Minutes of the Steering Committee Meeting held October 22, 2025
B. Minutes of the Operations Committee Meeting held November 5, 2025
C. Minutes of the Administration Committee Meeting held November 12, 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
ADDITIONAL INFORMATION
The minutes of the Committee meetings are approved at their respective Committees and brought
forth to the Board of Directors for receive and file only.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Minutes of the Monthly Committee Meetings
Orange County Sanitation District Printed on 12/8/2025Page 1 of 1
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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
Orange County Sanitation District
Minutes for the
OPERATIONS COMMITTEE
Wednesday, November 5, 2025
5:00 PM
Board Room
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
CALL TO ORDER
A regular meeting of the Operations Committee of the Orange County Sanitation District was
called to order by Committee Vice Chairman Bob Ooten on Wednesday, November 5, 2025
at 5:00 p.m. in the Orange County Sanitation District Headquarters. Vice Chair Ooten led the
Pledge of Allegiance.
ROLL CALL AND DECLARATION OF QUORUM:
Assistant Clerk of the Board Jackie Castro declared a quorum present as follows:
PRESENT:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan
Gallagher, Lisa Landau, Tom Lindsey, Robert Ooten, Bonnie Peat
(Alternate) and Gracey Van Der Mark (Alternate)
ABSENT:Johnathan Ryan Hernandez, Stephanie Klopfenstein, Carlos Leon
and Jamie Valencia
STAFF PRESENT: Lorenzo Tyner, Assistant General Manager; Mike Dorman, Director of
Engineering; Riaz Moinuddin, Director of Operations and Maintenance; Wally Ritchie, Director
of Finance; Lan Wiborg, Director of Environmental Services; Jackie Castro, Assistant Clerk of
the Board; Pegah Behravan; Jon Bradley; Morty Caparas; Sam Choi; Daisy Covarrubias; Raul
Cuellar; Don Cutler; Martin Dix; Natasha Dubrovski; Justin Fenton; Al Garcia; David Haug;
Mark Kawamoto; Marianne Kleine; Tom Meregillano; Tania Moore; Nick Oswald; Victoria
Pilko; Becky Polcyn; Giti Radvar; Valerie Ratto; Sammady Yi; Thomas Vu; Kevin Work; and
Ruth Zintzun were present in the Board Room.
OTHERS PRESENT: Mal Richardson, General Counsel, was present in the Board Room.
Anni Larkins, Jacobs, and Alternate Director Art Perry, Costa Mesa Sanitary District, were
present virtually.
PUBLIC COMMENTS:
None.
REPORTS:
Vice Chair Ooten informed the Committee that OC San’s Administrative Offices will be closed
on Tuesday, November 11, in observance of Veterans Day, and on Thursday and Friday,
November 27 and 28, for the Thanksgiving holiday. He also announced that this month’s
Board of Directors meeting will take place one week earlier, on Wednesday, November 19.
Assistant General Manager Lorenzo Tyner did not provide a report.
Page 1 of 7
OPERATIONS COMMITTEE Minutes November 5, 2025
CONSENT CALENDAR:
1. APPROVAL OF MINUTES 2025-4567
Originator: Kelly Lore
MOVED, SECONDED, AND DULY CARRIED TO:
Approve minutes of the Regular meeting of the Operations Committee held October 1,
2025.
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
2. INLET GATE ASSEMBLY REPLACEMENT AT PLANT NO. 2 2025-4536
Originator: Riaz Moinuddin
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a Sole Source Purchase Order to Misco Water for the purchase of one
Fontaine-Aquanox inlet gate assembly at Plant No. 2, for a total amount not to
exceed $178,261, plus applicable sales tax; and
B. Approve a contingency of $17,826 (10%).
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
3. QUARTERLY ODOR COMPLAINT REPORT 2025-4550
Originator: Riaz Moinuddin
MOVED, SECONDED, AND DULY CARRIED TO:
Receive and file the Fiscal Year 2025-26 First Quarter Odor Complaint Report.
Page 2 of 7
OPERATIONS COMMITTEE Minutes November 5, 2025
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
4. UTILITY TUNNEL RELIABILITY STUDY AT PLANT NO. 1 AND NO. 2,
PROJECT NO. PS24-03
2025-4551
Originator: Mike Dorman
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Approve a Professional Services Agreement with Kleinfelder, Inc., to provide
engineering services for the Utility Tunnel Reliability Study at Plant No. 1 and
No. 2, Project No. PS24-03, for an amount not to exceed $961,548; and
B. Approve a contingency of $96,155 (10%).
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
NON-CONSENT:
5. INDUSTRIAL CLEANING SERVICES (RE-BID), SPECIFICATION NO.
S-2025-660BD-R
2025-4537
Originator: Riaz Moinuddin
Director of Operations and Maintenance Riaz Moinuddin provided a verbal report of the
item.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Page 3 of 7
OPERATIONS COMMITTEE Minutes November 5, 2025
A. Approve a General Services Contract to Performance Pipeline Technologies
Inc., dba Sanitation Systems for Industrial Cleaning Services, Specification No.
S-2025-660BD-R, for a total amount not to exceed $3,521,625 for the period of
December 1, 2025, through November 30, 2026, with four (4) optional one-year
renewals; and
B. Approve an annual contingency of $352,163 (10%).
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
6. ON-CALL MAINTENANCE SERVICES FOR ELECTRICAL
EQUIPMENT, SPECIFICATION NO. S-2025-684BD
2025-4539
Originator: Riaz Moinuddin
Mr. Moinuddin provided a verbal report of the item.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Approve a General Services Contract to IPS PowerServe to provide On-Call
Maintenance Services for Electrical Equipment, Specification No.
S-2025-684BD, for an annual total amount not to exceed $4,998,418 for a
one-year period with four (4) optional one-year renewals; and
B. Approve an annual contingency of $499,841 (10%).
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
7. PROGRESSIVE DESIGN BUILD PROJECT AWARD RESOLUTION 2025-4578
Originator: Mike Dorman
Director of Engineering Mike Dorman provided a verbal report of the item.
Page 4 of 7
OPERATIONS COMMITTEE Minutes November 5, 2025
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Adopt Resolution No. OC SAN 25-XX titled: “A Resolution of the Board of Directors of
the Orange County Sanitation District delegating authority to the General Manager to
execute amendments to Progressive Design-Build Contracts.”
AYES:Joyce Ahn, Debbie Baker, Jon Dumitru, Ryan Gallagher, Lisa
Landau, Tom Lindsey, Robert Ooten, Bonnie Peat (Alternate) and
Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Doug Chaffee, Johnathan Ryan Hernandez, Stephanie Klopfenstein,
Carlos Leon and Jamie Valencia
ABSTENTIONS:None
Director Doug Chaffee arrived at the meeting at 5:17 p.m.
8. OCEAN OUTFALLS REHABILITATION, PROJECT NO. J-137 2023-3182
Originator: Mike Dorman
Mr. Dorman introduced the item and introduced Engineering Manager Don Cutler, who
gave a PowerPoint presentation on the Ocean Outfalls Rehabilitation, Project No.
J-137. The presentation covered an overview of the outfalls' background, project
goals, the scope of both short and long outfalls, procurement approach, proposal
scoring criteria, selection process, negotiations, the increase to the project’s upper
limit, and the recommendation.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Approve a project budget increase of $10,500,000 for Ocean Outfalls
Rehabilitation, Project No. J-137, for a new total project budget of $110,500,000;
B. Award a Progressive Design-Build Contract with Aqueos Corporation to provide
Phase 1 progressive design-build services for Ocean Outfalls Rehabilitation,
Project No. J-137, for an amount not to exceed $16,130,000; and
C. Approve an upper limit for this Contract of $94,193,000, which includes
contingency.
AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan
Gallagher, Lisa Landau, Tom Lindsey, Robert Ooten, Bonnie Peat
(Alternate) and Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Johnathan Ryan Hernandez, Stephanie Klopfenstein, Carlos Leon
and Jamie Valencia
ABSTENTIONS:None
Page 5 of 7
OPERATIONS COMMITTEE Minutes November 5, 2025
9. SANTA ANA TRUNK SEWER REHABILITATION, PROJECT NO. 1-23 2025-4185
Originator: Mike Dorman
Mr. Doman introduced the item and introduced Engineering Manager Martin Dix who
provided a PowerPoint presentation on the Santa Ana Trunk Sewer Rehabilitation,
Project No. 1-23. The presentation included an overview of the project location, Santa
Ana Trunk Sewer background, Cured-in-Place Pipe (CIPP), impacted properties,
temporary construction easements, Union Pacific Railroad bypass, residential bypass,
bid results, major cost differences, Rados explanation, design activities, lessons
learned, 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 Santa Ana Trunk
Sewer Rehabilitation, Project No. 1-23;
B. Approve a project budget increase of $9,600,000 for Santa Ana Trunk Sewer
Rehabilitation, Project No. 1-23, for a new total project budget of $65,400,000;
C. Award a Construction Contract Agreement to Steve P. Rados, Inc., for Santa
Ana Trunk Sewer Rehabilitation, Project No. 1-23, for a total amount not to
exceed $44,787,000; and
D. Approve a contingency of $4,478,700 (10%).
AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan
Gallagher, Lisa Landau, Tom Lindsey, Robert Ooten, Bonnie Peat
(Alternate) and Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Johnathan Ryan Hernandez, Stephanie Klopfenstein, Carlos Leon
and Jamie Valencia
ABSTENTIONS:None
10. SANTA ANA TRUNK SEWER REHABILITATION, PROJECT NO. 1-23 2025-4186
Originator: Mike Dorman
Mr. Dix provided a PowerPoint presentation overview of the construction support
services and the recommendation for this item.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Page 6 of 7
OPERATIONS COMMITTEE Minutes November 5, 2025
A. Approve a Professional Construction Services Agreement with Stantec
Consulting Services, Inc. to provide construction support services for Santa Ana
Trunk Sewer Rehabilitation, Project No. 1-23, for a total amount not to exceed
$2,700,000; and
B. Approve a contingency of $270,000 (10%).
AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan
Gallagher, Lisa Landau, Tom Lindsey, Robert Ooten, Bonnie Peat
(Alternate) and Gracey Van Der Mark (Alternate)
NOES:None
ABSENT:Johnathan Ryan Hernandez, Stephanie Klopfenstein, Carlos Leon
and Jamie Valencia
ABSTENTIONS:None
INFORMATION ITEMS:
None.
DEPARTMENT HEAD REPORTS:
None.
CLOSED SESSION:
None.
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY:
None.
BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING:
None.
ADJOURNMENT:
Vice Chair Ooten declared the meeting adjourned at 6:01 p.m. to the next Regular Operations
Committee meeting to be held on Wednesday, December 3, 2025 at 5:00 p.m.
Submitted by:
_____________________
Jackie Castro, CMC
Assistant Clerk of the Board
Page 7 of 7
Orange County Sanitation District
Minutes for the
ADMINISTRATION COMMITTEE
Wednesday, November 12, 2025
5:00 PM
Board Room
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
CALL TO ORDER
A regular meeting of the Administration Committee of the Orange County Sanitation District
was called to order by Committee Chairwoman Christine Marick on Wednesday, November
12, 2025 at 5:00 p.m. in the Orange County Sanitation District Headquarters. Committee Vice
Chairman Grandis led the Pledge of Allegiance.
ROLL CALL AND DECLARATION OF QUORUM:
The Clerk of the Board declared a quorum present as follows:
PRESENT:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
ABSENT:Jon Dumitru and Melinda Liu
STAFF PRESENT: Lorenzo Tyner, Assistant General Manager; Mike Dorman, Director of
Engineering; Laura Maravilla, Director of Human Resources; Riaz Moinuddin, Director of
Operations and Maintenance; Wally Ritchie, Director of Finance; Lan Wiborg, Director of
Environmental Services; Kelly Lore, Clerk of the Board; Mo Abiodun; Sam Choi; Daisy
Covarrubias; Rhea De Guzman; Thys DeVries; Al Garcia; Bryce Hockensmith; Mark
Kawamoto; Rebecca Long; Tom Meregillano; Aldwin Ramirez; Don Stokes; Thomas Vu;
Kevin Work; Ruth Zintzun were present in the Board Room. General Manager Rob
Thompson was present virtually.
OTHERS PRESENT: Scott Smith, General Counsel; Roger Alfaro, Eide Bailly LLP; and Eric
O'Donnell, Townsend Public Affairs were present in the Board Room.
PUBLIC COMMENTS:
None.
Clerk of the Board Kelly Lore announced that Late Communication pertaining to the
recommendation of Agenda Item No. 9 was received after the publication of the agenda,
distributed to the Committee; and made available to the public.
REPORTS:
Chair Marick informed the Committee that OC San’s Administrative Offices will be closed on
November 27 and 28, for the Thanksgiving holiday. She also announced that this month’s
Board of Directors meeting will take place one week earlier, on Wednesday, November 19.
Page 1 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
Assistant Manager Lorenzo Tyner provided a brief update on the anticipated storm and
information on Code Blue status for OC San Plant operations.
CONSENT CALENDAR:
1.APPROVAL OF MINUTES 2025-4568
Originator: Kelly Lore
MOVED, SECONDED, AND DULY CARRIED TO:
Approve minutes of the Regular meeting of the Administration Committee held October
8, 2025.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
2.PUBLIC AFFAIRS UPDATE FOR THE MONTH OF OCTOBER 2025 2025-4527
Originator: Jennifer Cabral
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Receive and file the Public Affairs Update for the month of October 2025.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
3.ORANGE COUNTY SANITATION DISTRICT 2026 LEGISLATIVE AND
REGULATORY PLAN
2025-4571
Originator: Jennifer Cabral
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Adopt the Orange County Sanitation District 2026 Legislative and Regulatory Plan.
Page 2 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
4.CONSOLIDATED FINANCIAL REPORT FOR THE FIRST QUARTER
ENDED SEPTEMBER 30, 2025
2025-4560
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Receive and file the Orange County Sanitation District First Quarter Financial Report
for the period ended September 30, 2025.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
5.TREASURER’S REPORT FOR THE FIRST QUARTER ENDED
SEPTEMBER 30, 2025
2025-4444
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Receive and file the Orange County Sanitation District First Quarter Treasurer’s Report
for the period ended September 30, 2025.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
Page 3 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
Vice Chairman Grandis pulled Item No. 6 from the consent calendar and stated a conflict of
interest with the noted vendor.
6.INDUSTRIAL CONTROL SYSTEM PENETRATION TEST AND
VULNERABILITY ASSESSMENT
2025-4582
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO:
A. Approve a Purchase Order Contract to Carahsoft Technology Corp for the
purchase of an Industrial Control System Network Penetration Test and
Vulnerability Assessment utilizing the cooperative OMNIA Software Solutions
and Services Contract No. R240303, for a total amount not to exceed $210,750
(Includes Sales Tax); and
B. Approve a contingency in the amount of $21,075 (10%).
AYES:Ryan Gallagher, Christine Marick, Jose Medrano, Jordan Nefulda,
Andrew Nguyen, David Shawver, Chad Wanke, Erik Weigand, John
Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:Glenn Grandis
7.GENERAL MANAGER APPROVED PURCHASES AND ADDITIONS
TO THE PRE-APPROVED OEM SOLE SOURCE LIST
2025-4584
Originator: Wally Ritchie
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Receive and file Orange County Sanitation District purchases made under the
General Manager’s authority for the period of July 1, 2025 to September 30,
2025; and
B. Approve the following additions to the pre-approved Original Equipment
Manufacturers (OEM) Sole Source List:
·BENTLY NEVADA, LLC - System 1 Software Maintenance & Support
·FARO TECHNOLOGIES, INC. - Laser Equipment, Hardware Service,
Software, Maintenance and Training
·EMERSON PROCESS MANAGEMENT - Technical Support for Software
and Equipment
·STO ADVISORS - Professional Services to Manage Pipeline and
Hazardous Materials Safety Administration (PHMSA) Federal Regulations
Page 4 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
NON-CONSENT:
8.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF OCTOBER
2025
2025-4581
Originator: Jennifer Cabral
Mr. Tyner introduced Townsend Public Affairs Director Eric O'Donnell, who provided a
PowerPoint presentation on the State Legislative Update. The presentation included
an overview of the 2025 legislative session bills, the state budget, and several
significant topics, such as cap-and-invest reauthorization, CEQA implementation,
immigration response, congressional redistricting, and new Senate leadership. It also
covered updates on cap and invest advocacy, and some notable legislations, including
AB 339 (Ortega), SB 682 (Allen) – Non-Essential PFAS Use Ban, AB 823 (Boerner) –
Plastic Microbeads and Plastic Glitter, SB 454 (McNerney) – PFAS Mitigation Fund, SB
707 (Durazo) – Brown Act: Teleconferencing, and video retention reform.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Receive and file the Legislative Affairs Update for the month of October 2025.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
9.ORANGE COUNTY SANITATION DISTRICT ANNUAL
COMPREHENSIVE FINANCIAL REPORT FOR THE YEAR ENDED
JUNE 30, 2025
2025-4562
Originator: Wally Ritchie
Director of Finance Wally Ritchie introduced Finance Manager Ruth Zintzun who
introduced Accounting Supervisor Bryce Hockensmith who provided a PowerPoint
presentation regarding the financial cycle, the FY 24-25 budget versus actuals, CIP
expenditures, available resources, and the debt profile. Mr. Hockensmith introduced
Roger Alfaro from the auditing firm Eide Bailly, who presented the independent auditing
Page 5 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
results.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Receive and file the Orange County Sanitation District’s (OC San) Annual
Comprehensive Financial Report for the year ended June 30, 2025, prepared by staff
and audited by Eide Bailly LLP, Certified Public Accountants, along with the following
reports prepared by Eide Bailly LLP:
1. Report to the Board of Directors;
2. Independent Accountants’ Report on Agreed-Upon Procedures Applied to
Appropriations Limit Worksheets; and
3. Report on Internal Control Over Financial Reporting and on Compliance and
Other Matters Based on an Audit of Financial Statements Performed in
Accordance with Government Auditing Standards.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
10.ORANGE COUNTY SANITATION DISTRICT POPULAR ANNUAL
FINANCIAL REPORT FOR THE YEAR ENDED JUNE 30, 2025
2025-4561
Originator: Wally Ritchie
Mr. Ritchie provided an overview of the item.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
Receive and file the Orange County Sanitation District Popular Annual Financial Report
for the year ended June 30, 2025.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
11.JOINT POWERS AGREEMENT, SOUTHERN CALIFORNIA COASTAL
WATER RESEARCH PROJECT AUTHORITY (SCCWRP)
2025-4353
Originator: Lan Wiborg
Page 6 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
Mr. Tyner provided a brief report of the item. Environmental Protection Manager
Sam Choi responded to questions regarding to the ocean outfall permit.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Adopt Resolution No. OC SAN 25-XX titled, “A Resolution of the Board of
Directors of the Orange County Sanitation District approving the Eleventh
Amended Joint Powers Agreement confirming the creation of an agency known
as Southern California Coastal Water Research Project Authority (SCCWRP),
providing for continuation of SCCWRP for five years from July 1, 2026 through
June 30, 2031”; and
B. Approve annual funding in the amount of $600,000 for FY 2026/27; $618,000 for
FY 2027/28; $636,000 for FY 2028/29; $656,000 for FY 2029/30; and $675,000
for FY 2030/31.
AYES:Ryan Gallagher, Glenn Grandis, Christine Marick, Jose Medrano,
Jordan Nefulda, Andrew Nguyen, David Shawver, Chad Wanke, Erik
Weigand, John Withers and Jordan Wu
NOES:None
ABSENT:Jon Dumitru and Melinda Liu
ABSTENTIONS:None
INFORMATION ITEMS:
None.
DEPARTMENT HEAD REPORTS:
None.
CLOSED SESSION:
None.
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY:
None.
BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING:
None.
Page 7 of 8
ADMINISTRATION
COMMITTEE
Minutes November 12, 2025
ADJOURNMENT:
Chair Marick declared the meeting adjourned at 5:38 p.m. to the next Regular Administration
Committee meeting to be held on Wednesday, December 10, 2025 at 5:00 p.m.
Submitted by:
__________________
Kelly A. Lore, MMC
Clerk of the Board
Page 8 of 8
BOARD OF DIRECTORS
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4059 Agenda Date:12/17/2025 Agenda Item No:5.
FROM:Robert Thompson, General Manager
Originator: Wally Ritchie, Director of Finance
SUBJECT:
REPORT OF THE INVESTMENT TRANSACTIONS FOR THE MONTH OF NOVEMBER 2025
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION: Receive and file the following:
Report of the Investment Transactions for the month of November 2025.
BACKGROUND
The CA Government Code requires that a monthly report of investment transactions be provided to
the legislative body.Attached is the monthly report of investment transactions for the month ended
November 30, 2025.
RELEVANT STANDARDS
·CA Government Code Section 53607
PRIOR COMMITTEE/BOARD ACTIONS
N/A
FINANCIAL CONSIDERATIONS
N/A
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Report of the Investment Transactions - November 2025
Orange County Sanitation District Printed on 12/10/2025Page 1 of 1
powered by Legistar™
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
Account Beginning Cash Principal Cash: -
25,203,415.86
Income Cash:
25,203,415.86
Total Cash: -
03-Nov-
25
03-Nov-25 594918BJ2 I 310 INTEREST EARNED ON
MICROSOFT CORP
3.125% 11/03/25 $1 PV ON
2100000.0000 SHARES
DUE 11/3/2025
-----32,812.50 ---SEI
03-Nov-
25
03-Nov-25 3130B5RZ
3
I 310 INTEREST EARNED ON
FEDERAL HOME LOAN
0.00001% 11/03/25 $1 PV
ON 1000000.0000
SHARES DUE 11/3/2025
-----10,933.61 ---SEI
03-Nov-
25
03-Nov-25 31846V567
FGZXX
I 310 INTEREST EARNED ON
FIRST AM GOVT OB FD
CL Z UNIT ON 0.0000
SHARES DUE 10/31/2025
INTEREST FROM 10/1/25
TO 10/31/25
-----1,142.08 ---SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
3,132,812.550
0
-----3,132,812.55 3,132,812.55 --SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 3130B5RZ
3
P 20 MATURED PAR VALUE
OF FEDERAL HOME
LOAN 0.00001% 11/03/25
1,000,000 PAR VALUE AT
100 %
-
1,000,000.000
0
100.0
000
---1,000,000.00 -999,811.00 189.00 -SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 594918BJ2 P 20 MATURED PAR VALUE
OF MICROSOFT CORP
3.125% 11/03/25
2,100,000 PAR VALUE AT
100 %
-
2,100,000.000
0
100.0
000
---2,100,000.00 -
2,077,635.00
22,365.00 -SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
3,158,589.560
0
----3,158,589.56 -
3,158,589.56
--SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 1 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
03-Nov-
25
03-Nov-
25
03-Nov-25 912797QR
1
112025
P 10 PURCHASED PAR VALUE
OF U S TREASURY BILL
11/20/25 /J.P.
MORGAN SECURITIES
LLC/2,675,000 PAR
VALUE AT 99.81781645 %
2,675,000.000
0
99.81
78
----2,670,126.59 2,670,126.59 --SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 313385PF
7
FHL
111425
P 10 PURCHASED PAR VALUE
OF F H L B DISC NTS
11/14/25 /BARCLAYS
CAPITAL INC. FIXED
IN/200,000 PAR VALUE AT
99.879305 %
200,000.0000 99.87
93
----199,758.61 199,758.61 --SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 313385PF
7
FHL
111425
P 10 PURCHASED PAR VALUE
OF F H L B DISC NTS
11/14/25 /NMRIUS33
NOMURA SECS INTL
NY/300,000 PAR VALUE
AT 99.87930667 %
300,000.0000 99.87
93
----299,637.92 299,637.92 --SEI
Post Date 03-Nov-25 Total ---1,142.08 66,300.11 22,554.00 -SEI
04-Nov-
25
04-Nov-25 713448FV
5
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF PEPSICO
INC 5.250% 11/10/25
------25,375.00 ---SEI
04-Nov-
25
04-Nov-25 3130B5Q
68
I 310 INTEREST EARNED ON
FEDERAL HOME LOAN
0.00001% 11/04/25 $1 PV
ON 2000000.0000
SHARES DUE 11/4/2025
-----0.10 ---SEI
04-Nov-
25
04-Nov-25 3130B5Q
68
I 310 INTEREST EARNED ON
FEDERAL HOME LOAN
0.00001% 11/04/25 $1 PV
ON 2000000.0000
SHARES DUE 11/4/2025
-----21,809.44 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 2 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
04-Nov-
25
03-Nov-
25
04-Nov-25 713448FV
5
P 10 PURCHASED PAR VALUE
OF PEPSICO INC
5.250% 11/10/25 /RBC
CAPITAL MARKETS,
LLC/1,000,000 PAR
VALUE AT 100.019 %
1,000,000.000
0
100.0
190
----1,000,190.00 1,000,190.00 --SEI
04-Nov-
25
04-Nov-
25
04-Nov-25 3130B5Q
68
P 20 MATURED PAR VALUE
OF FEDERAL HOME
LOAN 0.00001% 11/04/25
2,000,000 PAR VALUE AT
100 %
-
2,000,000.000
0
100.0
000
---2,000,000.00 -
1,999,623.80
376.20 -SEI
04-Nov-
25
04-Nov-
25
04-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
975,577.1800 -----975,577.18 975,577.18 --SEI
04-Nov-
25
04-Nov-
25
04-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-978,081.6700 ----978,081.67 -978,081.67 --SEI
04-Nov-
25
04-Nov-
25
04-Nov-25 6698M4Y
55
P 10 PURCHASED PAR VALUE
OF NOVARTIS FIN CORP
DISC C P 11/05/25 /BOFA
SECURITIES, INC./FXD
INC/1,000,000 PAR VALUE
AT 99.989111 %
1,000,000.000
0
99.98
91
----999,891.11 999,891.11 --SEI
Post Date 04-Nov-25 Total ----1,142.08 -2,047.18 376.20 -SEI
05-Nov-
25
05-Nov-25 912797QQ
3
I 310 INTEREST EARNED ON U
S TREASURY BILL
11/13/25 $1 PV ON
2050000.0000 SHARES
DUE 11/4/2025 2,050,000
PAR VALUE AT
99.91474439 %
-----7,857.19 ---SEI
05-Nov-
25
05-Nov-25 912797QR
1
112025
I 310 INTEREST EARNED ON U
S TREASURY BILL
11/20/25 $1 PV ON
500000.0000 SHARES
DUE 11/4/2025 500,000
PAR VALUE AT 99.839458
%
-----108.21 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 3 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
05-Nov-
25
05-Nov-25 6698M4Y
55
I 310 INTEREST EARNED ON
NOVARTIS FIN CORP
DISC C P 11/05/25 $1 PV
ON 1000000.0000
SHARES DUE 11/5/2025
1,000,000 PAR VALUE AT
100 %
-----108.89 ---SEI
05-Nov-
25
04-Nov-
25
05-Nov-25 912797QR
1
112025
P 20 SOLD PAR VALUE OF U S
TREASURY BILL
11/20/25 /J.P. MORGAN
SECURITIES LLC/500,000
PAR VALUE AT 99.839458
%
-500,000.0000 99.83
95
---499,089.08 -499,089.08 --SEI
05-Nov-
25
04-Nov-
25
05-Nov-25 912797QQ
3
P 20 SOLD PAR VALUE OF U S
TREASURY BILL
11/13/25 /J.P. MORGAN
SECURITIES
LLC/2,050,000 PAR
VALUE AT 99.91474439 %
-
2,050,000.000
0
99.91
47
---2,040,395.07 -
2,040,395.07
--SEI
05-Nov-
25
04-Nov-
25
05-Nov-25 313589PR
8
P 10 PURCHASED PAR VALUE
OF F N M A DISC NT
11/24/25 /IRVTUS3N BK
OF NEW YORK/3,551,000
PAR VALUE AT
99.79416671 %
3,551,000.000
0
99.79
42
----3,543,690.86 3,543,690.86 --SEI
05-Nov-
25
05-Nov-
25
05-Nov-25 6698M4Y
55
P 20 MATURED PAR VALUE
OF NOVARTIS FIN CORP
DISC C P 11/05/25
1,000,000 PAR VALUE AT
100 %
-
1,000,000.000
0
100.0
000
---999,891.11 -999,891.11 --SEI
05-Nov-
25
05-Nov-
25
05-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
3,547,449.550
0
-----3,547,449.55 3,547,449.55 --SEI
05-Nov-
25
05-Nov-
25
05-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
3,543,690.860
0
----3,543,690.86 -
3,543,690.86
--SEI
Post Date 05-Nov-25 Total ----8,074.29 --SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 4 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
10-Nov-
25
10-Nov-25 3134GXEJ
9
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF F H L M C
M T N 0.640% 11/24/25
------3,246.22 ---SEI
10-Nov-
25
10-Nov-25 713448FV
5
I 310 INTEREST EARNED ON
PEPSICO INC
5.250% 11/10/25 $1 PV ON
1000000.0000 SHARES
DUE 11/10/2025
-----26,250.00 ---SEI
10-Nov-
25
10-Nov-25 89236TKK
0
I 310 INTEREST EARNED ON
TOYOTA MTR CR MTN
5.400% 11/10/25 $1 PV ON
1000000.0000 SHARES
DUE 11/10/2025
INTEREST ON 11/10/25
MATURITY
-----27,000.00 ---SEI
10-Nov-
25
10-Nov-25 66989HAJ
7
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF
NOVARTIS CAPITAL
3.000% 11/20/25
------5,213.33 ---SEI
10-Nov-
25
10-Nov-25 3130AXS
74
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF F H L B
DEB 4.075% 11/14/25
------8,873.33 ---SEI
10-Nov-
25
10-Nov-25 912797QR
1
112025
I 310 INTEREST EARNED ON U
S TREASURY BILL
11/20/25 $1 PV ON
375000.0000 SHARES
DUE 11/10/2025 375,000
PAR VALUE AT
99.89533333 %
-----290.69 ---SEI
10-Nov-
25
07-Nov-
25
10-Nov-25 3134GXEJ
9
P 10 PURCHASED PAR VALUE
OF F H L M C M T N
0.640% 11/24/25 /BOFA
SECURITIES, INC./FXD
INC/1,100,000 PAR VALUE
AT 99.867 %
1,100,000.000
0
99.86
70
----1,098,537.00 1,098,537.00 --SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 5 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
10-Nov-
25
10-Nov-
25
10-Nov-25 89236TKK
0
P 20 MATURED PAR VALUE
OF TOYOTA MTR CR
MTN 5.400% 11/10/25
1,000,000 PAR VALUE AT
100 %
-
1,000,000.000
0
100.0
000
---1,000,000.00 -
1,001,760.00
-1,760.00 -SEI
10-Nov-
25
10-Nov-
25
10-Nov-25 713448FV
5
P 20 MATURED PAR VALUE
OF PEPSICO INC
5.250% 11/10/25 1,000,000
PAR VALUE AT 100 %
-
1,000,000.000
0
100.0
000
---1,000,000.00 -
1,000,190.00
-190.00 -SEI
10-Nov-
25
10-Nov-
25
10-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
924,466.7800 -----924,466.78 924,466.78 --SEI
10-Nov-
25
10-Nov-
25
10-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-805,356.9900 ----805,356.99 -805,356.99 --SEI
10-Nov-
25
10-Nov-
25
10-Nov-25 66989HAJ
7
P 10 PURCHASED PAR VALUE
OF NOVARTIS CAPITAL
3.000% 11/20/25 /J.P.
MORGAN SECURITIES
LLC/368,000 PAR VALUE
AT 99.964 %
368,000.0000 99.96
40
----367,867.52 367,867.52 --SEI
10-Nov-
25
10-Nov-
25
10-Nov-25 3130AXS
74
P 10 PURCHASED PAR VALUE
OF F H L B DEB
4.075% 11/14/25
/CITIGROUP GLOBAL
MARKETS INC./825,000
PAR VALUE AT
100.0012497 %
825,000.0000 100.0
013
----825,010.31 825,010.31 --SEI
10-Nov-
25
10-Nov-
25
10-Nov-25 912797QR
1
112025
P 20 SOLD PAR VALUE OF U S
TREASURY BILL
11/20/25 /CITIGROUP
GLOBAL MARKETS
INC./375,000 PAR VALUE
AT 99.89533333 %
-375,000.0000 99.89
53
---374,316.81 -374,316.81 --SEI
Post Date 10-Nov-25 Total ----34,257.81 -1,950.00 -SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 6 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
12-Nov-
25
12-Nov-25 66989HAJ
7
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF
NOVARTIS CAPITAL
3.000% 11/20/25
------3,440.00 ---SEI
12-Nov-
25
12-Nov-25 912797QR
1
112025
I 310 INTEREST EARNED ON U
S TREASURY BILL
11/20/25 $1 PV ON
125000.0000 SHARES
DUE 11/10/2025 125,000
PAR VALUE AT 99.916656
%
-----123.55 ---SEI
12-Nov-
25
10-Nov-
25
12-Nov-25 66989HAJ
7
P 10 PURCHASED PAR VALUE
OF NOVARTIS CAPITAL
3.000% 11/20/25 /RBC
CAPITAL MARKETS,
LLC/240,000 PAR VALUE
AT 99.975 %
240,000.0000 99.97
50
----239,940.00 239,940.00 --SEI
12-Nov-
25
10-Nov-
25
12-Nov-25 912797QR
1
112025
P 20 SOLD PAR VALUE OF U S
TREASURY BILL
11/20/25 /RBC CAPITAL
MARKETS, LLC/125,000
PAR VALUE AT 99.916656
%
-125,000.0000 99.91
67
---124,772.27 -124,772.27 --SEI
12-Nov-
25
12-Nov-
25
12-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-118,484.1800 ----118,484.18 -118,484.18 --SEI
Post Date 12-Nov-25 Total -----3,316.45 --SEI
13-Nov-
25
13-Nov-25 110122DN
5
I 310 INTEREST EARNED ON
BRISTOL MYERS
0.750% 11/13/25 $1 PV ON
1221000.0000 SHARES
DUE 11/13/2025
-----4,578.75 ---SEI
13-Nov-
25
13-Nov-
25
13-Nov-25 110122DN
5
P 20 MATURED PAR VALUE
OF BRISTOL MYERS
0.750% 11/13/25 1,221,000
PAR VALUE AT 100 %
-
1,221,000.000
0
100.0
000
---1,221,000.00 -
1,210,816.86
10,183.14 -SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 7 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
13-Nov-
25
13-Nov-
25
13-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
1,225,578.750
0
-----1,225,578.75 1,225,578.75 --SEI
13-Nov-
25
13-Nov-
25
13-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
1,249,056.940
0
----1,249,056.94 -
1,249,056.94
--SEI
13-Nov-
25
13-Nov-
25
13-Nov-25 313397PM
7
P 10 PURCHASED PAR VALUE
OF F H L M C DISC NT
11/20/25 /BARCLAYS
CAPITAL INC. FIXED
IN/1,250,000 PAR VALUE
AT 99.9245552 %
1,250,000.000
0
99.92
46
----1,249,056.94 1,249,056.94 --SEI
Post Date 13-Nov-25 Total ----14,761.89 10,183.14 -SEI
14-Nov-
25
14-Nov-25 313385PF
7
FHL
111425
I 310 INTEREST EARNED ON F
H L B DISC NTS
11/14/25 $1 PV ON
300000.0000 SHARES
DUE 11/14/2025 300,000
PAR VALUE AT 100 %
-----362.08 ---SEI
14-Nov-
25
14-Nov-25 313385PF
7
FHL
111425
I 310 INTEREST EARNED ON F
H L B DISC NTS
11/14/25 $1 PV ON
200000.0000 SHARES
DUE 11/14/2025 200,000
PAR VALUE AT 100 %
-----241.39 ---SEI
14-Nov-
25
14-Nov-25 3130AXS
74
I 310 INTEREST EARNED ON F
H L B DEB 4.075%
11/14/25 $1 PV ON
825000.0000 SHARES
DUE 11/14/2025
-----9,248.71 ---SEI
14-Nov-
25
14-Nov-
25
14-Nov-25 3130AXS
74
P 20 MATURED PAR VALUE
OF F H L B DEB
4.075% 11/14/25 825,000
PAR VALUE AT 100 %
-825,000.0000 100.0
000
---825,000.00 -825,010.31 -10.31 -SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 8 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
14-Nov-
25
14-Nov-
25
14-Nov-25 313385PF
7
FHL
111425
P 20 MATURED PAR VALUE
OF F H L B DISC NTS
11/14/25 200,000 PAR
VALUE AT 100 %
-200,000.0000 100.0
000
---199,758.61 -199,758.61 --SEI
14-Nov-
25
14-Nov-
25
14-Nov-25 313385PF
7
FHL
111425
P 20 MATURED PAR VALUE
OF F H L B DISC NTS
11/14/25 300,000 PAR
VALUE AT 100 %
-300,000.0000 100.0
000
---299,637.92 -299,637.92 --SEI
14-Nov-
25
14-Nov-
25
14-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
1,325,000.000
0
-----1,325,000.00 1,325,000.00 --SEI
14-Nov-
25
14-Nov-
25
14-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
1,314,336.120
0
----1,314,336.12 -
1,314,336.12
--SEI
14-Nov-
25
14-Nov-
25
14-Nov-25 313397PR
6
P 10 PURCHASED PAR VALUE
OF F H L M C DISC NT
11/24/25 /WELLS
FARGO SECURITIES,
LLC/1,325,000 PAR
VALUE AT 99.89319472 %
1,325,000.000
0
99.89
32
----1,323,584.83 1,323,584.83 --SEI
Post Date 14-Nov-25 Total ----9,841.87 -10.31 -SEI
19-Nov-
25
19-Nov-25 93114EYK
7
I 310 INTEREST EARNED ON
WALMART INC DISC
COML C P 11/19/25 $1
PV ON 500000.0000
SHARES DUE 11/19/2025
500,000 PAR VALUE AT
100 %
-----1,166.67 ---SEI
19-Nov-
25
19-Nov-
25
19-Nov-25 93114EYK
7
P 20 MATURED PAR VALUE
OF WALMART INC DISC
COML C P 11/19/25
500,000 PAR VALUE AT
100 %
-500,000.0000 100.0
000
---498,833.33 -498,833.33 --SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 9 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
19-Nov-
25
19-Nov-
25
19-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
500,000.0000 -----500,000.00 500,000.00 --SEI
19-Nov-
25
19-Nov-
25
19-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-499,731.9400 ----499,731.94 -499,731.94 --SEI
19-Nov-
25
19-Nov-
25
19-Nov-25 93114EYQ
4
P 10 PURCHASED PAR VALUE
OF WALMART INC DISC
COML C P 11/24/25
/BARCLAYS CAPITAL INC.
FIXED IN/500,000 PAR
VALUE AT 99.946388 %
500,000.0000 99.94
64
----499,731.94 499,731.94 --SEI
Post Date 19-Nov-25 Total ----1,166.67 --SEI
20-Nov-
25
20-Nov-25 66989HAJ
7
I 310 INTEREST EARNED ON
NOVARTIS CAPITAL
3.000% 11/20/25 $1 PV ON
608000.0000 SHARES
DUE 11/20/2025
-----9,120.00 ---SEI
20-Nov-
25
20-Nov-25 912797QR
1
112025
I 310 INTEREST EARNED ON U
S TREASURY BILL
11/20/25 $1 PV ON
1675000.0000 SHARES
DUE 11/20/2025 1,675,000
PAR VALUE AT 100 %
-----3,051.57 ---SEI
20-Nov-
25
20-Nov-25 313397PM
7
I 310 INTEREST EARNED ON F
H L M C DISC NT
11/20/25 $1 PV ON
1250000.0000 SHARES
DUE 11/20/2025 1,250,000
PAR VALUE AT 100 %
-----943.06 ---SEI
20-Nov-
25
20-Nov-25 74340XBU
4
I 310 INTEREST EARNED ON
PROLOGIS L P
3.250% 6/30/26 $1 PV ON
519000.0000 SHARES
DUE 11/20/2025
-----6,559.54 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 10 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
20-Nov-
25
20-Nov-25 45905U6L
3
IBM3125
I 310 INTEREST EARNED ON
INTL BK M T N 3.126%
11/20/25 $1 PV ON
750000.0000 SHARES
DUE 11/20/2025
INTEREST ON 11/20/25
MATURITY
-----11,722.50 ---SEI
20-Nov-
25
19-Nov-
25
20-Nov-25 6698M4YQ
9
P 10 PURCHASED PAR VALUE
OF NOVARTIS FIN CORP
DISC C P 11/24/25
/GOLDMAN SACHS & CO.
LLC/2,500,000 PAR
VALUE AT 99.9568888 %
2,500,000.000
0
99.95
69
----2,498,922.22 2,498,922.22 --SEI
20-Nov-
25
19-Nov-
25
20-Nov-25 912797SF
5
P 10 PURCHASED PAR VALUE
OF U S TREASURY BILL
1/13/26 /MORGAN
STANLEY & CO.
LLC/1,825,000 PAR
VALUE AT 99.42444986 %
1,825,000.000
0
99.42
45
----1,814,496.21 1,814,496.21 --SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 45905U6L
3
IBM3125
P 20 MATURED PAR VALUE
OF INTL BK M T N
3.126% 11/20/25 750,000
PAR VALUE AT 100 %
-750,000.0000 100.0
000
---750,000.00 -742,575.00 7,425.00 -SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 313397PM
7
P 20 MATURED PAR VALUE
OF F H L M C DISC NT
11/20/25 1,250,000 PAR
VALUE AT 100 %
-
1,250,000.000
0
100.0
000
---1,249,056.94 -
1,249,056.94
--SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 66989HAJ
7
P 20 MATURED PAR VALUE
OF NOVARTIS CAPITAL
3.000% 11/20/25 368,000
PAR VALUE AT 100 %
-368,000.0000 100.0
000
---368,000.00 -367,893.92 106.08 -SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
504,261.1100 -----504,261.11 504,261.11 --SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 74340XBU
4
P 20 FULL CALL PAR VALUE
OF PROLOGIS L P
3.250% 6/30/26 /CALLS/
-519,000.0000 100.0
000
---519,000.00 -513,763.29 5,236.71 -SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 11 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
20-Nov-
25
20-Nov-
25
20-Nov-25 66989HAJ
7
P 20 MATURED PAR VALUE
OF NOVARTIS CAPITAL
3.000% 11/20/25 240,000
PAR VALUE AT 100 %
-240,000.0000 100.0
000
---240,000.00 -239,913.60 86.40 -SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 912797QR
1
112025
P 20 MATURED PAR VALUE
OF U S TREASURY BILL
11/20/25 1,675,000
PAR VALUE AT 100 %
-
1,675,000.000
0
100.0
000
---1,671,948.43 -
1,671,948.43
--SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
11,722.5000 -----11,722.50 11,722.50 --SEI
Post Date 20-Nov-25 Total ----44,250.86 12,854.19 -SEI
21-Nov-
25
21-Nov-
25
21-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-521,670.6200 ----521,670.62 -521,670.62 --SEI
21-Nov-
25
21-Nov-
25
21-Nov-25 912797SG
3
P 10 PURCHASED PAR VALUE
OF U S TREASURY BILL
1/20/26 /CITIGROUP
GLOBAL MARKETS
INC./525,000 PAR VALUE
AT 99.36583238 %
525,000.0000 99.36
58
----521,670.62 521,670.62 --SEI
Post Date 21-Nov-25 Total -------SEI
24-Nov-
25
24-Nov-25 313589PR
8
I 310 INTEREST EARNED ON F
N M A DISC NT
11/24/25 $1 PV ON
3551000.0000 SHARES
DUE 11/24/2025 3,551,000
PAR VALUE AT 100 %
-----7,309.14 ---SEI
24-Nov-
25
24-Nov-25 3134GXEJ
9
I 310 INTEREST EARNED ON F
H L M C M T N 0.640%
11/24/25 $1 PV ON
1100000.0000 SHARES
DUE 11/24/2025
-----3,520.00 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 12 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
24-Nov-
25
24-Nov-25 93114EYQ
4
I 310 INTEREST EARNED ON
WALMART INC DISC
COML C P 11/24/25 $1
PV ON 500000.0000
SHARES DUE 11/24/2025
500,000 PAR VALUE AT
100 %
-----268.06 ---SEI
24-Nov-
25
24-Nov-25 313397PR
6
I 310 INTEREST EARNED ON F
H L M C DISC NT
11/24/25 $1 PV ON
1325000.0000 SHARES
DUE 11/24/2025 1,325,000
PAR VALUE AT 100 %
-----1,415.17 ---SEI
24-Nov-
25
24-Nov-25 6698M4YQ
9
I 310 INTEREST EARNED ON
NOVARTIS FIN CORP
DISC C P 11/24/25 $1 PV
ON 2500000.0000
SHARES DUE 11/24/2025
2,500,000 PAR VALUE AT
100 %
-----1,077.78 ---SEI
24-Nov-
25
24-Nov-25 3130B07B
9
I 310 INTEREST EARNED ON F
H L B DEB 4.425%
2/23/26 $1 PV ON
200000.0000 SHARES
DUE 11/23/2025
-----2,208.11 ---SEI
24-Nov-
25
24-Nov-25 P 210 CASH DISBURSEMENT
PAID TO ORANGE
COUNTY SANITATION
DISTRICT OUTGOING
DOMESTIC WIRE
TRANSFER FROM LIQUID
OPERATING PORTFOLIO
------8,000,000.00 ---SEI
24-Nov-
25
24-Nov-25 3130B6US
3
I 310 INTEREST EARNED ON F
H L B DEB 4.380%
2/24/26 $1 PV ON
500000.0000 SHARES
DUE 11/24/2025
-----5,367.64 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 13 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
24-Nov-
25
24-Nov-
25
24-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
8,979,520.000
0
-----8,979,520.00 8,979,520.00 --SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 6698M4YQ
9
P 20 MATURED PAR VALUE
OF NOVARTIS FIN CORP
DISC C P 11/24/25
2,500,000 PAR VALUE AT
100 %
-
2,500,000.000
0
100.0
000
---2,498,922.22 -
2,498,922.22
--SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 3134GXEJ
9
P 20 MATURED PAR VALUE
OF F H L M C M T N
0.640% 11/24/25 1,100,000
PAR VALUE AT 100 %
-
1,100,000.000
0
100.0
000
---1,100,000.00 -
1,098,537.00
1,463.00 -SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 313397PR
6
P 20 MATURED PAR VALUE
OF F H L M C DISC NT
11/24/25 1,325,000 PAR
VALUE AT 100 %
-
1,325,000.000
0
100.0
000
---1,323,584.83 -
1,323,584.83
--SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 93114EYQ
4
P 20 MATURED PAR VALUE
OF WALMART INC DISC
COML C P 11/24/25
500,000 PAR VALUE AT
100 %
-500,000.0000 100.0
000
---499,731.94 -499,731.94 --SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 313589PR
8
P 20 MATURED PAR VALUE
OF F N M A DISC NT
11/24/25 3,551,000 PAR
VALUE AT 100 %
-
3,551,000.000
0
100.0
000
---3,543,690.86 -
3,543,690.86
--SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
7,992,424.250
0
----7,992,424.25 -
7,992,424.25
--SEI
Post Date 24-Nov-25 Total -----
7,977,371.10
1,463.00 -SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 14 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046600 OCSD LIQUID OPERATING PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
24-Nov-
25
25-Nov-25 912797SG
3
P 10 PURCHASED PAR VALUE
OF U S TREASURY BILL
1/20/26 /J.P.
MORGAN SECURITIES
LLC/975,000 PAR VALUE
AT 99.40391077 %
975,000.0000 99.40
39
----969,188.13 969,188.13 --SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-969,188.1300 ----969,188.13 -969,188.13 --SEI
Post Date 25-Nov-25 Total -------SEI
26-Nov-
25
26-Nov-25 3130AMH
62
I 310 INTEREST EARNED ON F
H L B DEB 1.000%
5/26/26 $1 PV ON
415000.0000 SHARES
DUE 11/26/2025
-----2,075.00 ---SEI
26-Nov-
25
26-Nov-
25
26-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
2,075.0000 -----2,075.00 2,075.00 --SEI
Post Date 26-Nov-25 Total ----2,075.00 --SEI
28-Nov-
25
28-Nov-25 14913UAK
6
CM55726
I 310 INTEREST EARNED ON
CATERPILLAR MTN
5.74486% 2/27/26 $1 PV
ON 1000000.0000
SHARES DUE 11/28/2025
-----11,922.77 ---SEI
28-Nov-
25
28-Nov-
25
28-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
11,922.7700 -----11,922.77 11,922.77 --SEI
Post Date 28-Nov-25 Total ----11,922.77 --SEI
Account 6745046600 Total -----
7,790,083.46
45,470.22 -SEI
Account Ending Cash Principal Cash: -
25,367,862.18
Income Cash:
25,367,862.18
Total Cash: -
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 15 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
Account Beginning Cash Principal Cash: -
108,654,484.65
Income Cash:
108,654,484.65
Total Cash: -
03-Nov-
25
03-Nov-25 91282
CHW4
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF U S
TREASURY NT 4.125%
8/31/30
------68,187.85 ---SEI
03-Nov-
25
03-Nov-25 68609UNF
8
I 310 INTEREST EARNED ON
OREGON ST TAXABLE
GO 4.368% 5/01/28 $1 PV
ON 1000000.0000
SHARES DUE 11/1/2025
-----22,082.67 ---SEI
03-Nov-
25
03-Nov-25 68609UNG
6
I 310 INTEREST EARNED ON
OREGON ST TAXABLE
GO 4.494% 5/01/29 $1 PV
ON 1000000.0000
SHARES DUE 11/1/2025
-----22,719.67 ---SEI
03-Nov-
25
03-Nov-25 20030NCH
2
I 310 INTEREST EARNED ON
COMCAST CORP
3.550% 5/01/28 $1 PV ON
5000000.0000 SHARES
DUE 11/1/2025
-----88,750.00 ---SEI
03-Nov-
25
03-Nov-25 91282CJA
0
I 301 RECEIVED ACCRUED
INTEREST ON SALE OF U
S TREASURY NT
4.625% 9/30/28
-----28,404.36 ---SEI
03-Nov-
25
03-Nov-25 31846V567
FGZXX
I 310 INTEREST EARNED ON
FIRST AM GOVT OB FD
CL Z UNIT ON 0.0000
SHARES DUE 10/31/2025
INTEREST FROM 10/1/25
TO 10/31/25
-----4,923.75 ---SEI
03-Nov-
25
31-Oct-
25
03-Nov-25 91282
CHW4
P 10 PURCHASED PAR VALUE
OF U S TREASURY NT
4.125% 8/31/30
/GOLDMAN SACHS & CO.
LLC/9,350,000 PAR
VALUE AT 101.8125 %
9,350,000.000
0
101.8
125
----9,519,468.75 9,519,468.75 --SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 16 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
03-Nov-
25
31-Oct-
25
03-Nov-25 91282CJA
0
P 20 SOLD PAR VALUE OF U S
TREASURY NT 4.625%
9/30/28 /IRVTUS3N BK OF
NEW YORK/6,575,000
PAR VALUE AT
102.8238838 %
-
6,575,000.000
0
102.8
239
---6,760,670.36 -
6,778,414.06
--
17,743.7
0
SEI
03-Nov-
25
03-Nov-
25
03-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
2,665,029.540
0
----2,665,029.54 -
2,665,029.54
--SEI
Post Date 03-Nov-25 Total ---4,923.75 76,025.15 --
17,743.7
0
SEI
04-Nov-
25
04-Nov-25 91282CHJ
3
I 301 RECEIVED ACCRUED
INTEREST ON SALE OF U
S TREASURY NT
3.750% 6/30/30
-----53,060.46 ---SEI
04-Nov-
25
03-Nov-
25
04-Nov-25 91282CHJ
3
P 20 SOLD PAR VALUE OF U S
TREASURY NT 3.750%
6/30/30 /IRVTUS3N BK OF
NEW YORK/4,100,000
PAR VALUE AT 100.20279
%
-
4,100,000.000
0
100.2
028
---4,108,314.39 -
4,102,242.19
6,072.20 -SEI
04-Nov-
25
04-Nov-
25
04-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
4,166,298.600
0
-----4,166,298.60 4,166,298.60 --SEI
Post Date 04-Nov-25 Total ----4,923.75 64,056.41 6,072.20 -SEI
05-Nov-
25
03-Nov-
25
05-Nov-25 66989HAY
4
P 10 PURCHASED PAR VALUE
OF NOVARTIS CAPITAL
4.100% 11/05/30 /J.P.
MORGAN SECURITIES
LLC/4,075,000 PAR
VALUE AT 99.7 %
4,075,000.000
0
99.70
00
----4,062,775.00 4,062,775.00 --SEI
05-Nov-
25
05-Nov-
25
05-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
4,062,775.000
0
----4,062,775.00 -
4,062,775.00
--SEI
Post Date 05-Nov-25 Total -------SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 17 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
06-Nov-
25
06-Nov-25 91282CJN
2
I 301 RECEIVED ACCRUED
INTEREST ON SALE OF U
S TREASURY NT
4.375% 11/30/28
-----109,285.35 ---SEI
06-Nov-
25
03-Nov-
25
06-Nov-25 02079KAV
9
P 10 PURCHASED PAR VALUE
OF ALPHABET INC
3.875% 11/15/28 /HSBC
SECURITIES,
INC./1,115,000 PAR
VALUE AT 99.914 %
1,115,000.000
0
99.91
40
----1,114,041.10 1,114,041.10 --SEI
06-Nov-
25
04-Nov-
25
06-Nov-25 02079KAV
9
P 10 PURCHASED PAR VALUE
OF ALPHABET INC
3.875% 11/15/28 /MIZUHO
SECURITIES USA
INC./5,240,000 PAR
VALUE AT 100.023 %
5,240,000.000
0
100.0
230
----5,241,205.20 5,241,205.20 --SEI
06-Nov-
25
05-Nov-
25
06-Nov-25 91282CJN
2
P 20 SOLD PAR VALUE OF U S
TREASURY NT 4.375%
11/30/28 /IRVTUS3N BK
OF NEW YORK/5,750,000
PAR VALUE AT
102.0660713 %
-
5,750,000.000
0
102.0
661
---5,868,799.10 -
5,801,738.28
-67,060.8
2
SEI
06-Nov-
25
06-Nov-
25
06-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-377,161.8500 ----377,161.85 -377,161.85 --SEI
Post Date 06-Nov-25 Total ----176,346.17 -67,060.8
2
SEI
13-Nov-
25
13-Nov-25 3134HA7E
7
I 310 INTEREST EARNED ON F
H L M C 5.125%
2/13/30 $1 PV ON
5000000.0000 SHARES
DUE 11/13/2025
-----64,062.50 ---SEI
13-Nov-
25
13-Nov-
25
13-Nov-25 3134HA7E
7
P 20 FULL CALL PAR VALUE
OF F H L M C
5.125% 2/13/30 /CALLS/
-
5,000,000.000
0
100.0
000
---5,000,000.00 -
5,019,150.00
-19,150.00 -SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 18 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
13-Nov-
25
13-Nov-
25
13-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
5,000,000.000
0
-----5,000,000.00 5,000,000.00 --SEI
13-Nov-
25
13-Nov-
25
13-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
64,062.5000 -----64,062.50 64,062.50 --SEI
Post Date 13-Nov-25 Total ----44,912.50 -19,150.00 -SEI
14-Nov-
25
14-Nov-25 23338VAW
6
I 310 INTEREST EARNED ON
DTE ELEC CO
4.250% 5/14/27 $1 PV ON
4956000.0000 SHARES
DUE 11/14/2025
-----105,315.00 ---SEI
14-Nov-
25
14-Nov-
25
14-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
105,315.0000 -----105,315.00 105,315.00 --SEI
Post Date 14-Nov-25 Total ----105,315.00 --SEI
17-Nov-
25
17-Nov-25 02582JKM
1
AE44529
I 310 INTEREST EARNED ON
AMERICAN EXP
4.560% 12/17/29 $1 PV ON
40416.8000 SHARES DUE
11/15/2025 $0.00380/PV
ON 10,636,000.00 PV
DUE 11/15/25
-----40,416.80 ---SEI
17-Nov-
25
17-Nov-25 3133TCE
95
FHL3032
I 310 INTEREST EARNED ON F
H L M C MLTCL MT
4.567% 8/15/32 $1 PV ON
4.6100 SHARES DUE
11/15/2025 $0.00381/PV
ON 1,212.40 PV DUE
11/15/25
-----4.61 ---SEI
17-Nov-
25
17-Nov-25 161571HV
9
I 310 INTEREST EARNED ON
CHASE ISSUE TR
4.600% 1/16/29 $1 PV ON
30820.0000 SHARES DUE
11/15/2025 $0.00383/PV
ON 8,040,000.00 PV DUE
11/15/25
-----30,820.00 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 19 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
17-Nov-
25
17-Nov-25 345282AD
9
I 310 INTEREST EARNED ON
FORD CREDIT AT
4.940% 6/15/28 $1 PV ON
18887.8700 SHARES DUE
11/15/2025 $0.00393/PV
ON 4,802,000.00 PV DUE
11/15/25
-----18,887.87 ---SEI
17-Nov-
25
17-Nov-25 361886DK
7
I 310 INTEREST EARNED ON
GMF FLOORPL OWNE
4.680% 11/15/28 $1 PV ON
30069.0000 SHARES DUE
11/15/2025 $0.00390/PV
ON 7,710,000.00 PV DUE
11/15/25
-----30,069.00 ---SEI
17-Nov-
25
17-Nov-25 14043KAK
1
I 310 INTEREST EARNED ON
CAPITAL ONE PRIME
4.760% 8/15/28 $1 PV ON
20785.3400 SHARES DUE
11/15/2025 $0.00397/PV
ON 5,240,000.00 PV DUE
11/15/25
-----20,785.34 ---SEI
17-Nov-
25
17-Nov-25 34528QHV
9
I 310 INTEREST EARNED ON
FORD CR FLP MASTER
0.00001% 5/15/28 $1 PV
ON 36900.0000 SHARES
DUE 11/15/2025
$0.00410/PV ON
9,000,000.00 PV DUE
11/15/25
-----36,900.00 ---SEI
17-Nov-
25
17-Nov-25 47800DAD
6
I 310 INTEREST EARNED ON
JOHN DEERE OWNER TR
4.830% 9/17/29 $1 PV ON
10737.1500 SHARES DUE
11/15/2025 $0.00353/PV
ON 3,046,000.00 PV DUE
11/15/25
-----10,737.15 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 20 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
17-Nov-
25
17-Nov-25 47800AAC
4
JDO6827
I 310 INTEREST EARNED ON
JOHN DEERE OWNR TR
3.740% 2/16/27 $1 PV ON
1698.7700 SHARES DUE
11/15/2025 $0.00312/PV
ON 545,061.00 PV DUE
11/15/25
-----1,698.77 ---SEI
17-Nov-
25
17-Nov-25 44935CAD
3
I 310 INTEREST EARNED ON
HYUNDAI AUTO RECV TR
4.790% 10/15/29 $1 PV ON
15231.6000 SHARES DUE
11/15/2025 $0.00360/PV
ON 4,231,000.00 PV DUE
11/15/25
-----15,231.60 ---SEI
17-Nov-
25
17-Nov-25 58773DAD
6
I 310 INTEREST EARNED ON
MERCEDES BENZ
4.780% 12/17/29 $1 PV ON
18960.6700 SHARES DUE
11/15/2025 $0.00398/PV
ON 4,760,000.00 PV DUE
11/15/25
-----18,960.67 ---SEI
17-Nov-
25
17-Nov-25 91324PEC
2
I 310 INTEREST EARNED ON
UNITEDHEALTH
1.150% 5/15/26 $1 PV ON
4000000.0000 SHARES
DUE 11/15/2025
-----23,000.00 ---SEI
17-Nov-
25
17-Nov-25 31348SWZ
3
786064F
I 310 INTEREST EARNED ON F
H L M C #786064 6.262%
1/01/28 $1 PV ON 1.0700
SHARES DUE 11/15/2025
SEPTEMBER FHLMC
DUE 11/15/25
-----1.07 ---SEI
17-Nov-
25
17-Nov-25 43816DAC
9
I 310 INTEREST EARNED ON
HONDA AUTO
4.330% 3/15/29 $1 PV ON
7119.2400 SHARES DUE
11/15/2025 $0.00361/PV
ON 1,973,000.00 PV DUE
11/15/25
-----7,119.24 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 21 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
17-Nov-
25
17-Nov-25 448984AD
6
I 310 INTEREST EARNED ON
HYUNDAI AUTO LEASE
4.620% 4/17/28 $1 PV ON
19250.0000 SHARES DUE
11/15/2025 $0.00385/PV
ON 5,000,000.00 PV DUE
11/15/25
-----19,250.00 ---SEI
17-Nov-
25
17-Nov-25 706916AC
7
I 310 INTEREST EARNED ON
PENFED AUTO REC
4.650% 7/15/30 $1 PV ON
7401.7700 SHARES DUE
11/15/2025 $0.00336/PV
ON 2,204,000.00 PV DUE
11/15/25
-----7,401.77 ---SEI
17-Nov-
25
17-Nov-25 12674BAB
1
CE44328
I 310 INTEREST EARNED ON
CNH EQUIPMENT
4.300% 8/15/28 $1 PV ON
13121.2000 SHARES DUE
11/15/2025 $0.00358/PV
ON 3,661,730.08 PV DUE
11/15/25
-----13,121.20 ---SEI
17-Nov-
25
17-Nov-25 92887TAC
5
I 310 INTEREST EARNED ON
VOLVO FINANCIAL
4.460% 5/15/29 $1 PV ON
6318.3300 SHARES DUE
11/15/2025 $0.00372/PV
ON 1,700,000.00 PV DUE
11/15/25
-----6,318.33 ---SEI
17-Nov-
25
17-Nov-25 47800BAC
2
JDO5027
I 310 INTEREST EARNED ON
JOHN DEERE OWNER
5.090% 6/15/27 $1 PV ON
4846.4300 SHARES DUE
11/15/2025 $0.00424/PV
ON 1,142,576.45 PV DUE
11/15/25
-----4,846.43 ---SEI
17-Nov-
25
15-Nov-
25
17-Nov-25 3133TCE
95
FHL3032
P 20 PAID DOWN PAR VALUE
OF F H L M C MLTCL MT
4.567% 8/15/32
-29.5500 ----29.55 -29.58 --0.03 SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 22 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
17-Nov-
25
15-Nov-
25
17-Nov-25 47800AAC
4
JDO6827
P 20 PAID DOWN PAR VALUE
OF JOHN DEERE OWNR
TR 3.740% 2/16/27
-120,151.6900 ----120,151.69 -120,140.22 -11.47 SEI
17-Nov-
25
15-Nov-
25
17-Nov-25 31348SWZ
3
786064F
P 20 PAID DOWN PAR VALUE
OF F H L M C #786064
6.262% 1/01/28
OCTOBER FHLMC DUE
11/15/25
-7.0600 ----7.06 -6.89 -0.17 SEI
17-Nov-
25
15-Nov-
25
17-Nov-25 12674BAB
1
CE44328
P 20 PAID DOWN PAR VALUE
OF CNH EQUIPMENT
4.300% 8/15/28
-371,976.0700 ----371,976.07 -371,967.66 8.41 -SEI
17-Nov-
25
15-Nov-
25
17-Nov-25 47800BAC
2
JDO5027
P 20 PAID DOWN PAR VALUE
OF JOHN DEERE OWNER
5.090% 6/15/27
-159,322.8200 ----159,322.82 -159,310.46 -12.36 SEI
17-Nov-
25
17-Nov-
25
17-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
401,472.1900 -----401,472.19 401,472.19 --SEI
17-Nov-
25
17-Nov-
25
17-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
555,584.8500 -----555,584.85 555,584.85 --SEI
Post Date 17-Nov-25 Total ----305,602.23 8.41 23.97 SEI
18-Nov-
25
18-Nov-25 91282CGJ
4
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF U S
TREASURY NT 3.500%
1/31/30
------52,309.78 ---SEI
18-Nov-
25
18-Nov-25 06406HCQ
0
I 310 INTEREST EARNED ON
BANK OF NEW YORK
MTN 3.950% 11/18/25 $1
PV ON 1500000.0000
SHARES DUE 11/18/2025
INTEREST ON 11/18/25
MATURITY
-----29,625.00 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 23 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
18-Nov-
25
17-Nov-
25
18-Nov-25 91282CGJ
4
P 10 PURCHASED PAR VALUE
OF U S TREASURY NT
3.500% 1/31/30
/NMRIUS33 NOMURA
SECS INTL NY/5,000,000
PAR VALUE AT
99.2542412 %
5,000,000.000
0
99.25
42
----4,962,712.06 4,962,712.06 --SEI
18-Nov-
25
18-Nov-
25
18-Nov-25 06406HCQ
0
P 20 MATURED PAR VALUE
OF BANK OF NEW YORK
MTN 3.950% 11/18/25
1,500,000 PAR VALUE AT
100 %
-
1,500,000.000
0
100.0
000
---1,500,000.00 -
1,537,365.00
--
37,365.0
0
SEI
18-Nov-
25
18-Nov-
25
18-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
3,515,021.840
0
----3,515,021.84 -
3,515,021.84
--SEI
18-Nov-
25
18-Nov-
25
18-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
29,625.0000 -----29,625.00 29,625.00 --SEI
Post Date 18-Nov-25 Total -----60,049.78 --
37,365.0
0
SEI
20-Nov-
25
20-Nov-25 92348KBG
7
I 310 INTEREST EARNED ON
VERIZON MASTER TR
4.490% 1/22/29 $1 PV ON
16669.1300 SHARES DUE
11/20/2025 $0.00374/PV
ON 4,455,000.00 PV DUE
11/20/25
-----16,669.13 ---SEI
20-Nov-
25
20-Nov-25 92348KDY
6
I 310 INTEREST EARNED ON
VERIZON MASTER
TRUST 4.510% 3/20/30 $1
PV ON 29055.6700
SHARES DUE 11/20/2025
$0.00376/PV ON
7,731,000.00 PV DUE
11/20/25
-----29,055.67 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 24 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
20-Nov-
25
20-Nov-25 89239NAD
7
I 310 INTEREST EARNED ON
TOYOTA LEASE OWNER
4.750% 2/22/28 $1 PV ON
17329.5800 SHARES DUE
11/20/2025 $0.00396/PV
ON 4,378,000.00 PV DUE
11/20/25
-----17,329.58 ---SEI
20-Nov-
25
20-Nov-25 36225DCB
8
080965M
I 310 INTEREST EARNED ON G
N M A I I #080965 5.375%
7/20/34 $1 PV ON 53.3100
SHARES DUE 11/20/2025
OCTOBER GNMA DUE
11/20/25
-----53.31 ---SEI
20-Nov-
25
20-Nov-25 36225CAZ
9
080023M
I 310 INTEREST EARNED ON G
N M A I I #080023 4.750%
12/20/26 $1 PV ON 4.3800
SHARES DUE 11/20/2025
OCTOBER GNMA DUE
11/20/25
-----4.38 ---SEI
20-Nov-
25
20-Nov-25 36225CNM
4
080395M
I 310 INTEREST EARNED ON G
N M A I I #080395 5.625%
4/20/30 $1 PV ON 6.5200
SHARES DUE 11/20/2025
OCTOBER GNMA DUE
11/20/25
-----6.52 ---SEI
20-Nov-
25
20-Nov-25 36225CN
28
080408M
I 310 INTEREST EARNED ON G
N M A I I #080408 5.625%
5/20/30 $1 PV ON 59.2200
SHARES DUE 11/20/2025
OCTOBER GNMA DUE
11/20/25
-----59.22 ---SEI
20-Nov-
25
20-Nov-25 36225CC
20
080088M
I 310 INTEREST EARNED ON G
N M A I I #080088 5.625%
6/20/27 $1 PV ON 8.0100
SHARES DUE 11/20/2025
OCTOBER GNMA DUE
11/20/25
-----8.01 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 25 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
20-Nov-
25
20-Nov-
25
20-Nov-25 36225CC
20
080088M
P 20 PAID DOWN PAR VALUE
OF G N M A I I #080088
5.625% 6/20/27
OCTOBER GNMA DUE
11/20/25
-91.3800 ----91.38 -93.38 --2.00 SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 36225CNM
4
080395M
P 20 PAID DOWN PAR VALUE
OF G N M A I I #080395
5.625% 4/20/30
OCTOBER GNMA DUE
11/20/25
-24.1900 ----24.19 -23.97 -0.22 SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 36225CN
28
080408M
P 20 PAID DOWN PAR VALUE
OF G N M A I I #080408
5.625% 5/20/30
OCTOBER GNMA DUE
11/20/25
-255.3300 ----255.33 -252.74 -2.59 SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 36225DCB
8
080965M
P 20 PAID DOWN PAR VALUE
OF G N M A I I #080965
5.375% 7/20/34
OCTOBER GNMA DUE
11/20/25
-112.2400 ----112.24 -112.17 -0.07 SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 36225CAZ
9
080023M
P 20 PAID DOWN PAR VALUE
OF G N M A I I #080023
4.750% 12/20/26
OCTOBER GNMA DUE
11/20/25
-96.8000 ----96.80 -98.40 --1.60 SEI
20-Nov-
25
20-Nov-
25
20-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
63,765.7600 -----63,765.76 63,765.76 --SEI
Post Date 20-Nov-25 Total ----63,185.10 --0.72 SEI
21-Nov-
25
21-Nov-25 38151LAG
5
I 310 INTEREST EARNED ON
GOLDMAN SACHS BK
5.414% 5/21/27 $1 PV ON
7500000.0000 SHARES
DUE 11/21/2025
-----203,025.00 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 26 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
21-Nov-
25
21-Nov-
25
21-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
203,025.0000 -----203,025.00 203,025.00 --SEI
Post Date 21-Nov-25 Total ----203,025.00 --SEI
24-Nov-
25
24-Nov-25 91282CCR
0
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF U S
TREASURY NT 1.000%
7/31/28
------5,437.50 ---SEI
24-Nov-
25
24-Nov-25 3134HBSX
0
I 310 INTEREST EARNED ON F
H L M C M T N 4.500%
5/23/30 $1 PV ON
6250000.0000 SHARES
DUE 11/23/2025
-----140,625.00 ---SEI
24-Nov-
25
21-Nov-
25
24-Nov-25 91282CCR
0
P 10 PURCHASED PAR VALUE
OF U S TREASURY NT
1.000% 7/31/28 /J.P.
MORGAN SECURITIES
LLC/1,725,000 PAR
VALUE AT 93.62533507 %
1,725,000.000
0
93.62
53
----1,615,037.03 1,615,037.03 --SEI
24-Nov-
25
24-Nov-
25
24-Nov-25 31846V567
FGZXX
P 20 SOLD UNITS OF FIRST
AM GOVT OB FD CL Z
-
1,479,849.530
0
----1,479,849.53 -
1,479,849.53
--SEI
Post Date 24-Nov-25 Total ----135,187.50 --SEI
25-Nov-
25
25-Nov-25 05592XAD
2
BVO5428
I 310 INTEREST EARNED ON
BMW VEH OWNER TR
5.470% 2/25/28 $1 PV ON
3380.1200 SHARES DUE
11/25/2025 $0.00456/PV
ON 741,524.55 PV DUE
11/25/25
-----3,380.12 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 27 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
25-Nov-25 3136AJZP
4
I 310 INTEREST EARNED ON F
N M A GTD REMIC
1.500% 4/25/29 $1 PV ON
817.5000 SHARES DUE
11/25/2025 $0.00125/PV
ON 654,001.56 PV DUE
11/25/25
-----817.50 ---SEI
25-Nov-
25
25-Nov-25 3137FETN
0
FHL0428B
I 310 INTEREST EARNED ON F
H L M C MLTCL MT
3.350% 1/25/28 $1 PV ON
23561.6600 SHARES DUE
11/25/2025 $0.00279/PV
ON 8,440,000.00 PV DUE
11/25/25
-----23,561.66 ---SEI
25-Nov-
25
25-Nov-25 31397QRE
0
FNM2841
I 310 INTEREST EARNED ON F
N M A GTD REMIC
2.472% 2/25/41 $1 PV ON
222.5800 SHARES DUE
11/25/2025 $0.00415/PV
ON 53,662.37 PV DUE
11/25/25
-----222.58 ---SEI
25-Nov-
25
25-Nov-25 31406XWT
5
823358A
I 310 INTEREST EARNED ON F
N M A #823358 6.503%
2/01/35 $1 PV ON 59.2400
SHARES DUE 11/25/2025
OCTOBER FNMA DUE
11/25/25
-----59.24 ---SEI
25-Nov-
25
25-Nov-25 31406PQY
8
815971A
I 310 INTEREST EARNED ON F
N M A #815971 5.000%
3/01/35 $1 PV ON
146.7900 SHARES DUE
11/25/2025 OCTOBER
FNMA DUE 11/25/25
-----146.79 ---SEI
25-Nov-
25
25-Nov-25 3134HBX
48
I 300 PAID ACCRUED
INTEREST ON
PURCHASE OF F H L M C
4.000% 10/09/30
------32,455.56 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 28 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
25-Nov-25 02079KAV
9
I 301 RECEIVED ACCRUED
INTEREST ON SALE OF
ALPHABET INC
3.875% 11/15/28
-----12,996.86 ---SEI
25-Nov-
25
25-Nov-25 31403GXF
4
748678A
I 310 INTEREST EARNED ON F
N M A #748678 5.000%
10/01/33 $1 PV ON 1.6100
SHARES DUE 11/25/2025
OCTOBER FNMA DUE
11/25/25
-----1.61 ---SEI
25-Nov-
25
25-Nov-25 31410F4V
4
888336A
I 310 INTEREST EARNED ON F
N M A #888336 5.000%
7/01/36 $1 PV ON
191.0200 SHARES DUE
11/25/2025 OCTOBER
FNMA DUE 11/25/25
-----191.02 ---SEI
25-Nov-
25
25-Nov-25 31417YAY
3
MA0022A
I 310 INTEREST EARNED ON F
N M A #MA0022
4.500% 4/01/29 $1 PV ON
8.7700 SHARES DUE
11/25/2025 OCTOBER
FNMA DUE 11/25/25
-----8.77 ---SEI
25-Nov-
25
25-Nov-25 31376KT
22
357969A
I 310 INTEREST EARNED ON F
N M A #357969 5.000%
9/01/35 $1 PV ON
120.3700 SHARES DUE
11/25/2025 OCTOBER
FNMA DUE 11/25/25
-----120.37 ---SEI
25-Nov-
25
25-Nov-25 31371NUC
7
257179A
I 310 INTEREST EARNED ON F
N M A #257179 4.500%
4/01/28 $1 PV ON 5.1800
SHARES DUE 11/25/2025
OCTOBER FNMA DUE
11/25/25
-----5.18 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 29 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
25-Nov-25 3138EG6F
6
AL0869A
I 310 INTEREST EARNED ON F
N M A #AL0869 4.500%
6/01/29 $1 PV ON 5.3100
SHARES DUE 11/25/2025
OCTOBER FNMA DUE
11/25/25
-----5.31 ---SEI
25-Nov-
25
25-Nov-25 31403DJZ
3
745580A
I 310 INTEREST EARNED ON F
N M A #745580 5.000%
6/01/36 $1 PV ON
115.2500 SHARES DUE
11/25/2025 OCTOBER
FNMA DUE 11/25/25
-----115.25 ---SEI
25-Nov-
25
25-Nov-25 31407BXH
7
826080A
I 310 INTEREST EARNED ON F
N M A #826080 5.000%
7/01/35 $1 PV ON 22.5500
SHARES DUE 11/25/2025
OCTOBER FNMA DUE
11/25/25
-----22.55 ---SEI
25-Nov-
25
25-Nov-25 3137FG6X
8
FHL3828B
I 310 INTEREST EARNED ON F
H L M C MLTCL MT
3.850% 5/25/28 $1 PV ON
23260.4100 SHARES DUE
11/25/2025 $0.00321/PV
ON 7,250,000.00 PV DUE
11/25/25
-----23,260.41 ---SEI
25-Nov-
25
25-Nov-25 3137HCKV
3
I 310 INTEREST EARNED ON F
H L M C MLTCL MTG
5.180% 3/25/29 $1 PV ON
27281.3300 SHARES DUE
11/25/2025 $0.00432/PV
ON 6,320,000.00 PV DUE
11/25/25
-----27,281.33 ---SEI
25-Nov-
25
25-Nov-25 3137HBPD
0
FHL5429
I 310 INTEREST EARNED ON F
H L M C MLTCL MTG
5.400% 1/25/29 $1 PV ON
45000.0000 SHARES DUE
11/25/2025 $0.00450/PV
ON 10,000,000.00 PV
DUE 11/25/25
-----45,000.00 ---SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 30 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
25-Nov-25 3137HB3D
4
FHL5028
I 310 INTEREST EARNED ON F
H L M C MLTCL 5.069%
10/25/28 $1 PV ON
45266.1700 SHARES DUE
11/25/2025 $0.00422/PV
ON 10,716,000.00 PV
DUE 11/25/25
-----45,266.17 ---SEI
25-Nov-
25
25-Nov-25 3137HDJJ
0
I 310 INTEREST EARNED ON F
H L M C MLTCL MTG
4.803% 5/25/29 $1 PV ON
35094.5100 SHARES DUE
11/25/2025 $0.00400/PV
ON 8,768,147.22 PV DUE
11/25/25
-----35,094.51 ---SEI
25-Nov-
25
25-Nov-25 31394JY35
FHL9543
I 310 INTEREST EARNED ON F
H L M C MLTCL MT
6.49999% 9/25/43 $1 PV
ON 1416.1000 SHARES
DUE 11/25/2025
$0.00542/PV ON
261,434.41 PV DUE
11/25/25
-----1,416.10 ---SEI
25-Nov-
25
25-Nov-25 3137BSRE
5
I 310 INTEREST EARNED ON F
H L M C MLTCL MTG
3.120% 9/25/26 $1 PV ON
14837.0900 SHARES DUE
11/25/2025 $0.00260/PV
ON 5,706,575.39 PV DUE
11/25/25
-----14,837.09 ---SEI
25-Nov-
25
24-Nov-
25
25-Nov-25 3134HBX
48
P 10 PURCHASED PAR VALUE
OF F H L M C
4.000% 10/09/30 /WELLS
FARGO SECURITIES,
LLC/6,350,000 PAR
VALUE AT 100.075 %
6,350,000.000
0
100.0
750
----6,354,762.50 6,354,762.50 --SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 31 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
24-Nov-
25
25-Nov-25 02079KAV
9
P 20 SOLD PAR VALUE OF
ALPHABET INC
3.875% 11/15/28
/GOLDMAN SACHS & CO.
LLC/6,355,000 PAR
VALUE AT 100.529 %
-
6,355,000.000
0
100.5
290
---6,388,617.95 -
6,355,246.30
33,371.65 -SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 05592XAD
2
BVO5428
P 20 PAID DOWN PAR VALUE
OF BMW VEH OWNER TR
5.470% 2/25/28
-75,637.8100 ----75,637.81 -75,624.41 -13.40 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 3136AJZP
4
P 20 PAID DOWN PAR VALUE
OF F N M A GTD REMIC
1.500% 4/25/29
-28,874.2800 ----28,874.28 -26,377.83 -2,496.45 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31397QRE
0
FNM2841
P 20 PAID DOWN PAR VALUE
OF F N M A GTD REMIC
2.472% 2/25/41
-527.6200 ----527.62 -527.46 -0.16 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31406XWT
5
823358A
P 20 PAID DOWN PAR VALUE
OF F N M A #823358
6.503% 2/01/35
OCTOBER FNMA DUE
11/25/25
-128.6800 ----128.68 -127.67 -1.01 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31410F4V
4
888336A
P 20 PAID DOWN PAR VALUE
OF F N M A #888336
5.000% 7/01/36
OCTOBER FNMA DUE
11/25/25
-857.0800 ----857.08 -921.36 --64.28 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31376KT
22
357969A
P 20 PAID DOWN PAR VALUE
OF F N M A #357969
5.000% 9/01/35
OCTOBER FNMA DUE
11/25/25
-220.8500 ----220.85 -237.41 --16.56 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31403GXF
4
748678A
P 20 PAID DOWN PAR VALUE
OF F N M A #748678
5.000% 10/01/33
OCTOBER FNMA DUE
11/25/25
-3.5000 ----3.50 -3.76 --0.26 SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 32 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
25-Nov-
25
25-Nov-25 3138EG6F
6
AL0869A
P 20 PAID DOWN PAR VALUE
OF F N M A #AL0869
4.500% 6/01/29
OCTOBER FNMA DUE
11/25/25
-68.5400 ----68.54 -72.49 --3.95 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31403DJZ
3
745580A
P 20 PAID DOWN PAR VALUE
OF F N M A #745580
5.000% 6/01/36
OCTOBER FNMA DUE
11/25/25
-336.4900 ----336.49 -361.73 --25.24 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31407BXH
7
826080A
P 20 PAID DOWN PAR VALUE
OF F N M A #826080
5.000% 7/01/35
OCTOBER FNMA DUE
11/25/25
-48.7400 ----48.74 -52.40 --3.66 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31417YAY
3
MA0022A
P 20 PAID DOWN PAR VALUE
OF F N M A #MA0022
4.500% 4/01/29
OCTOBER FNMA DUE
11/25/25
-105.4100 ----105.41 -111.48 --6.07 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
150,256.2600 -----150,256.26 150,256.26 --SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31406PQY
8
815971A
P 20 PAID DOWN PAR VALUE
OF F N M A #815971
5.000% 3/01/35
OCTOBER FNMA DUE
11/25/25
-303.4100 ----303.41 -326.17 --22.76 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31371NUC
7
257179A
P 20 PAID DOWN PAR VALUE
OF F N M A #257179
4.500% 4/01/28
OCTOBER FNMA DUE
11/25/25
-89.1500 ----89.15 -94.28 --5.13 SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 33 of 34
Multiple Accounts
Begin Date : 11/01/2025 End Date : 11/30/2025
Account Information
Account Number Account Name
6745046601 OCSD LONG-TERM PORTFOLIO
Transactions
Post
Date
Trade
Date
Settlement
Date
CUSIP
Ticker
SEDOL
Port
P/I
Tran
Type Explanation Units Price Comm
SEC
Fee
Misc
Fee
Net Cash
Amount Cost
Short
Term
Gain/Loss
Long
Term
Gain
Loss Source System
25-Nov-
25
25-Nov-
25
25-Nov-25 3137HDJJ
0
P 20 PAID DOWN PAR VALUE
OF F H L M C MLTCL MTG
4.803% 5/25/29
-862.1100 ----862.11 -865.61 -3.50 -SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31394JY35
FHL9543
P 20 PAID DOWN PAR VALUE
OF F H L M C MLTCL MT
6.49999% 9/25/43
-285.9300 ----285.93 -323.82 --37.89 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 3137BSRE
5
P 20 PAID DOWN PAR VALUE
OF F H L M C MLTCL MTG
3.120% 9/25/26
-11,225.3800 ----11,225.38 -11,614.97 30.48 -420.07 SEI
25-Nov-
25
25-Nov-
25
25-Nov-25 31846V567
FGZXX
P 10 PURCHASED UNITS OF
FIRST AM GOVT OB FD
CL Z
204,529.0300 -----204,529.03 204,529.03 --SEI
Post Date 25-Nov-25 Total ----236,658.64 33,398.63 1,905.15 SEI
Account 6745046601 Total ----1,350,263.92 20,329.24 13,880.5
2
SEI
Account Ending Cash Principal Cash: -
109,970,538.81
Income Cash:
109,970,538.81
Total Cash: -
Grand Total -----
6,439,819.54
65,799.46 13,880.5
2
SEI
TRANSACTIONS - SUMMARY Run Date : 12/01/2025 Page 34 of 34
OPERATIONS COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4640 Agenda Date:12/17/2025 Agenda Item No:6.
FROM:Robert Thompson, General Manager
Originator: Mike Dorman, Director of Engineering
SUBJECT:
ENGINEERING PROGRAM CONTRACT PERFORMANCE REPORTS
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Receive and file the Engineering Program Contract Performance Report for the period ending
September 30, 2025.
BACKGROUND
The Engineering Program involves awarding and managing multiple construction and consulting
contracts.In 2008,the Orange County Sanitation District (OC San)Board of Directors began
authorizing contingencies along with construction and consulting contracts,allowing the General
Manager to approve construction change orders and amendments to consulting contracts up to the
amount of the authorized contingency.This practice reduces administrative costs,expedites
resolution of project issues that arise,helps avoid contractor delay claims,and facilitates efficient
management of many contracts.
The Engineering Program Contract Performance Report summarizes construction and consulting
contract performance and activities for the quarter ending September 30,2025.This report is
updated quarterly and includes a summary of the General Manager approved contract contingencies
among other key performance indicators.With this release,the report format has been significantly
updated with a new look and feel designed to make the information easier to read and interpret.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Engineering Program Contract Performance Report for the period ending September 30,
2025.
MD:lb
Orange County Sanitation District Printed on 12/8/2025Page 1 of 1
powered by Legistar™
168,746 $184
138,800 $178
OPERATIONS COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4641 Agenda Date:12/17/2025 Agenda Item No:7.
FROM:Robert Thompson, General Manager
Originator: Mike Dorman, Director of Engineering
SUBJECT:
ORANGE COUNTY SANITATION DISTRICT 2025 ASSET MANAGEMENT PLAN
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Adopt the Orange County Sanitation District 2025 Asset Management Plan.
BACKGROUND
Development of an annual Asset Management Plan is one of the ongoing initiatives in the Orange
County Sanitation District’s (OC San)Strategic Plan.The Asset Management Plan documents the
condition of all critical OC San assets and identifies and prioritizes the short to long-term plan for
asset maintenance, rehabilitation, and replacement.
RELEVANT STANDARDS
·Protect OC San assets
·Sustain 1, 5, 20-year planning horizons
·Ensure the public’s money is wisely spent
·Maintain a proactive asset management program
PROBLEM
N/A
PROPOSED SOLUTION
N/A
TIMING CONCERNS
The Asset Management Plan is updated annually and should be adopted by December 31,2025 to
support the development of the Fiscal Year 2026/27 and 2027/28 Budget.
Orange County Sanitation District Printed on 12/8/2025Page 1 of 2
powered by Legistar™
File #:2025-4641 Agenda Date:12/17/2025 Agenda Item No:7.
RAMIFICATIONS OF NOT TAKING ACTION
N/A
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
OC San’s 2022 National Pollutant Discharge Elimination System permit requires the submittal of an
Asset Management Plan every five years.To satisfy this requirement,OC San transmits its annual
Asset Management Plan to regulators in January following adoption by the Board of Directors.
CEQA
N/A
FINANCIAL CONSIDERATIONS
N/A
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·OC San 2025 Asset Management Plan
JF:op
Orange County Sanitation District Printed on 12/8/2025Page 2 of 2
powered by Legistar™
2025
AssetManagement Plan
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2025 Asset Management Plan
i
Acronyms and Abbreviations .................................................................................................................... v
Executive Summary .............................................................................................................................. ES-1
Asset Management Plan Intent and Purpose ............................................................................ ES-1
Overview of OC San’s Infrastructure ......................................................................................... ES-1
State of OC San’s Infrastructure ................................................................................................ ES-2
Program Monitoring and Improvements ................................................................................... ES-11
Budgetary Considerations ........................................................................................................ ES-12
1 Introduction .................................................................................................................................... 1
1.1 Overview of OC San’s Infrastructure .................................................................................. 3
1.1.1 Collection System .................................................................................................. 5
1.1.2 Reclamation Plant System ..................................................................................... 6
1.1.3 Outfall System ........................................................................................................ 7
1.2 Asset Management Organization ........................................................................................ 8
1.2.1 Major Assets .......................................................................................................... 9
1.2.2 Remaining Useful Life .......................................................................................... 10
1.2.3 Asset Life Cycle Curve D-I-P-F ............................................................................ 10
1.2.4 Predictive Maintenance ........................................................................................ 10
1.2.5 Preventive and Corrective Maintenance .............................................................. 12
1.3 Reference .......................................................................................................................... 13
2 State of OC San’s Infrastructure ................................................................................................ 14
2.1 Area Asset Management Summaries ............................................................................... 14
2.2 Area Asset Management Summaries List......................................................................... 19
2.2.1 Plant No. 1 Preliminary Treatment ....................................................................... 23
2.2.2 Plant No. 1 Primary Treatment ............................................................................ 25
2.2.3 Plant No. 1 Secondary Treatment – Activated Sludge ........................................ 27
2.2.4 Plant No. 1 Secondary Treatment – Trickling Filters ........................................... 29
2.2.5 Plant No. 1 Interplant ........................................................................................... 31
2.2.6 Plant No. 1 Solids Handling – Digesters .............................................................. 35
2.2.7 Plant No. 1 Solids Handling – Remaining Facilities ............................................. 37
2.2.8 Plant No. 1 Central Generation ............................................................................ 39
2.2.9 Plant No. 1 Utilities ............................................................................................... 42
2.2.10 Plant No. 1 Electrical Distribution ......................................................................... 46
2.2.11 Plant No. 1 Occupied and Power Buildings ......................................................... 48
2.2.12 Plant No. 2 Preliminary Treatment ....................................................................... 53
2.2.13 Plant No. 2 Primary Treatment ............................................................................ 55
2.2.14 Plant No. 2 Secondary Treatment – Activated Sludge and Oxygen
Facility .................................................................................................................. 57
2.2.15 Plant No. 2 Secondary Treatment – Trickling Filters and Solids Contact ............ 59
2.2.16 Plant No. 2 Effluent Disposal ............................................................................... 61
2.2.17 Plant No. 2 Solids Handling – Digesters .............................................................. 63
2.2.18 Plant No. 2 Solids Handling – Remaining Facilities ............................................. 65
2.2.19 Plant No. 2 Central Generation ............................................................................ 67
2.2.20 Plant No. 2 Utilities ............................................................................................... 70
2.2.21 Plant No. 2 Electrical Distribution ......................................................................... 74
2.2.22 Plant No. 2 Occupied and Power Buildings ......................................................... 76
2.2.23 Collection System Pump Station and Force Main Asset Management
Summaries ........................................................................................................... 78
2.2.24 Collection System Pipeline and Manhole Asset Management Summaries ......... 82
2025 Asset Management Plan
ii
3 Program Monitoring and Improvements .................................................................................. 115
3.1 Program Monitoring......................................................................................................... 115
3.2 Program Metrics .............................................................................................................. 115
3.2.1 Proactive Maintenance Percent ......................................................................... 115
3.2.2 Break-in Percent ................................................................................................ 117
3.2.3 Maintenance Costs and Labor Hours ................................................................ 121
3.2.4 Collections Level of Service Results .................................................................. 125
3.3 Maintenance Planning .................................................................................................... 126
3.3.1 Projected Maintenance Costs ............................................................................ 127
3.4 Asset Management Program Accomplishments ............................................................. 127
3.4.1 Condition Assessment Program ........................................................................ 127
3.4.2 Collection System Assets .................................................................................. 129
3.4.3 Treatment Plant Projects and Planning Studies ................................................ 131
3.5 Asset Management Program Improvement Opportunities ............................................. 134
4 Budgetary Considerations ........................................................................................................ 137
4.1 Capital Improvement Expenditures ................................................................................. 137
4.2 Maintenance Expenditures ............................................................................................. 138
4.2.1 Five-Year Historical Maintenance Expenditures ................................................ 138
4.2.2 Three-Year Look-Ahead Maintenance Expenditures......................................... 140
List of Figures
Figure 1-1. OC San’s Service Area ............................................................................................................... 4
Figure 1-2. Groups with Roles in Asset Management .................................................................................. 8
Figure 1-3. D-I-P-F Curve and PdM Summary ........................................................................................... 11
Figure 2-1. Plant No. 1 Process Area – Remaining Useful Life Score Map ............................................... 15
Figure 2-2. Plant No. 2 Process Area – Remaining Useful Life Score Map ............................................... 16
Figure 2-3. Collection System Pump Stations and Force Mains – Remaining Useful Life Score Map ...... 17
Figure 2-4. Collection System Pipelines and Manholes – Remaining Useful Life Score Map ................... 18
Figure 2-5. Area Asset Management Summary Structure .......................................................................... 20
Figure 3-1. Electrical Emergency Work Orders ........................................................................................ 120
Figure 3-2. Mechanical Emergency Work Orders ..................................................................................... 120
Figure 3-3. Graph of Maintenance Costs (Materials and Services) at Plant No. 1 ................................... 121
Figure 3-4. Graph of Maintenance Labor Hours at Plant No. 1 ................................................................ 122
Figure 3-5. Graph of Maintenance Costs (Materials and Services) at Plant No. 2 ................................... 123
Figure 3-6. Graph of Maintenance Labor Hours at Plant No. 2 ................................................................ 123
Figure 3-7. Graph of Pump Station Maintenance Costs (Materials and Services) ................................... 124
Figure 3-8. Graph of Pump Station Maintenance Labor Hours ................................................................ 125
Figure 3-9. PM Workorder Breakdown by Both Craft and Frequency ...................................................... 127
Figure 3-10. Condition Assessment Contract Expenditures ..................................................................... 128
Figure 4-1. 20-Year CIP Outlay ................................................................................................................ 137
Figure 4-2. FY 2025–2026 CIP Outlay by Process – $289.0 Million ........................................................ 138
Figure 4-3. Five-Year Historical Maintenance Costs for Treatment Plants .............................................. 139
Figure 4-4. Five-Year Historical Maintenance Costs for Collection System ............................................. 139
2025 Asset Management Plan
iii
List of Tables
Table 1-1. Linkage between Asset Management Plan and Other Planning Activities .................................. 2
Table 1-2. Pump Station Design Capacity .................................................................................................... 5
Table 1-3. Plant No. 1 Dry/Wet Weather Design Capacity ........................................................................... 6
Table 1-4. Plant No. 2 Dry/Wet Weather Design Capacity ........................................................................... 7
Table 1-5. Remaining Useful Life Score versus Remaining Useful Life ..................................................... 10
Table 2-1. Plant No. 1 Remaining Useful Life ............................................................................................. 15
Table 2-2. Plant No. 2 Remaining Useful Life ............................................................................................. 16
Table 2-3. Collection System Pump Station and Force Main Remaining Useful Life ................................. 17
Table 2-4. Collection System Pipeline and Manhole Remaining Useful Life .............................................. 18
Table 3-1. Proactive Maintenance Percent for Reclamation Plant No. 1 ................................................. 116
Table 3-2. Proactive Maintenance Percent for Reclamation Plant No. 2 ................................................. 116
Table 3-3. Proactive Maintenance Percent for Pump Stations ................................................................. 117
Table 3-4. Annual Average Proactive Work for Process Areas ................................................................ 117
Table 3-5. Break-in Percent for Reclamation Plant No. 1 ......................................................................... 118
Table 3-6. Break-in Percent for Reclamation Plant No. 2 ......................................................................... 118
Table 3-7. Break-in Percent for Pump Stations ........................................................................................ 119
Table 3-8. Annual Average of Break-in Percentages for OC San Facilities ............................................. 119
Table 3-9. Collections Level of Service Results........................................................................................ 126
Table 3-10. Projected Maintenance Costs Next Fiscal Year .................................................................... 127
Table 4-1. Projected Annual Expenditures ............................................................................................... 141
List of Appendices
Appendix A: Plant No. 1 Process Areas Map
Appendix B: Plant No. 1 Process Diagram
Appendix C: Plant No. 2 Process Areas Map
Appendix D: Plant No. 2 Process Diagram
Appendix E: Asset Management KPI Supplemental Information
2025 Asset Management Plan
iv
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2025 Asset Management Plan
v
Acronyms and Abbreviations
Ø Diameter
® Registered Trademark
ADWF Average Dry Weather Flow
AM Asset Management
AMP Asset Management Plan
AS Activated Sludge
AS1 Activated Sludge 1
AS2 Activated Sludge 2
BI Business Intelligence
Board Orange County Sanitation District Board
of Directors
CCTV Closed-Circuit Television
CEMS Continuous Emissions Monitoring
System
CenGen Central Generation Facility
Chem. Chemical Injection System
CIP Capital Improvement Program
CIPP Cured-in-Place Pipe
CM Corrective Maintenance
CWPS City Water Pump Station
DAFT Dissolved Air Flotation Thickener
DC Distribution Center
DIP Ductile Iron Pipe
EAM Enterprise Asset Management
EBDB East Basin Distribution Box
EJB Effluent Junction Box
Elec. Electrical
EMP Energy and Digester Gas Master Plan
EPSA Effluent Pump Station Annex
FE Facilities Engineering
FeCl3 Ferric Chloride
FY Fiscal Year
GIS Geographic Information System
GWRS Groundwater Replenishment System
H2S Hydrogen Sulfide
HCl Hydrochloric Acid
HDPE High-Density Polyethylene
HP Horsepower
HVAC Heating, Ventilation, and Air Conditioning
IDGP Interplant Digester Gas Pipeline
IPE Interplant Trunk E
JB Junction Box
KPI Key Performance Indicator
kV Kilovolt(s)
LoF Likelihood of Failure
LOX Liquid Oxygen
LPDG Low-Pressure Digester Gas
M&D Metering and Diversion
MCC Motor Control Center
MGD Million Gallons per Day
mi Mile
ML Mixed Liquor
MP Maintenance Project
MSP Main Sewage Pump
N/A Not Applicable
NaOH Sodium Hydroxide
NASSCO National Association of Sewer Service
Companies
No. Number
NPDES National Pollutant Discharge Elimination
System
NSC North Scrubber Complex
NTP Notice to Proceed
O&M Operations and Maintenance
OC San Orange County Sanitation District
OCWD Orange County Water District
OEM Original Equipment Manufacturer
OOBS Ocean Outfall Booster Station
OSHA Occupational Safety and Health
Administration
OXI Oxidizer
P1 Plant No. 1
P2 Plant No. 2
PB Power Building
PdM Predictive Maintenance
PE Primary Effluent
PEDB Primary Effluent Distribution Box
PEDB-1 Primary Effluent Distribution Box 1
PEDB-2 Primary Effluent Distribution Box 2
PEJB Primary Effluent Junction Box
PEJB-1 Primary Effluent Junction Box 1
PEJB-2 Primary Effluent Junction Box 2
PEPS Primary Effluent Pump Station
Phys. Physical Injection System
PISB Primary Influent Splitter Box
PLC Programmable Logic Controller
PM Preventive Maintenance
PRN Project Request Number
PS Pump Station
PSB Primary Sedimentation Basin
PVC Polyvinyl Chloride
PWWF Peak Wet Weather Flow
RAS Return-Activated Sludge
RCM Reliability-Centered Maintenance
RIO Remote Input/Output
ROCCS Regional Odor and Corrosion Control
System
RSS Return Secondary Sludge
2025 Asset Management Plan
vi
RUL Remaining Useful Life
SALS Steve Anderson Lift Station
SARI Santa Ana River Interceptor
SBF Sludge Blending Facility
SBS Sodium Bisulfite System
SC Secondary Clarifier
SCE Southern California Edison
SCR Selective Catalytic Reduction
SC/SR Solids Contact/Solids Reaeration
SE Secondary Effluent
SEJB Secondary Effluent Junction Box
SPF Standby Power Facility
SR Secondary Return
SRR Sludge Reaeration Reactor
SSC South Scrubber Complex
SSO Sanitary Sewer Overflow
T&D Thickening and Dewatering
TBD To Be Determined
TF Trickling Filter
TFPS Trickling Filter Pump Station
TF/SC Trickling Filter/Solids Contact
TFSE Trickling Filter Secondary Effluent
TFSEJB-2 Trickling Filter Secondary Effluent
Junction Box 2
TWAS Thickened Waste-Activated Sludge
UPS Uninterruptible Power Supply
V Volt(s)
VCP Vitrified Clay Pipe
VDC Volt(s) of Direct Current
VFD Variable Frequency Drive
WAS Waste-Activated Sludge
WSS Waste Secondary Sludge
WSSPS Waste Sidestream Pump Station
2025 Asset Management Plan
ES-1
Executive Summary
Asset Management Plan Intent and Purpose
The Orange County Sanitation District (OC San) Asset Management Plan (AMP) is a tactical
document that captures OC San’s organizational structure, maintenance plans, and capital
improvement plan implementation on an annual basis. This document will continue to change in
content and structure to reflect OC San’s efforts for continual improvement and to meet the
needs of stakeholders.
Safe and reliable infrastructure and process equipment are essential to providing industry-
leading wastewater collection and treatment, while achieving OC San’s mission and vision
statements. OC San manages asset reliability, mitigates risk, and ensures the quality of its
delivered services according to the following mission statement of the Asset Management
Program:
OC San will know the condition of assets we own and will have a plan to operate and
maintain these assets to deliver the required level of service, at the lowest life cycle cost,
with an acceptable level of risk.
Overview of OC San’s Infrastructure
OC San owns and operates wastewater collection system infrastructure, as well as two
resource recovery and wastewater treatment facilities located in Fountain Valley and Huntington
Beach. Its collection system infrastructure includes over 380 miles of regional sewer pipelines
and 15 pump stations throughout the OC San service area (Figure ES-1). Wastewater is
conveyed to Reclamation Plant Number (No.) 1 in Fountain Valley and Reclamation Plant No. 2
in Huntington Beach. These facilities treat an average daily wastewater flow of 184 million
gallons per day, serving approximately 2.6 million people in central and northwest Orange
County, California.
Figure ES-1. OC San’s Service Area
2025 Asset Management Plan
ES-2
State of OC San’s Infrastructure
The following Area Asset Management (AM) Summary tables and condition score maps provide
a high-level overview of OC San’s facilities. These overviews are organized as follows:
• Plant No. 1 (Figure ES-2 and Table ES-1)
• Plant No. 2 (Figure ES-3 and Table ES-2)
• Collection System – Pump Stations and Force Mains (Figure ES-4 and Table ES-3)
• Collection System – Pipelines and Manholes (Figure ES-5 and Table ES-4)
The summaries generally include the following fields:
• Area No.: Number that corresponds to the plant asset area. Plant No. 1 asset areas are
numbers 10 to 19, and Plant No. 2 asset areas are numbers 20 to 29.
• Area Name: Name of asset area.
• Average Remaining Useful Life (RUL) Score: Estimated average RUL score for each
discipline (civil, structural, mechanical, electrical, and instrumentation) or area based on
an average of the RUL scores provided in the detailed Area AM Summaries.
• Percentage of RUL Scores with 4s or 5s: Percentage of major assets with a RUL of 10
years or less.
2025 Asset Management Plan
ES-3
AREA ASSET MANAGEMENT SUMMARY – PLANT NO. 1 OVERVIEW
Note: Areas 14 and 19 are excluded from the map. The colored process areas reflect the average RUL score as shown on the
respective table.
OCWD = Orange County Water District
Figure ES-2. Plant No. 1 Process Area – Remaining Useful Life Score Map
2025 Asset Management Plan
ES-4
Table ES-1. Plant No. 1 Remaining Useful Life
Ar
e
a
N
o
.
Area Name
Average Remaining Useful Life Score
Pe
r
c
e
n
t
a
g
e
o
f
R
U
L
S
c
o
r
e
s
wi
t
h
4
s
o
r
5
s
Ci
v
i
l
St
r
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c
t
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r
a
l
Me
c
h
a
n
i
c
a
l
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t
r
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c
a
l
In
s
t
r
u
m
e
n
t
a
t
i
o
n
Al
l
A
s
s
e
t
s
10 Preliminary Treatment 3 3 4 5 5 5 67%
11 Primary Treatment - Basins (1–5) 5 4 5 5 4 5 79%
11 Primary Treatment - Basins (6–
31) 4 3 4 4 4 4 42%
12 Secondary Treatment - Activated
Sludge 1 (AS1) 3 4 5 5 5 4 73%
12 Secondary Treatment - Activated
Sludge 2 (AS2) 1 1 2 3 3 2 3%
12 Secondary Treatment - Trickling
Filter 1 1 3 3 4 3 26%
14 Interplanta 2 2 2 1 2 15%
15 Solids Handling - Digesters 2 2 3 3 3 3 16%
15 Solids Handling – Thickening &
Dewatering (T&D) Facilities 1 1 2 3 3 2 12%
15 Solids Handling - Gas Handlinga 3 3 3 4 3 44%
16 Central Generation (CenGen)a 1 3 4 4 3 37%
17 Utilities 3 1 4 4 3 3 23%
18 Electrical Distributiona 3 3 47%
19 Occupied Buildings Refer to Area 19 Asset Management Summary
Plant No. 1 Total 38%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
a White box with diagonal line indicates there are no assets assigned to this discipline within this process area.
2025 Asset Management Plan
ES-5
AREA ASSET MANAGEMENT SUMMARY – PLANT NO. 2 OVERVIEW
Note: Area 29 is excluded from the map. The colored process areas reflect the average RUL score as shown on the respective
table.
OCWD = Orange County Water District
Figure ES-3. Plant No. 2 Process Area – Remaining Useful Life Score Map
2025 Asset Management Plan
ES-6
Table ES-2. Plant No. 2 Remaining Useful Life
Ar
e
a
N
o
.
Area Name
Average Remaining Useful Life Score
Pe
r
c
e
n
t
a
g
e
o
f
R
U
L
S
c
o
r
e
s
wi
t
h
4
s
o
r
5
s
Ci
v
i
l
St
r
u
c
t
u
r
a
l
Me
c
h
a
n
i
c
a
l
El
e
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t
r
i
c
a
l
In
s
t
r
u
m
e
n
t
a
t
i
o
n
Al
l
A
s
s
e
t
s
20 Preliminary Treatment 1 1 3 4 3 3 12%
21 Primary Treatment - A Side 5 5 5 4 4 5 100%
21 Primary Treatment - B & C Side 4 3 4 3 4 4 34%
22 Secondary Treatment - Activated
Sludge (AS) 3 3 3 4 3 3 28%
22 Secondary Treatment - Dissolved
Air Flotation Thickener (DAFT) 4 1 3 2 3 2 17%
22 Secondary Treatment - Trickling
Filter 2 1 2 2 3 2 10%
23 Oxygen Facility 3 3 3 4 4 3 100%
24 Effluent Disposal 2 2 3 4 4 3 35%
25 Solids Handling - Digesters 4 4 3 3 3 3 69%
25 Solids Handling - Facilities 2 1 2 2 3 2 5%
25 Solids Handling - Gas Handlinga 3 4 4 4 4 50%
26 Central Generation (CenGen) a 1 3 4 4 3 39%
27 Utilities 3 1 3 4 3 3 20%
28 Electrical Distributiona 4 4 57%
29 Occupied Buildings Refer to Area 29 Asset Management Summary
Plant No. 2 Total 41%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
a White box with diagonal line indicates there are no assets assigned to this discipline within this process area.
2025 Asset Management Plan
ES-7
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM PUMP
STATION AND FORCE MAIN OVERVIEW
Note: Not all pump station force mains are shown on this map. Only longer force mains are shown. Scores for force mains come
from actual force main scores in Chapter 2. The colored pump stations reflect the average RUL score as shown on the respective
table.
Figure ES-4. Collection System Pump Stations and Force Mains – Remaining Useful Life Score Map
2025 Asset Management Plan
ES-8
Table ES-3. Collection System Pump Station and Force Main Remaining Useful Life
Pump Station
Average Remaining Useful Life Score
Pe
r
c
e
n
t
a
g
e
o
f
R
U
L
S
c
o
r
e
s
wi
t
h
4
s
o
r
5
s
Fo
r
c
e
M
a
i
n
St
r
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c
t
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r
a
l
Me
c
h
a
n
i
c
a
l
El
e
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t
r
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c
a
l
In
s
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e
n
t
a
t
i
o
n
Al
l
A
s
s
e
t
s
15th Street 3 4 4 3 3 3 27%
A Street 3 4 4 3 3 3 25%
Bay Bridge 5 4 5 4 3 5 85%
Bitter Point 2 2 3 3 4 3 23%
College 4 3 3 2 3 3 25%
Crystal Cove 4 4 4 3 3 4 42%
Edinger 5 4 3 4 5 4 64%
Lido 4 4 4 4 3 4 75%
MacArthur 1 3 4 5 4 4 73%
Main Street 5 2 4 4 4 4 46%
Rocky Point 3 3 3 3 4 3 23%
Slater 4 3 4 3 4 4 38%
Seal Beach 1 4 5 4 5 5 83%
Westside 5 3 3 3 4 3 31%
Yorba Lindab 5 4 4 4 4 4 82%
Newport Force Mainsa 2 2 0%
Total 49%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
a White box with diagonal line indicates there are no assets assigned to this discipline within this process area.
b The station is being decommissioned.
2025 Asset Management Plan
ES-9
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM PIPELINE
AND MANHOLE OVERVIEW
Note: Only pipelines are shown on this map for clarity. Refer to Collection System Manhole Remaining Useful Life Score Map in
Section 2.2, Area Asset Management Summaries List.
Figure ES-5. Collection System Pipelines and Manholes – Remaining Useful Life Score Map
2025 Asset Management Plan
ES-10
Table ES-4. Collection System Pipeline and Manhole Remaining Useful Life
Trunklines
No. of Pipes
with RUL Score
of 4 or 5
Miles of Pipes
with
RUL Score of 4
or 5
Percentage of
Pipes with RUL
Score
of 4 or 5
(by length)
No. of Manholes
with RUL Score
of 4 or 5
Percentage of
Manholes with
RUL Score
of 4 or 5
Baker-Main 74 4.9 12% — a — a
Bushard 11 1.4 6% 3 1%
Coast 16 1.1 10% 3 2%
Euclid 13 0.7 2% 69 16%
Interplantb 0 0.0 0% 0 0%
Knott 37 2.6 4% 94 12%
Miller-Holder 22 1.6 5% 43 16%
Newhope 26 1.7 6% 82 23%
Newport 20 1.0 4% 30 8%
Santa Ana River
Interceptor 66 3.0 6% 160 28%
Sunflower 15 0.5 1% — a — a
Talbert 77 5.9 70% — a — a
Total 377 24.2 7% 484 11%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
a Only trunklines with greater than 50% manhole inspections completed are included in this table and in the Asset Management
System Summaries.
b Interplant Trunk in this table refers only to Interplant Trunkline E (IPE) assets. Interplant Trunkline assets are included with Knott
Trunkline in its Asset Management System Summary.
2025 Asset Management Plan
ES-11
Program Monitoring and Improvements
OC San has implemented a set of key performance indicators (KPIs) that directly align with the
objectives of its Asset Management Program. These measures provide a clear view of progress,
benefits realized, and areas for continued improvement.
The KPIs include:
• Proactive maintenance percent
• Break-in percent
• Maintenance costs and labor hours
• Collections level of service results
Table ES-5 summarizes these KPIs for fiscal year (FY) 2024–2025.
Table ES-5. Asset Management Program KPIs for FY 2024–2025
Process Area
Average Proactive
Work for Process
Areas
Average of Break-
in Percent Maintenance Cost Maintenance
Labor Hours
Plant 1 33% 25% $6,508,668 41,439
Plant 2 37% 20% $7,642,194 41,010
Pump Stations 53% 25% $698,245 7,248
Description Level of Service Target FY 2024–2025
Sanitary Sewer Overflow per 100 miles < 2.1 0
Number of Odor Complaints 12 9
Miles of Pipeline Inspected by Closed-
Circuit Television (CCTV)
70 71.1
Number of Manholes Inspected by CCTV 880 246
OC San’s Asset Management Program also measures its effectiveness by the progress and
results delivered. The following highlights summarize key accomplishments achieved during the
last fiscal year:
• Condition Assessment Program: The Asset Management Team completed
approximately 38 condition assessments during the last fiscal year, spending nearly $1.1
million. Annual expenditures on condition assessments have been increasing year over
year, illustrating Asset Management’s dedication to knowing the current condition of OC
San’s major assets and performing incidental repairs following inspections to increase
asset life and reliability.
• Collection System Asset Management Activities: Proactive efforts are underway to
address isolated and severe defects in the gravity collection system by grouping similar
asset issues for efficient execution of solutions. Services are being procured for cleaning
and sonar inspections of inverted siphons and large-diameter pipelines. OC San also
continues to improve the use of the recently implemented Info360 Asset software by
refining risk and decision models over time and also moving to high-definition video for all
new inspections. Three pump station valve replacement projects have also been
completed, with two more projects in progress. A more robust program for force main
inspections has also been implemented.
• Treatment Plant Projects: Several key projects were completed including improvements
to central generation engines, Dissolved Air Flotation Thickeners (DAFTs) A and D,
various pumps, Trickling Filter Clarifier B, truck loading scales, and short-term
improvements to the A-Side Primary Clarifiers and Grit Basin cables. Ongoing efforts are
2025 Asset Management Plan
ES-12
addressing critical needs such as variable frequency drive replacements, clarifier
rehabilitation, digester gas dryer and heat exchanger moisture separator replacements
and instrumentation upgrades, pump overhauls, and additional engine overhauls at the
Central Generation Facility.
• Planning Studies: Three major planning studies—Central Generation Digital Twin,
Energy and Digester Gas Master Plan, and On-site Oxygen Generation Feasibility Study
at Plant No. 2—were successfully completed to guide future reliability and sustainability
initiatives.
Budgetary Considerations
The AMP focuses on documenting short- to long-term planning of maintenance and capital
improvement projects to support effective budget development and sustainable operations for
robust planning purposes.
The FY 2025–2026 Budget Update, the second year of the 2-year budget adopted in June 2024
and updated in June 2025, includes updates to the 20-year Capital Improvement Program (CIP)
outlay. Figure ES-6 includes current and projected CIP projects. The green bars show the
current proposed CIP projects while the yellow bars show the future CIP projects, which are
reevaluated and adjusted annually to reflect any new information.
Figure ES-6. 20-Year CIP Outlay
2025 Asset Management Plan
1
1 Introduction
The Orange County Sanitation District (OC San) Board
of Directors (Board) developed its mission and vision
statements to clearly communicate OC San’s purpose to
its stakeholders and to articulate OC San’s
organizational objectives. The vision supports the
mission by expressing what OC San strives to achieve
now and into the future.
Through improved and robust asset management practices, OC San is better able to coordinate
and plan actions to ensure that all facilities and infrastructure are safe and reliable, and meet
the rigorous level of service embodied by its mission statement.
In November 2019, OC San’s strategic planning process resulted in the creation of an asset
management policy and asset management initiatives. Collectively, the policy and initiatives
guide OC San’s asset management strategy.
Asset Management Policy
OC San’s asset management policy states:
OC San will assess and manage the collection system and treatment plant
systems and assets to improve resilience and reliability while lowering life cycle
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.
Asset Management Initiatives
The asset management policy calls for the following initiatives:
• Create an annual Asset Management Plan (AMP) documenting the condition of the
collection system and treatment plants, and upcoming maintenance and Capital
Improvement Program (CIP) projects.
• Coordinate the efforts of Operations, Collections, Mechanical Maintenance, Electrical
Maintenance, Instrument Maintenance, and Engineering through process teams to ensure
that OC San’s resources are focused on the high-priority work functions.
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 well 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.
OUR MISSION
To protect public health and
the environment by providing
effective wastewater collection,
treatment, and recycling.
2025 Asset Management Plan
2
• 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.
The AMP is a living document that describes evolving operational strategies, maintenance,
refurbishment plans and adaptations, and CIP implementation; it is revised annually through the
budgeting process. The information included in the AMP encompasses the breadth of
information needed to successfully align the capital and operational planning activities
necessary to meet the Asset Management Program objectives. The key objectives that are built
into the Asset Management Program include the following:
• Take a proactive approach to repair, rehabilitate, and replace assets.
• Ensure assets are reliable and operating when needed.
• Minimize unplanned outages and equipment downtime.
• Manage risks associated with asset or service impairment through asset performance
optimization.
• Develop cost-effective management strategies for the long term.
• Strive to implement world-class asset management strategies through continual
improvement in OC San’s asset management practices.
The AMP is a key component of OC
San’s overall planning activities. It
aligns with OC San’s Strategic Plan and
the Facilities Master Plan (inclusive of
the projects identified therein), while
identifying potential and new
opportunities that may require funding in
the budget development process.
Table 1-1 describes the relationship of
the AMP with the other planning
activities.
Table 1-1. Linkage between Asset Management Plan and Other Planning Activities
Planning
Activity Description
Planning
Horizon
Update
Cycle
Strategic
Plan
Defines the strategic initiatives to be pursued by OC San and
provides a basis for long-term financial, capital, and operating
planning. The AMP aligns with Strategic Plan goals and objectives.
5- to 10-year Biennial
Facilities
Master
Plan
Identifies long-term capital improvement plans to address treatment
and collection system infrastructure improvement needs. Projects
identified in the Facilities Master Plan are incorporated into the AMP
and refined as appropriate.
20-year Varies
Asset
Management
Plan
Documents the overall condition of treatment and collection system
major assets and plans to address key condition and performance
issues to ensure assets meet OC San’s levels of service.
1-year
5-year
10-year and
greater
Annual
Budget
Book
Lays out the framework of OC San’s activities and serves as a source
of information for its Board of Directors, rate payers, and employees.
It includes operational, capital, and debt service expenditures
necessary to support its mission and to execute the Strategic Plan
adopted by its Board of Directors. The AMP identifies new
operational, maintenance, and capital improvement activities for
consideration during the budget development process.
2-year Annual
2025 Asset Management Plan
3
1.1 Overview of OC San’s Infrastructure
OC San is responsible for providing wastewater collection, treatment, and recycling services to
over 2.6 million people in central and northwest Orange County, California. OC San’s two
resource recovery and wastewater treatment facilities treated an average daily wastewater flow
of 184 million gallons per day (MGD) from residential, commercial, and industrial sources in
fiscal year (FY) 2024–2025.
In addition to its plant facilities, OC San owns and operates wastewater collection system
infrastructure. The OC San collection system infrastructure includes over 380 miles of regional
trunk sewer pipelines and 15 pump stations throughout its service area (Figure 1-1).
Wastewater is conveyed via the collection system to Reclamation Plant Number (No.) 1 in
Fountain Valley, and Reclamation Plant No. 2 in Huntington Beach, where resource recovery
and wastewater treatment take place.
OC San’s reclamation plants operate under a regulatory permit from the California Regional
Water Quality Control Board and the U.S. Environmental Protection Agency. This authority is
established through the National Pollutant Discharge Elimination System (NPDES), which
permits the discharge of treated wastewater through an ocean outfall system to the Pacific
Ocean. While some treated water is released 5 miles offshore through a deep-water ocean
outfall system, most is recovered and delivered to the Orange County Water District (OCWD).
OCWD further treats OC San’s effluent using the Groundwater Replenishment System (GWRS),
which improves the effluent water quality to drinking water standards for groundwater recharge
and irrigation purposes. The following sections briefly describe the key systems under OC San’s
management.
2025 Asset Management Plan
4
Figure 1-1. OC San’s Service Area
2025 Asset Management Plan
5
1.1.1 Collection System
OC San’s collection system serves as a regional conveyance system, collecting and conveying
wastewater flows from 20 cities, 4 special districts, and various unincorporated areas, and
accommodates dry weather urban runoff. OC San’s more than 380 miles of collection system
pipelines and 15 pump stations are spread throughout northwest Orange County and include
363 miles of gravity pipelines, 21 miles of force mains, 4 miles of inverted siphons, and more
than 4,450 manhole structures.
OC San has worked with member city and agency staff to understand future development plans
and flow estimates and has collected historical inflow and infiltration rates during wet weather
events to ensure 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. Table 1-2 summarizes the design capacities of the
pump stations; these design capacities reflect the maximum capacity of each station when all
duty pumps are on and standby pumps are off.
Table 1-2. Pump Station Design Capacity
Pump Station Location
Design Capacity
(MGD)
Bitter Point Newport Beach 39.4
Rocky Point Newport Beach 6.5
Bay Bridge Newport Beach 18.2
Crystal Cove Newport Beach 0.8
Lido Newport Beach 5.5
15th Street Newport Beach 2.6
A Street Newport Beach 1.4
MacArthur Newport Beach 3.6
Main Street Irvine 60
Seal Beach Seal Beach 31.7
Slater Huntington Beach 28.8
Westside Los Alamitos 21.6
Edinger Huntington Beach 2.5
College Avenue Costa Mesa 8
Yorba Linda Fullerton 11.5
2025 Asset Management Plan
6
1.1.2 Reclamation Plant System
OC San owns and operates two wastewater treatment plants that serve two primary functions:
treatment and reclamation.
Reclamation Plant No. 1 (Plant No. 1) is located in the City of Fountain Valley,
approximately 4 miles inland of the Pacific Ocean and adjacent to the Santa Ana River. Influent
wastewater entering Plant No. 1 passes through a flow metering and diversion (M&D) structure,
mechanical bar screens, grit chambers, and primary basins, before going to one of two air-
activated sludge (AS) processes, or trickling filters (TFs), and secondary clarifiers. Thereafter,
secondary effluent is diverted to OCWD’s facilities for tertiary treatment before reuse. For a
summary of Plant No. 1 design capacity, refer to Table 1-3. For a map of the facilities and more
detailed understanding of how Plant No. 1 treatment processes work together, refer to
Appendices A and B, respectively.
Solids treatment at Plant No. 1 includes co-thickening of primary and secondary sludge,
followed by an anaerobic digestion process and centrifuge dewatering of digested sludge to
produce Class B biosolids. Digester gas produced at Plant No. 1 is collected, cleaned,
compressed, and transferred via a closed piping system to the Central Power Generation
Facility as a renewable fuel for energy generation, and is interconnected to the Plant No. 2
facility. In addition, Plant No. 1 includes facilities for odor control and chemical addition to
support the aforementioned processes.
Reclamation Plant No. 2 (Plant No. 2) is located in the City of Huntington Beach, adjacent
to the Santa Ana River and east of Pacific Coast Highway. Raw sewage flow entering Plant
No. 2 passes through a flow-metering structure, mechanical bar screens, and grit removal
chambers. Flow then passes through primary basins before being split between the High-Purity
Oxygen-AS or the Trickling Filter/Solids Contact (TF/SC) secondary treatment process.
With the construction of the GWRS final expansion and associated projects completed in 2023,
Plant No. 2 is able to operate in a separated stream mode, splitting non-reclaimable and
reclaimable streams. Additionally, both Plant No. 2 reclaimable secondary effluent and Plant
No. 1 secondary effluent are diverting most of their treated water to OCWD for advanced
treatment and groundwater injection. For a summary of Plant No. 2 design capacity, refer to
Table 1-4. For a map of the facilities and more detailed understanding of how Plant No. 2
treatment processes work together, refer to Appendices C and D, respectively.
Solids treatment at Plant No. 2 includes dissolved air flotation thickening of secondary sludge,
anaerobic sludge digestion of primary and thickened secondary sludge, and centrifuge
dewatering of digested sludge to produce Class B biosolids. Plant No. 2 also has facilities for
odor control and chemical addition. Digester gas produced at Plant No. 2 is collected,
compressed, cleaned, and distributed to the Central Power Generation System as a renewable
fuel for energy generation. Compressed digester gas can be shared between the plants through
the interplant digester gas line.
Table 1-3. Plant No. 1 Dry/Wet Weather Design Capacity
Treatment
Processes
ADWF
Capacity
(MGD)
PWWF
Capacity
(MGD) Notes
Headworks 220 320 After MSP replacement by P1-105, with four duty
pumps in service and one standby
Primary 153 352 With one circular and two rectangular primary
clarifiers out of service
Secondary 182 345 With all basins, TFs, and clarifiers in service
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
7
Table 1-4. Plant No. 2 Dry/Wet Weather Design Capacity
Treatment
Processes
ADWF
Capacity
(MGD)
PWWF
Capacity
(MGD) Notes
Headworks 144 322 Three large and two small duty pumps in service,
and one large pump and one small pump on
standby
Primary 156 312 With one primary clarifier out of service
Secondary 150 317 With all basins, TFs, and clarifiers in service
Please see the comprehensive Acronyms and Abbreviations list for definitions.
1.1.3 Outfall System
The ocean outfall system includes three discharge structures: 120-inch Outfall (Discharge Point
001), 78-inch Outfall (Discharge Point 002), and the Santa Ana River Emergency Overflow
Weirs (Discharge Point 003).
120-inch Outfall (Discharge Point 001) serves as the primary ocean outfall, discharging
treated wastewater approximately 5 miles offshore at a depth of approximately 200 feet. It
began service in 1971. Based on the findings of a comprehensive assessment study completed
in 2022, a rehabilitation project is in progress to ensure the outfall’s reliability for many years to
come.
78-inch Outfall (Discharge Point 002) serves as an emergency outfall and primary
backup to the 120-inch Outfall, discharging treated wastewater more than a mile offshore at a
depth of approximately 65 feet. It was originally constructed in 1954 and was later modified in
1965. OC San’s NPDES permit specifies that this outfall can be used only in the case of an
emergency or during planned maintenance activities.
Santa Ana River Emergency Overflow Weirs (Discharge Point 003) is a system
with two overflow weirs at Plant No. 2 that discharge directly to the Santa Ana River. These
weirs are for extreme emergency use only and serve as a secondary backup to the primary
outfall facilities, ensuring the safety and welfare of the community at large.
2025 Asset Management Plan
8
1.2 Asset Management Organization
Asset management is an essential part of OC San’s mission to deliver safe, economical, and
reliable wastewater treatment services. Every part of the OC San organization is involved in
some aspect of managing assets and ensuring that assets are designed, constructed, operated,
and maintained to reliably deliver the required level of service to its customers. Through a
collaborative effort, each OC San group plays an important role in ensuring that the individual
asset management initiatives and projects are properly executed (Figure 1-2).
Figure 1-2. Groups with Roles in Asset Management
• Operations operates and monitors assets and infrastructure that convey, treat, process,
and recover resources.
• Maintenance performs proactive, corrective, and restorative activities in a planned setting
to maintain asset reliability and capacity, collectively referred to as reliability-centered
maintenance (RCM). The goals of RCM involve implementing well-coordinated
maintenance strategies to ensure OC San’s assets will operate at the required level of
service.
• Planning provides engineering support for short- and long-term management of assets,
while working toward asset management objectives. The Asset Management Group works
in the Planning Division of Engineering, interfacing with Operations, Maintenance, and the
other Engineering divisions on a regular basis.
Asset
management
activities are
performed
throughout
OC San
Operations
Maintenance
Information Technology
Planning
Project
Management Office
Design
Construction Management
2025 Asset Management Plan
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• The Project Management Office manages the design and construction of new facilities
and the rehabilitation of older facilities. The Small Projects Delivery Team within the
Project Management Office is responsible for the execution of facility maintenance, repair,
and replacement projects.
• Design ensures projects and assets are designed in accordance with engineering
standards and codes and meet stakeholder needs.
• Construction Management ensures assets are constructed in accordance with contract
documents.
• Information Technology supports and maintains the digital platforms and systems that
support asset management functions, ensuring data integrity, system integration, and
consistent, reliable information across the organization.
To fulfill OC San’s commitment to ratepayers to provide safe and reliable services, the Asset
Management Program is structured to align the Engineering Department and Operations and
Maintenance (O&M) Departments. OC San’s Asset Management Group, within Engineering’s
Planning Division, consists of nine Asset Engineers assigned to the various process areas in the
treatment plants and collection system, plus an engineer specializing in corrosion control who
leads condition assessments and coating projects. Staff are responsible for understanding the
key issues or concerns related to the condition and performance of OC San’s assets and for
developing and coordinating plans or strategies to ensure that the assets operate properly and
reliably.
The Asset Engineers, each assigned to their respective process or collection system area(s),
work closely with associated O&M team members to stay current with the operation, condition,
process, and/or maintenance-related issues within their assigned areas. The Operations Team
focuses on the optimal utilization of assets to extend equipment life and minimize energy and
chemical use, while meeting all regulatory and level-of-service requirements. The Maintenance
Team is committed to ensuring installed assets are in a ready state for Operations that
optimizes planned maintenance and minimizes costs and downtime.
Collectively, the area Asset Engineer and O&M work together to reach the goal of providing the
required level of service at the lowest life cycle cost with an acceptable level of risk. This
strategy involves a significant investment in internal coordination but ensures that OC San is
properly assessing risks, solving problems, and processing deficiencies in a timely manner.
1.2.1 Major Assets
A “major asset” is defined as any asset that is specifically tracked, monitored, or recorded for
the purposes of fulfilling the policies and initiatives of the AM Program. A major asset can be
composed of other assets. For example, a clarifier can be called a major asset, yet it is
composed of other assets such as pumps, drive mechanisms, motors, etc. Similarly, for buried
assets, a system of pipe segments known as a trunkline can be called a major asset. The Asset
Engineer uses the term “major asset” to differentiate and communicate for purposes related to
the execution of the AMP, which includes developing short-, medium-, and long-term plans for
each process area. “Major assets” are sometimes simply referred to as “assets” for simplicity.
Here are some examples of tests that are used to differentiate between a major asset and
merely an asset:
• Does it perform a substantial role in the collection, treatment, or effluent process?
• Does its direct use impact level of service and quality metrics?
• Does it require a predictive, proactive, or preventive maintenance (PM) service approach
to facilitate its management?
• Does its failure cause significant disruption to the overall process or system? Is its
reliability essential to the plant's operational efficiency?
• Does its malfunction negatively impact key performance metrics or targets?
• Could its failure compromise safety protocols or create safety hazards?
2025 Asset Management Plan
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• Does it play a direct role in maintaining regulatory permit compliance?
There are other variations of the definition of an “asset” outside of the AMP. These variations
are typically minor and unique to the identifying group based on specific goals and objectives.
For example, some variations in the definition exist between those defined in the AMP and by
the Maintenance and Finance Departments. The Maintenance definition of an asset serves the
Maintenance Department goals and objectives by providing a means to properly track and
maintain those items using the Enterprise Asset Management (EAM) system, Maximo®.
Furthermore, the AMP definition of an “asset” deviates from the Financial Management
Division’s definition, as it is based on accounting practices for tax purposes. In summary, the
Asset Management, Maintenance, and Finance groups look at and define assets somewhat
differently and it is important to identify those similarities and differences to maintain alignment
among the groups to achieve OC San’s common goals and objectives.
1.2.2 Remaining Useful Life
An asset’s Remaining Useful Life (RUL) is the estimated time remaining until the asset cannot
be reliably maintained and fails to provide the required level of service. Failure includes
structural failure as well as operational/service failure. The Asset Management Program
converts RUL into RUL scoring for each asset on a scale of 1 to 5 per Table 1-5.
Table 1-5. Remaining Useful Life Score versus Remaining Useful Life
RUL Score 5 4 3 2 1
RUL < 5 years 5–10 years 11–15 years 16–20 years > 20 years
Asset Engineers determine the RUL of major assets based on a variety of factors:
• Expected RUL from original installation, repair, or rehabilitation date(s) and regular
maintenance activities based on historical data (when available)
• Condition assessments, including manned or remote inspections as applicable
• O&M field observations and recommendations
• Performance, maintenance, and reliability history, including condition monitoring reports
from the Maintenance Reliability Group
• Regular field inspections of asset areas
• Engineering judgment
1.2.3 Asset Life Cycle Curve D-I-P-F
The ‘P-F’ curve is a concept that identifies the intervals between Potential Failure ‘P’ and
Functional Failure ‘F’ and was first introduced by Stan Nowland and Howard Heap in 1978. The
curve has since been extended to include Design ‘D’ and Installation ‘I’ by Doug Plucknette and
is called the ‘D-I-P-F’ curve, also known as the Asset Life Cycle Curve (Figure 1-3).
At OC San, it is understood that detecting potential failure alone is not enough to consider a
program a success. For each detected potential failure, it is also important to determine the root
cause of the failure and know how to eliminate the cause. OC San’s goal is to ensure all asset
stakeholders are working together to move to the left of the ‘P-F’ curve into the ‘I-P’ precision
domain with proper installation, commissioning, precision alignment, and balancing through
good work processes, procedures, and practices. Ultimately, the goal is to apply the lessons
learned to future designs to improve asset reliability and resistance to failure and minimize
maintenance costs.
1.2.4 Predictive Maintenance
In asset management, Predictive Maintenance (PdM) strategies are used to regularly monitor
the condition of assets. OC San’s Maintenance Reliability Group implements the PdM Program,
2025 Asset Management Plan
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which collects data through condition monitoring to provide real-time performance evaluation of
assets. PdM is a proactive approach that minimizes unexpected breakdowns and extends the
mean time between failures. It reduces not only the likelihood of failure but also overall
equipment downtime and repair costs by monitoring the actual equipment health through
quantifiable means and performing advanced analysis and failure detection to identify condition
degradation in its early phase (Figure 1-3).
In addition, when sudden changes or variations in the process manifest, they are often found
during the regular Maintenance Reliability rounds as part of the group’s everyday work. The
ability to monitor equipment lends itself to helping Maintenance optimize intervals between
corrective repairs, minimizing the number and cost of unscheduled repairs created by machine-
train failures, and improving equipment reliability.
Figure 1-3. D-I-P-F Curve and PdM Summary
1.2.4.1 Mechanical Discipline
The mechanical discipline involves variance trending of the PdM test results, which includes the
following:
• Vibration analysis to measure imbalance in rotating equipment
• Oil analysis to predict lubricant and equipment degradation
• Airborne ultrasound
• Structure ultrasound
• Infrared thermograph to detect hot spots
• Iris™ motion amplification camera (measures deflection and displacement)
In addition to PdM activities for mechanical equipment, OC San also uses laser alignment
techniques to enhance rotating machinery accuracy to increase the machinery’s operating life
span.
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1.2.4.2 Electrical Discipline
The electrical PdM Program includes the following tests:
• Oil analysis for transformers
• Ultrasound to detect arcing
• Infrared thermography to detect hot spots
• Circuit breakers and protective relays testing
• Motor circuit analysis for large and small motors to determine motor stator health, broken
rotor bars, deteriorating motor connections, and any impending failure trends
• Medium-voltage feeder cable testing to determine the health of cables and insulation
1.2.4.3 Civil Discipline
The civil aspect of PdM includes the following:
• Closed-circuit television (CCTV) assessments of buried pipe and manhole structures
• Sonar assessments of inverted siphons
• Structural sampling, testing, and analysis of concrete assets
• Water-level monitoring and debris accumulation prediction in the collection system
1.2.5 Preventive and Corrective Maintenance
Beyond the advanced PdM strategies, OC San also performs time- and cycle-based PM and
corrective maintenance (CM) activities. It is these activities that, if well implemented, greatly
extend the life of the assets. Recognizing the importance of these efforts, OC San has
dedicated the following two groups of skilled individuals to reinforce and sustain the relevant
maintenance activities:
• The PM Optimization Group is tasked with conducting in-depth assessments to optimize
PM strategies for new and existing assets and to establish maintenance approaches for
assets installed by projects prior to beneficial occupancy. The PM Optimization Program
tracks, maintains, and manages assets throughout their life cycles, from design,
construction, commissioning, beneficial occupancy, operation, and maintenance to the
eventual decommissioning or replacement of those assets. This ensures that the asset life
cycle is maximized with the lowest risk of process failure by achieving the intended
reliability, at the lowest possible cost, and maximizing equipment availability.
• The Maintenance Planning Group drives reliability and effectiveness in the craft-based
maintenance work groups they support by preparing and scheduling ready-to-execute
work with appropriate resources such as tools, materials, labor, and job plans.
Maintenance specialists in this group are responsible for managing blanket maintenance
service contracts, planning and scheduling maintenance activities, optimizing PM activities
within Maximo® (which includes fine-tuning job plans based on input received from field
staff, leads, maintenance supervisors, and engineers), and coordinating complex
maintenance activities involving shutdowns and outages.
OC San’s PM and CM programs are staffed to address the long-term reliable performance of
civil, mechanical, electrical, and instrumentation assets. PM and CM activities specific to these
disciplines are an integral part of OC San’s maintenance program. The following lists provide
examples of tasks performed; however, they are not meant to be inclusive of all maintenance
responsibilities.
1.2.5.1 Mechanical, Electrical, and Instrumentation Disciplines
PM and CM activities include:
• Valve and gate exercising program comprising more than 264 PM tasks for over
1,650 valves and gates throughout both plants and collection system
2025 Asset Management Plan
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• Equipment rotation program to ensure equipment wear is predictable
• Adjusting and aligning mechanical equipment
• Rebuilding and regular testing of equipment
• Changing of lubricants and filters
• Cleaning and torque verification of electrical equipment
• Testing electrical power distribution equipment
• Testing circuit breakers and protective relays
• Calibrating sensors and meters
1.2.5.2 Civil Discipline
PM and CM activities include:
• Cleaning of civil facilities and pipelines (collection system)
• Chemical conditioning of wastewater to reduce corrosion and control odors
• Minor repairs
• Application and repair of coatings
• Maintenance and testing of cathodic protection systems
1.3 Reference
Society for Maintenance and Reliability Professionals (SMRP). 2013. Maintenance and
Reliability Best Practices. 4th Edition.
2025 Asset Management Plan
14
2 State of OC San’s Infrastructure
The Area AM Summaries provide a list of major assets and are intended to summarize
information on those assets, including condition, average RULs, key issues under further
investigation, and plans to address performance and reliability issues of these assets over the
1-, 5-, and 10-year planning horizons, as well as CIP projects planned over the next 10 to 15
years. Over the course of the year, Asset Engineers present one or more of the Area AM
Summaries to the OC San Managers who make up the AM Council. All the process areas,
pump stations, and collection systems are presented with feedback and questions being
provided by the AM Council. The Area AM Summaries are updated as needed and incorporated
into the AMP, which is published annually.
2.1 Area Asset Management Summaries
The Area AM Summaries provide a high-level overview of the assets in the areas contained in
Section 2.2. The RUL scores are an average of the RUL scores for the discipline within that
process area. The summaries are for the following components:
• Plant No. 1
• Plant No. 2
• Collection System – Pump Stations and Force Mains
• Collection System – Pipelines and Manholes
The Area Asset Management Summaries include area maps (Figure 2-1 through Figure 2-4)
showing the general layout of the process areas or collection system, and tables (Table 2-1
through Table 2-4) with the following fields:
• Area No.: Number that corresponds to individual plant asset areas. Plant No. 1 asset
areas are numbered 10 to 19, and Plant No. 2 asset areas are numbered 20 to 29.
• Area Name: Name of asset area.
• Average RUL Score: Estimated average RUL score for each discipline (civil, structural,
mechanical, electrical, and instrumentation) or area based on an average of the RUL
scores provided in the detailed Area AM Summaries.
• Percentage of RUL Scores with 4s or 5s: Percentage of major assets with a RUL of 10
years or less.
2025 Asset Management Plan
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AREA ASSET MANAGEMENT SUMMARY – PLANT NO. 1 OVERVIEW
Figure 2-1. Plant No. 1 Process Area – Remaining Useful Life Score Map
Note: Areas 14 and 19 are excluded from the map. The colored process areas reflect the average RUL score as shown on the respective table.
Table 2-1. Plant No. 1 Remaining Useful Life
Ar
e
a
N
o
.
Area Name
Average Remaining Useful Life Score
Pe
r
c
e
n
t
a
g
e
o
f
R
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L
S
c
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s
wi
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5
s
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m
e
n
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a
t
i
o
n
Al
l
A
s
s
e
t
s
10 Preliminary Treatment 3 3 4 5 5 5 67%
11 Primary Treatment - Basins (1–5) 5 4 5 5 4 5 79%
11 Primary Treatment - Basins (6–31) 4 3 4 4 4 4 42%
12 Secondary Treatment – Activated
Sludge 1 (AS1) 3 4 5 5 5 4 73%
12 Secondary Treatment – Activated
Sludge 2 (AS2) 1 1 2 3 3 2 3%
12 Secondary Treatment – Trickling
Filter 1 1 3 3 4 3 26%
14 Interplanta 2 2 2 1 2 15%
15 Solids Handling – Digesters 2 2 3 3 3 3 16%
15 Solids Handling – Thickening &
Dewatering (T&D) Facilities 1 1 2 3 3 2 12%
15 Solids Handling – Gas Handlinga 3 3 3 4 3 44%
16 Central Generation (CenGen)a 1 3 4 4 3 37%
17 Utilities 3 1 4 4 3 3 23%
18 Electrical Distributiona 3 3 47%
19 Occupied Buildings Refer to Area 19 Asset Management Summary
Plant No. 1 Total 38%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
a White box with diagonal line indicates there are no assets assigned to this discipline within this process area.
2025 Asset Management Plan
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AREA ASSET MANAGEMENT SUMMARY – PLANT NO. 2 OVERVIEW
Figure 2-2. Plant No. 2 Process Area – Remaining Useful Life Score Map
Note: Area 29 is excluded from the map. The colored process areas reflect the average RUL score as shown on the respective table.
Table 2-2. Plant No. 2 Remaining Useful Life
Ar
e
a
N
o
.
Area Name
Average Remaining Useful Life Score
Pe
r
c
e
n
t
a
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s
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e
t
s
20 Preliminary Treatment 1 1 3 4 3 3 12%
21 Primary Treatment - A Side 5 5 5 4 4 5 100%
21 Primary Treatment - B & C Side 4 3 4 3 4 4 34%
22 Secondary Treatment - Activated
Sludge 3 3 3 4 3 3 28%
22 Secondary Treatment - DAFT 4 1 3 2 3 2 17%
22 Secondary Treatment - Trickling
Filter 2 1 2 2 3 2 10%
23 Oxygen Facility 3 3 3 4 4 3 100%
24 Effluent Disposal 2 2 3 4 4 3 35%
25 Solids Handling - Digesters 4 4 3 3 3 3 69%
25 Solids Handling - Facilities 2 1 2 2 3 2 5%
25 Solids Handling - Gas Handlinga 3 4 4 4 4 50%
26 Central Generationa 1 3 4 4 3 39%
27 Utilities 3 1 3 4 3 3 20%
28 Electrical Distributiona 4 4 57%
29 Occupied Buildings Refer to Area 29 Asset Management Summary
Plant No. 2 Total 41%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
a White box with diagonal line indicates there are no assets assigned to this discipline within this process area.
2025 Asset Management Plan
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ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM PUMP STATION AND FORCE MAIN OVERVIEW
Figure 2-3. Collection System Pump Stations and Force Mains – Remaining Useful Life Score Map
Note: Not all pump station force mains are shown on this map. Only longer force mains are shown. The colored pump stations reflect the average
RUL score as shown on the respective table.
Table 2-3. Collection System Pump Station and Force Main Remaining Useful Life
Pump Station
Average Remaining Useful Life Score
Pe
r
c
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t
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15th Street 3 4 4 3 3 3 27%
A Street 3 4 4 3 3 3 25%
Bay Bridge 5 4 5 4 3 5 85%
Bitter Point 2 2 3 3 4 3 23%
College 4 3 3 2 3 3 25%
Crystal Cove 4 4 4 3 3 4 42%
Edinger 5 4 3 4 5 4 64%
Lido 4 4 4 4 3 4 75%
MacArthur 1 3 4 5 4 4 73%
Main Street 5 2 4 4 4 4 46%
Rocky Point 3 3 3 3 4 3 23%
Slater 4 3 4 3 4 4 38%
Seal Beach 1 4 5 4 5 5 83%
Westside 5 3 3 3 4 3 31%
Yorba Linda 5 4 4 4 4 4 82%
Newport Force Mainsa 2 2 0%
Total 49%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
a White box with diagonal line indicates there are no assets assigned to this discipline within this process area.
2025 Asset Management Plan
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ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM PIPELINE AND MANHOLE OVERVIEW
Figure 2-4. Collection System Pipelines and Manholes – Remaining Useful Life Score Map
Note: Only pipelines are shown on this map for clarity. Refer to Collection System Manholes Remaining Useful Life Score Map in
Section 2.2, Area Asset Management Summaries List.
Table 2-4. Collection System Pipeline and Manhole Remaining Useful Life
Trunklines
No
.
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
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o
f
4
or
5
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5
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RU
L
S
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of
4
o
r
5
Baker-Main 74 4.9 12% —a —a
Bushard 11 1.4 6% 3 1%
Coast 16 1.1 10% 3 2%
Euclid 13 0.7 2% 69 16%
Interplantb 0 0.0 0% 0 0%
Knott 37 2.6 4% 94 12%
Miller-Holder 22 1.6 5% 43 16%
Newhope 26 1.7 6% 82 23%
Newport 20 1.0 4% 30 8%
Santa Ana River Interceptor 66 3.0 6% 160 28%
Sunflower 15 0.5 1% —a —a
Talbert 77 5.9 70% —a —a
Total 377 24.2 7% 484 11%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
a Only trunklines with greater than 50% manhole inspections completed are included in this table and in the Asset Management
System Summaries.
b Interplant Trunk in this table refers only to Interplant Trunkline E (IPE) assets. Interplant Trunkline assets are included with Knott
Trunkline in its Asset Management System Summary.
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2.2 Area Asset Management Summaries List
The following AM Summaries document the current state of process areas in both plants and
the collection system. The remainder of this section contains the AM Summaries organized as
follows:
Plant No. 1 Area Asset Management Summaries
• Preliminary Treatment
• Primary Treatment
• Secondary Treatment – Activated Sludge
• Secondary Treatment – Trickling Filters
• Interplant
• Solids Handling – Digesters
• Solids Handling – Remaining Facilities
• Central (Power) Generation
• Utilities
• Electrical Distribution
• Occupied and Power Buildings
Plant No. 2 Area Asset Management Summaries
• Preliminary Treatment
• Primary Treatment
• Secondary Treatment – Activated Sludge
• Secondary Treatment – Trickling Filters/Solids Contact
• Effluent Disposal
• Solids Handling – Digesters
• Solids Handling – Remaining Facilities
• Activated Sludge and Oxygen Facility
• Central (Power) Generation
• Utilities
• Electrical Distribution
• Occupied and Power Buildings
Collection System Asset Management Summaries
• Pump Stations and Force Mains
• Pipelines and Manholes
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The AM Summaries are built around a common structure. This structure provides a framework
for continued use and development of the summaries. Key structure elements for AM
Summaries are shown on Figure 2-5.
Figure 2-5. Area Asset Management Summary Structure
2025 Asset Management Plan
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Plant No. 1 Area Asset Management
Summaries
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2025 Asset Management Plan
23
Process Schematic
Major Assets Quantities
Metering and Diversion
Flowmeters 7
Gates 29
Sunflower Pump Station
Screw Pumps 2
Motors 2
Gearboxes 2
Lube Oil Systems 2
Gates 3
Steve Anderson Lift Station
Main Pump/Motor/VFD 4
Drain Pumps 2
Sump Pumps 4
Flowmeter 1
Major Assets Quantities
Splitter Box
Slide Gates 5
Weir Gates 15
Flowmeters 3
Bin Loading Building
Paddle Conveyors 2
Belt Conveyor 1
Fans 3
AREA 10 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 PRELIMINARY TREATMENT
2.2.1 Plant No. 1 Preliminary Treatment
Major Assets Remaining Useful Life
Asset Type
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Civil
Effluent Piping - - - - - - 3 - - - -
Structural
General 2 5 1 2 2 2 3 3 4 3 3
Mechanical
Piping 5 - 1 - 1 - - - - - 3
Gates/Valves 5 5 2 5 5 5 5 - 5 3 2
Gearboxes - 4 - 1 - - - 5 - - -
Screens - - - 1 - - - - - - -
Pumps - 5 2 - 5 - - - 5 5 -
Conveyors - - - 5 - - - 4 - -
Fans/Blowers 4 4 2 4 5 5 - 5 5 1 2
Electrical
VFDs - - 5 - 5 - - - - 4 -
MCCs 5 5 2 5 5 5 5 5 5 5 5
Instrumentation
General 5 5 4 5 4 - 5 - 5 5 4
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
Major Assets Quantities
Bar Screens
5/8" Bar Screens 6
Gates 21
Fans 4
Main Sewage Pumps
Pump/Motor/VFD 5
Gates 15
Aerated Grit Chambers
Grit Chambers 5
Bulk Gates 18
Slide Gates 15
Flap Gates 5
Blowers 3
Major Assets Quantities
Odor Control
Bioscrubbers 2
Chemical Scrubbers 4
Fans 6
Recirculation Pumps 12
Chemical Tanks 4
Wastehauler Station
Flushing System/Tank 1
Barrier Arm 1
Fan 1
Automated Samplers 2
2025 Asset Management Plan
24
AREA 10 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 PRELIMINARY TREATMENT
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Headworks Maintainability – The P1-105 project will rehabilitate most assets throughout
the preliminary treatment area; however, the construction completion date is February 2030.
Some assets have very little remaining life or have failed already and will need interim
solutions before they are addressed by the project, these assets include exhaust fans, the
hydrogen sulfide (H2S) monitoring system, and corroded piping and grit paddles.
Continue to actively monitor the condition of aging assets scheduled for repair under P1-
105 and develop appropriate solutions as applicable.
Permanent solutions will be provided by Project P1-105.
Metering & Diversion (M&D) – The trunkline pipes inside the M&D building are at the end
of their useful life and are experiencing accelerated corrosion causing failures and leaks in
2024 (Sunflower and Santa Ana River Interceptor [SARI]). O&M is also experiencing issues
with the flow meters being inaccurate.
Condition assessment of each trunkline and repairs were performed between August 2024
and January 2025 to extend the useful life of the piping. Instrumentation team is assessing
and replacing the troubled flow meters.
M&D structure and piping along with the flow meters will be rehabilitated/replaced by
Project P1-105.
Sunflower Pump Station – This pump station is equipped with two screw pumps. Pump
no. 1 and associated supporting equipment have been replaced by FE19-04, but pump no.
2 is experiencing issues with bearings, gear boxes, and grease system. These assets in the
pump station are approaching the end of their useful lives. The gates are leaking, and the
pump station structure also has coating failure and concrete deterioration along with rebar
corrosion.
Maintenance continues to monitor, repair, and replace parts as needed to keep pump no. 2
in operation.
FR1-0026 will rehabilitate the pump station outlet channels to repair the concrete, rebar,
and coating in 2026/2027. FE25-01 will replace pump no. 2 and associated supporting
equipment, similar to FE19-04, with construction starting in 2027. P1-105 will replace gates
and T-lock. All of these projects will provide a complete rehabilitation of Sunflower Pump
Station.
Wastehauler Station – The automated sampling systems installed by FE20-01 continues
to experience issues with the valves, switches, and touch screens, causing shutdowns and
delays. The connection point height and angle create an upward flow direction, which is not
ideal, causing waste to drain out when haulers disconnect, leading to additional odor.
The Instrumentation group has been providing support and working with the vendor to
troubleshoot these issues and keep the Wastehauler Station in operation.
A planning study is recommended to review the ongoing issues at the Wastehauler Station
and propose solutions to be implemented by future CIP Project X-102, Wastehauler Facility
Improvements, to improve the operation and maintenance of the facility.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
P1-105 Headworks Rehabilitation at Plant No. 1 Headworks
FR1-0026 Sunflower Pump Sation Effluent Channel Repairs Sunflower Pump Station
FE25-01 Sunflower Pump No. 2 Replacement at Plant No. 1 Sunflower Pump Station
FE24-11 Steve Anderson Lift Station (SALS) Variable Frequency Drive (VFD) Replacement at Plant No. 1 Steve Anderson Lift Station
FE22-01 Platform Modifications for Process Areas at Plant No. 1 and No. 2 Steve Anderson Lift Station
FE23-06 HVAC Replacements at Plant Nos. 1 and 2 Steve Anderson Lift Station
PRN-01022 Replace MSP-4 with Spare Influent Pump Station
TBD Wastehauler Facility Improvements Planning Study Wastehauler Station
X-102 Wastehauler Facility Improvements Wastehauler Station
X-044 Steve Anderson Lift Station Rehabilitation Steve Anderson Lift Station
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
25
Process Schematic
Note: Primary Basins No. 1 and No. 2 are not shown. The facilities are scheduled to be demolished within the next 10 years.
Major Assets Quantities
Rectangular Primary Basins
Basins 26
Thickened Sludge Pumps 8
Dilute Sludge Pumps 6
Dilute Sludge Sumps 2
Scum Pumps 12
Scum Pits 6
Note: Quantity may not reflect the most recent
development. To be updated in the next revision.
Major Assets Quantities
Circular Primary Basins
Basins 3
Sludge Pumps 4
Scum Pumps 3
Phys. Chem.
Polymer Tanks 4
FeCl3 Tanks 1
Major Assets Quantities
Waste Sidestream Pump Station
Pumps 3
Primary Odor Scrubber Complex
Chemical Scrubbers 4
HCl Tanks 1
HCl Pumps 2
NaOH Tanks 1
Major Assets Quantities
Primary Odor Scrubber Complex
NaOH Pumps 5
Bleach Tanks 1
Bleach Pumps 8
AREA 11 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 PRIMARY TREATMENT
2.2.2 Plant No. 1 Primary Treatment
Major Assets Remaining Useful Life
Asset Type
EB
D
B
PE
D
B
-1
PE
J
B
PS
B
3
-5
PS
B
6
-15
PS
B
1
6
-31
PI
S
B
Ce
n
t
e
r
f
e
e
d
Ch
a
n
n
e
l
s
WS
S
P
S
-1
Ph
y
s
.
C
h
e
m
.
Od
o
r
Co
n
t
r
o
l
Civil
Effluent Piping 5 5 4 4 3 5 - - 3 - -
Structural
Structures 5 4 1 5 2 2 3 3 3 3 4
Cover - - - 3 2 2 2 3 - - -
Mechanical
Piping - - - - 4 4 - - 3 3 5
Gates/Valves 5 4 3 5 3 3 4 3 3 3 4
Sludge/Scum Collection System - - - 5 3 3 - - - - -
Sludge Pumping System - - - 5 3 3 - - 4 - -
Scum Pumping System - - - 5 5 5 - - - - -
Recirculation/Chemical Pumping/Fans - - - - - - - - 3 4 4
Electrical
VFDs - - - - 3 3 - - 3 5 -
MCCs - - - 5 5 2 - - 5 5 5
Instrumentation
General - 3 - 4 4 4 - - 4 3 5
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Note: RUL scores do not reflect new pumps and VFDs recently installed by P1-133, currently in commissioning. RUL scores will be updated in the next
revision.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
26
AREA 11 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 PRIMARY TREATMENT
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Primary Basins 6–31 Mechanical Reliability and Obsolescence – The rectangular
primary basins experience relatively frequent issues with mechanical part replacement and
sludge pumping systems that require maintenance. These issues require ongoing attention
from Maintenance and can affect Plant No. 1’s treatment capacity. The scum pumps serving
these basins are also obsolete, which means parts cannot be procured quickly for repairs,
causing significant interruption to operation.
The center feed channel was cleaned and inspected in 2024; repairs were made to the T-
lock liner to extend the useful life of the structure. The primary basins 17–31 west side
effluent channel and pipe are being inspected during the preparation of this document to
ensure they remain free of obstructions, allowing for smooth and reliable operation during
the upcoming wet weather season. Condition assessments and repairs of the primary basin
tanks will be planned in conjunction with O&M activities in the coming years to increase
reliability of the basins prior to the future rehabilitation project.
P1-133 has recently replaced five of the six launders in the Primary Influent Splitter Box
(PISB), installed new variable frequency drives (VFDs) for the three dilute sludge pumps
serving basins 6–15, and replaced the three dilute sludge pumps serving basins 17–31.
FE23-05 will replace the obsolete scum pumps to improve scum pumping reliability and
availability. These projects will increase the reliability of the rectangular primary basins for
the coming decade before X-017 provides a general rehabilitation of the primary
sedimentation basins.
Primary Treatment Area Programmable Logic Controller (PLC) Obsolescence –
Existing PLCs are obsolete.
Maintenance has stockpiled parts and will continue to repair/replace as needed. Obsolete PLCs will be replaced as part of future projects in this area.
Scum Management – The scum collection systems in rectangular primary basins have
been experiencing operational issues such as trapped scum in various locations, overflow
and failure of scum tipping troughs, and clogs in the scum pits and scum pumps.
PRN-00563 will perform a comprehensive evaluation of the scum collection system and
provide recommendations. The study will take the results of previous research studies, such
as RE19-01, Primary Scum Equipment Evaluation at Plant No. 1, into consideration.
X-017 will take into consideration the results of the Scum Study to improve the scum
removal system during the rehabilitation.
Waste Sidestream Pump Station (WSSPS) Pump Ragging and Grit – The pump station
has been experiencing increased ragging issues due to the headworks shutdown scheduled
for the P1-105 construction. Grit buildup has also increased resulting in Maintenance having
to schedule grit removal monthly. The pumps are also approaching the end of their useful
lives.
Maintenance has increased the frequency of pump de-ragging and grit removal from the
wet well as a mitigation measure. It is also recommended to install a de-ragger on one of
the pumps to test compatibility with this service.
MP1-003 has replaced one of the WSSPS pumps with a chopper type pump to test the
performance of the new pump type for this service to mitigate the ragging issues and
improve the station’s reliability. The project is currently in the commissioning phase. Upon
improved performance, the other two pumps will be replaced with similar chopper pumps
through a subsequent project. X-006 is the future project that will rehabilitate the pump
station and increase the station’s capacity.
Primary Effluent Pipe Conditions – A recent condition assessment of the West Primary
Effluent Pipe revealed that most of the PVC pipe joint liners have failed and several pipe
joints have also failed as groundwater was observed to be infiltrating the pipe via these
joints.
Develop an expedited repair project to seal the failed joints. Plan a more detailed condition
assessment to pressure test all joints in the pipe.
Plan a capital project to perform a comprehensive rehabilitation of both primary effluent east
and west pipes within 5 years.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
RE24-01 Hydrogen Sulfide Analyzer Evaluation at Plant No. 1 Primary Scrubbers 5–8
PRN-00563 P1-33/37 Scum Study Primary Basins 6–31
FE23-05 Primary Clarifier 6–31 Scum Pump Replacement at Plant No. 1 Primary Basins 6–31
MP1-003 WSSPS Pump Replacement at Plant No. 1 Waste Sidestream Pump Station
PRN-01012 Primary Clarifier Effluent Gate PLC Panel Replacement at Plant 1 Primary Basins 6–31
P1-126 Primary Clarifier Replacements and Improvements at Plant No. 1 Primary Basins 3, 4, and 5
X-017 Plant No. 1 Primary Clarifiers 6–31 Rehabilitation Primary Basins 6–31
X-006 Waste Sidestream Pump Station Rehabilitation Waste Sidestream Pump Station
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
27
Process Schematic
AREA 12 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SECONDARY TREATMENT – ACTIVATED SLUDGE
2.2.3 Plant No. 1 Secondary Treatment – Activated Sludge
Asset Type
PE
P
S
Bl
o
w
e
r
B
u
i
l
d
i
n
g
1
AS
1
A
e
r
a
t
i
o
n
B
a
s
i
n
s
AS
1
C
l
a
r
i
f
i
e
r
s
AS
1
R
A
S
P
S
AS
1
W
A
S
AS
2
P
E
P
S
2
Bl
o
w
e
r
B
u
i
l
d
i
n
g
2
AS
2
A
e
r
a
t
i
o
n
B
a
s
i
n
s
AS
2
C
l
a
r
i
f
i
e
r
s
AS
2
R
A
S
P
S
/
W
A
S
P
S
WS
S
P
S
2
PE
D
B
-2
AS
1
&
A
S
2
Ju
n
c
t
i
o
n
B
o
x
e
s
Effluent Piping 4 3 3 3 4 3 1 - - - - - 1 2
Buildings 4 4 - - 3 - - 1 - - - - - -
Structures 3 - 4 4 - - 1 - 1 1 - 1 1 2
Piping 4 4 4 4 5 3 - 2 2 2 2 2 - -
Pumps 5 - - - 5 5 - - - - 3 3 - -
Diffusers - - 4 - - - - - 4 - - - - -
Mixers - - 4 - - - - - 2 - - - - -
Solids Collector Mechanism - - - 5 - - - - - 3 - - - -
Blowers - 4 - - - - - 2 - - - - - -
Drain Gates & Inlet Gates - - 5 4 - - 2 - 2 2 - - 2 -
HVAC & Ventilation 4 4 - - - - - 3 - - - - - -
Chemical/Polymer Facility - - 5 - - - - - - - - - - -
VFDs 4 - 4 4 4 4 - - 4 4 4 4 - -
MCCs 5 - 5 5 5 5 - - 2 2 2 2 - -
PLCs, Flow Meters 5 5 5 5 5 5 - 3 3 3 3 3 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
28
Major Assets
Major Assets Quantities
Primary Effluent Pump Station
Building 1
Wet Well 1
Pumps 3
Discharge Valves 3
AS1 Aeration Basins
Aeration Basins 10
Inlet Gates 10
AS1 Blower Building 1
Blower Building 1
Blowers 5
Major Assets Quantities
AS1 Secondary Clarifiers (SCs)
Secondary Clarifiers 26
Inlet Gates 78
Sludge Collectors 52
Secondary Clarifiers 26
AS1 RAS PS/WAS PS
RAS PS Building 1
RAS Pumps 5
WAS Pumps 4
Primary Effluent Pump Station 2 (PEPS 2)
Structure 1
Gate 1
Major Assets Quantities
AS2 Aeration Basins
Aeration Basins 6
Inlet Gates 6
AS2 Blower Building 2
Blower Building 1
Blowers 4
AS2 Secondary Clarifiers
Secondary Clarifiers 6
Sludge Collectors 6
AS2 RAS PS/WAS PS
RAS/WAS Pumps 12/6
Surface Wasting Pumps 6
Scum Pumps 6
Major Assets Quantities
Waste Side Stream Pump Station 2
Pumps 2
Structure 1
Primary Effluent Distribution Box 2
Structure 1
Gates 11
AS1 and AS2 Junction Boxes
Junction Box Structures 8
Major Assets Quantities
Dissolved Air Flotation Thickeners (DAFTs)
Concrete Tanks 6
Mechanical Sweep 6
Recycle Pumps 12
Retention Tank 6
TWAS Pumps 12
DAFTs Polymer System
Storage Tank 2
Mix Tank 2
Polymer Transfer Pumps 2
Feed Pumps 6
AREA 12 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SECONDARY TREATMENT – ACTIVATED SLUDGE
Key Issues – AS1 and AS2
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Activated Sludge Plant No. 1 – AS1 is an aging facility. Condition assessments show
corrosion on the reactor wall. Baffle wall supports and vertical air pipes have corrosion in
some of the basins. In addition, final clarifier drives are obsolete, and two of the secondary
clarifiers’ chain and flights mechanisms are broken and no replacement part is available.
Maintenance is monitoring and replacing the equipment as needed. MP1-017 is in
progress to rebuild Final Clarifiers 11 and 13 due to a broken chain and flight. Planning
and Maintenance have started a trial project to address obsolete clarifier drives.
P1-140 will rehabilitate AS1, replacing blowers, repairing basins, and replacing mechanical
equipment.
PEDB-2 – PEDB-2 has limited hydraulic capacity. Routing flows from rectangular primary
clarifiers to AS1 through PEDB-2 has some limitations and risk of overflows.
Planning is coordinating with the P1-126 project team to ensure reliable hydraulic capacity
is available during project construction.
P1-126 performed hydraulic modeling and included plans for bypass during peak wet
weather flow.
Obsolescence at AS1 and AS2 Blower Controls – The blower control system is
obsolete and requires an upgrade to operate efficiently.
PRN-01053 was approved by Clearinghouse to upgrade obsolete vane actuators. P1-140 will replace blowers and control systems for AS1.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE20-05 Plant Water Pipe Replacement AS1 Aeration Basin and Clarifiers
MP1-017 Activated Sludge Final Clarifiers 11 & 13 Rebuild at Plant No. 1 AS1, Final Clarifiers 11 and 13
P1-140 Activated Sludge 1 Rehabilitation at Plant No. 1 AS1 Basins, Blowers, Clarifiers, and PEPS
X-039 Plant Water Pump Station Rehabilitation No direct impact on the Activated Sludge Facility
X-018 Activated Sludge 2 Rehabilitation at Plant No. 1 AS2 Aeration Basin, Clarifiers, and Blowers
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
29
Process Schematic
Major Assets
Major Assets Quantities
Trickling Filter Pump Station
Structure 1
Trickling Filter Pumps 3
Trickling Filters
Trickling Filter Basins 2
Rotary Distributor 2
Recirculation Fans 8
Secondary Clarifiers
Circular Clarifiers 2
Sludge Collector 2
Sludge Pump 2
Junction Boxes
Structure 6
AREA 12 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SECONDARY TREATMENT – TRICKLING FILTERS
2.2.4 Plant No. 1 Secondary Treatment – Trickling Filters
Major Assets Remaining Useful Life
Asset Type
Tr
i
c
k
l
i
n
g
F
i
l
t
e
r
Pu
m
p
S
t
a
t
i
o
n
Tr
i
c
k
l
i
n
g
F
i
l
t
e
r
s
Se
c
o
n
d
a
r
y
C
l
a
r
i
f
i
e
r
s
Tr
i
c
k
l
i
n
g
Fi
l
t
e
r
Sl
u
d
g
e
Pu
m
p
S
t
a
t
i
o
n
Ju
n
c
t
i
o
n
B
o
x
e
s
Civil
Effluent Piping 1 1 1 - 1
Structural
Buildings - 1 1 - -
Structures 1 2 1 1 1
Mechanical
Pumps 3 - 3 1 -
Distributor Drive - 4 - - -
Ventilation Fans 3 3 - 3 -
Trickling Filter Media - 5 - - -
Clarifier Moving Mechanism - - 3 - -
Valves, Gates 3 - 3 3 3
Electrical
VFDs 5 5 - - -
MCCs, Switchgear 1 2 2 2 -
Instrumentation
General 4 4 4 4 4
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
30
AREA 12 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SECONDARY TREATMENT – TRICKLING FILTERS
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Trickling Filter PLC Obsolescence – Existing PLCs are obsolete. Maintenance has stockpiled parts and will continue to repair/replace as needed. Obsolete PLCs will be replaced as part of future projects in this area.
Trickling Filters Snail Control – Permanent caustic dosing is needed at the Trickling Filter
Pump Station for snail control. Currently, temporary totes are used to dose caustic into the
wet well.
Continue to dose caustic using temporary totes for snail control. P1-126 will add pumps to the caustic tank in the primary scrubber area to provide a permanent solution
for trickling filter snail control.
Trickling Filter Pump Station Reliability – The presence of snail shells can cause
damage to the trickling filter pump impellers affecting the reliability of the pump station.
Perform condition assessment and repair as needed. N/A
Trickling Filter Media – Trickling filters at Plant No. 1 have been in operation for over 17
years. The filter media is nearing the end of its useful life, and the trickling filter lining and
coatings systems need repairs.
N/A Project P1-142 will replace the trickling filter media and repair coating defects and failures.
Trickling Filter Odor Control – An increase in odor complaints may be due to the trickling
filter operation. Operations has reduced flow to the trickling filters to control odors.
A planning study (PS24-04) is being conducted to determine the best
solution/approach to minimizing odor at the trickling filters, which may include
covering the trickling filters and adding odor control.
Solutions from the planning study (PS24-04) will be implemented via future project X-015.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
P1-126 Primary Sedimentation Basins Numbers 3–5 Replacement at Plant No. 1 Trickling Filters Pump Station
P1-142 Trickling Filter Rehabilitation at Plant No. 1 Trickling Filters
TBD Plant No. 1 Trickling Filter #2 Rotary Distributor Drive and Motor Replacement Trickling Filters
TBD Plant No. 1 Trickling Filter Rotary Distributor VFD Replacement Trickling Filters
TBD Trickling Filter Clarifier #1 Drain Valve Replacement at Plant No. 1 Trickling Filters Secondary Clarifier 1
FR1-0011 Plant No. 1 Trickling Filter Pumps VFD replacement (three pumps) Trickling Filters Pump Station
PS24-04 Trickling Filter Odor Control Planning Study at Plant No. 1 Trickling Filters
X-015 Trickling Filters Facilities Rehabilitation at Plant No. 1 Trickling Filters Project starts in 2040
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
31
Process Schematic
Major Assets Quantities
Ellis Corridor
Large Diameter Piping 1.2 miles
Fiber Optic Communication 0.8 miles
Brookhurst Corridor
Large Diameter Piping 3.8 miles
Bushard Corridor
Fiber Optic Communication 4.1 miles
AREA 14 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 INTERPLANT
2.2.5 Plant No. 1 Interplant
Major Assets
Major Assets Remaining Useful Life
Asset Type
Plant No. 1 Facility Santa Ana Corridor
El
l
i
s
C
o
r
r
i
d
o
r
Br
o
o
k
h
u
r
s
t
C
o
r
r
i
d
o
r
Bu
s
h
a
r
d
C
o
r
r
i
d
o
r
EJ
B
TF
S
E
J
B
-2
SE
J
B
SE
J
B
-3
SE
J
B
-7
PE
J
B
-1
66
"
P
E
/
S
E
84
"
P
E
/
S
E
10
8
"
P
E
/
S
E
66
"
P
E
/
S
E
84
"
P
E
/
S
E
12
0
" PE
/
S
E
Di
g
e
s
t
e
r
G
a
s
L
i
n
e
Civil
Pipeline - - - - - - 4 3 1 4 2 1 3 1 1 -
Structural
Structure 1 1 3 1 1 4 - - - - - - - - - -
Mechanical
Sluice Gates 2 - - 3 1 5 - - - - - - - - - -
Butterfly Valves 2 3 - - - - - - - 1 - - - - - -
Ball Valves - - - - - - - - - - - - 1 - - -
Instrumentation
Fiber Optic - - - - - - - - - - - 1 - 1 - 1
Please see the comprehensive Acronyms and Abbreviations list for definitions.
For spatial representation of asset remaining useful life, please see remaining useful life maps at the end of this area summary.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
Major Assets Quantities
Plant No. 1 Facility
Large Diameter Piping 1.1 miles
Junction Boxes 6
Gates 17
Butterfly Valves 9
Major Assets Quantities
Santa Ana Corridor
Large Diameter Piping 10.6 miles
Digester Gas Piping 3.9 miles
Fiber Optic Communication 3.2 miles
Ball Valves 2
2025 Asset Management Plan
32
AREA 14 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 INTERPLANT
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Vandalism – Repeated vandalism of electrical controls at EJB is due to the damaged security
fence, which allows access to the site. Exposed conduit outside of the fence line was cut and wire
stolen. Project MP1-008 was completed in 2025 and installed new lighting to improve nighttime
visibility and deterrence.
Damage and copper wire theft were found at several cathodic protection test stations for the 66-
inch, 84-inch, Interplant Digester Gas Pipeline (IDGP), and fiber optic cable facilities along the
Santa Ana River Trail. The damaged cathodic protection test stations were repaired in 2025
including installing flat bars and special locking bolts for adding security. The fiber optic handholes
were also repaired and full functionality restored.
N/A Project SC23-02 will address security issues at EJB by replacing existing fencing with a
higher-security fencing system and enclosing exposed conduit with new fencing.
Interplant Digester Gas Pipeline Deficiencies – Surface corrosion of varying severity has
occurred in all blow off vaults. Other deficiencies include water intrusion in Vaults 1–4, Vault 4
outside existing utility easement, access difficulties to Vaults 8 and 9, structural damage to Vault 10,
lack of dedicated blowdown valves, and lack of pressure relief between the Department of
Transportation valves.
N/A Project FRJ-0003 will repair, replace (or relocate), and abandon blow off vaults. The project
also includes installing blowdown valve manifolds and pressure relief for the IDGP.
Santa Ana Corridor Soil Erosion – Soil loss has been occurring in the unprotected slopes along
the interplant utility corridor paralleling the Santa Ana River for many years. Soil erosion is directly
affecting blow off Vault 5 on the IDGP. There are significant reaches of pipeline that appear to lack
adequate cover for pipeline protection.
OC San has approved a new planning study, PRN-00935, to perform a slope
erosion analysis with various field investigations; review slope stabilization
alternatives; and identify, compare, and rank conceptual design alternatives. This
effort includes developing a new plan and profile for the pipeline to pinpoint areas
of inadequate cover and provide the basis of design to resolve the issue(s).
Based on the recommendations of PRN-00935, a proposed improvement project will be
developed to construct permanent improvements. The future improvement project must at
least be started prior to OC San’s next audit with the California Public Utilities Commission in
2032.
PEJB-1 Condition – The sluice gates in PEJB-1 are in very poor condition and no longer properly
seal. The PEJB-1 structure is also in poor condition.
N/A Rehabilitation of the PEJB-1 structure and replacement of existing sluice gates with new
ones are included in the scope of Project P1-126.
66-inch Interplant Pipeline Condition – The 66-inch pipelines between PEJB-1 and EJB are in
poor condition per the 2021 condition assessment. Conditions have not changed significantly since
2009. The 66-inch pipelines between EJB and Ocean Outfall Booster Station (OOBS) that were not
sliplined are also in poor condition.
Perform a new condition assessment of the 66-inch Interplant Pipeline between
PEJB-1 and EJB in 2026.
Project X-125 will rehabilitate the 66-inch pipelines between PEJB-1 and EJB, and portions
of the 66-inch pipeline not sliplined between EJB and OOBS.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
SC23-02 Effluent Junction Box Security Fence Replacement at Plant No. 1 EJB
FRJ-0003 Interplant Gas Line Blow Off Repairs Digester Gas Piping
PRN-00935 Interplant Digester Gas Pipeline Slope Stabilization Study Digester Gas Piping
P1-126 Primary Sedimentation Basins No. 3-5 Replacement at Plant No. 1 PEJB-1
X-125 66-Inch Interplant Pipeline Rehabilitation at Plant No. 1 66” PE/SE
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
33
Remaining Useful Life Maps
AREA 14 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 INTERPLANT
2025 Asset Management Plan
34
Remaining Useful Life Maps
AREA 14 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 INTERPLANT
2025 Asset Management Plan
35
Process Schematic
Note: Process Schematic shows entire Area 15 Solids Handling Facility.
Note: Process Schematic shows entire Area 15 Solids Handling Facility.
Major Assets
Major Assets Quantities
Anaerobic Digesters
Digesters (7–16) 10
Holding Digesters (5 & 6) 2
Sludge Mixing Pumps 22
Grinders 10+3
Sludge Recirculation Pumps 10
Hot Water Circulation Pumps 10
Major Assets Quantities
Anaerobic Digesters (Continued)
Heat Exchangers 10
Bottom Sludge Pumps 5
Digesters Transfer Pumps 3
Ferric System
Storage Tanks 2
Feed Pumps 2
Major Assets
Major Assets Quantities
Anaerobic Digesters
Digesters (7–16) 10
Holding Digesters (5 & 6) 2
Sludge Mixing Pumps 22
Grinders 10+3
Sludge Recirculation Pumps 10
Hot Water Circulation Pumps 10
AREA 15 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SOLIDS HANDLING – DIGESTERS
2.2.6 Plant No. 1 Solids Handling – Digesters
Major Assets Remaining Useful Life
Asset Type
Di
g
e
s
t
e
r
5
(H
o
l
d
e
r
)
Di
g
e
s
t
e
r
6
(H
o
l
d
e
r
)
Di
g
e
s
t
e
r
7
Di
g
e
s
t
e
r
8
Di
g
e
s
t
e
r
9
Di
g
e
s
t
e
r
1
0
Di
g
e
s
t
e
r
1
1
Di
g
e
s
t
e
r
1
2
Di
g
e
s
t
e
r
1
3
Di
g
e
s
t
e
r
1
4
Di
g
e
s
t
e
r
1
5
Di
g
e
s
t
e
r
1
6
Fe
r
r
i
c
S
y
s
t
e
m
Civil
Effluent Piping 2 2 2 2 2 2 2 2 2 2 2 2 -
Structural
Digester 3 3 3 3 3 3 2 2 2 2 1 1 -
Mechanical
Piping 2 2 2 2 2 2 2 2 2 2 2 2 2
Chemical Pumps - - - - - - - - - - - - 2
Ferric Control System - - - - - - - - - - - - 2
Sludge Mixing Pumps 3 3 3 3 3 3 3 3 3 3 3 3 -
Sludge Recirculation & Heating
System - - 3 3 3 3 3 3 3 3 3 3 -
Hot Water System - - 3 3 3 3 3 3 3 3 3 3 -
Sludge Transfer Pumps 4 4 4 4 4 4 -
Electrical
VFDs 4 4 4 4 4 4 4 4 4 4 4 4 -
MCCs 2 2 2 2 2 2 2 2 2 2 2 2 -
Instrumentation
PLCs and Flow Meters 3 3 3 3 3 3 3 3 3 3 3 3 -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
36
AREA 15 ASSET MANAGEMENT SUMMARY PLANT NO. 1 SOLIDS HANDLING – DIGESTERS
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Structures – Project PS15-06 Seismic Evaluation of Structures at Plant No. 1 and Plant No. 2
has identified lateral spread as the main seismic risk for the digesters and structures close to
the Santa Ana River.
N/A Project X-109 will address lateral spread seismic risk.
Digester Leaks – There are minor leaks at digester wall penetrations. Repairs were made under the Condition Assessment Program. The digester
condition assessment will evaluate pipe penetrations and include repairs as
needed.
Project X-120 will perform comprehensive rehabilitation or replacement of the digesters.
Digester Mixing – With thicker sludge being sent to the digesters, the two existing high-rate
pumps are needed to mix the sludge. Any failure of the mixing pumps, even with short duration
repairs, will affect the digester mixing efficiency.
A trial study is in progress to install one chopper pump at Digester 16 to improve
digester mixing (FE24-01).
Based on the results of FE24-01, Planning will determine whether a planning study (PRN-00962)
is needed to evaluate the mixing system, considering co-thickened sludge density and pump repair
history.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE24-01 Chopper Pump Trial for Digester Mixing at Plant No. 1 Digester 16 Mixing System
PRN-00962 Digester Mixing Capacity Reliability Study All Digesters and Holders
X-109 Lateral Spreading Mitigation at Plant No. 1 All Digesters and Holders
X-120 Digester Rehabilitation/Replacement at Plant No. 1 All Digesters and Holders
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
37
Process Schematic
Major Assets
Major Assets Quantities
Thickening System
Sludge Blending Tanks 3
Thickening Grinders 3
Centrifuge Feed Pumps 3
Thickening Centrifuges 3
Thickened Sludge Wet Wells 3
Thickened Sludge Pumps 6
Major Assets Quantities
Thickening System (Continued)
Centrate Wet Well 1
Centrate Pumps 3
Chemical Equipment
Thickening Polymer Feed Pumps 3
Dewatering Polymer Feed Pumps 3
Major Assets Quantities
Dewatering Odor Control
Three-Stage Packed Tower Scrubbers 3
Carbon Media 2
Truck Loading
Cake Storage Silos 4
Cake Silo Transfer Pumps 4
Standby Truck Loading Bay 1
Major Assets Quantities
Gas Handling
Low Pressure Gas Holder 1
Gas Compressors 3
Gas Dryers 2
Gas Flares 3
Gas Cleaning Vessels 2
Boiler 1
Major Assets Quantities
Chemical Equipment (Continued)
Polymer Mixing/Aging Tank 6
Polymer Make‐Down Unit 4
Dewatering System
Dewatering Grinders 2
Centrifuge Feed Pumps 3
Dewatering Centrifuges 3
Cake Transfer Pumps 3
AREA 15 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SOLIDS HANDLING – REMAINING FACILITIES
2.2.7 Plant No. 1 Solids Handling – Remaining Facilities
Note: Process Schematic shows entire Area 15 Solids Handling Facility.
Major Assets Remaining Useful Life
Asset Type
Sl
u
d
g
e
B
l
e
n
d
i
n
g
Fa
c
i
l
i
t
y
(
S
B
F
)
Th
i
c
k
e
n
i
n
g
S
y
s
t
e
m
De
w
a
t
e
r
i
n
g
S
y
s
t
e
m
Ce
n
t
r
a
t
e
S
y
s
t
e
m
De
w
a
t
e
r
i
n
g
O
d
o
r
Co
n
t
r
o
l
Tr
u
c
k
L
o
a
d
i
n
g
Bo
i
l
e
r
S
y
s
t
e
m
Ga
s
H
a
n
d
l
i
n
g
Ga
s
H
o
l
d
e
r
Ga
s
F
l
a
r
e
s
Civil
Effluent Piping 1 1 1 1 - 1 - - - -
Structural
Structures 1 - - - - - 3 3
Buildings - 1 - 1 - 4 - -
Mechanical
Piping and Valve - 1 1 1 1 2 1 4 3 3
Pumps and Grinders 2 2 2 2 3 2 - - - -
Boiler and Heat Exchangers - - - - - - 2 - - -
Centrifuges - 2 2 - - - - - - -
Chemical/Polymer System - 1 1 - 2 - - - - -
Gas Cleaning Vessel - - - - 2 - - 3 - -
Gas Compressors - - - - - - - 4 - -
Gas Dryers - - - - - - - 5 - -
Silo Cake Conveyors - - - - - 2 - - - -
Silo Sliding Frames - - - - - 2 - - - -
Electrical
VFDs 4 4 4 4 4 4 - - - -
MCCs 1 1 1 1 1 1 1 5 - -
Instrumentation
PLCs and Flow Meters 3 3 3 3 3 3 5 4 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
38
AREA 15 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 SOLIDS HANDLING – REMAINING FACILITIES
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Thickening and Dewatering Maintainability of the Equipment – Access to
equipment to perform maintenance is difficult due to congestion.
Currently, a small project is being scoped to add lifting supports for equipment in
the basement.
Project FE21-04 will install a handrail for safety improvements. Project FE22-01 will install equipment access and
a platform.
Odor Control System – The booster fan inside the T&D Building frequently
fails.
A small study will investigate the issue and recommend a solution. Pending the outcome of the study.
Gas Handling System Reliability – The aging facility requires replacement or
rehabilitation to meet current and future process needs and regulatory
requirements. The gas compressor system is aging and needs reliability
improvements such as regular equipment overhauls.
Continue to actively monitor the condition of aging assets and perform
preventive maintenance until replacement and/or overhaul.
Project J-124, Digester Gas Facilities Rehabilitation, will replace existing flares and compressor inlet moisture
separator systems; install new closed-loop cooling water systems; rehabilitate the building; perform various
electrical, instrumentation, and control upgrades to improve reliability; and add a new control room.
Gas compressor overhauls will be performed by Maintenance.
The remaining instrumentation upgrades will be completed under Project FE24-02.
Gas Dryer System Not Operational – The refrigerated gas dryer is out of
service. Currently, gas goes through the chilled water gas heat exchangers and
condensate drops out without a backup spare. These heat exchangers are also
aging and need replacement.
Continue to actively monitor the chilled water heat exchanger conditions until
replacement.
The refrigerated gas dryer system will be replaced by Project FE23-01.
The chilled water heat exchanger and separator replacements and gas dryer system instrumentation upgrades will
be addressed under Project FE24-02.
Plant Water – Corrosion from plant water on equipment is causing premature
wear on pumps and piping failures.
N/A A project will be created to incorporate recommendations by PS20-09. The goal of the study was to improve the
water quality and reduce corrosivity of the plant water.
Project J-124 will replace the plant water piping on the gas compressor skids.
Supplemental Heat Boiler – Controls are obsolete. The controls are obsolete, and Maintenance will continue to repair or replace
major components as necessary to ensure proper operation.
Obsolete PLCs will be replaced as part of future projects in this area.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
J-124 Digester Gas Facilities Rehabilitation Electrical and Instrumentations, Building, Compressor
Cooling System, Inlet Separators, and Flares
N/A Digester Gas Compressor Overhauls at Plant No. 1 and No. 2 (Maintenance
Service Contract) Gas Compressors
FE22-01 Platform Modifications for Process Areas at Plant No. 1 and No. 2 Truck Loading Slide Frame
FR1-0018 Dewatering Centrifuge Diverter Gate Improvements at Plant No. 1 Dewatering Diverter Gate
FE23-01 Digester Gas Compressor Dryer Replacements at Plant No. 1 and No. 2 Refrigerated Gas Dryers
PRN-00686 Scrubber Acid System Installation Sulfuric Acid Tank
FR1-0024 Centrifuge Motor Disconnect Centrifuge Motors
FE24-02 Gas Compressor Chilled Water Exchangers and Condensate Separator
Replacements and Instrumentation Upgrades
Chilled Water Gas Heat Exchangers and Condensate
Separator, Gas Dryers Instrumentation, and Gas
Header Instrumentation
X-119 Thickening, Dewatering and Truck Loadout Rehabilitation at Plant No. 1 Solids Storage, T&D, and Solids Scrubbers
TBD Low-Pressure Digester Gas (LPDG) Drip Trap Improvements at Plant No. 1 LPDG Drip Traps
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
39
Process Schematic
Major Assets
Major Assets Quantities
Engine Generator
Gas Engine (12 Cylinders) 3
Electrical Generator 3
Engine Lube Oil System 3
Cooling System
Absorption Chiller 2
Boiler Feed Water System
Deaerator System 1
Heat Exchanger Systems
Jacket Water System 3
Auxiliary Waste Heat System 3
Headquarters Hot Water System 3
Waste Heat System 2
Headquarters Hot Water System 3
Major Assets Quantities
Engine Emission Control
OXI Catalyst 3
SCR Catalyst 3
Urea Injection System 3
Heat Recovery System
Heat Recovery Boiler 3
Building
Elevator 1
Piping Various
HVAC
Air Handling Units 5
Air Compressors
Engine Starting Air 2
Instrument Air 2
AREA 16 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 CENTRAL GENERATION
2.2.8 Plant No. 1 Central Generation
Major Assets Remaining Useful Life
Asset Type
En
g
i
n
e
G
e
n
e
r
a
t
o
r
#
1
En
g
i
n
e
G
e
n
e
r
a
t
o
r
#
2
En
g
i
n
e
G
e
n
e
r
a
t
o
r
#
3
Ch
i
l
l
e
d
W
a
t
e
r
/
A
b
s
o
r
p
t
i
o
n
C
h
i
l
l
e
r
s
Ho
t
W
a
t
e
r
/
S
u
p
p
l
e
m
e
n
t
a
l
H
e
a
t
Bo
i
l
e
r
F
e
e
d
W
a
t
e
r
/
S
t
e
a
m
Wa
s
t
e
H
e
a
t
Pl
a
n
t
W
a
t
e
r
P
i
p
i
n
g
Oi
l
S
t
o
r
a
g
e
/
H
a
n
d
l
i
n
g
In
s
t
r
u
m
e
n
t
A
i
r
St
a
r
t
A
i
r
Bu
i
l
d
i
n
g
H
V
A
C
Ur
e
a
S
t
o
r
a
g
e
/
H
a
n
d
l
i
n
g
Structural
Buildingsa 1
Structures - - - - - - - - - - - - -
Mechanical
Combustion Engine 3 5 3 - - - - - - - - - -
Lube Oil System 3 3 3 - - - - - - - - - -
Engine Jacket Water 3 3 3 - - - - - - - - - -
Auxiliary Waster Heat 3 3 3 - - - - - - - - - -
Headquarter Hot Water 2 2 2 - - - - - - - - - -
Heat Recovery Boiler 3 3 3 - - - - - - - - - -
OXI/ SCR/ Urea Injection 3 3 3 - - - - - - - - - -
Piping/ Ducting - - - 4 3 3 3 5 3 3 3 3 3
Heat Exchanger - - - 3 3 - 3 - - - - - -
Pump - - - 3 3 4 3 - 3 - - - 3
Vessel/ Tank - - - - - 4 - - 3 3 3 - 3
Absorption Chiller - - - 5 - - - - - - - - -
Centrifuge - - - - - - - - 3 - - - -
Compressor - - - - - - - - - 4 4 - -
Dryer - - - - - - - - - 4 3 - -
Fan/ Air Handling Unit - - - - - - - - - - - 4 -
Electricalb
Generator 3 5 3 - - - - - - - - - -
VFDs - - - - - - - - - - - - -
MCCs 4 4 4 4 - 4 - - - 2 2 4 4
Instrumentation
General / PLCs/ CEMS 5 5 5 5 4 4 4 4 3 5 4 4 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
a Building is common for all assets.
b Refer to Area 18 (Section 2.2.10) for switchgears, batteries, and other electrical assets.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
40
AREA 16 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 CENTRAL GENERATION
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Gas Engine Generator Set Reliability – Aging components and systems required to
operate the Central Generation (CenGen) engines are creating reliability issues and need to
be addressed.
Continue to perform engine/generator PMs and monitor engine/generator performance. Project J-135B completed overhauling engine/generator set #1 and #3. Project J-135C will
overhaul engine/generator set #2 after J-135B is completed in 2026.
Project J-140 will upgrade engine/generator protection system and diagnostics.
Switchgear Reliability – The switchgears and electrical equipment at the CenGen and
Service Center are aging and need to be replaced for reliability purposes.
Continue to perform switchgear and major electrical equipment PMs, provide as-need CMs,
and monitor equipment performance.
Project J-142 will replace aging and obsolete 12-kilovolt (kV) switchgears.
Plant Water Piping Corrosion – The plant water (that is, cooling water) piping has
corroded and needs to be replaced.
Continue to monitor existing piping and provide as-needed CMs until replacement. Project FE19-02 is replacing all plant cooling water piping in the basement of CenGen.
Backup Battery System Reliability – The batteries used to provide backup power for
switching of the switch gear during a loss of power event have reached the end of their
useful lives.
N/A. Project FR1-0005 is replacing the lead acid batteries and their respective battery chargers
with a suitable backup battery system.
Engine Programmable Logic Controller (PLC) Obsolescence – The existing master and
engine PLCs and Remote Input/Output (RIO) cards are obsolete.
Continue to perform PLC PMs, provide as-needed CMs, and monitor equipment
performance until replacement.
Project J-140 will replace obsolete PLCs and RIO cards with new Modicon M580 PLCs and
new RIO cards.
Engine Protection System Obsolescence and Limited Engine Diagnostics – The
existing engine vibration monitoring systems are aging, obsolete, and lack diagnostic
capability.
Continue to actively monitor obsolete system until replacement. Project J-140 will upgrade the Engine Condition Monitoring System and include diagnostic
capabilities.
Engine Cylinder Pressure Monitoring and Balancing – There is no online engine
cylinder pressure monitoring to assist with engine load balancing and troubleshooting.
N/A. Project J-140 will add pressure sensors to monitor individual cylinder’s pressure.
Exhaust Heat Recovery Boilers Reliability – The boilers need to be inspected both
internally and externally.
N/A. The boilers will be cleaned and inspected through Maintenance Service Contract CS-2025-
650BD.
As-needed repairs will be performed through Maintenance or a separate contract based on
inspection results to improve boiler performance and reliability.
Engine Ignition Control System Obsolescence – The existing engine ignition controls are
aging and obsolete.
Continue to actively monitor the obsolete assets and perform as-needed CMs until
replacement.
MPJ-002 (PRN-00965) is pilot testing a new engine ignition system on Plant 2 Engine 2 to
test compatibility and performance prior to installing new ignition control systems onto each
engine generator set.
Absorption Chiller Obsolescence – The chillers are obsolete and need to be replaced. Continue to actively monitor the obsolete assets and perform as-needed CMs until
replacement.
Perform a planning study (PRN-01034) to determine the best solution and approach to
replace the obsolete chillers.
Replace obsolete chillers with new chillers designed for revised chilled water balance or
with alternative technologies based on planning study recommendations.
Deaerator Reliability – The deaerator system is aging and needs to be replaced to
improve reliability.
Continue to perform PMs, provide as-needed CMs, and monitor equipment performance
until replacement.
Plan a project to replace the deaerator system.
Heating, Ventilation, and Air Conditioning (HVAC) Reliability – The five air handling
units in the CenGen building are aging and need to be replaced to improve reliability.
Continue to perform PMs, provide as-needed CMs, and monitor equipment performance
until replacement.
Plan a project to replace the air handling units.
Continuous Emissions Monitoring System (CEMS) Analyzer Obsolescence – The
analyzers are obsolete and need to be replaced.
Continue to actively monitor the obsolete assets and perform as-needed CMs until
replacement.
Plan a project to replace the obsolete analyzers.
2025 Asset Management Plan
41
AREA 16 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 CENTRAL GENERATION
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
36
20
3
7
20
3
8
20
3
9
J-142 Power Distribution Systems and Power Building C Replacements at Plant
No. 1 and No. 2 CenGen Electrical System
FE19-02 CenGen Plant Water Pipe Replacement at Plant No. 1 Plant Water Piping
FE18-06 CenGen Instrument Air Compressor Replacement at Plant No. 1 Instrument Air Compressors
J-135C Engine and Generator Overhauls at Plant Nos. 1 and 2, Phase 2 Engine Generator Set #2
J-140 CenGen Engine Monitoring System Improvements at Plant No. 1 and No. 2 Engine Generator, Heat Recovery System, Waste Heat, Steam,
Chilled Water, Hot Water, Instrument Air
FR1-0005 CenGen and 12kV Service Center Switchgear Battery System Upgrades Battery Backup
J-138 CenGen Facilities and OOBS Seismic Upgrades CenGen Building
MPJ-001 CenGen Exhaust Heat Recovery Boiler Cleaning/Assessment
(Maintenance Service) Heat Recovery System
MPJ-002 (PRN-
00965) CenGen Engine Ignition Control System Obsolescence Replacement Engine Generator
PRN-01034 CenGen Chilled & Hot Water Loops Improvements Study at Plant No. 1 Chilled and Hot Water Loops
FR1-0021 CenGen Basement Access Hatch Fall Restraint at Plant No. 1 and No. 2 CenGen Building
TBD CenGen Underground Storage Tank Assessment at Plant No. 1 and No. 2 CenGen Oil Storage/ Handling
TBD CenGen Deaerator System Replacement at Plant No. 1 Deaerator System
TBD CenGen Starting Air Compressor Overhauls (Maintenance Service) Starting Air Compressors
AI-753 CenGen Building HVAC Replacement at Plant No. 1 HVAC
TBD CenGen Absorption Chiller Replacement Plant No. 1 Absorption Chillers
AI-797 CenGen CEMS Analyzer Replacement Plant No. 1 and No. 2 CEMS
TBD Energy and Digester Gas Master Plan - Revisit CenGen
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
42
Process Schematic
Major Assets
Major Assets Quantities
City Water
Pumps 7
Tanks 3
Piping 10.6 miles
Plant Water
Pumps 4
Strainers 3
Piping 12.5 miles
Reclaimed Water
Piping 5.4 miles
Plant Air
Compressors 4
Plant Air Piping 4 miles
Instrument Air Piping 3.5 miles
AREA 17 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 UTILITIES
2.2.9 Plant No. 1 Utilities
Major Assets Remaining Useful Life
Asset Type
Ci
t
y
W
a
t
e
r
S
y
s
t
e
m
Pl
a
n
t
W
a
t
e
r
S
y
s
t
e
m
Re
c
l
a
i
m
e
d
W
a
t
e
r
P
i
p
i
n
g
Pl
a
n
t
A
i
r
S
y
s
t
e
m
s
Civil
Piping 3 3 2 3
Structural
Pump Station 1 1 - -
Tanks 2 - - -
Mechanical
Pumps 3 4 - -
Strainers - 3 - -
Compressors - - - 3
Ventilation System 4 4 - -
Electrical
MCCs 4 4 - -
VFDs 4 4 - -
Instrumentation
PLCs, Flowmeters 3 3 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
43
AREA 17 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 UTILITIES
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Plant/Instrument Air Line Issues – Excessive condensate and oversized
piping are causing a large pressure drop, reducing compressor redundancy.
Continue to actively monitor existing piping and replace as needed. Future small projects will be created to address oversized piping and several dead ends within the system. PRN-
00995, Plant Air Piping Study, will provide recommendations. Project P1-105 will provide new compressors with
filtration and condensate removal.
City Water Redundancy and Aging Pump Station – There is no redundancy
in the system should the pump station fail. The pump station is getting old,
requiring increased maintenance, and will not be reliable long term.
N/A PS23-05, Utility Water Planning Study, will provide options for potable water if no City water is available for long
periods and provide recommendations for rehabilitation or replacement of the pump station.
Plant Water Piping Reliability – There are piping failures throughout the
system due to the corrosive nature of plant water. Current ductile iron pipes
(DIPs) are corroding prematurely. Aging pipes are also a contributing factor.
Pump station reliability needs evaluation.
Continue to actively monitor existing piping and replace as needed. Project FE19-02 will address corroded plant water piping at CenGen, and FE20-05 will address recent plant
water pipe failures at the secondary clarifiers. PS23-05 will provide recommendations for rehabilitation or
replacement of the pump station.
Air Compressor Capacity – Plant and instrument air supply issues exist due to
the lack of air compressors. Current air compressors are not adequate to meet
the current plant needs.
Continue to monitor existing compressors and provide as-needed CMs until
replacement.
Project P1-105 will add two new 100-horsepower (HP) compressors at headworks (one duty and one standby).
FE18-06 will replace the existing 10 HP air compressors at CenGen.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE18-06 Instrument Air Compressors at CenGen Instrument Air Piping
P1-105 Headworks Rehabilitation at Plant No. 1 City Water Pump Station, Plant Air Compressors, Plant Air Lines
FE20-05 Plant Water Piping Replacement at Secondary Clarifiers Plant Water Piping
P1-126 Primary Clarifier Replacement and Improvement Plant Water Piping
FE19-02 CenGen Plant Water Pipe Replacement at Plant No. 1 Plant Water Piping
X-124 Fleet Services Rehabilitation/Replacement City Water Piping Replacement
X-038 City Water Pump Station Replacement City Water Pump Station
X-039 Plant Water Pump Station Rehabilitation Plant Water Pump Station
PS23-05 Utility Water Planning Study at Plant Nos. 1 and 2 City and Plant Water Pump Stations
X-017 Primary Sedimentation Basins 6–31 Rehab at Plant No. 1 Plant Water Piping
P1-140 Activated Sludge 1 Rehabilitation at Plant No. 1 Plant Water Piping
PRN-00995 Plant Air Piping Study at Plant Nos. 1 and 2 Plant Air Piping
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
44
Remaining Useful Life of Utility Infrastructure
AREA 17 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 UTILITIES
2025 Asset Management Plan
45
Remaining Useful Life of Utility Infrastructure
AREA 17 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 UTILITIES
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
46
Process Schematic
Major Assets
Major Assets Quantities
12kV Transformers 40
Standby Generators 8
12kV Switchgear 14
5kV and 480V Switchgear 42
MCCs 89
VFDs 180
125VDC and 24VDC Battery Systems 25
Uninterruptible Power Supply (UPS) 24
AREA 18 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 ELECTRICAL DISTRIBUTION
2.2.10 Plant No. 1 Electrical Distribution
Major Assets Remaining Useful Life
Asset Type
Se
r
v
i
c
e
C
e
n
t
e
r
Ce
n
G
e
n
PB
-2
PB
-3A
PB
-4
PB
-5
PB
-6
PB
-7
PB
-8
PB
-9
DA
F
T
Bl
o
w
e
r
B
l
d
g
.
-1
Bl
o
w
e
r
B
l
d
g
.
-2
T&
D
F
a
c
i
l
i
t
y
Tier I – 12.47kV Primary Distribution Level
12.47kV Feeders 1 4 4 4 4 4 4 1 1 1 3 4 1 1
12.47kV Switchgears 4 4 4 5 4 4 4 - - - - - 1 1
12.47kV Transfer Switchers 3 - - - - - - - - - - - -
12.47kV Load Interrupter Switches 3 - 4 4 3 - - 1 1 1 3 3 - -
Transformers: 12.47kV/4.16kV - - - - - - - - - - - 2 1 1
Transformers: 12.47kV/480V 4 4 3 3 3 2 3 1 2 1 3 3 1 1
Tier II – 4.16kV Distribution Level
4.16kV Switchgears - - - - - - - - - - - 3 1 -
4.16kV Feeders - - - - - - - - - - - 3 1 -
Tier IV – 480V Distribution Level
480V Switchgears - 4 4 4 - 2 4 1 1 1 3 3 1 1
Transfer Switches 3 - 2 2 4 - 4 - - - 4 4 1 -
Generators - - 5 5 5 - - 1 1 - - 5 - -
Tier V – Uninterruptible Power Supply
UPSs Individual - 2 - 5 - - 4 5 4 4 5 4 3 -
Tier VI – 125VDC and 24VDC Battery Systems
125VDC Chargers 2 2 4 5 - 2 3 3 3 3 4 - 3 1
125VDC Batteries 3 3 4 5 - 3 3 4 4 4 4 - 4 4
24VDC Chargers - 2 4 5 4 - - 3 3 - - 4 - 1
24VDC Batteries - 3 4 5 4 - - 4 4 - - 4 - 4
Standby Generator
Generator Controls - 5 5 5 5 - - 1 1 - - 5 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
47
AREA 18 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 ELECTRICAL DISTRIBUTION
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Variable Frequency Drive Obsolescence – Models across various areas of Plant No. 1
are becoming obsolete and are unsupported by the manufacturer.
Small Projects and Maintenance Projects are currently replacing VFDs as needed based on
urgency.
Develop Service Contract for VFD condition assessment, repairs, and replacements.
480V and 120V Cable Failures – Multiple unexpected power and control cable failures
have occurred within the past few years that indicate there may be underlying duct bank
issues that may cause future failures.
Small Projects and Maintenance Projects (15-pack and informal bid) are currently replacing
failed cables as needed.
Electrical Blanket Repair and Maintenance Contract is in development to replace cables
more efficiently and cost effectively.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FR1-0005 CenGen and 12kV Service Center Switchgear Battery System Upgrades at Plant No. 1 Plant No. 1 Power Distribution
MP1-015 Turbine Generator Battery Charger Replacement at Plant No. 1 Blower Building 1
FE24-11 Steve Anderson Lift Station VFD Replacement at Plant No. 1 Steve Anderson Lift Station
FR1-0011 P1 VFD Replacement at Plant No. 1 City Water Pump Station, RAS, DAFT, TF
FR1-0023 Secondary Effluent Cable Replacement at Plant No. 1 Secondary Effluent Junction Box Gate Valves
P1-132 Uninterruptable Power Supply Improvements at Plant No. 1 Plant No. 1 Multiple UPS Loads
FR1-0019 Generator Protection Relay Replacements & Add Control Center Backup Power at Plant
No. 1
Power Building 2, 4, 7, 8 Generator Controls, Control
Center
FR1-0024 PB-7 and PB-8 Generator and Centrifuge Motor Disconnect Improvements at Plant No. 1 Power Building 7 and 8 Generator, Centrifuge Motors
P1-105 Headworks Rehabilitation at Plant No. 1 Plant No. 1 Headworks, Bars Screen, Metering Structure,
PBs
J-98 Electrical Power Distribution System Improvements Various Plant No. 1 and Plant No. 2 Conditions-Based
Electrical Distribution Systems
P1-126 Primary Sedimentation Basins Nos. 3–5 Replacement at Plant No. 1 Plant No. 1 Power Distribution
J-142 Power Distribution Systems and Power Building C Replacements at Plant No. 1 and No. 2 Service Center, Central Generation
P1-133 Primary Sedimentation Basins No. 6–31 Reliability Improvements at Plant No. 1 Sludge Pump VFD Replacement
P1-140 Activated Sludge 1 and Secondary Clarifier Rehabilitation PB-2, DAFT, and Blower Building 1 Electrical Equipment
J-124 Digester Gas Facilities Rehabilitation PB-5 MCCs
FE23-10 12kV Switchgear Replacement for PB-5 at Plant No. 1 PB-5 12kV Switchgear
J-133 Laboratory Replacement at Plant No. 1 Lab Power Feed
X-038 City Water Pump Station Rehabilitation at Plant No. 1 City Water Pump Station MCC
X-039 Plant Water Pump Station Rehabilitation at Plant No. 1 PB-6 Electrical Equipment
X-006 Waste Sidestream Pump Station Rehabilitation at Plant No. 1 MCCs, VFDs
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
48
AREA 19 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 OCCUPIED AND POWER BUILDINGS
2.2.11 Plant No. 1 Occupied and Power Buildings
Occupied and Power Building Site Plan at Plant No. 1
Note: Building colors are used to help identify the buildings and do not represent RUL scores.
Major Assets Remaining Useful Life
Buildings Bu
i
l
d
i
n
g
R
o
o
f
Bu
i
l
d
i
n
g
El
e
c
t
r
i
c
a
l
HV
A
C
Se
i
s
m
i
c
(P
S
1
5
-06
)
El
e
v
a
t
o
r
Headquarters 1 1 1 - -
Building "Shop" A 1 3 4 3 -
Building "Shop" B 2 4 4 4 -
Fleet Services 3 2 4 4 -
Building 4 2 2 4 - -
Building 1 2 3 - - -
Building 2 2 2 - - -
Building 3 2 2 - 4 -
Building 5 2 2 4 5 -
Building 6 2 3 4 5 4
Building 7 2 2 4 - -
Building 8 2 3 - - -
Cart Barn 4 3 - - -
Laboratory 2 4 3 5 4
Purchasing Building 5 4 4 3 -
Warehouse Building 1 4 4 3 -
Purchasing Building Conference Rm 1 2 4 - -
Control Center 3 4 5 5 4
12KV Distribution Center 4 - 3 - -
12KV Service Center 3 - 2 5 -
Power Building 2 4 - 3 2 -
Power Building 3A 3 - 3 - -
Power Building 4 3 - 3 2 -
Power Building 5 3 - 3 2 -
Power Building 6 3 - 3 2 -
Power Building 7 5 - 3 - -
Power Building 8 5 - 3 - -
Power Building 9 1 - 3 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
49
AREA 19 ASSET MANAGEMENT SUMMARY – PLANT NO. 1 OCCUPIED AND POWER BUILDINGS
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Seismic Deficiencies – A recent planning study (PS15-06) recommended seismic retrofits to several buildings to
avoid serious damage during an earthquake
N/A Project P1-137 will make seismic modifications to several support buildings in Plant No. 1.
Aging Elevators – Elevators at Building 6, Control Center, and Lab need to be rehabilitated and modernized. N/A As the building elevators age and are less reliable over time, projects are being created to address
modernization and upgrades as needed. FE24-08 is one such project.
Building Roofs Reaching Their Useful Life – Power Buildings 7 and 8 and Purchasing Building roofs need to be
replaced.
N/A As roofs reach the end of their useful life and are no longer repairable, Small Projects will be created to
replace them.
Electric Vehicle Fleet Require Service Center – As more of the OC San District fleet becomes electric, there is
a need for a specialized service center.
N/A PS23-01 will provide recommendations on rehabilitating the existing fleet services building or building a new
facility to address the servicing of electric vehicles.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE23-08 PB-7 and PB-8 HVAC Replacement at Plant No. 1 Power Buildings 7 and 8
PS23-01 Fleet Facilities Improvements Study Fleet Building
PRN-00955 Purchasing, PB-7, and PB-8 Roof Replacement Purchasing Building, Power Buildings 7 and 8
PRN-00960 Control Center HVAC Replacement Control Center
X-124 Electric Vehicle Fleet Services Building Fleet Building
P1-105 Headworks Rehabilitation at Plant No. 1 Power Buildings 3 and 3A
P1-137 Support Building Seismic Improvements at Plant No. 1 Fleet Building, Control Center, Rebuild Shop, Shop A, Shop B,
12kV Service Center, Buildings 5 and 6
J-133 Laboratory Replacement at Plant No. 1 Laboratory
P1-141 Administration Facilities Demolition Administration Building
FE24-08 Building 6, Control Center, Lab Elevator Modernization Building 6, Control Center, Laboratory
P1-140 Activated Sludge 1 Rehabilitation at Plant No. 1 12kV Distribution Center, Power Building 2
J-141 Public Address System Replacement Plant 1 Plantwide
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
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2025 Asset Management Plan
51
Plant No. 2 Area Asset Management
Summaries
2025 Asset Management Plan
52
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2025 Asset Management Plan
53
Process Schematic
Major Assets Quantities
Bar Screens
Bar Screen 6
Screening Washer
Compacter 3
Screenings Conveyor 4
Control Gate 14
Major Assets Quantities
Main Sewage Pump
Pump 7
Control Gate 16
Splitter and Metering
Flow Meter 3
Control Gate 26
Major Assets Quantities
Grit Basins
Grit Basins 6
Grit Slurry Pump 6
Grit Cyclone/Classifier 4
Control Gate 12
Major Assets Quantities
Headworks Odor Control
Supply Fan 21
Biotower 13
Chemical Scrubber 8
Recirculation Pump 42
Bleach Tank 1
Major Assets Quantities
Headworks Odor Control (Cont’d)
Bleach Pump 16
Acid Tank 1
Acid Pump 2
Caustic Tank 1
Major Assets
Major Assets Quantities
Metering and Diversion Structure
Influent Flow Meter 4
Control Gate 7
Trunk Odor Control
Supply Fan 3
Biotower 3
Recirculation Pump 6
AREA 20 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 PRELIMINARY TREATMENT
2.2.12 Plant No. 2 Preliminary Treatment
Note: Process Schematic is general in nature. A detailed process diagram is provided in Appendix D.
Major Assets Remaining Useful Life
Asset Type
Headworks
Tr
u
n
k
l
i
n
e
O
d
o
r
Co
n
t
r
o
l
He
a
d
w
o
r
k
s
O
d
o
r
Co
n
t
r
o
l
PB
-D
Di
s
t
r
i
b
u
t
i
o
n
Ce
n
t
e
r
H
Me
t
e
r
i
n
g
&
Di
v
e
r
s
i
o
n
Ba
r
S
c
r
e
e
n
s
Ma
i
n
S
e
w
a
g
e
Pu
m
p
Gr
i
t
B
a
s
i
n
s
Sp
l
i
t
t
e
r
&
Me
t
e
r
i
n
g
Civil
Effluent Piping - - - - 1 - - - -
Structural
Building 1 1 1 1 1 - - 1 1
Concrete and Tanks 1 1 1 1 1 2 2 - -
Mechanical
Piping and Valve 2 - 2 2 2 - - - -
Pump - - 4 3 - 3 3 - -
Bar Screens - 4 - - - - - - -
Screening Washer Compactor - 3 - - - - - - -
Grit Cyclone/Classifier - - - 3 - - - - -
Conveyor - 3 - 3 - - - - -
Fans and Blower - - - - - 3 3 - -
Control Gate 3 3 3 3 3 - - - -
Media - - - - - 5 5 - -
Electrical
VFDs - - 5 - - 5 5 - -
MCCs - - - - - - - 4 2
Instrumentation
PLCs, Flow Meters 3 3 3 3 3 3 3 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
54
AREA 20 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 PRELIMINARY TREATMENT
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Bar Screens Reliability – Bar screens have issues with misalignment and worn parts due
to operating more frequently than intended and slugs of grit causing bending and
misalignment of parts.
Maintenance purchased and received two new bar screens. Bar screen #3 is currently in
the process of being replaced with one of the new ones. The other will be available as a
shelf spare.
O&M plans for more frequent flushing and planned maintenance to prevent and minimize
damage to parts.
Washer Compactor Redundancy – On August 21, 2021, Plant No. 2 experienced a slug
of rags that plugged two washer compactors. An additional plugging issue occurred on one
of the units on February 14, 2025, which was challenging to address due to the many man
hours required by Maintenance to unplug the unit. With the plant operating in separated
mode following the completion of P2-122, redundancy has been reduced, with one swing
unit on standby available for the non-reclaimable or reclaimable stream.
Continue to address plugging through Maintenance work orders and performing PMs. An
emergency mechanical services contract will be bid in fall/winter 2025 to provide an
additional labor resource to expedite response and mitigation time for future issues.
Planning Study, PS24-07 is currently in the development phase to bid an engineering
consultant in fall 2025. The study will research and develop concepts to increase
redundancy to the system by adding a fourth unit, identify newer washer compactor
equipment models that are less prone to plugging, and provide other options to increase the
reliability of the washer compactor system and provide a feasible solution.
Main Sewage Pump (MSP) Vibration Monitoring System – The current vibration
monitoring system is obsolete. It needs to be modernized to continue to protect both pumps
and motors.
The Reliability Group uses infrared thermometers to measure temperature of the asset and
manual vibration readings to cover the deficiency.
FE24-07 is currently in the development phase to bid an engineering consultant to assist in
replacement of the obsolete system with the Bently Nevada Orbit 60.
Main Sewage Pumps Condition – The five large main sewage pumps and warehouse
spare pump have worn parts and are in need of repair and replacement of parts such as
mechanical seals, bearings, shaft sleeves, and O-rings. MSP-7 failed in operation after
being out of service during repair of the VFD. The MSP was transported to a pump repair
facility for inspection and repairs under a maintenance work order.
Continue to monitor and provide short-term maintenance repairs. MP2-018, Main Sewage Pumps Repair at Plant No. 2, is in progress with a pump repair
facility to make repairs on the spare large pump and MSP-1. A future project will be
requested to apply similar repairs to the remaining MSPs (5 and 6).
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE24-07 Main Sewage Pump Vibration Monitoring System Modernization at Plant No. 2 Influent PS
PS24-07 Screenings Washer Compactor Improvements Study at Plant No. 2 Screenings Washing
MP2-018 Main Sewage Pumps Repair at Plant No. 2 Influent PS
X-030 Headworks Rehabilitation at Plant No. 2 Headworks
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
55
Process Schematic
Major Assets
Major Assets Quantities
Primary Basin – A-Side
Primary Basin 4
Sludge/Scum Collectors 4
Sludge/Scum Pump 8
Supply Fan 6
Primary Basin – B-Side
Primary Basin 5
Sludge/Scum Collectors 5
Sludge/Scum Pump 10
Supply Fan 7
Major Assets Quantities
Primary Basin – C-Side
Primary Basin 5
Sludge/Scum Collectors 5
Sludge/Scum Pump 10
Supply Fan 8
North Scrubber Complex
Chemical Scrubber 7
Bio Scrubber 1
Recirculation Pump 16
Supply Fan 8
Caustic Tank 1
Major Assets Quantities
South Scrubber Complex (Continued)
Caustic Feed Pump 8
Acid Tank 1
Acid Feed Pump 2
Bleach Tank 1
Bleach Feed Pump 3
Polymer System
Polymer Bulk Tank 3
Polymer Bulk Transfer Pump 4
Polymer Mix Tank 2
Major Assets Quantities
North Scrubber Complex (Continued)
Acid Feed Pump 2
Bleach Tank 1
Bleach Feed Pump 14
Caustic Feed Pump 16
Acid Tank 1
Acid Feed Pump 2
South Scrubber Complex (SSC)
Supply Fan 4
Scrubbers 4
Recirculation Pump 8
Caustic Tank 1
Major Assets Quantities
Polymer System (Continued)
Polymer Feed Pump 4
Ferric System
Ferric Bulk Tank 2
Ferric Feed Pump 6
Distribution Boxes
Structure 3
Sluice Gates 24
Waste Sidestream Pump Station C
Waste Sidestream Pump 4
AREA 21 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 PRIMARY TREATMENT
2.2.13 Plant No. 2 Primary Treatment
Major Assets Remaining Useful Life
Asset Type
A-Side B-Side C-Side
NS
C
SS
C
Po
l
y
m
e
r
S
y
s
t
e
m
Fe
r
r
i
c
S
y
s
t
e
m
Di
s
t
r
i
b
u
t
i
o
n
B
o
x
WS
S
P
S
-C
PS
B
-D
PS
B
-E
PS
B
-F
PB
-G
PB
-H
PB
-I
PB
-J
PB
-K
PB
-L
PB
-M
PB
-N
PB
-O
PB
-P
PB
-Q
Civil
Effluent Piping 5 5 5 5 4 4 4 4 4 4 4 4 4 4 - - - - - 2
Structural
General 5 5 5 5 3 3 3 3 3 3 2 2 2 2 3 4 3 2 4 1
Dome 5 5 5 5 3 3 3 3 3 3 3 3 3 3 - - - - - -
Mechanical
Piping 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 4 3 2 3 2
Internal Mechanism and Gates 5 5 5 5 4 4 4 4 4 4 5 4 4 4 - - - - 5 -
Fans and Pumps 5 5 3 3 3 3 3 3 5 5 2 - 2
Electrical
VFDs - - - - - - - - - - - - - - - - 5 - - -
MCCs 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 5 - - - -
Instrumentation
PLC, Flow Meters 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 3 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
56
AREA 21 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 PRIMARY TREATMENT
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Reliability of A-Side Primary Clarifier Basins – The A-side basins were built in the
1960s. Aluminum dome supports for A-Side Primary Basins E and G are corroded.
Currently, Basins F and G are not available due to loss of structural integrity from severe
corrosion of the rotating mechanisms. Availability of A-side basins is critical to process
non-reclaimable flow until P2-98A commissions four new primary basins.
FE23-09 (formerly MP2-007) is in progress to rehabilitate failed and corroded
rotating mechanisms at Primary Clarifiers F and G.
P2-98A is in the construction phase to replace all four A-side primary basins.
Reliability of B- and C-Side Primary Clarifier Basins – B-side and C-side primary basins
were built in the 1970s and 1980s, respectively. These basins are close to the end of their
useful lives and require major rehabilitation to continue to operate reliably for next 30+
years.
A main component of primary clarifier operability is the rotating mechanism drives. In April
2024, Maintenance staff observed noise from the drive at Primary Clarifier N, and OC San
coordinated efforts for the Original Equipment Manufacturers (OEMs) to provide an
assessment and identify issues.
Condition assessments are currently being conducted on each clarifier, including
its rotating mechanisms, to verify RUL and timing of the P2-133 project, and to
identify short-term projects to be completed ahead of P2-133. Assessments are
scheduled to be completed by fall 2025.
PRN-1020 will replace three clarifier drives (J, P, and Q) with new drives. The
existing drives will be rebuilt to replace two other B/C-side clarifiers, selected
based on criticality. The remaining rebuilt drive will be retained as a shelf spare.
Following the OEM’s assessment on the drive for Primary Clarifier N and
recommended replacement of the drive, MP2-023 is currently in progress to
replace the drive.
P2-133 will provide long-term rehabilitation on B- and C-side primary basins.
Functionality of Distribution Box B Gates – Distribution Box B has 10 leaking slide gates
due to the absence of side seals in the original design.
One gate will be repaired and have seals installed as a test. The remaining gates
will be repaired following a successful installation/test under the Planning task
order.
P2-133 will provide long-term rehabilitation on B- and C-side primary basins and related systems
such as Distribution Box B.
Condition of Primary Effluent Junction Boxes – Junction Boxes 2, A, B, C, D, and F
were constructed in the 1970s, and Junction Box E was built in 1983. Several of these
structures have leaks at the pressurized manhole covers and will need repair or
rehabilitation. Primary Effluent Junction Box 2 was inspected, and a heavily corroded roof
structure was identified.
P2-98A will address the corroded roof for Primary Effluent Junction Box 2, but
other effluent junction boxes (JB-A to JB-F), which have pressure manhole covers,
are in the process of being assessed.
N/A until short-term action to perform condition assessment is completed.
Reliability of Polymer System – The polymer system was built in 1988, and the RUL is
limited. Instrumentation is obsolete and parts are no longer readily available.
The replacement of instrumentation and associated electrical has been added to
Project P2-135, Chemical Systems Rehabilitation at Plant No. 2.
The full system will be replaced under P2-133.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
P2-98A A-Side Primary Clarifiers Replacement at Plant No. 2 A-Side Primary Clarifiers
P2-135 Chemical Systems Rehabilitation at Plant No. 2 Anionic Polymer System
FE23-09 Primary Clarifiers F and G Rotating Mechanisms Rehabilitation at Plant No. 2 Primary Clarifier F and G
MP2-023 Primary Clarifier N Drive Replacement Primary Clarifier N
PRN-1020 B- and C-Side Primary Clarifier Drive Replacements at Plant No. 2 B- and C-Side Primary Clarifiers
P2-133 B- and C-Side Primary Clarifiers Rehabilitation at Plant No. 2 B- and C-Side Primary Clarifiers
X-030 Headworks Rehabilitation at Plant No. 2 Ferric Chloride and WSSPS-C
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
57
Major Assets
Major Assets Quantities
Primary Effluent Pump Station
Building 1
Wet Well 1
Pumps 4
Bridge Crane 1
Aeration Basins
Basins 8
Surface Aerators 32
Inlet Gates 8
Purge Air Fans 4
Major Assets Quantities
Secondary Clarifiers A-L
Basins 12
Inlet Gates 36
Sludge Collectors 24
Secondary Effluent Junction Box (SEJB)
Structure 1
Control Gate 1
Major Assets Quantities
East RAS/WAS PS
RAS Pumps 3
WAS Pumps 2
West RAS/WAS PS
RAS Pumps 3
WAS Pumps 2
Channel Air Blowers 2
Oxygen Facility
LOX Storage Tanks 2
Vaporizer 6
Major Assets Quantities
DAFTs A-D
Concrete Tanks 4
Mechanical Sweep 4
Recycle Pumps 6
Saturation Tank 4
TWAS Pumps 8
DAFTs Polymer System
Storage Tank 1
Aging Tank 2
Major Assets Quantities
DAFTs Polymer System (Continued)
Storage Tank Rec. Pumps 2
Blend Pumps 2
Feed Pumps 6
DAFTs Odor Control
Biofilters 3
Foul Air Fans 3
Waste Sidestream Pump Station
Pumps 3
AREAS 22 AND 23 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SECONDARY TREATMENT – ACTIVATED SLUDGE AND OXYGEN FACILITY
2.2.14 Plant No. 2 Secondary Treatment – Activated Sludge and Oxygen Facility
Process Schematic
Major Assets Remaining Useful Life
Asset Type
PE
P
S
Ae
r
a
t
i
o
n
Ba
s
i
n
s
Se
c
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d
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y
Cl
a
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f
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e
r
s
A
–L
SE
J
B
Ea
s
t
R
A
S
/
W
A
S
P
S
We
s
t
R
A
S
/
WA
S
P
S
Ox
y
g
e
n
Fa
c
i
l
i
t
y
DA
F
T
s
A
–D
DA
F
T
s
P
o
l
y
m
e
r
Sy
s
t
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m
DA
F
T
s
O
d
o
r
Co
n
t
r
o
l
WS
S
P
S
-A
Civil
Effluent Piping 4 - 3 3 2 2 3 - - - 4
Structural
Building 3 - - - 3 3 - 1 - - -
Structure 3 4 3 3 - - 3 1 1 1 -
Mechanical
Pump 4 - - - 3 3 - 2 2 - 3
Aerator - 4 - - - - - - - - -
Piping and Valve 3 4 3 3 3 3 3 2 2 3 3
Clarifier/DAFT Moving Mechanism - - 4 - - - - 4 - - -
Channel Air Blower - - - - - 3 - - - - -
Control Gate - 4 2 3 - - - - - 2 3
LOX Facility - - - - - - 3 - - - -
HVAC and Ventilation 3 - - - 3 3 - - - - -
Electrical
MCCs 4 3 3 - 3 3 4 1 1 1 1
VFDs 5 - - - 5 5 - 4 4 - -
Instrumentation
PLC and Flow Meter 3 4 3 - 3 3 4 3 3 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
58
AREAS 22 AND 23 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SECONDARY TREATMENT – ACTIVATED SLUDGE AND OXYGEN FACILITY
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Primary Effluent Pump Station (PEPS) – Obsolete VFD parts; aged PEPS pumps and
corrosion on suction pipes; missing flapper gates on the area drain inlets to the wet well;
corroded individual pump discharge header; poor coating condition on pump discharge
header.
Perform condition assessment of the discharge header and
replace the pipes as incidental repair. Pump #3 discharge header
condition assessment and replacement completed in 2025.
FE19-08 (combined with FR1-011) will replace the PEPS VFDs.
MP2-0010 is scoped to overhaul Pumps #1, #2, and #3. Pump #3 was completed in Aug-2025, Pump #1 will be
removed in fall 2025, and the Pump #2 overhaul will start in 2026, when Pump #1 is back online, and be completed in
2027. (Pump #4 overhaul was completed in 2022.)
X-052 will replace the PEPS pumps with all electrical works including switchgears, rehabilitate the major discharge
header, and replace the missing flapper gates.
Aeration Basin Reliability – Concrete deck cracking and structural integrity concerns;
aerator motor corrosion and oxygen piping corrosion; aged oxygen analyzer panels and
no air conditioning.
Continue the aerator motor rebuild as needed. P2-136 will replace all oxygen piping, perform structural rehabilitation of the aeration basins, replace all aerators, and
replace all inlet gates and oxygen analyzer panels.
Secondary Clarifiers – Collapsed mechanisms in Clarifiers D, G, and L; unsafe access
into clarifier basins; scum accumulation and nocardia growth issue (scum is currently
flowing to WSSPS-A and then is pumped back to PEPS to keep it in the non-reclaimable
stream); some handrails do not meet Occupational Safety and Health Administration
(OSHA) requirements.
A temporary bleach tote was installed for injection to WSSPS wet
well for nocardia control. Maintenance will route a permanent
bleach line to replace this tote.
A vactor truck will remove scum.
FR2-0031 will provide a temporary solution to reroute the scum to DAFTs.
P2-136 will replace the non-compliant handrails.
FE24-10 will rebuild Clarifiers D, G, and L and add an alignment monitoring system.
P2-143 will route WSSPS-A discharge to the new A-side primary basin.
RAS/WAS Pump Station Reliability and Sizing – Obsolete VFDs; aged pumps; seismic
risks; WAS pumps are oversized to cover low-flow condition.
Continue to complete the pump overhaul being led by
Maintenance.
FE19-08 (FR1-011) will replace the RAS and WAS VFDs.
X-107 will add structural improvements to mitigate seismic risks at East and West RAS/WAS PSs.
X-052 will replace all RAS and WAS pumps and will consider WAS pumps to cover low-flow conditions.
Liquid Oxygen (LOX) Supply and Storage Issues – LOX Tank B is over 40 years old
and at the end of its useful life.
Continue the maintenance activities to maintain the temporary
LOX trailer until Tank B replacement.
FE21-07 is in the final completion phase of construction for Tank A replacement. FE22-02 is in the construction phase to
replace LOX Tank B.
P2-142 will install Vacuum Swing Adsorption-type on-site oxygen generation units.
WSSPS-A Vulnerability – Flooding of the pump dry well has occurred in the past causing
WSSPS pump motor damage.
Maintain the sump pump to avoid flooding; rebuild the main
pumps as needed.
P2-143 will replace the pumps with dry pit submersible types, and P2-98A will install new discharge piping to route the
discharge to the new A-side primary basin.
DAFTs Mechanism Corrosion and Lack of Safe Access, and DAFT D Seismic Issues
– DAFTs A and D condition assessments found mechanisms severely corroded. DAFT D
structure is vulnerable to a seismic event. DAFT mechanisms lack fall protection tie-off
points for maintenance activities.
Conduct a condition assessment and coat DAFT interior
mechanism based on the assessment findings. (DAFT A and D
coating was completed in 2025, and coating work will continue in
2026 to complete DAFT B and C.)
X-107 will add structural improvements to mitigate seismic risks at DAFT D.
FR2-0023 is under construction to install fall protection tie-off points.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
MP2-0010 PEPS Pump #1, #2, and #3 Overhaul PEPS
FR2-0023 Activated Sludge Clarifier Entry Improvements Secondary Clarifiers; DAFTs
FE19-08 Plant No. 1, Plant No. 2, Collections VFD Drives Replacement PEPS, RAS, RSS Pump Stations
P2-136 Activated Sludge Aeration Basin Rehabilitation AS Plant
X-052 Activated Sludge RAS/WAS/PEPS/Vaporizers Rehabilitation AS Plant
FE21-07 LOX Tank A Replacement LOX Facility
FE22-02 LOX Tank B Replacement LOX Facility
FR2-0031 Activated Sludge System Scum Rerouting AS Plant
FE24-10 Activated Sludge Clarifier D, G, and J Equipment Replacement Secondary Clarifiers
P2-136 Activated Sludge Aeration Basin Rehabilitation AS Plant
P2-142 Oxygen Gas Generation Facility LOX, AS Plant
P2-143 Waste Sidestream Pump Station A Improvements WSSPS A
X-107 Seismic Improvements to DAFTs Area DAFT D, East and West RAS/WAS PSs
X-052 Activated Sludge RAS/WAS/PEPS/Vaporizers Rehabilitation AS Plant
TBD Activated Sludge Facility Replacement Planning Study AS Plant
X-114 Activated Sludge Facility Replacement at Plant No. 2 AS Plant Project plan to start in 2041 with construction from 2046 to 2052
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
59
Process Schematic
Major Assets
Major Assets Quantities
Trickling Filter Pump Station
Building 1
Pumps 6
Trickling Filters A–C
Basins 3
TF Media multiple
Rotary Distributor 3
Recirculation Fans 6
Foul Air Fans 3
Drain Gates 3
Major Assets Quantities
SC/SR and ML Channel
Structures 4 SCRs, 4 SRRs, 2 MLs
Control Gates multiple
Diffusors multiple
Blower/WSS PS Building
Building 1
SR Blowers 3
SC Blowers 3
WSS Pumps 3
Major Assets Quantities
Secondary Clarifiers A–F
Basins 6
Sludge Collector 6
Scum Pumps 6
RSS PS-A
Buildings 1
RSS Pumps 4
Major Assets Quantities
RSS PS-B
Buildings 1
RSS Pumps 4
RSS PS-C and Electrical Room
Buildings 1
RSS Pumps 4
Major Assets Quantities
Odor Control Facility
Chemical Scrubbers 3
Carbon Units 3
Chemical System
Bleach Storage Tanks 2
Caustic Storage Tank 1
Bleach Pumps 7
Caustic Pumps 6
AREA 22 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SECONDARY TREATMENT – TRICKLING FILTERS AND SOLIDS CONTACT
2.2.15 Plant No. 2 Secondary Treatment – Trickling Filters and Solids Contact
Major Assets Remaining Useful Life
Asset Type
TF
P
S
&
E
l
e
c
.
R
o
o
m
Tr
i
c
k
l
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g
F
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A
–C
So
l
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C
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t
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&
Bl
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s
WS
S
P
S
Se
c
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n
d
a
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y
C
l
a
r
i
f
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r
s
A–F
RS
S
P
S
-A
RS
S
P
S
-B
RS
S
P
S
-C
&
E
l
e
c
.
Ro
o
m
Od
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r
C
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t
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Ch
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m
i
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l
F
a
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l
i
t
y
Civil
Effluent Piping 2 2 2 2 2 2 2 2 2 2
Structural
Building 1 - - 1 - 1 1 1 - -
Structure 1 1 1 - 1 - - - 2 2
Mechanical
Pump 2 - - 2 2 3 3 3 2 3
TF Rotary Distributor - 3 - - - - - - - -
TF Media - 3 - - - - - - - -
Clarifier Sludge Collector - - - - 4 - - - - -
Blower and Fan - 2 - 2 - - - - 2 -
Control Gate - 3 3 3 3 - - - - -
Piping and Valve 2 2 2 2 2 2 2 2 2 2
Fine Buddle Diffusor - - 2 - - - - - - -
HVAC and Ventilation 2 - - 2 - 2 2 2 - -
Electrical
MCCs 1 1 1 1 1 1 1 1 1 1
VFDs 3 4 - 4 - 4 4 4 4 4
Instrumentation
PLCs and Flow Meters 3 3 - 3 3 3 3 3 3 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
60
AREA 22 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SECONDARY TREATMENT – TRICKLING FILTERS AND SOLIDS CONTACT
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Trickling Filter Pump Station Back-up Power – No backup power to Trickling
Filter Pump Station (TFPS); pump failure could result in primary effluent to
ocean outfall.
N/A J-117B will provide a plantwide load-shedding system to power critical Distribution Center J loads from CenGen.
Secondary Clarifier Corrosion and Damage – A condition assessment was
done on Clarifiers B and D. Corroded areas have been discovered on walkways
and clarifier moving mechanisms.
Maintenance projects will repair and replace parts. The Coating Program is
working on coating the walkways and moving mechanism parts.
X-031 will perform a major rehabilitation of the secondary clarifiers.
Return Secondary Sludge (RSS) Pump Damage – Several RSS pumps need
to be removed for overhaul due to damage related to clarifier broken parts.
Overhauling pumps, repairing clarifier, and purchasing two spare RSS pumps. X-031 will perform a major rehabilitation of the secondary clarifiers.
Solids Contact/Sludge Reaeration Biomass Recycling – Using temporary
piping to route the area drain pump station to SC/SR basins instead of
headworks to keep the microorganisms in the biological process area.
Maintenance will continue to maintain existing hose. PRN-00703 will reroute area drain PS discharge to SC/SR basins instead of headworks. Handed off to the Project
Management Office group as Facilities Engineering project.
Trickling Filter Snail Control – Signs of snail shell accumulation at process
area and excessive wearing on RSS and waste secondary sludge (WSS) pipes.
Shells were found in long outfall pipeline.
Operations and Asset Management will continue to monitor the problem. Changed from 25% caustic injection to 50%.
PS18-10 recommended to change back to original design of flooding with 50% caustic at shorter duration. Need to
schedule flooding test.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
MP2-031 Trickling Filter Clarifier B Repair Clarifier B
PRN-00703 Trickling Filter Process Drain Improvements TF/SC
J-117B Outfall Low Flow Pump Station DC-J, TFPS
X-031 TF/SC Rehabilitation TF/SC facility
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
61
Process Schematic
Major Assets
Major Assets Quantities
Ocean Outfall Booster Station
Pump 5
Wingwall Structure 1
Gate 3
Junction Boxes
Junction Boxes 4
Wingwall Structure 1
Gate 13
Major Assets Quantities
Effluent Pump Station Annex
Pump 3
Gate 14
Disinfection Facility
Sodium Bisulfite Tank 3
Sodium Bisulfite Feed Pump 6
Bleach Tank 6
Bleach Feed Pump 8
Major Assets Quantities
120" Ocean Outfall
Port Hole 500
Manhole Cover 47
78" Ocean Outfall
Port Hole 125
Manhole Cover 14
Major Assets Quantities
Land Outfalls
Surge Tower 2
Valve 2
Sample Building 1
Flowmeters 3
Beach Box 1
AREA 24 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 EFFLUENT DISPOSAL
2.2.16 Plant No. 2 Effluent Disposal
Major Assets Remaining Useful Life
Asset Type
OO
B
S
Junction Boxes
EP
S
A
Di
s
i
n
f
e
c
t
i
o
n
S
y
s
t
e
m
Land Outfalls
12
0
"
O
c
e
a
n
O
u
t
f
a
l
l
78
"
O
c
e
a
n
O
u
t
f
a
l
l
JB
-1
JB
-C
JB
-A
JB
-8
Su
r
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e
T
o
w
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r
#
1
Su
r
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T
o
w
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r
#
2
Sa
m
p
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e
B
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i
l
d
i
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g
Be
a
c
h
B
o
x
Civil
Effluent Piping 1 2 2 4 2 2 - 1 2 1 2 4 -a
Structural
Structures, Buildings 4 2 2 4 2 2 2 1 2 1 2 4 1
Mechanical
Pumps, Fans 3 - - - - 2 2 - - - - - -
Gates/Valves 5 3 3 3 3 3 - 3 3 - - - -
Pipes 2 2 2 2 2 2 3 1 2 1 1 4 -
Tank - - - - - - 5 - - - - - -
Manhole Covers - - - - - - - - - - - 4 4
Ballast - - - - - - - - - - - 4 4
Electrical
VFDs 5 - - - - 5 - - - 5 - - -
MCCs 5 - - - - 3 - - - 3 - - -
Instrumentation
PLC, Flow Meters 5 - - - - 3 4 3 3 3 - - -
Actuators 4 4 4 4 4 4 - 4 4 - - - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
a See Key Issue regarding condition
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
62
AREA 24 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 EFFLUENT DISPOSAL
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
OOBS and Effluent Pump Station Annex (EPSA) Operation and Maintainability Strategy –
After J-117B completion, the Low Flow Pump Station will be the primary system of operation for final
effluent discharge pumping, with OOBS and EPSA on standby for service during peak wet weather
flows (PWWFs). EPSA will function as the secondary backup system, and it will be critical to have a
modified maintenance plan to ensure its reliability and readiness for service when needed.
Continue current maintenance strategy for EPSA and OOBS. A future planning study will be created to identify operational and maintenance strategies
for OOBS and EPSA.
Condition of 120-inch Long Outfall – Planning Study PS18-09, Ocean Outfall Condition
Assessment and Scoping Study, performed a detailed inspection of the interior and exterior of the
outfall, the ballast, and all associated components from the beach box to the end flap gate. The
study identified 10 required project elements, four of which were immediate needs that were added
as tasks to the project and resolved. However, six project elements remain that need to be
addressed (see Long-Term Actions and Recommendations for details).
N/A Project J-137 will address the remaining project elements identified from PS18-09:
• Remove debris blocking diffuser access
• Replace inspection opening hold-down hardware
• Add additional ballast rock in areas identified by 3-D bathymetry survey • Replace existing manhole covers and appurtenances • Remove outfall sediment deposits
• Replace flap gate
Condition of 78-inch Short Outfall – The short outfall was last used in 2012, and its condition is
largely unknown. The U.S. Environmental Protection Agency recently added NPDES requirements
for external inspection of the short outfall every 2.5 years.
External remotely operated vehicle inspection and reporting on the marine portion
of the short outfall was completed in July 2023 and concluded that there were no
significant observations requiring immediate attention or action.
J-137 will provide rehabilitation of the 120-inch Ocean Outfall as well as inspection and
recommended repairs on the 78-inch Outfall.
Deterioration of Emergency Overflow Wingwalls – The two emergency overflow weirs allow
emergency overflow discharges to the Santa Ana River via concrete wingwall structures.
Investigations performed under PS17-10 concluded that both structures are gradually deteriorating
and if not addressed soon, could require substantial rehabilitation within 6 to 7 years.
N/A P2-139 scope is being updated to from a rehabilitation project to a replacement project,
which will include design to meet current seismic standards.
Reliability of Sodium Bisulfite System (SBS) – The SBS has only been utilized a few times since
2015. Prior to this, higher discharges of effluent to the ocean outfall required dechlorination of
disinfected effluent. The infrequent usage of the system led to sodium bisulfite crystallization in
tanks, piping, and other appurtenances. Additionally, the equipment at the station is in poor
condition and overdesigned for its current usage.
Installation of a tank-level transmitter along with associated wiring and conduit is in
progress. A recirculation loop was installed from the existing pumps to the
temporary tank to prevent crystallization of sodium bisulfite within the tank. This
system will be used temporarily if needed during construction activities of P2-135
and J-137.
P2-135 will replace the sodium bisulfite chemical feed and storage system.
Obsolescence of Gate and Valve Actuators – All actuators in Area 24 are obsolete. Some are
failing and have been replaced.
OC San will monitor conditions for actuators and will note which ones are difficult to
operate during regular PM activities. Since it would be a substantial effort to replace
all actuators, a path for replacement/repair will be determined on a case-by-case
basis depending on criticality.
N/A
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
J-117B Outfall Low Flow Pump Station OOBS and New Low Flow Pump Station
P2-135 Chemical Systems Rehabilitation at Plant No. 2 Sodium Bisulfite Station
P2-139 Santa Ana River Wingwall Rehabilitation OOBS and JB-A
J-137 Ocean Outfalls Rehabilitation 120" and 78” Ocean Outfall
J-138 CenGen Facilities and OOBS Seismic Upgrades OOBS
PS23-03 2025 Outfall Initial Dilution Model 120" and 78" Ocean Outfalls
TBD Ocean Outfall Land-Section Rehabilitation Study 120" and 78" Ocean Outfalls
X-098 EPSA Rehabilitation EPSA
X-115 Short Outfall Rehabilitation 78” Ocean Outfall
X-116 Outfall Land Section Rehabilitation 120” Ocean Outfall
PRN-00381 42-inch Emergency Overflow Line 42” Overflow from JB-A to Headworks
N/A Outfall External Inspection 120" and 78" Ocean Outfalls
N/A Outfall Structural Integrity Report 120” and 78” Ocean Outfalls
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
63
Process Schematic
Major Assets
Major Assets Quantities
Anaerobic Digesters (C–T)
Active Digesters 15
Active/Holding Digesters
(I and J) 2
Holding Digester (K) 1
Sludge Mixing Pumps
15+1+4
(1 each Digester + 1 at Digester
K + 1 backup in each Digester L,
M, N, & O)
Major Assets Quantities
Anaerobic Digesters (C–T) (Continued)
Jet Mixing Pumps 4
(2 each in Digesters I and J)
Sludge Recirculation Pumps 17
Hot Water Circulation Pumps 17
Heat Exchangers 17
Bottom Sludge Pumps 10
Major Assets Quantities
Digester Ferric Facility
Digester Ferric Storage Tanks 2
Ferric Feed Pumps 6
AREA 25 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SOLIDS HANDLING – DIGESTERS
2.2.17 Plant No. 2 Solids Handling – Digesters
Note: Process Schematic shows entire Area 25 Solids Handling Facility.
Major Assets Remaining Useful Life
Asset Type
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Civil
Effluent Piping 4 4 4 4 4 4 3 3 4 4 4 4 4 4 4 4 4 4 2
Structural
Structure 4 4 4 4 4 4 3 3 5 4 4 4 4 5 4 5 4 4 2
Digester Dome 4 4 4 4 4 4 3 3 5 4 4 4 4 5 4 5 4 4 -
Mechanical
Sludge Mixing Pumps/Jet Mixing 4 4 3 4 4 3 2 2 3 3 3 3 3 3 3 3 3 3 -
Sludge Recirculation and Heating
System 4 4 2 4 4 2 2 2 - 2 2 2 2 4 4 4 4 4 -
Hot Water System 4 4 4 4 4 4 2 2 - 4 4 4 4 4 4 4 4 4 -
Sludge Transfer Pump 4 4 3 3 4 4 4 4 4 4 -
Piping and Valve 4 4 4 4 4 4 2 2 4 4 4 4 4 4 4 4 4 4 2
Chemical Pump - - - - - - - - - - - - - - - - - - 2
Electrical
MCCs 4 4 5 3 3 5 1 1 1 3 3 3 3 5 5 3 3 5 1
VFDs - - - - - - 4 4 4 - - - - - - - - - -
Instrumentation
PLC and Flow Meter 4 4 4 4 4 4 2 2 2 3 3 3 3 4 4 4 4 4 2
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
64
AREA 25 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SOLIDS HANDLING – DIGESTERS
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Digester K Dome Integrity – Gas is leaking from dome and numerous cracks were found. Keep Holder K out of service. Minimize shutdown time of
Holders I and J.
FR2-0032 is under construction to repair the Digester K dome by overlaying polymer concrete based on the
condition assessment and structural analysis report.
Digester C, D, F, G Mechanical Equipment Reliability – Digesters C, D, F, and G are the only four
digesters that need to be upgraded with chopper pumps for the high-rate mixing pumps. All the high-
rate mixing pumps on the other P2 digesters have been replaced with chopper pumps. Other pumps
and the heat exchangers at the four digesters are also aged and need to be replaced.
Heat exchangers have already been purchased and are
stocked on site in preparation for FE20-02.
FE20-02 is under construction to replace high-rate mixing pumps, heat exchangers, sludge recirculation pumps,
bottom sludge transfer pumps, and hot water pumps and piping.
Digester Gas Balance Line Material Compatibility – Digester C, D, F, G, and I gas balance lines
were constructed of polyvinyl chloride (PVC) pipes. The remaining gas balance lines were
constructed of carbon steel pipes. These gas lines are not meeting the current digester gas line
standard of stainless steel and are prone to failure or corrosion.
Finish the condition assessment of the carbon steel lines
and apply protective coating as necessary based on the
findings.
FE19-10 is under construction to replace the PVC gas balance lines with stainless steel lines (FE19-10 was
combined with FE20-02 as one bid). P2-137 will replace the carbon steel gas balance lines between Digesters P
and S. Other replacement needs will be planned based on the condition assessment findings and the remaining
years in service.
Digesters P and R Structural Issue – The post-tensioned ring has deteriorated, impacting the
structural integrity of the concrete domes.
Digesters P and R have been taken out of service. P2-137A is in the completion phase to repair Digesters P and R post-tensioned rings and demolish Q-R bridge.
Walking Bridge Structural Deficiencies – Six out of 13 bridges were red taped to prevent access
after unsafe conditions were found from assessments due to major cracking, buckling, and potential
rebar corrosion.
Coat the steel bridges. Repair projects will incorporate
inspection of the bridges on a regular basis before the
repairs.
FE19-10 is repairing Digesters F and G and D-I bridges. FR2-0033 is repairing Digester O-T bridge. P2-137 will
repair the remaining 13 bridges and replace the Digester Q-R bridge demolished by P2-137A.
Viewport Corrosion – There are three viewports on each digester. Most viewports are corroded,
leaking gas from the seal, and need to be replaced.
Maintenance is scheduled to replace the seals. P2-137 will replace one viewport and abandon the remaining two per digester.
Digester E and H Flame Arrestors Access – There’s no safe access to do maintenance work on
the flame arrestors on the gas balance lines.
Maintenance continues to set up a manlift to access. P2-137 will add access platforms to those four flame arrestors.
Heat Exchangers, Sludge Recirculation Pump, and Sludge Transfer Pump Reliability – Digester
heat exchangers, recirculation pumps, and bottom sludge transfer pumps are nearing the end of their
useful lives and need to be replaced.
Maintenance will store spare heat exchangers, sludge
recirculation pumps, and bottom sludge transfer pumps.
PRN-00684 Maintenance projects will replace heat exchangers, sludge recirculation pumps, and bottom sludge
transfer pumps. (Digester E, H, L, M, N and O heat exchanger replacement and E and H pump replacement are
completed.)
FE20-02 will replace those units on Digesters C, D, F, and G.
Digester I and J Coating Failure – Interior coating on walls and ceiling installed by P2-89 are
peeling off gradually.
Wash off the peeled coating after digester cleaning to avoid
clogging the mixing pump and piping.
Creating project to recoat Digester I, J, and K interiors. Digester Holder K needs to be coated.
Overall Digester Reliability – Digesters are approaching the end of their useful lives and pose a risk
of failure during a seismic event. Building new digesters is recommended by the Biosolids Master
Plan to address the seismic risk and provide long-term Class B digestion reliability with the ability to
convert to Class A digestion in the future.
Perform PM, condition assessment, and incidental repairs. P2-137 will rehabilitate digesters including repairing domes and walls, replacing electrical and motor control centers
(MCCs), relocating carbon canisters to ground level, and addressing other project elements mentioned above.
P2-128 will build six new digesters. X-135 will replace Digesters P, Q, R, and S. XP2-131 will build three
digesters/holders to replace Digesters I, J, and K.
Current and Future Projects
Project No. Project Titlea Impacted Facilities
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PRN-00684 P2 Digester Maintenance Projects Digesters E, H, L, M, N, O, P, Q, R, S, and T
FE20-02 (incl. FE19-10) Digesters C, D, F, and G Rehabilitation Digesters C, D, F, G, and I
FR2-0033 Digester O-T Bridge Repair Digesters O and T
FR2-0032 Digester K Dome Repair Digester K
P2-137A Digester P and R Dome Tendon Repair Digesters P and R
P2-137 Digesters Rehabilitation Digesters C, D, F, G, H, L, M, N, O, P, Q, R, and S
P2-124 Interim Food Waste Receiving Facility Digester M, Gas Treatment Facilities, and CenGen Design completed. Construction is pending food waste contract.
J-124 Digester Gas Facilities Rehabilitation Digester T
P2-128 Digester Replacement New and Existing Digesters
X-135 Digesters P, Q, R, and S Replacement Digesters P, Q, R, and S
XP2-130 Food Waste Receiving Facility All Digesters, Gas Treatment Facilities, and CenGen
XP2-131 Digesters I, J, and K Replacement Digesters I, J, K, M, N, and O
a For simplicity, Project Titles are missing “At Plant No. 2.”
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
65
Process Schematic
Major Assets
Major Assets Quantities
Sludge Blending Facility
Sludge Blending Tanks 2
Digester Feed Pumps 6
Recirculation Pumps 3
Electrical Building 1
Plant Boiler Facility
Building 1
Boilers and Heat Exchangers 2
Major Assets Quantities
Dewatering Centrifuge Facility
Building 1
Centrifuges 5
Sludge Feed Pumps 5
Cake Transfer Pumps 5
Centrate Pumps 2
Polymer System 1
Major Assets Quantities
Centrifuge Building and Silos Odor Control
Biofilters 3
Ammonia Scrubber 1
Acid Tank 1
Gas Handling
Gas Compressors 3
Low Pressure Gas Holder 1
Gas Dryers 2
Gas Flares 3
Carbon Media 3
Major Assets Quantities
Truck Loading Bay Odor Control
Chemical Scrubbers 2
Bleach Tank 1
Caustic Tank 1
Bleach Pumps 4
Caustic Pumps 4
Major Assets Quantities
Truck Loading
Cake Storage Silos 2
Sliding Frames 2
Screw Conveyors 12
Scales 2
AREA 25 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SOLIDS HANDLING – REMAINING FACILITIES
2.2.18 Plant No. 2 Solids Handling – Remaining Facilities
Note: Process Schematic shows entire Area 25 Solids Handling Facility.
Major Assets Remaining Useful Life
Asset Type
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Civil
Effluent Piping 2 - - - - - - - -
Structural
Structure 2 - 1 1 1 1 - 3 3
Building 1 3 1 - - - 4 - -
Mechanical
Pump 3 - 1 - - - - - -
Fan - - - 3 2 - - - -
Boiler and Heat Exchanger - 2 - - - - - - -
Centrifuge - - 1 - - - - - -
Polymer System - - 1 - - - - - -
Biofilter - - - 1 - - - - -
Chemical System - - - 2 2 - - - -
Gas Cleaning Vessel - - - - - - 3 - -
Gas Compressor - - - - - - 4 - -
Gas Dryer - - - - - - 5 - -
Screw Conveyor - - - - - 2 - - -
Sliding Frame - - - - - 2 - - -
Piping and Valve 3 3 2 2 2 3 4 3 3
Scale - - - - - 1 - - -
Electrical
MCCs 1 2 1 1 1 2 4 - -
VFDs 4 - 3 - - - - - -
Instrumentation
PLCs and Flow Meters 3 3 2 2 2 3 4 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
66
AREA 25 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 SOLIDS HANDLING – REMAINING FACILITIES
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Boiler and Heat Exchanger Reliability and Vulnerabilities – Equipment is nearing the
end of its useful life. Facility has reliability and seismic vulnerabilities.
N/A P2-128 will install hot water boilers in the building to replace the existing steam boilers. J-
138 will address the building’s seismic deficiencies.
Gas Handling System Reliability – The aging facility requires replacement or rehabilitation
to meet current and future process needs and regulatory requirements. Gas compressor
system is aging and needs major rehabilitation.
Continue to actively monitor the condition of aging assets until replacement and overhaul. J-124, Digester Gas Facilities Rehabilitation, will replace existing flares and compressor
inlet moisture separator systems; install new closed-loop cooling water systems; rehabilitate
the building; and perform various electrical, instrumentation, and control upgrades to
improve reliability.
Gas compressors will be overhauled by Maintenance.
The remaining instrumentation upgrades will be completed under Project FE24-02.
Refrigerated Gas Dryer Reliability – Inefficient capacity and unreliable. Requires
significant maintenance.
N/A The refrigerated gas dryer systems will be replaced by FE23-01.
The remaining dryer instrumentation upgrades will be completed under Project FE24-02.
Truck Loading Facility Area Issues – Truck loading bay fugitive odors escape during cake
loading operations; screw conveyor has high torque alarms.
Monitor and investigate the problem. P2-140 will implement the recommended odor capture improvements from the PS20-03
planning study.
Plan to upsize the screw conveyor motors and gear boxes.
Centrifuge Dewatering Issues – Cake pipe lube ring pump replacement parts are not
readily available, making it difficult to maintain and keep operational; vivianite build-up in
centrate collecting lines.
Stock spare parts for lube ring pump. Maintenance will conduct reoccurring centrate line
inspection and cleaning to break down the vivianite build-up, and add a flush line to help the
cleaning.
MP2-015 completed the replacement option evaluation and will replace the lube ring pumps
with hydraulic diaphragm pumps.
Planning study to develop engineering solution to prevent vivianite build-up as the problem
grows.
Centrifuge and Silo Odor Control Issues – Odor control fans are experiencing low air
flow output; a condition assessment of the downstream biofilter found that the media was
plugged and need replacement.
Continue the investigation of the root cause of the media plugging. Maintenance will
purchase a spare fan.
Plan project to replace the biofilter media.
Current and Future Projects
Project No. Project Titlea Impacted Facilities
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FE23-01 Digester Gas Compressor Dryer Replacements at Plants No. 1 and No. 2 Refrigerated Gas Dryers
FE24-02 Gas Compressor Chilled Water Exchangers and Condensate Separator Replacements
and Instrumentation Upgrades
Chilled Water Gas Heat Exchangers and Condensate Separator,
Gas Dryer Instrumentation, Gas Header Instrumentation
J-124 Digester Gas Facilities Rehabilitation Electrical and Instrumentation, Building, Compressor Inlet
Separators, Cooling System, Flares
N/A Digester Gas Compressor Overhauls at Plants No. 1 and No. 2 (Maintenance Service) Gas Compressors
P2-140 Truck Loading Bay Odor Control Improvements Truck Loading Facility
P2-128 Digester Replacement Boiler Facility
J-138 CenGen Facilities and OOBS Seismic Upgrades CenGen, OOBS, Boiler Bldg., PB-B
MP2-015 Cake Pipe Lube Ring Pump Replacement Centrifuge and Truck Loading Facilities
SC22-02 Centrifuge Server Room HVAC Replacement Centrifuge Facility
TBD LPDG Drip Trap Improvements at Plant No. 2 LPDG Drip Traps
a For simplicity, Project Titles are missing “At Plant No. 2.”
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
67
Process Schematic
Major Assets
Major Assets Quantities
Engine Generator
Gas Engine (16 Cylinders) 5
Electrical Generator 5
Engine Lube Oil System 5
Steam Turbine Generator
Steam Turbine 1
Electrical Generator 1
Steam Condenser 1
Deaerator Vessel 1
HVAC
Ventilation Supply Fans 5
Ventilation Exhaust Fans 6
Air Compressors
Engine Starting Air 3
Instrument Air 2
Major Assets Quantities
Heat Recovery System
Heat Recovery Boiler 5
Building
Building 1
Piping Various
Engine Emission Control
OXI Catalyst 5
SCR Catalyst 5
Urea Injection System 5
Heat Exchanger Systems
Jacket Water System 5
Aux. Waste Heat System 5
Waste Heat System 2
AREA 26 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 CENTRAL GENERATION
2.2.19 Plant No. 2 Central Generation
Major Assets Remaining Useful Life
Asset Type
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Structural
Buildingsa 1
Structures - - - - - - - - - - - - - - -
Mechanical
Combustion Engine 3 5 5 5 5 - - - - - - - - - -
Lube Oil System 3 3 3 3 3 - - - - - - - - - -
Engine Jacket Water 3 3 3 3 3 - - - - - - - - - -
Auxiliary Waster Heat 3 3 3 3 3 - - - - - - - - - -
Heat Recovery Boiler 3 3 3 3 3 - - - - - - - - - -
OXI/ SCR/ Urea Injection 4 3 3 3 4 - - - - - - - - - -
Piping/ Ducting - - - - - 4 3 3 3 5 3 3 3 4 3
Heat Exchanger - - - - - - 3 - 3 - - - - - -
Pump - - - - - - 3 4 3 - 3 - - - 3
Vessel/ Tank - - - - - 3 - 4 - - 3 3 3 - 3
Steam Turbine - - - - - 4 - - - - - - - - -
Centrifuge - - - - - - - - - - 4 - - - -
Compressor - - - - - - - - - - - 3 3 - -
Dryer - - - - - - - - - - - 3 3 - -
Fan/ Air Handling Unit - - - - - - - - - - - - - 3 -
Electricalb
Generator 3 5 5 5 3 4 - - - - - - - - -
VFDs - - - - - - - - - - - - - - -
MCCs 4 4 4 4 4 4 - - - - - 2 2 4 4
Instrumentation
General / PLCs / CEMS 5 5 5 5 5 5 4 4 4 4 4 3 3 3 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
a Building is common for all assets. b Refer to Area 18 (Section 2.2.10) for switchgears, batteries, and other electrical assets.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
68
AREA 26 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 CENTRAL GENERATION
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Gas Engine Generator Set Reliability – Aging components and systems required to operate
the five CenGen engines are creating reliability issues and need to be addressed.
Continue to perform engine/generator PMs and monitor engine/generator
performance.
Project J-135B is executing major engine overhauls. Project J-135C will overhaul engine/generator
sets #2 and #4 after J-135B is complete in 2026.
Project J-140 will upgrade various obsolete instrumentation and control systems.
Project J-117B will replace switchgears, MCCs, battery backup, etc.
Engine Lube Oil System Reliability – Lube oil centrifuge instrumentation and controls need
to be upgraded.
N/A Install new instrumentation and controls onto the existing two units (PRN-00211).
Plant Water Piping Corrosion – Plant water (that is, cooling water) piping has degraded and
needs replacement.
N/A Project FE20-04 will replace all plant water piping in the basement of CenGen.
Emission Control System Cracking/Overpressure Protection – Housings on the oxidizer
catalysts are failing prematurely and lack overpressure protection.
Continue to perform housing PMs and provide as-needed CMs until
replacement.
Evaluate additional logic/alarms to notify Operations of abnormal conditions
and assist with decision making.
Investigate failures; redesign and install new catalyst housings and emissions devices as needed;
evaluate the feasibility of adding overpressure protection to the exhaust system (PRN-00977/AI-184).
Exhaust Heat Recovery Boiler Reliability – The boilers need to be inspected both internally
and externally.
Perform as-needed repairs based on inspection results to improve boiler
performance and reliability.
The boilers will be cleaned and inspected through Maintenance Service Contract CS-2025-650BD.
As-needed repairs will be performed through Maintenance or a separate contract based on inspection
results to improve boiler performance and reliability.
Engine PLC Obsolescence – The existing engine PLCs and RIO cards are obsolete. Continue to perform PLC PMs, provide as-needed CMs, and monitor
equipment performance until replacement.
Project J-140 will replace obsolete PLCs and RIO cards with new Modicon M580 PLCs and new RIO
cards.
Engine Protection System Obsolescence and Limited Engine Diagnostics – The existing
engine vibration monitoring systems are aging, obsolete, and lack diagnostic capability.
Continue to actively monitor obsolete asset performance until replacement. Project J-140 will upgrade the Engine Condition Monitoring System and include diagnostic
capabilities.
Engine Cylinder Pressure Monitoring and Balancing – There is no online engine cylinder
pressure monitoring to assist with engine load balancing/troubleshooting.
N/A Project J-140 will add pressure sensors to monitor individual cylinder’s pressure.
Exhaust Heat Recovery Boiler Reliability – The boilers need to be inspected both internally
and externally.
N/A The boilers will be cleaned and inspected through Maintenance Service Contract CS-2025-650BD.
As-needed repairs will be performed through Maintenance or a separate contract based on inspection
results to improve boiler performance and reliability.
Engine Ignition Control System Obsolescence – The existing engine controls are aging and
obsolete.
Continue to actively monitor the obsolete assets and perform as-needed CMs
until replacement.
MPJ-002 (PRN-00965) is pilot testing a new engine ignition system on Plant 2 Engine 2 to test
compatibility and performance prior to installing new ignition control systems onto each engine
generator set.
Steam Turbine Reliability – The steam turbine has high-vibration issue. N/A Steam turbine gearbox will be rebuilt per manufacturer specifications. System realignment will be
performed (Maintenance Service).
Deaerator Reliability – The deaerator system is aging and needs to be replaced to improve
reliability.
Continue to perform PMs, provide as-needed CMs, and monitor equipment
performance until replacement.
Plan a project to replace the deaerator system.
HVAC Reliability – The supply fan dampers and supply air filters are aging and need to be
replaced to improve reliability.
Continue to perform PMs, provide as-needed CMs, and monitor equipment
performance until replacement.
Plan a project to replace aging equipment.
CEMS Analyzer Obsolescence – The analyzers are obsolete and need to be replaced. Continue to actively monitor the obsolete assets and perform as-needed CMs
until replacement.
Plan a project to replace the obsolete analyzers.
2025 Asset Management Plan
69
AREA 26 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 CENTRAL GENERATION
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
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20
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FE20-04 CenGen Plant Water Pipe Replacement at Plant No. 2 Plant Water Piping
J-135B Engine and Generator Overhauls at Plant Nos. 1 and 2 Engine Generator
J-135C Engine and Generator Overhauls at Plant Nos. 1 and 2 Phase 2 Engine Generator Sets #2 and #4
J-117B Outfall Low Flow Pump Station Switchgear, Battery Backup, HVAC, MCC
J-140 CenGen Engine Monitoring System Improvements at Plants No. 1 and No. 2 Engine Generator, Heat Recovery System, Waste
Heat, Steam, Hot Water, Instrument Air
J-138 CenGen Facilities and OOBS Seismic Upgrades CenGen Building
MPJ-001 CenGen Exhaust Heat Recovery Boiler Cleaning/Assessment (Maintenance Service) Heat Recovery System
MPJ-002 (PRN-00965) CenGen Engine Ignition Control System Obsolescence Replacement Engine Generator
TBD CenGen Underground Storage Tank Assessment at Plants No. 1 and No. 2 CenGen Oil Storage/Handling
TBD CenGen Deaerator System Replacement at Plant No. 2 Deaerator System
TBD CenGen Lube Oil Control Panels Replacement at Plant No. 2 Lube Oil
FR1-0021 CenGen Basement Access Hatch Fall Restraint at Plants No. 1 and No. 2 Building
N/A CenGen Steam Turbine Gearbox Rebuild/ Realignment (Maintenance Service) Steam Turbine
PRN-00977/ AI-184 CenGen Engine Exhaust Oxidizer Housing Redesign & Overpressure Protection Feasibility Emission Control System
AI-750/ AI-799 CenGen Supply Fan Dampers and Air Inlet Filter Replacement HVAC
AI-797 CenGen CEMS Analyzer Replacement Plants No. 1 and No. 2 CEMS
TBD Energy and Digester Gas Master Plan - Revisit CenGen Facilities
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
70
Process Schematic
Major Assets
Major Assets Quantities
City Water
Pumps 7
Tanks 4
Piping 8.9 miles
Major Assets Quantities
Plant Water
Pumps 4
Strainers 4
Piping 10.6 miles
Major Assets Quantities
Plant Air
Compressors 3
Plant Air Piping 6.7 miles
Instrument Air Piping 1.6 miles
AREA 27 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 UTILITIES
2.2.20 Plant No. 2 Utilities
Major Assets Remaining Useful Life
Asset Type
Ci
t
y
W
a
t
e
r
S
y
s
t
e
m
Pl
a
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t
W
a
t
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S
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m
Re
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W
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P
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Pl
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S
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m
s
Civil
Pipes 3 3 2 3
Structural
Pump Station 1 1 - -
Tanks 2 - - -
Mechanical
Pumps 3 2 - -
Strainers - 2 - -
Compressors - - - 2
Ventilation System 4 2 - -
Electrical
MCCs 3 4 - -
VFDs 5 5 - -
Instrumentation
PLC, Flowmeter 3 3 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
Major Assets Quantities
Reclaimed Water
Piping 6 miles
2025 Asset Management Plan
71
AREA 27 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 UTILITIES
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Plant/Instrument Air Line Issues – Excessive condensate and oversized piping is
causing a large pressure drop, reducing compressor redundancy.
Continue to monitor existing piping and provide as-needed CMs until
replacement.
Future Small Projects will be created to address oversized piping and several dead ends within the system.
PRN-00995, Plant Air Piping Study, will provide recommendations.
Plant Water Piping Reliability – Due to the corrosive nature of the plant water, the current
ductile iron pipes are corroding prematurely and causing leaks throughout the plant.
Continue to monitor existing piping and provide as-needed CMs until
replacement.
FE18-14 will address corroded plant water piping in the tunnels. The goal for these and future projects is to
replace ductile iron pipes with either fiberglass-reinforced or high-density polyethylene (HDPE) piping material.
Air Compressor Reliability – Instrument air compressors have failed due to reaching the
end of their lives and need to be replaced.
N/A. Air compressors at CenGen are being replaced via PRN-00536 due to multiple failures.
City Water Pump Station Aging – Pump station is getting old, requiring increased
maintenance, and will not be reliable long term.
N/A PS23-05, Utility Water Planning Study, will look into providing a recommendation for rehabilitation or
replacement.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
J-117B Outfall Low Flow Pump Station New Plant Water Pump Station
P2-133 B/C-Side Primary Sedimentation Basins Rehabilitation at Plant No. 2 City Water and Air Piping
P2-98A A-Side Primary Clarifiers Replacement at Plant No. 2 Plant Water Piping
X-036 City Water Pump Station Rehabilitation at Plant No. 2 City Water Pump Station
X-037 Plant Water Pump Station and 12kV Distribution Center A Demolition at Plant No. 2 Existing Plant Water Pump Station
P2-136 Activated Sludge Aeration Basins Rehabilitation at Plant No. 2 Plant Water Piping
PS23-05 Utility Water Planning Study at Plant Nos. 1 and 2 City Water Pump Station
PRN-00995 Plant Air Piping Study at Plant Nos. 1 and 2 Plant Air Piping
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
72
Remaining Useful Life of Utility Infrastructure
AREA 27 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 UTILITIES
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
73
Remaining Useful Life of Utility Infrastructure
AREA 27 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 UTILITIES
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
74
Process Schematic
Major Assets
Major Assets Quantities
12kV Transformers 64
Standby Generators 10
12kV Switchgears 31
5kV and 480V Switchgears 49
MCCs 101
VFDs 130
125VDC and 24VDC Battery Systems 38
AREA 28 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 ELECTRICAL DISTRIBUTION
2.2.21 Plant No. 2 Electrical Distribution
Asset Type
Se
r
v
i
c
e
C
e
n
t
e
r
Ce
n
G
e
n
DC
-A
DC
-B
DC
-C
DC
-D
EP
S
A
/
E
P
S
A
S
P
F
DC
-H
(
H
e
a
d
w
o
r
k
s
)
He
a
d
w
o
r
k
s
St
a
n
d
b
y
B
u
i
l
d
i
n
g
DC
-J
DC
-K
PB
-B
PB
-C
PB
-D
Tier I – 12.47kV Primary Distribution Level
12.47kV Feeders 5 4 1 1 4 4 2 2 2 2 1 1 5 5
12.47kV Switchgears 3 5 3 3 4 4 2 2 2 2 1 - - -
12.47kV Load Interrupter Switches - - - 3 - - - - - - 1 1 5 5
12.47kV Generators - - - - - - 2 - 2 - - - - -
Transformers: 12.47kV/2.4kV - - - - 4 - - - - - - - - -
Transformers: 12.47kV/480V 3 4 3 3 4 3 - 2 - 2 1 5 4 4
Tier II – 4.16kV Distribution Level
4.16kV Feeders - - - - - - - 2 - - - - - -
Tier III – 2.4kV Distribution Level
2.4kV Feeders - - - - 4 - - - - - - - - -
Tier IV – 480V Distribution Level
480V Switchgears - 4 3 3 4 4 - 2 3 2 1 2 5 -
Transfer Switches - - - - - - - - - - - 2 5 5
Generators - - - - - - - - - - - - 5 5
Tier V – UPS
UPSs Individual - 5 - - 5 4 4 4 - - 5 5 - -
UPSs Regional - - - 4 - - 4 - - 4 - - - -
Tier VI – 125VDC and 24VDC Battery Systems
125VDC Chargers 5 5 5 5 - - 4 4 5 3 2 4 - -
125VDC Batteries 2 5 2 5 - - 2 5 2 4 3 4 - -
24VDC Chargers - 5 - - - - 4 - 4 - - - 5 5
24VDC Batteries - 5 - - - - 5 - 4 - - - 5 5
Generators
Generator Controls - 5 - - - - 3 - 3 - - - 5 5
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
75
AREA 28 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 ELECTRICAL DISTRIBUTION
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Variable Frequency Drive Obsolescence – Models are becoming obsolete and are
unsupported by the manufacturer.
Small Projects and Maintenance Projects are currently replacing VFDs,
such as MP2-016 and FE19-08. Use of a co-op contract is being
explored for the next projects.
Develop Service Contract for VFD condition assessment, repairs, and replacements.
Headworks Cable Failures – 480V and control cables are failing in the headworks
area. Multiple cable failures occurred in the grit basin and grit handling system, causing
a complete system failure.
FR2-0026R is replacing various 480V and 120V power and control
cables in the headworks area, and other Maintenance Projects will
address additional failed cables as needed.
P2-141 will replace all 480V and 120V cables in the headworks area. An Electrical Blanket Repair and
Maintenance Contract is in development to replace cables more efficiently and cost effectively.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FR2-0026R Headworks Phase 3 Cable Replacement at Plant No. 2 Grit Pumps at Headworks
MP2-027 Power Building D Automatic Transfer Switch Replacement Power Building D
MP2-029 Generator Radiator Replacements Headworks and EPSA Generators
J-117B Outfall Low Flow Pump Station Power Distribution
FE19-08 Secondary Treatment VFD Replacements at Plant No. 2 RAS, WAS, and PEPS Pumps
P2-98A A-Side Primary Basins Replacement at Plant No. 2 MCCs Associated with the A-Side Clarifiers (fed from PB-B).
J-98 Electrical Power Distribution System Improvements Various Plant No. 1 and Plant No. 2 Condition-Based Electrical Distribution
Systems
P2-137 Digester Rehabilitation at Plant No. 2 MCCs Fed from PBs B and C (MCC-E, MCC-F, MCC-S, MCC-PQ, MCC-PQS)
P2-141 Headworks Electrical Distribution Improvements at Plant No. 2 Distribution Center H and Associated Headworks 480V and 120V Power and
Control Cables
J-142 Power Distribution Systems and Power Building C Replacements at
Plants No. 1 and No. 2 Power Building C
J-124 Digesters Gas Facility Replacement MCCs Associated with Digesters
P2-128 Digester Replacement at Plant No. 2 Power Distribution System
P2-138 O&M Complex at Plant No. 2 Distribution Center D and Operations Buildings
X-036 City Water Pump Station Rehabilitation at Plant No. 2 City Water Pump Station MCC and VFDs
P2-133 Plant No. 2 B/C-Side Basins Rehabilitation PB-B, PB-D
X-098 Effluent Pump Station Annex Rehabilitation EPSA Power Distribution
X-095 Southern California Edison Substation and Service Center
Replacement at Plant No. 2 SCE Substation and 12kV Service Center
X-030 Headworks Rehabilitation Distribution Center H, Waste Sidestream PS-C
X-037 Plant Water Pump Station and 12kV Distribution Center A Demolition
at Plant No. 2 Plant Water Pump Station and Distribution Center A
X-135 Digester P, Q, R, and S Replacement Digester P, Q, R, and S Associated Electrical
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
76
AREA 29 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 OCCUPIED AND POWER BUILDINGS
2.2.22 Plant No. 2 Occupied and Power Buildings
Occupied and Power Building Site Plan at Plant No. 2
Note: Building colors are used to help identify the buildings and do not represent RUL scores.
Major Assets Remaining Useful Life
Buildings
Bu
i
l
d
i
n
g
R
o
o
f
Bu
i
l
d
i
n
g
E
l
e
c
t
r
i
c
a
l
HV
A
C
Se
i
s
m
i
c
(
P
S
15
-06
)
El
e
v
a
t
o
r
Cart Building 4 - - - -
Maintenance Building 4 2 5 5 2
Operations Center Building 3 4 5 4 4
12kV Distribution Center A 4 - 3 2 -
12kV Distribution Center B 4 - 3 2 -
12kV Distribution Center C 2 - 3 - -
12kV Distribution Center D 2 - 3 2 -
Distribution Center H 1 - 4 - -
Distribution Center J 2 - 3 - -
Distribution Center K 2 - 3 - -
12kV Service Center 4 - 3 4 -
Headworks Power Building A 3 - 3 2 -
Headworks Power Building B 3 - 3 2 -
EPSA Electrical Building 2 - 4 - -
Power Building B 4 - 3 4 -
Power Building C 4 - 3 2 -
Power Building D 3 - 3 2 -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
77
AREA 29 ASSET MANAGEMENT SUMMARY – PLANT NO. 2 OCCUPIED AND POWER BUILDINGS
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Seismic Retrofits Needed – Recent planning study (PS15-06) recommended seismic
retrofits to several buildings.
N/A P2-138 will replace existing O&M buildings with new O&M Complex.
Aging Elevators – All elevators need to be rehabilitated and modernized. N/A As the building elevators age and are less reliable over time, projects are being created to address modernization and upgrades
as needed. One such project is SC20-02, which will address the OOBS elevators.
Aging HVAC Units – HVAC units have shorter RUL due to coastal environment. N/A When units are obsolete, corroded, and reach the end of their useful life, projects will be created to replace these units.
Current and Future Projects
Project No. Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
P2-138 O&M Complex at Plant No. 2 Operations Center & Maintenance Building
SC22-02 HVAC Replacement for Plant No. 2 Centrifuge Building, Op Center, and Bitter Point PS Operations Center
SC20-02 Ocean Outfall Booster Station Elevator Rehabilitation Ocean Outfall Booster Station
X-037 Plant Water Pump Station and 12kV Distribution Center Demolition at Plant No. 2 12kV Distribution Center
X-135 Digester P, Q , R, and S Replacement at Plant No. 2 Replace Power Building C
X-095 SCE Substation and 12kV Service Center Demolition 12kV Service Center
J-141 Public Address System Replacement Plant 2 Plantwide
P2-133 B/C Side Sedimentation Basin Rehabilitation at Plant No. 2 Replace Power Building D
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
78
Major Assets – Quantities
Pump Station Wet Wells Pumps Force Mains Valves
Emergency
Generator
(X = Yes)
15th Street 1 3 2 22
A Street 1 3 2 19
Bay Bridge 1 5 2 17 X
Bitter Point 1 5 2 23 X
College 1 3 2 18
Crystal Cove 1 2 2 13 X
Edinger 1 2 1 8
Lido 1 3 2 17
MacArthur 1 2 2 8
Main Street 2 10 3 38 X
Rocky Point 1 4 2 18 X
Slater 1 5 2 17 X
Seal Beach 2 8 2 24
Westside 1 4 1 16 X
Yorba Linda 1 3 1 11
Newport Force Mains -- -- 2 --
Total 17 62 30 269 -
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – PUMP STATIONS
2.2.23 Collection System Pump Station and Force Main Asset Management Summaries
Process Schematic
Major Assets Remaining Useful Life
Asset Type
15
t
h
S
t
r
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A
S
t
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Ba
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B
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Bi
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P
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Co
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e
Cr
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C
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Ed
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e
r
Li
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Ma
c
A
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t
h
u
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Ma
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S
t
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Ro
c
k
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P
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t
Sl
a
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Se
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B
e
a
c
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We
s
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s
i
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e
Yo
r
b
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i
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d
a
Ne
w
p
o
r
t
F
o
r
c
e
Ma
i
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s
Civil - Piping
Force Mains 3 3 5 2 4 4 5 4 1 5 3 5 1 5 5 2
Structural
Pump Station 4 4 4 2 1 4 3 4 2 1 3 3 4 2 4 -
Wet Well 3 3 4 1 4 3 4 4 3 3 3 3 4 3 3 -
Mechanical
Pumps 3 3 5 3 2 3 4 3 4 4 2 4 5 4 5 -
Valves 5 5 5 2 3 5 3 5 4 5 2 4 4 3 5 -
Ventilation
System 3 3 4 4 3 3 3 4 4 3 5 3 4 3 3 -
Emergency
Generator - - 3 1 - 3 - - - 2 2 3 - 3 - -
Electrical
MCC 2 2 4 1 1 3 5 4 5 4 1 2 5 1 5 -
VFD 5 5 5 5 4 - - 5 5 5 5 5 2 5 - -
Motors 3 3 4 2 2 3 3 4 4 3 2 3 5 3 4 -
Transformer 2 2 4 2 2 4 4 3 4 2 3 2 5 2 4 -
Instrumentation
PLC 3 3 4 4 3 4 4 4 4 3 4 3 4 4 4 -
Flowmeter 3 3 1 3 2 1 5 2 - 4 3 4 5 3 4 -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
RUL < 5 years RUL 5–10 years RUL 11–15 years RUL 16–20 years RUL > 20 years
2025 Asset Management Plan
79
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – PUMP STATIONS
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Flood Risk – OC San’s new pump stations are designed to specifically consider and
mitigate flood risks; however, some older pump stations don’t meet the current standards.
Especially, Edinger Pump Station is entirely below grade and located immediately
adjacent to a flood control channel.
OC San follows protocols ahead of major storm events to be sure
facilities are prepared and in good working condition. Facilities are
monitored closely during storm events so that staff can respond to
any unexpected event quickly.
Project 11-33 has started the design to replace and relocate the Edinger Pump Station to a different location with
less flood risk and where critical infrastructure will be located above grade. Additionally, all new pump stations will
consider flood elevations and locate critical electrical equipment accordingly.
Accelerated Corrosion – Corrosion is a common problem in sewage systems due to the
presence of H2S. This is exacerbated in locations where sewage becomes turbulent,
which can include pump station wet wells. Additionally, in an effort to minimize odors
throughout the community, some manholes in the collection system have been sealed to
prevent gases from escaping, which accumulates more corrosive gases within the system.
Project 5-68 has added odor scrubbers to six key pump stations
where the wet wells have experienced pressurization issues. These
new scrubbers will allow the wet wells to vent, reducing the amount
of sewer gas trapped in the system while also scrubbing the air so it
will not be an odor issue for the surrounding community.
OC San routinely performs inspections on critical assets, including pump station wet wells. Recently, the MacArthur
Pump Station wet well was assessed and was found to be in relatively good condition considering the age of the
asset but will require some rehabilitation that will be completed under future Project 7-63. In the coming year, the
Crystal Cove and Lido Pump Station wet wells are expected to be inspected, with an ongoing inspection plan
following that.
Groundwater Intrusion – Groundwater has penetrated 15th Street, A Street, Bitter Point,
and Rocky Point Pump Stations. Groundwater may gradually compromise the strength of
reinforcement within the concrete structure walls over time.
Planning study XPS0065 will be launched to identify possible
mitigation measures and long-term solutions to be incorporated into
future pump station CIP projects.
Implement long-term solutions identified by planning study XPS0065.
Maintenance Access – In some cases, access to collections facilities is not ideal due to
limited land or easement rights, other competing public uses, or outdated facilities, which
don’t meet modern safety standards. One example is the MacArthur Pump Station Force
Main, which is difficult to access because redundancy was not incorporated when the
pump station was designed. Another example is the Slater Pump Station wet wells, which
are isolated by slide gates within 48-inch manholes that are difficult to access.
Capital project 7-68 added another force main to serve the
MacArthur Pump Station. Project FRC-0017 will modify the wet well
access at Slater Pump Station to provide a safer working
environment for staff.
OC San continues to improve planned maintenance processes and inter-agency coordination that allow crews to
minimize impacts on the community during necessary maintenance operations. Testing of modern automatic
air/vacuum valves could facilitate automatic venting of the Newport Beach Force Main system and minimize impacts
on traffic on Pacific Coast Highway. There is also continued effort to research emerging inspection technologies,
which could make difficult inspections more easily achievable or cost effective.
Valve Operability and Reliability – Valves at the pump stations sometimes reach the
end of their useful lives sooner than in other applications due to the harsh raw sewage
application. These valves are critical to the operation of the collection system.
Projects FRC-0017 and FRC-0018 have been launched to replace
valves at five pump stations.
Continue to monitor valve condition and RUL and launch Small Projects as necessary to replace valves that cannot
wait for a larger rehabilitation/replacement project.
Force Main Operability and Reliability – Force mains are some of OC San’s highest-risk
assets but also some of the most challenging to assess. While these assets have been
replaced and rehabilitated in a timely manner, there are many that have not received a
detailed inspection since installation.
A force main inspection plan has been developed to assess all the
force mains within the next 5 years with support from the existing
Condition Assessment Program resources. The Slater Pump Station
force main was inspected this year. The next planned assessments
will occur at the College and 15th Street Pump Stations.
Continue to implement the force main inspection plan and continually reassess the timing and priority of inspections
within the program. Future projects will also incorporate updated standards, which will look to add redundancy and
improved access where feasible. There is also continued effort to research emerging inspection technologies, which
could make difficult inspections more easily achievable or cost effective.
Outdated Bubbler Level System – At multiple pump stations (Bay Bridge, Crystal Cove,
Edinger, MacArthur, Main Street, Slater, Seal Beach), the bubbler systems are outdated
and do not meet OC San’s latest bubbler system standard. They do not have redundancy
or automatic blowdown control and are becoming increasingly unreliable.
Project FE23-03 has launched and is in the design phase to upgrade
the level control systems at these pump stations to meet current OC
San standards.
Adhere to OC San level control system design standards in all future pump station improvement projects.
2025 Asset Management Plan
80
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – PUMP STATIONS
Current and Future Projects
Project No. Location Project Title Impacted Facilities
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE19-01 Multiple Portable Generator Connectors at Pump Stations
15th Street, A Street, Bay Bridge, Bitter Point, College,
Crystal Cove, Edinger, MacArthur, Main Street, Rocky Point,
Seal Beach, Slater, and Westside Pump Stations
FE23-03 Multiple Pump Station Bubbler Level Control System Upgrade Seal Beach, Bay Bridge, Crystal Cove, Main Street,
MacArthur, Slater, and Edinger Pump Stations
PRN-01045 Multiple Pump Station Roof Replacement Westside, Bitter Point, Rocky Point, and Crystal Cove Pump
Stations
FRC-0018 Newport Beach Valve Replacements at Lido, Crystal Cove, A Street, and 15th St.
Pump Stations 15th Street, A Street, Lido, and Crystal Cove Pump Stations
XPS0065 Newport Beach Pump Station Groundwater Intrusion Study 15th Street, A Street, Bitter Point, and Rocky Point Pump
Stations
X-022 Newport Beach 15th Street Pump Station and Force Main Project 15th Street Pump Station
X-041 Newport Beach A Street Pump Station and Force Main Project A Street Pump Station
5-67 Newport Beach Bay Bridge Pump Station Replacement Bay Bridge Pump Station
SC22-02 Newport Beach HVAC Replacement for Plant No. 2 Centrifuge Building,
Operations Building, and Bitter Point Pump Station Bitter Point Pump Station
X-025 Newport Beach Bitter Point Pump Station Rehabilitation Project Bitter Point Pump Station
SC22-02 Newport Beach HVAC Replacement for Plant 2 Centrifuge Building, Operations
Building, and Bitter Point Pump Station Bitter Point Pump Station
FRC-0020 Costa Mesa College Pump Station Wet Well Rehabilitation College Pump Station
X-040 Costa Mesa College Pump Station Replacement and Force Main
Rehabilitation College Pump Station
MPC-002 Newport Beach Crystal Cove Pump Station Automatic Transfer Switch
Replacement Crystal Cove Pump Station
5-66 Newport Beach Crystal Cove Pump Station Upgrade and Rehabilitation Project Crystal Cove Pump Station
11-33 Huntington Beach Edinger Pump Station Rehabilitation Project Edinger Pump Station
X-023 Newport Beach Lido Pump Station Rehabilitation Project Lido Pump Station
PRN-01042 Newport Beach Lido, Short of Short Street, Force Main Rehabilitation Lido Pump Station
7-63 Newport Beach MacArthur Pump Station Rehabilitation Project MacArthur Pump Station
7-68 Newport Beach MacArthur Force Main Improvements MacArthur Pump Station
7-65 Irvine Gisler-Redhill Interceptor Rehabilitation Main Street Pump Station
7-64 Irvine Main Street Pump Station Rehabilitation Project Main Street Pump Station
X-024 Newport Beach Rocky Point Pump Station Rehabilitation Project Rocky Point Pump Station
PRN-01054 Newport Beach HVAC Replacement at Rocky Point Pump Station Rocky Point Pump Station
FRC-0017 Huntington Beach Valve Replacements and Wet Well Access Improvements at
Slater Pump Station Slater Pump Station
11-34 Huntington Beach Slater Pump Station Rehabilitation Project Slater Pump Station
3-67 Seal Beach Seal Beach Pump Station Replacement Seal Beach Pump Station
PRN-01021 Seal Beach Seal Beach Bridge Force Main Repair Seal Beach Pump Station
3-68 Seal Beach Los Alamitos Sub-Trunk Extension and Westside Pump Station
Abandonment Westside Pump Station
MPC-003 Fullerton Decommission Yorba Linda Pump Station Yorba Linda Pump Station
2-73 Fullerton and Yorba
Linda Yorba Linda Pumping Station and Spur Odor Station Demolition Yorba Linda Pump Station
Yorba Linda Spur Odor Station
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
81
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – PUMP STATIONS
Force Main Summary and Inspection Plan
Pump Station Force Main Built by
Project (Year) Size Material Cathodic
Protection RUL (years) Previous
Inspection
Planned
Inspection Notes
Newport Force Main System 5-29 (1989)
5-60 (2016)
30"–36" Ductile iron with CIPP
HDPE
No 15–20 None 2034
Bitter Point (East) 5-58 (2012) 42" HDPE > 20 None 2029 Project X-025 will complete rehabilitation of Bitter Point Pump Station and replace or
rehabilitate the force mains in 2041. Bitter Point (West) 5-29 (1988)
5-29-R1 (2004)
36" Ductile iron with
HDPE slip liner
No 10–15 None 2029
Lido (East, North of Short
Street)
5-9 (1959)
5-41 (1992)
FE15-10 (2016)
16"/24" Ductile iron with CIPP
HDPE
No > 20 FE15-10 warranty CCTV 2020
CCTV 2022
2031
Lido (West, North of Short
Street)
5-26 (1968)
5-60 (2016)
16"/24" DIP with CIPP
HDPE
No > 20 CCTV 2014, 2023 2031
Lido (East/West, South of Short
Street)
5-41-1 (1997)
FRC-0019 (2022)
16" Ductile iron First pipe joint only 5–10 CCTV 2022–2023 2026 Project PRN-01042 will complete rehabilitation of the remaining unlined force main section.
Rocky Point 5-50 (2008) 12" Ductile iron No 10–15 None 2030 Project X-024 will complete rehabilitation of Rocky Point Pump Station and force mains in 2039.
Bay Bridge (North/South) 5-18R (1981) 24" Ductile iron No < 5 None 2035 Project 5-67 will complete construction of the new force mains and pump station in 2029.
Bay Bridge (North/South under
the bay)
5-12 (1965)
5-18R (1981)
24"/22" Ductile iron with
polyethylene lining
No < 5 None 2035
15th Street 5-51 (2004) 10" Ductile iron No 10–15 None 2026 Project X-022 will complete rehabilitation of 15th Street Pump Station and force mains in 2036.
A Street 5-52 (2004) 8" Ductile iron No 10–15 None 2027 Project X-041 will complete rehabilitation of A Street Pump Station and force mains in 2036.
Crystal Cove 5-36 (1995) 8" Ductile iron No < 5 Follow up CCTV from pump station
side completed in March 2024
2027 Crystal Cove force mains are over 2,000 feet in length.
Project 5-66 will complete rehabilitation of Crystal Cove Pump Station in 2034.
MacArthur 7-68 (2025) 10” HDPE > 20 None 2035 Project 7-68 completed construction of the new dual force mains in 2025.
Main Street (Sunflower) 7-7 (1985) 30" Vitrified clay > 20 CCTV 2025 2028
Main Street (Baker East) 14-1-2 (1991) 42" Ductile iron Yes 5–10 CCTV 2020 2028 Project 7-65 will complete the Baker Force Main rehabilitation in 2025. CCTV inspection will be
conducted once the rehabilitation is complete. Main Street (Baker West) 14-1-2 (1991) 42" Ductile iron Yes < 5 None 2028
College 7-23-1 (2003) 18" Ductile iron No 5–10 None 2026 Project X-040 will complete rehabilitation of College Pump Station and force mains in 2038.
Slater (North) 11-17-1 (1998) 36" Ductile iron First pipe joint only 5–10 None 2025 Project 11-34 will rehabilitate Slater Pump Station and force mains by 2033.
Slater (South) 11-10-3 (1981) 24" Ductile iron First pipe joint only < 5 CCTV and UT 2015 2025
Edinger 11-9 (1965) 18" Cast iron < 5 UT 2015, 2021, 2022, 2025 Follow-up UT
2026
Project 11-33, currently in design, will construct the new Edinger Pump Station and Force Main
by 2029. Significant metal loss was seen in 2023 and prior assessments, but will be repaired in
2025.
Seal Beach 3-62 (2022) 36" HDPE > 20 None 2032 New force mains were constructed in 2022.
Westside 3-36R (1995) 20" Ductile iron No < 5 2016 None Westside Pump Station will be abandoned by project 3-68 by 2034. Force main access is
limited and will be assessed on an as-needed basis.
Yorba Linda 2-16-2 (1975) 30" Ductile iron First pipe joint only < 5 2014 None The pump station will be decommissioned via MPC-003 ahead of CIP project 2-73, which will
remove the pump station permanently by 2031.
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
82
System Overview - Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – ALL TRUNKLINES
2.2.24 Collection System Pipeline and Manhole Asset Management Summaries
Collection System Pipeline and Manhole Remaining Useful Life
Trunklines
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
o
r
5
Mi
l
e
s
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
o
r
5
Pe
r
c
e
n
t
a
g
e
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
o
r
5
(b
y
l
e
n
g
t
h
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
o
r
5
Pe
r
c
e
n
t
a
g
e
o
f
M
a
n
h
o
l
e
wi
t
h
R
U
L
S
c
o
r
e
o
f
4
o
r
5
Baker-Main 74 4.9 12% —a —a
Bushard 11 1.4 6% 3 1%
Coast 16 1.1 10% 3 2%
Euclid 13 0.7 2% 69 16%
Interplantb 0 0.0 0% 0 0%
Knott 37 2.6 4% 94 12%
Miller-Holder 22 1.6 5% 43 16%
Newhope 26 1.7 6% 82 23%
Newport 20 1.0 4% 30 8%
Santa Ana River Interceptor 66 3.0 6% 160 28%
Sunflower 15 0.5 1% —a —a
Talbert 77 5.9 70% —a —a
Total 377 24.2 7% 484 11%
Please see the comprehensive Acronyms and Abbreviations list for definitions.
a Only trunklines with greater than 50% manhole inspections completed are included in this table and in the Asset Management
System Summaries. b Interplant Trunkline in this table refers only to IPE assets. Interplant Trunkline assets are included with Knott Trunkline in its Asset
Management System Summary.
2025 Asset Management Plan
83
System Overview - Manholes
2025 Asset Management Plan
84
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – ALL TRUNKLINES
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Cleaning of Inverted Siphons and Large-Diameter Pipelines – Large-diameter pipes (> 42
inches) are not cleaned within OC San’s routine cleaning program, and CCTV footage does
not identify sediment or debris below the waterline. This poses the potential risk of debris
buildup, which can negatively impact normal sewer operation and downstream facilities if
suddenly released.
OC San has historically completed sonar inspections for large-diameter inverted siphons and
gravity sewers longer than 5 miles. Sediment reports and hydraulic modeling data were used
to confirm the theoretical cleansing state of each pipeline segment inspected.
OC San has an active procurement to create a new blanket contract for cleaning and
sonar inspection of inverted siphons and large diameter pipelines. The work includes
pre-cleaning and post-cleaning sonar inspections to validate the effectiveness of each
cleaning. Notice to proceed (NTP) is expected to be issued in early 2026.
OC San is developing an ongoing large-diameter cleaning program, and the list of
recommended large-diameter inverted siphons and gravity sewers to regularly clean will be
finalized in the future.
Additionally, some large-diameter inverted siphons and gravity sewers may be significantly
larger than required for current and future capacity needs and are not self-cleansing. In the
future, OC San staff will evaluate which assets are good candidates for sliplining and will
recommend adding them to upcoming CIP projects or the creation of new projects. OC San
staff will further validate recommended sliplining projects as part of the work for the 2028
Collections Capacity Study.
Condition Assessment of Gravity Pipelines – The current calendar-based CCTV program
inspects pipelines every 5 years. For assets with 10 years or less RUL, inspections every 5
years may not be frequent enough to properly track asset deterioration rates.
It is recommended that the frequency of monitoring of pipelines with RUL scores of 4
or 5 be increased from every 5 years to a higher frequency (that is, every 2.5 years).
OC San staff recommend exploring the optimization of condition assessment resources for
gravity pipeline assets such that condition assessment frequencies are closely tied to RUL
and likelihood of failure and balanced given available resources.
Condition Assessment of Inverted Siphons – Inverted siphons are regularly cleaned but are
not inspected because they are typically inaccessible using CCTV equipment. Without this
inspection data, it is difficult to accurately know the current condition and RUL of these assets.
OC San canceled its initial procurement in 2024 for inverted siphon condition assessment and
removed incidental repairs entirely from the project scope due to the low number of bidders
and uncompetitive pricing.
OC San grouped inverted siphons into planning studies based on risk, location, asset
characteristics, and the total rough order of magnitude cost for each grouping. The first
study, PS25-01, includes the assessment of seven inverted siphons in the cities of
Anaheim, Newport Beach, and Orange. The goals of this study also include evaluating
the remaining useful life of each inverted siphon, recommending capital improvements,
and identifying the best practices for assessment and rehabilitation of inverted siphons.
PS25-01 was launched in 2025, NTP is expected to be issued in mid-2026, and the
study is expected to be completed by early 2028.
Recommendations and lessons learned from PS25-01 will inform the remainder of the
inverted siphon Condition Assessment Program development. Given the potential complexity
(bypassing and/or temporary plugging, traffic control, etc.) for inverted siphon inspections,
variety in inspection methods that may be required, and different asset priorities, the
Condition Assessment Program is currently phased into five additional planning studies. It is
anticipated this effort will span over multiple years.
Groundwater Infiltration – CCTV identified areas experiencing significant groundwater
infiltration in the Baker-Main, Bushard, Euclid, Knott, Miller-Holder, Newport, SARI, Sunflower,
and Talbert trunkline systems. Specifically, significant groundwater infiltration is most
prominent in the I-405 corridor in Costa Mesa, throughout the western regional trunklines of
the Knott trunkline in Cypress, Los Alamitos, etc.; Jamboree Road and the Balboa Peninsula in
Newport Beach; and various locations in Anaheim, Buena Park, Fountain Valley, Huntington
Beach, Irvine, Garden Grove, Orange, Santa Ana, and Westminster.
Areas with significant groundwater infiltration that are co-located with fractures or
tuberculation are not suitable for chemical grouting and therefore have been identified
as high-priority point repairs; refer to individual trunkline key issue tables for more
details. Areas with groundwater infiltration that do not have any other defects are lower
priority.
Projects 1-23, 2-78, 3-60, 3-64C, 5-69, 7-65, 11-35, X-085, X-129, X-130, X-134, and X2-79
will address most areas with significant groundwater infiltration.
Manhole Access – OC San staff have identified specific locations where manholes are difficult
to access for maintenance. Current issues exist with manholes in some OC San easement
areas and along the Santa Ana River, an easement area on California Department of
Transportation property near I-5 and State Route 91, an easement area encroached upon by
residences near the Wintersburg Channel in Huntington Beach, Crystal Cove, the southern
portion of the Santa Ana River, Orange Park Acres, and North Tustin.
OC San staff will track and prioritize access issues to address key concerns. High-
priority access improvements will continue to be recommended as Small Projects or
additions to an existing CIP project.
Lower-priority access improvements will be recommended within the scope of future CIP
projects where feasible.
2025 Asset Management Plan
85
System Overview - Baker-Main Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – BAKER-MAIN TRUNKLINE
1
Major Assets and Condition Information - Baker-Main Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 18.8 337 58 1 44
> 18” Ø 15.9 245 43 1 24
Reinforced Concrete
15” Ø 0.004 1 32 - 1
> 42" Ø 4.9 50 32 - 3
Ductile Iron
24” - 42” Ø 0.50 3 32 - -
Polyvinyl Chloride
10"–21” Ø 0.04 2 23 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
86
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – BAKER-MAIN TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Missing and Undersized Air Jumpers – One out of 10 inverted siphon/reduction locations in the
Baker-Main Trunkline system do not have air jumpers. Two out of 10 inverted siphon/reduction
locations in the Baker-Main Trunkline system have air jumpers that do not provide adequate air flow
capacity and therefore are undersized.
N/A Project X-129 includes constructing a new air jumper. Project X-078 includes replacing existing air
jumpers with upsized air jumpers or constructing multiple air jumpers in the same location to
provide the required air flow capacity.
Pipeline Defects – CCTV identified several areas with significant fracturing of vitrified clay pipe
(VCP) pipelines. The largest concentration of fractures is in the Fairview Trunkline. There are also
areas of significant root intrusion in and around existing fractures. Some blockages in OC San
sewer mains may have contributed to a local sanitary sewer overflow in Orange in 2021.
Root treatment work is planned to stop root growth and prevent further
damage to the pipelines prior to construction of Project 7-69.
Isolated defects elsewhere not included or near a CIP project have been
identified as high-priority defects. OC San staff are in the process of
determining whether some pipelines can be abandoned or otherwise
grouped together for 7-pack task orders to rehabilitate and/or repair the
pipelines.
Project 6-20 will rehabilitate the entire Fairview Trunkline to address pipeline fractures. Projects 7-
65, 7-69, and X-129 will also address fracturing with rehabilitation work.
Uninspected Gravity Pipelines – One gravity sewer within Plant No. 1 has never been inspected
in the Baker-Main Trunkline system. There is no condition data for this reach to determine field-
adjusted RUL. The downstream manhole is currently inaccessible due to construction activities.
Inspection will be completed after construction activities are completed in the
area via a CCTV work order in coordination with Plant No. 1 Operations.
N/A
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
7-65 Gisler-Redhill Interceptor Rehabilitation
6-20 Fairview Trunk Sewer Rehabilitation
7-69 North Tustin-Orange Sewer Improvements
X-129 South Coast Metro Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
87
System Overview - Bushard Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – BUSHARD TRUNKLINE
Major Assets and Condition Information - Bushard Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 0.03 3 41 - -
> 18” Ø 8.7 97 58 - 10
Reinforced Concrete
≤ 42" Ø 6.3 35 75 - 1
> 42” Ø 5.5 48 26 - -
Fiberglass
≤ 42" Ø 1.0 8 27 - -
Polyvinyl Chloride
≤ 18" Ø 0.15 6 21 - -
> 18” Ø 0.08 2 23 - -
High-Density Polyethylene
22” Ø 0.06 2 27 - -
Steel
12"–26” Ø 0.06 4 16 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
88
System Overview - Bushard Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – BUSHARD TRUNKLINE
Major Assets and Condition Information - Bushard Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Concrete
≤ 48" Ø 35 66 - -
> 48" Ø 167 40 - 3
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
89
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – BUSHARD TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Bushard Diversion Box – Project MP-307 restored valve functionality to the Bushard Diversion Box. However, the
potential for ragging issues still exists in the structure.
N/A Permanent improvements including a change in isolation valve type, etc. are included in Project
X-096.
Improperly Abandoned Manhole Under I-5 – In 2017, CCTV discovered a partially abandoned manhole in the Magnolia
Street sewer underneath the I-5 travel lanes. Subsequent investigations in 2022 confirmed the manhole structure had
significant liner delamination and aggregate visible.
N/A Project FRC-0014 will complete the abandonment of the manhole under I-5.
Manhole Defects – CCTV identified one manhole that has significant liner delamination. N/A Manhole is suitable for repair under the manhole repair and rehabilitation blanket contract.
Missing Air Jumpers – One out of eight inverted siphon/reduction locations in the Bushard Trunkline system does not
have air jumpers.
N/A Project X-130 includes constructing a new air jumper.
Pipeline Defects – CCTV identified an area with significant fracturing of VCP pipelines, primarily in Magnolia Street and
Orangethorpe Avenue in the cities of Anaheim and Fullerton.
N/A Projects X-085 and X2-79 will address all the major fractures by rehabilitating the pipelines.
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FRC-0014 Magnolia Sewer Manhole Abandonment at I-5
X-096 Bushard Diversion Structure Improvements
X-130 McFadden-Bolsa Sewer Rehabilitation
X-085 Hoover-Western Sewer Rehabilitation
X2-79 Fullerton-Brea Sewer Rehabilitation
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
90
System Overview - Coast Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – COAST TRUNKLINE
Major Assets and Condition Information - Coast Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
Vitrified Clay
≤ 18” Ø 2.1 32 66 - 16
> 18” Ø 4.4 58 64 - -
Reinforced Concrete
> 42” Ø 5.0 57 41 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
91
System Overview - Coast Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – COAST TRUNKLINE
Major Assets and Condition Information - Coast Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Concrete
≤ 48" Ø 39 57 - 1
> 48" Ø 111 55 - 2
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
92
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – COAST TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Pipeline Defects – CCTV identified an area with significant fracturing of VCP pipelines, primarily in Lake Street and
Atlanta Avenue. There are also areas of significant root intrusion in and around existing fractures.
Most pipelines in Project X-126 have root intrusion in and around existing
fractures. Root treatment work is planned to stop root growth and prevent
further damage to the pipelines prior to construction of Project X-126.
Project X-126 will address all the major fractures by rehabilitating the pipelines.
Uninspected Gravity Pipelines – Two gravity sewers within Plant No. 2 have never been inspected in the Coast
Trunkline system. There is no condition data for these reaches to determine field-adjusted RUL. A CCTV inspection
was attempted in 2024, and due to flow conditions, CCTV could not be completed. It is suspected heavy flow from
the force mains from Bitter Point Pump Station may be the cause of the adverse flow conditions.
OC San staff plans to re-attempt the CCTV inspections in coordination with the
operation of Bitter Point Pump Station.
N/A
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
X-126 Lake-Atlanta Sewer Rehabilitation
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
93
System Overview - Euclid Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – EUCLID TRUNKLINE
Major Assets and Condition Information - Euclid Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 4.4 79 69 - 5
> 18" Ø 16.0 203 51 - 6
Reinforced Concrete
≤ 42" Ø 2.4 15 53 - -
> 42" Ø 11.6 131 36 - 2
Polyvinyl Chloride
≤ 18" Ø 0.05 5 26 - -
> 18" Ø 0.10 7 16 - -
Steel
10" Ø 0.01 3 16 - -
High-Density Polyethylene
26" Ø 0.05 1 16 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions
2025 Asset Management Plan
94
System Overview - Euclid Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – EUCLID TRUNKLINE
Major Assets and Condition Information - Euclid Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
Concrete
≤ 48" Ø 43 62 1 21
> 48" Ø 333 44 1 29
Brick
≤ 48" Ø 48 65 - 17
> 48” Ø 2 57 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
95
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – EUCLID TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Manhole Defects – CCTV identified areas with significant liner delamination and some structures
with exposed rebar throughout the Euclid Trunkline system, but especially in the vicinity of Coyote
Hills and northern Fullerton.
Nearly all manholes in Projects X2-79 and X-078 may reach the end of their
useful lives prior to construction starting. Therefore, these manholes need
some rehabilitation work performed via the manhole repair and rehabilitation
blanket contract to prevent failure prior to the start of Projects X2-79 and X-078.
Projects X2-79 and X-078 will address most of the liner delamination and exposed rebar by
rehabilitating the manhole structures. Other manholes not included or near a CIP project are
suitable for repair under the manhole repair and rehabilitation blanket contract.
Pipeline Defects – CCTV identified an area with significant fracturing of VCP pipelines in northern
Fullerton. There is also one pipeline with root intrusion in and around existing fractures.
Root treatment work is planned to stop root growth and prevent further damage
to the pipelines prior to construction of Project X2-79.
Project X2-79 will address all the major fractures by rehabilitating the pipelines.
Undersized Air Jumpers – Six out of 12 inverted siphon/reduction locations in the Euclid
Trunkline system have air jumpers that do not provide adequate air flow capacity and therefore
are undersized.
N/A Projects X2-79 and X-078 include replacing existing air jumpers with upsized air jumpers or
constructing multiple air jumpers in the same location to provide the required air flow capacity.
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
X2-79 Fullerton-Brea Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
96
System Overview - Knott Pipelines
Note: Map and data table include IPE pipelines and manholes.
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – KNOTT TRUNKLINE
Major Assets and Condition Information - Knott Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 9.1 130 57 7 13
> 18" Ø 34.9 484 52 2 14
Reinforced Concrete
≤ 42" Ø 4.7 58 31 - -
> 42" Ø 17.2 138 49 - 1
Polyvinyl Chloride
≤ 18" Ø 1.2 17 20 - -
Fiberglass Reinforced Plastic
≤ 42" Ø 0.07 2 17 - -
> 42" Ø 1.1 8 19 - -
High-Density Polyethylene
18" Ø 0.01 2 12 - -
> 18" Ø 0.03 3 16 - -
Ductile Iron
20" Ø 0.02 1 66 - -
Steel
4" Ø 0.02 1 16 - -
Unknown
18” Ø 0.01 2 67 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
97
System Overview - Knott Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – KNOTT TRUNKLINE
Major Assets and Condition Information - Knott Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
Concrete
≤ 48" Ø 272 59 8 40
> 48" Ø 534 44 5 41
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
98
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – KNOTT TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Missing and Undersized Air Jumpers – Five out of 19 inverted siphon/reduction
locations in the Knott Trunkline system do not have air jumpers. One out of 19 inverted
siphon/reduction locations in the Knott Trunkline system has an air jumper that does not
provide adequate air flow capacity and therefore is undersized.
N/A Project X-061 includes constructing a new air jumper at two locations. Project X-078 includes replacing an
existing air jumper with an upsized air jumper or constructing multiple air jumpers in the same location to
provide the required air flow capacity. Three other locations do not require air jumpers due to lack of normal
surcharge conditions at two locations and an infeasible location at the end of a force main.
Manhole Defects – CCTV identified areas with significant liner delamination and some
structures with exposed rebar, primarily in Buena Park, Cypress, and Los Alamitos.
Eleven manholes included in Projects 11-35, X-061, X-085, and X2-79 may
reach the end of their useful lives prior to construction starting. Therefore,
these manholes need some rehabilitation work performed via the manhole
repair and rehabilitation blanket contract to prevent failure prior to the start of
Projects 11-35, X-061, X-085, and X2-79.
Projects 3-60, 3-64C, 11-35, X-061, X-085, X-130, and X2-79 will address most of the liner delamination and
exposed rebar by rehabilitating the manhole structures. Other manholes are suitable for repair under the
manhole repair and rehabilitation blanket contract.
Pipeline Defects – CCTV identified several areas with significant fracturing of VCP
pipelines. Most fractures are concentrated in northern Huntington Beach, Cypress, and
small-diameter sewers owned and operated by the City of Anaheim but maintained by
OC San in the northern central area of the trunkline. There are also areas of significant
root intrusion in and around existing fractures. A blockage due to roots occurred in one
pipe segment in northern Huntington Beach in 2022. Lastly, one pipeline with fractures
also has a very large, encrusted deposit from groundwater infiltration.
Root treatment work was completed to stop root growth and prevent further
damage to the pipelines prior to the construction of Project 11-35.
OC San staff plan to use the industrial cleaning blanket contract to remove
the large deposit to prevent a flow obstruction prior to construction of Project
X-130.
Isolated defects elsewhere not included or near a CIP project have been
identified as high-priority spot repairs. OC San staff are in the process of
grouping point repairs together for 7-pack task orders.
Projects 3-60, 3-64C, 11-35, X-061, X-085, and X-130 will address most fractures by rehabilitating the
pipelines. OC San staff will also coordinate with the City of Anaheim pertaining to operation and maintenance
of the local small-diameter sewers OC San maintains for the City of Anaheim under an active agreement.
Uninspected Gravity Pipelines – Three gravity sewers have never been inspected in
the Knott and Ellis Avenue Trunkline systems. There is no condition data for these
reaches to determine field-adjusted RUL.
A CCTV inspection was attempted in 2025 for a location upstream of the Steve Anderson
Lift Station wet well. The CCTV contractor abandoned the inspection to prevent loss of
the camera equipment to highly turbulent conditions, despite OC San staff lowering the
wet well level as much as feasible.
OC San staff will review inspection technologies as alternatives to CCTV for
the gravity sewer upstream of the Steve Anderson Lift Station wet well.
There are no known access issues for the remaining two uninspected gravity
sewers. Inspections will be completed via future CCTV PM work orders or
separate CCTV work orders.
N/A
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
3-64C Cypress Trunk Sewer Rehabilitation - West
3-60 Knott-Miller Holder - Artesia Branch Rehabilitation
11-35 North Huntington Beach Sewer Rehabilitation
X-130 McFadden-Bolsa Sewer Rehabilitation
X2-79 Fullerton-Brea Sewer Rehabilitation
X-085 Hoover-Western Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
X-061 Imperial Highway Trunk Sewer Rehabilitation
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
99
System Overview - Miller-Holder Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – MILLER-HOLDER TRUNKLINE
Major Assets and Condition Information - Miller-Holder Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(
m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(
y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 2.9 50 65 - 4
> 18" Ø 9.4 114 63 9 5
Reinforced Concrete
> 42" Ø 19.3 101 68 - 1
Ductile Iron
≤ 18" Ø 0.07 5 43 3 -
Polyvinyl Chloride
24" Ø 0.02 1 23 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
100
System Overview - Miller-Holder Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – MILLER-HOLDER TRUNKLINE
Major Assets and Condition Information - Miller-Holder Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Concrete
≤ 48" Ø 68 66 - 5
> 48" Ø 197 64 1 37
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
101
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – MILLER-HOLDER TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Capacity – The Collections Capacity Evaluation Study completed in 2019 conducted a detailed capacity
analysis to identify the location of capacity deficiencies during dry and PWWFs. During existing PWWFs,
capacity issues were identified in a portion of the Hoover-Western Sub-Trunk. However, Project PS20-
02 did not confirm hydraulic analysis results justified the need for a capital improvement project and
recommended more flow monitoring for further hydraulic analysis.
Additional flow monitoring and hydraulic analysis are
recommended to be included in the upcoming Collections
Capacity Study Master Plan Update.
Project X-085 includes upsizing a portion of the Hoover-Western Sub-Trunk to address existing capacity
issues.
Manhole Defects – CCTV identified areas with significant liner delamination and some structures with
exposed rebar, primarily in Buena Park and Westminster.
N/A Projects 3-60, X-078, and X-130 will address most of the liner delamination and exposed rebar by
rehabilitating the manhole structures. Other manholes are suitable for repair under the manhole repair and
rehabilitation blanket contract.
Missing Air Jumpers – Two out of five inverted siphon/reduction locations in the Miller-Holder Trunkline
system do not have air jumpers.
N/A Projects 3-60 and X-078 both include constructing a new air jumper at each location.
Pipeline Defects – CCTV identified several areas with significant fracturing of VCP pipelines. Most
fractures are concentrated in Buena Park and Westminster.
N/A Projects 3-60, X-085, and X-130 will address all the fractures by rehabilitating the pipelines.
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
3-60 Knott-Miller Holder-Artesia Branch Rehabilitation
X-130 McFadden-Bolsa Sewer Rehabilitation
X-085 Hoover-Western Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
102
System Overview - Newhope Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – NEWHOPE TRUNKLINE
Major Assets and Condition Information - Newhope Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18” Ø 3.1 61 51 2 6
> 18” Ø 11.3 168 46 1 3
Reinforced Concrete
> 42” Ø 7.9 42 65 - -
Fiberglass Reinforced Plastic
≤ 42” Ø 0.02 1 7 - -
> 42” Ø 4.5 50 7 - -
Ductile Iron
≤ 18” Ø 0.93 18 30 - 1
> 18” Ø 0.38 7 45 4 -
Cast Iron
12” Ø 0.91 7 66 7 -
Steel
12” Ø 0.07 6 16 - -
Polyvinyl Chloride
≤ 18” Ø 0.03 2 31 1 -
> 18” Ø 0.01 3 21 1 -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
103
System Overview - Newhope Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – NEWHOPE TRUNKLINE
Major Assets and Condition Information - Newhope Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
RU
L
S
c
o
r
e
o
f
4
Concrete
≤ 48" Ø 53 63 1 21
> 48" Ø 304 40 7 53
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
104
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – NEWHOPE TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Broken Siphon – In 2020, CCTV discovered the Olive Sub-Trunk siphon has a hole in the
pipeline. In addition, CCTV showed corrosion issues in upstream manholes due to an ineffective
air jumper.
N/A Project FE20-08 will replace a portion of the Olive Sub-Trunk siphon, rehabilitate other portions,
reconstruct the air jumper, and restore the siphon into service.
Manhole Defects – CCTV identified several areas with significant liner delamination and some
structures with exposed rebar located in Anaheim, Fullerton, Garden Grove, Orange, Placentia,
and Santa Ana. There are also three isolated manholes in the southern reaches of the Newhope
Trunkline system with severe liner detachment, surface aggregate missing, and visible
reinforcement.
20 manholes between Projects 2-73 and 2-78 may reach the end of their
useful lives prior to construction starting. Therefore, these manholes need
some rehabilitation work performed via the manhole repair and rehabilitation
blanket contract to prevent failure prior to the start of Projects 2-73 and 2-78.
Projects FE20-08, FE21-08, 2-73, and 2-78 will address most of the liner delamination and
exposed rebar by rehabilitating the manhole structures. Other manholes are suitable for repair
under the manhole repair and rehabilitation blanket contract.
Pipeline Fracturing – CCTV identified several areas with significant fracturing of VCP pipelines.
Most fractures are concentrated in Fullerton.
N/A Project 2-73 will address all the fractures by rehabilitating or abandoning the pipelines.
Pipeline Tuberculation – CCTV identified a few ductile iron pipelines in Craig Regional Park with
no lining or significant delamination and widespread tuberculation. The last CCTV inspections for
these assets were completed in 2013.
New CCTV inspections are needed for suspected unlined ductile iron
pipelines. CCTV inspection frequency will be increased for all ductile iron pipe
with polyethylene linings. A polyethylene lining system is not typical and not
recommended for ductile iron pipe gravity sewers.
Project 2-73 will address all the delamination and tuberculation by rehabilitating the pipelines.
Uninspected Gravity Pipelines – Nine gravity sewers have never been inspected in the Newhope
Trunkline system. There is no condition data for these reaches to determine field-adjusted RUL.
This includes several cast-iron pipelines in a temporarily out-of-service pipeline in Craig Regional
Park that are largely inaccessible.
N/A All nine gravity sewers, including the temporarily out-of-service cast iron pipelines in Craig
Regional Park, are proposed to be abandoned as part of Project 2-73.
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE20-08 Olive Sub-Trunk Siphon Rehabilitation at Santa Ana River
FE21-08 Newhope-Placentia Sewer Manhole Replacements
2-73 Fullerton-Placentia Sewer Facilities Demolition and Rehabilitation
2-78 Atwood-Santa Ana Canyon Sewer Rehabilitation
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
105
System Overview - Newport Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – NEWPORT TRUNKLINE
Major Assets and Condition Information - Newport Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18” Ø 5.7 113 53 - 12
> 18” Ø 8.2 176 40 - 6
Ductile Iron
≤ 18” Ø 1.3 18 32 - 1
> 18” Ø 2.6 35 36 - 1
Polyvinyl Chloride
≤ 18” Ø 0.13 3 12 - -
> 18” Ø 2.6 36 25 - -
High-Density Polyethylene
≤ 18” Ø 0.13 2 33 - -
> 18” Ø 0.66 14 31 - -
Cast Iron
≤ 18” Ø 0.12 2 50 - -
Reinforced Concrete
48” Ø 0.02 1 13 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
106
System Overview - Newport Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – NEWPORT TRUNKLINE
Major Assets and Condition Information - Newport Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Concrete
≤ 48" Ø 98 71 1 18
> 48" Ø 297 31 - 11
Fiberglass Reinforced Plastic
≤ 48" Ø 2 18 - -
> 48" Ø 2 21 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
107
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – NEWPORT TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Manhole Defects – CCTV identified several areas with significant liner delamination and some
structures with exposed rebar concentrated in East Coast Highway and Fifth Avenue.
One manhole in Project 5-69 may reach the end of its useful life prior to
construction starting. Manhole coring work and lidar scanning is in progress to
perform further analysis and confirm the RUL of the manhole.
Project 5-69 will address most of the liner delamination and exposed rebar by rehabilitating the
manhole structures. Other manholes are suitable for repair under the manhole repair and
rehabilitation repair blanket contracts.
Missing and Undersized Air Jumpers – One out of two inverted siphon locations in the Newport
Trunkline system do not have air jumpers. The second inverted siphon location in the Newport
Trunkline system has air jumpers that do not provide adequate air flow capacity and are therefore
undersized.
Both inverted siphon locations in the Newport Trunkline system will be
inspected under Project PS25-01.
Project 5-69 includes the construction of new sewer to replace the inverted siphon. Project X-078
includes replacing existing air jumpers with upsized air jumpers or constructing multiple air
jumpers in the same location to provide the required air flow capacity.
Pipeline Fracturing – CCTV identified several areas with significant fracturing of VCP pipelines.
The fractures are scattered throughout the Newport Trunkline system.
Root treatment work is planned to stop root growth and prevent further damage
to the pipelines prior to construction of Project 5-69.
Isolated defects elsewhere not included or near a CIP project have been
identified as high-priority point repairs. OC San staff are in the process of
grouping spot repairs together for 7-pack task orders.
Project 5-69 will address the fractures by rehabilitating the pipelines.
Pipeline Tuberculation – CCTV identified ductile iron pipes in East Coast Highway with
significant liner delamination and tuberculation.
CCTV inspection frequency will be increased for all ductile iron pipe with
polyethylene linings. A polyethylene lining system is not typical and not
recommended for ductile iron pipe gravity sewers.
Project 5-69 will address the liner delamination and tuberculation by rehabilitating the pipelines.
Uninspected Gravity Pipelines – Four gravity sewers have never been inspected in the Newport
Trunkline system. There is no condition data for these reaches to determine field-adjusted RUL.
For one gravity sewer within Plant No. 2, a CCTV inspection was attempted in 2024 but could not
be completed due to flow conditions. It is suspected that heavy flow from the force mains from
Bitter Point Pump Station may be the cause of the adverse flow conditions. One gravity sewer in
Back Bay Drive is constantly accumulating debris and must be inspected immediately after
cleaning. Another gravity sewer upstream of Bitter Point Pump Station is normally surcharged by
the pump station’s wet well downstream. The last gravity sewer has no known access issues.
OC San staff plans to re-attempt two of the CCTV inspections in coordination
with the operation of Bitter Point Pump Station. Additionally, OC San staff plans
to re-attempt the Back Bay Drive sewer inspection immediately after a future
cleaning. Inspections will be completed via future CCTV PM work orders or
separate CCTV work orders.
N/A
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
PS25-01 Siphon Assessments in Anaheim, Newport Beach, and Orange
5-69 East Coast Highway Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
108
System Overview - SARI Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – SARI TRUNKLINE
Major Assets and Condition Information - SARI Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
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No
.
o
f
P
i
p
e
s
w
i
t
h
R
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L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 5.0 113 60 43 11
> 18" Ø 17.4 266 46 - 7
Reinforced Concrete
42" Ø 1.5 19 42 - -
> 42" Ø 20.5 119 49 - 1
Fiberglass Reinforced Plastic
≤ 42" Ø 0.29 2 16 - -
> 42" Ø 3.6 39 14 - -
High-Density Polyethylene
≤ 18" Ø 0.54 4 11 - -
> 18" Ø 0.74 3 14 - -
Ductile Iron
> 18" Ø 0.80 10 38 2 2
Steel
30" Ø 0.03 2 14 - -
Polyvinyl Chloride
12" Ø 0.01 1 9 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
109
System Overview - SARI Manholes
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – SARI TRUNKLINE
Major Assets and Condition Information - SARI Manholes
Asset Type
No
.
o
f
M
a
n
h
o
l
e
s
Av
e
r
a
g
e
A
g
e
(
y
e
a
r
s
)
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
M
a
n
h
o
l
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Concrete
≤ 48" Ø 128 64 8 81
> 48" Ø 393 44 1 70
Fiberglass Reinforced Plastic
> 48" Ø 49 14 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
110
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – SARI TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Capacity – The Collections Capacity Evaluation Study completed in 2019 conducted a
detailed capacity analysis to identify the location of capacity deficiencies during dry and
PWWFs. During existing PWWFs, capacity issues were identified in the Taft Branch.
N/A Project 2-49 will address existing wet weather capacity issues in the Taft Branch.
Manhole Defects – CCTV identified widespread areas with significant liner delamination
and some structures with exposed rebar. The defects are primarily concentrated in Anaheim,
Orange, and Placentia.
Some manholes in Projects 2-78 and X-134 may reach the end of their useful lives prior to
construction starting. Therefore, these manholes need some rehabilitation work performed via
the manhole repair and rehabilitation blanket contract to prevent failure prior to the start of
Projects 2-78 and X-134.
Projects 2-49, 2-73, 2-78, and X-134 will address most of the liner delamination and
exposed rebar by rehabilitating the manhole structures. Other manholes are suitable for
repair under the manhole repair and rehabilitation and manhole frame and cover repair
blanket contracts.
Missing and Undersized Air Jumpers – Four out of 13 inverted siphon/reduction locations
in the SARI Trunkline system do not have air jumpers. Two out of 13 inverted
siphon/reduction locations in the SARI Trunkline system have air jumpers that do not provide
adequate air flow capacity and are therefore undersized.
One location is a dual-barrel inverted siphon underneath the Santa Ana River channel with no
nearby bridges that could be used for typical air jumper construction. Existing maintenance
needs and issues with deep air jumper systems with condensate pumps are significant. There
are also no residences nearby the upstream and downstream manholes. Therefore, OC San
staff recommend performing additional monitoring and testing if there is sufficient H2S and air
pressure to warrant constructing an air jumper of any type.
Projects 2-78 and X-134 include constructing a new air jumper at three locations.
Projects 2-78 and X-078 include replacing existing air jumpers with upsized air jumpers
or constructing multiple air jumpers in the same location to provide the required air flow
capacity.
Pipeline Defects – CCTV identified several areas with significant fracturing of VCP
pipelines. Most fractures are concentrated in Anaheim and Orange.
N/A Projects 2-73, 2-78, and X-134 will address fracturing issues by rehabilitating the
pipelines.
Unlined Ductile Iron Pipe – There are four pipeline assets that according to record
information are unlined ductile iron pipe and have significantly surpassed their theoretical
RUL based on installation date. The inverted siphon barrels have never been inspected.
Two gravity pipes were re-inspected and confirmed to be unlined ductile iron pipe in poor but
not severe condition. Inverted siphon barrels are to be inspected under Project PS25-01.
Continued monitoring of the gravity pipes is recommended until the inverted siphon barrels
are also inspected.
Ductile iron pipelines with less than 10 years of RUL will be grouped into either 7-pack
task orders or a new Small Project.
Uninspected Gravity Pipelines – One gravity sewer in the SARI Trunkline system has
never been inspected. There is no condition data for this reach to determine field-adjusted
RUL. This gravity sewer has a tight horizontal curve that may not allow for CCTV inspection
and is blocked by a diversion board.
OC San staff to discuss CCTV inspection approach with pipeline CCTV contractor. N/A
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
2-49 Taft Branch Improvements
PS25-01 Siphon Assessments in Anaheim, Newport Beach, and Orange
2-73 Fullerton-Placentia Sewer Facilities Demolition and Rehabilitation
X-134 Olive-Taft Sewer Rehabilitation
2-78 Atwood-Santa Ana Canyon Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
111
System Overview - Sunflower Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – SUNFLOWER TRUNKLINE
Major Assets and Condition Information - Sunflower Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
4
Vitrified Clay
≤ 18" Ø 7.2 149 49 - 5
> 18" Ø 17.9 259 51 - 8
Reinforced Concrete
42" Ø 1.3 9 54 - -
> 42" Ø 7.5 68 48 - -
Ductile Iron
20" – 24" Ø 0.64 13 31 1 -
Reinforced Plastic Mortar
15" Ø 0.11 3 54 - -
Polyvinyl Chloride
30" Ø 0.05 3 17 - -
Asbestos Cement
10" Ø 0.04 1 61 1 -
Unknown
18" Ø 0.01 1 8 - -
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
112
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – SUNFLOWER TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Missing and Undersized Air Jumpers – Two out of 11 inverted siphon/reduction locations in
the Sunflower Trunkline system do not have air jumpers. Four out of 11 inverted
siphon/reduction locations in the Sunflower Trunkline system have air jumpers that do not
provide adequate air flow capacity and are therefore undersized.
N/A Project X-129 includes constructing a new air jumper at one location, but the second location does not
require an air jumper due to lack of normal surcharged conditions. Project X-078 includes replacing
existing air jumpers with upsized air jumpers or constructing multiple air jumpers in the same location
to provide the required air flow capacity.
Pipeline Defects – CCTV identified several areas with significant fracturing of VCP pipelines.
Most fractures are concentrated in Orange and Santa Ana with others located in Newport
Beach and Tustin.
Root treatment work is planned to stop root growth and prevent further
damage to the pipelines prior to construction of Project X-066.
Projects FRC-0007, 7-69, X-066, and X-129 will address fractures by rehabilitating the pipelines.
Uninspected Gravity Pipelines – One gravity sewer in the Sunflower Trunkline system has
never been inspected. There is no condition data for this reach to determine field-adjusted
RUL.
N/A This gravity sewer is proposed to be abandoned-in-place as part of Project 7-68 (see Collection
System - Pump Station Summary for project information).
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
FE18-13 Redhill Relief Sewer Relocation at SR-55
FRC-0007 Redhill Relief Sewer Liner Repair at SR-55
7-69 North Tustin-Orange Sewer Rehabilitation
X-129 South Coast Metro Sewer Rehabilitation
X-066 Orange Park Acres Sewer Rehabilitation
X-078 Inverted Siphon and Air Jumper Improvements
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
113
System Overview - Talbert Pipelines
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – TALBERT TRUNKLINE
Major Assets and Condition Information - Talbert Pipelines
Asset Type
To
t
a
l
L
e
n
g
t
h
(m
i
l
e
s
)
No
.
o
f
P
i
p
e
s
Av
e
r
a
g
e
A
g
e
(y
e
a
r
s
)
No
.
o
f
P
i
p
e
s
w
i
t
h
R
U
L
Sc
o
r
e
o
f
5
No
.
o
f
P
i
p
e
s
w
i
t
h
R
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L
Sc
o
r
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o
f
4
Vitrified Clay
≤ 18" Ø 0.13 6 50 2 1
> 18" Ø 5.0 70 72 40 4
Reinforced Concrete
42" Ø 1.1 10 57 1 9
> 42" Ø 2.1 29 55 3 17
Please see the comprehensive Acronyms and Abbreviations list for definitions.
2025 Asset Management Plan
114
ASSET MANAGEMENT SUMMARY – COLLECTION SYSTEM – TALBERT TRUNKLINE
Key Issues
Key Issues Short-Term Actions and Recommendations Long-Term Actions and Recommendations
Capacity – The Collections Capacity Evaluation Study completed in 2019 conducted a detailed capacity
analysis to identify the location of capacity deficiencies during dry and PWWFs. During existing PWWFs,
capacity issues were identified in the entire Greenville Trunkline. Project PS20-02 also confirmed hydraulic
analysis results justified the need for a capital improvement project.
N/A The entire Greenville Trunkline is proposed to be transferred to the City of Santa Ana and will no longer be an OC San
asset.
Missing Air Jumpers – Five out of six inverted siphon locations in the Talbert Trunkline system do not
have air jumpers.
N/A Projects 1-23 and X-129 include constructing new air jumpers at three locations. The two remaining locations are
included in the assets proposed to be transferred to the City of Santa Ana and will no longer be OC San assets.
Pipeline Fracturing – CCTV identified one VCP pipeline segment with significant fracturing. N/A Project X-129 will rehabilitate the fractured pipeline segment.
Reinforced Concrete Pipe Corrosion Damage – Most of the reinforced concrete pipe pipeline of the
Talbert Trunkline between I-405 and Bristol Street has moderate to severe surface aggregate loss in areas
not rehabilitated by past Project 1-17.
N/A Project 1-23 will rehabilitate the pipeline segments with moderate to severe surface aggregate loss.
Current and Future Projects
Project No. Project Title
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
20
3
5
20
3
6
20
3
7
20
3
8
20
3
9
1-23 Santa Ana Trunk Sewer Rehabilitation
X-129 South Coast Metro Sewer Rehabilitation
Please see the comprehensive Acronyms and Abbreviations list for definitions.
Types of Project Legend: CIP – Planning CIP – Design CIP – Construction Maintenance Project
2025 Asset Management Plan
115
Project No. Project Title Impacted Facilities Description of Work FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 FY 32/33 FY 33/34 FY 34/35 FY 35/36 FY 36/37 FY 37/38 P2-119 Central Generation Rehabilitation at Plant No. 2 Central Generation • Rehabilitation of engine generator support systems. J-117B Outfall Low Flow Pump Station Battery Backup, Switchgear, Motor Control Centers • Replace legacy battery systems, switchgear, and motor control center equipment. FE20-04 CenGen Cooling Water Pipe Replacement at Plant No. 2 Plant Water Piping • Replace existing plant water piping with new. J-135B Engine and Generator Overhauls Engine Generator • Overhaul the Engine Generators Numbers 1, 3, and 5. PRN-00536 Instrument Air Compressor Replacement Instrument Air Compressor System, and appurtenances • Install two new instrument air compressors and appurtenances. PRN-00211 Engine Lube Oil System Controls Upgrade Engine Generator • Install new instrumentation and controls onto the existing units. PRN-00427 Engine Emission Control System Redesign Engine Emission Control • Analyze and design new Catalyst Housings. PRN-00915 Engine Protection System Upgrade Engine Generator • Upgrade the Engine Condition Monitoring System on each engine. AI-195 Exhaust Heat Recovery Boiler Repair Heat Recovery System • Inspect and repair Boiler pressure vessels as required to maintain safety and reliability. AI-226 Engine Ignition Control System Obsolescence Repair Engine Generator • Install new ignition control systems onto each engine genset. AI-170 Engine PLC Upgrade Engine Generator • Pilot test a new engine PLC and replace obsolete PLCs with new ones.
3 Program Monitoring and Improvements
3.1 Program Monitoring
OC San has metrics to monitor and evaluate the Asset Management Program progress and
realized benefits. The metrics have been chosen to directly relate to the Asset Management
Program key objectives as follows:
• Take a proactive approach to repair, rehabilitate, and replace assets.
• Ensure assets are reliable and operating when needed.
• Minimize unplanned outages and equipment downtime.
• Manage risks associated with asset or service impairment through asset performance
optimization.
• Develop cost-effective management strategies for the long term.
• Strive to implement world-class asset management strategies through continual
improvement in OC San’s asset management practices.
The following metrics and maintenance key performance indicators (KPIs) were chosen to
demonstrate the effectiveness of the Asset Management Program and establish a baseline by
which to gauge future performance:
• Proactive maintenance percent is the percent of PM as a total of all maintenance
activities and demonstrates the effectiveness of the maintenance program (proactive
versus reactive). The percent of PM includes both predictive and PM of the assets.
• Break-in percent illustrates the amount of emergency work (or reactive work) as a
percent of total work in the process area. The break-in percent metric will give OC San
personnel a better understanding of unplanned outages and the causes of equipment
downtime. In Maximo®, the EAM system, this is described as a Level 50 priority. This is
also described as break-in work that is deemed “emergency” or “extremely urgent” by
staff.
• Maintenance costs and labor hours are presented by process area to illustrate the total
resources devoted to maintaining the process areas. The methods used to calculate each
metric are included in Appendix E. As the maintenance program moves toward a more
proactive state, these proportionate costs and labor hours should decline over time.
• Collections level of service results for sanitary sewer overflow (SSO) per 100 miles of
sewer, odor complaints in the collection system, and the CCTV inspection program
demonstrate the effectiveness of the combined efforts of Collections Maintenance, the
Regional Odor and Corrosion Control System (ROCCS) program, and the Gravity
Collections Condition Assessment Program as they pertain to asset management.
The metric data were sourced from Maximo® from fiscal year databases for FY 2020–2021
through FY 2024–2025 and are included in Appendix E for reference.
3.2 Program Metrics
3.2.1 Proactive Maintenance Percent
The proactive maintenance percent is the proportion of PM tasks compared to the total amount
of maintenance performed. An increase in proactive maintenance percent represents a shift
from a reactive to a proactive maintenance program. Table 3-1 and Table 3-2 provide the
annual average of the proactive maintenance percent for both Reclamation Plant No. 1 and
Reclamation Plant No. 2 for the past 5 years to illustrate recent trends and changes. For data
from earlier years, refer to previous annual AMPs. For PM goals, OC San typically aims for a
higher proportion of maintenance activities to be preventive rather than corrective, often
targeting around 70 to 80% preventive and 20 to 30% corrective, as these ratios tend to
2025 Asset Management Plan
116
optimize efficiency and cost effectiveness. OC San emphasizes a strong focus on PM to
minimize unplanned corrective actions.
Many of the process areas at both plants were at or below 60%, indicating that improvement in
this area is likely over time as proactive maintenance programs are optimized and older facilities
are replaced.
Table 3-1. Proactive Maintenance Percent for Reclamation Plant No. 1
Process Area FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Preliminary 39% 25% 41% 20% 18%
Primary 32% 40% 37% 46% 29%
Interplant 82% 59% 34% 17% 35%
Activated Sludge 64% 56% 58% 50% 44%
Trickling Filters 53% 47% 46% 46% 28%
Digesters 46% 47% 42% 37% 23%
Solids Handling Facilities 42% 44% 60% 46% 35%
Central Power Generation 62% 62% 53% 57% 51%
Electrical Distribution 65% 77% 77% 80% 70%
Utilities 30% 26% 32% 20% 25%
Table 3-2. Proactive Maintenance Percent for Reclamation Plant No. 2
Process Area FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Preliminary 59% 55% 38% 36% 29%
Primary 35% 38% 36% 30% 26%
Activated Sludge 53% 50% 48% 43% 30%
Trickling Filters 57% 61% 49% 61% 62%
Effluent Disposal 35% 59% 39% 37% 25%
Digesters 55% 51% 47% 41% 33%
Solids Handling Facilities 53% 41% 49% 51% 35%
Central Power Generation 50% 67% 48% 48% 45%
Electrical Distribution 74% 75% 69% 64% 59%
Utilities 44% 43% 45% 35% 39%
At Plants No. 1 and No. 2, the proactive maintenance percent for the solids handling facility is
showing an increasing trend over the past 5 years, demonstrating the effectiveness of the
maintenance program. The proactive maintenance percent for preliminary treatment at Plant
No. 1 is in the lower range because Project P1-105, Headworks Rehabilitation, is in
construction. Corrective maintenance of high-rate mixing pumps at Plant 1 digesters increased
in FY 2024-2025 compared to the previous fiscal year. Major service at the thickening centrifuge
spare unit and Dewatering Centrifuge 2 replacement were among the noteworthy tasks at the
solids handling facility. Activated Sludge Facility No. 1 is another aging facility at Plant No. 1 that
had a higher percentage of corrective maintenance last year. At Plant 2, digesters, solids
handling, and Activated Sludge facilities received an increased number of corrective
maintenance activities.
Overall, the pump stations have proactive maintenance percentages over 50% as shown in
Table 3-3. Decreases in percentages are indicative of emergency work that was required and
will be reflected in the break-in percentage illustrated later in this chapter. A Street and
Westside and Yorba Linda Pump Stations had a 25% decline in PM work last year. The main
2025 Asset Management Plan
117
issues at pump stations were recurring electrical and instrumentation problems resulting in the
significant reduction in PM work.
Table 3-3. Proactive Maintenance Percent for Pump Stations
Pump Station FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
A Street 85% 67% 60% 72% 47%
15th Street 85% 85% 84% 62% 73%
Lido 42% 72% 50% 38% 59%
Bay Bridge 34% 45% 37% 56% 45%
Rocky Point 84% 76% 69% 51% 47%
Bitter Point 76% 84% 74% 69% 62%
Seal Beach 65% 50% 61% 38% 25%
Westside 74% 80% 64% 73% 48%
Edinger 79% 74% 44% 69% 63%
Slater 86% 73% 78% 59% 60%
College 69% 86% 72% 64% 42%
Crystal Cove 91% 80% 90% 55% 69%
Yorba Linda 92% 99% 80% 82% 55%
Main Street 66% 76% 74% 69% 51%
MacArthur 88% 83% 61% 71% 50%
Table 3-4 demonstrates average percent of proactive work orders for the process areas at each
plant (not including the interplant, effluent disposal, electrical, and utilities) and the pump
stations. The data shows a slight decreasing trend in the annual average proactive work for both
plants and pump stations.
Table 3-4. Annual Average Proactive Work for Process Areas
Proactive Work FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Plant No. 1 47% 53% 45% 43% 33%
Plant No. 2 49% 52% 45% 44% 37%
Pump Stations 74% 75% 67% 62% 53%
3.2.2 Break-in Percent
Break-in percent illustrates the amount of emergency work (or reactive work) as a percent of
total maintenance work hours in the process area. Typically, the break-in percent metric should
track closely with the inverse of the proactive maintenance percent because one is a measure
of the proactive maintenance program and the other is a measure of unplanned outages or a
reactive maintenance response (service requests with priority 40 and 50 levels). Success in
break-in percentage is measured as a consistent downward trend over time. for Plant No. 1 are
shown in Table 3-5 and break-in percentages for Plant No. 2 are shown in Table 3-6.
The Plant No. 1 Preliminary Treatment Area had a high break-in percent and a decrease in
proactive maintenance due to Project P1-105 construction and equipment shutdown demands.
Last year, the break-in percentage peaked at 37% in the Interplant area due to vandalism in the
area south of Plant No. 1.
The Primary Treatment Area has shown relative stability in break-ins. Although there was a
slight increase in FY 2024–2025 due to mechanical issues at basins in addition to a reclaimed
line break and repairs and the aging odor control facility, the trend is generally stable. Utility
break-ins also stayed above 30%, with the majority of issues associated with plant water and
2025 Asset Management Plan
118
reclaimed water line repairs. The remaining areas at Plant No. 1 have shown stable trends with
overall numbers below 30%.
At Plant No. 2, the data shows an increase in break-in percent in areas with current construction
projects and the need for shutdowns and tie-ins, including J-117B. All process areas had break-
in percentages within the acceptable range of below 30% at Plant No. 2, with the Solids
Handling and Effluent Disposal areas showing improving trends.
Table 3-5. Break-in Percent for Reclamation Plant No. 1
Process Area FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Preliminary 24% 43% 29% 55% 42%
Primary 23% 28% 38% 25% 27%
Interplant 7% 0% 61% 26% 37%
Activated Sludge 11% 8% 9% 15% 12%
Trickling Filters 18% 36% 21% 26% 24%
Digesters 27% 19% 24% 17% 20%
Solids Handling Facilities 24% 20% 16% 27% 22%
Central Power Generation 14% 23% 25% 20% 25%
Electrical Distribution 10% 6% 7% 13% 12%
Utilities 26% 21% 24% 36% 31%
Table 3-6. Break-in Percent for Reclamation Plant No. 2
Process Area FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Preliminary 11% 17% 25% 22% 24%
Primary 23% 26% 25% 22% 21%
Activated Sludge 10% 12% 16% 18% 29%
Trickling Filters 19% 22% 27% 13% 20%
Digesters 13% 12% 11% 26% 22%
Solids Handling Facilities 21% 26% 26% 28% 16%
Central Power Generation 20% 13% 9% 23% 25%
Electrical Distribution 14% 6% 15% 18% 18%
Utilities 15% 29% 16% 13% 16%
Effluent Disposal 15% 17% 24% 28% 13%
The pump station break-in percent is shown in Table 3-7. Lido, Seal Beach, Edinger, and
College had the most break-ins during the last year mainly due to electrical, instrumentation,
and alarm issues. Many aging pump stations, such as Bay Bridge, Edinger, and Slater, also had
a high break-in percent that reflects their RUL and age. Bay Bridge and Edinger Pump Stations
have replacement projects that are in progress, while Slater Pump Station rehabilitation is
scheduled to start in a few years. The Seal Beach Pump Station Replacement Project is
currently under construction and is demonstrating lower proactive maintenance activity and a
higher break-in percentage. On average, 75% of the pump stations had a break-in percentage
of less than 30%.
2025 Asset Management Plan
119
Table 3-7. Break-in Percent for Pump Stations
Pump Station FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
A Street 6% 7% 31% 18% 29%
15th Street 6% 12% 11% 22% 19%
Lido 35% 24% 44% 38% 38%
Bay Bridge 31% 38% 31% 23% 27%
Rocky Point 7% 13% 19% 46% 29%
Bitter Point 14% 11% 25% 19% 22%
Seal Beach 20% 36% 25% 28% 40%
Westside 3% 14% 18% 16% 18%
Edinger 0% 22% 53% 27% 40%
Slater 3% 16% 13% 25% 23%
College 11% 12% 24% 35% 38%
Crystal Cove 6% 1% 4% 9% 9%
Yorba Linda 10% 0% 5% 19% 10%
Main Street 4% 1% 12% 21% 22%
MacArthur 11% 1% 18% 23% 19%
Table 3-8 shows an average break-in percentage for Plant Nos. 1 and 2 and the pump stations.
On average, Plant No. 1 and pump stations had a higher break-in percentage than Plant No 2.
This year’s break-in percentages have remained consistent with last year’s.
Table 3-8. Annual Average of Break-in Percentages for OC San Facilities
Process Area FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Plant No. 1 18% 21% 25% 26% 25%
Plant No. 2 16% 18% 19% 21% 20%
Pump Stations 11% 14% 22% 25% 25%
The trend in emergency call-back work for electrical and mechanical assets is shown on
Figure 3-1 and Figure 3-2, respectively, and reflects the demand older assets can have on
maintaining the reliability of a facility.
2025 Asset Management Plan
120
Figure 3-1. Electrical Emergency Work Orders
Figure 3-2. Mechanical Emergency Work Orders
The number of electrical “emergency” work orders and associated hours increased primarily due
to electrical outages at the pump stations. The mechanical emergency work increased primarily
due to Plant No. 1 headworks and primary treatment mechanical failures. Two major emergency
works at Plant No. 1 were the issues associated with Power Building 2 12kV switchgear and
headworks MSP-2 repairs. In FY 2024-2025, on average, about 50% of emergency mechanical
call backs were to support issues at Plant No. 1, mainly at the solids handling facility to support
centrifuges and the cake pump. Plant No. 2 also had the highest number of break-ins at the
solids handling facility. Electrical break-in and emergency work is expected to trend down as
more electrical projects are implemented to replace or upgrade aging assets (e.g., P1-105, FR1-
0018).
0
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Electrical Emergency Work Orders -
Call-Back and Overtime Hours
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Mechanical Emergency Work Orders -
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3.2.3 Maintenance Costs and Labor Hours
OC San uses the maintenance costs and labor hours over time as trend indicators to indicate
the number of resources devoted to reliably maintaining the process areas. Figure 3-3 shows
maintenance costs (materials and services) per fiscal year, broken down by process area at
Plant No. 1. Solids handling and digesters are consistently high-cost areas. Dewatering
Centrifuge No. 3 bearing replacement, major service for the thickening centrifuge spare unit,
and repairing digester mixing pumps were among the costliest maintenance activities.
The data indicate that there was a large increase in maintenance costs at the Plant No. 1
Primary Treatment Area in FY 2024–2025. Repair of Clarifier 8 and 28 chains and flights and
Sedimentation Basin 16/18 sludge pump no. 1 were among the costliest maintenance activities.
Figure 3-3. Graph of Maintenance Costs (Materials and Services) at Plant No. 1
Figure 3-4 shows Maintenance labor hours by fiscal year, broken down by process area at Plant
No. 1. The labor hours are high at the Plant No. 1 secondary facility because of the older
equipment at AS1, which is scheduled for rehabilitation under Project P1-140. The labor hours
are also high at the solids handling facility because the thickening and dewatering process has
more complex equipment that requires more staff to operate and maintain. In FY 2024–2025,
Final Clarifier 18 chain and flight repair, Sunflower Pump 2 bearing replacement and Biotower
No. 10 fan repair were among the most labor-intensive activities at Plant No. 1. Overall, the
labor hour graph follows the same trend as material and services.
$-
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$400,000
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$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
Plant 1 Maintenance Cost -Materials & Services
FY21/22 FY22/23 FY23/24 FY24/25
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Figure 3-4. Graph of Maintenance Labor Hours at Plant No. 1
Figure 3-5 and Figure 3-6 present the maintenance costs (materials and services) and labor
hours per fiscal year, broken down by process area at Plant No. 2. Maintenance costs at Plant
No. 2 were significantly higher in FY 2024–2025 for the trickling filters, primarily due to the
replacement of all the three (Trickling Filters A through C) center mast assemblies, which cost
around $2.75 million in service charges. West RAS Pump 3 was also damaged last year from
excessive vibration, and it was repaired in May 2025 with significant material costs and service
charges.
In the activated sludge treatment area, Final Clarifier C flight repairs, Gas Compressor #2
service, Bar Screen #4 electrical issue repair, and Activated Sludge Reactors G and H oxygen
supply valve replacement were among the most labor-intensive maintenance activities.
At the trickling filter area, labor hours remain relatively low compared to other areas, which
indicates a less labor-intensive process with fewer mechanical components.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Plant 1 Maintenance Labor Hours
FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
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Figure 3-5. Graph of Maintenance Costs (Materials and Services) at Plant No. 2
Figure 3-6. Graph of Maintenance Labor Hours at Plant No. 2
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Maintenance labor hours and costs for the pump stations are included in Figure 3-7 and
Figure 3-8. Significant increases in labor and material costs occurred at the Bay Bridge, Bitter
Point, and A Street Pump Stations. At Bay Bridge, MSP-2 was repaired, resulting more than
$102,000 in total repair cost (materials and services). In addition, MSP-4 was replaced, with
more than $25,000 in material costs. Currently, Project 5-67, Bay Bridge Pump Station
Replacement, is under construction to replace the existing pump station, which is one of OC
San’s oldest pump stations. The new PLC rack installation at Bitter Point was the costliest Work
Order in FY 2024–25, totaling $71,000. The pump station also shows high labor hours
associated with MSP-5 repairs (Figure 3-8).
At the A Street Pump Station, MSP-1 was removed and sent to the rebuild shop for repair,
which resulted in a substantial rise in maintenance costs. Figure 3-8 shows an increase in labor
hours at the Slater Pump Station compared to last year, attributed to the MSP-2 VFD failure and
repair.
Figure 3-7. Graph of Pump Station Maintenance Costs (Materials and Services)
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Pump Station Mainteance Costs -Materials & Services
FY20/21 FY21/22 FY22/23 FY23/24 FY24/25
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Figure 3-8. Graph of Pump Station Maintenance Labor Hours
3.2.4 Collections Level of Service Results
OC San monitors several levels of service goals pertaining to the collection system as a whole,
but a select subset are relevant to the activities, goals, and effectiveness of asset management.
This subset of collections level of service targets and results for the last 5 fiscal years are
presented in Table 3-9. The level of service goals for SSO and odor complaints were achieved
in FY 2024–2025, but the level of service goals for CCTV inspections were not achieved due to
unforeseen challenges as explained below.
SSO events are primarily caused by debris accumulation from daily wastewater flows as well as
root intrusion. Regular maintenance activities of Collections to clean sewers and the CCTV
program serve to identify potential SSOs and prevent them from occurring. Also refer to
Section 3.4.2.1 for details on the root control blanket contract for further PM efforts. In FY 2024–
2025, there were zero reported SSOs in the collection system.
Nuisance odors are actively managed by the ROCCS program through regular chemical dosing
and caustic dumps at key locations, H2S monitoring, etc. The number of odor complaints are
monitored to determine the effectiveness of chemical dosing, flow diversions, and other
methods to mitigate nuisance odors and prevent resulting corrosion damage to OC San’s
Collection assets. Given the precision and effectiveness of the ROCCS program, the number of
odor complaints has been below the level of service target for the past 5 fiscal years.
The condition of assets in the collection system are monitored via the CCTV program, which
inspects all gravity sewer and manhole assets every 5 years. OC San manages three CCTV
0
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contractors that provide inspection media and report to OC San with asset details as well as
defects discovered per National Association of Sewer Service Companies (NASSCO)
standards. Since the unexpected departure of its primary pipeline and manhole CCTV
contractor in 2024, OC San has restored the full capacity of its pipeline CCTV program and met
the level of service goal for CCTV pipeline inspections for FY 2024–2025. OC San could not
meet the level of service goal for manhole CCTV inspections for FY 2024–2025, but the
procurement for a new primary manhole CCTV contractor was completed in 2025. Therefore,
OC San is ramping up manhole CCTV inspections to meet the level of service goal for FY
2025–2026 and beyond.
In November 2020, OC San started conducting routine inspections of the collection
system manholes. OC San has been collating all manhole CCTV inspection data into the
Asset Management Program Info360 Asset software for further evaluation and to continue
building a comprehensive database of CCTV inspection data. Now that about 2,806 (64%) of
OC San’s manholes have been inspected since the start of the manhole CCTV program, OC
San can more accurately define future gravity sewer projects for manhole rehabilitation and
replacement.
Table 3-9. Collections Level of Service Results
Description
Level of
Service
Target
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
SSO per 100 miles < 2.1 1.3 0.3 0.3 0 0
Number of Odor
Complaints
12 7 4 11 10 9
Miles of Pipeline
CCTV Inspections
70 60 71.9 69.1 38.4 71.1
Number of Manhole
CCTV Inspections
880 465 813 948 373 246
3.3 Maintenance Planning
OC San uses Maximo® as the computerized maintenance management system. All
maintenance-related activities are stored in Maximo®. In short, the information in Maximo®
makes up OC San’s Maintenance Plan. Maintenance planning primarily consists of PM and
PdM work orders. Currently, OC San proactively maintains over 66,000 assets stored in
Maximo®. This includes non-process-related assets such as HVAC equipment, lighting, mobile
equipment, etc. For the assets associated with process and treatment, there are typically
approximately 7,400 active PM work orders, and on average, 285 of those PM work orders are
related to PdM activities. A current summary and breakdown of the PMs and PdMs are shown
on Figure 3-9.
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Figure 3-9. PM Workorder Breakdown by Both Craft and Frequency
3.3.1 Projected Maintenance Costs
The projected maintenance costs for the next fiscal year are shown in Table 3-10. This accounts
for materials and services only but is inclusive of both reclamation plants and the collection
system. For historical maintenance expenditures, please refer to Chapter 4.
Table 3-10. Projected Maintenance Costs Next Fiscal Year
FY
2024–2025
Projected Maintenance Costs $23.07 million
3.4 Asset Management Program Accomplishments
Another way to measure Asset Management Program performance and effectiveness is by
exploring the accomplishments. The accomplishments identified in the following sections are
important because they focus on both long-term planning and accomplishments that helped
extend the useful life of critical assets, increase reliability, and reduce corrective maintenance
and break-ins, allowing OC San to meet the key objectives of the program.
3.4.1 Condition Assessment Program
Condition assessments are a key component of the Asset Management Program because they
provide vital information with respect to the condition and life expectancy of critical plant and
collections process structures and equipment. Condition assessments are planned in advance and
often conducted during scheduled maintenance activities. The Asset Management Team completed
approximately 38 different condition assessments during the last fiscal year, spending nearly
$1.1 million using an outside consultant and contractor. Figure 3-10 provides annual expenditures on
the two condition assessment contracts for the last 5 fiscal years. The overall expenditures show an
increasing trend, illustrating Asset Management’s dedication to knowing the current condition of OC
San’s major assets and performing incidental repairs following inspections to increase asset life and
reliability.
1665
1507
1596
Count of Preventive
Maintenance Work Orders
by Craft
MECH
ELEC
INST
1043
466
2151
958
399
PM Frequency
<6 Month
> 6 Month
1 YEARS
2 YEARS
3+ YEARS
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Figure 3-10. Condition Assessment Contract Expenditures
Condition assessments identify deficiencies and the general condition of the assets, but more
importantly provide recommendations for repairs or replacement and general timing of
rehabilitation/replacement projects. Some condition assessments included incidental repairs
following the assessment by the contractor that extended the useful life of the facility. The
following are some critical condition assessments completed in the last fiscal year:
• A condition assessment was completed on the West Primary Effluent Pipe at Plant No. 1
to investigate the high level at the effluent channel and effluent launder weirs
submergence during plant peak flow. Failed pipe joint liners were found throughout the
entire length of the 108-inch pipe. In a few locations, groundwater was observed to be
seeping in through the joint, indicating that the joints have failed at these locations. The
pipe was returned to service to alleviate the additional flow being diverted to Plant No. 2
and to bring AS2 back online. However, an expedited repair project is being developed to
repair the failed joints, and a future capital project will be developed to fully rehabilitate
both primary effluent pipes.
• Condition assessments were completed on the Primary Clarifiers J, K, L, M, N, O, P, and
Q at Plant No. 2 to assess the condition of structural and mechanical components.
Primary Clarifiers H and I will be assessed by fall 2025 for the completion of condition
assessments of all B and C side primary clarifiers. These assessments included draining
and cleaning of both basins and confined space entry to obtain photographs, take
measurements, and collect other assessment data. The assessment identified
deficiencies in the clarifiers and provided recommendations on timing to address the
issues in the short-term or long-term. Additionally, the OEM of the circular drives provided
visual and audible assessments at each primary clarifier with recommended actions to
maintain operability. Asset Management also coordinated the effort with support from
Maintenance Reliability to obtain drive oil samples for lab analysis. The results provided
additional condition data and additional recommendations for drive maintenance.
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Conditional Assessment Contract Annual Expenditures
Corrosion Engineer Contractor Support
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• Condition assessments on anaerobic digesters were completed during the scheduled
maintenance cleaning cycle to evaluate and extend the life of the assets when
deficiencies are discovered. The condition assessment included confined space entry,
corrosion assessment, sludge line cleaning and CCTV, concrete core sampling, and
incidental repairs. This year, two digesters were cleaned and assessed, including
Digesters 11 and 12 at Plant No. 1. Incidental repairs were completed by the condition
assessment contractor and Maintenance staff. Gas balance lines and digested sludge
conveyance lines at Plants No. 1 and 2 were also cleaned and assessed to help identify
and plan any necessary future rehabilitation projects.
• Condition assessments on DAFT A and D at Plant No. 2 were completed during a
scheduled project and maintenance shutdown. Severe corrosion was found on the moving
mechanisms. The corroded mechanisms were fully coated through contracts with the on-
call coating contractor, managed under the Asset Management Team. This approach
avoided the need for equipment replacement, resulting in significant cost savings. The
team plans to complete work on DAFT B and C next year.
• Condition assessments of Trickling Filter Clarifiers B and D at Plant No. 2 were completed
following planned preventive maintenance work. Broken parts and structural damage were
identified on the clarifier mechanisms and walkways. The damage was repaired through
Maintenance Projects with support from the on-call structural engineer. Following the
clarifier assessments, the downstream RSS Pump Station B was also assessed to
evaluate pump damage, plan overhauls, and prepare for spare pump procurement. The
team will continue work to complete the remaining four clarifiers.
• A condition assessment of the dewatering odor control biofilters at Plant No. 2 was
completed and found the media plugged and in need of replacement. A media
replacement project has been prepared to restore proper system function.
• A condition assessment of the force mains at the Slater Pump Station, which was
constructed in 1998, was conducted in August 2025 and found corrosion and coating
failure from a visual inspection within the pipes, confirming the aging condition of the force
mains. The pump station and force mains are set to be rehabilitated under Project 11-34,
with construction to be completed in 2033.
3.4.2 Collection System Assets
OC San pump stations, force mains, and gravity sewer system are vital assets for conveying
flow safely to the treatment plants. The Asset Management Program is continuously evaluating
ways to improve the resiliency and reliability of the system while maintaining the level of service
in all flow conditions. Some of the collection system initiatives and accomplishments are
identified in the following sections.
3.4.2.1 Proactively Monitoring and Managing Operational and Defect Issues
In the gravity collection system, there are some severe operational and structural defects that
are isolated from current and future projects. Examples of isolated and severe operational
defects include heavy root intrusion, infiltration runners and gushers, and large calcified
deposits. Root intrusion is the main cause of SSOs in many sanitary sewer systems, and heavy
infiltration over long periods of time can compromise soil support outside of the sewer pipe
throughout the pipe zone, leading to potential structural defects.
Similarly, infiltration can also lead to the development of large calcified deposits that may block
flows and prevent debris from passing downstream. Examples of isolated and severe structural
defects include single or heavily clustered segments of broken pipe and holes with voids and/or
soil visible. Broken pipe and holes indicate a higher likelihood of failure because they are
precursors to structural deformation and eventual collapse. Rather than create only Small
Projects to address current and future isolated and severe asset issues, cost-effective and
proactive maintenance-based approaches are being evaluated as follows:
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• Root Control: Blanket contract to strategically apply herbicide with a foaming agent into
select sewers for root control on an annual basis. The active ingredient in the root control
treatment kills roots in the sewer (without killing the plant they originate from) and
prevents regrowth typically for 2 to 3 years.
• Infiltration Control: Group isolated and severe infiltration into individual work packages
for execution by Maintenance on-call contractors. Utilize the industrial cleaning
Maintenance contract to remove large calcified deposits as needed to prevent
obstructions prior to rehabilitation. OC San is finalizing the scope of work packages and
priority.
• Isolated Structural Defect Repairs: Group isolated and severe structural defects into
individual work packages for execution by Maintenance on-call contractors. OC San is
finalizing scope of work packages and priority.
Although the CCTV program inspects all collection assets every 5 years, there are limitations to
the condition data that can be collected with CCTV equipment. Large-diameter sewers (greater
than 42 inches in diameter) are not regularly cleaned, and OC San does not have sufficient
knowledge on existing debris buildup because CCTV cannot capture debris below the waterline.
Therefore, the risk for an SSO due to debris accumulation or a high debris and ragging event at
the treatment plant headworks facilities could be higher than historical system performance would
suggest. In response, OC San performed sonar inspections of over 5 miles of large-diameter
sewers and inverted siphons to quantify debris and sediment and validated the cleansing state of
sewers suspected to be non-cleansing; all sonar inspections were completed in June 2023.
For the next steps, OC San is starting a new procurement to create a new blanket contract for
cleaning and sonar inspection of inverted siphons and large-diameter pipelines. The work
includes pre-cleaning and post-cleaning sonar inspections to validate the effectiveness of each
cleaning. NTP is expected to be issued in early 2026. Additionally, a draft large-diameter
cleaning program for inverted siphons and gravity sewers was completed in early 2024. This list of
recommended large-diameter inverted siphons and gravity sewers to regularly clean will be
finalized in the future.
While many of these proactive activities increase current costs and potentially identify more
defects, they result in better awareness of the true condition of OC San’s system, which allows for
a more planned approach to maintaining assets. This will foster a more cost-effective CIP
program while also reducing the risk of failures from unknown conditions.
3.4.2.2 Improving Collections Asset Management Workflow with Info360 Asset
OC San contracted with Autodesk in 2023 to upgrade its asset management software for gravity
sewers from Info Asset Planner to Info360 Asset (Info360). Autodesk imported available CCTV
inspection data and geographic information system (GIS) datasets into Info360 Asset and
created basic templates for risk modeling and decision trees. After the implementation project
was completed in 2024, OC San imported video and images associated with each historical
inspection to further centralize CCTV data.
With the risk modeling features, OC San updated its Likelihood of Failure (LoF) model to
balance incidence and severity of defects found during inspections, as well as incorporate soil
class spatial data. A new LoF to RUL model was also created in the software by updating the
mathematical model to revise RUL grade boundaries and creating a decision tree in Info360.
Additionally, using the additional GIS spatial data for major transportation corridors, public
buildings, OC San facilities, stormwater infrastructure, waterways, and pipeline diameter, a draft
Consequence of Failure model was created to enable risk modeling with the software. Lastly, a
preliminary calibration was performed for gravity sewer assets by performing multiple risk model
runs with different risk calculation methods, formulas, and weights applied.
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In 2025, OC San began to use the results of Info360 LoF to RUL and risk models to update RUL
scoring for gravity sewer assets with new inspections. The improved asset management
workflow consists of the following steps:
• CCTV contractor uploads new NASSCO standard exchange database, videos, and
images into Info360 Asset for review.
• PDF reports are provided separately via OneDrive. Since these reports contain the same
information as the digital reports in Info360 Asset, they do not need to be imported.
• OC San reviews and approves submittals in Info360 Asset. Errors in submittals are
returned to the CCTV contractor for correction prior to approval.
• OC San re-runs risk model and RUL decision tree model. The risk model results directly
feed into the RUL decision tree.
• OC San exports RUL decision tree results and compares them with scoring in the Asset
Registry. Any discrepancies in RUL scoring require additional engineering review to
resolve.
• To prioritize projects with equivalent RULs, OC San exports risk model results and applies
the corresponding risk scores to assets within projects. These scores are then used to
prioritize and rank projects and to update the AMP.
3.4.2.3 Proactively Addressing Collection Pump Station Challenges
Pump station reliability is critical to conveying wastewater to the treatment plants when gravity
flow is not an option. In the past, emergency break-in work has been required due to the failure of
critical assets such as isolation valves at some of the pump stations. Project FRC-0017 is
currently going out to bid and will be replacing various valves at Slater Pump Station. Project
FRC-0018 is currently in design and will be replacing various valves at Lido, Crystal Cove, A
Street, and 15th Street Pump Stations and replacing the wet well lining at A Street and 15th
Street Pump Stations. The timing of these projects considers risk and criticality to prevent
emergency work.
Pump station force mains are challenging to maintain and inspect since they operate under
pressure and are located underground. The force mains typically have limited access and
require significant supplemental services to perform a safe and effective condition assessment
(i.e., isolation and dewatering, temporary modification of pump station operations, excavation for
access, etc.). Consequently, the Asset Management Team has implemented a more robust
program for force main inspections in which all force mains will be inspected on a predictable
and recurring schedule. Please refer to the Force Main Summary and Inspection Plan in
Chapter 2, Collection System Pump Station and Force Main Asset Management Summaries, for
more information. In 2025, the Asset Management Team worked with Collections and
contractors to plan and perform the inspection of force mains at Slater Pump Station. Force
main inspections at 15th Street and College Pump Stations are planned for the upcoming 2026
year. The Asset Management Team will take lessons learned from the recent inspections to
continue planning inspections at other locations, which may pose challenges that require unique
or innovative inspection methods.
3.4.3 Treatment Plant Projects and Planning Studies
A major focus of the Asset Management Program is streamlining the replacement or repair of
critical assets to extend RUL ahead of planned CIP projects. The Asset Management Team
works in tandem with O&M to identify and create projects, provide construction bid documents,
and manage project implementation of some Maintenance Projects. In addition, the Asset
Management Team will take on important planning studies that look at ways to increase
treatment reliability and safety and be a good steward of the environment. Here are some
projects that were driven and led by the Asset Management and Maintenance Teams:
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• Several of OC San’s critical pumping systems are equipped with VFDs that have become
obsolete and can no longer be maintained properly. The Asset Management Team is
tracking all major VFDs and working on creating a VFD replacement program to
streamline replacement. Currently, Projects FE19-08, FE24-11, FR1-0011, and MPC-004
are in construction, and future CIP projects will replace obsolete VFDs at various locations
at Plant Nos. 1 and 2 and the pump stations.
• MP1-003, WSSPS Pump Replacement at Plant No. 1, currently in commissioning phase,
replaced pump no. 5 with a chopper pump to alleviate ragging and grit issues that
Maintenance has been facing at this pump station during the last few years. Once the
pump is up and running, it will be tested and observed for 6 to 9 months. If deemed
successful, the two remaining pumps will be replaced with chopper pumps as well via a
separate project.
• Main Sewage Pump No. 4 (MSP-4) at Plant No. 1, originally installed in 1988, has been in
operation for nearly 40 years and is approaching the end of its useful life. The pump is
scheduled to be replaced by CIP Project P1-105, currently in construction, within the next
couple of years. During the 2024 dry season, it was removed and reinstalled to facilitate
ongoing construction work in the headworks area, including the rehabilitation of the intake
and discharge piping. Following its reinstallation, the pump has experienced increased
vibration and bearing issues, necessitating its replacement with an available warehouse
spare. The pump replacement is currently in progress and is contingent upon the
completion of the intake pipe flange repair under P1-105.
• Project PS22-02, On-site Oxygen Generation Feasibility Study at Plant No. 2, was
completed in 2024 to evaluate whether an on-site oxygen generation system should be
implemented to provide better oxygen supply reliability to meet the High-Purity Oxygen-
Activated Sludge Plant demands in the next 20 years. Currently, OC San uses LOX
delivery and storage, but there was a shortage of LOX during the pandemic and the cost
of LOX is rising significantly. Based on the PS22-02 recommendations, P2-142 Oxygen
Gas Generation Facility at Plant No. 2 was developed to install a safe and reliable on-site
oxygen generation system.
• The A-Side Primary Clarifiers at Plant No. 2, originally constructed in the 1960s, are
unreliable due to age and deterioration or failure of existing components such as the basin
structure, geodesic dome, baffle components, and rotating mechanisms. Several
Maintenance Projects were completed to address these issues and provide short-term
reliability of the existing A-Side Primary Clarifiers until they are replaced by Project P2-
98A, which is under construction with an estimated completion in 2027. Project FE23-09
will provide rehabilitation of corroded sections of the rotating mechanisms and feed well
for Primary Clarifiers F and G. The design was fast tracked, and construction is in
progress.
• The grit basins at Plant No. 2 have experienced multiple power and control cable failures
that put the entire grit basin system at risk of becoming nonoperational. An urgent project,
MP2-013, along with multiple work orders by Maintenance, were executed to have
temporary cables installed above ground to bring the grit equipment back online. Project
P2-141 has also been fast-tracked to replace the cables permanently.
• MP2-018 is currently in progress to provide needed repairs and replacement of parts on
the spare main sewage pump and MSP-1. A future similar project will be initiated after the
completion of MP2-018 for MSP-5 and MSP-6. MSP-7 is currently being repaired under a
Maintenance work order.
• MP2-023 is currently in construction to replace the circular drive equipment for Primary
Clarifier N at Plant No. 2. Maintenance reported abnormal noise produced by the drive
previously, and Asset Management developed a scope to remove and replace the
obsolete drive with input and support from the OEM.
• P1 and P2 Digester Gas Dryer Replacement Project, FE23-01, will replace the
refrigerated digester gas drying systems at both plants to ensure that high-quality
2025 Asset Management Plan
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compressed digester gas is delivered to the CenGen engines for reliable energy
production. These dryers, located downstream of the digester gas compressors, are
essential for lowering the dew point and removing moisture from the gas. As a critical part
of the overall gas handling system, they play a key role in the reliable operation of both
the Interplant gas pipeline and the engine systems. Construction of FE23-01 began in FY
2024–2025. Following the completion of FE23-01 construction and the design phase of J-
124 Digester Gas Facilities Rehabilitation Project, the design of Project FE24-02 design
will begin. Project FE24-02 will focus on the replacing the chilled water heat exchanger
and moisture separator at Plant No. 1 as well as upgrading the instrumentation on the gas
dryer skids and the digester gas headers at both plants. These upgrades are planned to
take place after the successful completion of FE23-01 and J-124, ensuring proper
sequencing and seamless integration of the new systems into plant operations and
maintaining continuous, reliable performance.
• Plant No. 2 PEPS pumps are aging, and a previous wet well condition assessment
identified corrosion in the pump discharge line. A maintenance project successfully
completed an overhaul of Pump #4 in November 2022. MP2-0010 is in progress to
overhaul the remaining three pumps. The overhaul of Pump #3, including discharge pipe
replacement and additional repair work on Pump #4, was completed in 2025. The
remaining work on Pumps #1 and #2 will be completed over the next 2 years.
• MP2-015, Centrifuge Dewatering Lubrication Ring Pump Replacement at Plant No. 2, was
developed as a solution to replace the unreliable and hard-to-obtain pump parts, and the
project has moved forward into the construction phase and skid replacement. This is a
critical function that provides lubrication water to reduce pressure in the high-pressure
biosolids cake conveyance pipe from the centrifuge dewatering process to the cake
storage silos.
• Two Maintenance Projects were completed to coat the corroded DAFT A and D moving
mechanisms at Plant No. 2.
• MP2-031, Trickling Filter Clarifier B Repair at Plant No. 2, was completed to address
structural damage to the clarifier mechanism and included replacement of some broken
parts found from the condition assessment.
• FE23-04 was completed to replace the truck loading scales at Plant No. 2. This critical
project began as a maintenance effort to replace the severely corroded scales, which had
reached the end of their useful life after 25 years in service.
• Central Generation Facility Planning: The internal combustion engines at Plant No. 1 and
Plant No. 2 have accumulated significant operating hours and require major overhauls to
ensure reliable performance over the next decade or longer. Project J-135B successfully
completed comprehensive top-to-bottom overhauls of Engines No. 1 and No. 3 at Plant
No. 1, as well as Engines No. 1 and No. 5 at Plant No. 2. The project will continue its work
to complete the overhaul of Engine No. 4 at Plant No. 2. Following this, Project J-135C will
begin and, over the next 4 years, will complete the overhaul of the remaining engine
generator set at Plant No. 1 and the two remaining engine generator sets at Plant No. 2.
According to Planning Study PS20-04, completed in 2023, OC San’s current engines can
be reliably maintained for at least the next 10 years with these overhauls and proper
ongoing maintenance.
• Energy and Digester Gas Master Plan (EMP): From 2022 to 2024, EMP PS21-04
evaluated options for energy production and digester gas management, considering
emerging technologies, market trends, and permitting challenges. The study recommends
continuing to operate the CenGen facilities and interplant pipeline until they reach the end
of their useful life or market conditions drive replacement. Instead of a single solution, the
EMP provides a 5- to 10-year roadmap for eventual replacement and includes future
planning updates, recommending the plan be reviewed and updated in about 5 years to
reflect evolving energy and regulatory conditions. In addition, multiple projects are
2025 Asset Management Plan
134
planned to upgrade and modernize support systems to ensure continued safe and reliable
operation of the facilities during this transition period.
• PS21-07 CenGen Digital Twin Project: OC San launched Project PS21-07 to model the
CenGen systems at Plant No. 1 and Plant No. 2 using digital twin technology integrated
with the APRICOT™ platform. These models support operations, maintenance,
troubleshooting, and process optimization. The project focused on developing digital twins
to analyze system performance, detect anomalies, and assess the long-term use of
anomaly detection tools. Given the plants’ 30+ years of operation, the study team
collected design documents, site data, and historical records to model key units, using
loop-based energy balance calculations where data was limited. Completed in May 2025,
the study provided recommendations to improve current systems and represented an
early milestone in the District’s use of artificial intelligence for smarter, data-driven plant
management, while acknowledging that many steps will still be needed to further optimize
performance and integrate advanced technologies.
• Various cable replacement maintenance projects were executed to address failed power
cables feeding critical equipment. These include MP1-011 for Main Sewage Pump No. 2
and MP1-016 for Gas Compressor No. 1 at Plant 1, and MP2-025 for Solids Contact
Blower No. 2 at Plant 2.
3.5 Asset Management Program Improvement Opportunities
The Asset Management Team continues to look at ways to improve the Asset Management
Program. To facilitate continuous improvement and move to a more data-driven program, the
team has created a Digital Asset Management Study (PS23-04).
The key objectives of this study are to:
• Allow available asset data to be analyzed more quickly and efficiently with the creation of
business intelligence (BI) dashboards.
• Enhance collaboration and data sharing between the Maintenance and Engineering teams
to support both short-term and long-term planning through BI dashboards.
• Provide a simpler and more robust means to convey asset management information in the
AMP and to executive leadership.
• Improve asset planning and prioritization of projects by developing a risk framework.
• Find additional program improvement opportunities based on industry trends and new
technology.
OC San has a lot of asset data available through various platforms, programs, and systems to
assess OC San’s major assets. One of the challenges is being able to utilize all that data more
efficiently in one location or platform. The Digital Asset Management Study will create asset
management and maintenance KPI BI dashboards, providing real-time asset information for
improved and defensible decision making and asset planning. Developing a risk assessment
framework will also improve asset management planning and project prioritizing with the goal of
having average risk scores for every project that take into account consequences of failure. The
following list describes the future Asset Management Program improvement opportunities, both
short-term and long-term, how the new Digital Asset Management Study will address many of
these improvement opportunities, and their status.
Condition Assessments:
• Track future condition assessments and proactively plan ahead with Operations for
assessments that require process interruptions. STATUS: In progress and led by internal
staff.
• Understand the condition and RUL of all of OC San’s major assets. STATUS: In progress
and led by internal staff.
2025 Asset Management Plan
135
Remaining Useful Life:
• Consider ways to improve the accuracy of RUL in addition to the Condition Scoring
Guidelines already created. STATUS: In progress via Digital Asset Management Study.
• Create more condition scoring categories in the 1- to 10-year range as RUL accuracy
improves over time. STATUS: Future goal after completion of Digital Asset Management
Study.
Asset Registries:
• Ensure all pertinent asset information is included in the Asset Registries, including having
a plan to address all assets with a RUL less than 10 years. STATUS: Completed.
• Determine the best way to track major assets in the long term such that the Asset
Registries are compatible with BI dashboards. STATUS: In progress via Digital Asset
Management Study.
Data-Driven Asset Management:
• Develop asset management BI dashboards to track maintenance KPIs and key major
asset information, including RULs and future project planning. STATUS: In progress via
Digital Asset Management Study.
• Use BI dashboard algorithms to more accurately estimate asset performance and RUL.
STATUS: Future goal after completion of Digital Asset Management Study.
• Optimize CIP planning using BI cost and risk modeling and constraints. STATUS: Future
goal after completion of Digital Asset Management Study.
Risk Assessment (Likelihood and Consequence of Failure):
• Identify a risk assessment approach and develop a framework that fits OC San’s needs.
STATUS: In progress via Digital Asset Management Study.
• Use risk assessment modeling and scoring to better prioritize projects. STATUS: Future
goal after completion of Digital Asset Management Study.
These improvement opportunities will be evaluated and updated in the annual AMP. The Asset
Management Program must always consider the mission statement of “delivering the required
level of service, at the lowest life cycle cost, with an acceptable level of risk.”
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2025 Asset Management Plan
137
4 Budgetary Considerations
The AMP focuses on documenting short- to long-term planning of maintenance and capital
improvement projects to support effective budget development and sustainable operations.
OC San has been striving to identify more accurate medium- to long-term capital cash flow
requirements. Specifically, the Planning Division has developed a 20-year CIP, creating project
plans for forecasted rehabilitation, replacement, improvements, or expansion for the collection
system and treatment plants. The CIP budget is evaluated and updated on a yearly basis as
new information becomes available.
4.1 Capital Improvement Expenditures
The FY 2025–2026 Budget Update, updated in June 2025, includes updates to the current
20-year CIP outlay. Figure 4-1 shows the 20-year CIP outlay, which includes current and
projected future CIP projects. The FY 2025–2026 CIP Outlay is $289.0 million and is further
divided into process categories, as shown on Figure 4-2. Liquid Treatment, Collection Facilities,
and Other are the primary areas where the FY 2025–2026 CIP outlay will be spent.
For liquid treatment, Project P1-105, Headworks Rehabilitation at Plant No. 1, and Project P2-
98, Primary Treatment Rehabilitation at Plant No. 2, are expected to be the largest expenditures
of $24 million and $23 million, respectively, in FY 2025–2026. For Other, equipment purchases
are expected to be the largest expenditures of $59 million in FY 2025–2026. Lastly, for
collection facilities, Project 3-67, Seal Beach Pump Station Replacement, Project 5-67, Bay
Bridge Pump Station Replacement, and Project 11-33, Edinger Pump Station Replacement,
comprise nearly 40% of collections CIP spending at a combined expenditure of $25 million.
Figure 4-1. 20-Year CIP Outlay
2025 Asset Management Plan
138
Figure 4-2. FY 2025–2026 CIP Outlay by Process – $289.0 Million
4.2 Maintenance Expenditures
4.2.1 Five-Year Historical Maintenance Expenditures
Figure 4-3 and Figure 4-4 show the historical actual versus budgeted operational and
maintenance expenditures for the treatment plants and collection system, respectively.
• The treatment plant expenditures include maintenance services and materials (budget
objects 54010 and 54020).
• The collection system expenditures include maintenance services and materials (budget
objects 54010, 54020, and 53180).
• These costs represent the O&M costs of fixed assets, including operationally funded
repair/replacement projects.
A variety of factors and variables are not reflected in the development of the budget. As a result,
some years reflect higher expenditures than budgeted. These factors include but are not limited
to the following:
• Annual inflation rates
• Manufacturing cost increases (which are also affected by increases in labor, raw material
demand, fuel, chemicals, and fees to expedite due to long lead times)
• Supply chain cost increases
• Geopolitical events
• Additional maintenance expenses that were unforeseen or unplanned but include
necessary repairs or procurements
2025 Asset Management Plan
139
Figure 4-3. Five-Year Historical Maintenance Costs for Treatment Plants
Figure 4-4. Five-Year Historical Maintenance Costs for Collection System
2025 Asset Management Plan
140
4.2.2 Three-Year Look-Ahead Maintenance Expenditures
Table 4-1 shows operationally funded projects identified to date and includes the projected
annual expenditures over the next 3 years. It is likely future projects and costs will fluctuate
based on the condition of assets as they age.
The projects are grouped by location (Collection System, Plant No. 1, Plant No. 2, and Joint),
and then sorted by the project start fiscal year. The list encompasses projects identified as of
August 1, 2025, with the following criteria:
• Estimated construction cost is equal to or greater than $50,000 and has projected
expenditures within the next 3 years.
• Projects on the list represent expenditures that are operationally funded.
• Some projects that are similar in nature have been combined into a single project for more
efficient project execution.
• Blanket purchase order contracts are not included.
2025 Asset Management Plan
141
Table 4-1. Projected Annual Expenditures
PRN ALT. PROJECT NO. PROJECT TITLE FY 2025–
2026
FY 2026–
2027
FY 2027–
2028
3-YEAR
TOTAL COST
COLLECTIONS – TRUNKLINES AND DIVERSIONS
PRN-00373/PRN-00869 FRC-0014 Magnolia Sewer Manhole Abandonment at Interstate 5 $0 $131,000 $0 $131,000
PRN-00592 FRC-0007 Redhill Relief Sewer Liner Repair at State Route 55 $118,610 $0 $0 $118,610
PRN-00730l FRC-0010 Warner Avenue Vault Cover Improvements $900,300 $0 $0 $900,300
PRN-00766 FRC-0011 Richfield Sub-Trunk Encasement for BNSF Railway Addition $64,268 $56,831 $0 $121,099
COLLECTIONS – TRUNKLINES AND DIVERSIONS SUBTOTALS $1,083,178 $187,831 $0 $1,271,009
COLLECTIONS – PUMP STATIONS
PRN-00527/PRN-00790/PRN-00808/PRN-00949 FRC-0018 Valve Replacements at Lido, Crystal Cove, A St., and 15th St. Pump Stations $0 $0 $1,330,428 $1,330,428
PRN-00767 Lido PS Bathroom Reconfigure $50,000 $0 $0 $50,000
PRN-00734/PRN-00892 FRC-0017 Valve Replacements and Wet Well Access Improvements at Slater Pump Station $51,005 $719,996 $0 $771,001
PRN-00926 FRC-0020 College Pump Station Wet Well Rehabilitation $0 $2,530,000 $0 $2,530,000
COLLECTIONS – PUMP STATIONS SUBTOTALS $101,005 $3,249,996 $1,330,428 $4,681,429
PLANT 1
PRN-00492/PRN-0053 FR1-0011 VFD Replacements at Plant No. 1 $595,980 $387,637 $0 $983,617
PRN-00525 FR1-0005 CenGen and 12kV Service Center Switchgear Battery System Upgrades at Plant No. 1 $101,408 $0 $0 $101,408
PRN-01053 AS1 and AS2 Blowers Vane Actuators Replacement at Plant No. 1 $300,000 $115,000 $0 $415,000
PRN-01029 AS1/AS2 Bleach Line Repair at Plant No. 1 $440,000 $0 $0 $440,000
PRN-01003 MP1-017 Activated Sludge Final Clarifiers 11&13 Rebuild at Plant No. 1 $1,440,000 $0 $0 $1,440,000
PRN-01033 Thickening & Dewatering Building Lighting Improvements $0 $88,000 $0 $88,000
FR1-0016 Waste Sidestream Pump Station VFD replacements at Plant No. 1a $16,495 $0 $0 $16,495
FR1-0017 Trickling Filter Valve Replacement at Plant No. 1a $12,865 $0 $0 $12,865
PRN-00914 MP1-003 WSSPS-1 Pump Replacement at Plant No. 1 $100,000 $0 $0 $100,000
PRN-00815 FR1-0018 Dewatering Centrifuge Diverter Gate Improvements at Plant No. 1 $195,288 $1,090,828 $3,387 $1,289,503
PRN-00894/PRN-00890 FR1-0023 Secondary Treatment Area Cable Replacement at Plant No. 1 $3,475 $746,524 $0 $749,999
PRN-00898 FR1-0022 Backup Power for Laboratory Equipment at Plant No. 1 $75,168 $1,933 $0 $77,101
FR1-0020 Traffic Signal Installation at Ellis Avenue and Mt. Langley Street Intersection $746,250 $0 $0 $746,250
PRN-00569/PRN-00846 FR1-0019 Generator Protection Relay Replacements & Add Control Center Backup Power at Plant No. 1 $0 $143,692 $421,309 $565,001
PRN-00721/PRN-00821 FR1-0024 Power Building 7 & 8 Generator and Centrifuge Motor Disconnect Improvements at Plant No. 1 $0 $121,767 $543,233 $665,000
PRN-001000 Sunflower Pump Station Effluent Channel Temporary Repairsa $35,000 $0 $0 $35,000
PRN-01051 HVAC Replacement for T&D Building at Plant No. 1 $630,000 $0 $0 $630,000
PRN-01011 Primary Clarifier Manual Slide Gate Replacement at Plant No. 1 $65,000 $0 $0 $65,000
PRN-01012 Primary Clarifier Effluent Gate PLC Panel Replacement at Plant 1 $0 $473,000 $0 $473,000
PRN-01022 Replace Main Sewage Pump No. 4 with Spare at Plant No. 1 $150,000 $0 $0 $150,000
PRN-01014 Spare Parts Purchase for Sunflower Pump #1 at Plant 1 $305,500 $0 $0 $305,500
2025 Asset Management Plan
142
PRN ALT. PROJECT NO. PROJECT TITLE FY 2025–
2026
FY 2026–
2027
FY 2027–
2028
3-YEAR
TOTAL COST
PRN-01057 West Primary Effluent Pipe Joint Repair at Plant 1 $600,000 $0 $0 $600,000
PRN-001002 FR1-0026 Sunflower Pump Station Effluent Channel Repair $743,927 $0 $0 $743,927
PLANT 1 SUBTOTALS $6,556,356 $3,168,381 $967,929 $10,692,666
PLANT 2
PRN-00633/PRN-00849 FR2-0023 Activated Sludge Clarifier Entry Improvements at Plant No. 2 $145,318 $0 $0 $145,318
PRN-00770 MP2-0010 PEPS Pumps #1, #2, and #3 Overhaul at Plant No. 2 $220,000 $190,000 $0 $410,000
PRN-00997 MP2-023 Primary Clarifier N Drive Assessment and Replacement $285,000 $0 $0 $285,000
PRN-00742 FR2-0033 Digesters O-T Bridge Repair at Plant No. 2 $255,961 $0 $0 $255,961
PRN-00867 FR2-0032 Digester K Dome Repair at Plant No. 2 $865,449 $0 $0 $865,449
PRN-00902 FR2-0031 Activated Sludge System Scum Rerouting at Plant No. 2 $2,025 $397,975 $0 $400,000
PRN-00901 P2 EPSA VFD Control Wiring $55,000 $0 $0 $55,000
PRN-00923 MP2-018 Spare Main Sewage Pump Repair for Pump No. 1 at Plant No. 2 $999,780 $0 $0 $999,780
PRN-00985 Centrifuge Dewatering Lubrication Pump Replacement at Plant 2 $212,000 $0 $0 $212,000
PRN-01046 Trickling Filter Clarifier B Repair at Plant No. 2 $200,000 $0 $0 $200,000
PRN-01018 Headworks Area Cable Replacements at Plant 2 $225,000 $225,000 $0 $450,000
PRN-01017 DAFT D Coating Repair at Plant No. 2 $129,000 $0 $0 $129,000
PRN-01043 Headworks Generator #1 Radiator Replacement at Plant 2 $180,000 $0 $0 $180,000
PRN-01035 Power Building D Automatic Transfer Switch Replacement at Plant 2 $150,000 $0 $0 $150,000
Task Order DAFT A Coating Repair at Plant No. 2 $129,000 $0 $0 $129,000
PRN-01020 B- & C-Side Primary Clarifier Drive Replacements at Plant No. 2 $0 $2,100,000 $0 $2,100,000
PRN-01027 Distribution Center H 12kV Switchgear Relay Replacement at Plant 2 $200,000 $200,000 $0 $400,000
PRN-01047 Procurement of Two Spare Return Secondary Sludge Pumps at Plant No. 2 $710,000 $0 $0 $710,000
PRN-01056 EPSA Generator #3 Radiator Replacement at Plant 2 $100,000 $100,000 $0 $200,000
PRN-01055 Dewatering Facility Biofilter Media Replacement at Plant No. 2 $300,000 $300,000 $0 $600,000
PLANT 2 SUBTOTALS $4,653,533 $3,512,975 $0 $8,166,508
JOINT
PRN-00630 FRJ-0003 Interplant Gas Line Blow Off Vault Repairs $1,026,627 $47,374 $0 $1,074,001
PRN-00977 Joint CenGen Engine Emission Compliance Catalyst Housing Cracks $1,150,000 $1,150,000 $0 $2,300,000
PRN-00965 Joint CenGen Engine Ignition System Obsolescence Replacement $295,707 $400,000 $0 $695,707
JOINT SUBTOTALS $2,472,334 $1,597,374 $0 $4,069,708
a Remaining budget from last FY 2024–2025
2025 Asset Management Plan
Appendix A:
Plant No. 1 Process Areas Map
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MWDOCAdministration
OCWDAdministration
WarehouseStorage Bldgs
PurchasingB1
B2
Bldg 5
B7
B3
B4
BldgABldgB
Bldg 6
B8
FleetServices
Laboratory
HR Administration
Steve AndersonLift Station
Primary
Clarifiers
6 – 15
16 – 31
ControlCenter
Contracts &EngineeringTrailers
F E
EngineeringTrailers
A B
Secondary
Clarifiers
Activated SludgeAeration Basins
Activated SludgeAeration Basins
PrimaryScrubbers
405-SFwy
SecondaryClarifiers
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12KVServiceCenter
Solids Storage/
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D15
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D13
D11
D8
D10
D9
D7
D6
D5
Digesters
MainEntrance
FuentesGate
Gate 5
Gate 6
Main Gate
GarfieldGate
Fuentes Vehicle/Employee Gate PedestrianGate
Euclid S
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GWRSScreeningsFacility
Central PowerGeneration
DAFTs
Primary
Clarifiers
3
1 & 2
4
5
Barscreens
Grit Chamber
BleachStation
WastehaulerDumpStation
HeadworksPreliminaryTreatment Scrubbers
Metering& Diversion
Natural GasFuel Station
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Blower Bldg 2
SCESubstation
PROCESS AREAS – Reclamation Plant No. 1
H:\dept\asd\250\Common\EIM\GIS\Projects\Map Library\Process Areas\Process Areas\ProcessAreas.aprx
WSSPS-1
OCWD
City WaterPumpStation
ChillerBldg
CompressedNG Station
PB-3A
PB-5PB-8
PB-7
PB-4
PB-2
PB-6
PWPS
PB-9
12 KVDistributionCenterOCWDGAPPS
EffluentJunctionBox
Orange CountyWater District(OCWD)
Revised: 5/21/24
BatteryStorage
WSSPS-2
PB-1
Future (P1-105)Headworks processesand odor facilities beingreplaced, new PB-3
Process Areas
10 Preliminary Treatment
11 Primary Treatment
12 Secondary Treatment
14 Effluent Disposal
15 Solids Handling
16 Central Generation
17 Utility Units
18 Electrical Distribution
19 Misc Structures & Grounds
OCWD Structures
OCWD Campus
OC San Boundary
0 260 520130390 Feet
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2025 Asset Management Plan
Appendix B:
Plant No. 1 Process Diagram
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Unit Process Schematic
Reclamation Plant No. 1rev. 10/01/25
Primary Influent
Plant Influent
LEGEND
Primary Effluent
Secondary Effluent
Alternate Routing
Plant Discharge
Solids
Chemical Addition
Foul Air
Digester Gas
from OCWD
NOTE: Thicker lines denote main flow direction.
Metering &Diversion (M&D)Structure
SunflowerPumpStation
SteveAndersonLift Station
WastehaulerStation
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Underflows
Aerated GritChambers1,2,3,4,5
SplitterBox
HeadworksNo. 2Pumps (5)
SludgeDigesters7–16
Waste-ActivatedSludge (WAS)Pumps (6)
WASPumps (4)
DissolvedAir FlotationThickners(DAFTS) (6)
Polymer
Polymer
Ferric Chloride(as required)
6 InfluentTrunklines
Influent
Hot Water
Hot Water(to Heat Exchanger)Cold Water
Scrubber 9 Scrubber 10(Biotower)
Thickening andDewatering Scrubbers
1, 2, 3
Boiler 2 (Hot Water Boiler)
HydrogenPeroxide
HydrogenPeroxide
HydrogenPeroxide
Screeningsto Landfill Grit toLandfill
to Plant No. 2CenGen
to Cooling/HeatingAdmin. Bldg, Lab,Control Center
3
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Central PowerGeneration System(3 engines, 3 boilers)
DewateringCentrifuges (3)
BarScreens1,2,5,6
TruckloadingHopper (1)
Pumps (4)
GasCompressorBldg
GasFlares(3)
HoldingDigesters No. 5& 6
78-InchInterplantTrunkline toPlant No. 2
InterplantTrunkline toPlant No. 2
Cake TransferStation (3 pumps)
Scrubbers1,2,3,4
SEJunctionBox 2
SEJunctionBox 5
SEJunctionBox 6
SEJunctionBox 7
SEJunctionBox 4
SEJunctionBox 3
TFSEJunctionBox 1
(2) 108-inch lines
Scum
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Sump Waste (SW)
Lime Waste (2 lines)
GWRS Water (emergency flow)
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GAPBackwash
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to Plant No. 2interplant line
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EffluentJunctionBox (EJB)OCWD-ownedPump Stationfor GAP Water
OCWD-ownedGWR SystemScreenings Facility
66-inch
to SantaAna River
InterplantTrunkline toPlant No. 2Outfall
120-inch
84-inch
to OCSDWSSPS
to OCSD 78-inchInterplant Trunklineto Plant No. 2 Influent
to OCSDPEDB2
(effluent
108-inch)
to OCSDPrimary Clarifiers6-31
OCWD-ownedGWR SystemFacilities
Plant 1 WaterPump Station
JunctionBox A
TFSEJunctionBox 2
Facility Use
PrimaryEffluentDistributionBox (PEDB2)
RedwoodWeir(PEDB1)
InterplantLine
Polymer
Trickling FilterSecondaryClarifiers (2)
PrimaryEffluentJunctionBox (PEJB)
TFEBox
SEJB
Bleach
Bleach
Bleach
Bleach
Bleach
Bleach
Scrubbers5–8
TricklingFilters (2)
(recirculation line)
Trickling FilterInfluent Pumps (3)
TFSEJunctionBox 3
TFSEJunctionBox 5
Float
Thickened Waste-Activated Sludge (TWAS)
Trickling FilterSludge Pumps(2)
SE Junction Box 1
valve
WasteSide StreamPump Station(WSSPS)(3 pumps)
Primary EffluentPump Station(PEPS) (3)
East BasinDistributionStructure
Ferric Chloride &Hydrogen Peroxide(separate lines to each box)
DilutionWater
DilutionWater
DilutionWater
Polymer
Caustic
Caustic
Bleach
Sulfuric Acid Caustic SodaBleach
Bleach
FerricChloride
Return-ActivatedSludge (RAS)Pumps (12)
RASPumps(5)
AerationBasins1-10
AerationBasins 11-16
(weiroverflow)
SecondaryClarifiers1-26PrimaryClarifiers6–31
TFSEJunctionBox 4
CarbonScrubbers (2)
Trickling Filters
Aeration Basins
(AS2)ThickeningCentrifuges (3)
Dewatered Cake
Centrifuge Thickened Sludge
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PrimaryClarifiers1–5
JunctionBox B
(not in use)(not in use)
(not in use)
(peroxide not in use)
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2025 Asset Management Plan
Appendix C:
Plant No. 2 Process Areas Map
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PWPSDistributionCenterA
Headworks
PBD
EPSAElectrical
Boiler
Flares
GasComprBldg
Sludge BlendingFacility
H:\dept\asd\250\Common\EIM\GIS\Projects\Map Library\Process Areas\Process Areas\ProcessAreas.aprx
CentrifugeBuilding
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StandbyPower
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Future (J-117B)new PWPS, Strainers,LoFlo Pump Station,and Electrical Facilities
Future (P2-98A)Primary Clarifiers D-G,2 Sludge Pump Stations,new Scrubber Complex,and DC-F
GWRSSEFETanks
Future (P2-98A)Primary Clarifiers D-G,2 Sludge Pump Stations,new Scrubber Complex,and DC-F
1
Process Areas
20 Preliminary Treatment
21 Primary Treatment
22 Secondary Treatment
23 Oxygen Generation Facility
24 Effluent Disposal
25 Solids Handling
26 Central Generation
27 Utility Units
28 Electrical Distribution
29 Misc Structures & Grounds
OCWD Structures
Structures in Construction
OC San Boundary
Revised: 5/21/24
0 125 250 375 500 Feet
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2025 Asset Management Plan
Appendix D:
Plant No. 2 Process Diagram
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Dissolved Air FlotationThickners (DAFTs)A–D
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*PrimaryClarifiersD–G
PrimaryClarifiersH–L
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HeadworksD Pumps(7)
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HydrogenPeroxide
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Primary Influent
Plant Influent
LEGEND
Primary Effluent
Secondary Effluent
Alternate Routing
Plant Discharge
Solids
Chemical Addition
Foul Air
Digester Gas
Grit and Screenings
NOTE: Thicker lines denote main flow direction.
GWRS
1 Non-Reclaimable3 Reclaimable 3 Non-Reclaimable3 Reclaimable 3 Non-Reclaimable
4 Reclaimable 3 Non-Reclaimable3 Reclaimable
VortexGrit Basins(6)
PrimaryMetering
78-interplantline containingSARI, P1recycle flow,and GWRSwastestreams
A
B
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(Reclaimable)
(Non-Reclaimable)
Plant No.1 EJB)
Trunklines (fromInterplant
To GWRS intake at Plant No. 1
Unit Process Schematic — OC San Reclamation Plant No. 2
(not in use)
Unit Process Schematic
rev. 10/01/25
Reclamation Plant No. 2
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2025 Asset Management Plan
Appendix E:
Asset Management KPI Supplemental
Information
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Appendix E
Program Monitoring KPI Data
Plant No. 1 Maintenance Activity Data
Plant No. 1 Maintenance Materials and Services Cost
E-1
Plant No. 1 Labor Hours
Plant 1 Maintenance Activity Code
E-2
Plant No. 2 Maintenance Activity Data
Plant No. 2 Maintenance Materials and Services Cost
E-3
Plant No. 2 Labor Hours
Plant 2 Maintenance Activity Code
E-4
Pump Station Maintenance Activity Data
E-5
Pump Station Maintenance Materials and Services Cost at Pump Stations
Pump Station Labor Hours
E-6
Pump Station Maintenance Activity Code
E-7
Mechanical Emergency Work Hours
Electrical Emergency Work Hours
E-8
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Orange County Sanitation District
Engineering Planning Division
18480 Bandilier Circle,
Fountain Valley, California 92708-7011
714.962.2411 | www.ocsan.gov
10/2025
OPERATIONS COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4642 Agenda Date:12/17/2025 Agenda Item No:8.
FROM:Robert Thompson, General Manager
Originator: Riaz Moinuddin, Director of Operations & Maintenance
SUBJECT:
SONAR INSPECTIONS &PIPELINE CLEANINGS OF INVERTED SIPHONS AND LARGE
DIAMETER PIPELINES, SPECIFICATION NO. S-2025-695BD
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
A. Approve a General Services Contract to Performance Pipeline Technologies, Inc. (PPT) dba
Sanitation Systems for Sonar Inspections & Pipeline Cleanings of Inverted Siphons and Large
Diameter Pipelines, Specification No. S-2025-695BD, for a total amount not to exceed
$1,750,000 for the period of January 1, 2026, through December 31, 2026; with four (4)
optional one-year renewal options; and
B. Approve an annual contingency of $175,000 (10%).
BACKGROUND
Orange County Sanitation District (OC San)maintains more than 350 miles of gravity sewer pipes in
its service area which are cleaned on a scheduled basis consistent with OC San’s Sewer System
Management Plan (SSMP).Line segments range in size from 8 inches to 120 inches.Depending on
the pipe size and historical issues,cleaning frequencies have been developed and range from every
4 weeks to once every 5 years.
For smaller diameter pipes ranging from 8 inches to 18 inches,cleaning is conducted primarily
through hydraulic flushing and vacuuming using a combination sewer cleaning vehicle.For medium
diameter pipes ranging from 21 inches to 42 inches,pipes are cleaned mechanically using a cable
tethered tire to act as a moving hydraulic scouring plug.Pipes greater than 42 inches are generally
designed to be “self-cleaning”by creating internal flow velocities that scour potential sediment and
are not regularly cleaned by OC San and are typically assumed to be self-cleaning by design of
proper scouring velocity.
The purpose of this General Services Contract is to perform sonar inspections and pipeline cleanings
of inverted siphons and large diameter pipelines within OC San’s wastewater collection system
where self-cleaning flows are not occurring.The contract provides for both pre and post-cleaning
sonar inspections,pipeline debris removal and disposal,and data reporting in high-resolution sonar
imagery formats.These activities enable OC San to identify structural defects,quantify sediment
Orange County Sanitation District Printed on 12/8/2025Page 1 of 4
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File #:2025-4642 Agenda Date:12/17/2025 Agenda Item No:8.
accumulation, and optimize cleaning frequency for critical assets.
RELEVANT STANDARDS
·Protect OC San assets
·24/7/365 treatment plant reliability
·Maintain a proactive asset management program
PROBLEM
Sonar assessments conducted in recent years have identified increased debris accumulation and
sediment buildup in several major large diameter pipes,trunk sewers and inverted siphons.These
conditions can reduce hydraulic capacity,cause operational inefficiencies,and elevate the risk of
sanitary sewer overflows (SSOs).Existing internal cleaning resources are not sufficient to perform
the large-diameter inspections required to maintain system performance and regulatory compliance.
PROPOSED SOLUTION
Establish a General Services Contract to provide specialized large-diameter and inverted siphon
cleaning and sonar inspection services on both an as-needed and scheduled basis.This contract will
enable OC San to proactively identify problem areas and maintain optimal pipeline capacity.
TIMING CONCERNS
N/A
RAMIFICATIONS OF NOT TAKING ACTION
Failure to perform these inspections and cleanings could result in debris accumulation,reduced flow
capacity,and potential SSOs.These issues could increase emergency maintenance costs,negatively
affect treatment performance, and potentially lead to regulatory violations.
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
A Request for Proposal (RFP)was issued on September 4,2025,and proposals were received on
October 6, 2025.
Orange County Sanitation District Printed on 12/8/2025Page 2 of 4
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File #:2025-4642 Agenda Date:12/17/2025 Agenda Item No:8.
Proposals were evaluated based on the following criteria:
CRITERION WEIGHT
Qualifications of the Firm 25%
Staffing & Project Organization 25%
Work Plan 30%
Cost 20%
The evaluation team first reviewed and scored the proposals based on the criteria listed above,
excluding the cost.
Rank Proposer Criterion 1
(Max 25%)
Criterion 2
(Max 25%)
Criterion 3
(Max 30%)
Subtotal Score
(Max 80%)
1 Performance Pipeline
Technologies, Inc. dba
Sanitation Systems
21%20%25%66%
2 Pipe and Plant
Solutions, Inc.
19%18%20%57%
Both proposals were accompanied by a sealed cost proposal which were opened after scores for the
first three (3) criteria were submitted.
Rank Proposer Subtotal Score
without cost
(Max 80%)
Cost (Max
20%)
Total Weighted
Score (Max 100%)
1 Performance Pipeline
Technologies, Inc. dba
Sanitation Systems
66%20%86%
2 Pipe and Plant Solutions, Inc.57%0%57%
The cost proposals received are based on hourly rates for different sizes of pipe and linear foot
length along with unit costs for gallons of material dewatered,as well as equipment mobilization and
demobilization costs.Cost evaluation was based on sample work scenarios for cleaning and sonar
activities which were listed in the Evaluation Procedures of the RFP. The results are below:
Rank Proposer TOTAL COST OF
SAMPLE WORK ORDER
SCENARIOS
1 Performance Pipeline Technologies dba Sanitation
Systems
$422,400
2 Pipe and Plant Solutions, Inc.$270,450,000
Based on these results,staff recommend approving a General Services Contract to Performance
Pipeline Technologies, Inc. dba Sanitation Systems.
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File #:2025-4642 Agenda Date:12/17/2025 Agenda Item No:8.
CEQA
N/A
FINANCIAL CONSIDERATIONS
This request complies with the authority levels of OC San’s Purchasing Ordinance.The budgeted
item is located under the Repairs and Maintenance line item in the Operations and Maintenance
Department’s Budget Update for Fiscal Year 2025-2026,and the available funding is sufficient for this
action.
Date of Approval Contract Amount Contingency
12/17/2025 $ 1,750,000 $175,000 (10%)
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·General Services Contract
·Presentation
Orange County Sanitation District Printed on 12/8/2025Page 4 of 4
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General Services Contract 1 of 10 Specification No. S-2025-695BD
Revision 121924
GENERAL SERVICES CONTRACT
Sonar Inspections & Pipeline Cleanings of Inverted Siphons & Large Diameter Pipelines
Specification No. S-2025-695BD
This GENERAL SERVICES CONTRACT (hereinafter referred to as “Contract”), is made and entered
into as of the date fully executed below, by and between Orange County Sanitation District
(hereinafter referred to as “OC San”) and Performance Pipeline Technologies, Inc., dba Sanitation
Systems (hereinafter referred to as “Contractor”) and collectively referred to herein as the “Parties.”
R E C I T A L S
WHEREAS, OC San desires to retain the services of Contractor for Sonar Inspections & Pipeline
Cleanings of Inverted Siphons & Large Diameter Pipelines (“Services”) as described in Exhibit “A” –
Scope of Work attached hereto and incorporated herein by this reference; and
WHEREAS, Contractor is qualified to perform the Services by virtue of experience, training,
education, and expertise; and
WHEREAS, OC San desires to engage Contractor to provide the Services; and
WHEREAS, OC San selected Contractor to provide the Services in accordance with OC San’s
current Purchasing Ordinance; and
WHEREAS, on December 17, 2025, OC San’s Board of Directors, by minute order, authorized
execution of this Contract.
NOW, THEREFORE, in consideration of the above recitals and the mutual promises and benefits
specified below, the Parties agree as follows:
1. General.
1.1 This Contract and all exhibits hereto are made by OC San and Contractor.
1.2 The following exhibits, in order of precedence, are incorporated by reference and made
part of this Contract.
Exhibit “A” – Scope of Work
Exhibit “B” – Proposal
Exhibit “C” – Determined Insurance Requirement Form
Exhibit “D” – Contractor Safety Standards
Exhibit “E” – Human Resources Policies
Exhibit “F” – Not Used
Exhibit “G” – Not Used
1.3 In the event of any conflict or inconsistency between the provisions of this Contract and
any of the provisions of the exhibits hereto, the provisions in the Contract shall control
and thereafter the provisions in the document highest in precedence shall be controlling.
1.4 Except as expressly provided otherwise, OC San accepts no liability for any expenses,
losses, or actions incurred or undertaken by Contractor as a result of work performed in
anticipation of acquisition of the Services by OC San.
General Services Contract 2 of 10 Specification No. S-2025-695BD
Revision 121924
1.5 Work Hours: Shall be as specified in Exhibit “A” – Scope of Work.
1.6 Days: Shall mean calendar days, unless otherwise noted.
1.7 OC San holidays (non-working days) are as follows: New Year’s Day, Martin Luther King,
Jr. Day, Presidents’ Day, Memorial Day, Independence Day, Labor Day, Veterans Day,
Thanksgiving Day, Day after Thanksgiving, Christmas Eve, and Christmas Day.
1.8 Work: Shall mean all work, labor, and materials necessary to provide the Services.
1.9 The provisions of this Contract may be amended or waived only by an amendment
executed by authorized representatives of both Parties.
1.10 The various headings in this Contract are inserted for convenience only and shall not
affect the meaning or interpretation of this Contract or any paragraph or provision hereof.
2. Scope of Work.
2.1 Contractor shall perform the Services identified in Exhibit “A” – Scope of Work in
accordance with generally accepted industry and professional standards.
2.2 Modifications to Scope of Work. OC San shall have the right to modify the Scope of Work
at any time. All modifications must be made by an amendment signed by both Parties.
2.3 Familiarity with Work. By executing this Contract, Contractor warrants that: (a) it has
investigated the work to be performed; and (b) it understands the facilities, difficulties,
and restrictions of the work under this Contract. Should Contractor discover any latent or
unknown condition materially differing from those inherent in the work or as represented
by OC San, it shall immediately inform OC San of this and shall not proceed, except at
Contractor’s risk, until written instructions are received from OC San.
2.4 Performance. Time is of the essence in the performance of the provisions hereof.
3. Contract Term.
3.1 The Services shall be completed within one (1) year from the effective date of the Notice
to Proceed.
3.2 Renewals. At its sole discretion, OC San may exercise the option to renew this Contract
for up to four (4) one-year periods. This Contract may be renewed by an OC San
Purchase Order. OC San shall have no obligation to renew the Contract nor to give a
reason if it elects not to renew it.
3.3 Extensions. The term of this Contract may be extended only by an amendment signed
by both Parties.
4. Compensation.
4.1 As compensation for the Services provided under this Contract, OC San shall pay
Contractor a total amount not to exceed One Million Seven Hundred Fifty Thousand
Dollars ($1,750,000.00).
4.2 Contractor shall provide OC San with all required premiums and/or overtime work at no
charge beyond the amount specified above.
General Services Contract 3 of 10 Specification No. S-2025-695BD
Revision 121924
5. Payments and Invoicing.
5.1 OC San shall pay itemized invoices for work completed in accordance with Exhibit “A” –
Scope of Work thirty (30) days from receipt of the invoice and after approval by the
designated OC San representative or designee. OC San shall be the determining party,
in its sole discretion, as to whether the Services have been satisfactorily completed.
5.2 Contractor shall submit its invoices to OC San Accounts Payable by electronic mail
(email) to APStaff@OCSan.gov. In the subject line include “INVOICE” and the Purchase
Order Number.
6. California Department of Industrial Relations Registration and Record of Wages.
6.1 To the extent Contractor’s employees and/or its subcontractors perform work related to
this Contract, for which Prevailing Wage Determinations have been issued by the
California Department of Industrial Relations (DIR) as more specifically defined under
Labor Code section 1720 et seq., prevailing wages are required to be paid for applicable
work under this Contract. It is the Contractor’s responsibility to interpret and implement
any prevailing wage requirements and Contractor agrees to pay any penalty or civil
damages resulting from a violation of the prevailing wage laws.
6.2 Contractor and its subcontractors shall comply with the registration requirements of Labor
Code section 1725.5. Pursuant to Labor Code section 1771.4(a)(1), the work is subject
to compliance monitoring and enforcement by the DIR.
6.3 Pursuant to Labor Code section 1773.2, a copy of the prevailing rate of per diem wages
is available upon request at OC San’s principal office. The prevailing rate of per diem
wages may also be found at the DIR website for prevailing wage determinations at
http://www.dir.ca.gov/DLSR/PWD.
6.4 Contractor and its subcontractors shall comply with the job site notices posting
requirements established by the Labor Commissioner per Title 8, California Code of
Regulations section 16461(e). Pursuant to Labor Code sections 1773.2 and 1771.4(a)(2),
Contractor shall post a copy of the prevailing rate of per diem wages at the job site.
6.5 Contractor and its subcontractors shall maintain accurate payroll records and shall
comply with all the provisions of Labor Code section 1776. Contractor and its
subcontractors shall submit payroll records to the Labor Commissioner pursuant to Labor
Code section 1771.4(a)(3). Pursuant to Labor Code section 1776, Contractor and its
subcontractors shall furnish a copy of all certified payroll records to OC San and/or the
general public upon request, provided the public request is made through OC San, the
Division of Apprenticeship Standards, or the Division of Labor Standards Enforcement of
the DIR. Pursuant to Labor Code section 1776(h), penalties for non-compliance with a
request for payroll records may be deducted from progress payments.
6.5.1 As a condition to receiving payments, Contractor agrees to present to OC San,
along with any request for payment, all applicable and necessary certified payrolls
and other required documents for the period covering such payment request.
Pursuant to Title 8, California Code of Regulations section 16463, OC San shall
withhold any portion of a payment, up to and including the entire payment amount,
until certified payroll forms and any other required documents are properly
submitted. In the event certified payroll forms do not comply with the requirements
of Labor Code section 1776, OC San may continue to withhold sufficient funds to
General Services Contract 4 of 10 Specification No. S-2025-695BD
Revision 121924
cover estimated wages and penalties under the Contract.
6.6 Contractor and its subcontractors shall comply with Labor Code section 1774 and section
1775. Pursuant to Labor Code section 1775, Contractor and any of its subcontractors
shall forfeit to OC San a penalty of not more than two hundred dollars ($200) for each
calendar day, or portion thereof, for each worker paid less than the prevailing rates as
determined by the DIR for the work or craft in which the worker is employed for any work.
6.6.1 In addition to the penalty and pursuant to Labor Code section 1775, the difference
between the prevailing wage rates and the amount paid to each worker for each
calendar day or portion thereof for which each worker was paid less than the
prevailing wage rate shall be paid to each worker by Contractor or its
subcontractor.
6.7 Contractor and its subcontractors shall comply with Labor Code sections 1810 through
1815. Contractor and its subcontractors shall restrict working hours to eight (8) hours per
day and forty (40) hours per week, except that work performed in excess of those limits
shall be permitted upon compensation for all excess hours worked at not less than one
and one-half (1.5) times the basic rate of pay, as provided in Labor Code section 1815.
Contractor shall forfeit, as a penalty to OC San, twenty-five dollars ($25) per worker per
calendar day during which such worker is required or permitted to work more than eight
(8) hours in any one calendar day and forty (40) hours in any one calendar week in
violation of Labor Code sections 1810 through 1815.
6.8 Contractor and its subcontractors shall comply with Labor Code sections 1777.5, 1777.6,
and 1777.7 concerning the employment of apprentices by Contractor or any
subcontractor.
6.9 Contractor shall include, at a minimum, a copy of the following provisions in any contract
it enters into with any subcontractor: Labor Code sections 1771, 1771.1, 1775, 1776,
1777.5, 1810, 1813, 1815, 1860, and 1861.
6.10 Pursuant to Labor Code sections 1860 and 3700, Contractor and its subcontractors will
be required to secure the payment of compensation to employees. Pursuant to Labor
Code section 1861, Contractor, by accepting this Contract, certifies that:
“I am aware of the provisions of section 3700 of the Labor Code which require
every employer to be insured against liability for workers’ compensation or to
undertake self-insurance in accordance with the provisions of that code, and
I will comply with such provisions before commencing the performance of the
work of this Contract.”
Contractor shall ensure that all its contracts with its subcontractors provide the provision
above.
7. Damage to OC San’s Property. Any of OC San’s property damaged by Contractor, any
subcontractor, or by the personnel of either will be subject to repair or replacement by
Contractor at no cost to OC San.
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8. Freight (F.O.B. Destination). Contractor assumes full responsibility for all transportation,
transportation scheduling, packing, handling, insurance, and other services associated with
delivery of all products deemed necessary under this Contract.
9. Audit Rights. Contractor agrees that, during the term of this Contract and for a period of three
(3) years after its expiration or termination, OC San shall have access to and the right to
examine any directly pertinent books, documents, and records of Contractor relating to the
invoices submitted by Contractor pursuant to this Contract.
10. Contractor Safety Standards and Human Resources Policies. OC San requires Contractor
and its subcontractor(s) to follow and ensure their employees follow all Federal, State, and
local regulations as well as the Contractor Safety Standards while working at OC San locations.
If, during the course of the Contract, it is discovered that the Contractor Safety Standards do
not comply with Federal, State, or local regulations, Contractor is required to follow the most
stringent regulatory requirement at no additional cost to OC San. Contractor, its
subcontractors, and all of their employees shall adhere to the safety requirements in Exhibit
“A” – Scope of Work, Exhibit “D” – Contractor Safety Standards,” and Exhibit “E” – Human
Resources Policies.
11. Insurance. Contractor and all its subcontractors shall purchase and maintain, throughout the
term of this Contract and any periods of warranty or extensions, insurance in amounts equal
to the requirements set forth in the signed Exhibit “C” – Determined Insurance Requirement
Form. Contractor shall not commence work under this Contract until all required insurance is
obtained in a form acceptable to OC San, nor shall Contractor allow any subcontractor to
commence service pursuant to a subcontract until all insurance required of the subcontractor
has been obtained. Failure to obtain and maintain the required insurance coverage shall result
in termination of this Contract.
12. Bonds. Not Used
13. Indemnification and Hold Harmless Provision. Contractor shall assume all responsibility
for damages to property and/or injuries to persons, including accidental death, which may arise
out of or may be caused by Contractor’s Services under this Contract, or by its
subcontractor(s), or by anyone directly or indirectly employed by Contractor, and whether such
damage or injury shall accrue or be discovered before or after the termination of the Contract.
Except as to the sole active negligence of or willful misconduct of OC San, Contractor shall
indemnify, protect, defend, and hold harmless OC San, its elected and appointed officials,
officers, agents, and employees from and against any and all claims, liabilities, damages, or
expenses of any nature, including attorneys’ fees: (a) for injury to or death of any person, or
damage to property, or interference with the use of property arising out of or in connection with
Contractor’s performance under the Contract, and/or (b) on account of use of any copyrighted
or uncopyrighted material, composition, or process; or any patented or unpatented invention,
article, or appliance furnished or used under the Contract, and/or (c) on account of any goods
and Services provided under this Contract. This indemnification provision shall apply to any
acts or omissions, willful misconduct, or negligent misconduct, whether active or passive, on
the part of Contractor or anyone employed by or working under Contractor. To the maximum
extent permitted by law, Contractor’s duty to defend shall apply whether or not such claims,
allegations, lawsuits, or proceedings have merit or are meritless; or which involve claims or
allegations that any of the parties to be defended were actively, passively, or concurrently
negligent; or which otherwise assert that the parties to be defended are responsible, in whole
or in part, for any loss, damage, or injury. Contractor agrees to provide this defense
General Services Contract 6 of 10 Specification No. S-2025-695BD
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immediately upon written notice from OC San, and with well qualified, adequately insured, and
experienced legal counsel acceptable to OC San. This section shall survive the expiration or
early termination of the Contract.
14. Independent Contractor. The relationship between the Parties hereto is that of an
independent contractor and nothing herein shall be deemed to make Contractor an OC San
employee. During the performance of this Contract, Contractor and its officers, employees, and
agents shall act in an independent capacity and shall not act as OC San’s officers, employees,
or agents. Contractor and its officers, employees, and agents shall obtain no rights to any
benefits which accrue to OC San’s employees.
15. Subcontracting and Assignment. Contractor shall not delegate any duties nor assign any
rights under this Contract without the prior written consent of OC San. Any such attempted
delegation or assignment shall be void.
16. Disclosure. Contractor agrees not to disclose, to any third party, data or information
generated from this Contract without the prior written consent from OC San.
17. Non-Liability of OC San Officers and Employees. No officer or employee of OC San shall
be personally liable to Contractor, or any successor-in-interest, in the event of any default or
breach by OC San, or for any amount which may become due to Contractor or to its successor,
or for breach of any obligation under the terms of this Contract.
18. Third-Party Rights. Nothing in this Contract shall be construed to give any rights or benefits
to anyone other than OC San and Contractor.
19. Applicable Laws and Regulations. Contractor shall comply with all applicable Federal, State,
and local laws, rules, and regulations. Contractor also agrees to indemnify and hold OC San
harmless from any and all damages and liabilities assessed against OC San as a result of
Contractor’s noncompliance therewith. Any provision required by law to be included herein
shall be deemed included as a part of this Contract whether or not specifically included or
referenced.
20. Licenses, Permits, Ordinances, and Regulations. Contractor represents and warrants to
OC San that it has obtained all licenses, permits, qualifications, and approvals of whatever
nature that are legally required to provide the Services. Any and all fees required by Federal,
State, County, City, and/or municipal laws, codes, and/or tariffs that pertain to the work
performed under this Contract will be paid by Contractor.
21. Regulatory Requirements. Contractor shall perform all work under this Contract in strict
conformance with applicable Federal, State, and local regulatory requirements including, but
not limited to, 40 CFR 122, 123, 124, 257, 258, 260, 261, and 503, Title 22, 23, and Water
Codes Division 2.
22. Environmental Compliance. Contractor shall, at its own cost and expense, comply with all
Federal, State, and local environmental laws, regulations, and policies which apply to
Contractor, its subcontractors, and the Services, including, but not limited to, all applicable
Federal, State, and local air pollution control laws and regulations.
23. South Coast Air Quality Management District’s Requirements. It is Contractor’s
responsibility to ensure that all equipment furnished and installed be in accordance with the
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latest rules and regulations of the South Coast Air Quality Management District (SCAQMD).
All Contract work practices, which may have associated emissions such as sandblasting, open
field spray painting, or demolition of asbestos containing components or structures shall
comply with the appropriate rules and regulations of SCAQMD.
24. California Air Resources Board Mobile Source Regulations.
Contractor and its applicable consultants, subconsultants, and subcontractors shall comply
with the following California Air Resources Board Mobile Source Regulations:
• Advanced Clean Fleet (ACF): 13 CCR 2013-2013.4; 13 CCR 2015-2015.6
• Truck & Bus Regulation (T&B): 13 CCR 2025
• Clean Truck Check (CTC): 13 CCR 2195-2199.1
• Off-Road Diesel Amendments (ORD): 13 CCR 2449-2449.2
25. Dispute Resolution.
25.1 In the event of a dispute as to the construction or interpretation of this Contract, or any
rights or obligations hereunder, the Parties shall first attempt, in good faith, to resolve the
dispute by mediation. The Parties shall mutually select a mediator to facilitate the
resolution of the dispute. If the Parties are unable to agree on a mediator, the mediation
shall be conducted in accordance with the Commercial Mediation Rules of the American
Arbitration Agreement, through the alternate dispute resolution procedures of Judicial
Arbitration through Mediation Services of Orange County (“JAMS”), or any similar
organization or entity conducting an alternate dispute resolution process.
25.2 In the event the Parties are unable to timely resolve the dispute through mediation, the
issues in dispute shall be submitted to arbitration pursuant to Code of Civil Procedure,
Part 3, Title 9, sections 1280 et seq. For such purpose, an agreed arbitrator shall be
selected, or in the absence of agreement, each party shall select an arbitrator, and those
two (2) arbitrators shall select a third. Discovery may be conducted in connection with the
arbitration proceeding pursuant to Code of Civil Procedure section 1283.05. The
arbitrator, or three (3) arbitrators acting as a board, shall take such evidence and make
such investigation as deemed appropriate and shall render a written decision on the
matter in question. The arbitrator shall decide each and every dispute in accordance with
the laws of the State of California. The arbitrator’s decision and award shall be subject to
review for errors of fact or law in the Superior Court for the County of Orange, with a right
of appeal from any judgment issued therein.
26. Liquidated Damages. Not Used
27. Remedies. In addition to other remedies available in law or equity, if Contractor fails to make
delivery of the goods and Services or repudiates its obligations under this Contract, or if OC
San rejects the goods or Services or revokes acceptance of the goods and Services, OC San
may (a) terminate the Contract; (b) recover whatever amount of the purchase price OC San
has paid, and/or (c) “cover” by purchasing, or contracting to purchase, substitute goods and
Services for those due from Contractor. In the event OC San elects to “cover” as described in
(c), OC San shall be entitled to recover from Contractor as damages the difference between
the cost of the substitute goods and Services and the Contract price, together with any
incidental or consequential damages.
28. Force Majeure. Neither party shall be liable for delays caused by accident, flood, acts of God,
fire, labor trouble, war, acts of government, or any other cause beyond its control, but the
General Services Contract 8 of 10 Specification No. S-2025-695BD
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affected party shall use reasonable efforts to minimize the extent of the delay. Work affected
by a force majeure condition may be rescheduled by mutual consent of the Parties.
29. Termination.
29.1 OC San reserves the right to terminate this Contract for its convenience, with or without
cause, in whole or in part, at any time, by written notice from OC San. Upon receipt of a
termination notice, Contractor shall immediately discontinue all work under this Contract
(unless the notice directs otherwise). OC San shall thereafter, within thirty (30) days, pay
Contractor for work performed (cost and fee) through the date of termination. Contractor
expressly waives any claim to receive anticipated profits to be earned during the
uncompleted portion of this Contract. Such notice of termination shall terminate this
Contract and release OC San from any further fee, cost, or claim hereunder by Contractor
other than for work performed through the date of termination.
29.2 OC San reserves the right to terminate this Contract immediately upon OC San’s
determination that Contractor is not complying with the Scope of Work requirements, if
the level of service is inadequate, or for any other default of this Contract.
29.3 OC San may also immediately terminate this Contract for default, in whole or in part, by
written notice to Contractor:
▪ if Contractor becomes insolvent or files a petition under the Bankruptcy Act; or
▪ if Contractor sells its business; or
▪ if Contractor breaches any of the terms of this Contract; or
▪ if the total amount of compensation exceeds the amount authorized under this
Contract.
29.4 All OC San’s property in the possession or control of Contractor shall be returned by
Contractor to OC San on demand or at the expiration or early termination of this Contract,
whichever occurs first.
30. Attorney’s Fees. If any action at law or in equity or if any proceeding in the form of an
Alternative Dispute Resolution (ADR) is necessary to enforce or interpret the terms of this
Contract, the prevailing party shall be entitled to reasonable attorney’s fees, costs, and
necessary disbursements in addition to any other relief to which the prevailing party may be
entitled.
31. Waiver. The waiver by either party of any breach or violation of, or default under, any provision
of this Contract shall not be deemed a continuing waiver by such party of any other provision
or of any subsequent breach or violation of this Contract or default thereunder. Any breach by
Contractor to which OC San does not object shall not operate as a waiver of OC San’s rights
to seek remedies available to it for any subsequent breach.
32. Severability. If any section, subsection, or provision of this Contract; or any agreement or
instrument contemplated hereby; or the application of such section, subsection, or provision is
held invalid, the remainder of this Contract or instrument in the application of such section,
subsection, or provision to persons or circumstances other than those to which it is held invalid,
shall not be affected thereby, unless the effect of such invalidity shall be to substantially
frustrate the expectations of the Parties.
General Services Contract 9 of 10 Specification No. S-2025-695BD
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33. Survival. The provisions of this Contract dealing with payment, warranty, indemnity, and forum
for enforcement shall survive expiration or early termination of this Contract.
34. Governing Law. This Contract shall be governed by and interpreted under the laws of the
State of California and the Parties submit to jurisdiction in the County of Orange in the event
any action is brought in connection with this Contract or the performance thereof.
35. Notices.
35.1 All notices under this Contract must be in writing. Written notice shall be delivered by
personal service, by email, or sent by registered or certified mail, postage prepaid, return
receipt requested, or by any other overnight delivery service which delivers to the noticed
destination and provides proof of delivery to the sender. Rejection or other refusal to
accept or the inability to deliver because of changed address for which no notice was
given as provided hereunder shall be deemed to be receipt of the notice, demand, or
request sent. All notices shall be effective when first received at the following addresses:
OC San: Jeremey Arbiso
Senior Buyer
Orange County Sanitation District
18480 Bandilier Circle
Fountain Valley, CA 92708
JArbiso@ocsan.gov
Contractor: Gene Glassburner
General Manager
Performance Pipeline Technologies, Inc., dba Sanitation Systems
5292 System Drive
Huntington Beach, CA 92649
GGlassburner@Azuria.com
35.2 Each party shall provide the other party written notice of any change in address as soon
as practicable.
36. Read and Understood. By signing this Contract, Contractor represents that it has read and
understood the terms and conditions of the Contract.
37. Authority to Execute. The persons executing this Contract on behalf of the Parties warrant
that they are duly authorized to execute this Contract and that by executing this Contract, the
Parties are formally bound.
38. Entire Agreement. This Contract constitutes the entire agreement of the Parties and
supersedes all prior written or oral communications and all contemporaneous oral agreements,
understandings, and negotiations between the Parties with respect to the subject matter
hereof.
General Services Contract 10 of 10 Specification No. S-2025-695BD
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IN WITNESS WHEREOF, intending to be legally bound, the Parties hereto have caused this
Contract to be signed by their duly authorized representatives.
ORANGE COUNTY SANITATION DISTRICT
Dated: _________________ By:
Ryan P. Gallagher
Chair, Board of Directors
Dated: _________________ By:
Kelly A. Lore
Clerk of the Board
Dated: _________________ By:
Kevin Work
Purchasing & Contracts Manager
PERFORMANCE PIPELINE TECHNOLOGIES, INC.,
dba SANITATION SYSTEMS
Dated: _________________ By:
Print Name and Title of Officer
LDR
EXHIBIT A Specification No. S-2025-695BD
EXHIBIT A
SCOPE OF WORK
For
Sonar Inspections & Pipeline Cleanings of Inverted Siphons & Large Diameter Pipelines
EXHIBIT A Page 1 of 6 Specification S-2025-695BD
EXHIBIT A SCOPE OF WORK SONAR INSPECTIONS & PIPELINE CLEANINGS OF INVERTED SIPHONS & LARGE DIAMETER PIPELINES SPECIFICATION NO. S-2025-695BD
1. Background and PurposeThe Orange County Sanitation District (OC San) is a public agency responsible forcollecting, treating, and safely disposing of wastewater and its residuals for 2.6 millionresidents and businesses in Orange County, California. OC San operates two treatmentplants: Plant No. 1 in the City of Fountain Valley and Plant No. 2 in the City of Huntington
Beach. In addition, OC San operates and maintains about 390 miles of sewer with 4,500manholes and 15 pumping stations, all of which convey flows to the treatment plants.
OC San generally designs all its large diameter pipelines (greater than 42-inches indiameter) to be self-cleansing. However, previous sonar inspections confirmed that somegravity sewers and inverted siphons systems have significant debris accumulation and
require cleaning. The purpose of this contract is as follows:
•Clean select large diameter pipeline trunk systems
•Clean select inverted siphon pipeline systems
•Inspection of pipeline systems with sonar technology
2. General Description of the WorkThis Scope of Work (SOW) involves cleaning, decanting, solids disposal, sonarinspections, and other work as described herein:
2.1 Work Locations – See Appendix A-1 for a map of OC San’s service area. For eachcleaning and inspection task, the designated OC San representative will provide
the following task-specific information:
•Proposed Work Order
•Approximate Line Footage
•Manhole-to-Manhole Segment Identification
•Area of Work
•Atlas Maps, Drawings, and Other Relevant Asset Data
OC San shall also provide the Contractor geodatabase viewer access through its
Sewer Atlas Mobile application on ESRI ArcGIS Field Maps.
2.2 Cleaning, Decanting, and Solids Disposal – For each large diameter or inverted siphon pipeline, the Contractor shall remove and dispose of all internal debris including but not limited to roots, rags, grit, sludge, etc.
2.2.1 Cleaning – Pipelines shall be cleaned from an upstream manhole to a downstream manhole with hydraulically powered equipment, high-velocity jet cleaners with heavy floor cleaning or venturi nozzles, mechanically powered equipment, or other OC San approved method dependent on the nature of the debris to be removed.
Water will not be provided by OC San. The Contractor is responsible for obtaining the necessary fire hydrant permit(s) to access temporary
construction water, as required for cleaning. Alternatively, the Contractor may use wastewater stream for devices using water. Contractor must not damage the existing pipelines, manholes, and other existing facilities. Any metallic parts
of cleaning equipment shall not come into direct contact with pipeline or
EXHIBIT A Page 2 of 6 Specification S-2025-695BD
manhole shafts that are plastic, plastic-lined, or plastic-coated. Cleaning
operations shall not surcharge laterals or cause flow or gases to enter service connections.
Cleaning shall continue until all debris and obstructions are removed and disposed of by the Contractor to the satisfaction of the designated OC San representative. If cleaning cannot be completed from one manhole, move equipment and set up on another manhole to reattempt cleaning. If successful cleaning still cannot be performed or equipment fails to traverse entire pipeline segment, it shall be assumed a major blockage exists, in which case efforts to clean shall be temporarily suspended and the designated OC San representative notified immediately. Cleaning shall be completed upon the
removal of the blockage.
2.2.2 Decanting and Solids Disposal – All liquids shall be decanted and drained back
to the sewer. All solids or semisolids resulting from the cleaning operations shall be removed from the work site and disposed of at either of the following locations:
•Digester drying beds at OC San's Treatment Plant No. 1 located inFountain Valley (See Appendix A-2 OPS-SOP-15-003 Sewer Debris
Drying Bed Use Procedure including Drying Bed Authorization Form), at nocost to the Contractor but is subject to availability. Amounts and disposaldates shall be coordinated with the designated OC San representative.Contractor shall assume solids and semisolids in excess of 10 cubic yardsdaily cannot be accepted at OC San’s digester drying beds.
•A permitted and OC San approved disposal facility, such as:o Frank K. Bowerman Landfill - 11002 Bee Canyon Access Road,Irvine, CA, 92602
o Prima Deshecha Landfill – 32250 Avenida La Pata, San JuanCapistrano, CA 92675oOlinda Alpha Landfill - 1942 Valencia Avenue, Brea, CA 92823
All materials shall be removed from the work site at the end of each workday. Under no circumstances shall the Contractor be allowed to accumulate debris, on the work site beyond a single workday, except in totally enclosed leak- and odor-proof containers and as approved by the designated OC San
representative.
If disposal at OC San is unavailable or anticipated to be unavailable at the time
of need, the Contractor may recommend and/or use an alternative disposal site(s). However, these facilities shall be reviewed and approved by the designated OC San representative to ensure that the facility is properly
permitted and does not have any outstanding violations, etc. In addition, OC San’s material shall be properly profiled, approved, and authorized prior to disposal.
The Contractor shall be responsible for all handling, transportation, and landfill tipping fees, and shall directly manage the waste profiling, required sampling, and laboratory analyses to ensure continued conformance with landfill standards. Upon incurring fees at an alternate pre-approved disposal site, the Contractor may submit a receipt or invoice for those fees to the designated OC San representative for reimbursement. Reimbursement will be issued upon completion and formal acceptance of the work by the designated OC San
representative.
EXHIBIT A Page 3 of 6 Specification S-2025-695BD
2.2.3 Submittals – The Contractor shall submit a cleaning plan to the designated OC
San representative for approval within 15 working days prior to the proposed mobilization date for each work order. The designated OC San representative will review and provide comments, if any, to the Contractor to be incorporated into the plan as necessary.
2.3 Sonar Inspections – Provide sonar inspections for each large diameter pipeline using high-resolution sonar units. Sonar shall be performed a total of 2 times for each large diameter pipeline as follows:
Sonar Inspections
Sonar Inspection No. Description Completion Window
1 Pre-Cleaning Within 2 weeks prior to cleaning
2 Post-Cleaning Same day as completion of cleaning
2.3.1 Equipment – Sonar units may be skid, float, or robotic tractor mounted, and the
best-suited configuration shall be selected for the pipeline being inspected. Sonar units shall be capable of 2 to 4 scans per foot producing high resolution color images of scans and have a distance measurement accuracy of +/- 0.9 inch under all conditions.
2.3.2 General Procedure – All sonar inspections shall be completed within the completion windows specified in this SOW. Whenever non-remote powered and controlled winches are used to pull the equipment through a pipeline, telephone, radios, or other suitable means of communication shall be set up between the 2 manholes of the section being inspected to ensure that adequate communication exists between members of the crew.
If during the sonar inspection equipment is stuck inside the sewer and cannot be retrieved, the Contractor shall not excavate the pipeline to retrieve it without
written prior approval from the designated OC San representative. The Contractor shall inform the designated OC San representative immediately and submit a retrieval plan for review and approval. It is the Contractor’s
responsibility to remove the equipment and ensure that the sewer is not damaged.
2.3.3 Submittal – The Contractor shall submit a sample sonar deliverable to the designated OC San representative for review and approval prior to the start of the first work order. Submittals can be delivered via OneDrive folder provided
by OC San to the Contractor. The designated OC San representative will review and provide comments, if any, to the Contractor to be incorporated into the deliverable as necessary. This will be the required format of all deliverables for the duration of this Contract.
Sample sonar sediment and profiler reports are provided in Appendices A-3 Sonar Sediment Report and A-4 Pipe Profiler Report.
2.4 Spill Reporting and Handling – In the event of any Contractor related overflow or interruption of service, the Contractor shall immediately notify the OC San Control Center at (714) 593-7025. The Contractor shall attempt to contain, control, and
relieve the spill and isolate it from entry into any waterways including catch basins and storm drains. Once the spill has been contained, controlled, and relieved, the Contractor shall clean the area to OC San’s satisfaction. Workshops with the Contractor may be provided by OC San regarding containment methods at the Contractor’s request in writing to the designated OC San representative.
EXHIBIT A Page 4 of 6 Specification S-2025-695BD
Contractor shall be responsible for any fines levied by others, reimbursement of
any OC San incurred costs, damage, cleanup, restoration of flow, and any disruption of service costs to OC San customers as of a result of the Contractor’s work. Contractor shall also notify the OC San Control Center immediately of any apparent non-Contractor related spills. 2.5 Emergency Reporting – If during the work the Contractor encounters a condition where public safety is threatened (such as, but not limited to, a pipeline hole, pipeline collapse, stoppage, blockage, and/or imminent sewer spill), the Contractor shall immediately notify the OC San Control Center at (714) 593-7025.
2.6 Manhole Sealant – Contractor shall reseal all previously sealed manhole covers with duct seal Cal Pico #CD-5, or equal, within 24 hours after work is completed.
The Contractor shall furnish the sealing material. The work area around the manhole(s) shall be swept clean of all debris. 3. Deliverables The Contractor shall provide the following deliverables for each sonar inspection:
• Sonar Sediment Report
• Sonar Profiler Report
3.1 Sonar Sediment Report – Sonar Sediment Report shall be in PDF format and include all of the following information, at a minimum:
• Inspection date
• Inspection time
• Weather at time of inspection
• Contractor name
• Operator(s) name
• Street name or location
• OC San Facility ID
• OC San Manhole Number upstream
• OC San Manhole Number downstream
• Survey direction (downstream/upstream)
• Pipeline diameter
• Pipeline material
• Length surveyed
• Average debris depth (inches)
• Maximum debris depth (inches)
• Estimated debris volume (cubic feet)
• A profile graph showing debris height (inches) at the inspection start, inspection end, and every 10 feet along the length of the pipeline in relation to the diameter of the pipeline
• Other associated data 3.2 Sonar Profiler Report – Sonar Profiler Report shall be in PDF format and include all of the following information, at a minimum:
• Cover page with inspection date, time, Contractor name, operator name, survey direction (upstream/downstream), and OC San Facility ID
• Sonar profiler high resolution color snapshots at inspection start, inspection end, and every 10 feet along the length of the pipeline. Each snapshot page shall also note the survey distance, pitch, and roll.
EXHIBIT A Page 5 of 6 Specification S-2025-695BD
Deliverables not conforming to the approved formats described above, shall be rejected
and revised at no additional cost to OC San. If additional field work is required to correct the reports, it shall be done at no additional cost to OC San.
Deliverables for each work order shall be provided to the designated OC San representative within 10 working days of completed inspections. After receipt of each inspection deliverable, the designated OC San representative will review and provide comments, if any, to the Contractor to be incorporated into the deliverables as necessary. The Contractor shall address all comments and return finalized deliverables within 10 working days of receiving the comments.
4.Safety and Health Requirements
The Contractor and any subcontractors shall comply with all applicable provisions of theContractor Safety Standards (See Exhibit “D” Contractor Safety Standards), OSHA,Cal/OSHA, and local regulations, whichever is most stringent.
5.Permits and Traffic ControlWhen working in an OC San easement area, the Contractor shall restrict the worksite to
within the OC San easement. However, if the worksite cannot be maintained within OCSan’s easement, a separate encroachment permit may be required by the authority havingjurisdiction.
The Contractor shall be responsible for preparing, submitting, and acquiring all permitsrequired by Federal, State, County, and/or local authorities for all aspects of the workperformed within their jurisdiction. This includes, but is not limited to, traffic control andencroachment permits. Prior to the start of each work order, the Contractor shall providethe designated OC San representative with an estimate of all fees associated with suchpermits, including any required inspection fees and the costs of regulatory inspectors, asmandated by applicable laws, codes, and tariffs. Receipts of permit fees and related costs
shall be submitted with the corresponding invoice, which will be reimbursed provided that:
•The required permits have been obtained; and
•Traffic control setup has been completed; and
•The job has been completed and accepted by the designated OC Sanrepresentative.
All traffic control shall be implemented in accordance with the latest version of the Caltrans Manual on Uniform Traffic Control Devices (MUTCD), with additional local regulations taking precedence where applicable. The Contractor shall ensure safe and adequate
pedestrian, bicyclist, and vehicular access at all times, in accordance with Section 600 of the Greenbook. Inadequate or improper signage and delineation for traffic control may be cause for termination of the Contract.
6. AccessOC San’s easement areas are typically restricted with locked gates. Additionally, some of
OC San’s manhole cover bolts require specialized tools to be removed for access. TheContractor shall coordinate with the designated OC San representative to obtain copiesof required key(s), socket head(s), etc. from OC San such that OC San assistance is not
required for typical manhole access.
Where access to private property is required to perform the work, notice shall be given toresidents by OC San for permission to enter the property at least 72 hours prior tocommencing the work. Coordination shall be made through the designated OC Sanrepresentative and additional planning time for OC San and the Contractor may be neededwhen private property is involved. OC San’s designated representative shall be notified atleast 7 calendar days prior to the Contractor’s anticipated work involving private property.The designated OC San representative will aid with manhole access on private property.
EXHIBIT A Page 6 of 6 Specification S-2025-695BD
Additional planning time and effort shall be provided by the Contractor at no additional
cost to OC San.
For work within OC San’s Plant No. 1 or Plant No. 2, coordination shall be made through the designated OC San representative who shall be notified at least 10 working days prior to Contractor’s anticipated work in the area. The Contractor shall provide the proposed date(s) and time(s) of the anticipated work in the area as well as the names of all staff requiring access to the designated OC San representative. The designated OC San representative will provide assistance with manhole access in secure plant areas.
7.Work HoursNormal hours are 7:00 am to 4:30 pm Monday through Thursday. However, some work
may require the Contractor to work schedules outside of the normal OC San businesshours during nights or weekends due to traffic conditions or permit requirements.
Regular Hourly Labor Rates (Scheduled work during Normal Service Hours): Shallbe paid hourly to a maximum of eight (8) hours per workday.
Overtime Hourly Labor Rates (Any work performed outside of Normal Service Hours[between 4:30 p.m. and 7:00 a.m.], work in excess of eight (8) hours per day, workon weekends, and work on holidays): Shall be paid in accordance with theappropriate prevailing wage multipliers.
8. Noise and Odor Management RequirementsWith permit requirements, the Contractor is required to work within the approved workhours and to provide necessary equipment to meet local noise restrictions that may be
imposed. Typical levels shall not exceed 50 decibels (dBA) measured at any residentialproperty. OC San will provide notifications to the public for night work as required.
The Contractor shall manage the work appropriately to ensure nuisance odors aremitigated within 2 hours of discovery. Mitigation measures shall ensure nuisance odorsare non-discernable at 5 feet from the manhole; an odor neutralizer may be required to beaerosolized near the area of work.
9. Contract Management and Meetings
Contractor is assigned a single point of contact for this Contract. Any meetings and/orcorrespondence related to this Contract shall be scheduled during typical work hours andapproved by the designated OC San representative.
9.1 Work Coordination Meetings – The designated OC San representative will initiate
communication and coordination for each cleaning and inspection task. All communications and project execution shall be aligned with the task-specific details and any additional specifications provided by the designated OC San
representative.
10.OC San Staff Assistance
OC San equipment and labor, except for the designated OC San representative to monitorthe work, shall not be utilized at any time by the Contractor.
11/25/2025
1
Inverted Siphon & Large
Pipeline Cleaning
Presented by :
Nicholas Oswald, Maintenance Manager
Operations Committee
December 3, 2025
OC San Service Area
2
•Over 350 miles of gravity sewer
pipe
•> 42 inches pipelines designed
to be “self cleaning”
•Flow velocity has changed over
time and sediment
accumulates
•Buildup over time reduces
pipeline capacity creating
potential risks of sewer
overflows
1
2
11/25/2025
2
Inverted
Siphons
3
•Inverted Siphons continuously have fluid in them
•Visibility for inspections is limited
•Bypass and draining is costly
Sonar Inspections
4
•Sonar will identify increased debris accumulation
•Limited interruption to operational flow
•Pre and Post sonar inspection will confirm the
effectiveness of cleaning
3
4
11/25/2025
3
•An RFP was issued for the required services in September 2025
•Two qualified bidders were presented to the evaluation team, with cost excluded from the ranking process
•Performance Pipeline Technologies, Inc. ranked highest based on the
evaluation criteria
•Staff recommends awarding the service contract to Performance
Pipeline Technologies, Inc.
Request for Proposal (RFP) Summary
5
Questions?
6
5
6
OPERATIONS COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4643 Agenda Date:12/17/2025 Agenda Item No:9.
FROM:Robert Thompson, General Manager
Originator: Mike Dorman, Director of Engineering
SUBJECT:
SUPPLEMENTAL ENGINEERING SERVICES, CONTRACT NO. PSA2021-002
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Authorize the General Manager to transfer funds between existing Professional Services Agreements
to provide Supplemental Engineering Services,Contract No.PSA2021-002,with Jacobs Project
Management Co.and AECOM Technical Services,Inc.,to balance contract budgets through April
2027,with no increase to the total Board authorized not to exceed amount of $29,700,000 per
agreement.
BACKGROUND
To ensure that projects are completed on time and each properly controlled,the Orange County
Sanitation District (OC San)has utilized Supplemental Engineering Services (SES)to augment staff
resources.In April 2022,the Board approved SES agreements to both Jacobs Project Management
Co.(Jacobs)and AECOM Technical Services,Inc.,(AECOM)for a three-year period with two one-
year renewal options (May 1, 2022 - April 30, 2027), each for an amount not to exceed $29,700,000.
With the additional staffing plan approved by the Board in November 2025,OC San will continue to
rely on SES agreements to meet the demands of the expanding Capital Improvement Program (CIP)
workload.To ensure a smooth transition between contracts,a new Request for Proposals (RFP)for
SES services will be issued in January 2026,allowing for a nine-month overlap with the existing
agreements.The staffing levels in the upcoming RFP will reflect the Board-approved additional
staffing plan.
RELEVANT STANDARDS
·Comply with California Government Code Section 4526 to engage the best qualified firm “on
the basis of demonstrated competence and qualifications” and “negotiate fair and reasonable
fees”
·Ensure the public’s money is wisely spent.
·Sustain 1, 5, and 20-year planning horizons
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File #:2025-4643 Agenda Date:12/17/2025 Agenda Item No:9.
PROBLEM
When the SES contract started,OC San issued staffing requests and task orders to both firms.
AECOM took a few years to ramp up and provide their share of staffing,resulting in an imbalance in
spending between the two firms.Jacobs is providing a significantly larger number of SES staff than
AECOM,causing their contract funds to be expended at a faster rate.Currently,Jacobs provides 44
full-time staff,compared to 10.5 staff provided by AECOM,a utilization rate roughly four times
greater.As a result,Jacobs’budget is projected to be depleted by February 2026,approximately 15
months before the end of the current contract term on April 30, 2027.
PROPOSED SOLUTION
Authorize the General Manager to transfer funds between existing SES agreements to maintain
staffing continuity and ensure smooth completion or transition of current assignments during the
overlap between existing and future SES contracts.
TIMING CONCERNS
If the Jacobs contract runs out of funds before the new SES contracts are executed,projects may be
delayed if AECOM cannot fill these roles with their staff.This could also reduce project delivery
efficiency.
RAMIFICATIONS OF NOT TAKING ACTION
Jacobs will run out of funds before the end of the contract.
PRIOR COMMITTEE/BOARD ACTIONS
April 2022 -Approved Professional Services Agreements to provide Supplemental Engineering
Services,Contract No.PSA2021-002,for a three-year period commencing May 1,2022,through
April 30,2025,with two one-year renewal options,for an amount not to exceed $29,700,000 per
individual agreement with the following two firms:AECOM Technical Services,Inc.and Jacobs
Project Management Co.
ADDITIONAL INFORMATION
N/A
CEQA
N/A
FINANCIAL CONSIDERATIONS
This request complies with the authority levels of OC San’s Purchasing Ordinance.The budgeted
costs for the proposed Professional Services Agreements are contained within the approved CIP
project budgets, and no additional funding is necessary.
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File #:2025-4643 Agenda Date:12/17/2025 Agenda Item No:9.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Presentation
MD:lb
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11/26/2025
1
Supplemental Engineering Services,
Contract No. PSA2021-002
Presented by:
Martin Dix
Engineering Manager
Operations Committee
December 3, 2025
5 9 16
32 31
34
0
10
20
30
40
50
60
FY22-23 FY23-24 FY24-25
SUPPLEMENTAL STAFFING
AECOM Jacobs 2
Supplemental Staffing Levels
#
o
f
s
t
a
f
f
1
2
11/26/2025
2
3
Contract Costs
JacobsAECOMDescription
$29,700,000$29,700,000Contract Total
$24,767,3036,325,294Actuals through Sept 2025
$4,932,697$23,374,706Remaining Budget
Jacobs’ budget is projected to be depleted by February 2026,
approximately 15 months before the end of the current contract
4
Recommend to the Board of Directors to:
Authorize the General Manager to transfer funds between
existing Professional Services Agreements to provide
Supplemental Engineering Services, Contract No. PSA2021-
002, with Jacobs Project Management Co. and AECOM
Technical Services, Inc., to balance contract budgetsthrough April 2027, with no increase to the total Boardauthorized not to exceed amount of $29,700,000 peragreement.
Recommendation
3
4
11/26/2025
3
Questions?
5
5
OPERATIONS COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4644 Agenda Date:12/17/2025 Agenda Item No:10.
FROM:Robert Thompson, General Manager
Originator: Mike Dorman, Director of Engineering
SUBJECT:
SANTA ANA TRUNK SEWER REHABILITATION, PROJECT NO. 1-23
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve an Agreement for Purchase and Sale and Joint Escrow Instructions with C.J.Segerstrom &
Sons (“Segerstrom”)that defines the terms and conditions for temporary construction easements in
the amount of $509,300 for Santa Ana Trunk Sewer Rehabilitation,Project No.1-23,and
disbursement of severance damages from an escrow holding account with an upper limit amount of
$1,009,270 for potential adverse impacts during construction.
BACKGROUND
The Santa Ana Trunk Sewer carries sewage from the southern portion of the cities of Santa Ana and
Costa Mesa to the Orange County Sanitation District (OC San)Plant No.1.This sewer was
originally constructed in the early 1950s and consists of unlined 42-inch,and 48-inch diameter
reinforced concrete pipe.Over the past 70 years,several projects have replaced or rehabilitated
small portions of the sewer and rehabilitated most of the manholes.
The existing Santa Ana Trunk Sewer is located in permanent easements and public right-of-way.The
Segerstrom properties comprise a business park with multiple office,commercial,and industrial
buildings.OC San has negotiated temporary construction easements for a duration of 36 months
and parking spaces for a duration of 9 months with Segerstrom to perform the construction activities.
Construction activities within the subject properties include the construction of a new 84-inch
diameter manhole,rehabilitation of two existing manholes,installation of approximately 1,840 linear
feet of 48-inch diameter cured-in-place pipe (CIPP),routing of approximately 3,500 linear feet of
temporary bypass piping, and operation of temporary bypass pumping equipment.
RELEVANT STANDARDS
·Protect OC San assets
·Maintain collaborative and cooperative relationships with regulators, stakeholders, and
neighboring communities
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File #:2025-4644 Agenda Date:12/17/2025 Agenda Item No:10.
·Maintain a culture of improving efficiency to reduce the cost to provide the current services
level or standard
PROBLEM
Temporary construction easements are needed from Segerstrom to execute the project.Due to
concerns that the construction work and bypass operation may negatively impact Segerstrom tenants
and business operations,Segerstrom seeks an agreement providing compensation in the event
construction activities result in non-renewal of six tenants,inability to lease two vacant spaces,and
an increased duration in the use of parking spaces in the event the construction takes longer than 9
months.
PROPOSED SOLUTION
Approve an agreement with Segerstrom defining the terms and conditions for temporary construction
easements and the disbursement of severance damages.The terms and conditions of the escrow
for the severance damages include a checklist defining the requirements that need to be achieved
before disbursement is performed.All unused or excess funds remaining in escrow will be returned
to OC San.
TIMING CONCERNS
Construction is scheduled to begin in January 2026.Access to the Segerstrom properties will be
needed shortly after notice to proceed.
RAMIFICATIONS OF NOT TAKING ACTION
Without this severance agreement,Segerstrom will not provide the temporary construction
easements and rehabilitation of the Santa Ana Trunk Sewer will not be able to be performed.
PRIOR COMMITTEE/BOARD ACTIONS
November 2025 -Awarded a Construction Contract Agreement to Steve P.Rados,Inc.,for Santa Ana
Trunk Sewer Rehabilitation,Project No.1-23,for a total amount not to exceed $44,787,000 and
approved a contingency of $4,478,700 (10%).
ADDITIONAL INFORMATION
N/A
CEQA
The project is exempt from CEQA under Class 1 and 3 categorical exemptions set forth in California
Code of Regulations Sections 15301 and 15303.A Notice of Exemption was filed with the OC Clerk-
Recorder on April 29, 2022.
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File #:2025-4644 Agenda Date:12/17/2025 Agenda Item No:10.
FINANCIAL CONSIDERATIONS
This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has
been budgeted (Budget FY 2025-26,Page A-5,Santa Ana Trunk Sewer Rehabilitation,Project No.1-
23) and the budget is sufficient for the recommended action.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Agreement for Purchase and Sale and Escrow Instructions
·Presentation
VP:lb
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109464\18502580v7
AGREEMENT FOR PURCHASE AND SALE AND
JOINT ESCROW INSTRUCTIONS
C.J. SEGERSTROM & SONS, APNS 415-051-04, 415-061-08, 415-061-09, 415-071-07, 415-
081-
21, 415-081-25, 415-091-01, 415-091-02, 415-091-04
This AGREEMENT FOR PURCHASE AND SALE AND JOINT ESCROW
INSTRUCTIONS (“Agreement”) is made and entered into by and between the Orange County
Sanitation District, a California special district (“Buyer” or “DISTRICT”), and C.J.
Segerstrom & Sons, a California general partnership (“Seller”), with reference and respect to
the “Recitals” set forth in paragraphs A through F below. Buyer and Seller are sometimes
individually referred to herein as “Party” and collectively as “Parties”. The Parties hereto have
executed this Agreement on the dates set forth below next to their respective signatures. This
Agreement is effective when it is fully executed by the Parties (“Effective Date”). Buyer may,
but need not, confirm the Effective Date to Seller as the later of the date indicated on the
signature page below that (i) this Agreement has been approved as to form, executed and dated
by Buyer and (ii) Seller has executed and dated this Agreement. Seller hereby agrees that if
Seller has not dated this Agreement at the time Seller delivers the same to Buyer or Escrow
Agent, then Buyer or Escrow Agent may date the same as of the date of delivery, and/or receipt.
RECITALS
A. Seller is the owner in fee simple of that certain real property located in the City of
Costa Mesa, County of Orange, California, designated with Assessor’s Parcel Numbers 415-051-
04, 415-061-08, 415-061-09, 415-071-07, 415-081-21, 415-081-25, 415-091-01, 415-091-02,
415-091-04, and more particularly described in EXHIBIT 1 attached hereto and incorporated
herein by this reference (the “Property”).
B. Buyer desires to acquire a temporary interest in a certain portion of the Property
in connection with the Santa Ana Trunk Sewer Rehabilitation 1-23 Project (the “Project”). The
Project is a public project involving the rehabilitation of approximately 14,000 feet of large-
diameter sewer pipelines and 32 sewer manholes throughout the City of Santa Ana and the City
of Costa Mesa jurisdictions.
C. Specifically, Buyer seeks to acquire Temporary Construction Easements (“TCE”),
pursuant to a Temporary Construction Easement Deed in the form attached hereto as EXHIBIT 2
and incorporated herein by this reference (hereinafter referred to as the “TCE Deed”), in, on,
over, under, across, along and through that certain portions of the Property consisting of
approximately 17,486 square feet, as defined in scope in that certain document titled “Temporary
Construction Easement Attachment to Legal Description(s),” and as more particularly legally
described in Exhibit A and depicted in Exhibit B to the TCE Deed (hereinafter referred to as the
“Temporary Construction Easement Areas”).
D. Buyer extended to Seller a written offer dated January 21, 2025 pursuant to
Government Code Section 7267.2 to purchase the TCE for the Project.
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109464\18502580v7
E. The Parties negotiated Buyer’s acquisition of the TCE and have reached an
agreement regarding the terms of Buyer’s acquisition and use of the TCE.
F. Seller is willing to grant to Buyer the TCE, subject to the terms set forth in this
Agreement. Seller and Buyer hereby acknowledge and agree that Buyer is acquiring the use of
the TCE for a public use in connection with the Project, and that the TCE is necessary for the
construction, operation, and/or maintenance of the Project. The Parties further agree and
acknowledge that if the Parties had not reached an agreement for DISTRICT’s acquisition of the
TCE, DISTRICT staff would have recommended that DISTRICT’s governing body consider the
adoption of a resolution of necessity authorizing the initiation of an eminent domain proceeding
to acquire the TCE in accordance with the Eminent Domain Law. DISTRICT’s governing body
has the sole and exclusive discretion to make the findings required by Code of Civil Procedure
section 1240.030 for the adoption of a resolution of necessity pursuant to the Eminent Domain
Law. (Code of Civil Procedure section 1245.220). This Agreement is not a commitment or an
announcement of intent to acquire any other real property interests that DISTRICT may need for
the Project. Seller is solely responsible for consulting its tax advisors or seeking a letter ruling
from the Internal Revenue Service regarding the applicability of 26 U.S.C. Section 1033 to
Seller’s sale of the TCE to DISTRICT in connection with the Project. DISTRICT makes no
express or implied representation regarding the applicability of 26 U.S.C. Section 1033 to this
transaction.
NOW, THEREFORE, in consideration of the foregoing facts and circumstances, the
covenants, agreements, representations and/or warranties contained herein, as well as other good
and valuable consideration, the receipt and sufficiency of which is acknowledged by each of the
Parties, the Parties hereby agree as follows:
TERMS/AGREEMENT
1. PURCHASE AND SALE.
1.1 Temporary Construction Easement. Seller agrees to sell and convey to
Buyer, and Buyer agrees to purchase the TCE and use the TCE subject to the terms and conditions
hereinafter set forth in this Agreement and the TCE Deed attached as EXHIBIT 2 to this
Agreement.
1.2 Purchase Price; Severance Damage Fund.
1.2.1 The sum total purchase price for the TCE is FIVE HUNDRED
NINE THOUSAND THREE HUNDRED AND NO CENTS (509,300.00) (“Purchase Price”) a
breakdown of which is attached hereto as EXHIBIT 3. It is understood and agreed between the
Parties that payment of the Purchase Price includes, without limitation, payment for the TCE
conveyed by TCE Deed. It is understood and agreed by and between the Parties hereto that all site
improvements within the Temporary Construction Easement Areas will be protected in place or
replaced by the Buyer if damaged during the period of the TCE. It is further understood and agreed
to by and between the Parties hereto that the following improvements within the Temporary
Construction Easement Areas will be relocated: None.
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109464\18502580v7
1.2.2 It is further understood that the Purchase Price does not account for
Severance Damages, as defined herein. “Severance Damages” include damages to Seller or its
successors or assigns, arising out of one or more of its tenants at one or more of the Seller’s
properties, electing to terminate, abandon, or not renew at the fair market value (as described in
EXHIBIT 7), its lease(s) with Seller, as a result, in whole or in part, of the Project and/or Buyer’s
or any Buyer Party’s (as defined herein) acts, omissions, or use of, the Property, Temporary
Construction Easement Area, or areas adjacent thereto. In accordance with the requirements of
EXHIBIT 7, attached hereto, Buyer shall deposit into a separate escrow account to be agreed upon
by the parties (“Severance Escrow”) the sum of ONE MILLION NINE THOUSAND TWO
HUNDRED SEVENTY DOLLARS ($1,009,270) (“Severance Damage Fund”). Payments from
the Severance Damage Fund in the Severance Escrow shall be released to Seller (“Severance
Payments”) in accordance with EXHIBIT 7.
1.3 Payment of Purchase Price. At the Closing (defined in Section 2.3 below),
Buyer shall pay to Seller through Escrow (defined in Section 2 below), the Purchase Price, payable
in cash, by cashier’s or certified check, or by wire transfer.
1.4 Scope and Use of the TCE. Seller’s grant of the TCE is subject to the terms
and conditions set forth in this Agreement and the terms and conditions set forth in the TCE Deed.
1.4.1 Pursuant to the TCE Deed, DISTRICT has the right to access and
use the TCE to facilitate the construction of the Project, and for all activities and uses necessary
and convenient thereto in connection with the construction and operation of the Project and in
accordance with the terms and conditions set forth in this Agreement and the terms and conditions
set forth in the TCE Deed.
1.4.2 The term of the TCE shall be the period beginning on the Closing
Date (as defined herein) and terminating on the earlier of the date that is (i) thirty (30) calendar
days following the date of Buyer’s completion of the Permitted Activities (as defined herein), (ii)
thirty-six (36) consecutive calendar months following the Closing Date, or (iii) the effective date
of any termination of this Agreement (“TCE Term”). Buyer shall provide Seller at least thirty
(30) days written notice prior to commencement of work within the Temporary Construction
Easement Areas. During the TCE Term Seller agrees to cooperate with the Buyer in order to keep
the Temporary Construction Easement Areas reasonably free and clear of all materials and debris
that would prevent the Buyer from performing the Permitted Activities (as defined herein).
However, nothing in this Agreement or the TCE Deed shall require the Seller or its tenants to alter
their use or operation of the Property, unless otherwise expressly stated herein. Upon expiration
of the TCE Term, Buyer shall execute, acknowledge and deliver to Seller a quitclaim deed or other
instrument of termination, sufficient in Seller’s reasonable opinion to terminate the TCE.
1.4.3 Except for Severance Payments due in accordance with this
Agreement, the Purchase Price includes full payment for the Buyer’s possession and use of the
TCE during the TCE Term.
1.4.4 A temporary construction barrier may be installed at or near the
perimeter of the Temporary Construction Easement Areas. The location and type of barrier shall
be subject to the written approval of the Seller, which approval shall not be unreasonably withheld,
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109464\18502580v7
conditioned, or delayed. At the expiration of the TCE Term, Buyer shall, subject to reasonable
wear and tear that would have been incurred at the Property in the absence of the Project and TCE,
restore the Temporary Construction Easement Areas to a condition as near as practicable to the
condition that existed immediately prior to construction of the Project. Buyer shall not, however,
be required to restore changed condition or circumstance not resulting from construction of the
Project or Buyer’s use of the TCE.
1.4.5 During Project construction within the Temporary Construction
Easement Areas, Buyer will comply with all applicable laws, rules and regulations. Buyer will be
responsible and liable for any damage to the Property to the extent the same is proximately caused
by the Project or the use or occupancy of the Property by Buyer or its agents, employees,
representatives, contractors, subcontractors, suppliers, engineers, or other consultants
(collectively, “Buyer Parties”).
1.5 Reimbursement of Seller’s Appraisals. Buyer shall reimburse Seller’s
appraisal costs in an amount equal to the direct cost to Seller for Seller’s appraisal of the Property,
but not to exceed $5,000 per appraisal for up to five appraisals (“Appraisal Reimbursement”).
1.6 Reimbursement of Seller’s Legal Fees. Buyer shall reimburse Seller’s legal
costs in an amount equal to the direct cost to Seller for Seller’s related legal costs, but not to exceed
$5,000 per parcel for up to five parcels (“Legal Fee Reimbursement”).
2. ESCROW. Within five (5) business days of the Effective Date, DISTRICT shall
engage a Title Company (“Escrow Holder”) in order to open the escrow (“Escrow”) required by
this Agreement. This Agreement contains the joint escrow instructions of DISTRICT and Seller
for the grant of the TCE.
2.1 Opening of Escrow. Buyer will deposit a copy of the fully-executed
Agreement with Escrow Holder within ten (10) business days following the Effective Date. For
purposes of this Agreement, the Escrow shall be deemed open on the first date after the date that
Escrow Holder shall have received a fully-executed copy of this Agreement from Buyer
(“Opening of Escrow”). Escrow Holder shall notify Buyer and Seller, in writing, of the date
Escrow is opened (“Opening Date”).
2.2 Escrow Instructions. This Agreement constitutes the joint basic escrow
instructions of Buyer and Seller for grant of the TCE and payment of the Purchase Price. Buyer
and Seller shall execute, deliver, and be bound by any reasonable and customary supplemental or
additional escrow instructions (“Additional Instructions”) of Escrow Holder or other instruments
as may be reasonably required by Escrow Holder in order to consummate the transaction
contemplated by this Agreement. However, any such Additional Instructions shall not conflict
with, amend, or supersede any portions of this Agreement unless expressly consented or agreed to
in writing by both Seller and Buyer. In the event of any conflict or any inconsistency between this
Agreement and such Additional Instructions, this Agreement shall govern unless otherwise
specifically agreed to in writing by the Parties.
2.3 Close of Escrow. For purposes of this Agreement, “Closing” means the
closing or close of Escrow by the recordation in the Official Records of Orange County, California,
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of the TCE Deed in the form attached as EXHIBIT 2 hereto, including without limitation, Exhibit
A and Exhibit B thereto, which describe and depict the Temporary Construction Easement Areas,
as well as the disbursement of funds (including without limitation, the Purchase Price) and
distribution of any other documents by Escrow Holder, all as described in this Agreement. Subject
to the satisfaction of the conditions precedent below, Closing is to occur within sixty (60) days
following the Opening Date (“Closing Date”); provided, however, that Closing and, therefore, the
Closing Date may be extended as provided in Section 8.6 below; and provided, further, that
Closing may occur upon such earlier or later date as the Seller and Buyer mutually agree to in
writing or as otherwise provided in this Agreement. Buyer and Seller may mutually agree to change
the Closing Date by joint written notice to Escrow Holder. The Closing shall be conditioned upon
satisfaction, or written waiver by the Party for whose benefit the condition exists, of all conditions
precedent thereto. In the event the Escrow is not in a condition for the Closing to occur by the
Closing Date due to the uncured breach of either Buyer or Seller, then the Party who is not then in
default of the terms of this Agreement may terminate this Agreement as provided in Section 6. If
no (and until a) notice of termination as provided in Section 6 is received by Escrow Holder,
Escrow Holder is instructed to proceed with Closing as soon as possible.
2.4 Costs of Escrow. Because of Buyer’s status as a public entity, pursuant to
California Revenue and Taxation Code Section 11922, no documentary transfer tax will be payable
with respect to the conveyance(s) contemplated by this Agreement. Similarly, pursuant to
California Government Code Section 27383, no recording fees will be payable with respect to the
recording of the TCE Deed. Buyer shall pay the reasonable and customary costs of any Title Policy
(defined in Section 3.2 below) that it elects to obtain. Buyer shall pay the Escrow fees and any
notary fees attributable to the TCE Deed. Buyer shall also pay the additional costs, if applicable,
associated with any title endorsements requested by Buyer. Escrow Holder shall provide an
estimated Closing costs statement to Buyer and Seller at least three (3) days prior to the Closing
Date. Buyer shall pay any additional costs required for the Closing and Project, it being the express
intention of the Parties that Seller shall not be required to make any payment in connection with
this Agreement, the TCE, or the TCE Deed.
2.5 Buyer’s Conditions Precedent to Close of Escrow. The Closing and Buyer’s
obligation to acquire the TCE and pay the Purchase Price are subject to the satisfaction of the
following conditions for Buyer’s benefit (or Buyer’s waiver thereof, it being agreed that Buyer
may waive any or all of such conditions; provided, however, that the occurrence of the Closing
shall not waive or release any breach of or failure to perform under this Agreement by Seller not
actually known to Buyer) on or prior to the Closing Date:
2.5.1 Seller shall have tendered into Escrow all documents required of
Seller pursuant to this Agreement, including without limitation, the TCE Deed.
2.5.2 Seller shall have completed all of Seller’s obligations in Sections
2.2, 2.8, and 4.2 that are to be completed prior to the Closing as provided in this Agreement.
2.5.3 If Buyer has elected, in its sole discretion, to obtain a Title Policy
for the TCE, Escrow Holder shall have received an irrevocable commitment from the Title
Company to issue any Title Policy required pursuant to this Agreement, subject only to the
Permitted Exceptions, as set forth in more detail in Section 3 below.
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109464\18502580v7
2.5.4 All representations and warranties of Seller hereunder shall be true
and correct as of the Effective Date and as of the Closing Date.
2.5.5 All property taxes and assessments attributable to the Temporary
Construction Easement Areas and due prior to the date of Closing shall have been paid by Seller
before delinquency and shall be current as of the Closing; provided, however, that, to the extent
the same are available, the Purchase Price proceeds may be used to make such payments with
Seller’s prior written consent.
2.5.6 Buyer shall have approved Escrow Holder’s estimated Closing costs
statement; such approval shall not be unreasonably withheld, conditioned, or delayed.
2.5.7 Buyer shall have determined that the Temporary Construction
Easement Areas is suitable for Buyer’s intended use and development, as set forth in more detail
in Section 4 below.
2.6 Seller’s Conditions Precedent to Close of Escrow. The Closing and Seller’s
obligation to grant the TCE are subject to the satisfaction of the following conditions for Seller’s
benefit (or Seller’s waiver thereof, it being agreed that Seller may waive any or all of such
conditions; provided, however, that the occurrence of the Closing shall not waive or release any
breach of or failure to perform under this Agreement by Buyer not actually known to Seller) on or
prior to the Closing Date:
2.6.1 Buyer shall have tendered into Escrow the complete Purchase Price,
and all payments and documents required of Buyer pursuant to this Agreement and as otherwise
required for Closing.
2.6.2 Buyer shall have completed in a timely fashion all of its obligations
that are to be completed prior to the Closing as provided in this Agreement.
2.6.3 Seller shall have approved Escrow Holder’s estimated Closing costs
statement, such approval shall not be unreasonably withheld, conditioned, or delayed.
2.6.4 Buyer shall have tendered into Escrow all unpaid Appraisal
Reimbursement amounts due to Seller.
2.6.5 Buyer shall have tendered into Escrow all unpaid Legal Fee
Reimbursement amounts due to Seller.
2.6.6 Buyer shall have opened the Severance Escrow, with Seller’s
approval, which approval shall not be unreasonably withheld or delayed, and tendered into the
Severance Escrow the Severance Damage Fund, in accordance with EXHIBIT 7.
2.7 Buyer’s Payments and Documents. Not less than one (1) day prior to
Closing, Buyer shall pay or tender (as applicable) to Escrow Holder the following described funds
and documents (in recordable form, as necessary or appropriate):
2.7.1 The Purchase Price.
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2.7.2 Funds required to pay the Escrow fees, recording fees and notary
fees attributable to the TCE Deed as well as the costs of any Title Policy that DISTRICT has
elected to obtain, if any, and the additional costs, if applicable, associated with any title
endorsements requested by Buyer payable by Buyer pursuant to Section 2.4 of this Agreement.
2.7.3 Funds required to pay any additional reasonable charges customarily
charged to buyers in accordance with common escrow practices in the County of Orange.
2.7.4 Certificate accepting the TCE Deed.
2.7.5 Such other documents and funds required of Buyer under this
Agreement and, to the extent reasonable, customary, or usual, by Escrow Holder in the
performance of its contractual or statutory obligations.
2.7.6 All unpaid Appraisal Reimbursement amounts due to Seller.
2.7.7 All unpaid Legal Fee Reimbursement amounts due to Seller.
2.7.8 Confirmation that Buyer has tendered the Severance Damage Fund
amount into the Severance Escrow, in accordance with EXHIBIT 7.
2.8 Seller’s Documents. No less than one (1) day prior to Closing, Seller shall
tender to Escrow Holder the following described documents (in recordable form, as necessary or
appropriate):
2.8.1 The fully-executed and acknowledged TCE Deed.
2.8.2 A FIRPTA (Foreign Investment in Real Property Tax Act)
Certificate/Non-Foreign Status Affidavit complying with Federal laws, rules and requirements and
an appropriate California Form 593 (for example, Form 593-C); Seller’s failure to provide either
instrument shall result in tax withholding, payment, and the like in accordance with applicable
laws, rules and regulations.
2.8.3 Such other documents required of Seller under this Agreement and,
to the extent reasonable, customary, or usual, by Escrow Holder in the performance of its
contractual or statutory obligations.
2.9 Escrow Holder Responsibilities. Upon the Closing, Escrow Holder is
authorized and instructed to:
2.9.1 NOT USED.
2.9.2 Pay, and charge Buyer, any fees, charges and costs payable under
this Agreement, including, but not limited to, Sections 2.7 and 2.8 above. Before such payments
or charges are made, Escrow Holder shall notify Buyer and Seller of the fees, charges and costs
necessary to clear title and proceed with Closing.
2.9.3 Record the TCE Deed.
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2.9.4 Withhold from funds otherwise payable to Seller at Closing such
amount as Buyer is required to withhold therefrom pursuant to the following: (i) California
Revenue and Taxation Code Section 18662 (i.e., 3 1/3% of the total sales price) and timely submit
such sums to the California Franchise Tax Board, unless Buyer is relieved of such withholding
requirements under the provisions of said Section 18662; and (ii) Federal laws, rules and/or
regulations and timely pay over such funds to the appropriate Federal agency or authority, unless
Buyer is relieved of such withholding requirements under the provisions of such laws, rules and
regulations by Seller’s provision of (and Seller actually provides) the affidavit(s) and/or
statement(s) identified in Section 2.8.2. Further, deliver to each Party copies of all such
withholding forms, affidavits and/or certificates.
2.9.5 Disburse such other funds and deliver such other documents to the
applicable Party, as required herein.
2.9.6 If applicable, cause to be issued any Title Policy that DISTRICT, in
its sole discretion, has elected to obtain pursuant to Section 3.
2.10 Notices. All communications from Escrow Holder to either Buyer or Seller
shall be directed to the addresses and in the manner established in Section 8.1 below for notices,
demands, and communications between Buyer and Seller.
3. TITLE.
3.1 Election to Obtain Title Policy. DISTRICT may elect, at its sole discretion,
to obtain a Title Policy (as defined in Section 3.2) for the Temporary Construction Easement Areas.
DISTRICT shall provide written notice to Seller and Escrow of DISTRICT’s election to obtain or
not obtain a Title Policy within fifteen (15) calendar days of the Effective Date. If DISTRICT
determines not to obtain a Title Policy, or fails to provide the notice required in this Section 3.1
within the time required herein, then the procurement of the Title Policy shall not be deemed a
condition of Closing pursuant to Section 2.5.3, above.
3.2 Condition of Title; Title Policy. If DISTRICT elects, in its sole discretion,
to obtain a Title Policy for the Temporary Construction Easement Areas, DISTRICT will require,
as a condition of Closing for DISTRICT’s benefit, that the Temporary Construction Easement
Areas be subject only to the Permitted Exceptions. If DISTRICT elects to obtain said Title Policy,
at and as a condition of Closing for Buyer’s benefit, the Title Company of DISTRICT’s choice
(“Title Company”) shall be prepared to issue to Buyer, upon Closing, a policy of title insurance
(whether a CLTA, ALTA or ALTA extended coverage policy, as determined by Buyer, the “Title
Policy”) in an amount equal to the Purchase Price, showing the TCE subject only to the Permitted
Exceptions. Escrow Holder shall cause Title Company to issue the Title Policy to Buyer upon the
occurrence of the Closing.
3.3 Permitted Exceptions. The term “Permitted Exceptions” as used herein
shall mean the following conditions and exceptions to title or possession:
3.3.1 Any and all liens to secure payment of general and special real
property taxes and assessments, not delinquent.
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3.3.2 Any and all liens of supplemental taxes assessed pursuant to Chapter
3.5 commencing with Section 75 of the California Revenue and Taxation Code accruing on or
after the Closing; provided, however, that, notwithstanding anything contained in this Agreement
to the contrary, Seller shall be responsible and liable for all taxes that relate to any period prior to
the Closing, including, without limitation, supplemental taxes which are not assessed or charged
and/or which do not become due or owing until after the Closing.
3.3.3 Matters affecting the condition of title created by or with the consent
of Buyer.
3.3.4 Other exceptions to title disclosed by the preliminary title report
listed in Exhibit 8, from the Title Company, together with copies of the underlying documents
relating to the Schedule B exceptions set forth in such report (collectively, the “Title Report”).
3.3.5 Any and all other exceptions to title, including all existing
encumbrances, mortgage(s), deed(s) of trust, and other security interests, existing on title as of (i)
the Effective Date, and/or (ii) the Closing Date, subject to Buyer’s right to object in writing to
Seller as to any exception to title first arising after the Effective Date and before the Closing Date
and which materially impacts the Buyer’s Permitted Activities on the TCE during the TCE Term.
3.4 Title Report. Buyer has obtained Title Reports listed on Exhibit 8. Buyer
hereby approves such Title Reports, including all existing superior title encumbrances. This
Section 3.4 applies whether or not Buyer has elected, in its sole discretion, to obtain a Title Policy
for the TCE.
4. SUITABILITY AND CONDITION OF TCE.
4.1 Determination of Suitability and Approval of Environmental and Other
Conditions. It is a condition precedent to the Closing for Buyer’s benefit that Buyer has
determined that the TCE is suitable for Buyer’s intended use, as determined by Buyer in its sole
discretion. Prior to the Closing Date, Buyer shall determine whether the Temporary Construction
Easement Areas are suitable and shall provide to Seller and Escrow Holder its written notice of
such determination; provided, however, that any failure of Buyer to provide notice shall be deemed
approval; and, in connection with any disapproval, Buyer may, but need not, include its election
to extend the Closing Date as provided in Section 8.6 below. In the event Buyer determines that
the TCE is suitable, such determination by Buyer shall not alter or diminish Seller’s covenants,
agreements, representations and/or warranties made herein or under law, unless a representation
or warranty is expressly and specifically waived in writing in whole or in part by Buyer. In the
event Buyer determines that the Temporary Construction Easement Areas are not suitable, then
Buyer may terminate this Agreement as provided in Section 6.1 below.
4.2 Inspections, Testing and Right of Entry. Prior to Closing, Buyer may
conduct, at Buyer’s sole expense, such inspections and testing of the Temporary Construction
Easement Areas, including, without limitation, any improvements thereon, as Buyer may desire or
deem appropriate, in Buyer’s reasonable discretion, to determine the suitability of the Temporary
Construction Easement Areas for Buyer’s intended use. In conducting such inspections and testing,
Buyer shall endeavor to minimize, and shall be responsible for, damage to the Temporary
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Construction Easement Areas, as well as any improvements thereon, and shall, in the event the
Closing fails to occur for any reason other than Seller’s default under this Agreement, return the
Temporary Construction Easement Areas, including any improvements thereon, to their condition
prior to the inspections and testing, except that Buyer shall have no responsibility or liability for
returning the Temporary Construction Easement Areas to its prior condition to the extent that any
change or modification resulted from (i) reasonable wear and tear, (ii) force majeure or (iii) any
other cause not within the reasonable control of Buyer or any Buyer Parties, including, without
limitation, the acts or omissions of any person or entity other than Buyer and/or Buyer Parties.
Seller hereby grants to Buyer and its representatives permission and a license to enter upon the
Temporary Construction Easement Areas at all reasonable times prior to the Closing Date for the
purpose of conducting such inspections and testing; provided that Buyer provides Seller with not
less than five (5) calendar days prior written notice of the specific areas of the Temporary
Construction Easement Areas that Buyer is requesting access to, and Seller consents to such access
in writing. In the event that any Temporary Construction Easement Areas are occupied by any
person(s) other than Seller, Seller shall make arrangements with such person(s) to ensure
reasonable access by Buyer, including, without limitation, Buyer’s representatives, in order to
conduct the inspections and testing pursuant to this Section 4.2.
Seller makes no representations or warranties with respect to, and shall not be responsible for, the
condition or safety of the Temporary Construction Easement Areas accessed by Buyer or any
Buyer Party. Buyer releases Seller and its tenants, and agrees to indemnity, defend, and hold
harmless the same, for any claims, losses, damages, injury, death, liabilities, and/or costs incurred
by Seller or its tenants to the extent arising out of Buyer’s or Buyer Parties’ access and use of the
Property. Buyer shall not disrupt the operations or use of the Property by Seller’s tenants and their
invitees and employees, during all such times as Buyer or any Buyer Party may be on the Property.
5. SELLER’S ACKNOWLEDGMENT.
5.1 Full Satisfaction. Seller hereby acknowledges that it is the sole and lawful
owner of the Property and the Purchase Price paid to Seller through this Agreement constitutes the
full and complete compensation for Buyer’s property interest obtained in the TCE in accordance
with this Agreement. Seller, on behalf of itself and its successors and assigns, acknowledges that
Buyer’s performance under this Agreement constitutes full and complete satisfaction of Buyer’s
obligations to compensate Seller for the TCE in accordance with this Agreement.
5.2 Notice to Others. If Seller sells, transfers, assigns or otherwise conveys the
Property or any interest in the Property affecting the TCE, Seller shall notify the purchaser,
successor, assignee or other transferee of the existence and terms of this Agreement, including,
without limitation, the TCE Deed and the obligations, liabilities and duties as well as the rights
and remedies of the Parties. Buyer has no obligation, liability, or duty to compensate any
purchaser, successor, assignee or other transferee of the Property or any interest in the Property,
for the TCE, interests, rights and remedies granted to or obtained by Buyer under or pursuant to
this Agreement. This Section 5.2 will survive the Close of Escrow.
6. TERMINATION, DEFAULTS AND REMEDIES.
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6.1 Exercise of Rights to Terminate. In the event Buyer elects to exercise its
right to terminate this Agreement and the Escrow as provided in Section 2.3, 6.3 or 8.5, then Buyer
may so terminate by giving notice, in writing, of such termination to Seller and Escrow Holder. In
the event Seller elects to exercise its rights to terminate this Agreement and the Escrow as provided
in Section 2.3 or 6.2, then Seller may so terminate by giving notice, in writing, of such termination
to Buyer and Escrow Holder. In either such event, the Party so terminating shall, except as
otherwise expressly provided in Section 6.2 or 6.3 below, pay all Escrow Holder and Title
Company termination fees and charges (collectively, “Termination Costs”).
6.2 Buyer’s Breach. In the event Buyer breaches any obligation under this
Agreement which Buyer is to perform and fails to cure such breach within ten (10) business days
of receipt of written notice of such breach from Seller, then, (a) in addition to pursuing any other
rights or remedies which Seller may have at law or in equity, including, without limitation, any
and all damages resulting from such breach, (b) Seller may, at Seller’s option, (i) terminate this
Agreement and the Escrow by giving notice, in writing, of such termination to Buyer and Escrow
Holder, or (ii) initiate and prosecute an action for specific performance of this Agreement. In the
event of a Seller termination for Buyer’s breach, Buyer shall pay all Terminations Costs.
6.3 Seller’s Breach. In the event Seller breaches any obligation under this
Agreement which Seller is to perform prior to the Closing and fails to cure such breach within ten
(10) business days of receipt of written notice of such breach from Buyer, then, (a) in addition to
pursuing any other rights or remedies which Buyer may have at law or in equity, including, without
limitation, any and all damages resulting from such breach, (b) Buyer may, at Buyer’s option, (i)
terminate this Agreement and the Escrow by giving notice, in writing, of such termination to Seller
and Escrow Holder, or (ii) initiate and prosecute an action for specific performance of this
Agreement. In the event of a Buyer termination for Seller’s breach, Seller shall pay all
Terminations Costs.
6.4 Return of Funds and Documents; Release of Liability as to Escrow Holder.
In the event Escrow Holder terminates the Escrow as a result of having received notice, in writing,
from Buyer or Seller of its election to terminate the Escrow as provided herein, then Escrow Holder
shall terminate the Escrow and return all funds, less Termination Costs, as appropriate, and
documents to the Party depositing the same. Further, the Parties hereby release Escrow Holder,
and shall hold Escrow Holder free and harmless, from all liabilities associated with such
termination excepting for Escrow Holder’s obligations to return funds and documents as provided
herein.
7. REPRESENTATIONS AND WARRANTIES.
7.1 Representations and Warranties. Buyer and Seller hereby represents,
warrants, covenants and agrees to and for the benefit of the other Party, that the following
statements are true and correct as of the Effective Date, and shall be true and correct as of Closing,
and acknowledge and agree that the truth and accuracy of such statements shall constitute a
condition precedent to all of the other Party’s obligations under this Agreement:
7.1.1 Authority. Seller represents and warrants that it owns the Property
in fee simple and has full power and authority to grant the TCE to Buyer and to perform its
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obligations pursuant to this Agreement. This Agreement and all other documents delivered by
Seller or Buyer to the other Party under or pursuant to this Agreement, at or prior to the Closing,
have been, or will be, duly executed and delivered by Seller or Buyer (as applicable) and are, or
will be, legal, valid and binding obligations of delivering Party, sufficient for the Parties’
obligation hereunder (including without limitation, Seller’s conveyance of the TCE to Buyer),
and are enforceable in accordance with their respective terms.
7.1.2 Possessory Interests; Requirement for Release. Seller acknowledges
that there are multiple tenants on the Property. Seller shall provide notice to its tenants of the
Project in a timely manner, and Buyer and Seller shall use good faith efforts to facilitate the
resolution of any tenant complaints against the Buyer caused by Buyer’s use of the Temporary
Construction Easement Area in accordance with this Agreement.
7.1.3 No Liens or Encumbrances. Other than as is disclosed or covered by
Subsections 7.1.2 above, the Title Report, or 7.1.4 below, the Property, including the portions
comprising the Temporary Construction Easement Areas, is free and clear of and from liens or
encumbrances that could interfere with the intended use by Buyer; and, therefore, Buyer, to the
extent of its TCE interest in the Property described in the TCE Deed (once recorded pursuant to
this Agreement) and subject to the requirements of this Agreement, shall quietly enjoy its rights in
and to the Temporary Construction Easement Areas granted pursuant to the TCE Deed without
disturbance or inference by Seller or anyone claiming by, through or under Seller.
7.1.4 Mortgage or Deed of Trust. If the Property is encumbered by a
mortgage(s), deed(s) of trust and/or other security instrument(s), Seller shall be responsible and
liable for payment of any demand under any authority of such security instrument(s) out of Seller’s
proceeds or otherwise. Such amounts may include, but are not limited to, payments of unpaid
principal and interest. Seller will cooperate with Buyer in providing any documentation and/or
approvals reasonably required from Seller’s lenders holding any mortgage(s), deed(s) of trust, or
other security instrument(s) in connection with the Property.
7.1.5 Hazardous Materials. Seller is aware of and shall comply with its
obligation under California Health and Safety Code Section 25359.7 to disclose information to
Buyer regarding the environmental status of the Property. To Seller’s knowledge, the Property and
the area comprising the TCE and any contiguous real property owned by Seller is not in violation
of any federal, state or local statute, regulation or ordinance relating to industrial hygiene or to
environmental conditions on, under or about the Property including, without limitation, soil and
groundwater conditions underlying the Property that could affect the Property or its use. Neither
Seller, nor, to Seller’s knowledge, any other person or predecessor in interest, has used, generated,
manufactured, stored or disposed of on, under or about the Property, or transported to or from the
Property, any “Hazardous Materials” as defined in any state, federal or local statute, ordinance,
rule or regulation applicable to the Property, including, without limitation, any flammable
materials, explosives, radioactive materials, hazardous or contaminated materials or substances,
toxic or noxious materials, substances or related materials or substances, as well as any substance
whose nature and/or quantity of existence, use, manufacture, disposal or effect render it subject to
Federal, state or local regulation, investigation, remediation or removal as potentially injurious to
public health or welfare. Notwithstanding the foregoing, the above represents Seller’s actual
knowledge as of the date of this Agreement, and Buyer shall not be entitled to rely upon Seller’s
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statements herein in lieu of performing reasonable due diligence in investigating the conditions of
the Project site areas related to the Property, including without limitation, any soil conditions.
Buyer shall be responsible for all Hazardous Materials introduced to the Property by Buyer or any
Buyer Parties, which responsibility shall include without limitation, compliance with all applicable
local, state or federal law regarding the use of, disposal of, notices regarding, and the proper
handling of, such Hazardous Materials. Buyer shall indemnify, defend, and hold harmless, Seller
and Seller’s tenants, from and against any all claims, demands, losses, damages, disbursements,
liabilities, obligations, fines, penalties, costs and expenses related to any Hazardous Materials
brought to or disturbed upon the Property, in connection with the Project or TCE.
7.1.6 Litigation. There are no claims, actions, suits or proceedings
continuing, pending or, to Seller’s knowledge, threatened (i) against or affecting the Temporary
Construction Easement Areas, or (ii) involving the validity or enforceability of this Agreement or
of any other documents or instruments to be delivered by Seller at Closing, in either case, whether
at law or in equity, or before or by any federal, state, municipal or other governmental department,
board, commission, bureau or instrumentality. Seller is not subject to, or in default under, any
notice, order, writ, injunction, decree or demand of any court or any governmental department,
board, commission, bureau, or instrumentality, that may interfere with the Buyer’s use of the TCE
in accordance with this Agreement.
7.1.7 No Breach. The Parties represent that to the best of their knowledge,
information and belief, the execution and delivery of this Agreement and the consummation of the
transaction(s) contemplated by this Agreement will not violate or result in any breach of or
constitute a default under or conflict with, or cause any acceleration of any obligation with respect
to any provision or restriction of any lien, lease, agreement, contract, instrument, or, any order,
judgment, award, decree, statute, regulation or ordinance, or any other restriction of any kind or
character to which such Party is a party or by which such Party or the Temporary Construction
Easement Areas is bound.
7.1.8 No Condemnation or Other Proceedings. Exclusive of any action
proposed or contemplated by Buyer, Seller is not aware of any contemplated condemnation of the
Property or any portion thereof by any public agency, authority, or entity. Buyer has negotiated in
good faith to acquire and to pay just compensation for its acquisition of the TCE. Seller
understands that, if the acquisition set forth in and contemplated by this Agreement had not been
(or is not) successful, then staff for Buyer may have recommended (or may recommend) initiation
of eminent domain proceedings to acquire the TCE and/or interests therein and/or portions thereof.
7.2 Survival of Representations and Warranties. The Parties acknowledge and
agree that the covenants, agreements, representations, and warranties of each Party set forth in this
Agreement shall be true and correct on and as of the Effective Date as well as the Closing, and
each Party’s liability for any breach, default or failure of the same, including, without limitation,
any misrepresentation, shall survive not only the recordation of the TCE Deed, but also the
Closing.
8. OTHER.
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8.1 Notices and Demands. All notices or other communications required or
permitted between the Parties hereunder shall be in writing, and shall be (i) personally delivered,
(ii) sent by United States registered or certified mail, postage prepaid, return receipt requested, (iii)
sent by email transmission, or (iv) sent by nationally recognized overnight courier service (e.g.,
Federal Express or United Parcel Service), addressed to the Party to whom the notice is given at
the address(es) provided below, subject to the right of any Party to designate a different address
for itself by notice similarly given. Any notice so given by registered or certified United States
mail shall be deemed to have been given on the third business day after the same is deposited in
the United States mail. Any notice not so given by registered or certified mail, such as notices
delivered by personal delivery, email or courier service, shall be deemed given upon receipt,
rejection, or refusal of the same by the Party to whom the notice is given. Rejection or other refusal
to accept or the inability to deliver because of changed address of which no notice was given shall
be deemed to constitute receipt of the notice or other communication sent.
To Buyer: Orange County Sanitation District
Attn: General Manager c/o Victoria Pilko
18480 Bandilier Circle
Fountain Valley, CA 92708
Telephone: (714) 962-2411
Email: vpilko@ocsan.gov
To Seller: C.J. Segerstrom & Sons
Attn: Scott Moeller
3315 Fairview Rd.
Costa Mesa, CA 92626
Telephone: (714) 435-2053
Email: MoellerS@southcoastplaza.com
8.2 [Intentionally Deleted]
8.3 Entry, Possession, Use, Construction and Operation.
8.3.1 Upon Closing in accordance with this Agreement, including without
limitation, the Seller’s receipt of the Purchase Price and the recordation of the TCE Deed, Buyer
shall have the right of possession and use of the Temporary Construction Easement Areas to the
extent provided in this Agreement and the TCE Deed. Buyer’s access to, and use of the Property,
shall be limited to the Temporary Construction Easement Area within the TCE, and solely for
purposes of performing work and services necessary for the completion of the “Permitted
Activities,” as defined in EXHIBIT 4, attached hereto.
8.3.2 Upon Closing in accordance with this Agreement, including without
limitation, the Seller’s receipt of the Purchase Price and the recordation of the TCE Deed, Buyer
shall have the right to enter the Property to connect any utilities or complete any utility
reconnections included in the Permitted Activities and required in connection with the Project.
Except for any entry required for emergency purposes in connection with utility connections or
reconnections on the Property, Buyer will provide Seller with a minimum of forty-eight (48) hours
written notice prior to entering the Property to complete any necessary utility connections or utility
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reconnections. Buyer shall not be permitted to stop, suspend, or interrupt the utilities and services
required for the full and ongoing operations of all existing improvements and facilities on the
Property.
8.3.3 Buyer makes no representation, warranty, covenant, or agreement
that the Project shall be constructed. In the event Buyer elects not to move forward with the Project,
Buyer shall provide written notice to Seller of the same.
8.4 Brokers and Sales Commissions. Neither Buyer nor Seller shall be
responsible or liable to the other Party for, and will not be required to pay, any sales or brokerage
commissions and/or finder’s fees for which Buyer or Seller has incurred any obligation with
respect to the transaction which is the subject of this Agreement. The Parties’ obligations,
liabilities and duties under this Section 8.4 shall survive the Closing or the termination of this
Agreement.
8.5 Damage or Destruction. Should the Temporary Construction Easement
Areas be materially damaged or destroyed by fire, earthquake, or other natural disaster which
renders impossible the Buyer’s completion of the Project in accordance with this Agreement and
TCE Deed, then the Parties shall meet and confer in good faith to address any required revisions
to this Agreement and the TCE Deed.
8.6 Extension of Closing and Closing Date. Buyer may, upon written notice to
Seller, extend the Closing Date and, therefore, the Closing for a reasonable period in order to
satisfy or to provide time for others to satisfy the conditions to Closing in favor of Buyer set forth
in this Agreement, including, without limitation, the following: (i) that, in accordance with
Subsection 2.5.3 and Section 3 above, the TCE Deed is subject only to the Permitted Exceptions
and that title to the same is otherwise acceptable to Buyer; (ii) that, in accordance with Subsection
2.5.7 and Section 4 above, Buyer has determined that the TCE is suitable for Buyer’s intended use;
and (iii) that, in accordance with Subsection 2.5.4 and Section 7 above, Seller’s representations
and warranties are true and accurate and Buyer has received any consent(s) and/or release(s)
required by Subsections 7.1.2 and 7.1.4 above.
9. INCORPORATION OF RECITALS; WHOLE AGREEMENT.
9.1 Recitals. The preamble at the beginning of this Agreement, as well as the
Recitals set forth in paragraphs A through F immediately after the preamble, are hereby
incorporated into this Agreement as if set forth in full in this Section 9.1.
9.2 Whole Agreement. Consistent with Section 10.17 below, the Parties hereto
acknowledge and agree that they have set forth the whole of their agreement in this instrument.
10. MISCELLANEOUS.
10.1 Authority to Bind. Each individual executing this Agreement on behalf of
an entity represents and warrants that he or she has been authorized to do so by the entity on whose
behalf he or she executes this Agreement, and that said entity will thereby be obligated to perform
the terms of this Agreement.
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10.2 Survival of Covenants. The covenants, representations and warranties of
both Buyer and Seller set forth in this Agreement shall survive the Closing as well as the
recordation of the TCE Deed.
10.3 Time of Essence. Time is of the essence as it pertains to each and every
term, condition, obligation and provision of this Agreement.
10.4 Required Actions of Buyer and Seller. Buyer and Seller agree to execute
such instruments and documents and to diligently undertake such actions as may be required in
order to consummate the purchase and sale herein contemplated and shall use commercially
reasonable efforts to accomplish the Closing in accordance with the provisions of this Agreement.
10.5 Counterparts; Copies. This Agreement may be executed in multiple
counterparts, each of which shall be deemed an original, but all of which, together, shall constitute
one and the same instrument. Except as required for recordation, the Parties as well as Escrow
Holder and Title Company shall accept copies of signatures, including, without limitation,
electronically transmitted (for example, by e-mail, facsimile, PDF or otherwise) signatures.
10.6 Captions. Any captions to, or headings of, the articles, sections, subsections,
paragraphs, or subparagraphs or other provisions of this Agreement are solely for the convenience
of the Parties, are not a part of this Agreement, and shall not be used for the interpretation or
determination of the validity of this Agreement or any provision of this Agreement.
10.7 No Obligations to Third Parties. Except as otherwise expressly provided in
this Agreement, the execution and delivery of this Agreement shall not be deemed to confer any
rights upon, nor obligate any of the Parties to, any person or entity other than the Parties.
10.8 Exhibits. The Exhibits attached to this Agreement are hereby incorporated
into this Agreement by this reference.
10.9 Waiver. The waiver or failure to enforce any provision of this Agreement
shall not operate as a waiver of any future breach of any such provision or any other provision of
this Agreement.
10.10 Governing Law; Venue. This Agreement shall be construed in accordance
with the laws of the State of California. Any and all legal actions brought to enforce or interpret
the terms and provisions of this Agreement shall be commenced exclusively in a court of
competent jurisdiction in the County of Orange.
10.11 Assignment. Buyer shall not be permitted to assign this Agreement, or its
rights and remedies in, to and under the TCE Deed, or any right or obligation herein and therein,
to any other party without the prior written consent of the Seller.
10.12 Successors and Assigns. This Agreement, the TCE Deed, and any right or
obligation herein and therein, shall inure to the benefit of the successors and assigns of the Parties.
- 17 -
109464\18502580v7
10.13 Ratification. This Agreement is subject to the approval and ratification by
the Buyer’s governing body or its delegated representative in accordance with EXHIBIT 5,
attached hereto.
10.14 Severability. If any term or provision of this Agreement shall be held invalid
or unenforceable, the remainder of this Agreement shall not be affected.
10.15 Construction. This Agreement will be liberally construed to effectuate the
intention of the Parties with respect to the transaction(s) described herein. In determining the
meaning of, or resolving any ambiguity with respect to, any word, phrase or provision of this
Agreement, neither this Agreement nor any uncertainty or ambiguity herein will be construed or
resolved against either Party (including the Party primarily responsible for drafting and preparation
of this Agreement), under any rule of construction or otherwise, it being expressly understood and
agreed that the Parties have participated equally or have had equal opportunity to participate in the
drafting thereof.
10.16 Legal Fees. Except for Buyer’s obligation to reimburse Seller’s legal fees
in accordance with Section 1.6, above, each Party shall be responsible for payment of its own
attorneys’ fees with respect to negotiation and preparation of this Agreement. However, in the
event of the bringing of any action or proceeding to enforce, interpret or construe any of the
provisions of this Agreement, including, without limitation, seeking damages as a result of breach
of this Agreement, the prevailing Party in such action or proceeding, whether by final judgment or
out of court settlement, shall be entitled to have and recover of and from the other Party all costs
and expenses of suit, including actual attorneys’ fees.
10.17 Entire Agreement; Amendment. This Agreement supersedes any prior
agreements, negotiations and communications, oral or written, and (together with the TCE Deed)
contains the entire agreement between Buyer and Seller as to the subject matter hereof. The terms
of this Agreement may not be modified or amended except by an instrument in writing executed
by each of the Parties hereto.
10.18 Special Provisions. The “Special Provisions” as they may apply to any or
all portions of the Property as further described and attached hereto as EXHIBIT 6, if any, are
hereby incorporated into and made a part of this Agreement by this reference as if set forth in full
in this Section 10.18. In the event of any conflict or inconsistency between this Agreement and the
Special Provisions, the terms of the Special Provisions shall prevail and control.
[Signatures on the following pages]
- 18 -
109464\18502580v7
SIGNATURE PAGE TO
AGREEMENT OF PURCHASE AND SALE
AND JOINT ESCROW INSTRUCTIONS
IN WITNESS WHEREOF, the Parties hereto have executed this Agreement as of the date(s) set
forth below next to their respective signatures.
“BUYER”
Orange County Sanitation District,
A California Special District
By: ___________________________
Title: Robert C. Thompson
General Manager
Date: _________________________
APPROVED AS TO FORM:
Best, Best & Krieger, LLP
By: ______________________
Scott C. Smith
General Counsel
Date: _____________________
“SELLER”
C. J. SEGERSTROM & SONS, a California
general partnership
By: Henry T. Segerstrom Management LLC,
a California limited liability company,
Manager
By
________________________________
Title: Manager
By: HTS Management Co., Inc., a California
corporation, Manager
By
Title: Senior Vice President
Date: ______________________
- 19 -
109464\18502580v7
EXHIBIT LIST
Exhibit 1 − Legal Description(s) of Property
Exhibit 2 – Form of Temporary Construction Easement Deed (including Exhibits A & B thereto)
Exhibit 3 – Purchase Price Breakdown
Exhibit 4 − Entry, Possession and Use Provisions
Exhibit 5 – District Board Certification Form
Exhibit 6 – Special Provisions
Exhibit 7 – Temporary Severance Damages
- 20 -
109464\18502580v7
EXHIBIT 1 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
Legal Description(s) of Entire Property
[attached behind this page]
- 21 -
109464\18502580v7
- 22 -
109464\18502580v7
EXHIBIT 2 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
Form of Temporary Construction Easement Deed
[attached behind this page]
109464\19030586v2
Recording Requested by:
ORANGE COUNTY SANITATION
DISTRICT
When Recorded Mail to:
Orange County Sanitation District
Attn: Clerk of the Board
18480 Bandilier Circle
Fountain Valley, CA 92708
“This document is recorded for the benefit of
the Orange County Sanitation District and is
therefore, exempt from recording fees pursuant
to Gov’t Code Section 27383 and exempt from
Documentary transfer tax pursuant to
Rev. & Tax Code Section 11922”
APNs: 415-051-04, 415-061-08, Space above this line is for Recorder’s Use
415-061-09, 415-071-07, 415-091-04
415-091-01, 415-091-02, 415-081-21
415-081-25
GRANT OF TEMPORARY CONSTRUCTION EASEMENT
C.J. SEGERSTROM & SONS, A CALIFORNIA GENERAL PARTNERSHIP (“Grantor”), is the owner of
that certain real property located in the City of Costa Mesa, County of Orange, State of California, designated as
Assessor’s Parcel Numbers 415-051-04, 415-061-08, 415-061-09, 415-071-07, 415-091-04, 415-091-01, 415-091-02,
415-081-21, 415-081-25 (“Grantor’s Property”). FOR A VALUABLE CONSIDERATION, receipt of which is hereby
acknowledged, Grantor hereby grants to ORANGE COUNTY SANITATION DISTRICT, a California special district
(“Grantee”), a non-exclusive temporary construction easement (“TCE”) for construction of the Santa Ana Trunk Sewer
Rehabilitation 1-23 Project (“Project”), in, on, over, under, across, along and through that portion of Grantor’s Property
(“Temporary Construction Easement Areas”) as legally described in Exhibit “A” and depicted in Exhibit “B,” all of said
documents are attached hereto and incorporated herein by this reference. Grantees rights, obligations, and scope of
permitted limited use of the TCE and Temporary Construction Easement Area, are subject to and limited by, that certain
Agreement for Purchase and Sale and Joint Escrow Instructions by and between Grantor and Grantee, dated _______,
2025 (“PSA”). It is understood and agreed that this TCE shall expire, terminate, and be of no force or effective, upon the
earlier of the date that is (i) thirty (30) calendar days following the date of Grantee’s completion of the Permitted Activities
(as defined in the PSA), (ii) thirty-six (36) consecutive calendar months following the date of recordation of this TCE, or
(iii) the effective date of any termination of the PSA.
Signatures appear on the following page.
109464\19030586v2
GRANTOR
C. J. SEGERSTROM & SONS, a California
general partnership
By: Henry T. Segerstrom Management LLC,
a California limited liability company, Manager
By ________________________________
Title: Manager
By: HTS Management Co., Inc., a California
corporation, Manager
By
Title: Senior Vice President
Date: ______________________
109464\19030586v2
ACKNOWLEDGMENT
State of California
County of )
On before me, , Notary Public personally
appeared ,
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to
the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized
capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of
which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph
is true and correct.
WITNESS my hand and official seal.
____________________________________ (Seal)
Signature of Notary Public
A notary public or other officer completing this certificate verifies only the identity of the individual
who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or
validity of that document.
109464\19030586v2
EXHIBIT “A”
LEGAL DESCRIPTION
EXHIBIT “A”
TEMPORARY CONSTRUCTION EASEMENT (TCE)
APN: 415-061-08 & 09 AND 415-071-07
\\Us0383-ppfss01\184031625\07 Design\geomatics\submittals\LEGAL\APN415-061-071LGL Page 1 of 1
THOSE PORTIONS OF PARCELS 1, 2 AND 3 OF LOT LINE ADJUSTMENT LL 87-04, IN THE
CITY OF COSTA MESA, COUNTY OF ORANGE, STATE OF CALIFORNIA, RECORDED MAY 27,
1987 AS INSTRUMENT NO. 87-296844 OF OFFICIAL RECORDS, IN THE OFFICE OF THE
COUNTY RECORDER OF SAID COUNTY, DESCRIBED AS FOLLOWS:
A STRIP OF LAND, 3.00 FEET WIDE, THE NORTHERLY LINE OF SAID STRIP BEING
DESCRIBED AS FOLLOWS:
BEGINNING AT THE WESTERLY TERMINUS OF THE NORTHERLY LINE OF SAID PARCELS 1, 2
AND 3;
THENCE, ALONG SAID NORTHERLY LINE, SOUTH 89º37'29" EAST, 712.10 FEET.
THE SOUTHERLY LINE OF SAID STRIP SHALL BE EXTENDED OR SHORTENED TO BEGIN AT
THE NORTHWESTERLY LINE OF SAID PARCEL 1 OF LL 87-04.
CONTAINING 2,159 SQUARE FEET, MORE OR LESS.
ALSO AS SHOWN ON EXHIBIT “B” ATTACHED HERETO AND BY THIS REFERENCE MADE A
PART HEREOF.
SUBJECT TO COVENANTS, CONDITIONS, RESTRICTIONS, RESERVATIONS, EASEMENTS,
RIGHTS, RIGHTS-OF-WAY AND OTHER MATTERS OF RECORD, IF ANY.
PREPARED BY: STANTEC
UNDER THE DIRECTION OF:
________________________
MINH A. LE, PLS NO. 8543
JANUARY 5, 2024
JN: 1840 31625
109464\19030586v2
EXHIBIT “B”
PLAT MAPS
735 Carnegie Drive Suite 280
San Bernardino CA 92408-3588
909-335-6116 stantec.com
735 Carnegie Drive Suite 280
San Bernardino CA 92408-3588
909-335-6116 stantec.com
735 Carnegie Drive Suite 280
San Bernardino CA 92408-3588
909-335-6116 stantec.com
735 Carnegie Drive Suite 280
San Bernardino CA 92408-3588
909-335-6116 stantec.com
735 Carnegie Drive Suite 280
San Bernardino CA 92408-3588
909-335-6116 stantec.com
109464\19030586v2
EXHIBIT “C”
DEPICTION OF TEMPORARY CONSTRUCTION EASEMENT AREA
[Insert maps and sheets necessary to clearly indicate all boundaries of the easement area.]
POLEPOLE
35
SP
35
35
415-051-04
3.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
HA
R
B
O
R
B
O
U
L
E
V
A
R
D
SCENIC AVENUE
415-041-09
APN 415-051-04
ADDRESS:3565 HARBOR BOULVARD, COSTA MESA, CA 92626
OWNER: C.J. SEGERSTROM AND SONS
BYPASS PIPE/PUMP SETUP, SEE OTHER SHEET FOR NEW MANHOLE
LANDSCAPE
415-051-04
SCENIC
A
V
E
N
U
E
HA
R
B
O
R
G
A
T
E
W
A
Y
N
270.0
136.0
EXISTING SEWER
MANHOLE
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 2,098 S.F.
WORK WITHIN OC SAN EASEMENT: 0 S.F.
0 PARKING STALLS IMPACTED
35
35
415-051-04
34.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
SCENIC AVENUE
OC SAN
EASEMENT
APN 415-051-04
ADDRESS:3565 HARBOR BOULVARD, COSTA MESA, CA 92626
OWNER: C.J. SEGERSTROM AND SONS
NEW MANHOLE, SEE OTHER SHEET FOR BYPASS PIPE/PUMP SETUP
SAN0068-0000
NEW MANHOLE
57.4
85.3
415-071-07
TREES
CURB
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 2,098 S.F.
WORK WITHIN OC SAN EASEMENT: 2,798 S.F.
20 PARKING STALLS IMPACTED
35
35
35
35
35
35
HA
R
B
O
R
B
L
V
D
SO
U
T
H
H
A
R
B
O
R
B
O
U
L
E
V
A
R
D
415-061-08
SCENIC AVE
3.0
86.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
415-071-07
APN 415-061-08
ADDRESS: NO SITUS ADDRESS, COSTA MESA, CA (WEST OF HARBOR BLVD)
OWNER: C.J. SEGERSTROM AND SONS
BYPASS PIPE INSTALLATION
415-061-09
LANDSCAPE
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 258 S.F.
WORK WITHIN OC SAN EASEMENT: 0 S.F.
0 PARKING STALLS IMPACTED
35
35
35
35
35
35
HA
R
B
O
R
B
L
V
D
SO
U
T
H
H
A
R
B
O
R
B
O
U
L
E
V
A
R
D
SCENIC AVE
415-061-09
121.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
415-071-07
APN 415-061-09
ADDRESS: NO SITUS ADDRESS, COSTA MESA, CA (WEST OF HARBOR BLVD)
OWNER: C.J. SEGERSTROM AND SONS
BYPASS PIPE INSTALLATION
415-071-08
LANDSCAPE
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 363 S.F.
WORK WITHIN OC SAN EASEMENT: 0 S.F.
0 PARKING STALLS IMPACTED
35
35
35
35
35
35
35
HA
R
B
O
R
G
A
T
E
W
A
Y
S
415-071-07
SCENIC AVENUE
415-051-04
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
APN 415-071-07
ADDRESS: 1535 SCENIC AVENUE, COSTA MESA, CA 92626
OWNER: C.J. SEGERSTROM AND SONS
BYPASS PIPE INSTALLATION
LANDSCAPE
MAINTAIN
DRIVEWAY
ACCESS
LANDSCAPE
3.0
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 1,548 S.F.
WORK WITHIN OC SAN EASEMENT: 0 S.F.
0 PARKING STALLS IMPACTED
SP
35
35
35
35
35
35
35
3
5
SAN0065-0000
CIPP RECEIVING
HA
R
B
O
R
G
A
T
E
W
A
Y
S
415-091-04
SCENIC AVENUE
19.0
79.1
BU
S
I
N
E
S
S
P
A
R
K
D
R
I
V
E
15.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
415-051-04
APN 415-091-04
ADDRESS: 1570 CORPORATE DRIVE, COSTA MESA, CA 92626
OWNER: C.J. SEGERSTROM AND SONS
CIPP RECEIVING AND BYPASS PIPE SETUP
LANDSCAPE AND
HARDSCAPE
BURIED PIPE
ACROSS DRIVEWAY
MAINTAIN ACCESS
34.0
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 1,641 S.F.
WORK WITHIN OC SAN EASEMENT: 923 S.F.
0 PARKING STALLS IMPACTED
SP
35
35
35
35
35
35
35
35
SAN0060-0000
CIPP INSERTION
13.5
415-091-01
SCENIC AVENUE
34.0
415-091-02 415-091-03
3.0
3.0
3.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
HY
L
A
N
D
A
V
E
N
U
E
63.0
304.0
36.044.0
45.0
APN 415-091-01
ADDRESS: 3560 HYLAND AVENUE, COSTA MESA, CA 92626
OWNER: C.J. SEGERSTROM AND SONS
CIPP INSERTION AND BYPASS PIPE/PUMP SETUP
LANDSCAPE
ADA RAMP
MAINTAIN
ACCESS
ADA RAMP
MAINTAIN
ACCESS
TREES AND
LANDSCAPE
CONCRETE SURFACE
NO WORK PERMITTED
MAINTAIN
DRIVEWAY
ACCESS
28.0
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 8,195 S.F.
WORK WITHIN OC SAN EASEMENT: 3,842 S.F.
11 PARKING STALLS IMPACTED
SP
35
35
35
35
35
3535
HY
L
A
N
D
A
V
E
CORPORATE DR
SAN0060-0000
CIPP INSERTION
415-091-01
HY
L
A
N
D
A
V
E
N
U
E
126.0
415-091-02
34.0
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
415-091-03
3.0
CORPORATE DRIVE
Coordinate with
Owner/Tenant
for loading dock
operation hours.
APN 415-091-02
ADDRESS: 1590 CORPORATE DRIVE, COSTA MESA, CA 92626
OWNER: C.J. SEGERSTROM AND SONS
CIPP INSERTION AND BYPASS PIPE/PUMP SETUP
BUILDING
ACCESS
OC SAN
EASEMENT
ACCESS FOR
DELIVERIES
LANDSCAPE
MAINTAIN
DRIVEWAY
ACCESS
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 423 S.F.
WORK WITHIN OC SAN EASEMENT: 117 S.F.
0 PARKING STALLS IMPACTED
3
5
35
35
3535
35
METRO
A
V
E
CORPORATE DR
3.0
CORPORATE DRIVE
415-081-29
H
Y
L
A
N
D
A
V
E
N
U
E
415-091-02 415-091-03
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
NOTES:
415-081-21
415-081-30
415-081-31
415-081-24
415-081-25 415-081-26
APN 415-081-21
ADDRESS: NO SITUS ADDRESS, COSTA MESA, CA (EAST OF HYLAND AVENUE)
OWNER: C.J. SEGERSTROM AND SONS
BYPASS PIPE INSTALLATION
LANDSCAPE
MAINTAIN
DRIVEWAY
ACCESS
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 1,303 S.F.
WORK WITHIN OC SAN EASEMENT: 0 S.F.
0 PARKING STALLS IMPACTED
35
H
Y
L
A
N
D
A
V
E
METRO
A
V
E
3030
3.0
415-081-25
H
Y
L
A
N
D
A
V
E
N
U
E
415-081-26
ORANGE COUNTY SANITATION DISTRICT PROJECT 1-23
RIGHT OF WAY EXHIBITS
OCSAN Existing Easement
Property Line/Right of Way
Work within OCSAN existing easement
Construction work area
Access for construction ingress/egress
LEGEND
NOTES:
415-081-24
APN 415-081-25
ADDRESS: 3500 HYLAND AVENUE, COSTA MESA, CA 92626
OWNER: C.J.SEGERSTROM AND SONS
BYPASS PIPE INSTALLATION
LANDSCAPE
MAINTAIN
DRIVEWAY
ACCESS
NOTES:
TOTAL AREA AND IMPACTS:
CONSTRUCTION WORK AREA: 1,657 S.F.
WORK WITHIN OC SAN EASEMENT: 0 S.F.
0 PARKING STALLS IMPACTED
- 23 -
109464\18502580v7
EXHIBIT 3 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
Purchase Price Breakdown
Project 1-23: CJ. Segerstrom & Sons Temporary Construction Easements
Summary of Properties
- 1 -
109464\18502580v7
EXHIBIT 4 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
Entry, Possession, and Use Provisions
Following the successful Closing, including without limitation, the recordation of the completed
TCE Deed and Seller’s receipt of the Purchase Price, the following, without limitation to the other
requirements of the Agreement and TCE Deed, shall apply:
A. Use of the TCE. Buyer shall have the right to enter upon and use the Temporary
Construction Easement Areas described in the Agreement solely for performing the following
activities during the TCE Term (the “Permitted Activities”):
1. APN 415-051-04
- Installation of temporary sewer bypass pipe
- Installation of new sewer manhole over existing trunk sewer
2. APN 415-061-08
- Installation of temporary sewer bypass pipe
3. APN 415-061-09
- Installation of temporary sewer bypass pipe
4. APN 415-071-07
- Installation of temporary sewer bypass pipe
5. APN 415-081-21
- Installation of temporary sewer bypass pipe
6. APN 415-081-25
- Installation of temporary sewer bypass pipe
7. APN 415-091-01
- Installation of temporary sewer bypass pipe
- Installation and operation of temporary bypass pump and associated
equipment
- Installation of sewer liner through existing manhole
8. APN 415-091-02
- Installation of temporary sewer bypass pipe
9. APN 415-091-04
- Installation of temporary sewer bypass pipe
- Installation and operation of temporary bypass pump and associated
equipment
- Installation of sewer liner through existing manhole
All Permitted Activities shall be performed in accordance with the site plan attached hereto as
Exhibit 4-1 (“Site Plan”), including without limitation, the location of all temporary pumps,
temporary bypass piping lines, and Restricted Construction Zone (as defined in Exhibit 6).
B. No Cost to Seller. Buyer shall bear all costs and expenses in connection with
Buyer’s use of the Temporary Construction Easement Areas.
- 2 -
109464\18502580v7
C. Parties’ Intent to Be Bound. Seller acknowledges and agrees that it is important for
Buyer to have assurances that the Project may be constructed in a timely manner, and that the
rights granted to Buyer in this Agreement are crucial to the Project’s success. In the event of any
dispute concerning the Buyer’s right of entry, possession and use set forth above in this Agreement,
the Parties agree that monetary damages will not be adequate to make them whole, and intend for
the terms of such right of entry, possession, and use provisions to be specifically enforceable.
D. Construction, Operation, Maintenance. The Parties acknowledge and agree that
Seller shall have no responsibility or liability for, design, construction, operation, use, and/or
maintenance of the Permitted Activities or Project, prior to, during, or after completion of the
Permitted Activities. Buyer, at no cost to Seller, shall be responsible for the means and methods of
executing the Project in accordance with this Agreement.
E. Phasing, Scheduling, and Coordination.
1. As soon as reasonably possible, but not less than sixty (60) calendar days
prior to the Buyer’s commencement of any Permitted Activities on the Property, Buyer shall
provide for Seller’s approval, which approval shall not be unreasonably withheld, a detailed
phasing plan regarding the schedule, phasing, dates, and durations of the Permitted Activities
(“Phasing Plan”). The Phasing Plan shall be developed in accordance with the requirements of
this Agreement, including without limitation, the Site Plan and Special Provisions set forth in
Exhibit 6. The Parties acknowledge and agree that the Phasing Plan may require reasonable
modifications to address Buyer’s Project needs and Seller’s Property needs, and that the Parties
shall use good faith efforts to agree upon any required modifications to the Phasing Plan.
2. Buyer shall provide fifteen (15) business days prior written notice to Seller,
prior to commencement of each phase (“Phase”) of the Permitted Activities described in the
Phasing Plan.
F. Insurance. Buyer shall maintain, and shall cause its separate contractors to procure
and maintain the insurance, and Buyer shall comply with all requirements, set forth in EXHIBIT
4-2, attached hereto. Seller shall have no obligation to insure any portion of the Project, or any
liabilities or risks arising out of or related in any way to, the Project, the TCE, or any Buyer Parties.
G. Operational Facilities and Tenants. Buyer acknowledges and agrees that the
structures and improvements on the Property are and shall continue to be occupied by tenants of
Seller, and, subject to the Permitted Construction Impacts (defined below), such tenants shall be
permitted the continued use and enjoyment of their respective leased facilities in accordance with
their respective lease agreements. Subject to the Permitted Construction Impacts, the Purchase
Price does not include, and Buyer is not permitted to allow, any activities or disruption on or to the
Property that would impair, prevent, or disturb the ongoing operations of, and use of the Property
by, the present and future tenants of the Property. The parties acknowledge and agree that the
Permitted Activities, performed in accordance with this Agreement, will include certain necessary
and unavoidable construction noise and dust, temporary facilities and fencing off of areas to the
extent described in the Site Plan, and the presence of construction personnel and equipment on the
Property during permitted hours of the Buyer’s work (“Permitted Construction Impacts”). From
6:00am through 8:00pm Sunday through Saturday, Buyer shall not park vehicles or store materials
- 3 -
109464\18502580v7
or equipment on the Property, except for the Manhole Installation Area (as defined in Agreement
Exhibit 6, Section A.5.(c)) within APN 415-051-04. All storage of equipment and vehicles in APN
415-051-04 will be limited to within the Manhole Installation Area.
H. Mitigation of Impacts to Tenants. Upon Seller’s receipt of any tenant complaint
asserting that the Project or Buyer’s acts or omissions on or adjacent to the Property are impacting
the tenants reasonable use of the tenant’s leased space and associated common areas, including
without limitation, any complaint by the tenant alleging that such disturbance may contribute to a
termination or non-renewal of the tenant’s lease, Seller shall promptly provide Buyer with written
notice of the same, unless Seller determines, in its reasonable discretion, that the matter can be
resolved with the tenant without Buyer’s involvement. Following Buyer’s receipt of Seller’s
notice of the tenant complaint, Buyer and Seller shall meet and confer to determine Buyer’s
appropriate acts to be taken to eliminate, reduce and/or mitigate the disturbance to the tenant, in a
manner reasonably acceptable to Seller and the applicable tenant.
I. Property Rules, Noise, Dust, Odor. The Permitted Activities shall be subject to all
reasonable property construction rules and requirements applicable to the areas in which the
Permitted Activities will be performed. Without limitation to Exhibit 6 to the Agreement, Buyer
Parties’ use of the Temporary Construction Easement Area shall not produce, and the Permitted
Construction Impacts shall not include, unreasonable levels of noise, dust, or odor, that may
prohibit the standard operations and uses of the Property facilities, including without limitation,
the Seller’s ability to lease any vacated existing facilities thereon.
J. Repairs and Restoration. Buyer shall be responsible for promptly repairing or
replacing any damaged or destroyed portions of the Property, resulting from the acts or omissions
of any Buyer Parties. Notwithstanding anything contained herein to the contrary, the Buyer shall
be responsible for the complete restoration and repair of any displaced, destroyed, or damaged
portions of the Property, including without limitation, any landscaping, hardscaping, facilities,
buildings, utilities, and/or other improvements or property, on the Property. Such restoration and
repair shall include installation of functionally and aesthetically equivalent materials and
equipment, as necessary to restore the Property to the condition that existed prior to
commencement of the Permitted Activities or Buyer Parties’ use of the Property. Such restoration
and repair shall occur on the earlier of, termination of this Agreement, the end of the TCE Term,
the completion of the Permitted Activities, or as otherwise expressly required in this Agreement.
K. Utilities. Neither Buyer Parties nor the Permitted Activities shall stop, suspend, or
limit the utilities and services to the Property, except as expressly permitted Exhibit 6 to the
Agreement and required for the proper performance of the Project. In the event of any unavoidable
disruption to the utilities or services to or on the Property, Buyer shall provide Seller with at least
fifteen (15) business days prior written notice of such disruption (and the length thereof). In the
event Seller objects to such disruption, the parties shall meet and confer in good faith to determine
an appropriate mutually agreeable solution.
L. Indemnity. To the fullest extent permitted by law, Buyer shall indemnity, defend
and hold harmless, the Seller and its lenders, tenants, directors, officers, employees, principals,
partners, trustees, members and managers (collectively referred to as “Indemnitees”) from and
against any claim, demand, liability, loss, damage, lien, stop payment notice, cost, expense,
- 4 -
109464\18502580v7
including attorneys’ fees, awards, penalties, fines, or judgments (collectively “Liabilities”) arising
out of the Project, Permitted Activities, or Buyer Parties use of the Temporary Construction
Easement Area. This indemnity shall survive the expiration or termination of this Agreement and
shall remain in effect until such time as an action on account of any matter covered by such
indemnity is barred by applicable statute of limitations.
M. Liens. Buyer shall ensure the Property remains free and clear of any liens, stop
payments notices, or claim or encumbrance on the Property arising out of or related to the Project
or any Buyer Parties’ use of the Temporary Construction Easement Area. Upon Buyer’s receipt of
notice of such a lien, stop payment notice, or other claim or encumbrance, for payment, the Buyer
shall notify the Seller of the same, and remove the same within fifteen (15) calendar days.
N. Laws. Buyer shall ensure that all Permitted Activities and Buyer Parties’ use of the
Temporary Construction Easement Area comply with all applicable Federal, State, and local laws,
statutes, ordinances, codes, rules, orders, regulations, and requirements of governmental entities.
O. Safety. Buyer and Buyer Parties shall be responsible for all safety requirements
and best practices in connection with this Agreement, the Project, and/or TCE Deed, including
without limitation, all safety laws and regulations related to roads and other areas of public access
affected by the Project, as well as all applicable fencing, signage, security training and surveillance,
safety equipment, and permit requirements.
- 1 -
109464\18502580v7
Exhibit 4-1
Site Plan
Page 4 of 4
Keynote Schedule
Symbol Description
A Manhole installation area + CIPP insertion location
B Bypass line pump area (2 parking spaces)
C CIPP insertion location @ existing manhole
D Existing manhole with accompanying bypass line pump
E Bypass line to run beneath pedestrian sidewalk
F Bypass line to run behind existing monument sign on building side
G Bypass line to run in front of existing planter wall on road-side
1 Bypass line to be placed as close as possible to the east side of existing
landscape shrubs
2 Bypass line to be buried in existing lawn area at dashed lines and shall
be covered by artificial turf until natural turf is restored at conclusion of
project
3 Bypass line to be buried beneath asphalt road surface
4 Bypass line to be placed as close as possible to the existing landscape
shrubs on the road-side
5 Bypass line to be placed in the middle of landscape setback area to hide
from view as much as possible
6 Bypass line to be placed as close as possible to the concrete light well
at base of monument sign on the road-side at corner
7 Bypass line to be placed as close as possible to base of the landscape
shrubs at top of slope on the road-side
8 Bypass line to be placed at base of trees on building side to minimize
view from buildings
9 Bypass line to go under sidewalk, curb, and gutter to connect to existing
sewer in roadway intersection
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109464\18502580v7
Exhibit 4-2
Insurance Requirements
Buyer and each of its contractors shall procure and continuously maintain, with insurers lawfully
permitted to do business in California, at least the following coverages, from commencement of
the work and services on the Property until the expiration of applicable statutes of limitation and
repose.
Insurance Coverage Summary: Policy Limits Summary:
Workers’ Compensation California required limits Statutory
Employer’s Liability Injury by accident or disease: $1,000,000
Commercial general liability, with no
deductible or self-insured retention limits
Each Occurrence: $5,000,000
General Aggregate: $10,000,000
Pollution/Contractor’s Pollution Liability Each Occurrence $2,000,000
Aggregate $2,000,000
Business auto liability, with no deductible
or self-insured retention limits
Per accident/aggregate: $2,000,000
1. Workers’ Compensation and Employer’s Liability Insurance. Workers’
compensation insurance in accordance with applicable law, and employer’s liability insurance with
limits not less than $1,000,000 per bodily injury by accident and disease. Such policies shall
contain a waiver of subrogation in favor of the Seller, its tenants and other parties as may
reasonably be designated by Seller (collectively, “Seller Parties”).
2. Commercial General Liability Insurance. Commercial general liability (“CGL”)
insurance, written on an occurrence policy form at least as broad as ISO form CG 00 01 04 13,
providing coverage for bodily injury, property damage, personal injury and advertising injury,
including independent contractors, premises-operations (including, without limitation, explosion,
collapse and underground coverage) and products-completed operations coverages, with limits of
not less than $5,000,000 per occurrence limit and $10,000,000 general aggregate limit, or limits
carried, whichever are greater. The CGL policy shall include, without limitation, severability of
interests (full separation of insureds) without “cross-suits” exclusions, contractual liability
coverage, broad form property damage coverage (including completed operations), coverage for
earth movement and subsidence (no form of earth movement or subsidence exclusion or
limitation), waiver of insurer’s rights of recovery (including, without limitation, subrogation)
against Seller Parties, and a duty to defend in addition to (without reducing) the limits of the
policies. Seller Parties shall be named as additional insured on the CGL policies, including
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109464\18502580v7
coverage for both ongoing and completed operations, on forms reasonably acceptable to Seller.
CGL policies shall be primary to any other applicable insurance.
3. Automobile Liability Insurance. Commercial or business automobile liability
insurance, including, without limitation, liability arising out of “any auto” or all owned, non-
owned, leased, and hired automobiles, trucks and trailers, or semi-trailers, including, but not
limited to, any machinery or apparatus attached thereto, with limits required of subcontractor of
not less than $2,000,000 each accident, or limits carried, whichever are greater. The commercial
automobile liability insurance shall be written on the most recent edition of ISO form CA 00 01
or equivalent and shall include, without limitation, additional insured status for Seller Parties. If
any Buyer Party transports any hazardous materials, the automobile liability policy shall include
ISO endorsement forms MCS-90 and ISO CA 99 48 or equivalent endorsements providing
coverage for environmental and pollution claims. Buyer waives all rights against Seller Parties
for recovery of loss, injury and/or damages to the extent such loss, injury and/or damages are
covered by the commercial automobile liability insurance maintained by any Buyer Parties.
4. Professional Liability Insurance. District’s design-build contractors, architects,
engineers, and professional consultants for the Permitted Activities shall procure and maintain
professional liability insurance, with limits reasonably acceptable to Seller.
5. Contractors Pollution Liability Insurance. District and its contractors shall
procure and maintain contractors pollution liability (“CPL”) insurance covering claims and suits
due to pollution conditions or incidents arising out of the Project, with limits of not less than
$2,000,000 per occurrence and $2,000,000 annual aggregate. Seller Parties shall be named as
additional insureds on such policies.
6. Primary Coverage. All insurance required herein shall be primary and non-
contributory insurance, and shall not seek contribution from any insurance maintained by or
available to the Seller Parties, which latter insurance shall be excess, including, but not limited
to, with respect to all applicable deductibles and self-insured retentions.
7. Insurance Documents. Prior to entry onto the Property and commencement of the
Permitted Activities, Buyer shall deliver to Seller certificates of insurance and additional insured
endorsements (naming the Seller as an additional insured), evidencing satisfaction of the
insurance requirements herein. In the event of any claim or dispute potentially involving any
such insurance, Buyer shall promptly provide copies of such policies to the Seller.
8. Risk of Loss. Buyer and Buyer parties shall hold and maintain all risk of loss
associated with the Project and/or TCE, including without limitation, all risks to be addressed by
insurance described above, as well as all other risk of loss as to all materials, supplies, equipment
and/or fixtures. Seller shall not be liable for Buyer Parties’ injury, loss or damage to, or theft of,
any property, person, materials, supplies, equipment and/or fixtures.
- 3 -
109464\18502580v7
EXHIBIT 5 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
District Board Certification Form
CERTIFICATE OF ACCEPTANCE
(Government Code Section 27281)
This is to certify that the interest in real property conveyed by the TEMPORARY
CONSTRUCTION EASEMENT DEED dated _______________________, from CJ
Segerstrom & Sons, a California general partnership, to the undersigned Orange
County Sanitation District, a California special district (“GRANTEE”), by the within
instrument, the provisions of which instrument are incorporated by this reference as though
fully set forth in this Certificate, is hereby accepted by order of the Board of Directors of
the Orange County Sanitation District, pursuant to the authority conferred by the Board of
Directors of the Orange County Sanitation District, by Resolution No. OCSD 98-15, on
July 1, 1998, and the Orange County Sanitation District consents to the recordation thereof
by its duly authorized officer.
APN: 415-051-04, 415-061-08, 415-061-09, 415-071-07, 415-081-21, 415-081-25, 415-091-01, 415-091-02,
415-091-04
By:
Kelly A. Lore
Clerk of the Board
Date:
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109464\18502580v7
EXHIBIT 6 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
Special Provisions
The following special provisions apply to all parcels included in this Agreement. The District
shall be responsible for ensuring all use of, and all work and services on or otherwise affecting,
the Property in connection with the District’s Project or the TCE, satisfies the requirements set
forth in, or reasonably inferable from, this Agreement, including without limitation, this Exhibit
6:
A. General Requirements for all Permitted Activities:
1. Noise-Generating Construction Work
Unless explicitly stated otherwise in these special provisions (including as set
forth in the Special Construction Restrictions section below), all noise-generating
construction activities shall be conducted during “Nighttime Hours” only.
“Nighttime Hours” are defined as 8:00 PM to 6:00 AM, and such activities may
be performed up to seven (7) days per week.
2. Pavement and Landscaping Restoration
The restoration of pavement and landscaping at the facility shall be completed no
later than ninety (90) days following the completion of construction activities in
each of the designated work area described in the Site Plan attached to Exhibit 4
to this Agreement.
3. Temporary Bypass Piping
Temporary bypass piping will be installed near the perimeter of the Property as
indicated in the Site Plan in Exhibit 4-1 to this Agreement. All piping will be
buried across driveways to allow for day-time access to all parking lots. The
temporary bypass piping will be placed and be online for up to, but not more than,
9 months. The bypass pumping equipment shall be located at the pump locations
designated on the Site Plan. Except as expressly permitted in the Site Plan, no
bypass pumping equipment will be located within 100-ft of the 1570 Scenic Ave.
property. The bypass pumping equipment to be located on the south side of
Scenic Avenue, directly across from 1570 Scenic Ave., and shall be shut-off
during the period commencing Friday at 3:00pm and ending Sunday 11:59pm
each week. Buyer will not be permitted to access areas outside of the limits
identified in this Agreement for the installation of bypass pumping equipment. All
pumps associated with the bypass sewer line shall be enclosed in a sound-
proofing shroud to minimize the noise emanating from the pumps.
4. Cured-in-place (CIPP) Installation
During CIPP installation, a continuous 58-hour construction period is required
(the “CIPP Period”). Noise generating construction activities will occur
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109464\18502580v7
throughout the CIPP Period. The anticipated schedule for CIPP Period work is as
follows:
Day 1: Start at 8pm (-4 hours of work)
Day 2: Constant work (24 hours of work)
Day 3: Constant work (24 hours of work)
Day 4: End by 6am (6 hours of work)
5. Special Construction Restrictions. Except for the CIPP installation work, all
construction activities conducted within the “Restricted Construction Zone,” as
depicted on the attached Exhibit 6-1, attached hereto, shall be conducted during
Nighttime Hours and shall be subject to the following restrictions:
(a) All construction work shall be performed during the period commencing
on Sunday evening at midnight and shall be concluded by no later than
Thursday morning at 6:00AM (the “Construction Period”).
(b) All CIPP installation work shall be conducted during the Construction
Period, but due to the required continuous nature thereof, may be
conducted all hours of the day and not restricted to Nighttime hours.
(c) All work associated with the installation of a new manhole in the parking
lot directly adjacent to and south of the building located at 1540 Scenic
Avenue, Costa Mesa, shall be conducted within a fenced and screened
area identified as the “Manhole Installation Area” on the attached Exhibit
6-2. Such fencing shall be no less than 7’ high, shall include a green
screen mesh to block visibility into the Manhole Installation Area. The
total size of the Manhole Installation Area shall not exceed 57.4 ft. (north
to south) by 85.3 ft. (east to west). The Manhole Installation Area shall
not extend further east than the most westerly corner of the building near
the east entry to the building and shall not extend further south than the
northerly edge of the landscape planter at the southern edge of the parking
drive aisle closest to the building. Buyer shall be responsible for all
required traffic routing and rerouting requirements, including without
limitation, any necessary permits, barricades, and safety requirements.
B. Parcel Specific Requirements:
1. The following special provisions apply to work within APN 415-051-04
a. Temporary Bypass Piping
The temporary bypass piping will be placed and be online for up to 9
months.
b. Cured-in-place-pipe (CIPP) Installation
Two (2) independent CIPP Installations are anticipated as part of this
Agreement.
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109464\18502580v7
The Buyer will provide a minimum of 14-days notice prior to CIPP
installation activities.
CIPP Installation can occur over a weekend, except for work in the
Restricted Construction Zone, which shall be conducted during the
Construction Period, only.
c. Construction of New Manhole
The construction of a new manhole in the parking lot located south of
1550 Scenic Avenue shall be completed within a single continuous period
of three (3) months. The Buyer shall provide the Seller with a minimum of
thirty (30) days’ written notice prior to the commencement of the
proposed three-month construction period. During such construction, all
noise-generating activities shall be restricted to the Construction Period.
The Buyer shall secure the site with chain-link fencing during daytime
hours. Access to the site will be restricted, and it shall not be available for
use by the Seller during the three-month construction period.
2. The following special provisions apply to work within APN 415-091-01, 415-
091-02, and 415-091-04
a. Noise Generating Construction Work
During the hours where Buyer is not performing any construction or
Project work, the construction area will be restored with recessed steel
plates to allow for vehicle access to loading docks, parking lots, parking
lot drive aisles, and walkways within the property. Parking stalls impacted
by the proposed area will not be restored daily.
b. Temporary Bypass Piping
The temporary bypass piping will be placed and be online for up to 9
months.
c. Cured-in-place (CIPP) Installation
Two (2) independent CIPP Installations are anticipated as part of this
Agreement.
The Buyer will provide a minimum of 14-days notice prior to CIPP
installation activities.
CIPP Installation can occur over a weekend, except for work in the
Restricted Construction Zone, which shall be conducted during the
Construction Period, only.
d. Temporary Bypass Pumping
Construction activities for CIPP installation will require temporary bypass
pumping of sewer laterals entering into the existing manholes. Temporary
bypass pumps will be placed within parking stalls within the limits of the
work area requested as part of this Agreement. During bypass pumping
operation, the Buyer will require constant 24 hours per day access to the
pump for maintenance.
- 1 -
109464\18502580v7
Exhibit 6-1
Restricted Construction Zone
- 1 -
109464\18502580v7
Exhibit 6-2
Manhole Installation Area
IE 19.40
IE 19.80DIA. 48''
SLOPE 0.00066
DIA. 48''
SLOPE 0.00032
EXISTING SURFACE OVER ℄ OF PIPE
STA 41+29
SAN 0065-0000
RIM = 34.72
IE = 19.49
STA 41+27
IE = 19.49
STA 41+32 IE = 19.62
STA 45+44
IE = 19.62
STA 45+49
STA 45+46
SAN 0068-0000
RIM = 38.00
NEW 84-IN DIA MH
CIPP INSERTION MH
CIPP RECEIVING MH
IE = 20.67
EX 8-IN SEWER
LATERAL
40+00 41+00 42+00 43+00 44+00 45+00 46+00 47+00 48+00 49+00 50+00
3SAN 0065-0000
STA 41+29
CIPP RECEIVING MH
APN 415-051-04
C.J. SEGERSTROM & SONS
APN 415-051-04
C.J. SEGERSTROM & SONS
APN 415-091-04
C.J. SEGERSTROM & SONS
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N: 2202112.6676 N: 2202321.7493
E: 6052765.9130 E: 6053126.6936
CITY OF COSTA MESA
NEW 84-IN DIA
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4-0065-1
5-0065-1
(E) WALL
APN 415-051-04
C.J. SEGERSTROM & SONS
APN 415-051-04
C.J. SEGERSTROM & SONS
APN 415-091-04
C.J. SEGERSTROM & SONS
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BYPASS PHASE 4 & 5
(E) TURF
BYPASS PHASE 4
(E) CURB
(E) TREE
(E) TREE
(E) CURB
(E) TRUCK BAY
ENTRANCE
(E) ELECTRICAL AREA
(E) CURB
(E) CURB
(E) CURB
(E) CURB
(E) TREE
25
'
9'
7.5'
42'
34'
34'
68'
R
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4
CITY OF COSTA MESA
(E) ELECTRICAL LINE
(E) WATER LINE
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(E) 8-IN SEWER LATERAL
29'
29'
PROFILE
SEGMENT 26
CIPP 554 LF
A
1 2 3 4 5 6 7 8 9 10
B
C
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F
MARK DATE APPR.DESCRIPTION
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SHEET NO.
162OF(IF NOT 2"-SCALE ACCORDINGLY)
AT FULL SIZE
LINE IS 2 INCHES
DESIGNED BY:
DRAWN BY:
CHECKED BY:
SANTA ANA TRUNK SEWER REHABILITATION 1-23
ORANGE COUNTY SANITATION DISTRICT
FDS
>04/25/2025@
NOT FOR
CONSTRUCTION
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40+00 41+00 42+00 43+00 44+00 45+00 46+00 47+00 48+00 49+00 50+00
P. STAHL
G.CRAWFORD
T.TUSSEY
STA. 40+00 TO STA. 50+00
TRUNK SEWER PLAN AND PROFILE
1C1004
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VERT. SCALE 1'' = 4'
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3535
SEGMENT 27
CIPP 525 LF
SEGMENT 26A
CIPP 411 LF
LINE/CURVE DATA TABLE
NO.
L7
L8
L9
BEARING/DELTA
N59°58'11"E
N59°54'24"E
N59°54'24"E
RADIUS
--
--
--
LENGTH
529.82
416.99
560.25
TANGENT
--
--
--
KEY NOTES
EX OC SAN SEWER
LEGEND
BYPASS PHASE 4
BYPASS PHASE 5
SANTA ANA TRUNK SEWER
BYPASS PHASE 1
BYPASS PHASE 2
BYPASS PHASE 3
3
4
PROVIDE A 30' DIAMETER EXCLUSION ZONE AT
MANHOLE. UTILIZE A 10-FOOT TALL EXHAUST STACK
AT THE RECEIVING MANHOLE WHEN CURING WITH
STEAM. REFER TO SPECIFICATION 02531 FOR
ADDITIONAL INFORMATION.
PROPOSED WORK AREA LIMITS FOR PRIVATE
PROPERTY.
5 REFER TO SHEET 2G6001 FOR MH REHABILITATION
REQUIREMENTS FOR CIPP INSERTION MANHOLES.
PROVIDE TEMPORARY STEEL PLATE OVER MH
OPENING DURING NON-WORK HOURS WHEN COVER
IS NOT REPLACED.
8 INSTALL TEMPORARY MANHOLE.
FIELD COORDINATE ACTUAL LOCATION.
9 MONITOR CLEANOUT/MANHOLE UPSTREAM OF
BYPASS SUCTION MANHOLE.
12 CONSTRUCTION ACCESS ROUTE. (NON-EXCLUSIVE)
6 INSTALL NEW PERMANENT 84-INCH MANHOLE PER
DETAIL S-050B ON SHEET 2C5001. REFER TO SHEET
2G6001 FOR REQUIREMENTS.
13 BYPASS PUMP SETUP AREA.
19 POTHOLE AT TEMPORARY MH TO IDENTIFY SITE
CONSTRAINTS. IF TEMPORARY MH IS NOT FEASIBLE
DUE TO SITE CONSTRAINTS, SUBMIT ALTERNATE
BYPASS DESIGN OF LATERAL FLOWS DISCHARGING
TO MH SAN0065-0000 WITHIN TEMPORARY HANDLING
OF FLOW PLAN FOR OC SAN REVIEW.
*TWO WORKING DAYS BEFORE YOU DIG*
422-4133
Service Alertof Southern California
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109464\18502580v7
EXHIBIT 7 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
Severance Damages
1. General. The Parties acknowledge and agree that the Project and the Buyer’s
acts and use of the Property and adjacent areas may result in Severance Damages to the Seller,
and that the Purchase Price does not include any compensation for potential Severance Damages.
In order to avoid an upfront payment by Buyer for potential Severance Damages, and in order to
protect the Seller from realized Severance Damages, the Parties desire to establish the Severance
Escrow, tender the Severance Damage Fund to the Severance Escrow, and cause distribution of
Severance Payments to the Seller in the manner described herein. The Parties shall execute such
further documentation as may be required to facilitate the intent of this Exhibit 7, including any
further agreement with the Severance Escrow to establish the Severance Escrow, fund the
Severance Damage Fund, and permit timely disbursement of Severance Payments to Seller.
2. Potentially Impacted Tenants. Seller’s right to Severance Payments shall apply
to the Severance Damages related to the following Seller tenants (including their lawful
successors and assigns to their leasehold interests under the tenant’s lease with Seller) and
properties:
This document sets forth the procedures to be followed for disbursement of Severance Payments
to Seller in the event of Severance Damage in connection with one of the above tenants or
properties.
3. Severance Escrow Holding. Buyer shall deposit into the separate Severance
Escrow the Severance Damage Fund amount of ONE MILLION NINE THOUSAND TWO
HUNDRED SEVENTY DOLLARS ($1,009,270). This amount has been calculated as the
aggregate of potential Severance Damages applicable to the above tenants.
- 3 -
109464\18502580v7
4. Seller’s Severance Payment Draw Request.
a. In the event the Seller incurs Severance Damages applicable to one or
more of the above tenants or properties, Seller shall issue a Severance Payment draw request
(“Severance Payment Draw Request”) to the Severance Escrow and Buyer.
b. The Severance Payment Draw Request shall include reasonable evidence
that the Buyer’s Project or other acts or omission on or adjacent to the Property, contributed to
the tenant(s) terminating its lease or electing not to renew its lease at the fair market value of the
applicable leased portion of the Property (which fair market value determination shall not
include any depreciated or reduced value arising out of the Project or Buyer’s access to or use of
the applicable Property or adjacent areas) (“Evidence of Impact”). The Severance Payment
Draw Request shall include a reasonable description of the amount requested.
c. In the event Seller’s tenant submits a written acknowledgement that the
Project or Buyer’s involvement at or near the Property site was a substantial contributing factor
to the tenant’s termination or non-renewal of the lease, such acknowledgement shall satisfy the
Seller’s obligation to provide Evidence of Impact.
d. Buyer shall have ten (10) business days to object, in writing, to the
Seller’s Severance Payment Draw Request, which objection shall include a written description of
the specific basis for Buyer’s objection, and shall be submitted to Seller and Severance Escrow.
Buyer’s failure to provide a written objection within such ten (10) business days shall be deemed
as Buyer having no objection to the Severance Payment Draw Request.
e. Severance Escrow shall release the amount of the Severance Payment
included in Seller’s Severance Payment Draw Request to Seller within fifteen (15) business days
of Severance Escrow’s receipt of such Severance Payment Draw Request, unless Severance
Escrow receives Buyer’s timely objection, as described above.
f. In the event Buyer timely objects to Seller’s Severance Payment Draw
Request, the Parties shall meet and confer within five (5) business days and use good faith efforts
to resolve the Buyer’s objection. Buyer and Seller shall provide notice to Severance Escrow of
the resolution of the objection, and any revisions to the applicable Severance Payment Draw
Request.
g. Following receipt of such notice of resolution, Severance Escrow shall
release the amount of the Severance Payment included in the revised Severance Payment Draw
Request to Seller within ten (10) business days.
5. Opportunity to Mitigate. Nothing in this Exhibit 7 shall limit Buyer’s rights to
mitigate the impact of the Project on tenants, as set forth in Exhibit 4, Section H, to the
Agreement.
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109464\18502580v7
EXHIBIT 8 TO
PURCHASE AND SALE AGREEMENT
AND JOINT ESCROW INSTRUCTIONS
List of Accepted Title Reports
• Preliminary Title Report APN 415-051-04 by Commonwealth dated June 6, 2023. File No.
92021073
• Preliminary Title Report APN 415-061-08, 415-061-09, 415-071-03, 415-071-07,
415-071-08 by Commonwealth dated June 6, 2023. File No. 92021084
• Preliminary Title Report APN 415-081-21, 415-081-22 by Commonwealth dated June 6,
2023. File No. 92021065.
• Preliminary Title Report APN 415-081-25 by Commonwealth dated June 20, 2023. File
No. 92021083.
• Preliminary Title Report APN 415-091-01, 415-091-02, 415-091-03, 415-091-04 by
Commonwealth dated June 6, 2023. File No. 92021059.
11/26/2025
1
Santa Ana Trunk Sewer
Rehabilitation,
Project No. 1-23
Presented by:
Mike Dorman
Director of Engineering
Operations Committee
December 3, 2025
Agreement for Purchase and Sale and
Joint Escrow Instructions
Project Location
City of
Costa Mesa
City of
Santa Ana
Santa Ana Trunk
Sewer
Ha
r
b
o
r
B
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.
Br
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S
t
.
Alton Ave.
•Rehabilitate 15,000 feet of 42” and 48” sewer
•Rehabilitate 7 manholes
•Install 2 new manholes
•Install air jumpers at 2 existing siphons
MacArthur Blvd.
Sunflower Ave.
Fa
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v
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S
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.
2
Segerstrom
Property
Notice to Proceed in January 2026. 36-month construction duration.
1
2
11/26/2025
2
Temporary Construction Easements
3
Santa Ana Trunk Sewer
Segerstrom Property:
Harbor Gateway
Business Center
Temporary Bypass System TCE
MacArthur Blvd.
Ha
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B
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Hy
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Sunflower Ave.
Scenic Ave.
TCE to Construct
New Manhole
TCE for Temporary Bypass
Pump Setup and Work Area
Tenants listed in severance damages
Temporary Construction
Easements (TCE):
$509,300 (36 months)
Severance Damages: $1,009,270
4
•OC San to conduct outreach with impacted tenants
•Severance Payment Draw Request
•Written acknowledgement from tenant that project was a substantial contributing factor
•OC San can object to request
•Meet and confer
•OC San has the right to mitigate
Severance Payment Draw Request
3
4
11/26/2025
3
5
Recommend to the Board of Directors to:
Approve an Agreement for Purchase and Sale and JointEscrow Instructions with C.J. Segerstrom & Sons(“Segerstrom”) that defines the terms and conditions for
temporary construction easements in the amount of
$509,300 for Santa Ana Trunk Sewer Rehabilitation, Project
No. 1-23 and disbursement of severance damages from an
escrow holding account with an upper limit amount of
$1,009,270 for potential adverse impacts during
construction.
Recommendation
Questions?
6
5
6
OPERATIONS COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4645 Agenda Date:12/17/2025 Agenda Item No:11.
FROM:Robert Thompson, General Manager
Originator: Mike Dorman, Director of Engineering
SUBJECT:
A-SIDE PRIMARY CLARIFIERS REPLACEMENT AT PLANT NO. 2, CONTRACT NO. P2-98A
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve a contingency increase of $4,456,235 (4%)to the existing Construction Contract with PCL
Construction,Inc.,for A-Side Primary Clarifiers Replacement at Plant No.2,Contract No.P2-98A as
part of Primary Treatment Rehabilitation at Plant No.2,Project No.P2-98,for a new total
contingency amount of $11,140,588 (10%).
BACKGROUND
Orange County Sanitation District’s (OC San)primary treatment process removes most of the solids
from screened wastewater and is an essential part of the wastewater treatment process.This
treatment is performed in large concrete structures called primary clarifiers.
The primary treatment facilities at OC San’s Plant No.2 consist of fourteen 140-foot-diameter circular
clarifiers built between 1960 and 1985,along with associated piping,distribution structures,sludge
pumping,odor control,and power distribution systems.The clarifiers are divided into three groups:
the A-Side,consisting of four clarifiers;and the B-Side and C-Side,consisting of five clarifiers each.
The A-Side primary clarifiers were constructed between 1960 and 1963 and require complete
replacement.The new A-Side primary clarifiers are being constructed in an area adjacent to the
existing units in an older area of the Plant with poorly documented structures dating back to the
1950s.
OC San executed the A-Side Primary Clarifiers Replacement Project,Contract No.P2-98A to
construct four new primary clarifiers,a new odor control and chemical facility,a new electrical
distribution center,and ancillary utilities and facilities.Once the new facilities are completed,the
project will also demolish the four existing A-Side primary clarifiers,a power building,and an odor
control facility.
Construction began in July 2021,and is expected to be completed by late 2027.Construction is
approximately 70% complete.
Orange County Sanitation District Printed on 12/8/2025Page 1 of 3
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File #:2025-4645 Agenda Date:12/17/2025 Agenda Item No:11.
RELEVANT STANDARDS
·Ensure the public’s money is wisely spent
·24/7/365 treatment plant reliability
PROBLEM
The cost of changes to the construction contract is nearing the Board-approved contingency amount.
The changes to date have largely been related to unknown conditions and unanticipated changes.
Examples of some of the larger changes include:
(1)Additional demolition,disposal and removal of unforeseen and abandoned underground
obstructions such as old pipelines,concrete structures and slabs,and electrical duct banks that
interfered with construction.
(2)Changes in soil improvement methods due to unknown buried structures and debris not
shown in the original plans.
(3)Added direct costs for construction delays caused by unforeseen conditions.
(4)Added installation of a large stainless steel bulkhead to properly separate non-reclaimable
wastewater flows as required by the GWRS system.
(5)Added protective liner installation around the outside walls of each clarifier to prevent gas
intrusion, concrete corrosion, and other clarifier liner failures.
The current authorized contingency is insufficient to cover future changes for the remaining work.
Additionally,there are several unresolved disputed items totaling approximately $11M.While OC
San disputes the merit of these items,the problem-solving process with the contractor is still ongoing.
As such, the final determination of merit and the potential for additional costs remains uncertain.
PROPOSED SOLUTION
Approve a contingency increase to cover future changes required to complete the remaining
construction work.
TIMING CONCERNS
Additional contingency funds are required to approve any future construction changes without
causing project delays.If problems arise,the construction work might have to be stopped until
additional contract funds are authorized to resolve the issue.These delays could result in extended
overhead and direct cost claims from the contractor.
RAMIFICATIONS OF NOT TAKING ACTION
Not increasing the construction contingency will prevent OC San from authorizing PCL Construction,
Inc., to perform additional unanticipated work.
PRIOR COMMITTEE/BOARD ACTIONS
May 2021 -Received and filed Bid Tabulation and Recommendation for A-Side Primary Clarifiers
Replacement at Plant No.2,Project No.P2-98A;awarded a Construction Contract to PCL
Orange County Sanitation District Printed on 12/8/2025Page 2 of 3
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File #:2025-4645 Agenda Date:12/17/2025 Agenda Item No:11.
Replacement at Plant No.2,Project No.P2-98A;awarded a Construction Contract to PCL
Construction,Inc.,for A-Side Primary Clarifiers Replacement at Plant No.2,Contract No.P2-98A,for
an amount not to exceed $111,405,880; and approved a contingency of $6,684,353 (6%).
ADDITIONAL INFORMATION
N/A
CEQA
This project is exempt from CEQA under the Class 2 categorical exemptions set forth in California
Code of Regulations sections 15302.A Notice of Exemption was filed with the Orange County Clerk
-Recorder on April 26, 2018.
FINANCIAL CONSIDERATIONS
This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has
been budgeted (Budget FY 2025-26,Page A-6,Primary Treatment Rehabilitation at Plant No.2,
Project No. P2-98), and the budget is sufficient for the recommended action.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Presentation
SA:lb
Orange County Sanitation District Printed on 12/8/2025Page 3 of 3
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11/26/2025
1
A-Side Primary Clarifiers
Replacement at Plant No. 2,
Contract No. P2-98A
Operations Committee
December 3, 2025
Contingency Increase
Presented by:
Raul Cuellar
Engineering Manager
P2-98A
A-SIDE
Project Construction Area
Primary Clarifier
Complex 2
1
2
11/26/2025
2
Project Elements
Primary ClarifiersOdor Control
Distribution Center F
(Electrical Building)
Odor Control
Schedule: 70% Complete
•Notice to Proceed: July 13, 2021
•Final Completion: Late 2027 (Anticipated)
Schedule: 70% Complete
•Notice to Proceed: July 13, 2021
•Final Completion: Late 2027 (Anticipated)
Primary Clarifiers
New Facility
Demolition
Legend
Distribution Structure
Primary Sludge
Pump Station
Junction Boxes
3
4
Bid Results – March 16, 2021
Amount of BidBidder
$129,000,000Engineer’s Estimate
$111,405,880PCL Construction, Inc.
$112,849,000Kiewit Infrastructure West Co.
$119,360,000J.F. Shea Construction, Inc.
3
4
11/26/2025
3
5
Summary of Major Changes to Date
PercentageAmount Change
2.5%$2,812,360 1. Additional demolition of underground obstructions
0.6%$720,418 2. Change in soil improvement methods
0.3%$366,8653. Construction delay direct costs from unforeseen conditions
0.2%$209,056 4. Bulkhead installation to separate non-reclaimable flows
0.2%$187,0645. Protective liner installation around outside clarifier walls
3.9%$4,295,763 Total Major Changes
6.0%$6,684,353Approved Construction Contingency — May 2021
1. Additional Demolition of Underground Obstructions
More unknown RCP pipelines and concrete structures to remove.
Cost: $2,812,000
6
5
6
11/26/2025
4
7
2. Change in Soil Improvement Methods
Rigid Inclusion in lieu of Deep Soil Mixing on areas that have underground obstructions.
Cost: $720,000
Deep Soil Mixing
Rigid Inclusion
Obstruction
Obstruction
Rigid InclusionDeep Soil Mixing
8
3. Delay Direct Costs from Unforeseen Conditions
Additional direct costs from construction delays caused by unforeseen electrical ductbanks.
Cost: $366,865
7
8
11/26/2025
5
9
4. Bulkhead to Separate Non-Reclaimable Flows
Junction Box 2
Add stainless steel
bulkhead to separate
non-reclaimable and
reclaimable flows
Non-Reclaimable Flow
Reclaimable Flow
10
4. Bulkhead to Separate Non-Reclaimable Flows
Installation of a temporary large stainless-steel bulkhead to separate non-reclaimable wastewater flows as required by the GWRS Final Expansion system.
Cost: $209,000
9
10
11/26/2025
6
11
5. Protective Liner Around Outside Walls
Additional protective liner installation around the exterior launder walls of each clarifier to prevent gas intrusion, concrete corrosion, and other liner failures.
Cost: $187,000
Before After
12
Construction Contract Status
PercentageAmount Construction Contract
$111,405,880Original Contract Amount
6.0%$6,684,353Board Approved Contingency
5.6%$6,219,958Changes to Date
0.4%$464,395Remaining Contingency
4.0%$4,456,235Requested Contingency Increase
Disputed Work / Time Claims: $11M
Remaining Work:
•Civil, Mechanical, Electrical and Instrumentation and Controls
•Demolition of existing 4 clarifiers with support facilities
•Resolution of project disputes
11
12
11/26/2025
7
13
Recommend to the Board of Directors to:
Approve a contingency increase of $4,456,235 (4%) to the existing ConstructionContract with PCL Construction, Inc., for A-Side Primary Clarifiers Replacement atPlant No. 2, Contract No. P2-98A as part of Primary Treatment Rehabilitation atPlant No. 2, Project No. P2-98, for a new total contingency amount of$11,140,588(10%).
Recommendation
Questions?
14
13
14
ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4647 Agenda Date:12/17/2025 Agenda Item No:12.
FROM:Robert Thompson, General Manager
Originator: Lan C. Wiborg, Director of Environmental Services
SUBJECT:
PAYMENT OF ANNUAL NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM PERMIT
FEES
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve payment to the State Water Resources Control Board in an amount not to exceed $950,000
for the annual National Pollutant Discharge Elimination System ocean discharge permit fees for
Fiscal Year 2025-2026.
BACKGROUND
Under the Clean Water Act,the Orange County Sanitation District (OC San)lawfully discharges
treated wastewater into the Pacific Ocean under its National Pollutant Discharge Elimination System
(NPDES)ocean discharge permit which is jointly administered by the Santa Ana Regional Water
Quality Control Board (SARWQCB)and the United States Environmental Protection Agency
(USEPA).In accordance with Sections 13260 and 13269 of the California Water Code,an annual fee
is required to maintain this permit. The fee is based on OC San’s facility design flow.
OC San is expecting an invoice for the permit fee from the State Water Resources Control Board
(SWRCB)to arrive in December 2025 with a short turnaround time for payment.Staff have
confirmed with SWRCB personnel the Fiscal Year 2025-2026 annual permit fee will be similar to the
annual permit fee for Fiscal Year 2024-2025 ($917,519)but below $950,000.Thus,staff
recommends that the Board of Directors approve payment of the annual ocean discharge permit fees
for Fiscal Year 2025-2026 in the amount not to exceed $950,000.
RELEVANT STANDARDS
·Comply with environmental permit requirements
·24/7/365 treatment plant reliability
·Comply with Government Code Section (California Water Code Sections 13260 & 13269)
Orange County Sanitation District Printed on 12/8/2025Page 1 of 2
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File #:2025-4647 Agenda Date:12/17/2025 Agenda Item No:12.
PROBLEM
OC San is required by California Water Code Sections 13260 and 13269 to pay an annual fee to
maintain our NPDES ocean discharge permit.
PROPOSED SOLUTION
Approve payment of the annual NPDES ocean discharge permit fees in an amount not to exceed
$950,000, as to be invoiced by the SWRCB for Fiscal Year 2025-2026.
TIMING CONCERNS
If the invoice is not paid in a timely manner, OC San may be subject to late fees.
RAMIFICATIONS OF NOT TAKING ACTION
If payment is delayed,OC San would be subject to penalties under provisions of the California Water
Code Section 13261.These actions could include daily penalties in addition to the fee or other
actions deemed appropriate by SARWQCB.
PRIOR COMMITTEE/BOARD ACTIONS
This fee is invoiced and paid annually.
ADDITIONAL INFORMATION
N/A
CEQA
N/A
FINANCIAL CONSIDERATIONS
This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been
budgeted (Budget FY 2024-25 and 2025-26,Section 6,Page 64,Environmental Compliance)and the
budget is sufficient for the recommended action.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
N/A
Orange County Sanitation District Printed on 12/8/2025Page 2 of 2
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ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4648 Agenda Date:12/17/2025 Agenda Item No:13.
FROM:Robert Thompson, General Manager
Originator: Wally Ritchie, Director of Finance
SUBJECT:
COOPERATIVE PROCUREMENT AGREEMENT
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve a Blanket Purchase Order with Insight Public Sector Inc.for the purchase of technology
products,equipment,services and solutions using the cooperative OMNIA Contract No.23-6692-03
for a total amount not to exceed $1,200,000;for the term January 1,2026,through December 31,
2026,in accordance with Ordinance No.OC SAN-61,Section 2.03(B)Cooperative Purchases;with
two (2) optional one-year renewal options.
BACKGROUND
Orange County Sanitation District (OC San)currently uses Cooperative Procurement Agreements
(CPAs)to provide technology products,equipment,services and solutions.These CPAs provide deep
discounts that are not normally available through OC San’s bid process.
The Blanket Purchase Order is needed to provide technological solutions expeditiously based on
competitive contract pricing,breadth of product offerings,availability,and simplicity of using online
ordering systems.Large capital items will be procured through the bidding process,and all
purchases will continue to follow the existing approval and procurement processes in accordance
with OC San’s Purchasing Ordinance.
To properly maintain and provide solutions to OC San’s facilities,the Information Technology (IT)
Division has a need to purchase technology products,services,and solutions frequently.Such item
requirements have been forecasted based upon projected obsolete equipment,historical product
failure rates,and new items to address general capacity,redundancy,or security for the Office and
Industrial Control System.Since technology changes frequently,it is not appropriate to stock these
items in OC San’s warehouses.
Purchases include but are not limited to the following:
·Networking and telephony equipment
·Servers and desktop computers
·Data storage and backup appliances
Orange County Sanitation District Printed on 12/8/2025Page 1 of 3
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File #:2025-4648 Agenda Date:12/17/2025 Agenda Item No:13.
·Software licenses and maintenance agreements
·Consulting services
·Disaster recovery and cyber security solutions
·Printers, scanners, and monitors
·Computer peripherals
·Uninterruptible power supply components
RELEVANT STANDARDS
·Protect OC San assets
·Ensure the public’s money is wisely spent
·Participate in local, state, and national cooperative purchasing programs
·Maintain a culture of improving efficiency to reduce the cost to provide the
current level of service or standard
PROBLEM
The IT Division has a constant need to procure equipment and services based on the needs of OC
San and therefore requires a method to procure these items expeditiously while also meeting the
requirements of the Purchasing Ordinance.
PROPOSED SOLUTION
Approve a Blanket Purchase Order with Insight Public Sector Inc.using OMNIA Contract No.23-
6692-03,allowing a quick procurement process of a broad portfolio of IT products and services at
discounted prices.
TIMING CONCERNS
Maintenance and deployment of new systems and solutions is imperative for timely support of plant
operations and maintenance initiatives.
RAMIFICATIONS OF NOT TAKING ACTION
An increased procurement time risks delaying IT projects and support to plant operations and
maintenance.
PRIOR COMMITTEE/BOARD ACTIONS
November 2022 -Authorized the purchasing of information technology products,services,and
solutions utilizing Cooperative Procurement Agreements (CPA)from U.S.General Services
Administration (GSA)IT Schedule 70,National Association of State Procurement Officials ValuePoint
Cooperative Purchasing Organization,and OMNIA Partners,Public Sector (formerly U.S.
Communities)for the period January 1,2023 through December 31,2023 for a total amount not to
exceed $2,000,000,in accordance with Ordinance No.OCSD-52,Section 2.03(8)Cooperative
Purchases, with two (2) one-year renewal options.
October 2019 -Authorized the purchasing of information technology products,services,and solutionsOrange County Sanitation District Printed on 12/8/2025Page 2 of 3
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File #:2025-4648 Agenda Date:12/17/2025 Agenda Item No:13.
October 2019 -Authorized the purchasing of information technology products,services,and solutions
utilizing Cooperative Procurement Agreements (CPA)from U.S.General Services Administration
(GSA)IT Schedule 70,National Association of State Procurement Officials ValuePoint Cooperative
Purchasing Organization,and OMNIA Partners,Public Sector (formerly U.S.Communities)for the
period January 1,2020 through December 31,2020 for a total amount not to exceed $2,000,000,in
accordance with Ordinance No.OCSD-52,Section 2.03(8)Cooperative Purchases,with two (2)one-
year renewal options.
ADDITIONAL INFORMATION
OMNIA Partners is a large cooperative purchasing organization that provides public and private
sector organizations with access to competitively bid contracts from a network of suppliers.By
pooling the purchasing power of its members,OMNIA Partners help institutions like government
agencies,schools,and nonprofits get better pricing and streamlined procurement processes.It
offers benefits like discounts,spend analytics,and subject matter expertise,saving its members time
and resources by eliminating the need for them to conduct their own individual competitive bidding
processes.
The Contract with Insight Public Sector was competitively bid out through Cobb County to establish a
national cooperative contract for Technology Product Solutions and Related Services.The contract
includes a comprehensive range of products and services with a discount pricing structure off its list
price.
CEQA
N/A
FINANCIAL CONSIDERATIONS
This request complies with the authority levels of OC San's Purchasing Ordinance.This item has
been budgeted (FY2025-26 Budget Section 6, Page 24).
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 12/8/2025Page 3 of 3
powered by Legistar™
ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4649 Agenda Date:12/17/2025 Agenda Item No:14.
FROM:Robert Thompson, General Manager
Originator: Wally Ritchie, Director of Finance
SUBJECT:
ORANGE COUNTY EMPLOYEES RETIREMENT SYSTEM PREPAYMENT
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve prepayments of Orange County Employees Retirement System contributions in the amount
of $10.3 million, using funds from OC San’s 115 Trust.
BACKGROUND
Orange County Employees Retirement System (OCERS)offers agencies the opportunity to
participate in the Early Payment of Employer Contributions Program.This program allows agencies
to prepay their annual OCERS contribution with a discount rate of 7%.OC San has participated in
this program since 2010 to realize savings on contributions.
In 2021,OC San implemented an Internal Revenue Service Code Section 115 Trust Pension Account
(115 Trust)with Public Agency Retirement Services.The 115 Trust is established to fund pension
obligations,once contributions are made into the trust,fund use is limited to pension costs.OC
San’s future pension obligation to OCERS is fully funded as of June 30, 2025.
The current balance in the OC San’s 115 Trust account is $18.3 million.The recommended OCERS
Prepayment is $10.3 million, leaving a balance of 8.0 million in the 115 Trust account.
RELEVANT STANDARDS
·Ensure the public’s money is wisely spent
·Ensure that investment proposals and decisions are based on clearly defined standards
PROBLEM
Funds in the 115 Trust can only be used to pay for pension obligations.
PROPOSED SOLUTION
Prepay OCERS contributions using funds from OC San’s 115 Trust.
Orange County Sanitation District Printed on 12/8/2025Page 1 of 2
powered by Legistar™
File #:2025-4649 Agenda Date:12/17/2025 Agenda Item No:14.
TIMING CONCERNS
Prepayments to OCERS must be made by January 15th to qualify for the 7% discount.
RAMIFICATIONS OF NOT TAKING ACTION
The funds held in the 115 Trust cannot be used for any other purpose.
PRIOR COMMITTEE/BOARD ACTIONS
November 2021 -Adopt Resolution No.OC SAN 21-17 entitled:“A Resolution of the Board of
Directors of Orange County Sanitation District Adopting a Post-Employment Benefit Trust Agreement
with Public Agency Retirement Services;and Authorizing Officers to Execute Documents and
Agreements;and Authorize staff to make an initial investment of up to $15 million into the Section 115
pension trust.
ADDITIONAL INFORMATION
N/A
CEQA
N/A
FINANCIAL CONSIDERATIONS
This item has been budgeted (Budget FY 2024-25 and 2025-26,Page 15,Salaries,Wages &
Benefits) and the budget is sufficient for the recommended action.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
N/A
Orange County Sanitation District Printed on 12/8/2025Page 2 of 2
powered by Legistar™
ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4650 Agenda Date:12/17/2025 Agenda Item No:15.
FROM:Robert Thompson, General Manager
Originator: Jennifer Cabral, Director of Communications
SUBJECT:
LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF NOVEMBER 2025
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Receive and file the Legislative Affairs Update for the month of November 2025.
BACKGROUND
The Orange County Sanitation District’s (OC San)legislative affairs program includes advocating for
OC San’s legislative interests,sponsoring legislation (where appropriate),and seeking local,state,
and federal funding for projects and programs.
RELEVANT STANDARDS
·Maintain influential legislative advocacy and a public outreach program
·Build brand, trust, and support with policy makers and community leaders
·Maintain collaborative and cooperative relationships with regulators,stakeholders,and
neighboring communities
PROBLEM
Without a strong advocacy program,elected officials may not be aware of OC San’s mission,
programs, and projects, or how they could be impacted by proposed legislation.
PROPOSED SOLUTION
Continue to work with Local,State,and Federal officials to advocate for OC San’s interests and help
identify,create and monitor legislation and grants opportunities that would benefit OC San,the
wastewater industry,and the community.To strengthen relationship building efforts,OC San will
continue to engage elected officials through facility tours,one-on-one meetings,and outreach trips to
Washington D.C. and Sacramento.
Orange County Sanitation District Printed on 12/8/2025Page 1 of 2
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File #:2025-4650 Agenda Date:12/17/2025 Agenda Item No:15.
RAMIFICATIONS OF NOT TAKING ACTION
If OC San does not actively engage with Local,State,and Federal elected officials,legislation could
be enacted that negatively impacts OC San and the wastewater industry.Additionally,lack of
engagement may result in missed funding opportunities.
ADDITIONAL INFORMATION
Activities in November:
·The 2026 Legislative and Regulatory Plan went before the November Administration
Committee and was adopted by the Board of Directors.
Activities in December:
·As the legislature returns,we can expect bills to be introduced in late December and
throughout January and February.OC San staff and Lobbyists will evaluate bills as they are
introduced to establish if a position is deemed necessary and will bring to the Committee for
comments and guidance.
CEQA
N/A
FINANCIAL CONSIDERATIONS
All items mentioned are included in OC San’s FY 2025-26 adopted Budget.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Federal Legislative Update
·Federal Matrix
·State Legislative Update
·Local Legislative Update
·Presentation
Orange County Sanitation District Printed on 12/8/2025Page 2 of 2
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1 | P a g e
TO: Orange County Sanitation District
FROM: Eric Sapirstein
DATE: November 21, 2025
SUBJECT: Washington Update
After a record 45 days, Congress reached an agreement to end the government
shutdown on November 12 when the House of Representatives joined the Senate
and passed the Continuing Resolution (CR), after the Office of Management and
Budget (OMB) transmitted a letter to Congress strongly supporting the CR.
President Trump signed the bill to fund the government, bringing a close to the
longest government shutdown in history.
The passage of the CR represents a limited victory by reopening the federal
government until January 30, 2026. Congress will have a little more than two
months from the signing of the bill to reach agreement on full year, fiscal year (FY)
2026 spending bills that were not included in the CR, including spending bills that
fund the U.S. Environmental Protection Agency (USEPA). It is important to note that
the CR carries full year spending agreements for three of the twelve appropriations
bills—Agriculture/U.S. Food and Drug Administration, Military
Construction/Veterans Affairs, and Legislative Branch.
Key Provisions of CR
The CR passed the Senate 60-40 when seven Democrats and Senator Angus King (I-
ME) joined Senate Republicans to provide the magic number of 60 votes to
overcome a Democrat filibuster and the House approved the measure 222-202. The
CR reopens and extends government operations through January 30. This means
Congress must either pass a final CR for the remaining months of FY 2026 or secure
an agreement on the outstanding nine spending bills before January 30 to avoid the
potential of another shutdown. In this circumstance, an omnibus bill or a minibus (a
package of several bills that have been reconciled) would likely carry the agreement
through the House and Senate.
2 | P a g e
The CR provides for continued funding of existing programs at FY 2025 levels until
final spending bills are enacted. USEPA programs will be funded and presumably
have the resources to finalize outstanding financial awards delayed by the
shutdown. The CR contains increased funding for per- and polyfluoroalkyl
substances (PFAS) cleanups at military installations and $9 million for USDA’s
Center of Excellence for PFAS solutions that will likely continue to review PFAS
impacts upon soils and cattle.
Senate Committee to Examine PFAS Cleanup and Disposal Policy
On November 19, the Senate Committee on Environment and Public Works held a
hearing to examine future policy solutions to address PFAS cleanup and disposal.
The hearing comes as Congress continues to try and develop policy that ensures
parties responsible for PFAS contamination are held liable for cleanup and disposal
costs and not those who passively receive the chemicals, like wastewater agencies.
The hearing will include witnesses from Clean Harbors, a hazardous waste
management services company, Associated General Contractors of America, and the
Congressional Research Service.
Importance to OC San
While the hearing did not address Superfund liability exemption for passive
receivers, it will keep pressure on lawmakers to create clear, practical protocols for
managing PFAS as a hazardous substance and ensure cleanup policies are effective
and enforceable. Based off of previous comments from the sectors represented by
the witnesses, the discussion may highlight the unintended consequences USEPA’s
2024 Rule designating PFAS as a hazardous substances has created for cleanup and
disposal of waste containing PFAS and the need for Congress to address these
impacts statutorily.
Last modified: 11/13/2025 at 04:25 PM EST
OC San Federal Legislative Update
November 2025
FEDERAL - 119TH CONGRESS
S. 1092
WIPPES Act
High Priority Support
Summary: S.1092 would direct the Federal Trade Commission to
estabilsh federal "Do Not Flush" labeling requirements for
nonflushable wet wipes packaging. The labeling requirements
would be enacted one year after the bill's enactment. The bill
mirrors California's state labeling law and is supported by clean
water, industry, environmental advocates, and civil engineer
stakeholders. House companion legislation is HR 2269.
03/24/2025Introduced:
Sen. Jeff Merkley ORSponsor:
Latest Actions:
09/19/2025 - Placed on Senate Legislative Calendar under
General Orders. Calendar No. 166.
09/19/2025 - Committee on Commerce, Science, and
Transportation. Reported by Senator Cruz with an amendment in
the n...
05/21/2025 - Committee on Commerce, Science, and
Transportation. Ordered to be reported with an amendment in the
nat...
Senate Commerce, Science and Transportation Committees:
Committee
S. 1092 provides a source control solution to the problem of the flushing of Why it matters:
nonflushable wipes that will reduce costs associated with fixing damaged treatment
infrastructure for wastewater utilities. The labeling requirements compliment existing "Do Not
Flush" labeling state law. Senator Alex Padilla is an original co-sponsor. OC San continues to
publicly support the effort and has sent support letters to the delegation this Congress.
Outlook: S. 1092 has high potential to be passed by the Senate this Congress based on
the Committee on Commerce, Science and Transportation's bipartisan markup of the bill
earlier this Spring. The committee's action raises the possibility for S. 1092 will be
considered on the Floor under Unanimous Consent
FEDERAL - 119TH CONGRESS
H.R. 2269
WIPPES Act
High Priority Support
Summary: H.R. 2269 would direct the Federal Trade Commission
to estabilsh federal "Do Not Flush" labeling requirements for
nonflushable wet wipes packaging. The labeling requirements
would be enacted one year after the bill's enactment. The bill
mirrors California's state labeling law and is supported by clean
water, industry, environmental advocates, and civil engineer
stakeholders. Senate companion legislation is S. 1092.
03/21/2025Introduced:
Rep. Lisa McClain MI-09Sponsor:
Latest Actions:
06/24/2025 - Received in the Senate.
06/23/2025 - Motion to reconsider laid on the table Agreed to
without objection.
06/23/2025 - On motion to suspend the rules and pass the bill
Agreed to by voice vote. (text: CR H2852-2853)
House Energy and Commerce CommitteeCommittees:
H.R. 2269 provides a source control solution to the problem of the flushing Why it matters:
of nonflushable wipes that will reduce costs associated with fixing damaged treatment
infrastructure for wastewater utilities. The labeling requirements compliment existing "Do Not
Flush" labeling state law. Rep. Lou Correa is a co-sponsor. OC San continues to publicly
support the effort and has sent support letters to the delegation this Congress.
Outlook: H.R. 2269 has high chances of passing the House this session. The legislation
has been scheduled to be voted on under suspension on the House Floor the week of
June 23. The Committee on Energy and Commerce's bipartisan markup of the bill also
infer a bipartisan vote on the Floor.
H.R. 3898 represents a comprehensive Clean Water Act permitting reform Why It Matters:
bill. Key provisions:
Outlook. The House is expected to consider H.R. 3898 this Fall. Passage is highly
likely as many of the bill's provisions passed the House during the last Congress. This
included ten year permits.
FEDERAL - 119TH CONGRESS
H.R. 2093
To amend the Federal Water
Pollution Control Act with
respect to permitting terms,
and for other purposes.
High Priority Support
Summary: H.R. 2093 would amend the Clean Water Act's
permitting provisions to allow for delegated states or USEPA to
issue ten year National Permit Discharge Eliminate System
(NPDES) permits. The bill, if enacted, would extend current terms
from five years.
03/14/2025Introduced:
Rep. Ken Calvert CA-41Sponsor:
Latest Actions:
03/14/2025 - Referred to the Subcommittee on Water Resources
and Environment.
FEDERAL - 119TH CONGRESS
H.R. 3898
PERMIT Act
No Priority No Stance
The PERMIT Act amends the Federal Water AI Summary:
Pollution Control Act to streamline water quality standards, reduce
regulatory burdens, clarify permitting terms, and improve
federalism and efficiency in clean water permitting.
06/11/2025Introduced:
Rep. Mike Collins GA-10Sponsor:
Latest Actions:
07/02/2025 - Placed on the Union Calendar, Calendar No. 145.
07/02/2025 - Reported (Amended) by the Committee on
Transportation and Infrastructure. H. Rept. 119-180.
07/02/2025 - POLITICO Pro - Republicans on the House
Transportation and Infrastructure Committee Wednesday
advanced a sweeping pack...
House Transportation and Infrastructure Committee, Committees:
House Transportation and Infrastructure Committee Water
Resources and Environment Subcommittee
mandated 10 year NPDES permits
codification of exemption from WOTUS definition for wastewater and water storage
facilities
expedited review and approval of section 404 permit applications
ten year general permits for dredge and fill activities with requirement for 2 year
advanced notification if permit not to be renewed
water quality certification reviews limited to project impacts on water quality
03/14/2025 - Referred to the House Committee on Transportation
and Infrastructure.
03/14/2025 - Introduced in House
House Transportation and Infrastructure Committee, Committees:
House Transportation and Infrastructure Committee Water
Resources and Environment Subcommittee
H.R. 2093 amends the NPDES permit term to align with the current project Why it matters:
construction timeline realities for water utilities and help reduce costs associated with permit
renewals for both utilities and state regulators. H.R. 2093 provides this while preserving
existing permit reopener provisions to ensure environmental protections are upheld.
Outlook: H.R. 2093 has the potential to advance this Congress. Committee majority staff
support the bill's policy intent and has expressed the desire to pursue last year's Creating
Confidence Clean Water Permitting Act (HR 7023)again this Congress, which included H.
R. 2093's permit extension language. H.R. 7023 passed the House in the 118th Congress.
The legislation would provide important protection to water and wastewater Why It Matters:
agencies against third party litigation seeking to secure cost contributions for cleanups that
involve PFAS contamination. Absent an explicit liability protection provision such agencies
would be exposed to liability simply because an agency treated water and wastewater that
contained PFAS chemicals and disposed of residuals and biosolids.
FEDERAL - 119TH CONGRESS
H.R. 1267
Water Systems PFAS Liability
Protection Act
High Priority Support
The Water Systems PFAS Liability Protection Act AI Summary:
exempts water and wastewater treatment facilities from CERCLA
liability for releases of certain perfluoroalkyl and polyfluoroalkyl
substances, provided they comply with applicable laws and
regulations.
02/12/2025Introduced:
Rep. Marie Gluesenkamp Perez WA-03Sponsor:
Latest Actions:
02/12/2025 - Referred to the Subcommittee on Water Resources
and Environment.
02/12/2025 - Referred to the Committee on Energy and
Commerce, and in addition to the Committee on Transportation
an...
02/12/2025 - Referred to the Committee on Energy and
Commerce, and in addition to the Committee on Transportation
an...
House Energy and Commerce Committee, House Committees:
Transportation and Infrastructure Committee, House
Transportation and Infrastructure Committee Water Resources
and Environment Subcommittee
Outlook: H.R. 1267 represents a placeholder bill to address the water sector's concerns
over the potential liability created by USEPA's designation of PFAS as a hazardous
substance under CERCLA. Both the House and Senate committees with jurisdiction over
CERCLA have expressed interest in addressing PFAS liability. However, any significant
legislative activity is expected to await USEPA's recommendations on how to address
passive receivers liability created by the PFAS designation.
FEDERAL - 119TH CONGRESS
H.R. 1265
To amend the Save Our Seas
2.0 Act to expand eligibility for
certain wastewater
infrastructure grants, and for
other purposes.
No Priority No Stance
Summary: H.R. 1265 aims to expand eligibility for certain
wastewater infrastructure grants under the Save Our Seas 2.0
Act12. This expansion would allow communities and projects to
qualify for federal funding, which can be used to improve and
modernize wastewater treatment facilities. By increasing access to
these grants, the bill seeks to enhance the capacity of wastewater
management systems to handle pollutants, reduce environmental
impacts, and support public health. This could lead to more
efficient and effective wastewater treatment processes, ultimately
contributing to cleaner waterways and a healthier environment.
02/12/2025Introduced:
Del. Eleanor Holmes Norton DC-At LargeSponsor:
Latest Actions:
04/01/2025 - Referred to the Subcommittee on Water Resources
and Environment.
02/12/2025 - Referred to the House Committee on Transportation
and Infrastructure.
02/12/2025 - Sponsor introductory remarks on measure. (CR
E120)
House Transportation and Infrastructure Committee, Committees:
House Transportation and Infrastructure Committee Coast Guard
and Maritime Transportation Subcommittee, House Transportation
and Infrastructure Committee Water Resources and Environment
Subcommittee
FEDERAL - 119TH CONGRESS
H.R. 1285
Water Infrastructure
Subcontractor and Taxpayer
Protection Act of 2025
No Priority No Stance
Summary: H.R. 1285 would amend the Water Infrastructure
Finance and Innovation Act of 2014. The key points: Payment and
Performance Security Requirements: The bill establishes new
requirements for payment and performance security for projects
funded under the act. Project Funding: Ensure that projects
financed through the Water Infrastructure Finance and Innovation
Act have adequate financial safeguards.H.R. 2093 would amend
the Clean Water Act's permitting provisions to allow for delegated
states or USEPA to issue ten year National Permit Discharge
Eliminate System (NPDES) permits. The bill, if enacted, would
extend current terms from five years
02/13/2025Introduced:
Rep. Mike Bost IL-12Sponsor:
Latest Actions:
02/13/2025 - Referred to the Subcommittee on Water Resources
and Environment.
02/13/2025 - Referred to the Committee on Transportation and
Infrastructure, and in addition to the Committee on Ene...
02/13/2025 - Referred to the Committee on Transportation and
Infrastructure, and in addition to the Committee on Ene...
House Energy and Commerce Committee, House Committees:
Transportation and Infrastructure Committee, House
Transportation and Infrastructure Committee Water Resources
and Environment Subcommittee
FEDERAL - 119TH CONGRESS
H.R. 2344
Water ISAC Threat Protection
Act
No Priority No Stance
Summary: Would establish a program to enhance the
preparedness and resilience of drinking water and wastewater
systems against various threats. The bill's primary focus is on
safeguarding these critical utilities from risks such as natural
disasters, cyberattacks, and other vulnerabilities that could disrupt
essential water services.
03/25/2025Introduced:
Rep. Jan Schakowsky IL-09Sponsor:
Latest Actions:
03/25/2025 - Referred to the Subcommittee on Water Resources
and Environment.
03/25/2025 - Referred to the Committee on Transportation and
Infrastructure, and in addition to the Committee on Ene...
03/25/2025 - Referred to the Committee on Transportation and
Infrastructure, and in addition to the Committee on Ene...
House Energy and Commerce Committee, House Committees:
Transportation and Infrastructure Committee, House
Transportation and Infrastructure Committee Water Resources
and Environment Subcommittee
FEDERAL - 119TH CONGRESS
S. 857
Water Conservation Rebate
Tax Parity Act
No Priority No Stance
Summary: Amends federal tax law so that homeowners would
not need to pay income tax when they receive rebates from water
utilities for water conservation and water runoff management
improvements. S. 857.
03/05/2025Introduced:
Sen. John Curtis UTSponsor:
Latest Actions:
03/05/2025 - Read twice and referred to the Committee on
Finance.
03/05/2025 - Introduced in Senate
Senate Finance CommitteeCommittees:
FEDERAL - 119TH CONGRESS
S. 1118
Water Intelligence, Security,
and Cyber Threat Protection
Act of 2025
No Priority No Stance
Summary: S. 1118 would provide funding and additional access
for clean water and
wastewater utilities to become members of the Water Information
Sharing and Analysis Center (WaterISAC). The WaterISAC is a
critical source of information and best practices for water systems
to protect against, mitigate, and respond to threats. House
Companion bill H.R. 2344. Endorsed by American Water Works
Association, Association of Metropolitan Water Agencies, National
Association of Clean Water Agencies, National Association of
Water Companies, and Water Environment Federation.
03/25/2025Introduced:
Sen. Ed Markey MASponsor:
Latest Actions:
03/25/2025 - Read twice and referred to the Committee on
Environment and Public Works.
03/25/2025 - Introduced in Senate
Senate Environment and Public Works CommitteeCommittees:
FEDERAL - 119TH CONGRESS
H.R. 3184
PFAS Alternatives Act
No Priority No Stance
The bill establishes a research and training AI Summary:
program to develop and promote PFAS-free turnout gear for
firefighters, supporting innovation in firefighter safety through
grants and partnerships.
05/05/2025Introduced:
Rep. Debbie Dingell MI-06Sponsor:
Latest Actions:
05/06/2025 - Referred to the Subcommittee on Water Resources
and Environment.
05/05/2025 - Referred to the Committee on Science, Space, and
Technology, and in addition to the Committee on Transp...
05/05/2025 - Referred to the Committee on Science, Space, and
Technology, and in addition to the Committee on Transp...
House Science, Space and Technology Committee, Committees:
House Transportation and Infrastructure Committee, House
Transportation and Infrastructure Committee Water Resources
and Environment Subcommittee
This report was created using POLITICO's Policy Intelligence Assistant.
This report is for informational purposes only. The views and opinions presented do
not necessarily reflect those of POLITICO LLC.
1
M E M O R A N D U M
To: Orange County Sanitation District
From: Townsend Public Affairs
Date: November 21, 2025
Subject: November Legislative Monthly Report
STATE UPDATES
With the Legislature on Interim Study Recess, activity has shifted back to lawmakers’ districts.
Members are meeting with constituents, hosting local events, and preparing for the next legislative
session, which begins January 5, 2026.
Voters Pass Proposition 50
On November 4, 2025, California voters approved Proposition 50 in a statewide special election,
with the measure receiving approximately 64 percent support. Counties have until December 5 to
submit their certified vote counts to the Secretary of State, who is scheduled to certify the final
election results on December 12.
Federal Lawsuit Filed Over California’s Post-Proposition 50 Redistricting Plan
On November 13, the US Department of Justice (DOJ) announced they filed a lawsuit seeking to
block California’s newly approved congressional district map, which was adopted under
Proposition 50 for use in the 2026–2030 election cycles. The measure shifts responsibility for
drawing congressional districts from the state’s independent redistricting commission to the
Legislature, resulting in a redesigned map that could alter the political balance in several districts.
The DOJ’s complaint argues that the map relied heavily on racial demographics, particularly the
distribution of Hispanic voters, in ways that may violate the Equal Protection Clause and the
Voting Rights Act. The lawsuit follows a separate challenge brought by the state’s Republican
Party, which has also raised concerns about how the districts were drawn.
The case introduces both legal and political uncertainties. Legally, it tests the boundary between
permissible political considerations in redistricting and the constitutional limits on using race in
the process. Politically, the outcome may influence competitive dynamics in upcoming
congressional elections and shape how states approach redistricting in future cycles.
Statewide Initiative Proposes Streamlined Project Review
The California Chamber of Commerce recently submitted a proposed statewide initiative to the
Attorney General’s Office seeking to modernize California’s environmental review process for
major projects. The proposal, titled the Building an Affordable California Act, is designed to
streamline approvals for “essential projects” such as housing, infrastructure, and public-service
facilities, with the goal of improving affordability and reducing project delays.
2
The measure would establish defined timelines—generally up to one year—for state and local
agencies to complete environmental reviews and issue final decisions on qualifying “essential
projects,” including housing, renewable energy facilities, water and sanitation, broadband
infrastructure, public health projects, municipal first responder facilities, and transportation
improvements. If agencies fail to meet the proposed deadlines, applicants could request public
hearings, and any legal challenges would be subject to expedited judicial review.
Beyond addressing permitting delays, the initiative seeks to lower project costs, create jobs in
construction and clean energy sectors, and advance infrastructure investments that promote
housing affordability and economic growth. It also includes provisions ensuring that, if enacted,
the measure will be legally defended on behalf of voters.
If certified, the Building an Affordable California Act could appear on the 2026 statewide ballot,
where voters would decide whether to adopt these proposed changes to California’s
environmental and project approval framework.
Delta Conveyance Project Update
Governor Newsom and the California Department of Water Resources (DWR) announced two
key milestones advancing the Delta Conveyance Project, a major water infrastructure effort
intended to strengthen the State’s water supply and climate resilience.
DWR submitted a certification of consistency to the Delta Stewardship Council, stating that the
project complies with the Delta Reform Act and the State’s Delta Plan, which aim to balance
environmental protection in the Sacramento–San Joaquin Delta with the need for a reliable water
supply. In addition, the Third District Court of Appeal lifted a previous injunction, allowing DWR to
resume pre-construction geotechnical work, including soil testing and subsurface investigations
critical to project planning and design.
Governor Newsom highlighted these developments as part of the Administration’s broader
strategy to modernize California’s water infrastructure and prepare for the challenges of a
changing climate. State officials emphasized that these steps are necessary to ensure long-term
water reliability for millions of residents, while continuing to safeguard the Delta ecosystem and
address the impacts of drought, flooding, and aging water systems.
1 | P a g e
TO: Orange County Sanitation District
FROM: Whittingham Public Affairs Advisors
DATE: November 21, 2025
SUBJECT: Local Legislative Report
Following are a few of the more notable developments and issues that have transpired in
Orange County over the last several weeks:
• The Cypress City Council held a special meeting on November 19 to interview
seven finalists for potential appointment to replace former Council member Scott
Minikus, who resigned from City Council October 1.
• Multiple cities countywide continue to experience leadership changes. The Irvine
City Council officially named Interim City Manager Sean Crumby as its new City
Manager, while Cecilia Gallardo-Daly continues to serve as Interim City Manager
in Costa Mesa. Looking forward, Newport Beach Assistant City Manager Seimone
Jurjis will step into the City Manager role on January 1, 2026, succeeding Grace
Leung, and Dana Point City Manager Mike Killebrew announced that he will be
retiring as well at the end of the year.
• Final negotiations are ongoing between the County of Orange and a coalition of
cities and sanitation districts regarding landfill tipping fees, known as the Waste
Infrastructure System Enhancements (WISE) agreements. Upon final approval by
the Board of Supervisors (currently scheduled for December 2), each jurisdiction
will work to complete their respective Prop 218 hearings and approve the rate
increases prior to the new fees going into effect July 1, 2026.
• The Anaheim City Council voted unanimously to increase sewer impact fees for new
development in the Anaheim Hills area. The Council recently rejected a proposal to
establish a 3 percent gate fee on various tourism destinations in the city, choosing
instead to consider generating revenue from established sources. Per the staff report,
the current sewer fee for a single-family home is $491; under the increase, the fee
for a new single family home will be $667.
2 | P a g e
• The South Coast Water District (SCWD’s) Board of Directors unanimously
approved a Memorandum of Understanding (MOU) regarding a potential public
agency to public agency partnership, wherein Orange County Waste & Recycling
(OCWR) would generate renewable energy from the Prima Deshecha Landfill and
provide it as a long-term power supply for SCWD’s Doheny Ocean Desalination
Project. Prior to consideration of the MOU, a task force was formed between the
staff of both agencies in 2022 and a corresponding report, entitled Assessment of
Joint Opportunities to Benefit South Orange County Through Renewable Energy
and Local Water Supply, was finalized in September 2025. The draft MOU was
subsequently approved by the Board of Supervisors, and OCWR is also in
discussions with other South County agencies about a similar partnership.
• The Board of Supervisors also approved new rules that will enable Sheriff’s
deputies to remove homeless encampments from County-owned property,
including parks and flood control channels. Santa Ana, Anaheim, Irvine, Garden
Grove, and Fullerton are among the cities that previously approved similar rules in
the wake of the U.S. Supreme Court’s 2024 decision that enabled local jurisdictions
to take such actions.
As part of our scope of work, Whittingham Public Affairs Advisors has continued to
monitor the various City Council agendas and highlighted issues and items of relevance to
OC San. We also continue to monitor activities at the South Coast Air Quality Management
District, Orange County Water District, and South Orange County Wastewater Authority.
It is a pleasure to work with you and to represent the Orange County Sanitation District.
Sincerely,
Peter Whittingham
11/26/2025
1
FEDERAL UPDATE
ER IC SAPIRSTE IN
ENS RE SOURCES
DECEMBER 10, 2025
1
PRESENTED TO:
AD MIN IS T RA T I ON CO MMI TT E E
ISSUES
Legislative Priorities:Fiscal Year 2026 Budget, Water Infrastructure, Per- and polyfluoroalkyl substances (PFAS) Liability/BiosolidsManagement, Permit Reforms
Regulatory–U.S. Environmental Protection Agency(U.S. EPA): PFAS LitigationRisk Assessment Model
Looking Ahead
2
1
2
11/26/2025
2
LEGISLATIVE PRIORITIES: TODAY
3
Fiscal Year 2026 Appropriations
U.S. EPAInfrastructure
PFAS Funding—Technologies
Reductionsin Force—Mandate to Rehire Furloughed Workers
January 30, 2026 Deadline
Water Infrastructure
Clean Water Act StateRevolvingLoanFund/Water Infrastructure Finance and Innovation Act
Wastewater Infrastructure Pollution Prevention and Environmental Safety (WIPPES) Act(Flushable Wipes)
Permit Reforms
PFAS
HazardousSubstanceComprehensive Environmental Response, Compensation, and Liability Act
DesignationProtection
REGULATORY PRIORITIES-U.S. EPA
4
Draft Risk Assessment Model Review and Finalization
Status: 24,000 Public Comments
InterimGuidance
Treatment and Disposal Survey
Effluent Limitations Guidelines
Administrator Lee Zeldin and Office of Water Views Looking Forward
3
4
11/26/2025
3
LOOKING AHEAD:
2026 LEGISLATIVE AGENDA
5
Appropriations
February –WhiteHouseFiscalYear2027BudgetRequest
March– NovemberCongressionalReview
November–ContinuingResolution
PFASLiability Protections
WIPPESAct
10Year National PermitDischarge Elimination Terms
WaterInfrastructure
Clean WaterAct
WaterInfrastructureModernization Act
CaliforniaWater
MID-TERM ELECTION IMPLICATIONS
House Majority Outlook
Senate Majority Outlook
Redistricting Impacts on OC San
Impact on Legislative Activity
5
6
11/26/2025
4
7
7
ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4651 Agenda Date:12/17/2025 Agenda Item No:16.
FROM:Robert Thompson, General Manager
SUBJECT:
PUBLIC AFFAIRS STRATEGIC PLAN FOR FISCAL YEARS 2024-2026 MID-YEAR UPDATE
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Receive and file the Public Affairs Strategic Plan for Fiscal Years 2024- 2026 Mid-Year Update.
BACKGROUND
The Orange County Sanitation District’s (OC San)Public Affairs Office is responsible for creating,
organizing,and disseminating all internal and external communication.The primary objective of the
Public Affairs team is to deliver messages that are accurate,transparent,and designed to foster trust
and confidence.An integrated Public Affairs Strategic Plan is essential to effectively manage the
variety of audiences served.
RELEVANT STANDARDS
·Build brand, trust, and support with policy makers and community leaders
·Maintain collaborative and cooperative relationships with regulators,stakeholders,and
neighboring communities
·Make it easy for people to understand OC San’s roles and value to the community
·Maintain influential legislative advocacy and a public outreach program
PROBLEM
There are various initiatives and messages that the Public Affairs Office must share with internal and
external stakeholders for continued operation and efficiency of OC San.The messaging must be
consistent, concise, and thoroughly planned to be efficient and effective.
PROPOSED SOLUTION
The Public Affairs team has developed a plan to span fiscal years 2024-25 and 2025-26,in support of
OC San’s adopted two-year budget.The Public Affairs Strategic Plan includes goals,objectives,
strategies,and tactics to execute the various messages and efforts set forth by OC San’s Strategic
Plan and the General Manager’s Work Plan.The two-year plan commenced July 1,2024,and
updates are provided to the Administration Committee every six months.
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File #:2025-4651 Agenda Date:12/17/2025 Agenda Item No:16.
PRIOR COMMITTEE/BOARD ACTIONS
June 2024 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for
Fiscal Years 2024-2026.
December 2024 - Public Affairs Strategic Plan for Fiscal Years 2024-2026 Mid-Year Update
July 2025 - Public Affairs Strategic Plan for Fiscal Years 2024-2026 Year-End Update
ADDITIONAL INFORMATION
OC San’s Public Affairs Office Strategic Plan for Fiscal Years 2024-2026 (Plan)was developed based
upon the principles of OC San’s mission of protecting public health and the environment and to
support the implementation of OC San’s Strategic Plan.This Plan offers a vision to unify
communication efforts and focus resources to achieve the greatest impact and greatest results.The
Plan consists of 11 categories. Below is a recap of the last six months of the second year of the plan.
·Employee Engagement
Goal: Optimize communication with internal audience including those operating in the field.
o Posted 275 The San Box Posts (intranet)
o Distributed 26 Three Things to Know Emails (weekly email)
o Published Three (3)Pipeline issues
o Hosted Five (5) employee events
o Distributed 44 New Employee Welcome kits
·Industry Experts
Goal:Establish and solidify OC San’s reputation as infrastructure leaders in the wastewater
and resource recovery industry.
o Received 16 awards
o Participated in eight (8) speaking engagements reaching over 400 people
·Media Relations
Goal: Cultivate relationships with traditional and social media journalists and influencers.
o Issued two (2) press releases
o Published 298 social media posts across five platforms including ads reaching over
143k people
o Increased our followers by 635
·Agency Branding and Messaging
Goal:Enhance OC San’s image and branding by utilizing proper messaging in external
communication pieces such as OC San’s website,presentations,digital media,advertising,
which includes maintaining a positive experience for OC San visitors.
o Published one (1)issue of OC San Connection Newsletter reaching over 3,300
subscribers
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o Published 31 articles on the OC San website
o Completed 67 graphic design projects
·Educational Outreach
Goal:Identify and implement avenues for education and outreach within OC San’s service
area to promote OC San’s mission and vision.
o Hosted 52 tours reaching over 913 people
o Participated in six (6) community events reaching over 1,000 people
o Completed the Headquarters Educational Display- Phase 2
o Completed the sixth session of Wastewater 101 Citizens Academy with 42 graduates
·Capital and Maintenance Outreach
Goal:Develop and implement outreach programs that will engage the communities affected by
OC San construction and maintenance activities.
o Distributed ten printed notifications reaching over 29,000 people
o Issued 24 electronic messages
o Held various meetings with project stakeholders
§City of Cypress- Traffic Commission Presentation
§City of Los Alamitos- City Council Presentation
§City of Los Alamitos- City Manager and Public Works Director
§Newport Beach- Bayside Village HOA Meeting
§Newport Beach- Linda Isle HOA Meeting
·Legislative Affairs
Goal:Proactive engagement in legislative advocacy efforts that could impact OC San and the
wastewater industry.
o Developed the 2026 Legislative and Regulatory Plan
o Issued two (2) State position letters
o Joined in one (1) Federal Position coalition letter
·Grants Coordination
Goal: Monitor, track, and apply for grants available to OC San.
o Continued support of the $3.45 million in community project funding for the Supercritical
Water Oxidation Project.
·Local Government Affairs
Goal:Ensure that local elected officials,member agencies,stakeholders,and OC San Board
Members are actively engaged in the work of OC San.
o Issued monthly Board Member Speaking Points
o Developed OC San’s Annual Report
o Hosted in-person State of OC San with 155 participants
o Published six “Five Minutes Per Month”
o Produced and distributed two (2) member-agency outreach toolkits
·Crisis Management
Goal:Ensure the Public Affairs Office serves as the primary spokesperson for OC San during
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normal business and crisis scenarios and facilitates the dissemination of information.
o Continued monitoring and updating Public Affairs Office’s Continuity of Operations Plan
·General Manager Support
Goal:Ensure the General Manager and Assistant General Manager are supported with
information necessary to communicate to the varied OC San audiences.
o Developed six (6) General Manager Monthly Reports
o Prepared Monthly talking points
o Developed material for speaking engagements and presentations
FINANCIAL CONSIDERATIONS
All items included in the Public Affairs Strategic Plan FY 2024-2026 are budgeted in the FY 2024-
2026 Budget.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Public Affairs Strategic Plan, FY 2024-2026
·Presentation
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PAO Strategic Plan FY 2024-26
June 2024
1
Public Affairs Strategic Plan
FY 2024-2026
Introduction
The Orange County Sanitation District’s (OC San) Public Affairs Office (PAO) is responsible for managing
all internal and external communications. The PAO's main goal is to ensure messages are accurate,
transparent, and build public trust and confidence. An integrated Public Affairs Strategic Plan is
essential for effectively addressing the diverse audiences we serve.
The PAO offers services, tools, and programs to meet OC San’s communication needs. This
includes media relations, website and intranet site content, construction outreach, elected
officials and government relations, internal communications, education, outreach, and graphic
development.
The PAO has developed a Strategic Plan (Plan) for Fiscal Years 2024 - 2026. This Plan is
developed based upon the principles of OC San’s Mission of protecting public health and the
environment and will support the implementation of OC San’s Strategic Plan. This Plan offers a
vision to unify our communication efforts and focus resources to achieve the greatest impact
and greatest results.
Because much of what is planned and created by this group is based on external factors and
therefore outside of our control, flexibility and fluidity is integrated into the Plan. The PAO will
follow the guidance set forth by management and the Board of Directors to carry out OC San’s
messaging and support our member agencies.
Background Information
OC San represents 20 cities, 4 special districts, and a portion of the unincorporated County of
Orange. This area represents a community of 2.6 million people with approximately 550,000
customer accounts.
Unlike most public agencies where there is direct contact with customers, OC San’s billing
occurs through the County of Orange property tax bills. Therefore, OC San must work through
other means to communicate with the public and the rate payers.
We have a 25-member Board of Directors, and more than 650 employees within six
departments with various goals and objectives. While these groups work independently on a
variety of projects, the goal of the PAO is to provide support and messaging that is consistent
throughout the agency so that we are one voice, representing the same overall goals, and
portraying the same brand.
PAO Strategic Plan FY 2024-26
June 2024
2
There are many challenges with serving such a large and diverse customer base, however; there
are also great opportunities working through the strategies laid out in this Plan.
Public Affairs Team
The division is staffed with seven full-time employees and overseen by a supervisor and a
department head.
Jennifer Cabral, Director of Communications
Daisy Covarrubias, Public Affairs Supervisor
Rebecca Long, Senior Public Affairs Specialist
Belen Carrillo, Senior Public Affairs Specialist
Kelly Newell, Public Affairs Specialist
Public Affairs Specialist – Vacant
Gregg Deterding, Graphics Designer
Isai Carrillo, Graphics Designer
Cheryl Scott, Administrative Assistant
Each of these team members carry out specific functions to meet the communication goals and
objectives laid out in this Plan.
Situation Analysis
• OC San approved a five-year rate program in 2023. Public communication must account
for the financial impact on OC San ratepayers as decisions and proposed fees for the
next five years are developed and communicated.
• OC San must continue to attract talented and qualified personnel to fill vacancies.
Effectively communicating OC San’s culture and emphasizing the importance of
professional relationships is essential to the effectiveness and functionality of the
agency.
• OC San will have new Board leadership and is anticipating a high turnover post the
November 2024 election. Continuous engagement with the Board of Directors will be
critical for the success of this agency.
PAO Strategic Plan FY 2024-26
June 2024
3
• As an essential service, OC San has continued to execute the Capital Improvement
Program (CIP) to keep the regional projects on schedule, improving and maintaining the
regional sewer system throughout the service area. In the next two fiscal years, OC San
plans to award 38 construction contracts worth a total of $340 million.
• OC San administrative staff have moved into a new Headquarters across the street from
Plant No. 1, in Fountain Valley. The new building houses over 300 staff members that
were previously spread across 10 buildings. Internal communications and engagement
will need to become a greater focal point to ensure OC San’s culture remains positive
between staff located at the Plants, and staff at Headquarters.
Mission
The Public Affairs Office is committed to communicating information about OC San in a timely,
accurate and accessible way to the employees, the Board of Directors, our member agencies,
elected officials, the public, and the news media.
• We are committed to open, honest, clear, and respectful two-way communication with
our audiences.
• We are dedicated to informing others about how OC San serves the public and protects
the environment.
• We are committed to outstanding customer service by responding to requests quickly
and efficiently.
• We are dedicated to teamwork and collaboration as well as being creative and taking
the initiative to be out in front of issues.
Audiences
This Public Affairs Plan focuses largely on four primary audiences.
• Internal
o Board of Directors
o Executive Management Team
o Employees
o Retirees
• The Public
o Ratepayers
o Member Agencies
o Residents, Businesses, Commuters Impacted by OC San Construction and
Maintenance
PAO Strategic Plan FY 2024-26
June 2024
4
o OC San Neighbors near our facilities (plants and pump stations)
o Schools and Students
o Tour Groups
• Industry
o Water/Wastewater Agencies
o Trade Organizations
o Trade Media
o Contractors and Consultants
• Influential Public
o Local, State, and Federal Elected Officials
o Environmental Groups
o Local Media
Agency Key Messages
• OC San is committed to protecting public health and the environment by providing
effective wastewater collection, treatment, and recycling.
• OC San is more than a wastewater treatment facility; we are a resource recovery facility
making use of all our byproducts.
• OC San is dedicated to exceeding wastewater quality standards used for resource
recovery.
• OC San is committed to proper planning to ensure that public funds are wisely spent.
• OC San’s assets are monitored and evaluated regularly to ensure top performance and
timely replacement.
• OC San values communicating our mission and strategies with those we serve and all
other stakeholders.
• OC San provides an essential service to 2.6 million people at one of the lowest rates in
the state.
• Providing reliable, responsive, and affordable services in line with our customer needs
and expectations is a top priority for OC San.
• OC San is committed to creating the best possible workforce, prioritizing safety,
productivity, customer service, and training.
PAO Strategic Plan FY 2024-26
June 2024
5
• OC San has diligently developed an integrated planning environment that starts with the
Board of Directors’ expectations and extends to each employee’s work product. We
strive to ensure our staff members communicate effectively and provide transparent
services to support the Plan.
• OC San has developed an integrated Planning/Asset Management system that allows for
intentional, thoughtful decision making to maintain current operations while adding
resilience and meeting new challenges.
• OC San’s organizational structure includes informal relationships between employees
that facilitate collaboration toward common goals.
Public Affairs’ Goals for Fiscal Year 2024/25 and 2025/26
1. Optimize communication with our internal audience.
2. Continue to build OC San’s reputation as leaders in the wastewater and resource
recovery industry.
3. Cultivate relationships with traditional and social media journalists and influencers to
promote OC San’s programs and initiatives.
4. Enhance OC San’s image and branding by utilizing proper messaging in external
communication pieces such as OC San’s website, presentations, digital media, and
advertising. Maintain a positive experience and image for our visitors.
5. Identify and implement avenues for education and outreach within OC San’s service
area to further promote OC San as a resource recovery agency, our mission, and career
opportunities within the wastewater industry.
6. Educate and inform the public on the various OC San initiatives aimed to protect the
environment such as What 2 Flush; Fats, Oil, and Grease; and any other necessary
message.
7. Develop and implement outreach programs that will engage the communities affected
by OC San’s construction projects.
8. Ensure proactive engagement in legislative advocacy efforts that could impact OC San
and the wastewater industry.
9. Monitor, track, and apply for grants available and that make business sense to OC San.
10. Ensure that elected officials, member agencies, stakeholders, and OC San Board
Members are actively engaged in the work of OC San.
11. Ensure the Public Affairs Office serves as the primary spokesperson for OC San during
normal business and crisis scenarios and facilitates the dissemination of information.
PAO Strategic Plan FY 2024-26
June 2024
6
To achieve these goals, PAO outlines the following strategies and tactics, along with the primary
staff assigned to each area. Although individual staff members are the key contacts for each of
the goals, the team works collectively and collaboratively, reflecting our core values. Our staff
acknowledges the key role we play at OC San, not only communicating information, but also
educating, consulting, and serving as a resource to our Board of Directors, employees, the
wastewater industry, our member agencies, and our community. Flexibility is implemented into
this plan to deal with unexpected situations and circumstances.
Public Affairs Strategies and Tactics
1. Category: Employee Engagement
Program Lead: Rebecca Long
Program Coordinator/Support: Kelly Newell, Gregg Deterding, Isai Carrillo, and Cheryl Scott
Goal (what): Optimize communication and engagement with our internal audience to include
both field staff and administrative staff.
Objective (measure): Establish a base line of current engagement by tracking access and participation
from the identified tactics.
Strategy (why): We value open and honest communication with our employees. PAO is
committed to various efforts aimed at keeping OC San employees informed about important
topics, increasing the overall quality of communications to our employees while tying the
business aspects of the agency with the human-interest side.
Tactics (how):
• Keep information on The San Box current, relevant, and useful for OC San employees by
working with the various departments to gather information that should be shared.
• On a regular basis, staff will continue to support various departments with their
communication and outreach needs.
• PAO will produce six Pipeline newsletters per year with a goal of circulation by the third
week of the publication month.
• Incentivize employees to educate and inform the public of OC San’s essential service
through the Volunteer Incentive Program (VIP) by issuing points for all volunteer hours.
• Create employee recognition and celebratory events throughout the year, this may
include small in-person gatherings and virtual events. To include but not limited to the
Annual Holiday Lunch, the Harvest Festival, and VIP Celebration, etc.
• Continue with the Honor Walk program which acknowledges retired staff and past
Board Members for their contribution to OC San. The recognition event will be hosted
every other year starting in 2025.
PAO Strategic Plan FY 2024-26
June 2024
7
• Write and coordinate the 3 Things to Know email blast to be distributed to all staff each
Monday.
• Support and promote OC San “U”, OC San’s training program.
• Create “New Employee Welcome Kit” to be distributed on employees first day of work
to introduce employees to the OC San culture, include electronic communication with
key messages and link to important information.
• Create and implement an employee engagement audit to assess the value of the
information shared, the method used, and feedback on OC San’s culture.
o Conduct periodic surveys following employee events to allow for improvements
and/or modifications.
• Implement an employee art contest using OC San’s infrastructure.
2. Category: Industry Experts
Program Lead: Kelly Newell
Program Coordinator/Support: Public Affairs Specialist, Gregg Deterding, Isai Carrillo, and
Cheryl Scott
Goal (what): Establish and solidify OC San’s reputation as infrastructure leaders in the
wastewater and resource recovery industry.
Objective (measurable): Increase participation in strategic organizations through conferences,
networking activities and awards by five percent.
Strategy (why): To build positive public perception and confidence among our various
audiences.
Tactics (how):
• Encourage participation and presentation in conferences.
• Encourage and support award application submittals.
• Publicize and coordinate award acceptance logistics.
• Track all awards won by OC San by keeping a master list.
• Track and promote staff abstracts, and publications.
3. Category: Media Relations
Program Lead: Rebecca Long
Program Coordinators: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott
Goal (what): Cultivate relationships with traditional and social media journalists and
influencers.
PAO Strategic Plan FY 2024-26
June 2024
8
Objective (measurement): Track and increase media coverage with positive stories about OC
San.
Strategy (why): While a presence in the community is important to putting a face to our agency,
media (traditional and social) is equally important with a broader reach and a more direct line
of communication.
Tactics (how):
• Annually update media list to stay current and fresh.
• Maintain a digital press kit.
• Build a calendar of news release topics of interest to the public and stakeholders.
• Invite media for a facility tour, including traditional and non-traditional media.
• Develop media strategies for important events, decisions, or actions.
e.g. CIP Campaign (see details in Category 6: Capital and Maintenance Outreach
• Weekly (3-5 times) social media posts about the happenings at OC San with focus on OC
San’s accomplishments and mission.
• Continue with social media campaigns # #OCSanCareers, #What2Flush, and those
currently supporting ongoing efforts.
4. Category: Agency Branding and Messaging
Program Lead: Belen Carrillo
Program Coordinators/Support: Gregg Deterding, Isai Carrillo, Kelly Newell, Public Affair
Specialist, and Cheryl Scott
Goal (what): Enhance OC San’s image and branding by utilizing proper messaging in external
communication pieces such as OC San’s website, presentations, digital media, advertising,
which includes maintaining a positive experience for OC San visitors.
Objective (measure): Continue with OC San’s branding campaign including updating collateral
material, signage, and promotional material as appropriate and as it is used. Maintain the
lobby(s) current and informative with relevant information, i.e., displays, awards case, etc.
Strategy (why): A cohesive voice, message, look, and feel are critical to the public perception
that an organization holds with its community. A positive and pleasant in-person experience
reinforces OC San’s culture and core values as well as showcasing OC San as industry leaders,
and a well-run organization, leaving behind the stigma of typical government agencies.
Tactics (how):
• Develop new website to better meet the information needs of our visitors while
meeting accessibility standards.
PAO Strategic Plan FY 2024-26
June 2024
9
• Maintain website accuracy, relevancy and timeliness with new stories posted weekly.
• Provide presentations, consultation, and advice on the branding and image of OC San.
• Develop new collateral materials around the key messages.
• Explore advertising options to inform the public of agency efforts and role in enhancing
the local economy.
• Fulfill all requests for graphics, photos, and logos.
• Continue with online community newsletter. Increase reach and distribution list.
• Update and maintain signage across OC San facilities.
• Develop a Board approved design for the hands-on educational display for the outdoor patio.
• Maintain the lobby wall in the Operations Center at Plant No. 2 with OC San’s current
branding and messaging and implement lobby display at the Headquarters.
• Rotate flags on light poles at Plant No. 1 and at Plant No. 2 on a biennial basis.
• Keep the award display up to date by rotating awards.
• Install a retiree display in the Headquarters and keep it up to date.
• Maintain and coordinate the installation of Honor Walk bricks on a biennial basis.
• Display collateral material in a neatly and organized manner displayed with current and
relevant information.
• Update a video library of OC San programs to utilize as educational and promotional
tools.
• Promote implementation of OC San’s permittee awards program that recognizes
industries for improving their adherence to excellent standards and expand to recognize
multi-year awardees. Identify methods to include waste haulers in recognition system.
5. Category: Educational Outreach
Program Lead: Belen Carrillo
Program Coordinators/Support: Kelly Newell, Public Information Specialist, Gregg Deterding,
Isai Carrillo, and Cheryl Scott
Goal (what): Identify and implement avenues for education and outreach within OC San’s
service area to promote OC San’s mission and vision.
Objective (measurement): Create and identify new educational opportunities including virtual
events and webinars to promote and educate the community on OC San’s work and the
essential service provided.
Strategies (why): To further promote OC San as a resource recovery agency, promote OC San’s
mission and promote career opportunities within the wastewater industry.
Tactics (how):
PAO Strategic Plan FY 2024-26
June 2024
10
• Execute the Inside the Outdoors contract for Fiscal Year 2025-2026 to continue the
educational partnership that includes the Sewer Science program to 500 students within
Orange County and introduce them to OC San’s virtual tour program.
• Revise plant tours to incorporate Headquarters.
• Identify 8-10 community event opportunities for OC San to participate in to inform and
educate the community on the important role OC San plays in public health and the
environment.
• Expand OC San’s speaker’s bureau to provide a wider set of speakers available.
• Continue hosting Wastewater 101 Citizen Academy for our ratepayers, and influential
public to showcase OC San operations and initiatives. Host one session with four classes
per year.
• Support the Heritage Museum of Orange County’s educational efforts by supplying
material to be used for virtual and in-person teaching of OC San’s key messages.
• Connect with OC San service area libraries to identify possible OC San program
collaboration and implementation opportunities that would aim to. highlight selected
OC San messaging points such as What 2 Flush, the wastewater treatment process, and
career opportunities.
6. Category: Capital and Maintenance Outreach
Program Leads: Belen Carrillo and Tanya Chong from Engineering,
Program Coordinators/Support: Kelly Newell, Public Affairs Specialist, Rebecca Long, Gregg
Deterding, Isai Carrillo, Cheryl Scott,
Goal (what): Develop and implement outreach programs that will engage the communities
affected by OC San construction and maintenance activities.
Objective (measurement): Develop, implement, and provide outreach support for over 10
capital projects scheduled to break ground in fiscal years 2024/2025 and 2025/2026 in more
than 10 cities.
Strategy (why): Form a positive presence in the community prior to the start of construction
projects or maintenance activities that is personal and proactive. Provide impacted community
with information ahead of construction activities. Inform them of the benefits and need for the
project to gain support and understanding of the necessary construction.
Tactics (how):
• Proactively offer briefings and community meetings to impacted neighborhoods, civic
groups, businesses, schools, churches, and other institutions within the project area on
an as needed basis.
PAO Strategic Plan FY 2024-26
June 2024
11
• Explore the option of placing advertising pieces in communities/areas impacted by
construction.
• Respond to inquiries within a 24-hour period.
• Provide project description and notifications to impacted residents at least two weeks
before construction begins.
• Update collateral materials, fact sheets and website with current construction
information on an as needed basis.
• Maintain ongoing communications with city staff and Board Members on current and
upcoming construction outreach projects in affected cities.
• Maintain ongoing communications with impacted residents within the project area
through collateral material (e.g., flyers, door hangers, emails, text alerts, social media
posts, etc.).
• Measure customer satisfaction through a construction outreach survey to be distributed
at the close of construction programs.
• Provide outreach program training for the engineering team to help them understand the
outreach program, the role of the community liaison and benefits to project.
• Implement a multipronged outreach strategy that will include industry and media coverage for
the Supercritical Water Oxidation project.
7. Category: Legislative Affairs
Program Lead: Rebecca Long
Program Coordinator/Support: Kelly Newell, Public Affairs Specialist, and Cheryl Scott
Goal (what): Proactive engagement in legislative advocacy efforts that could impact OC San and
the wastewater industry.
Objective (measure): Continue positive relationships with local, state, and federal officials
through facility tours, meetings, and bill tracking as stated in the Legislative Plan.
Strategy (why): Legislative advocacy is an important aspect of our business. Having
relationships and being actively involved, providing input and OC San’s perspective on potential
legislature can and does directly affect OC San and our business.
The PAO is responsible for executing the Board approved Legislative Plan, which is updated on
an annual basis. In addition, staff is responsible for tracking state and federal legislation,
managing OC San’s legislative advocates, and seeking appropriations and grants.
Tactics (how):
• Develop and implement Annual Legislative Plan in the second quarter of each fiscal
year.
PAO Strategic Plan FY 2024-26
June 2024
12
• Track bills and maintain a priority list of key legislation.
• Provide regular updates to the Legislative and Public Affairs Committee on state and
federal matters.
• Host legislative tours.
• Engage in Advocacy Days in Sacramento and Washington DC as needed.
• Take positions on bills that could affect OC San or the industry.
• Work with industry organizations on state and federal issues to ensure OC San’s
positions are communicated.
• Partner with industry organizations to co-host virtual events and activities.
• Manage the legislative advocates’ contracts and facilitate regular communication
between lobbyists, staff, and the Board of Directors.
8. Category: Grants Coordination
Program Lead: Rebecca Long
Program Coordinator/Support: Kelly Newell, Public Affairs Specialist, and Cheryl Scott
Goal (what): Monitor, track, and apply for grants available to OC San.
Objective (measure): Apply and obtain grants for qualified OC San projects and programs.
Strategy (why): Outside funding is important in moving OC San projects and programs forward.
With ongoing attention to government spending, it is vital for OC San to apply for and secure
grants to offset costs when available.
Tactics (how):
• Apply for two grants a year based on availability.
• Ensure Grant Policy is updated and current.
• Research grant opportunities and report out to the Legislative and Public Affairs
Committee.
• Seek out available grant funding opportunities for OC San and its various divisions.
• Secure letters of support.
• Publicize grant awards received.
• Create and measure outcomes.
9. Category: Local Government Affairs
Program Lead: Rebecca Long and Belen Carrillo
Program Coordinators/Support: All PAO staff
Goal (what): Ensure that local elected officials, member agencies, stakeholders, and OC San
Board Members are actively engaged in the work of OC San.
PAO Strategic Plan FY 2024-26
June 2024
13
Objective (measure): Provide at least two communication tools per month.
Strategy (why): Keeping OC San’s influential public engaged in OC San’s projects and
accomplishments are critical to the support and success of our agency.
Tactics (how):
• Provide Board of Directors with speaking points following every OC San board meeting
that can be used when reporting back to their respective councils and community
groups.
• Support an orientation (as needed) for new Board members.
• Develop and keep a current list of monthly informational presentations.
• Maintain an informational presentation video library for the Board of Directors on key
agency topics.
• Provide regular reports to the Steering Committee.
• Develop OC San’s Annual Report.
• Publish a Five Minutes Per Month, each month.
• Participate in government affairs committees.
• Invite new council and board members within OC San’s service area to take a tour of OC
San and offer presentations to their respective agencies on OC San programs and
efforts.
• Create and distribute quarterly outreach tool kits for member agency PIOs to help them
easily share and disseminate information about OC San.
• Host a “State of OC San” event for influential leaders throughout the infrastructure and
water/wastewater industry, including virtual option.
10. Category: Crisis Management
Program Lead: Rebecca Long
Program Coordinators/Support: All PAO Staff
Goal: Ensure the PAO serves as the primary spokesperson for OC San during normal business
and crisis scenarios and facilitates the dissemination of information.
Objective: Ensure that the PIOs in the PAO can respond in a crisis. Provide the necessarily tools
and material to follow established protocols and support the situation as needed.
Strategy: It is imperative during a crisis that OC San be proactive and provide clear and effective
messaging to employees, public, and the media.
PAO Strategic Plan FY 2024-26
June 2024
14
Tactics (how):
• Maintain an updated crisis communication plan including regular briefings with staff to
identify possible issues and responses.
• Maintain and update PAO’s Continuity of Operations Plan (COOP).
• Work with Risk and Safety Management on Public Affair’s role in an emergency,
including our role via the Integrated Emergency Response Plan.
• Ensure proper procedures are in place for Board, employees, and public notification.
• Maintain updated contact lists for resource, member, and partnering agencies to
coordinate and assist during crisis.
• Develop protocols on everyday PAO tasks to facilitate the operations of the group in a
time of crisis.
11. Category: General Manager Support
Program Lead: Daisy Covarrubias / Rebecca Long
Program Coordinators/Support: All PAO Staff
Goal: Ensure the General Manager and Assistant General Managers are supported with
information necessary to communicate to the varied OC San audiences.
Objective: Develop monthly communication pieces on behalf of the General Manager. Ensure
General Manager (or designee) is participating and involved in promoting OC San’s initiatives.
Strategy: Collaborate with the General Manager to prepare communication and messaging that
reflects the mission and vision of OC San.
Tactics (how):
• Assist the General Manager and the Assistant General Managers with keeping the Board
Members informed and up to date with OC San activities.
• Assist in the development of the General Manager’s Monthly Report.
• Develop talking points for Board and Committee meetings.
• Develop material and speaking points for presentations and speaking engagements.
• Support the development of the OC San Strategic Plan.
• Assist in the development of the General Manager’s Annual Work Plan, including mid-
year and end of year reports.
• Manage Ask the GM questions submitted.
• Coordinate and support VIP tours guided by General Manager and Assistant General
Manager.
• Coordinate and produce annual All Hands meetings (live and/or pre-recorded) to keep
employees informed and engaged.
PAO Strategic Plan FY 2024-26
June 2024
15
Closing Comments
This plan is a broad outline of the Public Affairs Office program. As new issues arise, new
functions and duties will evolve as well. The role of the Public Affairs Office is to stay ahead of
issues, be responsive and flexible to meet the needs of the agency. We will adjust our program
accordingly.
New Tactics Introduced
• OC San new website – In progress
• Library Educational Program
• Headquarters Educational Display – Phase 2
• Library Educational Program
• Video Library Update
• Employee Engagement Audit
• New Employee Welcome Kit
• Employee Art Contest
12/2/2025
1
Public Affairs Strategic Plan for
Fiscal Years 2024-2026
Mid-Year Update
Presented by: Daisy Covarrubias, Public Affairs Supervisor
Administration Committee Meeting
December 10, 2025
2
•Employee Engagement
•Industry Experts/Media Relations
•Agency Branding
•Educational Outreach
•Construction Outreach
•Legislative Affairs & Local Government Affairs
•New Initiatives
Public
Affairs
Programs
1
2
12/2/2025
2
3
Employee Engagement
Employee Engagement
•275 The San Box Posts
•26 Three Things to Know Emails
•5 employee events
•3 Pipeline issues
•44 New Employee Welcome kits
4
Industry Experts/Media Relations
Media
•298 social media
posts
•635 new followers
Industry Experts
•16 awards received
•8 public speaking
engagements
3
4
12/2/2025
3
5
Agency Branding
Agency Branding
•1 Community Connection newsletter
•31 website articles
•67 design projects
6
Educational Outreach
Education
•6 community events
•52 tours reaching over 900 people
•Completed Headquarters Educational
Display – Phase 2
•6th session of WW 101 -42 Graduates
5
6
12/2/2025
4
7
Construction Outreach
Construction
•10 printed notices reaching over 29,000 people
•24 electronic messages
•31 social media posts
•8 Nextdoor Posts with over 83,000 impressions
8
Legislative and Government Affairs
Govt. Affairs
State of OC San
Annual Report
Quarterly Outreach Toolkits
Legislative
2 position letters
2026 Legislative Plan
GM Support
Monthly Memo
Work Plan
Talking Points
Presentations
Strategic Plan
DC1
7
8
12/2/2025
5
9
•Video Library
•Library Education Program
•Employee Art Contest
•Construction Outreach
•Community Engagement
What’s Next
10
Recommendation to the Board of Directors to:
•Receive and File the Public Affairs Strategic Plan for Fiscal Years
2024-2026 Mid-Year Update.
Recommendation
9
10
12/2/2025
6
Questions?
11
11
ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4652 Agenda Date:12/17/2025 Agenda Item No:17.
FROM:Robert Thompson, General Manager
Originator: Laura Maravilla, Director of Human Resources
SUBJECT:
ADDITIONAL POSITION REQUESTS FOR FISCAL YEAR 2025-26
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve the addition of five (5) new positions and the upgrade of one (1) position for FY 2025-2026
as follows:
A. Add two (2) Engineering Supervisors (Salary Grade SUP92);
B. Add one (1) Senior Engineer (Salary Grade PRO88);
C. Add one (1) Engineer (Salary Grade PRO84);
D. Add one (1) Senior Planner/Scheduler (Salary Grade PRO84); and
E. Upgrade one (1) Contract/Purchasing Technician (Salary Grade OCE67) to
Buyer (Salary Grade PRO70).
BACKGROUND
The Orange County Sanitation District (OC San)evaluated staffing levels and identified the need for
additional positions,and position changes to support expanding operational requirements,service
delivery, and key organizational initiatives.
The additional positions in Engineering,include:two (2)Engineering Supervisors,a Senior Engineer,
and an Engineer are part of the Capital Improvement Program (CIP)staffing plan presented to the
Board of Directors in October 2025.The staffing plan outlined the long-term staffing needs to support
the steady growth in engineering projects over the next 10 years,and the shift from the current
Supplemental Engineering Services model toward a direct hiring model to support the existing CIP
execution.
The additional Senior Planner/Scheduler position is slated to be assigned to the FinancialOrange County Sanitation District Printed on 12/8/2025Page 1 of 3
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File #:2025-4652 Agenda Date:12/17/2025 Agenda Item No:17.
The additional Senior Planner/Scheduler position is slated to be assigned to the Financial
Management Division,thereby creating a structurally independent resource to provide accurate cost
and schedule reporting,increased accountability and better alignment with best practices for CIP
oversight.
Lastly,staff is requesting the upgrade of a Contract/Purchasing Technician position to a higher-level
Buyer classification to support the current workload of the division,which demands higher-level
decision-making and specialized qualifications.
RELEVANT STANDARDS
·Ensure the public’s money is wisely spent
·Maintain a culture of improving efficiency to reduce the cost to provide the current service level
or standard
PROBLEM
Organizational staffing needs have arisen that were not anticipated in preparation of the adopted FY
2025-26 budget.
PROPOSED SOLUTION
Approve the proposed position requests for FY 2025-26 to include five (5)new positions and one (1)
position upgrade,to take effect immediately.Adding the positions now will allow for the recruitment
process to begin so the resources will be in place when the new fiscal year begins.
TIMING CONCERNS
Staff recommends approval of the position requests during the current fiscal year to address the
identified staffing gaps.
RAMIFICATIONS OF NOT TAKING ACTION
Deferring action on the requested position additions and upgrade would require existing staff to
absorb the increased workload and would limit OC San’s ability to assign resources at the
appropriate level to support operational and business needs.
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
OC San’s Board approved Fiscal Year 2025-26 budget included a total of 664.5 full-time employees
(FTE). The proposed position requests would change the approved FTE total to 669.5.
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CEQA
N/A
FINANCIAL CONSIDERATIONS
The FY 2025-26 Budget provides sufficient funding for the recommended action,with the associated
costs of $272,000 to be offset by savings generated from positions that may remain unfilled through
normal attrition.
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
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ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4653 Agenda Date:12/17/2025 Agenda Item No:18.
FROM:Robert Thompson, General Manager
Originator: Wally Ritchie, Director of Finance
SUBJECT:
PAYMENT AGREEMENT FOR CHARGES AND FEES OWED BY COLOR FASHION DYE AND
FINISHING, LLC INDUSTRIAL WASTEWATER DISCHARGE PERMITTEE
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve the Payment Agreement for charges owed for user fees with Color Fashion Dye &Finishing,
an Industrial Wastewater Discharge Permittee,in the amount of $114,848.28,pending receipt of
acceptable payment security.
BACKGROUND
Color Fashion Dye &Finishing,LLC is the holder of an industrial wastewater discharge permit issued
by the Orange County Sanitation District (OC San)that requires payment of user fees for the cost of
conveying,treating,and disposing of wastewater discharged.Based on the terms of the permit,the
permittee is required to pay estimated quarterly sewer service charges that are reconciled annually
with actual discharge flows and strength.The permittee (Color Fashion Dye &Finishing)is
delinquent and has a current total balance of $114,848.28 for the 2024-25 Annual Reconciliation
Invoice.
RELEVANT STANDARDS
·Comply with Resolution No. OC SAN 21-05
PROBLEM
Color Fashion Dye &Finishing is delinquent and currently owes $114,848.28 for their 2024-25 Annual
Reconciliation Invoice.
PROPOSED SOLUTION
Resolution No.OC SAN 21-05 allows for a payment agreement to allow a permittee to pay the
amounts owed while continuing to conduct their business with a valid industrial wastewater discharge
permit.
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File #:2025-4653 Agenda Date:12/17/2025 Agenda Item No:18.
TIMING CONCERNS
N/A
RAMIFICATIONS OF NOT TAKING ACTION
If no action is taken,Color Fashion Dye &Finishing will begin accruing late penalties and finance
charges, increasing the balance due on the account.
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
Color Fashion Dye &Finishing is requesting a payment term of twelve months.Per Resolution No.
OC SAN 21-05,the interest rate is calculated to be 10%.Staff are requiring a bond or other form of
financial security as a part of any Payment Agreement.
CEQA
N/A
FINANCIAL CONSIDERATIONS
N/A
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Payment Agreement, Color Fashion Dye & Finishing, LLC
Orange County Sanitation District Printed on 12/8/2025Page 2 of 2
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1
PAYMENT AGREEMENT
THIS AGREEMENT is entered into, to be effective December 18, 2025, by
and between Orange County Sanitation District ("OC San"), a county sanitation
district duly organized and existing pursuant to Section 4700 et. seq. of the Health
& Safety Code of the State of California and Color Fashion Dye & Finishing, LLC.
(“Permittee”).
RECITALS
A. OC San is a wastewater treatment agency which owns and operates
wastewater treatment facilities which receive, treat and discharge, through an
ocean outfall, wastewater received from dischargers within its jurisdictional
boundaries. In the course of its wastewater treatment operations, and pursuant to
Ordinance No. OCSD-53 Wastewater Discharge Regulations ("OC San's
Ordinance"), OC San issues industrial wastewater discharge permits to certain
persons/entities which discharge wastewater into the OC San's sewerage system.
B. As part of the OC San's wastewater treatment operations, OC San
imposes user fees on permittees, requiring such permittees to pay their share of
the OC San's costs of conveying, treating and disposing of wastewater discharged
by such permittees.
C. Permittee is the holder of an industrial wastewater discharge permit
issued by OC San and is responsible for paying user fees for the cost of
conveying, treating and disposing of wastewater discharged from Permittee’s
facility located at 1365 N. Knollwood Circle, Anaheim.
D. OC San has issued to Permittee Invoice No. 913954 in the amount of
$114,848.28 for user fees then due and owing to the OC San.
E. Permittee has failed to pay the presently owing sum of $114,848.28
and has requested additional time to pay this outstanding obligation.
2
F. Pursuant to Resolution No. OC SAN 21-05, OC San is authorized to
enter into deferred payment agreements for limited sums and of limited duration,
pursuant to approval by the OC San’s Board of Directors.
G. The OC San intends to provide additional time for Permittee to pay to
OC San the amounts presently due on Invoice No. 913954. in accordance with the
requirements of Resolution No. OC SAN 21-05.
NOW, THEREFORE, in consideration of the facts recited above and the
conditions, covenants and promises set forth below, OC San and Color Fashion
Dye & Finishing, LLC agree as follows:
AGREEMENT
1. Permittee shall make payments (including principal and interest) to
the OC San, pursuant to the payment schedule in Appendix A.
2. Permittee shall pay to OC San all other invoices issued by the OC San
during the term of this Agreement in accordance with the provisions of OC San's
Ordinance.
3. If any payment described in Paragraph 1 herein is not received by the
OC San on or before the due date specified, or if any payment described in
Paragraph 2 herein is not received by OC San in accordance with the provisions of
OC San's Ordinance, the entire balance then owing shall become immediately due
and payable and interest at the rate of ten percent (10%) per annum shall accrue
on any such unpaid balance from the date of acceleration until the date that the
balance due is fully paid to the OC San.
4. Permittee acknowledges that the failure to pay current invoices, or
failure to pay any installment in accordance with the schedule set forth in
Paragraph 1 herein, may be grounds for suspension of any industrial wastewater
discharge permit issued to Permittee by OC San, and shall additionally be deemed
3
a breach of this Agreement, thereby giving rise to all legal remedies available to
OC San. Permittee agrees that by executing this Deferred Payment Agreement,
Permittee waives the right to an administrative hearing for non-payment of
invoices or any other means to challenge the amount owed, and further agrees
that failure to pay OC San in accordance with the terms of this Agreement will
result in immediate permit suspension until such time as the all outstanding
amounts owed are current.
5. In consideration of the foregoing, OC San agrees to refrain from
instituting collection or permit suspension or revocation proceedings, which
remedies are presently available to the OC San as a result of Permittee’s current
failure to pay Invoice No. 913954. This provision to refrain from instituting such
proceedings shall be effective with regard only to Invoice No. 913954 for so long
as Permittee remains in compliance with the terms of this Agreement.
6. Should any litigation be commenced between the OC San and
Permittee regarding enforcement of this Agreement, or the rights and any duties
of the parties in relation thereto, the prevailing party in such litigation shall be
entitled, in addition to such other relief as may be granted, to a reasonable sum as
and for its attorney fees and costs in the litigation which shall be determined by
the court in such litigation or in a separate action brought for that purpose.
7. Nothing in this Agreement shall affect Permittee’s obligation to pay
current and/or future charges for use of OC San's sewerage system or Permittee’s
obligation to comply with all other conditions and requirements of its industrial
wastewater discharge permit and the OC San's Ordinance.
8. Nothing herein shall affect OC San's right to enforce all requirements
and conditions of the OC San's Ordinance.
9. This Agreement is made only for the benefit of the parties hereto. It
is not intended that any right under this Agreement shall accrue to any third
4
person.
IN WITNESS WHEREOF, the parties hereto have duly executed this
Agreement as of the day and year first written above.
Orange County Sanitation District
BY:
____________________________
Ryan P. Gallagher
Chair, Board of Directors
Attest: Color Fashion Dye & Finishing, LLC
BY:
______________________ ____________________________
Kelly A. Lore Ryan Lee
Clerk of the Board General Manager
Approved to form:
______________________
Scott C. Smith
General Counsel
ADMINISTRATION COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4654 Agenda Date:12/17/2025 Agenda Item No:19.
FROM:Robert Thompson, General Manager
Originator: Wally Ritchie, Director of Finance
SUBJECT:
INVEST AND/OR REINVEST ORANGE COUNTY SANITATION DISTRICT’S FUNDS AND ADOPT
INVESTMENT POLICY STATEMENT
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Adopt Resolution No.OC SAN 25-20 entitled:“A Resolution of the Board of Directors of the Orange
County Sanitation District,Authorizing the Orange County Sanitation District’s Treasurer to Invest
and/or Reinvest the Orange County Sanitation District’s Funds,Adopting the Orange County
Sanitation District’s Investment Policy Statement and Performance Benchmarks,and Repealing
Resolution No. OC SAN 24-14”.
BACKGROUND
This agenda item presents updates to the Orange County Sanitation District (OC San)Investment
Policy Statement for consideration by the Administration Committee as it is the oversight committee
for the Investment Policy (Section 19.2). Proposed changes to the Investment Policy are as follows:
-Revise the maximum maturity periods for investments in prime quality commercial paper from
270 days to 397 days in Section 8.4 (Commercial Paper) per California Senate Bill 858.
-Add the Liquid Operating portfolio in Section 14.11 which states that no more than 20%of the
portfolios may be invested in a combination of non-agency mortgage-backed securities,non-
agency collateralized mortgage obligations and private label asset-backed securities.
With adoption of the Resolution,the Board of Directors would readopt OC San’s Investment Policy
Statement,portfolio performance benchmarks,and monitoring and reporting requirements for
calendar year 2026.
RELEVANT STANDARDS
·Comply with OC San Policy: OC San Investment Policy
·Comply with Government Code Sections 53607 & 53646
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File #:2025-4654 Agenda Date:12/17/2025 Agenda Item No:19.
PROBLEM
Government Code §53607 allows for the Board of Directors to delegate authority to invest and/or
reinvest OC San’s funds to the Treasurer for a one-year period.Government Code §53646 requires
OC San to review its Investment Policy annually and readopt its Policy at a public meeting,which will
establish specific performance benchmarks and objectives and specific monitoring and reports.
Pursuant to Government Code §53646,OC San’s Investment Policy must be reviewed and
readopted prior to December 31, 2025.
PROPOSED SOLUTION
With adoption of the proposed Resolution,the Board of Directors would renew its delegation of
investment authority to the Director of Finance/Treasurer for a one-year period,January 1,2026 to
December 31,2026,in compliance with the requirements of Government Code §53607.Each year,
the Board of Directors will consider similar actions,along with the annual reconsideration of OC
San’s Investment Policy.
TIMING CONCERNS
The Board of Directors delegation of authority to the Director of Finance/Treasurer to invest and/or
reinvest OC San’s funds will expire on December 31, 2025.
RAMIFICATIONS OF NOT TAKING ACTION
OC San’s Director of Finance/Treasurer will not have the authority to invest and/or reinvest OC San’s
funds and OC San will not be in compliance with Government Code §53646.
PRIOR COMMITTEE/BOARD ACTIONS
December 2024 -Adopted Resolution No.OC SAN 24-14 entitled:“A Resolution of the Board of
Directors of the Orange County Sanitation District Authorizing the Orange County Sanitation District’s
Treasurer to Invest and/or Reinvest the Orange County Sanitation District’s Funds,Adopting the
Orange County Sanitation District’s Investment Policy Statement and Performance Benchmarks,and
Repealing Resolution No. OC SAN 23-23”.
ADDITIONAL INFORMATION
OC San’s Investment Policy Statement is a comprehensive document describing the policy,
authorizations,benchmarks,delegations,and investment limitations.The Investment Policy will
govern the investment activities of OC San's external investment manager on behalf of OC San.
Annual Review of Investment Policy
The Investment Policy includes the requirement that OC San shall review its Investment Policy
annually (Sections 1.2 and 19.1).OC San’s investment manager reviewed the existing policy to
ensure that the language remains current with the Government Code.The proposed Investment
Policy is attached with redlined changes from the most recent approved policy in December 2024.
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File #:2025-4654 Agenda Date:12/17/2025 Agenda Item No:19.
Annual Delegation of Investment Authority
Effective January 1,1997,Government Code §53607 states that governing boards of local agencies
may only delegate authority to invest and/or reinvest agency funds to the agency's Treasurer for a
one-year period.
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 Calendar Year 2025 Investment Policy Statement (Redline)
·Orange County Sanitation District Calendar Year 2026 Investment Policy Statement (Clean)
·Proposed Resolution No. OC SAN 25-20
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ORANGE COUNTY SANITATION DISTRICT
INVESTMENT POLICY STATEMENT
1.0 Policy:
It is the policy of the Orange County Sanitation District (OC San) to invest 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.
1.1. This Investment Policy is set forth by OC San for the following purposes:
1.1.1. To establish a clear understanding for the Board of Directors,
OC San management, responsible employees and third parties of the
objectives, policies and guidelines for the investment of OC San’s idle and
surplus funds.
1.1.2. To offer guidance to investment staff and any external
investment advisors on the investment of OC San funds.
1.1.3. To establish a basis for evaluating investment results.
1.2. OC San establishes investment policies which meet its current investment
goals. OC San shall review this policy annually and may change its policies
as its investment objectives change.
2.0 Scope:
This Investment Policy applies to all financial assets of OC San; except for the proceeds
of OC San’s capital projects financing program, which are invested in accordance with
provisions of their specific bond indentures; and such other funds excluded by law or
other Board-approved covenant or agreement.
These funds are accounted for by OC San as Enterprise Funds as represented in OC
San’s Annual Comprehensive Financial Report.
3.0 Standard of Prudence:
The standard of prudence to be used by OC San internal staff, and any authorized
investment advisor(s), shall be as described in Section 53600.3 of the California
Government Code as follows: Except as provided in subdivision (a) of Section 27000.3,
all governing bodies of local agencies or persons authorized to make investment
decisions on behalf of those local agencies investing public funds pursuant to this chapter
are trustees and therefore fiduciaries subject to the prudent investor standard. When
investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public
funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances
then prevailing, including, but not limited to, the general economic conditions and the
Page 1
anticipated needs of the agency, that a prudent person acting in a like capacity and
familiarity with those matters would use in the conduct of funds of a like character and
with like aims, to safeguard the principal and maintain the liquidity needs of the agency.
Within the limitations of this section and considering individual investments as part of an
overall strategy, investments may be acquired as authorized by law.
4.0 Investment Objectives:
The primary objectives of OC San’s investment activities, in priority order, and as
described in Section 53600.5 of the California Government Code, shall be:
4.1 Safety: The safety and preservation of principal is the foremost objective of
the investment program of OC San. Investments shall be selected in a
manner that seeks to ensure the preservation of capital in OC San’s overall
portfolio. This will be accomplished through a program of diversification,
more fully described in Section 14.0, and maturity limitations, more fully
described in Section 15.0, in order that potential losses on individual
securities do not exceed the income generated from the remainder of the
portfolio.
4.2 Liquidity: The investment program will be administered in a manner that
will ensure that sufficient funds are available for OC San to meet its
reasonably anticipated operating expenditure needs.
4.3 Return on Investments: The OC San investment portfolio will be
structured and managed with the objective of achieving a market rate of
return throughout budgetary and economic cycles, commensurate with
legal, safety and liquidity considerations.
5.0 Delegation of Authority:
5.1 Authority to manage OC San’s investment program is derived from the
California Government Code Sections 53600 et seq. and Sections 53635 et
seq. The Board of Directors hereby delegates management responsibility
for OC San’s investment program to its Director of Finance/Treasurer, who
shall establish written procedures for the operation of the investment
program, consistent with this policy. The Financial Management
Manager/Assistant Treasurer shall be responsible for day-to-day
administration, monitoring and the development of written administrative
procedures for the operation of the investment program, consistent with this
policy. No person may engage in an investment transaction except as
provided under the terms of this policy and the procedures established by
the Treasurer. The Treasurer shall be responsible for all transactions
undertaken by OC San internal staff and shall establish a system of controls
to regulate the activities of internal staff and external investment advisors
engaged in accordance with Section 5.3.
5.2 The administrative procedures for the operation of OC San’s investment
program will provide for, but not be limited to, the following:
Page 2
5.2.1 Formats for monthly and quarterly reports to the Administration
Committee and the Board of Directors.
5.2.2 Compliance with generally accepted accounting principles of the
Government Accounting Standards Board.
5.2.3 Establishment of benchmarks for performance measurement.
5.2.4 Establishment of a system of written internal controls.
5.2.5 Establishment of written procedures for competitive bids and
offerings of securities that may be purchased or sold by internal OC San
staff.
5.2.6 Establishment of a Desk Procedures Manual for treasury
operations and management.
5.3 The Board of Directors may, in its discretion, engage the services of one or
more registered investment advisors to assist in the management of OC
San’s investment portfolio in a manner consistent with OC San’s objectives.
Such external investment advisors, which shall be selected through a
competitive process, shall be granted discretion to purchase and sell
investment securities in accordance with this Investment Policy. Such
advisors must be registered under the Investment Advisers Act of 1940 or
be exempt from such registration.
6.0 Ethics and Conflicts of Interest:
Officers and employees of OC San involved in the investment process shall refrain from
personal business activities that could conflict with proper execution of OC San’s
investment program, or which could impair their ability to make impartial investment
decisions. Employees and investment officials shall disclose to the General Manager any
material financial interests in financial institutions that conduct business within OC San’s
boundaries and they shall further disclose any large personal financial/investment
positions, the performance of which could be related to the performance of positions in
OC San’s portfolio.
7.0 Authorized Financial Dealers and Institutions:
7.1 For investment transactions conducted by OC San internal staff, the
Treasurer will maintain a list of financial institutions authorized to provide
investment services to OC San, including "primary" or regional dealers that
qualify under Securities and Exchange Commission Rule 15C3-1 (Uniform
Net Capital rule) and Federal or State of California chartered banks. No
public deposit shall be made except in a qualified public depository as
established by State law.
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All financial institutions which desire to become qualified bidders for
investment transactions with OC San must supply the following for
evaluation by the Treasurer:
7.1.1. Audited financial statements for the institution’s three most
recent fiscal years.
7.1.2. A statement, in the format prescribed by the Government
Finance Officers Association (GFOA), certifying that the institution has
reviewed OC San’s Investment Policy and that all securities offered to OC
San shall comply fully and in every instance with all provisions of the
California Government Code and with this Investment Policy. The current
statement is presented in Appendix "A."
7.1.3. A statement describing the regulatory status of the dealer and
the background and expertise of the dealer's representatives.
Selection of financial institutions, broker/dealers and banks authorized to
engage in transactions with OC San shall be made through a competitive
process. An annual review of the financial condition of qualified institutions
will be conducted by the Treasurer.
7.2 Selection of broker/dealers used by external investment advisors retained
by OC San shall be in compliance with contract provisions between OC San
and any external investment advisors and shall be in substantially the
following form:
Use of Securities Brokers: Neither the Investment Advisor nor any parent,
subsidiary or related firm shall act as a securities broker with respect to any
purchases or sales of securities which may be made on behalf of OC San,
provided that this limitation shall not prevent the Investment Advisor from
utilizing the services of a securities broker which is a parent, subsidiary or
related firm, provided such broker effects transactions on a "cost only" or
"nonprofit" basis to itself and provides competitive execution. The
Investment Advisor shall provide OC San with a list of suitable independent
brokerage firms meeting the requirements of Government Code Section
53601.5, and, unless otherwise directed by OC San, the Investment Advisor
may utilize the service of any of such independent securities brokerage
firms it deems appropriate to the extent that such firms are competitive with
respect to price of services and execution.
8.0 Authorized and Suitable Investments:
All investments shall be made in accordance with the California Government Code
including Sections 16429.1 et seq., 53600 et seq. and 53684, and as described within
this Investment Policy. Permitted investments under this policy shall include:
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8.1 Securities, obligations, participations, or other instruments of, or
issued by, or fully guaranteed as to principal and interest by the US
Government, a federal agency, or a US Government-sponsored enterprise
pursuant to Section 53601 (f) of the California Government Code. US
Treasury securities must make up at least 10% of the portfolio.
8.2 Supranational Obligations issued or unconditionally guaranteed by the
International Bank for Reconstruction and Development, International
Finance Corporation, or Inter-American Development Bank. Securities must
be eligible for purchase in the United States and be U.S. dollar denominated
senior unsecured unsubordinated obligations, with a maximum maturity of
five years. Securities eligible for purchase under this section must be rated
“AA” or better by a Nationally Recognized Statistical Rating Organization
(NRSRO) and shall not exceed 30% of the total portfolio.
8.3 Non-agency mortgage pass-through security, non-agency
collateralized mortgage obligation, non-agency mortgage-backed or
other pay-through bond, equipment lease-backed certificate,
consumer receivable pass-through certificate, or consumer
receivable-backed bond. Securities eligible for investment under this
subdivision shall be rated in a rating category of “AA” or its equivalent or
better by an NRSRO and have a maximum remaining maturity of five years
or less. Purchase of securities authorized by this subdivision may not
exceed 20% of the agency’s surplus moneys that may be invested pursuant
to this section. Purchase of mortgage derivatives, which include interest-
only payments (IOs) and principal-only payments (POs); inverse floaters,
and RE-REMICs (Real Estate Mortgage Investment Conduits), is hereby
prohibited.
8.4 Commercial paper of "prime" quality of the highest ranking or of the highest
letter and number rating as provided by an NRSRO. Eligible commercial
paper issuers may be organized and operating in the United States as a
general corporation with total assets in excess of $500 million and if the
issuer has long-term debt outstanding it has a rating of "A" or better as
provided by an NRSRO; or eligible commercial paper issuers may be
organized within the United States as a special purpose corporation, trust,
or limited liability company, with program wide credit enhancements
including, but not limited to, overcollateralization, letters of credit, or a surety
bond, and commercial paper that is rated “A-1” or higher or the equivalent
by an NRSRO. Purchases of eligible commercial paper may not exceed
270397 days to maturity from the date of purchase. Purchases of
commercial paper shall not exceed 40% of the market value of the portfolio.
No more than 5% of the market value of the portfolio, or 10% of the issuer's
outstanding paper, may be invested in commercial paper issued by any one
eligible corporation.
8.5 Banker’s acceptances issued by institutions, the short-term obligations of
which are rated of the highest ranking or the highest letter and number
rating as provided by an NRSRO provided that: (a) the acceptance is
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eligible for purchase by the Federal Reserve System; (b) the maturity does
not exceed 180 days; (c) no more than 40% of the total portfolio may be
invested in banker’s acceptances; and (d) no more than 5% of the total
portfolio may be invested in the banker's acceptances of any one
commercial bank.
8.6 Medium term (or corporate) notes of a maximum of five years maturity
issued by corporations organized and operating within the United States, or
issued by depository institutions licensed by the United States, or any state,
and operating within the United States with assets in excess of $500 million,
and which is rated in a rating category of “A” or better on its long-term debt
as provided by an NRSRO. If, after purchase, the rating of an eligible note
falls below the minimum rating category stipulated above, the external
investment advisor shall notify OC San of the downgrade and shall present
an analysis and recommendations as to the disposition of the note
consistent with the investment objectives of this Investment Policy. No more
than 30% of the portfolio may be invested in medium term notes.
8.7 Notes, bonds, or other obligations that are at all times secured by a valid
first priority security interest in securities of the types listed by California
Government Code Section 53651 as eligible securities for the purpose of
securing local agency deposits having a market value at least equal to that
required by California Government Code Section 53652 for the purpose of
securing local agency deposits. The securities serving as collateral shall be
placed by delivery or book entry into the custody of a trust company or the
trust department of a bank that is not affiliated with the issuer of the secured
obligation, and the security interest shall be perfected in accordance with
the requirements of the Uniform Commercial Code or federal regulations
applicable to the types of securities in which the security interest is granted.
8.8 Shares of mutual funds investing in securities permitted under this policy
and under Section 53601 (l) of the California Government Code. Such funds
must either: (1) attain the highest ranking, or the highest letter and
numerical rating, provided by not less than two of the three largest nationally
recognized rating services; or (2) have an Investment Advisor registered
with the Securities and Exchange Commission with not less than five years
of experience investing in the securities and obligations authorized under
this policy and under California Government Code Section 53601 and with
assets under management in excess of $500 million. The purchase price of
shares of beneficial interest purchased pursuant to this policy and the
California Government Code may not include any commission that the
companies may charge and shall not exceed 20% of OC San’s surplus
money that may be invested pursuant to this section. No more than 10% of
OC San’s surplus funds may be invested in shares of beneficial interest of
any one mutual fund pursuant to this section. Money market mutual funds
are limited to 20% per issuer and are not subject to the 10% stipulation.
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8.9 Certificates of deposit:
8.9.1 Secured (collateralized) time deposits issued by a nationally or
state-chartered bank or state or federal savings and loan association, as
defined by Section 5102 of the California Financial Code, and having a net
operating profit in the two most recently completed fiscal years. Collateral
must comply with Chapter 4, Bank Deposit Law, Section 16500 et seq., and
Chapter 4.5, Savings and Loan Association and Credit Union Deposit Law,
Section 16600 et seq., of the California Government Code.
8.9.2 Negotiable certificates of deposit (NCDs) issued by a nationally
or state-chartered bank or state of federal savings and loan association, as
defined by Section 5102 of the California Financial Code; and which shall
have a rating of "A" or better on its long-term debt as provided by a NRSRO;
or which shall have the highest letter and number rating for deposits as
provided by a NRSRO; or as otherwise approved by the Board of Directors.
No more than 30% of the portfolio may be invested in securities pursuant to
this section.
8.9.3 To be eligible to receive local agency money, a bank, savings
association, federal association, or federally insured individual loan
company shall have received an overall rating of not less than “satisfactory”
in its most recent evaluation by the appropriate federal financial
supervisorial agency of its record of meeting the credit needs of California’s
communities, including low and moderate income neighborhoods, pursuant
to Section 2906 of Title 12 of the United States Code.
8.10 Taxable or tax-exempt municipal bonds issued by any of the 50 United
States. Such securities must be rated “A” or higher by a NRSRO; or as
otherwise approved by the Board of Directors.
8.11 The State of California Local Agency Investment Fund (LAIF). LAIF is
an investment alternative for California's local governments and special
districts managed by the State Treasurer's Office. LAIF is more fully
described in the Glossary (See Appendix "C"). OC San shall use LAIF as a
short-term cash management facility. Investment of OC San funds in LAIF
shall be subject to investigation and due diligence prior to investing, and on
a continual basis to a level of review pursuant to Section 3.0, Standard of
Prudence, of this policy.
8.12 The Orange County Treasurer's Money Market Commingled
Investment Pool (OCCIP). The OCCIP is a money market investment pool
managed by the Orange County Treasurer's Office. OCCIP is more fully
described in the Glossary (See Appendix "C"). OC San has no funds
invested in OCCIP at this time. Investment of OC San funds in OCCIP would
be subject to investigation and due diligence prior to investing, and on a
continual basis to a level of review pursuant to Section 3.0, Standard of
Prudence, of this policy.
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8.13 Repurchase agreements provided that:
8.13.1 All repurchase agreements shall be collateralized with securities
eligible for purchase under this policy. In order to anticipate market changes
and to provide a level of security for all repurchase agreement transactions,
collateralization shall be maintained at a level of at least 102% of the market
value of the repurchase agreements and shall be adjusted no less than
weekly.
8.13.2 The maximum maturity of repurchase agreements shall be 1
year.
8.13.3 All repurchase agreements must be the subject of a Master
Repurchase Agreement between OC San and the provider of the
repurchase agreement. The Master Repurchase Agreement shall be
substantially in the form developed by the Securities Industry and Financial
Markets Association.
8.14 Reverse repurchase agreements provided that:
8.14.1 No more than 5% of OC San’s portfolio shall be invested in
reverse repurchase agreements, and there shall be no long-term reverse
repurchase agreements unless otherwise authorized by the Board of
Directors.
8.14.2 The maximum maturity of reverse repurchase agreements shall
be 90 days.
8.14.3 Reverse repurchase agreements shall mature on the exact date
of a known cash flow which will be unconditionally available to repay the
maturing reverse repurchase agreement.
8.14.4 Proceeds of reverse repurchase agreements shall be used
solely to supplement portfolio income or to provide portfolio liquidity and
shall not be used to speculate on market movements.
8.14.5 All reverse repurchase agreements must be the subject of a
Master Repurchase Agreement between OC San and the provider of the
reverse repurchase agreement. The Master Repurchase Agreement shall
be substantially in the form developed by the Securities Industry and
Financial Markets Association.
8.15 Public Bank Obligations of a maximum of five years maturity which
includes commercial paper, debt securities, or other obligations of a public
bank, a public bank as defined in California Government Code Section
57600-57607.
8.16 Sales of OC San-owned securities in the secondary market may incur
losses in order to improve the risk or return characteristics of the portfolio,
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to prevent anticipated further erosion of principal, or when trading for
securities that result in an expected net economic gain to OC San.
8.17 If securities owned by OC San are downgraded below the quality required
by this Investment Policy, it shall be OC San’s policy to review the credit
situation and make a determination as to whether to sell or retain such
securities in the portfolio. If a decision is made to retain the downgraded
securities in the portfolio, their presence in the portfolio will be monitored
and reported quarterly to the OC San General Manager, the Administration
Committee and Board of Directors.
8.18 OC San is authorized to invest in securities issued by or backed by the
United States Government that could result in zero or negative interest
accrual if held to maturity.
9.0 Prohibited Investment Vehicles and Practices:
9.1 State law notwithstanding, any investments not specifically described
herein are prohibited, including, but not limited to futures and options.
9.2 In accordance with Government Code, Section 53601.6, investment in
inverse floaters, range notes, or mortgage derived interest-only strips is
prohibited.
9.3 Trading securities for the sole purpose of speculating on the future direction
of interest rates is prohibited.
9.4 Purchasing or selling securities on margin is prohibited.
9.5 The purchase of foreign currency denominated securities is prohibited.
9.6 Agencies that are not Qualified Institutional Buyers (QIB) as defined by the
Securities and Exchange Commission are prohibited from purchasing
Private Placement Securities. The SEC defines a QIB as having at least
$100,000,000 in securities owned and invested.
9.7 The purchase of a security with a forward settlement date exceeding 45
days from the time of investment is prohibited.
10.0 Review of Investment Portfolio:
The securities held by OC San must be in compliance with Section 8.0 “Authorized and
Suitable Investments” at time of purchase. If at a later date, a security is no longer in
compliance with Section 8.0, the Treasurer shall report the non-compliant security to the
Administration Committee and the Board of Directors and shall include a disclosure in the
quarterly Treasurer’s Report if the security is held at the date the report is prepared.
Page 9
11.0 Investment Pools/Mutual Funds:
A thorough investigation of the pool/fund is required prior to investing, and on a continual
basis. A questionnaire shall be developed that will provide the following information:
11.1 A description of eligible investment securities, and a written statement of
investment policy and objectives.
11.2 A description of interest calculations and how they are distributed, and how
gains and losses are treated.
11.3 A description of how the securities are safeguarded (including the
settlement processes) and how often the securities are priced and the
program audited.
11.4 A description of who may invest in the program, how often and what size
deposits and withdrawals are allowed.
11.5 A schedule for receiving statements and portfolio listings.
11.6 A description of the utilization and level of reserves, retained earnings or
other collateral and how they are used by the fund.
11.7 A fee schedule, and when and how is it assessed.
11.8 Whether the pool/fund is eligible for bond proceeds and/or whether it will
accept such proceeds.
12.0 Collateralization:
Generally, the value to secure deposits under this policy shall comply with Section 53652
of the California Government Code. Collateralization will be required for secured time
deposits, as more fully described in Section 8.9.1; and repurchase agreements, as more
fully described in Section 8.13.1. Collateral will always be held by an independent third-
party, as more fully described in Section 13.0. The right of collateral substitution is
granted. Under provisions of the California Government Code, California banks and
savings and loans associations are required to secure OC San’s deposits by pledging
government securities with a value of 110% of principal and accrued interest. State law
also allows financial institutions to secure OC San’s deposits by pledging first trust deed
mortgage notes having a value of 150% of OC San’s total deposits.
13.0 Safekeeping and Custody:
All securities transactions, including collateral for repurchase agreements, entered into
by, or on behalf of OC San, shall be conducted on a delivery-versus-payment (DVP)
basis. Securities will be held by OC San's third-party custodian bank, which shall be
selected through a competitive process, or that agent's representative, or in the agent's
account at the Federal Reserve Bank, or within clearing corporations in the U.S. and
Page 10
evidenced by book entry statements. Third-party safekeeping arrangements will be
approved by the Treasurer and will be corroborated by a written custodial agreement.
14.0 Diversification:
OC San will diversify its investments by security type, issuer and financial institution in
accordance with the following:
14.1 There is no limit on investment in securities issued by or guaranteed by the
full faith and credit of the U.S. government.
14.2 No more than 20% of the portfolio may be invested in securities of a single
agency of the U.S. government, which does not provide the full faith and
credit of the U.S. government. No more than 20% of the portfolio may be
invested in callable Agency securities.
14.3 No more than 5% of the portfolio may be invested in securities of any one
issuer, other than Supranationals, the U.S. government or its agencies and
Local Government Investment Pools (LGIPs). Investment in mutual funds is
not governed by this Section 14.3. See Section 14.8 for conditions of
purchase of mutual funds.
14.4 No individual holding shall constitute more than 5% of the total debt
outstanding of any issuer.
14.5 No more than 40% of the portfolio may be invested in banker’s acceptances.
14.6 No more than 40% of the portfolio may be invested in commercial paper.
14.7 No more than 30% of the portfolio may be invested in medium-term
(corporate) notes.
14.8 No more than 20% of the portfolio may be invested in mutual funds. No
more than 10% of OC San’s portfolio may be invested in shares of beneficial
interest of any one mutual fund. Money market mutual funds are limited to
20% per issuer and are not subject to the 10% stipulation.
14.9 No more than 30% of the portfolio may be invested in negotiable certificates
of deposit.
14.10 No more than 10% of the portfolio may be invested in eligible municipal
bonds.
14.11 No more than 20% of the Long Term Operating or Liquid Operating Monies
portfolios may be invested in a combination of non-agency mortgage-
backed securities, non-agency collateralized mortgage obligations and
private label asset-backed securities.
14.12 No more than the statutory maximum may be invested in LAIF.
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14.13 No more than 15% of the portfolio may be invested in the Orange County
Investment Pool.
14.14 No more than 20% of the portfolio may be invested in repurchase
agreements.
14.15 No more than 5% of the portfolio may be invested in reverse repurchase
agreements.
15.0 Maximum Maturities:
To the extent possible, OC San will attempt to match its investments with reasonably
anticipated cash flow requirements. The Treasurer shall develop a five-year cash flow
forecast, which shall be updated annually. Based on this forecast, the Treasurer shall
designate, from time-to-time, the amounts to be allocated to the investment portfolio. OC
San monies invested in accordance with this policy are divided into two categories:
15.1 Liquid Operating Monies. Funds needed for current operating and capital
expenditures are known as Liquid Operating Monies.
15.1.1 The maximum final stated maturity of individual securities in the
Liquid Operating Monies account portfolio shall be one year from the date
of settlement.
15.1.2 The average duration of the Liquid Operating Monies account
portfolio shall be recommended by the Treasurer based on OC San’s cash
flow requirements but may never exceed 180 days.
15.2 Long Term Operating Monies. Funds needed for longer term purposes
are known as the Long Term Operating Monies.
15.2.1 The maximum final stated maturity of individual securities in the
Long Term Operating Monies account portfolio shall be five years from the
date of settlement.
15.2.2 The duration of the Long Term Operating Monies account
portfolio shall be recommended by the Treasurer based on OC San’s five-
year cash flow forecast but may never exceed 60 months.
15.2.3 The duration of the Long Term Operating Monies account
portfolio shall never exceed 120% of the duration as established in
accordance with Section 15.2.2.
15.2.4 The duration of the Long Term Operating Monies account
portfolio shall never be less than 80% of the duration as established in
accordance with Section 15.2.2.
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16.0 Internal Control:
The Treasurer shall establish an annual process of independent review by an
external auditor. This review will provide internal control by assuring compliance
with policies and procedures.
17.0 Performance Objectives and Benchmarks:
17.1 Overall objective. The investment portfolio of OC San shall be designed
with the overall objective of obtaining a rate of return throughout budgetary
and economic cycles, commensurate with investment risk constraints and
reasonably anticipated cash flow needs.
17.2 The Liquid Operating Monies. The investment performance objective for
the Liquid Operating Monies shall be to earn a total rate of return over a
market cycle which exceeds the return on a market index approved by the
Administration Committee and by the Board of Directors, when the duration
of the portfolio is established. This market index is more fully described in
Board Resolution No. OC SAN 24-XX (see Appendix "B").
17.3 The Long Term Operating Monies. The investment performance objective
for the Long Term Operating Monies shall be to earn a total rate of return
over a market cycle which exceeds the return on a market index selected
by the Administration Committee and approved by the Board of Directors,
when the duration of the portfolio is established. This market index is more
fully described in Board Resolution No. OC SAN 24-XX (See Appendix "B").
18.0 Reporting:
18.1 Monthly transaction reports in accordance with California Government
Code Section 53607 shall be submitted by the Treasurer to the Board of
Directors.
18.2 Quarterly investment reports will be submitted by the Treasurer to the
Administration Committee which shall forward the reports to the Board of
Directors within 45 days of the end of the reporting period. The quarterly
reports shall provide clear and concise status information on OC San’s
portfolios at the end of each reporting period, including performance
measures using the benchmarks described in Section 17.0 of this
Investment Policy. These reports shall include the following information:
18.2.1 A listing of individual securities held at the end of the reporting
period by authorized investment category.
18.2.2 Average life and final maturity of all investments listed.
18.2.3 Coupon, discount or earnings rate.
18.2.4 Par value, amortized book value and market value.
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18.2.5 Percentage of the portfolio represented by each investment
category.
18.2.6 Duration of the portfolio.
18.2.7 For the Liquid Operating Monies account only, the percent of
portfolio maturing within 90 days.
18.2.8 Average portfolio credit quality.
18.2.9 Percent of portfolio with credit ratings below "A" by any rating
agency, and a description of such securities.
18.2.10 Percent of portfolio invested in reverse repurchase agreements,
and a schedule which matches the maturity of such reverse repurchase
agreements with the cash flows which are available to repay them at
maturity.
18.2.11 A description of the funds, investments, and programs (including
lending programs) managed by contracted parties (i.e. LAIF, investment
pools, outside money managers, and securities lending agents).
18.2.12 OC San funds that have been placed in LAIF or in a county
investment pool may substitute the most recent account statement received
from those entities in lieu of the information recommended above.
18.2.13 Current market value as of the date of the report of all funds held
by the local agency and under the management of any outside party that is
not also a local agency or LAIF and the source of the valuation.
18.2.14 Monthly investment transactions for the Liquid Operating Monies
and Long Term Operating Monies accounts.
18.2.15 A statement of compliance with this policy and the California
Government Code or provide a listing of any transactions or holdings which
do not comply with this policy or with the California Government Code.
18.2.16 A statement that sufficient funds are available for OC San to
meet its operating expenditure requirements for the next six months, or if
not, state the reasons for the shortfall.
18.3 OC San’s Treasurer shall meet quarterly with the Administration Committee
to review investment performance, proposed strategies and compliance
with this Investment Policy. External investment advisors may be required
to attend said meetings at the discretion of the Administration Committee.
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19.0 Investment Policy Adoption and Revision:
19.1 The Investment Policy of OC San shall be adopted by resolution of the
Board of Directors. The Investment Policy shall be reviewed on an annual
basis in accordance with California Government Code Section 53646, by
the Administration Committee, which shall recommend revisions, as
appropriate, to the Board of Directors. Any modifications made thereto shall
be approved by the Board of Directors.
19.2 The Administration Committee shall serve as the oversight committee for
OC San’s Investment program and shall adopt guidelines for the ongoing
review of duration, quality and liquidity of OC San’s portfolio.
ORANGE COUNTY SANITATION DISTRICT
INVESTMENT POLICY STATEMENT
1.0 Policy:
It is the policy of the Orange County Sanitation District (OC San) to invest 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.
1.1. This Investment Policy is set forth by OC San for the following purposes:
1.1.1. To establish a clear understanding for the Board of Directors,
OC San management, responsible employees and third parties of the
objectives, policies and guidelines for the investment of OC San’s idle and
surplus funds.
1.1.2. To offer guidance to investment staff and any external
investment advisors on the investment of OC San funds.
1.1.3. To establish a basis for evaluating investment results.
1.2. OC San establishes investment policies which meet its current investment
goals. OC San shall review this policy annually and may change its policies
as its investment objectives change.
2.0 Scope:
This Investment Policy applies to all financial assets of OC San; except for the proceeds
of OC San’s capital projects financing program, which are invested in accordance with
provisions of their specific bond indentures; and such other funds excluded by law or
other Board-approved covenant or agreement.
These funds are accounted for by OC San as Enterprise Funds as represented in OC
San’s Annual Comprehensive Financial Report.
3.0 Standard of Prudence:
The standard of prudence to be used by OC San internal staff, and any authorized
investment advisor(s), shall be as described in Section 53600.3 of the California
Government Code as follows: Except as provided in subdivision (a) of Section 27000.3,
all governing bodies of local agencies or persons authorized to make investment
decisions on behalf of those local agencies investing public funds pursuant to this chapter
are trustees and therefore fiduciaries subject to the prudent investor standard. When
investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public
funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances
then prevailing, including, but not limited to, the general economic conditions and the
Page 1
anticipated needs of the agency, that a prudent person acting in a like capacity and
familiarity with those matters would use in the conduct of funds of a like character and
with like aims, to safeguard the principal and maintain the liquidity needs of the agency.
Within the limitations of this section and considering individual investments as part of an
overall strategy, investments may be acquired as authorized by law.
4.0 Investment Objectives:
The primary objectives of OC San’s investment activities, in priority order, and as
described in Section 53600.5 of the California Government Code, shall be:
4.1 Safety: The safety and preservation of principal is the foremost objective of
the investment program of OC San. Investments shall be selected in a
manner that seeks to ensure the preservation of capital in OC San’s overall
portfolio. This will be accomplished through a program of diversification,
more fully described in Section 14.0, and maturity limitations, more fully
described in Section 15.0, in order that potential losses on individual
securities do not exceed the income generated from the remainder of the
portfolio.
4.2 Liquidity: The investment program will be administered in a manner that
will ensure that sufficient funds are available for OC San to meet its
reasonably anticipated operating expenditure needs.
4.3 Return on Investments: The OC San investment portfolio will be
structured and managed with the objective of achieving a market rate of
return throughout budgetary and economic cycles, commensurate with
legal, safety and liquidity considerations.
5.0 Delegation of Authority:
5.1 Authority to manage OC San’s investment program is derived from the
California Government Code Sections 53600 et seq. and Sections 53635 et
seq. The Board of Directors hereby delegates management responsibility
for OC San’s investment program to its Director of Finance/Treasurer, who
shall establish written procedures for the operation of the investment
program, consistent with this policy. The Financial Management
Manager/Assistant Treasurer shall be responsible for day-to-day
administration, monitoring and the development of written administrative
procedures for the operation of the investment program, consistent with this
policy. No person may engage in an investment transaction except as
provided under the terms of this policy and the procedures established by
the Treasurer. The Treasurer shall be responsible for all transactions
undertaken by OC San internal staff and shall establish a system of controls
to regulate the activities of internal staff and external investment advisors
engaged in accordance with Section 5.3.
5.2 The administrative procedures for the operation of OC San’s investment
program will provide for, but not be limited to, the following:
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5.2.1 Formats for monthly and quarterly reports to the Administration
Committee and the Board of Directors.
5.2.2 Compliance with generally accepted accounting principles of the
Government Accounting Standards Board.
5.2.3 Establishment of benchmarks for performance measurement.
5.2.4 Establishment of a system of written internal controls.
5.2.5 Establishment of written procedures for competitive bids and
offerings of securities that may be purchased or sold by internal OC San
staff.
5.2.6 Establishment of a Desk Procedures Manual for treasury
operations and management.
5.3 The Board of Directors may, in its discretion, engage the services of one or
more registered investment advisors to assist in the management of OC
San’s investment portfolio in a manner consistent with OC San’s objectives.
Such external investment advisors, which shall be selected through a
competitive process, shall be granted discretion to purchase and sell
investment securities in accordance with this Investment Policy. Such
advisors must be registered under the Investment Advisers Act of 1940 or
be exempt from such registration.
6.0 Ethics and Conflicts of Interest:
Officers and employees of OC San involved in the investment process shall refrain from
personal business activities that could conflict with proper execution of OC San’s
investment program, or which could impair their ability to make impartial investment
decisions. Employees and investment officials shall disclose to the General Manager any
material financial interests in financial institutions that conduct business within OC San’s
boundaries and they shall further disclose any large personal financial/investment
positions, the performance of which could be related to the performance of positions in
OC San’s portfolio.
7.0 Authorized Financial Dealers and Institutions:
7.1 For investment transactions conducted by OC San internal staff, the
Treasurer will maintain a list of financial institutions authorized to provide
investment services to OC San, including "primary" or regional dealers that
qualify under Securities and Exchange Commission Rule 15C3-1 (Uniform
Net Capital rule) and Federal or State of California chartered banks. No
public deposit shall be made except in a qualified public depository as
established by State law.
Page 3
All financial institutions which desire to become qualified bidders for
investment transactions with OC San must supply the following for
evaluation by the Treasurer:
7.1.1. Audited financial statements for the institution’s three most
recent fiscal years.
7.1.2. A statement, in the format prescribed by the Government
Finance Officers Association (GFOA), certifying that the institution has
reviewed OC San’s Investment Policy and that all securities offered to OC
San shall comply fully and in every instance with all provisions of the
California Government Code and with this Investment Policy. The current
statement is presented in Appendix "A."
7.1.3. A statement describing the regulatory status of the dealer and
the background and expertise of the dealer's representatives.
Selection of financial institutions, broker/dealers and banks authorized to
engage in transactions with OC San shall be made through a competitive
process. An annual review of the financial condition of qualified institutions
will be conducted by the Treasurer.
7.2 Selection of broker/dealers used by external investment advisors retained
by OC San shall be in compliance with contract provisions between OC San
and any external investment advisors and shall be in substantially the
following form:
Use of Securities Brokers: Neither the Investment Advisor nor any parent,
subsidiary or related firm shall act as a securities broker with respect to any
purchases or sales of securities which may be made on behalf of OC San,
provided that this limitation shall not prevent the Investment Advisor from
utilizing the services of a securities broker which is a parent, subsidiary or
related firm, provided such broker effects transactions on a "cost only" or
"nonprofit" basis to itself and provides competitive execution. The
Investment Advisor shall provide OC San with a list of suitable independent
brokerage firms meeting the requirements of Government Code Section
53601.5, and, unless otherwise directed by OC San, the Investment Advisor
may utilize the service of any of such independent securities brokerage
firms it deems appropriate to the extent that such firms are competitive with
respect to price of services and execution.
8.0 Authorized and Suitable Investments:
All investments shall be made in accordance with the California Government Code
including Sections 16429.1 et seq., 53600 et seq. and 53684, and as described within
this Investment Policy. Permitted investments under this policy shall include:
Page 4
8.1 Securities, obligations, participations, or other instruments of, or
issued by, or fully guaranteed as to principal and interest by the US
Government, a federal agency, or a US Government-sponsored enterprise
pursuant to Section 53601 (f) of the California Government Code. US
Treasury securities must make up at least 10% of the portfolio.
8.2 Supranational Obligations issued or unconditionally guaranteed by the
International Bank for Reconstruction and Development, International
Finance Corporation, or Inter-American Development Bank. Securities must
be eligible for purchase in the United States and be U.S. dollar denominated
senior unsecured unsubordinated obligations, with a maximum maturity of
five years. Securities eligible for purchase under this section must be rated
“AA” or better by a Nationally Recognized Statistical Rating Organization
(NRSRO) and shall not exceed 30% of the total portfolio.
8.3 Non-agency mortgage pass-through security, non-agency
collateralized mortgage obligation, non-agency mortgage-backed or
other pay-through bond, equipment lease-backed certificate,
consumer receivable pass-through certificate, or consumer
receivable-backed bond. Securities eligible for investment under this
subdivision shall be rated in a rating category of “AA” or its equivalent or
better by an NRSRO and have a maximum remaining maturity of five years
or less. Purchase of securities authorized by this subdivision may not
exceed 20% of the agency’s surplus moneys that may be invested pursuant
to this section. Purchase of mortgage derivatives, which include interest-
only payments (IOs) and principal-only payments (POs); inverse floaters,
and RE-REMICs (Real Estate Mortgage Investment Conduits), is hereby
prohibited.
8.4 Commercial paper of "prime" quality of the highest ranking or of the highest
letter and number rating as provided by an NRSRO. Eligible commercial
paper issuers may be organized and operating in the United States as a
general corporation with total assets in excess of $500 million and if the
issuer has long-term debt outstanding it has a rating of "A" or better as
provided by an NRSRO; or eligible commercial paper issuers may be
organized within the United States as a special purpose corporation, trust,
or limited liability company, with program wide credit enhancements
including, but not limited to, overcollateralization, letters of credit, or a surety
bond, and commercial paper that is rated “A-1” or higher or the equivalent
by an NRSRO. Purchases of eligible commercial paper may not exceed 397
days to maturity from the date of purchase. Purchases of commercial paper
shall not exceed 40% of the market value of the portfolio. No more than 5%
of the market value of the portfolio, or 10% of the issuer's outstanding paper,
may be invested in commercial paper issued by any one eligible
corporation.
8.5 Banker’s acceptances issued by institutions, the short-term obligations of
which are rated of the highest ranking or the highest letter and number
rating as provided by an NRSRO provided that: (a) the acceptance is
Page 5
eligible for purchase by the Federal Reserve System; (b) the maturity does
not exceed 180 days; (c) no more than 40% of the total portfolio may be
invested in banker’s acceptances; and (d) no more than 5% of the total
portfolio may be invested in the banker's acceptances of any one
commercial bank.
8.6 Medium term (or corporate) notes of a maximum of five years maturity
issued by corporations organized and operating within the United States, or
issued by depository institutions licensed by the United States, or any state,
and operating within the United States with assets in excess of $500 million,
and which is rated in a rating category of “A” or better on its long-term debt
as provided by an NRSRO. If, after purchase, the rating of an eligible note
falls below the minimum rating category stipulated above, the external
investment advisor shall notify OC San of the downgrade and shall present
an analysis and recommendations as to the disposition of the note
consistent with the investment objectives of this Investment Policy. No more
than 30% of the portfolio may be invested in medium term notes.
8.7 Notes, bonds, or other obligations that are at all times secured by a valid
first priority security interest in securities of the types listed by California
Government Code Section 53651 as eligible securities for the purpose of
securing local agency deposits having a market value at least equal to that
required by California Government Code Section 53652 for the purpose of
securing local agency deposits. The securities serving as collateral shall be
placed by delivery or book entry into the custody of a trust company or the
trust department of a bank that is not affiliated with the issuer of the secured
obligation, and the security interest shall be perfected in accordance with
the requirements of the Uniform Commercial Code or federal regulations
applicable to the types of securities in which the security interest is granted.
8.8 Shares of mutual funds investing in securities permitted under this policy
and under Section 53601 (l) of the California Government Code. Such funds
must either: (1) attain the highest ranking, or the highest letter and
numerical rating, provided by not less than two of the three largest nationally
recognized rating services; or (2) have an Investment Advisor registered
with the Securities and Exchange Commission with not less than five years
of experience investing in the securities and obligations authorized under
this policy and under California Government Code Section 53601 and with
assets under management in excess of $500 million. The purchase price of
shares of beneficial interest purchased pursuant to this policy and the
California Government Code may not include any commission that the
companies may charge and shall not exceed 20% of OC San’s surplus
money that may be invested pursuant to this section. No more than 10% of
OC San’s surplus funds may be invested in shares of beneficial interest of
any one mutual fund pursuant to this section. Money market mutual funds
are limited to 20% per issuer and are not subject to the 10% stipulation.
Page 6
8.9 Certificates of deposit:
8.9.1 Secured (collateralized) time deposits issued by a nationally or
state-chartered bank or state or federal savings and loan association, as
defined by Section 5102 of the California Financial Code, and having a net
operating profit in the two most recently completed fiscal years. Collateral
must comply with Chapter 4, Bank Deposit Law, Section 16500 et seq., and
Chapter 4.5, Savings and Loan Association and Credit Union Deposit Law,
Section 16600 et seq., of the California Government Code.
8.9.2 Negotiable certificates of deposit (NCDs) issued by a nationally
or state-chartered bank or state of federal savings and loan association, as
defined by Section 5102 of the California Financial Code; and which shall
have a rating of "A" or better on its long-term debt as provided by a NRSRO;
or which shall have the highest letter and number rating for deposits as
provided by a NRSRO; or as otherwise approved by the Board of Directors.
No more than 30% of the portfolio may be invested in securities pursuant to
this section.
8.9.3 To be eligible to receive local agency money, a bank, savings
association, federal association, or federally insured individual loan
company shall have received an overall rating of not less than “satisfactory”
in its most recent evaluation by the appropriate federal financial
supervisorial agency of its record of meeting the credit needs of California’s
communities, including low and moderate income neighborhoods, pursuant
to Section 2906 of Title 12 of the United States Code.
8.10 Taxable or tax-exempt municipal bonds issued by any of the 50 United
States. Such securities must be rated “A” or higher by a NRSRO; or as
otherwise approved by the Board of Directors.
8.11 The State of California Local Agency Investment Fund (LAIF). LAIF is
an investment alternative for California's local governments and special
districts managed by the State Treasurer's Office. LAIF is more fully
described in the Glossary (See Appendix "C"). OC San shall use LAIF as a
short-term cash management facility. Investment of OC San funds in LAIF
shall be subject to investigation and due diligence prior to investing, and on
a continual basis to a level of review pursuant to Section 3.0, Standard of
Prudence, of this policy.
8.12 The Orange County Treasurer's Money Market Commingled
Investment Pool (OCCIP). The OCCIP is a money market investment pool
managed by the Orange County Treasurer's Office. OCCIP is more fully
described in the Glossary (See Appendix "C"). OC San has no funds
invested in OCCIP at this time. Investment of OC San funds in OCCIP would
be subject to investigation and due diligence prior to investing, and on a
continual basis to a level of review pursuant to Section 3.0, Standard of
Prudence, of this policy.
Page 7
8.13 Repurchase agreements provided that:
8.13.1 All repurchase agreements shall be collateralized with securities
eligible for purchase under this policy. In order to anticipate market changes
and to provide a level of security for all repurchase agreement transactions,
collateralization shall be maintained at a level of at least 102% of the market
value of the repurchase agreements and shall be adjusted no less than
weekly.
8.13.2 The maximum maturity of repurchase agreements shall be 1
year.
8.13.3 All repurchase agreements must be the subject of a Master
Repurchase Agreement between OC San and the provider of the
repurchase agreement. The Master Repurchase Agreement shall be
substantially in the form developed by the Securities Industry and Financial
Markets Association.
8.14 Reverse repurchase agreements provided that:
8.14.1 No more than 5% of OC San’s portfolio shall be invested in
reverse repurchase agreements, and there shall be no long-term reverse
repurchase agreements unless otherwise authorized by the Board of
Directors.
8.14.2 The maximum maturity of reverse repurchase agreements shall
be 90 days.
8.14.3 Reverse repurchase agreements shall mature on the exact date
of a known cash flow which will be unconditionally available to repay the
maturing reverse repurchase agreement.
8.14.4 Proceeds of reverse repurchase agreements shall be used
solely to supplement portfolio income or to provide portfolio liquidity and
shall not be used to speculate on market movements.
8.14.5 All reverse repurchase agreements must be the subject of a
Master Repurchase Agreement between OC San and the provider of the
reverse repurchase agreement. The Master Repurchase Agreement shall
be substantially in the form developed by the Securities Industry and
Financial Markets Association.
8.15 Public Bank Obligations of a maximum of five years maturity which
includes commercial paper, debt securities, or other obligations of a public
bank, a public bank as defined in California Government Code Section
57600-57607.
8.16 Sales of OC San-owned securities in the secondary market may incur
losses in order to improve the risk or return characteristics of the portfolio,
Page 8
to prevent anticipated further erosion of principal, or when trading for
securities that result in an expected net economic gain to OC San.
8.17 If securities owned by OC San are downgraded below the quality required
by this Investment Policy, it shall be OC San’s policy to review the credit
situation and make a determination as to whether to sell or retain such
securities in the portfolio. If a decision is made to retain the downgraded
securities in the portfolio, their presence in the portfolio will be monitored
and reported quarterly to the OC San General Manager, the Administration
Committee and Board of Directors.
8.18 OC San is authorized to invest in securities issued by or backed by the
United States Government that could result in zero or negative interest
accrual if held to maturity.
9.0 Prohibited Investment Vehicles and Practices:
9.1 State law notwithstanding, any investments not specifically described
herein are prohibited, including, but not limited to futures and options.
9.2 In accordance with Government Code, Section 53601.6, investment in
inverse floaters, range notes, or mortgage derived interest-only strips is
prohibited.
9.3 Trading securities for the sole purpose of speculating on the future direction
of interest rates is prohibited.
9.4 Purchasing or selling securities on margin is prohibited.
9.5 The purchase of foreign currency denominated securities is prohibited.
9.6 Agencies that are not Qualified Institutional Buyers (QIB) as defined by the
Securities and Exchange Commission are prohibited from purchasing
Private Placement Securities. The SEC defines a QIB as having at least
$100,000,000 in securities owned and invested.
9.7 The purchase of a security with a forward settlement date exceeding 45
days from the time of investment is prohibited.
10.0 Review of Investment Portfolio:
The securities held by OC San must be in compliance with Section 8.0 “Authorized and
Suitable Investments” at time of purchase. If at a later date, a security is no longer in
compliance with Section 8.0, the Treasurer shall report the non-compliant security to the
Administration Committee and the Board of Directors and shall include a disclosure in the
quarterly Treasurer’s Report if the security is held at the date the report is prepared.
Page 9
11.0 Investment Pools/Mutual Funds:
A thorough investigation of the pool/fund is required prior to investing, and on a continual
basis. A questionnaire shall be developed that will provide the following information:
11.1 A description of eligible investment securities, and a written statement of
investment policy and objectives.
11.2 A description of interest calculations and how they are distributed, and how
gains and losses are treated.
11.3 A description of how the securities are safeguarded (including the
settlement processes) and how often the securities are priced and the
program audited.
11.4 A description of who may invest in the program, how often and what size
deposits and withdrawals are allowed.
11.5 A schedule for receiving statements and portfolio listings.
11.6 A description of the utilization and level of reserves, retained earnings or
other collateral and how they are used by the fund.
11.7 A fee schedule, and when and how is it assessed.
11.8 Whether the pool/fund is eligible for bond proceeds and/or whether it will
accept such proceeds.
12.0 Collateralization:
Generally, the value to secure deposits under this policy shall comply with Section 53652
of the California Government Code. Collateralization will be required for secured time
deposits, as more fully described in Section 8.9.1; and repurchase agreements, as more
fully described in Section 8.13.1. Collateral will always be held by an independent third-
party, as more fully described in Section 13.0. The right of collateral substitution is
granted. Under provisions of the California Government Code, California banks and
savings and loans associations are required to secure OC San’s deposits by pledging
government securities with a value of 110% of principal and accrued interest. State law
also allows financial institutions to secure OC San’s deposits by pledging first trust deed
mortgage notes having a value of 150% of OC San’s total deposits.
13.0 Safekeeping and Custody:
All securities transactions, including collateral for repurchase agreements, entered into
by, or on behalf of OC San, shall be conducted on a delivery-versus-payment (DVP)
basis. Securities will be held by OC San's third-party custodian bank, which shall be
selected through a competitive process, or that agent's representative, or in the agent's
account at the Federal Reserve Bank, or within clearing corporations in the U.S. and
Page 10
evidenced by book entry statements. Third-party safekeeping arrangements will be
approved by the Treasurer and will be corroborated by a written custodial agreement.
14.0 Diversification:
OC San will diversify its investments by security type, issuer and financial institution in
accordance with the following:
14.1 There is no limit on investment in securities issued by or guaranteed by the
full faith and credit of the U.S. government.
14.2 No more than 20% of the portfolio may be invested in securities of a single
agency of the U.S. government, which does not provide the full faith and
credit of the U.S. government. No more than 20% of the portfolio may be
invested in callable Agency securities.
14.3 No more than 5% of the portfolio may be invested in securities of any one
issuer, other than Supranationals, the U.S. government or its agencies and
Local Government Investment Pools (LGIPs). Investment in mutual funds is
not governed by this Section 14.3. See Section 14.8 for conditions of
purchase of mutual funds.
14.4 No individual holding shall constitute more than 5% of the total debt
outstanding of any issuer.
14.5 No more than 40% of the portfolio may be invested in banker’s acceptances.
14.6 No more than 40% of the portfolio may be invested in commercial paper.
14.7 No more than 30% of the portfolio may be invested in medium-term
(corporate) notes.
14.8 No more than 20% of the portfolio may be invested in mutual funds. No
more than 10% of OC San’s portfolio may be invested in shares of beneficial
interest of any one mutual fund. Money market mutual funds are limited to
20% per issuer and are not subject to the 10% stipulation.
14.9 No more than 30% of the portfolio may be invested in negotiable certificates
of deposit.
14.10 No more than 10% of the portfolio may be invested in eligible municipal
bonds.
14.11 No more than 20% of the Long Term Operating or Liquid Operating Monies
portfolios may be invested in a combination of non-agency mortgage-
backed securities, non-agency collateralized mortgage obligations and
private label asset-backed securities.
14.12 No more than the statutory maximum may be invested in LAIF.
Page 11
14.13 No more than 15% of the portfolio may be invested in the Orange County
Investment Pool.
14.14 No more than 20% of the portfolio may be invested in repurchase
agreements.
14.15 No more than 5% of the portfolio may be invested in reverse repurchase
agreements.
15.0 Maximum Maturities:
To the extent possible, OC San will attempt to match its investments with reasonably
anticipated cash flow requirements. The Treasurer shall develop a five-year cash flow
forecast, which shall be updated annually. Based on this forecast, the Treasurer shall
designate, from time-to-time, the amounts to be allocated to the investment portfolio. OC
San monies invested in accordance with this policy are divided into two categories:
15.1 Liquid Operating Monies. Funds needed for current operating and capital
expenditures are known as Liquid Operating Monies.
15.1.1 The maximum final stated maturity of individual securities in the
Liquid Operating Monies account portfolio shall be one year from the date
of settlement.
15.1.2 The average duration of the Liquid Operating Monies account
portfolio shall be recommended by the Treasurer based on OC San’s cash
flow requirements but may never exceed 180 days.
15.2 Long Term Operating Monies. Funds needed for longer term purposes
are known as the Long Term Operating Monies.
15.2.1 The maximum final stated maturity of individual securities in the
Long Term Operating Monies account portfolio shall be five years from the
date of settlement.
15.2.2 The duration of the Long Term Operating Monies account
portfolio shall be recommended by the Treasurer based on OC San’s five-
year cash flow forecast but may never exceed 60 months.
15.2.3 The duration of the Long Term Operating Monies account
portfolio shall never exceed 120% of the duration as established in
accordance with Section 15.2.2.
15.2.4 The duration of the Long Term Operating Monies account
portfolio shall never be less than 80% of the duration as established in
accordance with Section 15.2.2.
Page 12
16.0 Internal Control:
The Treasurer shall establish an annual process of independent review by an
external auditor. This review will provide internal control by assuring compliance
with policies and procedures.
17.0 Performance Objectives and Benchmarks:
17.1 Overall objective. The investment portfolio of OC San shall be designed
with the overall objective of obtaining a rate of return throughout budgetary
and economic cycles, commensurate with investment risk constraints and
reasonably anticipated cash flow needs.
17.2 The Liquid Operating Monies. The investment performance objective for
the Liquid Operating Monies shall be to earn a total rate of return over a
market cycle which exceeds the return on a market index approved by the
Administration Committee and by the Board of Directors, when the duration
of the portfolio is established. This market index is more fully described in
Board Resolution No. OC SAN 24-XX (see Appendix "B").
17.3 The Long Term Operating Monies. The investment performance objective
for the Long Term Operating Monies shall be to earn a total rate of return
over a market cycle which exceeds the return on a market index selected
by the Administration Committee and approved by the Board of Directors,
when the duration of the portfolio is established. This market index is more
fully described in Board Resolution No. OC SAN 24-XX (See Appendix "B").
18.0 Reporting:
18.1 Monthly transaction reports in accordance with California Government
Code Section 53607 shall be submitted by the Treasurer to the Board of
Directors.
18.2 Quarterly investment reports will be submitted by the Treasurer to the
Administration Committee which shall forward the reports to the Board of
Directors within 45 days of the end of the reporting period. The quarterly
reports shall provide clear and concise status information on OC San’s
portfolios at the end of each reporting period, including performance
measures using the benchmarks described in Section 17.0 of this
Investment Policy. These reports shall include the following information:
18.2.1 A listing of individual securities held at the end of the reporting
period by authorized investment category.
18.2.2 Average life and final maturity of all investments listed.
18.2.3 Coupon, discount or earnings rate.
18.2.4 Par value, amortized book value and market value.
Page 13
18.2.5 Percentage of the portfolio represented by each investment
category.
18.2.6 Duration of the portfolio.
18.2.7 For the Liquid Operating Monies account only, the percent of
portfolio maturing within 90 days.
18.2.8 Average portfolio credit quality.
18.2.9 Percent of portfolio with credit ratings below "A" by any rating
agency, and a description of such securities.
18.2.10 Percent of portfolio invested in reverse repurchase agreements,
and a schedule which matches the maturity of such reverse repurchase
agreements with the cash flows which are available to repay them at
maturity.
18.2.11 A description of the funds, investments, and programs (including
lending programs) managed by contracted parties (i.e. LAIF, investment
pools, outside money managers, and securities lending agents).
18.2.12 OC San funds that have been placed in LAIF or in a county
investment pool may substitute the most recent account statement received
from those entities in lieu of the information recommended above.
18.2.13 Current market value as of the date of the report of all funds held
by the local agency and under the management of any outside party that is
not also a local agency or LAIF and the source of the valuation.
18.2.14 Monthly investment transactions for the Liquid Operating Monies
and Long Term Operating Monies accounts.
18.2.15 A statement of compliance with this policy and the California
Government Code or provide a listing of any transactions or holdings which
do not comply with this policy or with the California Government Code.
18.2.16 A statement that sufficient funds are available for OC San to
meet its operating expenditure requirements for the next six months, or if
not, state the reasons for the shortfall.
18.3 OC San’s Treasurer shall meet quarterly with the Administration Committee
to review investment performance, proposed strategies and compliance
with this Investment Policy. External investment advisors may be required
to attend said meetings at the discretion of the Administration Committee.
Page 14
19.0 Investment Policy Adoption and Revision:
19.1 The Investment Policy of OC San shall be adopted by resolution of the
Board of Directors. The Investment Policy shall be reviewed on an annual
basis in accordance with California Government Code Section 53646, by
the Administration Committee, which shall recommend revisions, as
appropriate, to the Board of Directors. Any modifications made thereto shall
be approved by the Board of Directors.
19.2 The Administration Committee shall serve as the oversight committee for
OC San’s Investment program and shall adopt guidelines for the ongoing
review of duration, quality and liquidity of OC San’s portfolio.
OC SAN 25-20-1
RESOLUTION NO. OC SAN 25-20
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ORANGE COUNTY SANITATION DISTRICT, AUTHORIZING THE ORANGE
COUNTY SANITATION DISTRICT'S TREASURER TO INVEST AND/OR
REINVEST THE ORANGE COUNTY SANITATION DISTRICT'S FUNDS, ADOPTING THE ORANGE COUNTY SANITATION DISTRICT'S INVESTMENT POLICY STATEMENT AND PERFORMANCE BENCHMARKS, AND REPEALING RESOLUTION NO. OC SAN 24-14
WHEREAS, on December 18, 2024, the Board of Directors adopted Resolution
No. OC SAN 24-14, readopting the Orange County Sanitation District's Investment Policy
Statement, and establishing specific performance benchmarks and objectives, together
with a schedule of frequency of investment performance reports; and
WHEREAS, pursuant to California Government Code Section 53607, the Board of
Directors may delegate authority to invest and/or reinvest the Orange County Sanitation
District’s funds to the Treasurer for a one-year period; and
WHEREAS, pursuant to California Government Code Section 53646, the Orange
County Sanitation District is required to review its Investment Policy annually and readopt
its Policy at a public meeting, which Policy will establish specific performance benchmarks
and objectives, and specific monitoring and reports.
NOW, THEREFORE, the Board of Directors of the Orange County Sanitation
District, DOES HEREBY RESOLVE, DETERMINE AND ORDER:
Section 1: That the authority of the Board of Directors to invest or reinvest
surplus funds, or to sell or exchange securities so purchased, or to deposit for
safekeeping the funds and investments of the Orange County Sanitation District with
depositories, as provided for in California Government Code Sections 53608 and 53630,
is hereby delegated to the Orange County Sanitation District’s Treasurer for a one-year
period, January 1, 2026 through December 31, 2026, as authorized by California
Government Code Section 53607.
OC SAN 25-20-2
Section 2: That the Board of Directors hereby adopts the Investment Policy
Statement of the Orange County Sanitation District.
Section 3: That the Board of Directors hereby adopts the following specific
performance benchmarks for their two investment funds in accordance with Section 17.0
of the Orange County Sanitation District’s Investment Policy:
LIQUID OPERATING MONIES: The Short-Term Operating Fund will be compared
to the three-month Bank of America Merrill Lynch T-Bill Index and the Callan
Money Market Funds.
LONG-TERM OPERATING MONIES: The Long-Term Operating Fund will be
compared to the Bank of America Merrill Lynch Corporate and Government One-
to-Five Year Maturity Index and to the Callan Short Term Fixed Income Group.
Section 4: That the Board of Directors hereby adopts a performance monitoring
and reporting schedule, as required by Section 18.0 of the Orange County Sanitation
District’s Investment Policy.
Section 5: That Resolution No. OC SAN 24-14 is hereby repealed.
OC SAN 25-20-3
PASSED AND ADOPTED at regular meeting of the Board of Directors, Orange
County Sanitation District held December 17, 2025.
Ryan P. Gallagher
Board Chairman ATTEST:
Kelly A. Lore, MMC Clerk of the Board
OC SAN 25-20-4
STATE OF CALIFORNIA )
) ss
COUNTY OF ORANGE )
I, Kelly A. Lore, Clerk of the Board of Directors of the Orange County Sanitation
District, do hereby certify that the foregoing Resolution No. OC SAN 25-20 was passed and adopted at a regular meeting of said Board on the 17th day of December 2025, by the following vote, to wit:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official
seal of Orange County Sanitation District this 17th day of December 2025.
Kelly A. Lore, MMC
Clerk of the Board of Directors
Orange County Sanitation District
BOARD OF DIRECTORS
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4646 Agenda Date:12/17/2025 Agenda Item No:CS-1
FROM:Robert Thompson, General Manager
SUBJECT:
CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE
SECTION 54956.9(D)(1)
RECOMMENDATION: Convene in Closed Session:
Number of Cases: 1
James McDonald v.Orange County Sanitation District,Workers’Compensation Claim,Workers
Compensation Appeals Board, Case No. ADJ20980833.
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 12/10/2025Page 1 of 1
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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 Board of Directors
From: General Counsel
Date: December 17, 2025
Re: Closed Session Items
The Board will hold a closed session on December 17, 2025, for the purpose of conferring with its legal counsel regarding existing litigation to which the Orange County Sanitation District is a party. The title of the matter is James McDonald v. Orange County Sanitation District, Workers
Compensation Claim, Workers Compensation Appeals Board, Case No. ADJ20980833. The closed session will be held pursuant to the authority of California Government Code section 54956.9(d)(1).
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.