The URL can be used to link to this page

Home My WebLink About05-13-2026 Administration Committee Complete Agenda PacketNOTICE OF REGULAR MEETING AGENDA PUBLIC PARTICIPATION NOTICE ORANGE COUNTY SANITATION DISTRICT ADMINISTRATION COMMITTEE MAY 13, 2026 - 5:00 PM ACCESSIBILITY FOR THE GENERAL PUBLIC Your participation is always welcome. OC San offers several ways in which to interact during this meeting. MEETING PARTICIPATION INSTRUCTIONS www.ocsan.gov IN-PERSON MEETING ATTENDANCE OC San Headquarters: 18480 Bandilier Circle, Fountain Valley, CA 92708 ONLINE MEETING PARTICIPATION Join the meeting now PARTICIPATE BY TELEPHONE Dial: (213) 279-1455 https://ocsd.legistar.com/Calendar.aspx Details on how to participate can be found on our website at Join the live meeting on Teams: Phone Conference ID: 256 644 72# WATCH THE MEETING ONLINE The meeting will be available for online viewing at: SUBMIT A COMMENT Online at: https://ocsd.legistar.com/Calendar.aspx or by emailing: OCSanClerk@ocsan.gov ROLL CALL ADMINISTRATION COMMITTEE Finance, Information Technology, Environmental Services and Human Resources Meeting Date: May 13, 2026 Time: 5:00 p.m. COMMITTEE MEMBERS (14) OTHERS STAFF ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 - 5:00 PM Headquarters - Board Room 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 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. SUBMIT A COMMENT: You may submit your comments and questions in writing in advance of, or during the meeting by using the eComment feature available online at: https://ocsd.legistar.com/Calendar.aspx or by sending them to OCSanClerk@ocsan.gov with the subject line "PUBLIC COMMENT ITEM # [insert relevant item number]" or "PUBLIC COMMENT NON-AGENDA ITEM". 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. 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 View Current Board of Directors ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL AND DECLARATION OF QUORUM: Clerk of the Board PUBLIC COMMENTS: Your participation is always welcome. Specific information as to how to participate in a meeting is detailed in the Special Notice attached to this agenda. In general, OC San offers several ways in which to interact during meetings: you may participate in person, join the meeting live via Teams on your computer or similar device or web browser, join the meeting live via telephone, view the meeting online, and/or submit comments for consideration before or during the meeting. REPORTS: The Committee Chairperson and the General Manager may present verbal reports on miscellaneous matters of general interest to the Directors. These reports are for information only and require no action by the Directors. CONSENT CALENDAR: Consent Calendar Items are considered to be routine and will be enacted, by the Committee, after one motion, without discussion. Any items withdrawn from the Consent Calendar for separate discussion will be considered in the regular order of business. 1.2026-4732APPROVAL OF MINUTES RECOMMENDATION: Approve minutes of the Regular meeting of the Administration Committee held April 8, 2026. Originator:Kelly Lore Attachments: 2.2026-4749CONSOLIDATED FINANCIAL REPORT FOR THE THIRD QUARTER ENDED MARCH 31, 2026 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Orange County Sanitation District Third Quarter Financial Report for the period ended March 31, 2026. Originator:Wally Ritchie Page 2 of 7 ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 Agenda Report FY 2025-26 Third Quarter Financial Report Attachments: 3.2026-4750TREASURER’S REPORT FOR THE THIRD QUARTER ENDED MARCH 31, 2026 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Orange County Sanitation District Third Quarter Treasurer’s Report for the period ended March 31, 2026. Originator:Wally Ritchie Attachments: 4.2026-4861PROJECT MANAGEMENT ON WEB MAINTENANCE AND SUPPORT RENEWAL RECOMMENDATION: Recommend to the Board of Directors to: A. Approve a three-year Sole Source Purchase Order Contract with PMWeb Inc. for maintenance and support of Project Management on Web (PMWeb) application, for a total amount not to exceed $468,600; and B. Approve a contingency of $46,860 (10%). Originator:Wally Ritchie Attachments: 5.2026-4882CAPITAL FACILITY CAPACITY CHARGE SUPPORT SERVICES, SPECIFICATION NO. CS-2026-717BD RECOMMENDATION: A. Approve a Professional Consultant Services Agreement to CityTech Solutions, Inc. to perform Capital Facility Capacity Charge (CFCC) Support Services, Specification No. CS-2026-717BD, for a total amount not to exceed $178,970; and B. Approve a contingency of $17,897 (10%). Originator:Wally Ritchie Attachments: Page 3 of 7 ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 6.2026-4887PUBLIC AFFAIRS UPDATE FOR THE MONTH OF APRIL 2026 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the month of April 2026. Originator:Jennifer Cabral Attachments: 7.2026-4894LIQUID CHROMATOGRAPH-TRIPLE QUADRUPOLE MASS SPECTROMETER (LC-MS/MS) RECOMMENDATION: Recommend to the Board of Directors to: Approve a Sole Source Purchase Order to Agilent Technologies for the purchase of a replacement Liquid Chromatograph-Triple Quadrupole Mass Spectrometer (LC-MS/MS) System for a total amount not to exceed $453,000. Originator:Lan Wiborg Attachments: 8.2026-4895GENERAL MANAGER APPROVED PURCHASES AND ADDITIONS TO THE PRE-APPROVED OEM SOLE SOURCE LIST RECOMMENDATION: 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 January 1, 2026, to March 31, 2026; and B. Approve the following additions to the pre-approved Original Equipment Manufacturers (OEM) Sole Source List: ·FLIR Systems - Infrared Cameras ·SIPCO Mechanical Linkage Solutions - Clarifier Gearboxes ·SUEZ WTS/Veolia WTS/Infilco Degremont - Bar Screen Repair Parts ·VOYA Financial - 401(A) Retirement Plan Originator:Wally Ritchie Attachments: Page 4 of 7 ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 NON-CONSENT: 9.2026-4876LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF APRIL 2026 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the month of April 2026. Originator:Jennifer Cabral Attachments: 10.2026-4875PROPOSED OUTREACH STRATEGY FOR ANTICIPATED RATE PLAN ADJUSTMENTS RECOMMENDATION: Recommend to the Board of Directors to: Approve the proposed Outreach Strategy for the anticipated rate plan adjustments. Originator:Jennifer Cabral Attachments: 11.2026-4893PUBLIC AFFAIRS PROPOSED STRATEGIC PLAN FOR FISCAL YEARS 2026-2028 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Proposed Strategic Plan for Fiscal Years 2026-2028. Originator:Jennifer Cabral Attachments: 12.2026-4862JANITORIAL & FLOOR MAINTENANCE SERVICES, SPECIFICATION NO. S-2024-646BD RECOMMENDATION: Recommend to the Board of Directors to: Page 5 of 7 ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 A. Approve a one-time contingency increase of $63,697 (4.6%) to the General Services Contract with Gamboa Services Inc., DBA Corporate Image Maintenance, for Janitorial & Floor Maintenance Services at Headquarters and Plant Nos. 1 and 2, Specification No. S-2024-646BD, for the period April 1, 2026, through March 31, 2027, for a revised contingency amount not to exceed $203,859 (14.6%), resulting in a new annual contract amount of $1,605,482; and B. Approve an annual contingency not to exceed 20% for all remaining renewal periods and tie each to General Prevailing Wage Determination made by the Director of Industrial Relations, pursuant to California Public Utilities Code Sections 465, 466, and 467. Originator:Lorenzo Tyner Attachments: 13.2026-4881INTERNAL AUDIT UPDATE RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Succession Planning and Supply Chain and Vendor Management Audit Reports prepared by Macias, Gini & O'Connell LLP. Originator:Wally Ritchie Attachments: INFORMATION ITEMS: 14.2026-4672INSURANCE UPDATE RECOMMENDATION: Information Item. Originator:Wally Ritchie Attachments: 15.2026-4899FY 2026-27 AND 2027-28 CAPITAL IMPROVEMENT PROGRAM BUDGET EXPENDITURES RECOMMENDATION: Information Item. Page 6 of 7 ADMINISTRATION COMMITTEE Regular Meeting Agenda Wednesday, May 13, 2026 Originator:Mike Dorman Attachments: 16.2026-4900ENGINEERING CONTRACTS RECOMMENDATION: Information Item. Originator:Mike Dorman Attachments: DEPARTMENT HEAD REPORTS: CLOSED SESSION: None. 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 meeting until the Regular Meeting of the Administration Committee on June 10, 2026 at 5:00 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 May 7, 2026 Page 7 of 7 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4732 Agenda Date:5/13/2026 Agenda Item No:1. FROM:Robert Thompson, General Manager Originator: Kelly A. Lore, Clerk of the Board SUBJECT: APPROVAL OF MINUTES GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve minutes of the Regular meeting of the Administration Committee held April 8, 2026. 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 26-02 ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·April 8, 2026 Administration Committee meeting minutes Orange County Sanitation District Printed on 4/30/2026Page 1 of 1 powered by Legistar™ Orange County Sanitation District Minutes for the ADMINISTRATION COMMITTEE Wednesday, April 8, 2026 5:00 PM Headquarters - Board Room 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, April 8, 2026 at 5:00 p.m. in the Orange County Sanitation District Headquarters. Chair Marick led the Pledge of Allegiance. ROLL CALL AND DECLARATION OF QUORUM: Assistant Clerk of the Board Tania Moore declared a quorum present as follows: PRESENT:Debbie Baker, Ted Bui, Jon Dumitru, Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda, Andrew Nguyen, Jamie Valencia, Chad Wanke and Jordan Wu ABSENT:Ryan Gallagher, David Shawver and Erik Weigand STAFF PRESENT: Rob Thompson, General Manager; Lorenzo Tyner, Assistant General Manager; Jennifer Cabral, Director of Communications; Mike Dorman, Director of Engineering; Wally Ritchie, Director of Finance; Lan Wiborg, Director of Environmental Services; Tania Moore, Assistant Clerk of the Board; Mo Abdiodun; Mortimer Caparas; Jackie Castro; Thys DeVries; Al Garcia; David Haug; Mark Kawamoto; Rebecca Long; Rob Michaels; Jonathon Powell; Thomas Vu; Kevin Work; Sammady Yi; and Ruth Zintzun were present in the Board Room. OTHERS PRESENT: Scott Smith, General Counsel was present in the Board Room. Alternate Director Art Perry, Costa Mesa Sanitary District, Cori Takkinen, Townsend Public Affairs, and Peter Whittingham, Whittingham Public Affairs Advisors, were present virtually. PUBLIC COMMENTS: None. REPORTS: Chair Marick did not provide a report. General Manager Rob Thompson reported that he was notified by the County of Orange that the WISE agreement that was brought before the Committee and the Board for approval in March was the incorrect agreement and a new agreement would be brought back to the Steering Committee for consideration this month. Page 1 of 6 ADMINISTRATION COMMITTEE Minutes April 8, 2026 CONSENT CALENDAR: 1.APPROVAL OF MINUTES 2026-4731 Originator: Kelly Lore MOVED, SECONDED, AND DULY CARRIED TO: Approve minutes of the Regular meeting of the Administration Committee held March 11, 2026. AYES:Debbie Baker, Ted Bui, Jon Dumitru, Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda, Andrew Nguyen, Jamie Valencia, Chad Wanke and Jordan Wu NOES:None ABSENT:Ryan Gallagher, David Shawver and Erik Weigand ABSTENTIONS:None 2.NINTEX WORKFLOW CLOUD SUBSCRIPTION RENEWAL 2026-4839 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: A. Approve a Purchase Order Contract for one year with Konica Minolta Business Solutions to renew Orange County Sanitation District’s subscription for Nintex Workflow Cloud utilizing Sourcewell State Contract No. 060624-KON for a total amount not to exceed $158,664; and B. Approve a contingency of $15,866 (10%). AYES:Debbie Baker, Ted Bui, Jon Dumitru, Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda, Andrew Nguyen, Jamie Valencia, Chad Wanke and Jordan Wu NOES:None ABSENT:Ryan Gallagher, David Shawver and Erik Weigand ABSTENTIONS:None 3.PUBLIC AFFAIRS UPDATE FOR THE MONTH OF MARCH 2026 2026-4849 Originator: Jennifer Cabral Receive and file the Public Affairs Update for the month of March 2026. Page 2 of 6 ADMINISTRATION COMMITTEE Minutes April 8, 2026 AYES:Debbie Baker, Ted Bui, Jon Dumitru, Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda, Andrew Nguyen, Jamie Valencia, Chad Wanke and Jordan Wu NOES:None ABSENT:Ryan Gallagher, David Shawver and Erik Weigand ABSTENTIONS:None NON-CONSENT: 4.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF MARCH 2026 2026-4847 Originator: Jennifer Cabral Receive and file the Legislative Affairs Update for the month of March 2026. AYES:Debbie Baker, Ted Bui, Jon Dumitru, Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda, Andrew Nguyen, Jamie Valencia, Chad Wanke and Jordan Wu NOES:None ABSENT:Ryan Gallagher, David Shawver and Erik Weigand ABSTENTIONS:None Committee Vice Chair Jamie Valencia left the Board Room at 5:15 p.m. 5.FY 2025-26 BUDGET AMENDMENT 2026-4854 Originator: Wally Ritchie Page 3 of 6 ADMINISTRATION COMMITTEE Minutes April 8, 2026 Approve a budget increase of $68,000,000 for FY 2025-26, for a total budget as follows: FY 2025-26 Net Operating $260,365,399 Self-Insurance $ 6,745,565 Net Capital Improvement Program $317,959,620 Debt/COP Service $ 60,431,104 Intra-District Joint Equity Purchase/Sale (1) $ 3,500,000 Total $649,001,688 (1) Cash to/from Revenue Area 14 (RA14) in exchange for capital assets to/from Consolidated Revenue Area 15 (RA15) AYES:Debbie Baker, Ted Bui, Jon Dumitru, Melinda Liu, Christine Marick, Jose Medrano, Jordan Nefulda, Andrew Nguyen, Chad Wanke and Jordan Wu NOES:None ABSENT:Ryan Gallagher, David Shawver, Jamie Valencia and Erik Weigand ABSTENTIONS:None INFORMATION ITEMS: Vice Chair Valencia returned to the Board Room at 5:25 p.m. 6.FY 2026-27 AND 2027-28 OPERATING BUDGET EXPENDITURES 2026-4858 Originator: Wally Ritchie Information Item. 7.PRETREATMENT PROGRAM UPDATE 2026-4859 Originator: Lan Wiborg Page 4 of 6 ADMINISTRATION COMMITTEE Minutes April 8, 2026 regarding the Pretreatment Program Update. The presentation included an overview of the program background, industrial discharge to OC San, program components, protecting the collection and treatment systems, a chart illustrating the program's historical success, outlined regulatory drivers prompting updates, and highlighted upcoming program improvements. Additionally, the presentation covered updates to the enforcement response plan, efforts to modernize industrial user identification, and plans to expand industrial facility surveys. The presentation concluded with an overview of staffing and program growth. ITEM RECEIVED AS AN: Information Item. 8.UPDATE ON DEVELOPMENT OF THE ORANGE COUNTY SANITATION DISTRICT EASEMENT MANAGEMENT POLICY 2026-4860 Originator: Lorenzo Tyner Information Item. DEPARTMENT HEAD REPORTS: None. CLOSED SESSION: None. OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: None. BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. ADJOURNMENT: Chair Marick declared the meeting adjourned at 5:54 p.m. to the next Regular Administration Committee meeting to be held on Wednesday, May 13, 2026 at 5:00 p.m. Page 5 of 6 ADMINISTRATION COMMITTEE Minutes April 8, 2026 Submitted by: _____________________ Tania Moore, CMC Assistant Clerk of the Board Page 6 of 6 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4749 Agenda Date:5/13/2026 Agenda Item No:2. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: CONSOLIDATED FINANCIAL REPORT FOR THE THIRD QUARTER ENDED MARCH 31, 2026 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Orange County Sanitation District Third Quarter Financial Report for the period ended March 31, 2026. BACKGROUND Included in this consolidated report are the following quarterly financial reports for the period ended March 31, 2026: ·Third Quarter Budget Review The Budget Review Summary provides the Directors,staff,and general public with a comprehensive overview of the financial results of the Orange County Sanitation District (OC San) through the third quarter ended March 31, 2026. ·Third Quarter Certificates of Participation (COP) Report The report includes a summary of each outstanding debt issuance. RELEVANT STANDARDS ·Quarterly financial reporting ADDITIONAL INFORMATION 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: ·Third Quarter Financial Report for period ended March 31, 2026 Orange County Sanitation District Printed on 5/6/2026Page 1 of 1 powered by Legistar™ for the period ended March 31, 2026 THIRD QUARTERFINANCIAL REPORT Orange County Sanitation District Orange County, California Table of Contents Executive Summary ...................................................................................................................... 1 Budget Review Section 1 – Consolidated Financial Reports .......................................................................... 3 Section 2 – Operating Budget Review Chart of Cost per Million Gallons by Department ......................................................... 13 Chart of Collection, Treatment, & Disposal Expenses by Major Category ................... 13 Divisional Contributions to Cost Per Million Gallons .................................................... 14 Comparison of Expenses by Department ..................................................................... 15 Summary of Collection, Treatment, & Disposal Expenses by Major Category ............ 16 Summary of Revenues ................................................................................................. 17 Summary of Collection, Treatment, & Disposal Expenses by Line Item ................. 18-19 Summary of Collection, Treatment, & Disposal Expenses by Process ........................ 20 Chart of Staffing Trends ............................................................................................... 21 Section 3 – Capital Improvement Program Budget Review Chart of Capital Improvement Program By Process Area and Project Driver .............. 23 Summary of Capital Improvement Construction Requirements – Current Year ...... 24-27 Summary of Capital Improvement Construction Requirements – Project Life ........ 28-31 Section 4 – Capital Assets Schedule & Debt Service Budget Review Capital Assets Schedule .............................................................................................. 33 Debt Service Budget Review........................................................................................ 33 Section 5 – Self Insurance Budget Review General Liability and Property Fund Budget Review .................................................... 35 Workers’ Compensation Fund Budget Review ............................................................. 36 Certificates of Participation (COP) Report ............................................................................. 37-38 FY 2025-26 Third Quarter Financial Report This Page Intentionally Left Blank Executive Summary Consolidated Financial Reports For the Third Quarter Ended March 31, 2026 Included in this consolidated report are the following quarterly financial reports for the period ended March 31, 2026: Budget Review: The Consolidated Financial Reports Section 1 provides the Directors, staff, and the general public with a comprehensive overview of the financial results of the Orange County Sanitation District (OC San) through the third quarter ended March 31, 2026. Contained within the Budget Review Sections 2 through 5 is the budget-to-actual status of the Collection, Treatment and Disposal Operations, Capital Improvement Program, Debt Service, and Self-Insurance Program. Also included is a Capital Assets Schedule as of March 31, 2026. The chart below provides for a summary of these activities. Various detail information can be found in this report. Below is a descriptive summary of these activities through March 31, 2026: a) Most major expense categories are anticipated to approximate budget. b)Total revenues are at 65.2 percent of the $578.6 million budget. Except for Other Revenues, Intra District Sewer Use - IRWD, and Capital Facilities *excludes unbudgeted Series 2025A proceeds and debt refundings 1 FY 2025-26 Third Quarter Financial Report Capacity Charges, most revenue sources are currently tracking close to or exceeding the proportionate budget through March 31. Overall, total revenues are projected to approximate budget at year-end. More detailed information on revenues is provided on pages 5 through 7. c) Collection, Treatment and Disposal Costs: As indicated within the Consolidated Financial Reports Section of this report, the net operating requirements through the third quarter of $180.2 million is currently tracking at 73.1 percent of the $246.4 million budget. In addition, net operating expenses have increased $14.1 million or 8.5 percent in comparison with the same period last year. Overall, staff expects the total operating costs to approximate budget throughout the remainder of the year. More detailed information on operating expenses is provided on page 8. The total cost per million gallons is $3,377 based on flows of 195 million gallons per day. This is $272 per million gallons, or 7.4 percent less than the budgeted cost per million gallons per day. A further description of these costs and benchmarking with other agencies is contained on pages 9 through 10. d) The total projected capital outlay cash flow of the Capital Improvement Program (CIP) for FY 2025-26 has been revised to $327.0 million, or 128.6 percent of the board approved cash outlay of $254.3 million. The actual cash outlay spending through the third quarter is $220.9 million, or 86.9 percent of the total budgeted outlay. More detailed information on the CIP budget review can be found on page 11 and Section 3. Certificates of Participation (COP) Report The report includes a summary of each outstanding debt issuance. 2 Consolidated Financial Reports Third Quarter Financial Report March 31, 2026 The Financial Management Division is pleased to present the FY 2025-26 third quarter financial report. This report provides a comprehensive overview of the financial activities of the Orange County Sanitation District (OC San) and reports on the status of all capital projects in progress. A summary of the sections contained within this report is provided below. Operating Budget Review: This section reports on collection, treatment, and disposal net operating requirements. At March 31, 2026, 73.1 percent, or $180.2 million of the FY 2025-26 net operating budget of $246.4 million has been expended. Net operating expenses increased from the same period last year by $14.1 million, or 8.5 percent, mainly due to an increase of $7.6 million in Salaries and Benefits, $3.7 million in Repairs and Maintenance, $2.0 million in Professional Services, $1.5 million in Operating Materials and Supplies, $974,000 in Utilities, $506,000 in Other Operating Supplies, and $241,000 in Contractual Services, partially offset by an increase of $2.2 million in indirect costs allocated out to capital projects and a decrease of $398,000 in Training & Meetings. These and other variances that factor into this net increase in expenses are discussed in more detail below. Overall, staff expects the total operating costs to approximate budget through the remainder of the year. At March 31, 2026, 65.2 percent, or $377.3 million of the FY 2025-26 budgeted total revenues of $578.6 million has been recognized. Revenues increased from the same period last year by $10.1 million, or 2.8 percent, mainly due to an increase of $5.0 million in Property Taxes, $3.9 million in Intra District Sewer Use-IRWD, $3.6 million in Service Fees, $3.5 million in Permit Fees, $2.8 million in Capital Assessments-IRWD, $1.7 million in CIP Reimbursements, $1.7 million in Other Revenues, $1.4 million in Capital Facilities Capacity Charges, and $456,000 in Inter District Sewer Use-SAWPA & SBSD, partially offset by a decrease of $14.1 million in Interest Earnings. These and other variances that factor into this net increase in revenues are discussed in more detail below. Overall, staff expects the total revenues to be slightly above budget at the end of the fiscal year. Significant operating results as of March 31, 2026, include the following: Salaries, Wages and Benefits – Personnel costs of $97.6 million are on target at 74.6 percent of the budget through the third quarter of FY 2025-26. The budget is based on a five percent vacancy factor, and staffing is 24.75 full-time equivalents (FTEs), or 3.7 percent below the total 669.50 FTEs approved in the FY 2025-26 budget. Salary and benefit costs are $7.6 million, or 8.4 percent higher than the $90.0 million incurred in the same period last year, mainly due to an increase of $5.6 million in Salaries and Wages, $820,000 in Group Insurances, $732,000 in Employee Supplemental Benefits, and $381,000 in Retirement. Net operating personnel costs are expected to approximate budget throughout the remainder of the year. 3 FY 2025-26 Third Quarter Financial Report Administrative Expenses – Administrative Expenses totaled $1.6 million, or 56.8 percent of the $2.8 million budget through March 31. These costs are $64,000, or 4.2 percent higher at March 31 in comparison with the prior year, mainly due to an increase of $68,000 in Membership, $25,000 in Small Computer Items, and $11,000 in Office Supplies, partially offset by a decrease of $44,000 in Minor Furniture & Fixtures. It is anticipated that administrative costs will approximate budget at year-end. Printing and Publication Expenses – Printing and Publication Expenses totaled $158,000, or 40.4 percent of the $391,000 budget through March 31. These costs are $14,000, or 8.0 percent lower at March 31 in comparison with the prior year, mostly due to a decrease of $10,000 in Notices & Ads and $10,000 in Repro- In-House, partially offset by an increase of $4,000 in Printing-Outside. Printing and publication costs are expected to be below budget at year-end. Training and Meetings – Training and meetings of $950,000 is below target at 44.0 percent of the $2.2 million budget through March 31. This account is lower than the proportionate budget due to the timing and need for training throughout the year. Compared to the same period last year, costs have decreased by $398,000, or 29.5 percent. Total training and meeting costs are anticipated to approximate or be below budget at year-end. Operating Materials and Supplies – Operating materials and supplies of $24.4 million is on target at 75.2 percent of the $32.4 million budget through March 31.Operating Materials and Supplies is higher than the prior year by $1.5 million, or 6.7 percent, mostly due to an increase of $748,000 in Odor & Corrosion Control, $620,000 in Chemical Coagulants, $147,000 in Chemicals-Miscellaneous, $51,000 in Gasoline, Diesel & Oil, and $30,000 in Safety Equipment, partially offset by a decrease of $71,000 in Lab Chemicals & Supplies. Based on current processes, operating materials and supplies are anticipated to approximate budget at year-end. Contractual Services – Contractual services is on target at $16.7 million, or 70.2 percent of the $23.8 million budget through March 31. Solids Removal costs, budgeted at $14.2 million, comprise the majority of this expense category at $10.6 million, or 74.3 percent of its budget at March 31. Contractual Services is higher by $241,000, or 1.5 percent over the same period last year, mainly due to an increase of $492,000 in Oxygen, $182,000 in Solids Removal, $71,000 in Groundskeeping, and $49,000 in Security Services, partially offset by a decrease of $185,000 in Janitorial, $147,000 in Outside Lab Services, $134,000 in Temporary Services, and $91,000 in Other Contractual Services. County Service Fees totaled only $23,000, or 3.7 percent of the $619,000 budget through the third quarter, as the preponderance of these fees are billed by the County in the fourth quarter. Total contractual services costs are anticipated to approximate budget at year-end. Professional Services – Professional services costs totaled $7.5 million, or 66.2 percent of the $11.3 million budget through March 31. Professional services costs, such as Environmental Scientific Consulting, Advocacy Efforts, Industrial Hygiene Services, and Other Professional Services are proportionately low through 4 Consolidated Financial Reports March 31 due to a variety of factors such as timing of services and re-evaluation of need for services. These costs are $2.0 million, or 35.8 percent higher at March 31 in comparison with the prior year, mainly due to an increase of $1.4 million in Other Professional Services, primarily related to easement evaluations, $505,000 in Engineering, $196,000 in Software Program Consulting, and $74,000 in Audit & Accounting, partially offset by a decrease of $199,000 in Legal. It is anticipated that the costs for this category will approximate or be below budget at year- end. Research and Monitoring – Research and monitoring costs totaled $1.2 million, or 56.4 percent of the $2.2 million budget through March 31. These costs are $66,000, or 5.7 percent higher at March 31 in comparison with the prior year, due to an increase of $73,000 in Environmental Monitoring and $17,000 in Research, partially offset by a decrease of $23,000 in Air Quality Monitoring. Total research and monitoring costs are anticipated to approximate or be below budget at year-end. Repairs and Maintenance – Repairs and maintenance costs totaled $33.5 million, or 88.9 percent of the $37.6 million budget through March 31. These costs are $3.7 million, or 12.6 percent higher at March 31 in comparison with the prior year, due to an increase of $2.2 million in Service Maintenance Agreements and $1.5 million in Materials and Services. It is anticipated that the costs for this category will be above budget at year-end. Utilities – Utilities costs totaled $12.2 million, or 71.7 percent of the $17.0 million budget through March 31. These costs are $974,000, or 8.7 percent higher at March 31 in comparison with the prior year, mainly due to an increase of $1.0 million in Power and $33,000 in Water, partially offset by a decrease of $48,000 in Natural Gas. It is anticipated that the costs will approximate budget at year- end. Other Operating Supplies – Other operating supplies costs totaled $5.5 million, or 81.6 percent of the $6.7 million budget through March 31. Property and General Liability Insurance, budgeted at $3.9 million, comprise the majority of this expense category at $3.5 million. Overall, Other Operating Supplies is $506,000, or 10.2 percent higher at March 31 in comparison with the prior year, primarily due to an increase of $201,000 in Property and General Liability Insurance, $183,000 in Miscellaneous Operating Expense, $53,000 in Regulatory Operating Fees, $33,000 in Outside Equipment Rental, and $32,000 in Freight. It is anticipated that other operating supplies costs will approximate budget at year-end. Revenues – Service Fees and Property Taxes – Through March 31, revenues from Service Fees are at $216.6 million, or 60.0 percent of the $360.8 million budget and Property Taxes are at $89.3 million, or 72.2 percent of the $123.7 million budget. These items comprise the majority of OC San’s revenues and are mostly collected by the County through the property tax roll and distributed to OC San throughout the year based on a set distribution schedule that begins in November of each year. The increase of $3.6 million, or 1.7 percent in service fee revenue over the prior year is primarily due to the timing of receipts. The property tax 5 FY 2025-26 Third Quarter Financial Report revenue increase of $5.0 million, or 5.9 percent over the prior year is mainly a result of the timing of secured tax receipts and continued growth in assessed property values. These revenues are expected to be above budget at year-end. Revenues – Permit Fees – Permit Fees is at $14.8 million, or 89.0 percent of the $16.6 million budget. The revenues through the third quarter are higher than the same period last year by $3.5 million, or 31.1 percent, due to the fluctuation in the number of permittees from year to year as businesses establish or cease their operations and an increase in operation and maintenance charges based on flows received from these customers. Permit Fees revenues are expected to be above budget at year-end. Revenues – Inter District Sewer Use – SAWPA and SBSD – Inter District Sewer Use-SAWPA and SBSD is at $2.8 million, or 3044.4 percent of the $93,000 budget. The budgeted amount was inadvertently reduced from $3.0 million in the prior year. This revenue is derived from charges to the Santa Ana Watershed Protection Agency (SAWPA) and Sunset Beach Sanitary District (SBSD) for treatment of flows. The revenues through the third quarter are higher than the same period last year by $456,000, or 19.1 percent, due to an increase in operation and maintenance charges based on flows received from these agencies. These revenues are expected to be above budget at year-end. Revenues – Intra District Sewer Use – IRWD – Intra District Sewer Use-IRWD is at $5.4 million, or 48.5 percent of the $11.2 million budget. This revenue is derived from charges to the Irvine Ranch Water District (IRWD) for treatment of flows. The revenues through the third quarter are higher than the same period last year by $3.9 million, or 254.3 percent, due to an increase of $3.4 million in operating and maintenance charges to IRWD and a decrease of $515,000 and $22,000 allocated to IRWD for interest income and property tax revenues, respectively. These revenues are expected to be below budget at year-end. Revenues – Capital Assessments – IRWD – Capital Assessments-IRWD is at $7.2 million, or 76.0 percent of the $9.5 million budget. The revenues through the third quarter are higher than the same period last year by $2.8 million, or 61.4 percent, due to an increase in joint capital costs allocable to IRWD. These revenues are expected to be above budget at year-end. Revenues – Capital Facilities Capacity Charges (CFCC) – CFCC is at $11.0 million, or 50.9 percent of the $21.7 million budget. The revenues through the third quarter are higher than the same period last year by $1.4 million, or 15.0 percent, due to an increase in supplemental capacity charges based on an increase in baseline overages. These revenues are expected to be below budget at year- end. Revenues – Interest Earnings – Interest Earnings is at $24.0 million, or 90.6 percent of the $26.5 million budget. The revenues through the third quarter are lower than the same period last year by $14.1 million, or 37.0 percent, due to the lower rate of return experienced in the current year. The outcome is largely attributable to market volatility experienced in March 2026, which placed downward 6 Consolidated Financial Reports pressure on investment performance. It is estimated that interest earnings will be above budget at year-end. Revenues – CIP Reimbursements – CIP Reimbursements is at $2.9 million and does not have a budget. This revenue is $1.7 million or 147.7 percent higher than the same period last year due to current year reimbursement of $2.6 million from Orange County Transportation Authority for FE18-13 Redhill Relief Sewer Protection at State Route 55. Revenues – Wastehauler – Wastehauler is at $595,000 and does not have a budget. This revenue is derived from fees charged to wastehaulers, allowing them to dump waste into OC San’s system. The revenues through the third quarter are lower than the same period last year by $35,000, or 5.6 percent. Revenues – CNG Sales – CNG Sales is at $202,000 and does not have a budget. This revenue is derived from public sales at OC San’s Compressed Natural Gas (CNG) fueling station. The revenues through the third quarter are higher than the same period last year by $81,000, or 67.3 percent, due to an increase in compressed natural gas sales. Revenues – Rents & Leases – Rents & Leases is at $437,000 and does not have a budget. The revenues through the third quarter are higher than the same period last year by $114,000, or 35.4 percent. Revenues – Other – Other revenues are at $1.9 million, or 21.7 percent of the $8.6 million budget. These revenues are $1.7 million, or 765.0 percent higher than the same period last year, primarily due to a change in accounting treatment. In the current year, Build America Bonds (BAB) subsidy payments related to OC San’s Series 2010A and 2010C debt issuances are recognized as revenue in accordance with Governmental Accounting Standards Board (GASB) guidance, whereas in the prior year they were recorded as a reduction of interest expense. This reclassification increases reported revenues without impacting overall cash flows. These revenues are expected to be below budget at year-end. Revenues – Power Sales – Power Sales is at $16,000 and does not have a budget. The revenues through the third quarter are lower than the same period last year by $25,000, or 61.0 percent, due to a decrease in the buyback of surplus generated energy exported to Southern California Edison. Revenues – Other Sales – Other Sales is at $64,000 and does not have a budget. This revenue is generated from the sale of scrap items, such as obsolete vehicles, equipment, and supplies. The revenues through the third quarter are higher than the same period last year by $25,000, or 66.2 percent, primarily due to the sale of a sewer and jet rodder system. 7 FY 2025-26 Third Quarter Financial Report Comparison of Third Quarter Cost per Million Gallon Results with Budget Last Five Years As demonstrated in the preceding graph for the current and each of the last four fiscal years, the cost per million gallons at the end of the third quarter has been between 7.5 percent lower and 1.1 percent higher than the annual budget. The FY 2025-26 third quarter cost per million gallons of $3,377 is 7.5 percent lower when compared with this year’s budget. The increase in cost per million gallons of $88 from the previous year is primarily due to an increase in operating expenses, which are 8.5 percent higher than the same period last year, offset by an increase in flows, which are 5.6 percent higher than the same period last year. Staff believe that overall operating costs will be at or slightly below budget at year-end. The total cost per million gallons at March 31 is $3,377 based on flows of 195 million gallons per day. This is $272 per million gallons, or 7.4 percent less than the budgeted cost per million gallons of $3,649. The lower cost per million gallons is due to flows of 195 million gallons per day being 5.2 percent higher than the budgeted flow of 185 million gallons per day, which has an inverse relationship to the cost per unit of collection, treatment, and disposal, combined with net expenses being 2.5 percent lower than the proportionate budget through March 31. More detailed information on operating revenues, costs, and related information is provided within Section 2. $0 $1,000 $2,000 $3,000 $4,000 $5,000 21-22 22-23 23-24 24-25 25-26 $2 , 6 8 1 $2 , 9 7 9 $3 , 1 9 0 $3 , 4 4 6 $3 , 6 4 9 $2 , 7 1 1 $2 , 8 9 6 $3 , 0 0 6 $3 , 2 8 9 $3 , 3 7 7 Fiscal Year Budget Third Quarter 8 Consolidated Financial Reports Following are data tables showing the last five years of Single Family Residential User Fees (SFR) and the cost per million gallons (MG) to collect, treat, and dispose of wastewater for the Orange County Sanitation District and similar agencies. The agencies used in the tables were determined to be those that most closely resembled OC San in terms of services provided and treatment levels. The summaries demonstrate that OC San’s SFR and cost per MG are each one of the lowest in their respective groups. 2021 2022 2023 2024 2025 Agency SFR SFR SFR SFR SFR Notes San Francisco 1,270$ 1,270 1,337 1,409 1,484 Vallejo Sanitation/Flood Control District 747$ 769 885 1,018 1,223 City of Los Angeles 636$ 636 636 736 959 (1) City of San Diego 573$ 687 714 742 765 (2) Central Contra Costa Sanitary District 660$ 690 697 725 754 Union Sanitary District 524$ 530 570 612 636 East Bay MUD 457$ 475 515 559 606 City of Hayward 446$ 463 495 530 574 Dublin San Ramon Services District 486$ 496 495 516 530 Sacramento County 444$ 444 444 486 528 Irvine Ranch Water District 313$ 357 399 441 521 (3) Oro Loma Sanitary District 318$ 342 368 423 487 Orange County Sanitation District 343$ 347 358 371 384 City of Fresno 309$ 309 309 309 309 (4) Los Angeles County 226$ 226 217 234 234 (5) Notes: (1) - Data represents the average SFR rate using approximately 9 hundred cubic feet per month. (2) - Data represents the base sewer fee plus the average usage of 9 hundred cubic feet per month. (3) - Data represents the usage of 10 hundred cubic feet per unit. (4) - Data represents the minimum SFR rate not including flow. (5) - Data represents the average service charge rates for the current fiscal year. Benchmark Study Five-Year Single Family Residential Rate Rates as of July 9 FY 2025-26 Third Quarter Financial Report FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 Agency Svc.Trt. Cost/MG Cost/MG Cost/MG Cost/MG Cost/MG Notes Vallejo Sanitation/Flood Control District B 2 9,108 9,595 6,280 9,154 10,155 (1) Union Sanitary District B 2 5,569 5,623 6,822 7,871 7,743 San Francisco B 2 9,456 7,152 5,895 12,958 7,679 (2) Central Contra Costa Sanitary District B 3 6,513 6,353 7,043 5,854 7,126 Dublin San Ramon Services District B 3 3,570 3,406 3,889 3,528 7,098 (3) Sacramento County T 3 3,470 2,819 2,953 5,504 6,211 (4) City of San Diego B 3 4,219 4,263 4,450 5,213 6,082 East Bay MUD T 2 4,052 3,674 3,959 5,043 5,504 City of Los Angeles B 3 2,763 3,120 3,625 3,718 3,706 Los Angeles County B 3 2,338 2,786 3,081 3,152 3,548 Orange County Sanitation District B 2 2,428 2,255 2,961 3,054 3,416 City of Fresno B 3 2,100 2,235 2,454 2,725 2,848 Legend for Service Provided and Treatment Level: B - Agency operates both collection and treatment facilities T - Agency provides treatment services but not collection 2 - Secondary treatment 3 - Advanced secondary or secondary with some tertiary treatment Notes: (3) - FY24-25 included transfers out to other funds. Benchmark Study Five-Year Cost per MG (1) - In FY22-23, a decrease in treatment cost is reported in Agency's Annual Comprehensive Financial Report (ACFR). (2) - FY20-21 operating expense increased $29.9 million and average daily flow decreased 8.3 MG per day. FY23-24 operating expense increased $200.7 million and average daily flow decreased 5 MG per day. (4) - FY23-24 operating expense increased $160 million due to the merger of Sacramento Regional County Sanitation District and Sacramento Area Sewer District. 10 Consolidated Financial Reports Capital Outlay Review: As depicted by the preceding chart, Capital Outlays totaled $220.9 million, or 86.9 percent of the capital outlay cash flow budget for FY 2025-26 as of March 31, 2026. Costs are higher than the proportionate budget through the third quarter due to accelerated spending on certain projects and earlier-than-expected milestone completion driven by contractor performance. Examples as of March 31 include 5-67 Bay Bridge Pump Station Replacement, P2-128 TPAD Digester Facility at Plant No. 2, and 2-49 Taft Branch Capacity Improvements, which are over the proportionate budget by $10.7 million, $8.0 million, and $6.1 million, respectively. While overall project budgets remain unchanged, the timing of cash flows has shifted forward into the current fiscal year. Overall, the capital outlay costs of the capital improvement program are expected to approximate $327.0 million, or 128.6 percent of the capital outlay cash flow budget at year-end. More detailed information on the capital improvement program is provided within Section 3. Capital Assets Schedule and Debt Service Budget Review: Section 4 is the Capital Assets Schedule and Debt Service Section. This section shows the cost value of OC San’s capital facilities at March 31, 2026, as well as the debt service costs resulting from the need to provide funding for the construction of capital facilities. Principal payments on debt issues are due in February, during the third quarter of each fiscal year. Excluding payments on refunding debt from the Revenue Refunding $220.9M $327.0M $254.3M $0M $50M $100M $150M $200M $250M $300M $350M $400M Actual March 31, 2026 Projected FY2025-26 Cashflow Budget FY2025-26 FY2025-26 Capital Outlay Performance 11 FY 2025-26 Third Quarter Financial Report Certificates of Participation, Series 2025A, as of March 31, 2026, principal payments of $33.3 million, or 100.0 percent of the budget have been made. Interest costs are expensed ratably throughout the fiscal year and are expected to approximate budget at year-end. Self-Insurance Budget Review: Section 5 is the Self-Insurance Section. Through March 31, the Self-Insurance Fund revenues totaled $4.0 million, or 71.1 percent of the budget, while expenses are at $4.4 million, or 65.4 percent of the budget. Separate fund accounting is used for recording the revenue and expenses incurred in managing these liability claims. The revenues to these funds represent charges to operating divisions. Expenses to these funds include actual claims paid, claims administration, and excess loss policies. 12 Operating Budget Review $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $2,200 Ge n e r a l M a n a g e r ' s Ad m i n i s t r a t i v e S e r v i c e s Co m m u n i c a t i o n s Hu m a n R e s o u r c e s En v i o r n m e n t a l S e r v i c e s En g i n e e r i n g Op e r a t i o n s & M a i n t e n a n c e Cost per Million Gallons by Department Budget and Actual March 31, 2026 Budget Actual $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 $110,000 Sa l a r y & W a g e s Em p l o y e e B e n e f i t s Ad m i n i s t r a t i v e E x p e n s e s Pr i n t i n g & P u b l i c a t i o n Tr a i n i n g & M e e t i n g s Op e r a t i n g M a t e r i a l s & S u p p l i e s Co n t r a c t u a l S e r v i c e s Pr o f e s s i o n a l S e r v i c e s Re s e a r c h & M o n i t o r i n g Re p a i r s & M a i n t e n a n c e Ut i l i t i e s Ot h e r M a t e r i a l s , S u p p l i e s , & S v c s Collection, Treatment, & Disposal Expenses by Major Category Budget and Actual (in thousands) March 31, 2026 Budget Actual 13 Divisional Contributions to Cost Per Million Gallons For the Nine Months Ended March 31, 2026 2025-26 03/31/24 03/31/25 Annual 03/31/26 Actual Actual Budget Actual Flow in Million Gallons 52,709.42 50,506.44 67,525.00 53,341.05 Flow in Million Gallons per Da 191.67 184.33 185.00 194.67 General Manager's Department General Management Administration 42.57$ 39.98$ 39.83$ 38.98$ Subtotal 42.57 39.98 39.83 38.98 Administrative Services Department Administrative Services 7.19 5.94 18.88 13.69 Consolidated Services 125.89 203.02 209.49 174.61 Financial Management 69.41 71.55 71.53 71.14 Contracts, Purchasing, & Materials Mgmt.65.19 80.33 83.16 76.18 Information Technology 219.78 234.37 265.45 252.97 Civil Facilities Maintenance -77.28 124.86 139.52 Fleet Services 36.30 12.16 39.97 33.07 Subtotal 523.76 684.65 813.34 761.18 Communications Department Communications Administration -5.75 5.74 7.23 Board Services 15.66 19.24 20.43 17.19 Public Affairs 19.71 24.97 33.18 26.95 Subtotal 35.37 49.96 59.35 51.37 Human Resources Department Human Resources Administration -5.74 19.01 16.91 Human Resources 61.46 55.32 54.94 51.13 Risk Management 60.53 44.66 54.67 53.70 Subtotal 121.99 105.72 128.62 121.74 Environmental Services Department Environmental Services Administration 72.74 29.75 26.58 31.60 Resource Protection 84.26 97.44 113.65 91.54 Environmental Laboratory & Ocean Monitoring 141.46 156.08 181.97 163.49 Environmental Compliance -58.84 71.88 58.78 Subtotal 298.46 342.11 394.08 345.41 Engineering Department Engineering Administration 9.25 9.28 10.10 10.47 Planning 58.53 66.93 76.30 70.38 Project Management Office 65.15 72.43 73.87 71.76 Design 98.89 116.95 126.95 114.12 Construction Management 116.49 134.05 147.35 136.97 Subtotal 348.31 399.64 434.57 403.70 Operations & Maintenance Department Operations & Maintenance Administration 5.03 6.10 13.77 7.14 Collections Facilities O & M 237.98 233.91 292.15 259.88 Maintenance Support Services -22.89 109.64 106.65 Plant No. 1 Operations 591.94 606.82 658.62 621.16 Plant No. 2 Operations 313.76 341.16 351.75 336.08 Plant No. 1 Maintenance 434.67 530.56 359.77 392.44 Plant No. 2 Maintenance 326.06 300.26 324.08 327.92 Subtotal 1,909.44 2,041.70 2,109.78 2,051.27 Total Operating Expenses 3,279.90 3,663.76 3,979.57 3,773.65 Cost Allocation (274.35) (375.19) (330.57) (396.20) Net Operating Requirements 3,005.55$ 3,288.57$ 3,649.00$ 3,377.45$ FY 2025-26 Third Quarter Financial Report 14 Comparison of Expenses by Departmen For the Nine Months Ended March 31, 202 2025-26 03/31/24 03/31/25 ear to Date Budget % Department and Division Actual Actual Budget 03/31/26 Realized General Manager's Department General Management Administration 2,244,056$ 2,019,354$ 2,689,236$ 2,079,207$ 77.32% Subtotal 2,244,056 2,019,354 2,689,236 2,079,207 77.32% Administrative Services Department Administrative Services 378,924 300,121 1,275,202 730,052 57.25% Consolidated Services 6,635,468 10,253,763 14,145,939 9,313,742 65.84% Financial Management 3,658,477 3,613,516 4,830,289 3,794,833 78.56% Contracts, Purchasing, & Materials Mgmt.3,436,209 4,056,995 5,615,571 4,063,678 72.36% Information Technology 11,584,670 11,837,409 17,924,562 13,493,935 75.28% Civil Facilities Maintenance - 3,903,048 8,431,328 7,442,272 88.27% Fleet Services 1,913,349 614,285 2,699,104 1,764,175 65.36% Subtotal 27,607,097 34,579,137 54,921,995 40,602,687 73.93% Communications Department Communications Administration - 290,368 387,671 385,434 99.42% Board Services 825,504 971,607 1,379,231 917,183 66.50% Public Affairs 1,038,699 1,260,967 2,240,654 1,437,469 64.15% Subtotal 1,864,203 2,522,942 4,007,556 2,740,086 68.37% Human Resources Department Human Resources Administration - 290,021 1,283,536 901,890 70.27% Human Resources 3,239,303 2,794,249 3,710,053 2,727,184 73.51% Risk Management 3,190,496 2,255,779 3,691,274 2,864,635 77.61% Subtotal 6,429,799 5,340,049 8,684,863 6,493,709 74.77% Environmental Services Department Environmental Services Administration 3,834,244 1,502,454 1,794,897 1,685,807 93.92% Resource Protection 4,441,552 4,921,240 7,674,199 4,882,893 63.63% Environmental Laboratory & Ocean Monitoring 7,456,394 7,882,815 12,287,567 8,720,909 70.97% Environmental Compliance - 2,972,033 4,853,940 3,135,342 64.59% Subtotal 15,732,190 17,278,542 26,610,603 18,424,951 69.24% Engineering Department Engineering Administration 487,586 468,501 681,790 558,264 81.88% Planning 3,085,232 3,380,582 5,152,196 3,754,261 72.87% Project Management Office 3,433,818 3,658,358 4,988,108 3,827,789 76.74% Design 5,212,329 5,906,823 8,572,337 6,087,500 71.01% Construction Management 6,139,889 6,770,291 9,949,717 7,305,915 73.43% Subtotal 18,358,854 20,184,555 29,344,148 21,533,729 73.38% Operations & Maintenance Department Operations & Maintenance Administration 264,962 308,079 929,687 380,696 40.95% Collections Facilities O & M 12,543,746 11,813,858 19,727,503 13,862,085 70.27% Maintenance Support Services - 1,156,252 7,403,500 5,688,789 76.84% Plant No. 1 Operations 31,201,038 30,648,425 44,473,199 33,133,160 74.50% Plant No. 2 Operations 16,538,131 17,230,772 23,752,048 17,927,009 75.48% Plant No. 1 Maintenance 22,911,373 26,796,566 24,293,470 20,932,914 86.17% Plant No. 2 Maintenance 17,186,528 15,165,253 21,883,593 17,491,390 79.93% Subtotal 100,645,778 103,119,205 142,463,000 109,416,043 76.80% Total Operating Expenses 172,881,977 185,043,784 268,721,401 201,290,412 74.91% Cost Allocation (14,461,246) (18,949,654) (22,355,980) (21,133,560) 94.53% Net Operating Requirements 158,420,731$ 166,094,130$ 246,365,421$ 180,156,852$ 73.13% Operating Budget Review 15 Summary of Collection, Treatment, & Disposal Expenses by Major Categor For the Nine Months Ended March 31, 202 Expense Expense Increase Increase Percent Budget Through Through (Decrease) (Decrease)Budget Remaining 2025-26 03/31/26 03/31/25 $ % Realized Budget Salary & Wages 100,995,374$ 75,022,620 69,459,187 5,563,433$ 8.01% 74.28% 25,972,754$ Employee Benefits 29,903,247 22,569,553 20,574,917 1,994,636 9.69% 75.48% 7,333,694 Administrative Expenses 2,773,176 1,574,701 1,510,829 63,872 4.23% 56.78% 1,198,475 Printing & Publication 391,353 158,126 171,871 (13,745) -8.00% 40.40% 233,227 Training & Meetings 2,156,685 949,692 1,347,593 (397,901) -29.53% 44.03% 1,206,993 Operating Materials & Supplies 32,398,557 24,352,218 22,814,133 1,538,085 6.74% 75.16% 8,046,339 Contractual Services 23,848,656 16,738,506 16,497,419 241,087 1.46% 70.19% 7,110,150 Professional Services 11,302,938 7,483,983 5,511,680 1,972,303 35.78% 66.21% 3,818,955 Research & Monitoring 2,174,637 1,225,745 1,159,271 66,474 5.73% 56.37% 948,892 Repairs & Maintenance 37,649,113 33,475,292 29,735,987 3,739,305 12.58% 88.91% 4,173,821 Utilities 16,972,772 12,176,004 11,202,393 973,611 8.69% 71.74% 4,796,768 Other Materials, Supplies, and Services 8,154,893 5,563,972 5,058,504 505,468 9.99% 68.23% 2,590,921 Net Cost Allocation (22,355,980) (21,133,560) (18,949,654) (2,183,906) 11.52% 94.53% (1,222,420) Net Operating Requirements 246,365,421 180,156,852 166,094,130 14,062,722 8.47% 73.13% 66,208,569 Gallonage Flow (MG) 67,525.00 53,341.05 50,506.44 2,834.61 5.61% Gallonage Flow (MGD) 185.00 194.67 184.33 10.34 5.61% Gallonage Flow ($'s /MG) $3,649.00 $3,377.45 $3,288.57 $88.88 2.70% Description FY 2025-26 Third Quarter Financial Report 16 Revenue Percent Revenue Increase Increase Budge Through Budge Remaining Through (Decrease) (Decrease) Description 2025-26 03/31/26 Realized Budge 03/31/25 $ Service Fees 360,777,442$ 216,586,383$ 60.03% 144,191,059$ 212,987,892$ 3,598,491$ 1.69% Permit Fees 16,593,000 14,761,754 88.96% 1,831,246 11,257,104 3,504,650 31.13% Inter District Sewer Use-SAWPA & SBSD 93,250 2,838,855 3044.35% (2,745,605) 2,383,192 455,663 19.12% Intra District Sewer Use-IRWD 11,185,390 5,424,202 48.49% 5,761,188 1,530,919 3,893,283 254.31% Capital Assessments-IRWD 9,514,000 7,231,701 76.01% 2,282,299 4,480,077 2,751,624 61.42% Capital Facilities Capacity Charges 21,671,000 11,029,588 50.90% 10,641,412 9,592,039 1,437,549 14.99% Property Taxes 123,698,000 89,343,281 72.23% 34,354,719 84,347,088 4,996,193 5.92% Interest Earnings 26,474,000 23,970,955 90.55% 2,503,045 38,066,011 (14,095,056) -37.03% CIP Reimbursements - 2,918,025 N/A (2,918,025) 1,178,246 1,739,779 147.66% Wastehauler - 595,248 N/A (595,248) 630,597 (35,349) -5.61% Grant Revenue - 50,000 N/A (50,000) - 50,000 100.00% CNG Sales - 202,272 N/A (202,272) 120,923 81,349 67.27% Rents & Leases - 437,345 N/A (437,345) 322,980 114,365 35.41% Other Revenues 8,624,500 1,868,476 21.66% 6,756,024 216,012 1,652,464 764.99% Power Sales - 16,063 N/A (16,063) 41,132 (25,069) -60.95% Other Sales - 63,682 N/A (63,682) 38,308 25,374 66.24% Total Revenues 578,630,582$ 377,337,830$ 65.21% 201,292,752$ 367,192,520$ 10,145,310$ 2.76% Summary of Revenues For the Nine Months Ended March 31, 2026 Operating Budget Review 17 FY 2025-26 Third Quarter Financial Report Summary of Collection, Treatment, & Disposal Expenses by Line Item For the Nine Months Ended March 31, 2026 Expense Percent Expense Increase Budget Through Budget Remaining Through (Decrease) Description 2025-26 03/31/26 Expensed Budget 03/31/25 $ Salaries, Wages & Benefits Salaries & Wages 100,995,374$ 75,022,620$ 74.28% 25,972,754$ 69,459,187$ 5,563,433$ 8.01% Employee Benefits Retirement 13,562,118 9,351,732 68.95% 4,210,386 8,971,058 380,674 4.24% Group Insurances 13,127,996 10,206,258 77.74% 2,921,738 9,386,678 819,580 8.73% Tuition & Certification Reimb 86,076 72,067 83.72%14,009 63,619 8,448 13.28% Edu. degrees, Cert. & Lic.654,927 532,787 81.35% 122,140 498,363 34,424 6.91% Uniform Rental 455,365 236,558 51.95% 218,807 320,089 (83,531) -26.10% Workers' Compensation 955,263 593,591 62.14% 361,672 494,663 98,928 20.00% Unemployment Insurance 14,320 14,375 100.38%(55) 9,801 4,574 46.67% Employee Supplemental Benefits 1,047,182 1,562,185 149.18% (515,003) 830,646 731,539 88.07% Total Benefits 29,903,247 22,569,553 75.48% 7,333,694 20,574,917 1,994,636 9.69% Salaries, Wages & Benefits 130,898,621 97,592,173 74.56% 33,306,448 90,034,104 7,558,069 8.39% Matl, Supplies, & Service Administrative Expense Memberships 746,825 665,255 89.08%81,570 597,701 67,554 11.30% Office Exp - Supplies 73,688 57,339 77.81%16,349 46,637 10,702 22.95% Postage 63,750 34,833 54.64%28,917 38,309 (3,476) -9.07% Books & Publications 33,471 23,297 69.60%10,174 16,330 6,967 42.66% Forms 1,000 825 82.50%175 102 723 708.82% Small Computer Items 1,336,891 703,689 52.64% 633,202 678,626 25,063 3.69% Minor Furniture & Fixtures 517,551 89,463 17.29% 428,088 133,124 (43,661) -32.80% Subtotal 2,773,176 1,574,701 56.78% 1,198,475 1,510,829 63,872 4.23% Printing & Publication Repro-In-House 205,191 107,450 52.37%97,741 117,113 (9,663) -8.25% Printing-Outside 40,562 11,011 27.15%29,551 6,858 4,153 60.56% Notices & Ads 145,600 37,825 25.98% 107,775 47,900 (10,075) -21.03% Photo Processing - 1,840 N/(1,840) - 1,840 N/ Subtotal 391,353 158,126 40.40% 233,227 171,871 (13,745) -8.00% Training & Meetings Meetings 175,760 52,392 29.81% 123,368 96,111 (43,719) -45.49% Training 1,980,925 897,300 45.30% 1,083,625 1,251,482 (354,182) -28.30% Subtotal 2,156,685 949,692 44.03% 1,206,993 1,347,593 (397,901) -29.53% Operating Mat'ls & Supplies Chemical Coagulants 16,458,365 13,317,808 80.92% 3,140,557 12,697,906 619,902 4.88% Odor & Corrosion Control 10,538,161 7,262,743 68.92% 3,275,418 6,514,443 748,300 11.49% Disinfection 641,000 479,205 74.76% 161,795 460,924 18,281 3.97% Chemicals - Misc & Cogen 506,000 398,643 78.78% 107,357 251,891 146,752 58.26% Gasoline, Diesel & Oil 909,395 552,700 60.78% 356,695 502,004 50,696 10.10% Tools 767,750 710,811 92.58%56,939 701,550 9,261 1.32% Safety equipment/tools 1,030,432 738,805 71.70% 291,627 708,375 30,430 4.30% Solv, Paints & Jan. Supplies 136,768 115,409 84.38%21,359 108,735 6,674 6.14% Lab Chemicals & Supplies 928,435 595,524 64.14% 332,911 666,494 (70,970) -10.65% Misc. Operating Supplies 465,151 175,043 37.63% 290,108 191,688 (16,645) -8.68% Property Tax Fees 17,100 5,527 32.32%11,573 10,123 (4,596) -45.40% Subtotal 32,398,557 24,352,218 75.16% 8,046,339 22,814,133 1,538,085 6.74% Contractual Services Solids Removal 14,240,000 10,579,252 74.29% 3,660,748 10,397,538 181,714 1.75% Other Waste Disposal 1,405,989 919,631 65.41%486,358 907,584 12,047 1.33% Groundskeeping 239,589 202,210 84.40%37,379 131,314 70,896 53.99% Janitorial 1,401,623 1,120,663 79.95% 280,960 1,306,001 (185,338) -14.19% Outside Lab Services 534,000 195,649 36.64% 338,351 342,358 (146,709) -42.85% Oxygen 1,370,000 1,362,986 99.49%7,014 870,713 492,273 56.54% County Service Fee 618,500 22,965 3.71% 595,535 30,827 (7,862) -25.50% Temporary Services 505,000 77,571 15.36% 427,429 211,429 (133,858) -63.31% Security Services 2,611,455 1,706,005 65.33% 905,450 1,657,466 48,539 2.93% Other 922,500 551,574 59.79% 370,926 642,189 (90,615) -14.11% Subtotal 23,848,656 16,738,506 70.19% 7,110,150 16,497,419 241,087 1.46% (Continued) Increase (Decrease) % 18 Operating Budget Revie Summary of Collection, Treatment, & Disposal Expenses by Line Item For the Nine Months Ended March 31, 2026 Expense Expense Increase Increase Budget Through Remaining Through (Decrease) (Decrease) Description 2025-26 03/31/26 Expensed Budget 03/31/25 $% Continued: Professional Services Legal 2,532,500 1,837,773 72.57% 694,727 2,037,254 (199,481) -9.79% Audit & Accounting 232,000 229,197 98.79%2,803 155,550 73,647 47.35% Engineering 1,968,838 2,360,188 119.88% (391,350) 1,854,759 505,429 27.25% Enviro Scientific Consulting 1,035,000 123,614 11.94% 911,386 103,333 20,281 19.63% Software Prgm Consulting 1,057,700 633,532 59.90% 424,168 437,225 196,307 44.90% Energy Consulting 22,000 15,750 71.59%6,250 15,750 - 0.00% Advocacy Efforts 345,600 182,500 52.81% 163,100 199,000 (16,500) -8.29% Industrial Hygiene Services 100,000 50,301 50.30%49,699 43,006 7,295 16.96% Labor Negotiation Services 40,000 26,043 65.11%13,957 10,672 15,371 144.03% Other 3,969,300 2,025,085 51.02% 1,944,215 655,131 1,369,954 209.11% Subtotal 11,302,938 7,483,983 66.21% 3,818,955 5,511,680 1,972,303 35.78% Research & Monitoring Environmental Monitoring 1,270,000 487,006 38.35% 782,994 414,041 72,965 17.62% Air Quality Monitoring 300,000 159,102 53.03% 140,898 182,476 (23,374) -12.81% Research 604,637 579,637 95.87%25,000 562,754 16,883 3.00% Subtotal 2,174,637 1,225,745 56.37% 948,892 1,159,271 66,474 5.73% Repairs & Maintenance Materials & Services 26,687,410 25,482,204 95.48% 1,205,206 23,948,187 1,534,017 6.41% Svc. Mtc. Agreements 10,961,703 7,993,088 72.92% 2,968,615 5,787,800 2,205,288 38.10% Subtotal 37,649,113 33,475,292 88.91%4,173,821 29,735,987 3,739,305 12.58% Utilities Telephone 531,400 422,110 79.43% 109,290 415,591 6,519 1.57% Diesel For Generators 65,000 24,472 37.65%40,528 42,465 (17,993) -42.37% Natural Gas 3,267,000 2,047,202 62.66% 1,219,798 2,095,332 (48,130) -2.30% Power 11,822,446 8,679,593 73.42% 3,142,853 7,679,283 1,000,310 13.03% Water 1,286,926 1,002,627 77.91% 284,299 969,722 32,905 3.39% Subtotal 16,972,772 12,176,004 71.74% 4,796,768 11,202,393 973,611 8.69% Other Operating Supplies Outside Equip Rental 95,000 68,971 72.60%26,029 35,570 33,401 93.90% Insurance Premiums 53,000 54,010 101.91%(1,010) 51,415 2,595 5.05% Prop & Gen Liab Insurance 3,924,030 3,487,413 88.87% 436,617 3,286,485 200,928 6.11% Freight 214,200 180,015 84.04%34,185 147,541 32,474 22.01% Misc. Operating Expense 494,787 443,084 89.55%51,703 259,610 183,474 70.67% Regulatory Operating Fees 1,926,373 1,242,432 64.50% 683,941 1,189,273 53,159 4.47% Subtotal 6,707,390 5,475,925 81.64% 1,231,465 4,969,894 506,031 10.18% General Mgr Contingency & Reappropriations 1,309,753 - 0.00% 1,309,753 - - N/A Other Non-Oper Expense 137,750 88,047 63.92%49,703 88,610 (563) -0.64% Total Materials, Supplies & Services 137,822,780 103,698,239 75.24%34,124,541 95,009,680 8,688,559 9.14% Total Expenditures 268,721,401 201,290,412 74.91% 67,430,989 185,043,784 16,246,628 8.78% Cost Allocation (22,355,980) (21,133,560) 94.53% (1,222,420) (18,949,654) (2,183,906) 11.52% Net Operating Requirements 246,365,421$ 180,156,852$ 73.13% 66,208,569$ 166,094,130$ 14,062,722$ 8.47% Percent Budget 19 FY 2025-26 Third Quarter Financial Report Summary of Collection, Treatment, & Disposal Expenses by Process For the Nine Months Ended March 31, 2026 Increase Increase Actual Actual (Decrease) (Decrease) 03/31/26 03/31/25 $% Process: Preliminary Treatment 12,032,373$ 10,843,785$ 1,188,588$ 10.96% Primary Treatment 24,030,552 21,761,230 2,269,322 10.43% Secondary Treatment 10,632,804 11,507,975 (875,171) -7.60% Oxygen Generation Facility (Plant 2)2,535,354 1,655,782 879,572 53.12% Effluent Disposal 1,494,713 941,976 552,737 58.68% Solids Handling 48,511,101 45,472,055 3,039,046 6.68% Cogeneration 24,158,051 20,962,059 3,195,992 15.25% Utilities 4,517,511 3,920,812 596,699 15.22% Electrical Distribution 2,613,352 2,502,830 110,522 4.42% Miscellaneous Buildings 12,812,478 10,730,372 2,082,106 19.40% External Location 38,743 28,190 10,553 37.44% Nerissa Vessel 290,294 284,498 5,796 2.04% Laboratory 13,849,138 12,542,623 1,306,515 10.42% Collections 22,640,388 22,939,943 (299,555) -1.31% Net Operating Requirements 180,156,852$ 166,094,130$ 14,062,722$ 8.47% 20 Staffing Trends Full Time Equivalents (FTE) March 31, 2026 At March 31, 2026, the total head count was 667 employees, or a full time equivalency of 644.75. Operating Budget Review 0 100 200 300 400 500 600 700 6/30/22 6/30/23 6/30/24 6/30/25 3/31/26 594.5 583 623.25 634.25 644.75 44.5 64 31.75 29.25 24.75 639 647 655 663.5 669.5 Actual Vacant Bud etedFTE 21 FY 2025-26 Third Quarter Financial Report This Page Intentionally Left Blank 22 Capital Improvement Pro ram B Process Area and Pro ect Drive For the Nine Months Ended March 31, 2026 Capital Improvement Program Budget Review Total Capital Improvement Outlays by Project Driver - $220,896,472 Rehabilitation and Replacement: 71.6% Strategic Initiatives: 6.7% Additional Capacity: 20.0% Regulatory: 1.7% Total Capital Improvement Outlays by Process Area - $220,896,472 Collections Facilities: 32.7% Liquid Treatment: 27.1% Solids Handling & Digestion: 9.4% Utility Systems: 4.9% Support Facilities: 20.4% Other: 5.5% 23 FY 2025-26 Third Quarter Financial Report Summary of Capital Improvement Construction Requirements - Current Year For the Nine Months Ended March 31, 2026 2025-26 2025-26 2025-26 Cashflow Actual at Projected Budget 3/31/2026 Outlay Collection System Improvement Projects Collections Facilities Santa Ana Trunk Sewer Rehabilitation 4,555,304$ 2,166,118$ 2,705,600$ Greenville-Sullivan Trunk Improvements 58 - - Taft Branch Capacity Improvements 7,584,218 11,746,320 12,683,900 Yorba Linda Dosing Station Installation 219,002 108,207 126,800 Knott - Miller Holder - Artesia Branch Rehabilitation 406,090 475,433 587,500 Rehabilitation of Western Regional Sewers 5,750,397 7,658,492 10,876,100 Interstate 405 Widening Project Impacts on OC San Sewers 59,313 - - Seal Beach Pump Station Replacement 17,302,710 16,307,538 24,400,300 Bay Bridge Pump Station Replacement 6,574,488 15,590,405 32,322,500 Newport Beach Pump Station Pressurization Improvements 262,957 15,016 15,100 East Coast Highway Sewer Rehabilitation 445,720 39,941 48,100 Fairview Trunk Sewer Rehabilitation 661,935 354,789 354,800 MacArthur Pump Station Rehabilitation 147,342 116,036 168,300 Gisler Red-Hill Interceptor & Baker Force Main Rehabilitation 16,115,339 13,946,577 17,135,800 MacArthur Force Main Improvement 533,299 436,919 455,700 North Trunk Improvements 347,079 135,511 221,100 Edinger Pumping Station Replacement 1,261,043 985,840 985,900 Small Construction Projects Program - Collections 4,214,513 452,947 3,648,500 Planning Studies Program - Collections 58,256 - - Additional Charges to CIP Closed at 6/30/25 - 1,129,472 1,129,500 Subtotal - Collections Facilities 66,499,063 71,665,561 107,865,500 Revenue Area 14 Bay Bridge Pumping Station Rehabilitation (3.62%)246,936 585,570 1,214,100 Newport Beach Pump Station Pressurization Improve (0.27%) 712 41 100 Subtotal - Revenue Area 14 247,648 585,611 1,214,200 Total Collection System Improvement Projects 66,746,711 72,251,172 109,079,700 24 Summary of Capital Improvement Construction Requirements - Current Year For the Nine Months Ended March 31, 2026 2025-26 2025-26 2025-26 Cashflow Actual at Projected Budget 3/31/2026 Outlay Treatment & Disposal Projects Headworks Headworks Rehabilitation at Plant 1 24,184,260 23,121,201 31,113,800 Subtotal - Headworks 24,184,260 23,121,201 31,113,800 Primary Treatment Primary Sedimentation Basins 3-5 Replacement at Plant 1 4,199,476 3,572,782 4,224,800 Primary Sedimentation Basins 6-31 Reliability Improv at P1 356,049 132,988 167,700 Primary Treatment Rehabilitation at Plant 2 22,604,521 21,570,920 33,225,600 Subtotal - Primary Treatment 27,160,046 25,276,690 37,618,100 Secondary Treatment Activated Sludge-1 Aeration Basin & Blower Rehab at P1 5,580,737 3,218,694 3,673,900 Trickling Filter Rehab at P1 2,506,135 237,613 1,410,700 Activated Sludge Aeration Basin Rehabilitation at Plant 2 2,097,276 595,244 996,000 Subtotal - Secondary Treatment 10,184,148 4,051,551 6,080,600 Solids Handling & Digestion Deep Wll Biosolids Mana ement Facilit 310,315 115,895 199,000 Interim Food Waste Receiving Facility 129,531 1,668 59,900 TPAD Digester Facility at Plant 2 14,094,930 18,559,728 28,269,900 Digesters Rehabilitation at Plant No. 2 2,739,421 1,826,319 2,376,200 Truck Loadin Ba Odor Control Improvements at Plant 2 616,144 183,283 494,700 Subtotal - Solids Handling & Digestion 17,890,341 20,686,893 31,399,700 Ocean Outfall Systems Ocean Outfall System Rehabilitation 6,751,099 4,422,743 6,047,300 120-inch Ocean Outfall Rehabilitation 1,474,008 2,789,682 4,250,500 Sodium Bisulfite Station Rehabilitation at Plant 2 966,681 159,189 808,700 Emergency Overflow Pipes & Windwall Rehabilitation at P2 74,570 23,117 23,200 Subtotal - Ocean Outfall Systems 9,266,358 7,394,731 11,129,700 Capital Improvement Program Budget Revie 25 FY 2025-26 Third Quarter Financial Report Summary of Capital Improvement Construction Requirements - Current Year For the Nine Months Ended March 31, 2026 2025-26 2025-26 2025-26 Cashflow Actual at Projected Budget 3/31/2026 Outlay Treatment & Disposal Projects (Continued) Utility Systems Electrical Power Distribution System Improvements 3,515,299 1,808,240 2,732,500 Digester Gas Facilities Rehabilitation 5,683,443 3,426,055 3,776,400 Central Generation Engine Overhauls at Plants 1 and 2 10,065,452 3,420,513 9,431,300 Central Generation Facilities & OOBS Seismic Upgrades 86,185 18,531 18,600 Public Address System Replacement 175,010 34,905 89,600 Power Dist. Sys. & Bldg C Repl. At Plants 1 and 2 793,770 - - Uninterruptable Power Supply Improvements at Plant 1 1,578,239 1,635,565 1,718,300 Industrial Control S stem & IT Data Center Relocation at P1 795,665 361,204 361,300 Headworks Electrical Distribution Improvements at P2 575,150 224,169 748,900 Subtotal - Utility Systems 23,268,213 10,929,182 18,876,900 Information Management Systems Process Control Systems Upgrades 5,832,634 1,962,237 4,385,800 Project Management Information System 50,729 90,350 90,400 Process Control System Alarm Optimization 354,537 14,276 14,300 Information Technology Capital Program 1,491,743 474,441 496,900 Subtotal - Information Management Systems 7,729,643 2,541,304 4,987,400 Strategic & Master Planning Planning Studies Program 4,379,568 1,955,797 4,599,200 Subtotal - Strategic & Master Planning 4,379,568 1,955,797 4,599,200 Research Research Program 2,108,754 130,561 1,957,000 Subtotal - Research 2,108,754 130,561 1,957,000 26 Summary of Capital Improvement Construction Requirements - Current Year For the Nine Months Ended March 31, 2026 2025-26 2025-26 2025-26 Cashflow Actual at Projected Budget 3/31/2026 Outlay Treatment & Disposal Projects (Continued) Support Facilities Small Construction Projects Program 30,821,031 13,301,645 23,020,900 Operations & Maintenance Capital Program - 2,049,749 3,706,000 Laboratory Rehabilitation at Plant 1 1,325,327 574,104 1,143,600 CenGen Monitoring Sys. Improvements at Plants 1 & 2 186,276 35,624 124,500 Additional Warehouse Property 30,000,000 26,734,068 26,734,100 Headquarters Complex 179,707 246,752 378,800 Support Buildings Seismic Improvements at Plant 1 1,187,363 197,123 392,000 Administrative Facilities & Power Building 3A Demolition 415,812 496,113 595,200 Collections Yard Relocation 794,279 1,026,094 431,300 Operations and Maintenance Complex at Plant 2 1,246,216 412,955 413,000 Oxygen Gas Generation Facility at Plant No. 2 44,970 - - Waste Sidestream Pump Station A Improvements at Plant 2 261,611 - - Subtotal - Support Facilities 66,462,592 45,074,227 56,939,400 Others Capital Improvement Program Management Services 421,569 254,476 451,100 Subtotal - Others 421,569 254,476 451,100 Total Treatment and Disposal Projects 193,055,492 141,416,613 205,152,900 Capital Equipment Purchases 29,148,516 7,228,687 12,728,500 Total Collection, Treatment and Disposal Projects and Capital Equipment Purchases 288,950,719 220,896,472 326,961,100 Less: Savings and Deferrals (34,674,086) - - Net Collection, Treatment and Disposal Projects and Capital Equipment Purchases 254,276,633$ 220,896,472$ 326,961,100$ Capital Improvement Program Budget Review 27 FY 2025-26 Third Quarter Financial Report Summary of Capital Improvement Construction Requirements - Project Life For the Nine Months Ended March 31, 2026 Current Total Approved June 30, 2025 Year Projected Remaining Project Accumulated Projected Cost at Future Budget Cost Cost June 30, 2026 Budget Collection System Improvement Projects Collections Facilities Santa Ana Trunk Sewer Rehabilitation 65,400,000$ 4,862,799$ 2,705,600$ 7,568,399$ 57,831,601$ Greenville-Sullivan Trunk Improvements 2,161,000 2,146,879 - 2,146,879 14,121 Taft Branch Capacity Improvements 30,200,000 7,643,574 12,683,900 20,327,474 9,872,526 Yorba Linda Dosing Station Installation 21,700,000 96,973 126,800 223,773 21,476,227 Santa Ana Canyon South River Trunk Rehabilitation 23,802,000 -- - 23,802,000 Knott - Miller Holder - Artesia Branch Rehabilitation 19,700,000 906,009 587,500 1,493,509 18,206,491 Westminster Blvd Force Main Replacement 43,900,000 43,495,590 - 43,495,590 404,410 Rehabilitation of Western Regional Sewers 96,300,000 44,797,862 10,876,100 55,673,962 40,626,038 Interstate 405 Widening Project Impacts on OC San Sewers 500,000 301,861 - 301,861 198,139 Seal Beach Pump Station Replacement 132,500,000 27,794,006 24,400,300 52,194,306 80,305,694 Los Alamitos Sub-Trunk Extension 115,198,000 -- - 115,198,000 Crystal Cove Pump Station Rehabilitation 17,774,000 -- - 17,774,000 Bay Bridge Pump Station Replacement 165,773,600 40,795,030 32,322,500 73,117,530 92,656,070 Newport Beach Pump Station Pressurization Improvements 2,692,710 2,339,791 15,100 2,354,891 337,819 East Coast Highway Sewer Rehabilitation 19,422,000 - 48,100 48,100 19,373,900 Fairview Trunk Sewer Rehabilitation 25,000,000 1,486,074 354,800 1,840,874 23,159,126 MacArthur Pump Station Rehabilitation 16,200,000 66,762 168,300 235,062 15,964,938 Main Street Pump Station Rehabilitation 45,234,000 -- - 45,234,000 Gisler Red-Hill Interceptor & Baker Force Main Rehabilitation 55,500,000 35,709,523 17,135,800 52,845,323 2,654,677 MacArthur Force Main Improvement 6,400,000 5,943,957 455,700 6,399,657 343 North Trunk Improvements 33,800,000 219,460 221,100 440,560 33,359,440 Edinger Pumping Station Replacement 36,500,000 3,211,805 985,900 4,197,705 32,302,295 Slater Pump Station Rehabilitation 45,600,000 16,480 - 16,480 45,583,520 Bolsa Chica/Edinger/Springdale Trunk Sewer Rehab 9,274,000 -- - 9,274,000 Small Construction Projects Program - Collections 7,454,706 6,072,877 3,648,500 9,721,377 (2,266,671) Additional Charges to CIP Closed at 6/30/25 - 4,830,564 1,129,500 5,960,064 (5,960,064) Subtotal - Collections Facilities 1,037,986,016 232,737,876 107,865,500 340,603,376 697,382,640 Revenue Area 14: Bay Bridge Pumping Station Rehabilitation (3.62%)6,226,400 1,532,247 1,214,100 2,746,347 3,480,053 Newport Beach Pump Station Pressurization Improve (0.27%)7,290 6,335 100 6,435 855 Subtotal - Revenue Area 14 6,233,690 1,538,582 1,214,200 2,752,782 3,480,908 Total Collection System Improvement Projects 1,044,219,706 234,276,458 109,079,700 343,356,158 700,863,548 28 Summary of Capital Improvement Construction Requirements - Project Life For the Nine Months Ended March 31, 2026 Current Total Approved June 30, 2025 Year Projected Remaining Project Accumulated Projected Cost at Future Budget Cost Cost June 30, 2026 Budget Treatment & Disposal Projects Headworks Headworks Rehabilitation at Plant 1 340,000,000 214,467,909 31,113,800 245,581,709 94,418,291 Subtotal - Headworks 340,000,000 214,467,909 31,113,800 245,581,709 94,418,291 Primary Treatment Primary Sedimentation Basins 3-5 Replacement at Plant 1 201,000,000 12,337,790 4,224,800 16,562,590 184,437,410 Primary Sedimentation Basins 6-31 Reliability Improv at P1 12,100,000 11,211,284 167,700 11,378,984 721,016 Primary Treatment Rehabilitation at Plant 2 188,000,000 123,522,561 33,225,600 156,748,161 31,251,839 B/C-Side Primary Clarifiers Rehabilitation at Plant 2 305,928,000 - - - 305,928,000 Subtotal - Primary Treatment 707,028,000 147,071,635 37,618,100 184,689,735 522,338,265 Secondary Treatment Activated Sludge-1 Aeration Basin & Blower Rehab at P1 470,000,000 13,447,067 3,673,900 17,120,967 452,879,033 Trickling Filter Rehab at P1 42,000,000 652,831 1,410,700 2,063,531 39,936,469 Activated Sludge Aeration Basin Rehabilitation at Plant 2 65,600,000 2,207,788 996,000 3,203,788 62,396,212 Subtotal - Secondary Treatment 577,600,000 16,307,686 6,080,600 22,388,286 555,211,714 Solids Handling & Digestion Deep Wll Biosolids Management Facility 78,563,000 - 199,000 199,000 78,364,000 Interim Food Waste Receiving Facility 10,000,000 1,360,468 59,900 1,420,368 8,579,632 TPAD Digester Facility at Plant 2 588,000,000 42,548,299 28,269,900 70,818,199 517,181,801 Digesters Rehabilitation at Plant No. 2 51,200,000 6,667,319 2,376,200 9,043,519 42,156,481 Truck Loading Bay Odor Control Improvements at Plant 2 9,700,000 200,369 494,700 695,069 9,004,931 Subtotal - Solids Handling & Digestion 737,463,000 50,776,455 31,399,700 82,176,155 655,286,845 Ocean Outfall Systems Ocean Outfall System Rehabilitation 176,600,000 140,385,940 6,047,300 146,433,240 30,166,760 120-inch Ocean Outfall Rehabilitation 110,500,000 1,072,036 4,250,500 5,322,536 105,177,464 Sodium Bisulfite Station Rehabilitation at Plant 2 9,860,000 1,869,324 808,700 2,678,024 7,181,976 Emergency Overflow Pipes & Windwall Rehabilitation at P2 7,500,000 116,246 23,200 139,446 7,360,554 Subtotal - Ocean Outfall Systems 304,460,000 143,443,546 11,129,700 154,573,246 149,886,754 Capital Improvement Program Budget Review 29 FY 2025-26 Third Quarter Financial Report Summary of Capital Improvement Construction Requirements - Project Life For the Nine Months Ended March 31, 2026 Current Total Approved June 30, 2025 Year Projected Remaining Project Accumulated Projected Cost at Future Budget Cost Cost June 30, 2026 Budget Treatment & Disposal Projects (Continued) Utility Systems Electrical Power Distribution System Improvements 43,000,000 4,447,259 2,732,500 7,179,759 35,820,241 Digester Gas Facilities Rehabilitation 190,000,000 20,570,339 3,776,400 24,346,739 165,653,261 Central Generation Engine Overhauls at Plants 1 and 2 74,700,000 31,193,972 9,431,300 40,625,272 34,074,728 Central Generation Facilities & OOBS Seismic Upgrades 17,500,000 13,294 18,600 31,894 17,468,106 Public Address System Replacement 12,208,000 - 89,600 89,600 12,118,400 Power Dist. Sys. & Bldg C Repl. At Plants 1 and 2 54,934,000 - -- 54,934,000 Uninterruptable Power Supply Improvements at Plant 1 9,600,000 7,521,005 1,718,300 9,239,305 360,695 Industrial Control System & IT Data Center Relocation at P1 16,500,000 144,638 361,300 505,938 15,994,062 Headworks Electrical Distribution Improvements at P2 34,652,000 62,338 748,900 811,238 33,840,762 Subtotal - Utility Systems 453,094,000 63,952,845 18,876,900 82,829,745 370,264,255 Information Management Systems Process Control Systems Upgrades 32,500,000 15,293,826 4,385,800 19,679,626 12,820,374 Project Management Information System 2,280,000 1,750,149 90,400 1,840,549 439,451 Process Control System Alarm Optimization 6,439,000 14,741 14,300 29,041 6,409,959 Information Technology Capital Program 10,000,000 1,568,901 496,900 2,065,801 7,934,199 Subtotal - Information Management Systems 51,219,000 18,627,617 4,987,400 23,615,017 27,603,983 Strategic & Master Planning Planning Studies Program 25,000,000 2,932,147 4,599,200 7,531,347 17,468,653 Subtotal - Strategic & Master Planning 25,000,000 2,932,147 4,599,200 7,531,347 17,468,653 Water Management Projects GWRS Final Expansion Coordination 1,400,000 1,399,403 - 1,399,403 597 Subtotal - Water Management Projects 1,400,000 1,399,403 - 1,399,403 597 Research Research Program 10,000,000 4,406,131 1,957,000 6,363,131 3,636,869 Subtotal - Research 10,000,000 4,406,131 1,957,000 6,363,131 3,636,869 30 Summary of Capital Improvement Construction Requirements - Project Life For the Nine Months Ended March 31, 2026 Current Total Approved June 30, 2025 Year Projected Remaining Project Accumulated Projected Cost at Future Budget Cost Cost June 30, 2026 Budget Treatment & Disposal Projects (Continued) Support Facilities Small Construction Projects Program 117,545,294 32,399,337 23,020,900 55,420,237 62,125,057 Operations & Maintenance Capital Program - 1,848,876 3,706,000 5,554,876 (5,554,876) Laboratory Rehabilitation at Plant 1 129,300,000 128,038 1,143,600 1,271,638 128,028,362 CenGen Monitoring Sys. Improvements at Plants 1 & 2 17,121,000 - 124,500 124,500 16,996,500 Additional Warehouse Property 30,000,000 - 26,734,100 26,734,100 3,265,900 Headquarters Complex 171,000,000 169,559,456 378,800 169,938,256 1,061,744 South Perimeter Security & Utility Improvements at Plant 1 8,150,000 7,926,328 - 7,926,328 223,672 Support Buildings Seismic Improvements at Plant 1 30,500,000 2,478,436 392,000 2,870,436 27,629,564 Administrative Facilities & Power Building 3A Demolition 4,286,000 256,316 595,200 851,516 3,434,484 Collections Yard Relocation 9,400,000 8,214,743 431,300 8,646,043 753,957 Operations and Maintenance Complex at Plant 2 178,000,000 5,918,104 413,000 6,331,104 171,668,896 Oxygen Gas Generation Facility at Plant No. 2 20,319,000 - - - 20,319,000 Waste Sidestream Pump Station A Improvements at Plant 2 12,352,000 - - - 12,352,000 Subtotal - Support Facilities 727,973,294 228,729,634 56,939,400 285,669,034 442,304,260 Others Capital Improvement Program Management Services 2,000,000 1,198,915 451,100 1,650,015 349,985 Subtotal - Others 2,000,000 1,198,915 451,100 1,650,015 349,985 Total Treatment and Disposal Projects 3,937,237,294 893,313,923 205,152,900 1,098,466,823 2,838,770,471 Capital Equipment Purchases 29,148,516 - 12,728,500 12,728,500 16,420,016 Less: Savings and Deferrals (34,674,086) - - - (34,674,086) Total Collection, Treatment and Disposal Projects and Capital Equipment Purchases 4,975,931,430$ 1,127,590,381$ 326,961,100$ 1,454,551,481$ 3,521,379,949$ Capital Improvement Program Budget Review 31 FY 2025-26 Third Quarter Financial Report This Page Intentionally Left Blank 32 Capital Assets Schedule & Debt Service Budget Review For the Nine Months Ended March 31, 2026 Balance Year-to-Date Balance 07/01/25 Activit 03/31/26 CONSTRUCTION IN PROGRESS (CIP): Collection System 138,387,585$ 72,251,172$ 210,638,757$ Treatment Plant 691,274,999 148,645,300 839,920,299 Subtotal 829,662,584 220,896,472 1,050,559,056 PROPERTY, PLANT & EQUIPMENT (at cost): Land and Property Rights 85,653,170 - 85,653,170 Collection Lines and Pump Stations 1,044,394,341 - 1,044,394,341 Treatment Facilities 2,870,522,393 - 2,870,522,393 Effluent disposal facilities 96,161,634 - 96,161,634 Solids disposal facilities 3,329,893 - 3,329,893 General and administrative facilities 406,519,911 - 406,519,911 Lease right-to-use asset 109,897 - 109,897 Subscription right-to-use assets 4,589,111 - 4,589,111 Excess purchase price over book value on acquired assets 19,979,000 - 19,979,000 Subtotal 4,531,259,350 - 4,531,259,350 Total Property, Plant & Equipment & CIP 5,360,921,934$ 220,896,472$ 5,581,818,406$ 2025-26 Year-to-Date Remaining Budget Payments % of Budget Budget Principal Payments by Debt Issue: 2010A BABs -$ -$ --$ 2010C BABs - - -- 2016A COP 5,915,000 115,850,000 (1)1958.58%(109,935,000) 2017A COP - - -- 2021A COP 18,890,000 18,890,000 100.00%- 2022A COP - - -- 2024A COP 8,525,000 8,525,000 100.00%- 2025A COP - - -- Subtotal Principal Payments 33,330,000 143,265,000 429.84%(109,935,000) Interest Expense by Debt Issue: 2010A BABs 2,986,574 3,343,405 111.95%(356,831) 2010C BABs 971,230 1,087,305 111.95%(116,075) 2016A COP 5,475,800 1,942,355 35.47%3,533,445 2017A COP 3,290,750 2,468,150 75.00%822,600 2021A COP 3,835,250 2,719,050 70.90%1,116,200 2022A COP 4,081,000 3,060,800 75.00%1,020,200 2024A COP 6,460,500 4,774,300 73.90%1,686,200 2025A COP - 2,447,659 N/A (2,447,659) Subtotal Interest Expense 27,101,104 21,843,024 80.60%5,258,080 Total Debt Service 60,431,104$ 165,108,024$ 273.22%(104,676,920)$ Capital Assets Schedule & Debt Service Budget Review Capital Assets Schedule Debt Service Budget Review (1) - In November 2025, OC San refunded $109,935,000 of Series 2016A through the issuance of Series 2025A. Refer to the COP Report on pages 37-38 for additional details. 33 FY 2025-26 Third Quarter Financial Report This Page Intentionally Left Blank 34 General Liabilit and Propert Fund Bud et Review For the Nine Months Ended March 31, 2026 Actual Actual 2025-26 Through Through Budget 03/31/26 03/31/25 Revenues: In-Lieu Premiums 4,649,886$ 3,487,413$ 75.00% 1,162,473$ 3,286,485$ 200,928$ Service Department Allocations 25,000 (164,898) -659.59% 189,898 2,430 167,328 Total Revenues 4,674,886 3,322,515 71.07%1,352,371 3,288,915 33,600 Expenses: Benefits/Claims 400,000 - 0.00% 400,000 41,116 41,116 Professional Services 20,000 7,650 38.25% 12,350 6,493 1,157 Subtotal 420,000 7,650 1.82%412,350 47,609 39,959 Policy Premium Expense 4,899,565 3,407,437 69.55% 1,492,128 3,477,986 70,549 Total Ex enses 5,319,565 3,415,087 64.20%1,904,478 3,525,595 110,508 Excess Revenue (Expense)(644,679) (92,572) (552,107)$ (236,680) 144,108 Beginning Reserves 98,644,679 98,644,679 97,635,517 1,009,162 Ending Reserves 98,000,000$ 98,552,107$ 97,398,837$ 1,153,270$ 03/31/26 Budget (Decrease) Self Insurance Budget Review Percent of Budget Remaining Through 2025-26 Increase 35 FY 2025-26 Third Quarter Financial Report Workers' Compensation Fund Bud et Review For the Nine Months Ended March 31, 2026 Actual Actual 2025-26 Through Through Budget 03/31/26 03/31/26 03/31/25 Revenues: In-Lieu Premiums 791,455$ 593,591$ 75.00% 197,864$ 494,659$ 98,932$ Service Department Allocations 100,000 40,275 40.28% 59,725 47,628 (7,353) Total Revenues 891,455 633,866 71.10%257,589 542,287 91,579 Expenses: Benefits/Claims 600,000 121,906 20.32% 478,094 392,254 (270,348) Legal Services 250,000 470,733 188.29% (220,733) 194,733 276,000 Professional Services 100,000 86,861 86.86% 13,139 49,440 37,421 Subtotal 950,000 679,500 71.53%270,500 636,427 43,073 Policy Premium Expense 476,000 316,097 66.41% 159,903 275,985 40,112 Total Ex enses 1,426,000 995,597 69.82%430,403 912,412 83,185 Excess Revenue (Expense)(534,545) (361,731) (172,814)$ (370,125) 8,394 Beginning Reserves 2,534,545 2,534,545 2,364,483 170,062 Ending Reserves 2,000,000$ 2,172,814$ 1,994,358$ 178,456$ Budget (Decrease) Percent of Budget Remaining Through 2025-26 Increase 36 April 30, 2026 STAFF REPORT Certificates of Participation (COP) Report For the Period Ended March 31, 2026 Summary The Orange County Sanitation District (OC San) began issuing Certificates of Participation (COPs) in 1990. These COPs were a part of our long-term financing plan that included both variable interest rate and traditional fixed rate borrowing. There remains no variable interest rate COPs at OC San. Following are the current outstanding debt issues of OC San: In May 2010, OC San issued $80 million of fixed rate Build America Bonds (BABs), Series 2010A at a true interest cost of 3.68 percent for the issue. In December 2010, OC San issued $157 million of fixed rate BABs, Series 2010C at a true interest cost of 4.11 percent for the issue. In February 2017, OC San issued $66.37 million of fixed rate COPs, Series 2017A, refunding $91.885 million of the Series 2007A debt. The true interest cost for the issue is 2.55 percent. In July 2021, OC San issued $133.51 million of fixed rate COPs, Series 2021A, refunding $61.575 million of the Series 2011A fixed rate debt and $102.2 million of the Series 2018A fixed rate debt. The true interest cost for the issue is 1.06 percent. In February 2022, OC San issued $81.62 million of fixed rate COPs, Series 2022A, refunding $100.645 million of the Series 2012A fixed rate debt and $6.67 million of the Series 2012B fixed rate debt. The true interest cost for the issue is 1.59 percent. In May 2024, OC San issued $139.72 million of fixed rate COPs, Series 2024A, refunding $30.095 million of the Series 2014A fixed rate debt and $127.51 million of the Series 2015A fixed rate debt. The true interest cost for the issue is 2.72 percent. In November 2025, OC San issued $95.07 million of fixed rate COPs, Series 2025A, refunding $109.935 million of the Series 2016A fixed rate debt. The true interest cost for the issue is 2.66 percent. 37 COP Report For the Period Ended March 31, 2026 Page 2 of 2 Issue Description Outstanding COP Balance Annual Interest Rate Approx Annual Interest Original Principal Issue Date Final Maturity 2010A Fixed 80,000,000.00 3.68% 2,944,000.00 80,000,000.00 5/18/2010 2/1/2040 2010C Fixed 22,830,000.00 4.11% 938,313.00 157,000,000.00 12/8/2010 2/1/2032 2017A Fixed 65,815,000.00 2.55% 1,678,282.50 66,370,000.00 2/1/2017 2/1/2030 2021A Fixed 57,815,000.00 1.06% 612,839.00 133,510,000.00 7/29/2021 2/1/2036 2022A Fixed 81,620,000.00 1.59% 1,297,758.00 81,620,000.00 2/1/2022 2/1/2033 2024A Fixed 120,685,000.00 2.72% 3,282,632.00 139,720,000.00 5/7/2024 2/1/2037 2025A Fixed 95,070,000.00 2.66% 2,528,862.00 95,070,000.00 11/4/2025 2/1/2039 523,835,000.00 13,282,686.50 753,290,000.00 Weighted Avg Cost of Funds 2.54% 38 Orange County Sanitation District FINANCIAL MANAGEMENT DIVISION 18480 Bandilier CircleFountain Valley, California 92708-7011714.962.2411 | www.ocsan.gov 03/31/26 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4750 Agenda Date:5/13/2026 Agenda Item No:3. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: TREASURER’S REPORT FOR THE THIRD QUARTER ENDED MARCH 31, 2026 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Orange County Sanitation District Third Quarter Treasurer’s Report for the period ended March 31, 2026. BACKGROUND The Third Quarter Treasurer’s Report contains financial portfolio performance with respect to the Orange County Sanitation District’s (OC San)funds.The report also contains information on the U.S. and global economic outlook from OC San’s investment manager,Insight Investment and Section 115 Trust performance indicators.The Section 115 trust is administered by Public Agency Retirement Services,managed by PFM Asset Management and was established to prefund pension obligations. RELEVANT STANDARDS ·Quarterly financial reporting ADDITIONAL INFORMATION The Third Quarter Treasurer’s Report is being submitted in accordance with OC San’s Investment Policy that requires the report be submitted to the governing body following the end of each quarter. None of the portfolios are currently invested in reverse repurchase agreements.All investments are in compliance with the Investment Policy and the California Government Code.Sufficient funds are available for OC San to meet its operating expenditure requirements for the next six months. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Third Quarter Treasurer’s Report for the period ended March 31, 2026 Orange County Sanitation District Printed on 5/5/2026Page 1 of 1 powered by Legistar™ April 30, 2026 STAFF REPORT Treasurer’s Report For the Period Ended March 31, 2026 SUMMARY Section 18.0 of the Orange County Sanitation District's (OC San) Investment Policy includes quarterly reporting requirements for OC San's two investment portfolios. These two funds, the "Liquid Operating Monies," and the "Long-Term Operating Monies" are managed by Insight Investment (Insight), OC San’s external money manager. The ongoing monitoring of OC San's investment program by staff and Callan LLC (Callan), OC San's independent investment advisor, indicates that OC San’s investments are in compliance with OC San's adopted Investment Policy and the California Government Code, and that overall performance has tracked with benchmark indices. In addition, sufficient liquidity and anticipated revenues are available for OC San to meet budgeted expenditures for the next six months. OC San’s portfolios do not include any reverse repurchase agreements or derivative securities. ADDITIONAL INFORMATION Performance Reports The Quarterly Investment Report, prepared by Insight, and the Investment Measurement Service Quarterly Review, prepared by Callan, as of March 31, 2026, are attached for reference. The Liquid Operating portfolio, with an average maturity of 137 days, consists entirely of high quality fixed income investments consistent with OC San’s investment policy. Also included within the attachments are: • Performance results in comparison with the ICE BAML 3-month treasury bill index for the liquid operating portfolio; and the ICE BAML Corp./Govt. 1-5 Year Bond index for the long-term portfolio as identified in the investment policy. • A listing of individual securities held at the end of each reporting period. Treasurer’s Report For the Period Ended March 31, 2026 Page 2 of 4 • Cost and market values of the portfolios: Liquid Operating Long-Term Cost $84.0 M $638.6 M Market Value $84.1 M $643.9 M • Modified duration of the portfolio compared to the Benchmark. Liquid Operating Long-Term OC San Policy < 0.5 < 5.0 Benchmark 0.2 2.5 Portfolio 0.2 2.5 • The percent of the Liquid Operating Monies portfolio maturing within 90 days: 54.3% • Average portfolio credit quality: Liquid Operating – AA Long-Term – AA • Percent of portfolio with credit ratings below “A” by any rating agency and a description of such securities: Liquid Operating – Percent of portfolio – 0.00% Long-Term – Percent of portfolio – 0.00% • All investments are in compliance with the investment policy and the California Government Code, except for the following Lehman Brother holdings that OC San is pursuing collection through the bankruptcy court: Lehman Brothers Note-Defaulted $600,000 par value purchased 9/19/2008 Lehman Brothers Note-Defaulted $2,000,000 par value purchased 9/18/2008 Treasurer’s Report For the Period Ended March 31, 2026 Page 3 of 4 Portfolio Market Values 6/30/2025 9/30/2025 12/31/2025 3/31/2026 Long-Term ($) 640,894,886.64 635,116,746.23 641,686,524.98 643,876,015.12 Liquid Operating ($) 192,925,191.11 65,023,641.82 122,507,861.93 84,107,175.13 Total $833,820,077.75 $700,140,388.05 $764,194,386.91 $727,983,190.25 Orange County Sanitation District Account Balances as of March 31, 2026 Investment Accounts Balances March 31, 2026 Insight/U.S. Bank – Long-Term Portfolio Insight/U.S. Bank – Liquid Operating Portfolio State of California LAIF PARS Section 115 Trust - Moderate PARS Section 115 Trust - Balanced Banc of California – General Banc of California – Workers’ Compensation Banc of California – Property, Liability Claim, Exp U.S. Bank – Mount Langley U.S. Bank – Euclid BNY Mellon OCIP Reserve TOTAL Debt Service Reserves w/Trustees $643,876,015 84,107,175 42,050,605 5,275,475 2,826,402 18,431,527 100,000 50,000 340,207 173,531 250,000 $797,480,937 $215,192 Treasurer’s Report For the Period Ended March 31, 2026 Page 4 of 4 ATTACHMENTS 1. Insight Quarterly Review 2. Insight Quarterly Investment Report 3. Insight - U.S. Bank Investment Detail 4. Callan Investment Measurement Service Quarterly Review Report 5. Investment Transactions and Balances in LAIF 6. BNY Mellon Owner Controlled Insurance Program Escrow Account 7. PARS Section 115 Trust Account Report 8. PARS - U.S. Bank Investment Detail Insight Quarterly Review FOR INSTITUTIONAL INVESTORS ONLY. NOT TO BE DISTRIBUTED TO RETAIL CLIENTS. This strategy is offered by Insight North America LLC (INA) in the United States. INA is part of Insight Investment. Performance presented is that of Insight Investment and should not specifically be viewed as the performance of INA. Please refer to the important disclosures at the back of this document. MARCH 2026 ORANGE COUNTY SANITATION DISTRICT (OC SAN) QUARTERLY REVIEW Insight Investment ECONOMIC REVIEW & OUTLOOK The first quarter began with optimism that the US economy might experience an uptick in growth alongside gradually easing inflation, potentially paving the way for additional interest rate cuts. However, the combined US/Israeli attack on Iran and the potential escalation into a prolonged conflict abruptly shifted this outlook. The effective closure of the Strait of Hormuz significantly curtailed the supply of Middle Eastern oil, pushing oil and gas prices higher and prompting a reassessment of US economic growth and inflation prospects. The Federal Reserve kept its benchmark interest rate unchanged at 3.50%-3.75%, as anticipated, but market participants are now questioning whether the Fed might be compelled to raise rates if inflation accelerates and remains elevated for an extended period. The uncertainty surrounding the duration of the conflict and the persistence of elevated oil prices has become a central concern. The Fed’s issue is the concept of inflation expectations becoming unanchored, especially since inflation has been above target for nearly five years. Figure 1: Crude oil futures and breakeven inflation rate1 Economic data for the first quarter presented a mixed picture. Non-farm payrolls fluctuated, with strong job gains in January and March offsetting a notable decline in February. Inflation had moderated further, although March’s consumer price index rose sharply to 3.3% as a result of energy prices. GDP growth slowed considerably, expanding at an annualized rate of just 0.5% in the fourth quarter of 2025, down from 4.4% in the previous quarter. Consumer sentiment, as tracked by the University of Michigan index, initially improved but subsequently declined, returning to levels near the historic lows observed at the end of 2025. Ongoing concerns about the conflict with Iran—particularly its impact on gas prices and equity markets—continued to weigh on consumer confidence. 1 Intercontinental Exchange, Federal Reserve as of April 8, 2026. -5 -4 -3 -2 -1 0 1 2 3 4 5 -50 -30 -10 10 30 50 70 90 110 130 150 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026Crude oil (WTI) future (LHS) Insight Investment Figure 2: A -K-shape economy: Atlanta Fed median wage growth by wage level, 12-month moving average2 The ongoing conflict in the Middle East is primarily impacting the United States through its effect on energy prices. Rising inflation is already leading to higher yields, which could create significant challenges for US government funding and exacerbate fiscal difficulties. Many US policymakers, who had previously anticipated further rate cuts or a prolonged pause in monetary policy, may now be forced to consider raising official rates in response to persistent inflation. In addition, the heightened risks brought by the Middle East conflicts are causing US economic forecasts to become more uncertain. Our projections suggest US GDP growth will be 2.1% in 2026 and 1.9% in 2027, with inflation running at 2.9% this year and moderating to 2.5% next year. However, the potential for deviation from these forecasts remains high. Immediate inflationary pressures are likely to delay any rate cuts by the Federal Reserve, and the secondary effects on US growth are becoming increasingly pronounced—raising concerns about labor market weakness and the possibility of further policy action later in 2026. Given the elevated risks to US growth from higher oil and gas prices, we now expect the Federal Reserve to keep rates unchanged for the time being. Should economic conditions deteriorate, rate cuts may follow later in the year or in 2027. The Federal Reserve is generally better equipped to manage reductions in aggregate demand than supply-side shocks, so rate hikes may have limited impact on containing inflation. Much depends on the trajectory of US economic activity, especially as rising input costs challenge growth. We anticipate the Fed funds rate to be around 3.5% over the next 12 months, with 10-year and 30-year Treasury yields at approximately 4.05% and 4.70%, respectively. Volatility is expected, particularly as the US midterm elections approach, given the multitude of contributing factors. MARKET REVIEW & OUTLOOK Governments Treasuries experienced significant volatility throughout the quarter, with yields rising sharply in March as the conflict with Iran pushed energy prices higher. This surge in energy costs shifted market sentiment from expectations of falling inflation to concerns about a prolonged spike in price levels. Specifically, 10-year Treasury yields climbed by 15 basis points to 4.32%, reflecting increased uncertainty and heightened inflation risks. 2 Federal Reserve Bank of Atlanta, as of March 12, 2026. 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 2000 2001 2003 2004 2006 2007 2009 2011 2012 2014 2015 2017 2019 2020 2022 2023 2025 Lowest quartileThird quartile Insight Investment Figure 3: Comparative historical US Treasury yield curves3 Investment Grade Corporate Credit The conflict in the Middle East has significantly increased risks for both economic growth and inflation. Elevated energy prices are restraining growth while intensifying inflationary pressures. Consequently, government bond yields have risen, and credit spreads have widened, although they were historically tight to begin with. Despite these challenges, US corporate fundamentals remain solid, bolstered by strong balance sheets, and higher absolute yields continue to enhance the appeal of investment grade credit. The market is expected to see robust new issuance activity throughout the first half of 2026, largely fueled by mergers and acquisitions as well as increased capital expenditure related to AI advancements. If the situation in the Middle East de-escalates swiftly, the macroeconomic backdrop may strengthen, leading to tighter spreads and improved market sentiment. However, a prolonged conflict could further pressure corporate spreads due to the impact on central bank policy, reduced consumer spending, and weaker corporate earnings. From a supply perspective, primary markets are generally offering new issue concessions, which help to buffer broader spread volatility. Additionally, increased dispersion in the market emphasizes the importance of active management, careful security selection, and a focus on relative value. Structured credit / Secured finance Market technicals in the remain solid, with strong investor demand fueling primary issuance across core asset-backed securities sectors like auto loans and residential mortgage-backed securities. Although certain segments of private credit and lower-rated collateralized loan obligation (CLO) tranches have come under pressure, higher-quality securitized assets in the continue to be well supported, with spreads holding steady and valuations remaining appealing relative to cash. We see ongoing opportunities to add value in primary markets, particularly through new issue concessions that can offer compelling risk-adjusted returns. Our approach emphasizes senior, well-protected portions of the capital structure, prioritizing deals with robust underwriting, strong servicing, and structural safeguards to preserve cash flows in downside scenarios. This strategy is designed to help insulate portfolios from persistent macroeconomic, inflation, and geopolitical uncertainty, while enabling pursuit of attractive income and relative-value opportunities through 2026. Municipal bonds We maintain a broadly positive outlook for municipal bonds in 2026, highlighting that taxable municipal yields remain attractive compared to similarly rated corporate credit. Credit fundamentals across municipalities are solid, underpinned by strong reserves and healthy cash balances accumulated over recent years. As the economy is anticipated to slow, we prefer defensive sectors such as public power and water/sewer utilities due to their essential services and stable cash flows, while keeping an underweight position in state and local general obligation bonds because their yield premium over Treasuries is limited. We continue to exercise caution in the healthcare sector, given rising labor and equipment costs. After substantial curve steepening, we find the long end of the municipal curve attractive and favor barbell strategies—pairing short maturities to take advantage of potential Fed rate cuts with long maturities to lock in higher yields. Despite spreads being tight by historical measures, we believe they are supported by robust credit fundamentals and consistent investor demand. 3 Source: Bloomberg, as of December 31, 2025. 3.67 3.79 3.94 4.32 3.00 4.00 5.00 6.00 3 m 2 yr 5 yr 10 yr 03/31/26 12/31/25 03/31/25 Insight Investment LONG TERM PORTFOLIO The portfolio generated positive absolute and benchmark-relative returns during the first quarter, despite elevated market volatility. Two-year Treasury yields declined to 3.38% in February before reversing sharply, rising by over 60 basis points to test 4% by quarter- end. Unlike the inflation-driven rate selloff of 2022, the portfolio’s higher starting yield helped mitigate the negative impact of price declines. Entering 2026, portfolio strategy maintained a cautious posture toward both duration and credit risk. Ongoing geopolitical tensions involving Iran create a wide range of possible outcomes, including scenarios of higher inflation and weaker economic growth. Ending the quarter, portfolio duration relative to the passive benchmark is near neutral to account for inflation risks, while corporate credit exposure remains well below investment policy limits given growth uncertainties. Still, higher yields are attractive relative to cash investments, and we remain poised to add duration should geopolitical risks temper. This conservative positioning is expected to persist until the economic and market implications become clearer. In the interim, the portfolio will continue to emphasize liquidity through higher allocations to cash and Treasuries. Figure 4: Long Term Portfolio Performance (gross of investment management fees) Portfolio Benchmark 3 months 0.25 0.19 6 months 1.44 1.32 9 months 2.79 2.56 12 months 4.39 4.03 Since Inception (annualized)4 5.06 4.85 Figure 5: Long Term Portfolio Characteristics March 2026 December 2025 Final Maturity (years) 3.33 3.25 Effective Duration (years) 2.54 2.53 Purchase Yield 4.26 4.23 Market Yield 4.14 3.81 Credit Quality (S&P) AA AA Total Market Value ($, excludes accrued interest) 644,155,270 642,204,950 4 Performance inception date: February 29, 2024. Insight Investment LIQUID OPERATING PORTFOLIO OC San withdrew $75 million from the Liquid Operating portfolio during the quarter, comprising of withdrawals each month during the quarter. Updated projections are for a net contribution of $80 million in April, followed by seasonal outflows beginning as early as June. Future outflows may require redemption from the Long Term portfolio by July. Portfolio strategy continues to emphasize cash-matching investments to align with expected withdrawal dates. Recent market volatility has created significant opportunity for reinvesting in corporate securities. A re-steepening of the yield curve in the front-end also offers attractive pickups versus sweep rates. Additionally, and since the recent update to investment policy, ABS and CMBS investments with less than 1-year to maturity have been added to further enhance portfolio yield. Cash markets continue to function normally. The Federal Reserve ceased reducing the size of their portfolio holdings and committed to buying $40 billion in Treasury Bills per month at least through April. We expect the Fed to greatly reduce the size of this purchase program after April, which is when any liquidity stress from the April 15th tax due date will have abated. Figure 6: Performance (gross of investment management fees) Portfolio Benchmark 3 months 0.93 0.85 6 months 1.96 1.83 9 months 3.12 2.93 12 months 4.23 4.00 Since Inception (annualized)5 4.74 4.53 Figure 7: Liquid Operating Portfolio Characteristics March 2026 December 2025 Final Maturity (years) 0.38 0.15 Effective Duration (years) 0.24 0.11 Purchase Yield 3.83 3.81 Market Yield 3.82 3.72 Credit Quality (S&P) AA AA Total Market Value ($, excludes accrued interest) 64,107,088 122,513,813 5 Performance inception date: February 29, 2024. Insight Investment BROAD MARKET DATA Source: Bloomberg. As of March 31, 2026. Bond yields (10-year) End Q1 Quarterly change (bp) USA 4.32% +15 Germany 3.00% +15 Japan 2.35% +29 Australia 4.97% +23 UK 4.92% +44 Bond spreads (over govts) Bloomberg US Corporate Index 89bp +11 Bloomberg Euro Corporate Index 97bp +19 Bloomberg Sterling Corporate Index 99bp +16 Bloomberg US Corporate High Yield Index 317bp +51 Bloomberg Pan-European High Yield Index 332bp +67 Equities Quarterly change (%) S&P 500 6,529 -4.6% Stoxx Europe 600 583.1 -1.5% FTSE 100 10,176 +2.5% Nikkei 225 51,064 +1.4% S&P/ASX 200 8,482 -2.7% Hang Seng 24,788 -3.3% Currencies EUR/USD $1.155 -1.6% USD/JPY ¥158.7 +1.3% AUD/USD $0.690 +3.4% GBP/USD $1.323 -1.8% Commodities Oil price (Brent crude), $ per barrel 118.4 +94.5% Gold price, $ per oz. 4,668 +8.1% Copper price, $ per ton 12,257 -1.6% CRB Commodity Index 565 +4.7% Insight Investment 200 Park Avenue, 7th Floor New York, NY 10166 inquiries@insightinvestment.com company/insight-investment-north-america @InsightInvestUS www.insightinvestment.com Insight Investment IMPORTANT INFORMATION IMPORTANT DISCLOSURES This document has been prepared by Insight North America LLC (INA), a registered investment adviser under the Investment Advisers Act of 1940 and regulated by the US Securities and Exchange Commission. INA is part of ‘Insight’ or ‘Insight Investment’, the corporate brand for certain asset management companies operated by Insight Investment Management Limited including, among others, Insight Investment Management (Global) Limited, Insight Investment International Limited and Insight Investment Management (Europe) Limited (IIMEL). Opinions expressed herein are current opinions of Insight, and are subject to change without notice. Insight assumes no responsibility to update such information or to notify a client of any changes. Any outlooks, forecasts or portfolio weightings presented herein are as of the date appearing on this material only and are also subject to change without notice. Insight disclaims any responsibility to update such views. No forecasts can be guaranteed. Nothing in this document is intended to constitute an offer or solicitation to sell or a solicitation of an offer to buy any product or service (nor shall any product or service be offered or sold to any person) in any jurisdiction in which either (a) INA is not licensed to conduct business, and/or (b) an offer, solicitation, purchase or sale would be unavailable or unlawful. This document should not be duplicated, amended, or forwarded to a third party without consent from INA. This is a marketing document intended for institutional investors only and should not be made available to or relied upon by retail investors. This material is provided for general information only and should not be construed as investment advice or a recommendation. You should consult with your adviser to determine whether any particular investment strategy is appropriate. Assets under management (AUM) represented by the value of the client’s assets or liabilities Insight is asked to manage. These will primarily be the mark-to-market value of securities managed on behalf of clients, including collateral if applicable. Where a client mandate requires Insight to manage some or all of a client’s liabilities (e.g. LDI strategies), AUM will be equal to the value of the client specific liability benchmark and/or the notional value of other risk exposure through the use of derivatives. Regulatory assets under management without exposures can be provided upon request. Unless otherwise specified, the performance shown herein is that of Insight Investment (for Global Investment Performance Standards (GIPS), the ‘firm’) and not specifically of Insight North America. A copy of the GIPS composite disclosure page is available upon request. Past performance is not a guide to future performance, which will vary. The value of investments and any income from them will fluctuate and is not guaranteed (this may partly be due to exchange rate changes). Future returns are not guaranteed and a loss of principal may occur. Targeted returns intend to demonstrate that the strategy is managed in such a manner as to seek to achieve the target return over a normal market cycle based on what Insight has observed in the market, generally, over the course of an investment cycle. In no circumstances should the targeted returns be regarded as a representation, warranty or prediction that the specific deal will reflect any particular performance or that it will achieve or is likely to achieve any particular result or that investors will be able to avoid losses, including total losses of their investment. The information shown is derived from a representative account deemed to appropriately represent the management styles herein. Each investor’s portfolio is individually managed and may vary from the information shown. The mention of a specific security is not a recommendation to buy or sell such security. The specific securities identified are not representative of all the securities purchased, sold or recommended for advisory clients. It should not be assumed that an investment in the securities identified will be profitable. Actual holdings will vary for each client and there is no guarantee that a particular client’s account will hold any or all of the securities listed. The quoted benchmarks within this document do not reflect deductions for fees, expenses or taxes. These benchmarks are unmanaged and cannot be purchased directly by investors. Benchmark performance is shown for illustrative purposes only and does not predict or depict the performance of any investment. There may be material factors relevant to any such comparison such as differences in volatility, and regulatory and legal restrictions between the indices shown and the strategy. Transactions in foreign securities may be executed and settled in local markets. Performance comparisons will be affected by changes in interest rates. Investment returns fluctuate due to changes in market conditions. Investment involves risk, including the possible loss of principal. No assurance can be given that the performance objectives of a given strategy will be achieved. Insight does not provide tax or legal advice to its clients and all investors are strongly urged to consult their tax and legal advisors regarding any potential strategy or investment. Information herein may contain, include or is based upon forward-looking statements within the meaning of the federal securities laws, specifically Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements include all statements, other than statements of historical fact, that address future activities, events or developments, including without limitation, business or investment strategy or measures to implement strategy, competitive strengths, goals expansion and growth of our business, plans, prospects and references to future or success. You can identify these statements by the fact that they do not relate strictly to historical or current facts. Words such as ‘anticipate’, ‘estimate’, ‘expect’, ‘project’, ‘intend’, ‘plan’, ‘believe’, and other similar words are intended to identify these forward-looking statements. Forward-looking statements can be affected by inaccurate assumptions or by known or unknown risks and uncertainties. Many such factors will be important in determining our actual future results or outcomes. Insight Investment Consequently, no forward-looking statement can be guaranteed. Our actual results or outcomes may vary materially. Given these uncertainties, you should not place undue reliance on these forward-looking statements. Insight and BNY Mellon Securities Corporation (BNYMSC) are subsidiaries of BNY Mellon. BNYMSC is a registered broker and FINRA member. BNY Mellon is the corporate brand of the Bank of New York Mellon Corporation and may also be used as a generic term to reference the Corporation as a whole or its various subsidiaries generally. Products and services may be provided under various brand names and in various countries by subsidiaries, affiliates and joint ventures of the Bank of New York Mellon Corporation where authorized and regulated as required within each jurisdiction. Unless you are notified to the contrary, the products and services mentioned are not insured by the FDIC (or by any government entity) and are not guaranteed by or obligations of the Bank of New York Mellon Corporation or any of its affiliates. The Bank of New York Mellon Corporation assumes no responsibility for the accuracy or completeness of the above data and disclaims all expressed or implied warranties in connection there with. Personnel of certain of our BNY Mellon affiliates may act as: (i) registered representatives of BNYMSC (in its capacity as a registered broker-dealer) to offer securities, (ii) officers of the Bank of New York Mellon (a New York chartered bank) to offer bank-maintained collective investment funds and (iii) associated persons of BNYMSC (in its capacity as a registered investment adviser) to offer separately managed accounts managed by BNY Mellon Investment Management firms. Disclaimer for Non-US Clients: Prospective clients should inform themselves as to the legal requirements and tax consequences within the countries of their citizenship, residence, domicile and place of business with respect to the purchase and ongoing provision of advisory services. No regulator or government authority has reviewed this document or the merits of the products and services referenced herein. This document is directed and intended for ‘institutional investors’ (as such term is defined in various jurisdictions). By accepting this document, you agree (a) to keep all information contained herein (the ‘Information’) confidential, (b) not use the Information for any purpose other than to evaluate a potential investment in any product described herein, and (c) not to distribute the Information to any person other than persons within your organization or to your client that has engaged you to evaluate an investment in such product. Telephone conversations may be recorded in accordance with applicable laws. © 2026 Insight Investment. All rights reserved. Insight Quarterly Investment Report FOR PROFESSIONAL CLIENTS ONLY NOT TO BE REPRODUCED WITHOUT PRIOR WRITTEN APPROVAL PLEASE REFER TO ALL RISK DISCLOSURES AT THE BACK OF THIS DOCUMENT US PITCH FRONT COVER FOR ONE ON ONE MEETINGS APPROVED FOR ONE ON ONE MEETINGS ONLY (GROSS DATA PERMITTED) One onone is where the material is actuallybeing presented, not sent to one person by email (unless in advance of an already- scheduled meeting), posted onthe internet or ontoa SharePoint site Orange County Sanitation Investment management program review April 2026 INSIGHT NORTH AMERICA (INA) PORTABILITY LANGUAGE TO GO ON INSIDE FRONT COVER ALL NEW US BUSINESS TO BE CONTRACTED UNDER THIS ENTITY This document has been prepared by Insight North America LLC (INA), a registered investment adviser under the Investment Advisers Act of 1940 and regulated by the US Securities and Exchange Commission (SEC). Registration with the SEC does not imply a certain level of skill or training. The SEC has not reviewed or approved any calculation or presentation of performance results included in these materials. INA is part of ‘Insight’ or ‘Insight Investment’, the corporate brand for certain asset management companies operated by Insight Investment Management Limited including, among others, Insight Investment Management (Global) Limited and Insight Investment International Limited. The performance of Insight is being presented to show the historical performance of the portfolio management team responsible for managing the strategy. The track records presented include all accounts managed by Insight with substantially similar investment objectives, policies and strategies for which the strategy management teams were responsible. Advisory services referenced herein are available in the US only through INA. INA and its Insight affiliates are part of the GIPS® firm Insight Investment, which claims compliance with GIPS. Please refer to the important disclosures at the back of this document. 3 1.Firm update 2.Market environment 3.Portfolio review OC San Liquid Operating Portfolio 4.Portfolio review OC San Long Term Portfolio 5.Compliance summary 6.Important disclosures Table of contents Firm update 5 Insight Client Team Mary Donovan,CFA Senior Portfolio Manager +1 720 603 8165 Mary.Donovan@InsightInvestment.com Thierno Sylla, CFA Senior Relationship Manager +1 347 354 3060 Thierno.Sylla@InsightInvestment.com Michael Morin, CFA Associate Portfolio Manager +1 781 691 4627 Michael.Morin@InsightInvestment.com Caroline Cahill Client Service Specialist +1 347 714 7420 Caroline.Cahill@InsightInvestment.com Portfolio Management Client Solutions Group Jason Celente,CFA,CTP Senior Portfolio Manager +1 347 504 8528 Jason.Celente@InsightInvestment.com 6 As of March 31, 2026. Assets under management (AUM) are represented by the value of the client’s assets and liabilities Insight is asked to manage. These will primarily be the mark-to-market value of securities managed on behalf of clients, including collateral if applicable. Where a client mandate requires Insight to manage some or all of a client’s liabilities (e.g. LDI strategies), AUM will be equal to the value of the client specific liability benchmark and/or the notional value of other risk exposure through the use of derivatives. Where the methodology defines it, some asset reporting focuses on cash securities only. Insight North America (INA) is part of ‘Insight’ or ‘Insight Investment’, the corporate brand for certain asset management companies operated by Insight Investment Management Limited (IIML) including, among others, Insight Investment Management (Global) Limited (IIMG), Insight Investment International Limited (IIIL) and Insight Investment Management (Europe) Limited (IIMEL). Advisory services referenced herein are available in the US only through INA. Legal entity Insight North America LLC’s AUM is $164.5bn as of March 31, 2026. Figures shown in USD. FX rates as per WM Reuters 4pm spot rates. ¹ Includes employees of Insight North America LLC and its affiliates, which provide asset management services as part of Insight, the corporate brand for certain companies operated by IIML. Corporate $528.3bn Public/Government $139.2bn High Net Worth (HNW) $67.6bn Financial institutions $36.3bn Insurance $30.1bn Unions/Multi-employer $22.8bn Endowments and foundations/not-for-profit $5.4bn Subadvisory $3.9bn Healthcare $2.8bn • Specialist manager of active fixed income and risk management solutions −Trusted by 992 clients with $836.4bn in assets under management −290 investment professionals, 1,081 total employees¹ −Local presence in New York, Boston, San Francisco, Denver, London, Dublin, Frankfurt, Manchester, Sydney and Tokyo Risk management solutions $471.8bn Multi-sector and fundamental fixed income $302.4bn Currency management $48.2bn Systematic fixed income $10.4bn Multi-asset $6.5bn By client typeBy investment solution Insight at a glance $836bn $836bn 7P0000 ~555 CA public clients •Insight delivers a legacy of fixed income and custom solutions expertise, building on the heritage of America’s oldest bank, BNY −Founded on the premise of precision outcomes and risk management −Insight offers comprehensive global fixed income expertise across sectors and custom solutions •BNY, founded by Alexander Hamilton, has a 240-year history of safety and stability Insight Investment and BNY Fixed income investment specialist with a local focus Source: Insight & BNY. Past performance is not indicative of future results. Investment in any strategy involves a risk of loss which may partly be due to exchange rate fluctuations. ¹ In 1933, Standish, Ayer & Wood, Inc. began managing fixed income portfolios for US financial institutions, banks, and insurance companies. That firm was acquired by Mellon Financial Corporation in 2001, at which time it was renamed Standish Mellon Asset Management (“Standish”). In 2018, BNY Mellon (the successor to Mellon Financial Corporation) merged Standish, along with Mellon Capital and The Boston Company, into a single U.S. investment manager, Mellon Investments. In 2021, the Systematic Fixed Income, Municipal Bond, Stable Value, and Taxable Fixed Income teams within Mellon Investments Corporation moved to Insight North America LLC. ² As of December 31, 2025. Assets under management (AUM) are represented by the value of the client’s assets or liabilities Insight is asked to manage. These will primarily be the mark-to-market value of securities managed on behalf of clients, including collateral if applicable. Where a client mandate requires Insight to manage some or all of a client’s liabilities (e.g. LDI strategies), AUM will be equal to the value of the client specific liability benchmark and/or the notional value of other risk exposure through the use of derivatives. Insight North America (INA) is part of ‘Insight’ or ‘Insight Investment’, the corporate brand for certain asset management companies operated by Insight Investment Management Limited including, among others, Insight Investment Management (Global) Limited, Insight Investment International Limited and Insight Investment Management (Europe) Limited. Advisory services referenced herein are available in the US only through INA. Figures shown in USD. FX rates as per WM Reuters 4pm spot rates. ³ As of December 31, 2025. Total BNY assets under management (AUM) includes AUM attributable to the asset managers outlined in this (with the exception of Siguler Guff) as well as BNY Mellon Investment Adviser, Inc, BNY Mellon Wealth Management and external data. BNY is the corporate brand of The Bank of New York Mellon Corporation (NYSE: BK). •23 years of fixed income expertise, and a legacy dating back more than 90 years¹ •6 countries •1,101 employees worldwide •$850 billion in assets under management² •Local presence in California with an office in San Francisco •Over 240 years of experience •Present in 35 countries •48,100-person global workforce •Over $59 trillion in assets under custody² •$2.2 trillion in assets under management at BNY Investments³ •334 California-based employees across three offices in Southern California and two offices in Northern California California clients 88 NA public clients $37.6bn 30 CA clients The combination of Insight and BNY offers substantial resources and a differentiated platform to our clients, including investment management, corporate banking, asset custody and servicing, and wealth management. Market environment 9 Source: Bloomberg LP, March 31, 2026. 3.79 4.32 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% Mar-21 Mar-22 Mar-23 Mar-24 Mar-25 Mar-26 2 Year Treasury 10 Year Treasury Two-year and ten-year Treasury yields: March 2021-March 2026 3.67 3.79 3.94 4.32 4.29 3.88 3.95 4.21 2.50% 3.00% 3.50% 4.00% 4.50% 5.00% 5.50% 6.00% 3 m 6 m 1 yr 2 yr 3 yr 4 yr 5 yr 6 yr 7 yr 8 yr 9 yr 10 yr 03/31/26 03/31/25 Comparative historical yield curves Market environment and strategies 10 Source: Insight, as of April 10, 2026. Any projections or forecasts contained herein are based upon certain assumptions considered reasonable. Projections are speculative in nature and some or all of the assumptions underlying the projections may not materialize or vary significantly from the actual results. Accordingly, the projections are only an estimate. Opinions expressed herein are as of the date stated and are subject to change without notice. Insight assumes no responsibility to update such information or to notify a client of any changes. ¹ F = forecast. 2025 CPI and Real GDP actual, all other values projected. Economic data projections¹ •The U.S. economy is benefiting from narrow pockets of strength, led by AI-driven investment and resilient spending among affluent consumers, supporting a cautiously optimistic near-term outlook. •Beneath this resilience, however, the economy remains bifurcated: wealth concentration continues to support spending at the top, while subdued income growth for the broader population weighs on demand, leaving the overall recovery fragile. •Looking ahead, downside risks are rising, particularly from geopolitical uncertainty. The risk of a prolonged oil shock skews near-term risks toward slower growth and upside pressure on inflation.. Key takeaways 2025 2026F 2027F 2.1 1.9 2.5 3.25 3.5 2.1 2.8 3.75 2.9 Real GDP Consumer Price Index Policy rate (year-end) 11 Source: Bureau of Labor Statistics, as of April 3, 2026. -200 0 200 400 600 800 1,000 Jan-21 Jan-22 Jan-23 Jan-24 Jan-25 Jan-26 Monthly job gains 6-month moving average Total nonfarm payroll gains (thousands) The labor market may have stabilized, albeit at a very low level Job gains continue to be concentrated in a handful of industries and downside risks remain 12 Source: Federal Reserve Bank of Atlanta, as of March 12, 2026. 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 2000 2001 2002 2003 2004 2005 2007 2008 2009 2010 2011 2012 2014 2015 2016 2017 2018 2019 2021 2022 2023 2024 2025 Lowest quartile Third quartile Second quartile Top quartile Overall Atlanta Fed median wage growth by wage level, 12-m ma A K-shape economy: weak wage growth for the lowest income earners Weak wage growth may explain consumers’ increasingly dour outlook 13 Source: Bureau of Economic Analysis, as of April 9, 2026. 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 Jan-23 Jul-23 Jan-24 Jul-24 Jan-25 Jul-25 Jan-26 Real personal consumption Real disposable personal income Real disposable income and consumption, % year-over-year Spending is growing faster than incomes Robust consumer spending may not be sustainable given weak income growth 14 Source: Internal Revenue Service, Insight Investment, as of April 6, 2026. $3,324 $3,676 2025 2026 Average tax refund amount The One Big Beautiful Bill Act boosted tax refunds However, the supersized tax refunds may have been completely erased by surging gasoline prices 15 Source: Intercontinental Exchange, Federal Reserve as of April 8, 2026. -5 -4 -3 -2 -1 0 1 2 3 4 5 -50 -30 -10 10 30 50 70 90 110 130 150 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Crude oil (WTI) future (LHS)2-year break-even inflation rate (RHS) Crude oil futures and break-even inflation rate Mounting inflation concerns Rising oil prices may complicate the path for further policy easing 16 Source: Bureau of Labor Statistics, as of April 10, 2026. -4.0 -2.0 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 2019 2020 2021 2022 2023 2024 2025 2026 Shelter Services less shelter Core CPI Core goods Core inflation components, % year-over-year Disinflationary trends are still intact The energy price shock is yet to show up in core prices 17 Source: Polymarket, as of April 6, 2026. 0% 10% 20% 30% 40% 50% 60% Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 Feb-26 Mar-26 Republicans Sweep Democrats Sweep R Senate D House D Senate R House Other 2026 midterms outcome odds The odds of a “Blue Wave” outcome at the midterm elections are rising The Dems takeover of Congress would hinder President Trump’s ability to pursue his policy agenda 18 0 50 100 150 200 250 300 350 400 1957 1961 1965 1969 1973 1977 1981 1985 1989 1993 1997 2001 2005 2009 2013 2017 2021 2025 2029 2033 2037 2041 2045 2049 Intermediate assumption Low-cost assumption High-cost assumption Old-Age, Survivors, and Disability Insurance (OASDI) trust fund ratio, % of annual cost The incoming Congress will need to address Social Security funding gap Source: US Social Security Administration, as of June 24, 2025. Without congressional action, the retirement trust fund will be depleted within a decade, resulting in benefits cuts 19 •Downside risks to employment invoked policy response in 2025, although pace is expected to slow in 2026 •Market pricing considers renewed risks to prolonged inflation •Began additional $40bn per month in T-Bill purchases, and continued reinvesting MBS paydowns into T-Bills Fed nears neutral policy rate Source: Bloomberg, as of March 31, 2026. Opinions expressed herein are as of the date stated and are subject to change without notice. Insight assumes no responsibility to update such information or to notify a client of any changes. Any projections or forecasts contained herein are based upon certain assumptions considered reasonable. Projections are speculative in nature and some or all of the assumptions underlying the projections may not materialize or vary significantly from the actual results. Accordingly, the projections are only an estimate. 12/31/26, 3.38 12/31/27, 3.13 0.0 1.0 2.0 3.0 4.0 5.0 6.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 % Federal funds rate FOMC median estimates Market expectations OC San Liquid Operating Portfolio Portfolio review 21 OC San Liquid Operating Portfolio Portfolio summary as of March 31, 2026 Source: Insight/Northern Trust. Inception date for performance purposes: February 29, 2024. Returns are gross of fees. Benchmark history provided at the end of this section Portfolio summary ● Value: $64,356,916 ● Benchmark: ICE BofA US 3-Month Treasury Bill Performance – Gross of Fees blank 3 months Year to date 1 year Since inception % % % % p.a. Portfolio 0.93 0.93 4.23 4.74 Benchmark 0.85 0.85 4.00 4.53 Relative 0.08 0.08 0.23 0.21 Performance – Net of Fees blank 3 months Year to date 1 year Since inception % % % % p.a. Portfolio 0.92 0.92 4.20 4.71 Benchmark 0.85 0.85 4.00 4.53 Relative 0.08 0.08 0.20 0.18 RECAP OF SECURITIES HELD As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Historical cost Amortized cost Fair value Unrealized gain (loss) Weighted average final maturity (days) Percent of portfolio Weighted average effective duration (years) Asset Backed Securities 3,750,000.00 3,750,000.00 3,750,172.13 172.13 351 5.86 0.18 Cash and Cash Equivalents 14,413,807.34 14,413,807.34 14,413,807.34 0.00 1 22.54 0.00 Commercial Paper 2,034,075.76 2,038,351.51 2,037,790.54 (560.97)69 3.18 0.19 Corporate Bonds 15,570,232.63 15,621,406.05 15,610,734.37 (10,671.68)126 24.34 0.31 GovernmentAgencies 15,053,882.31 15,115,041.33 15,113,534.79 (1,506.54)103 23.54 0.16 GovernmentBonds 2,997,553.96 2,996,970.01 2,997,417.83 447.82 158 4.69 0.05 Gov't-issued Commercial 5,835,563.95 5,842,844.87 5,837,350.90 (5,493.97)195 9.12 0.44 Pending Cash Payables (20,000,000.00)(20,000,000.00)(20,000,000.00)0.00 0 (31.27)0.00 Short Term Bills And Notes 24,302,974.64 24,345,588.35 24,346,279.83 691.48 89 38.00 0.19 Total 63,958,090.59 64,124,009.46 64,107,087.73 (16,921.73)137 100.00 0.24 Asset Backed Securities Commercial Paper Corporate Bonds Government Agencies Government Bonds Gov't-issued Commercial Mortgage-Backed Short Term Bills and Notes Portfolio diversification (%) Asset BackedSecurities Cash andCash Equivalents Commercial Paper Corporate Bonds Government Agencies Government Bonds Gov't-issued Commercial PendingCash Payables ShortTermBills AndNotes 5.86 22.54 3.18 24.34 23.54 4.69 9.12 (31.27) 38.00 Portfolio diversification (%) 22 MATURITY DISTRIBUTION OF SECURITIES HELD As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Maturity Historic cost Percent Under90 days 34,706,198.39 54.26 90 to 179 days 11,738,615.90 18.35 180 days to 1 year 17,513,276.30 27.38 1 to 2 years 0.00 0.00 2 to 3 years 0.00 0.00 3 to 4 years 0.00 0.00 4 to 5 years 0.00 0.00 Over5 years 0.00 0.00 63,958,090.59 100.00 Maturity distribution 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00 Hi s t o r i c a l co s t (m m ) 23 24 OC San Liquid Operating Portfolio Portfolio characteristics as of March 31, 2026 Approach used for credit rating: Average. All durations are effective duration. *Excludes Treasury. OCS001A Summary Portfolio Benchmark Relative Yield to worst (%) 4.3 3.7 0.6 Effective duration (years) 0.2 0.2 0.1 Average coupon 2.2 0.0 2.2 Average life / Maturity 0.3 0.2 0.2 Average rating AA AA+ Top issuers* (%) Holding Freddie Mac 14.11 Federal Home Loan Banks 12.80 Federal Farm Credit Banks Funding Corp 7.90 Resolution Funding Corp Interest Strip 4.65 Fannie Mae 4.14 JPMorgan Chase & Co 3.83 Truist Bank 3.14 Chevron Corp 3.14 Regency Centers LP 2.80 MetLife Short Term Funding LLC 2.60 Rating (%) 5.8 82.1 18.5 -9.0 2.6 100.0 -50 0 50 100 150 AAA AA A BBB BIG Cash NR Portfolio Benchmark Duration (%) 2.1 9.4 10.6 51.0 13.2 13.6 100.0 0 40 80 120 1 day 2-7 days 8-30 days 31-90 91-180 181+ Portfolio Benchmark GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) United States Treasury Bill 912797SN8 USATREASURY BILL 0%0.000 04/30/2026 AA+Aa1 2,300,000.00 2,285,433.52 3.57 2,293,275.03 3.58 0.08 912797TS6 USATREASURY BILL 0%0.000 05/19/2026 AA+Aa1 300,000.00 298,276.84 0.47 298,548.00 0.47 0.13 912797TT4 USATREASURY BILL 0%0.000 05/26/2026 AA+Aa1 2,000,000.00 1,988,730.00 3.11 1,988,862.66 3.10 0.15 912797SW8 USATREASURY BILL 0%0.000 05/28/2026 AA+Aa1 3,675,000.00 3,652,653.29 5.71 3,653,835.45 5.70 0.16 912797UA3 USATREASURY BILL 0%0.000 06/16/2026 AA+Aa1 1,700,000.00 1,680,126.58 2.63 1,687,068.78 2.63 0.21 912797TD9 USATREASURY BILL 0%0.000 06/18/2026 AA+Aa1 2,400,000.00 2,360,634.27 3.69 2,381,295.60 3.71 0.21 912797UC9 USATREASURY BILL 0%0.000 06/30/2026 AA+Aa1 1,325,000.00 1,309,313.53 2.05 1,313,086.59 2.05 0.24 912797UQ8 USATREASURY BILL 0%0.000 07/21/2026 AA+Aa1 1,000,000.00 988,342.00 1.55 988,900.00 1.54 0.30 912797UR6 USATREASURY BILL 0%0.000 07/28/2026 AA+Aa1 2,000,000.00 1,976,120.67 3.09 1,976,356.30 3.08 0.32 912797UD7 USATREASURY BILL 0%0.000 03/18/2027 AA+Aa1 1,000,000.00 963,781.94 1.51 965,616.14 1.51 0.94 Issuer total 17,700,000.00 17,503,412.64 27.37 17,546,844.55 27.37 0.23 Freddie Mac Multifamily Structured Pass 3137FMU67 FHLMC MULTIFAMILY 2.862 Through Certificates 05/25/2026 AA+Aa1 920,282.49 916,903.32 1.43 917,129.88 1.43 0.13 3137BRQJ7 FHLMC MULTIFAMILY 2.570 07/25/2026 AA+Aa1 969,625.18 964,246.79 1.51 965,071.14 1.51 0.24 3137BTAC5 FHLMCMULTIFAMILY 3.300 10/25/2026 AA+Aa1 1,000,000.00 995,117.19 1.56 994,557.80 1.55 0.54 3137FQXJ7 FHLMC MULTIFAMILY 2.525 10/25/2026 AA+Aa1 1,000,000.00 990,039.06 1.55 992,455.10 1.55 0.42 3137BUX60 FHLMC MULTIFAMILY 3.413 12/25/2026 AA+Aa1 988,170.97 983,886.31 1.54 982,752.63 1.53 0.66 3137BVZ82 FHLMC MULTIFAMILY 3.430 01/25/2027 AA+Aa1 990,634.02 985,371.28 1.54 985,384.35 1.54 0.64 Issuer total 5,868,712.66 5,835,563.95 9.12 5,837,350.90 9.11 0.44 Federal Farm Credit Banks Funding Corp 3133ELC85 FEDERAL FARMCREDIT 0.820 05/27/2026 AA+Aa1 1,000,000.00 989,392.00 1.55 995,424.14 1.55 0.16 3133ERGC9 FEDERAL FARM CREDIT 3.725 06/03/2026 AA+Aa1 700,000.00 700,198.80 1.09 700,098.92 1.09 0.00 3133EPNG6 FEDERAL FARM CREDIT 4.375 06/23/2026 AA+Aa1 357,000.00 357,449.46 0.56 357,477.22 0.56 0.23 3133ERHG9 FEDERAL FARM CREDIT 3.750 09/14/2026 AA+Aa1 2,010,000.00 2,011,668.30 3.15 2,010,696.61 3.14 0.01 25 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) Federal Farm Credit Banks Funding Corp 3133ET6H5 FEDERAL FARM CREDIT 3.665 01/06/2027 AA+Aa1 1,000,000.00 1,000,042.00 1.56 1,000,005.77 1.56 0.02 Issuer total 5,067,000.00 5,058,750.56 7.91 5,063,702.66 7.90 0.06 Federal Home Loan Bank Discount 313385UZ7 FEDHOMELN DISCOUNT Notes 3.630 04/01/2026 AA+Aa1 4,800,000.00 4,799,520.00 7.50 4,799,521.34 7.49 0.00 Issuer total 4,800,000.00 4,799,520.00 7.50 4,799,521.34 7.49 0.00 Federal Home Loan Banks 3130AMH62 FEDERAL HOME LOAN 1.000 05/26/2026 AA+Aa1 415,000.00 405,372.00 0.63 413,240.74 0.64 0.15 3130APSU0 FEDERAL HOME LOAN 1.110 06/02/2026 AA+Aa1 2,025,000.00 2,009,043.00 3.14 2,015,820.51 3.14 0.17 3130BA2U0 FEDERAL HOMELOAN 4.000 03/25/2027 06/25/2026 AA+Aa1 1,000,000.00 1,000,000.00 1.56 999,908.17 1.56 0.46 Issuer total 3,440,000.00 3,414,415.00 5.34 3,428,969.42 5.35 0.25 Resolution Funding Corp Interest Strip 76116EHF0 RESOLUTION FUNDING 0.000 04/15/2026 AA+Aa1 3,000,000.00 2,933,704.41 4.59 2,995,493.76 4.67 0.04 Issuer total 3,000,000.00 2,933,704.41 4.59 2,995,493.76 4.67 0.04 Federal Home Loan Mortgage Corp 3134GXCJ1 FREDDIE MAC 0.65%0.650 05/28/2026 AA+Aa1 211,000.00 209,451.47 0.33 209,975.51 0.33 0.16 3134A1Z60 FREDDIE MAC6.93%6.930 06/01/2026 AA+Aa1 1,775,000.00 1,810,869.85 2.83 1,783,645.05 2.78 0.17 312902VN6 FREDDIE MAC0%0.000 01/04/2027 AA+Aa1 1,000,000.00 966,240.00 1.51 971,285.95 1.52 0.75 Issuer total 2,986,000.00 2,986,561.32 4.67 2,964,906.51 4.62 0.36 Federal National Mortgage Association 3135G07G2 FANNIE MAE FRN 3.730 06/18/2026 AA+Aa1 1,660,000.00 1,660,493.02 2.60 1,660,328.45 2.59 0.00 3136GCY66 FANNIE MAE 4%4.000 03/30/2027 06/30/2026 AA+Aa1 1,000,000.00 1,000,000.00 1.56 1,000,047.93 1.56 0.51 Issuer total 2,660,000.00 2,660,493.02 4.16 2,660,376.38 4.15 0.19 26 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mktvalue Effective dur (yrs) JPMorgan Chase &Co 46625HQW3 JPMORGAN CHASE &CO 3.300 04/01/2026 A A1 1,000,000.00 999,240.00 1.56 1,000,000.00 1.56 0.00 46625HRS1 JPMORGAN CHASE &CO 3.200 06/15/2026 A A1 1,439,000.00 1,425,012.92 2.23 1,436,794.16 2.24 0.20 Issuer total 2,439,000.00 2,424,252.92 3.79 2,436,794.16 3.80 0.12 United States Treasury FloatingRate Note 91282CLT6 US TREASURY FRN FRN 3.858 10/31/2026 AA+Aa1 2,000,000.00 2,002,143.96 3.13 2,001,900.32 3.12 0.02 Issuer total 2,000,000.00 2,002,143.96 3.13 2,001,900.32 3.12 0.02 Chevron Corp 166764BL3 CHEVRON CORP 2.954%2.954 05/16/2026 AA-Aa2 2,000,000.00 1,996,300.00 3.12 1,997,919.00 3.12 0.13 Issuer total 2,000,000.00 1,996,300.00 3.12 1,997,919.00 3.12 0.13 Truist Bank 86787GAJ1 TRUIST BANK 3.3%3.300 05/15/2026 04/15/2026 A-A3 2,000,000.00 1,997,280.00 3.12 1,996,888.62 3.11 0.12 Issuer total 2,000,000.00 1,997,280.00 3.12 1,996,888.62 3.11 0.12 Regency Centers LP 75884RAV5 REGENCY CENTERS LP 3.600 02/01/2027 11/01/2026 A-A3 1,800,000.00 1,790,910.00 2.80 1,790,037.00 2.79 0.78 Issuer total 1,800,000.00 1,790,910.00 2.80 1,790,037.00 2.79 0.78 MetLife Short Term Funding LLC 59166HF94 CP METLIFE SHORT TERM 0.000 06/09/2026 A-1+P-1 1,400,000.00 1,385,832.00 2.17 1,389,519.46 2.17 0.19 59166HG77 METLIFE SHORT TERM 0.000 07/07/2026 A-1+P-1 285,000.00 281,982.56 0.44 281,982.02 0.44 0.27 Issuer total 1,685,000.00 1,667,814.56 2.61 1,671,501.48 2.61 0.20 Volkswagen Auto Lease Trust 2026-A 92868CAA9 VOLKSWAGEN AUTO 3.828 03/22/2027 A-1+NR 1,250,000.00 1,250,000.00 1.95 1,250,111.00 1.95 0.22 Issuer total 1,250,000.00 1,250,000.00 1.95 1,250,111.00 1.95 0.22 27 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) AmeriCredit Automobile Receivables Trust 2026-1 03066CAA6 AMERICREDIT 3.986 03/18/2027 NR P-1 1,250,000.00 1,250,000.00 1.95 1,250,054.25 1.95 0.15 Issuer total 1,250,000.00 1,250,000.00 1.95 1,250,054.25 1.95 0.15 Carvana Auto Receivables Trust 2026-P1 14689FAA3 CARVANA AUTO 3.930 03/10/2027 A-1+NR 1,250,000.00 1,250,000.00 1.95 1,250,006.88 1.95 0.18 Issuer total 1,250,000.00 1,250,000.00 1.95 1,250,006.88 1.95 0.18 PNC Financial Services Group Inc/The 693475BB0 PNC FINANCIALSERVICES 1.150 08/13/2026 07/14/2026 A-A3 1,229,000.00 1,193,912.05 1.87 1,215,516.95 1.90 0.36 Issuer total 1,229,000.00 1,193,912.05 1.87 1,215,516.95 1.90 0.36 New York Life Global Funding 64952WED1 NEW YORK LIFE GLOBAL 1.150 06/09/2026 AA+Aa1 173,000.00 171,738.83 0.27 172,008.17 0.27 0.19 64953BBF4 NEW YORK LIFEGLOBAL 5.450 09/18/2026 AA+Aa1 1,000,000.00 1,009,660.00 1.58 1,005,904.23 1.57 0.46 Issuer total 1,173,000.00 1,181,398.83 1.85 1,177,912.40 1.84 0.42 General Dynamics Corp 369550BN7 GENERAL DYNAMICS 1.150 06/01/2026 05/01/2026 A A1 1,113,000.00 1,087,478.91 1.70 1,107,601.04 1.73 0.17 Issuer total 1,113,000.00 1,087,478.91 1.70 1,107,601.04 1.73 0.17 Welltower OP LLC 95040QAK0 WELLTOWER OP LLC2.7%2.700 02/15/2027 12/15/2026 A-A3 1,084,000.00 1,072,444.56 1.68 1,068,794.49 1.67 0.85 Issuer total 1,084,000.00 1,072,444.56 1.68 1,068,794.49 1.67 0.85 Camden Property Trust 133131BA9 CAMDEN PROPERTY 5.850 11/03/2026 10/03/2026 A-A3 1,000,000.00 1,013,300.00 1.58 1,007,646.52 1.57 0.49 Issuer total 1,000,000.00 1,013,300.00 1.58 1,007,646.52 1.57 0.49 28 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LIQUID OPERATING PORTFOLIO Cusip Description Coupon Maturity date Calldate S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mktvalue Effective dur (yrs) MassMutual Global Funding II 57629TBQ9 MASSMUTUAL GLOBAL 4.649 07/10/2026 AA+Aa3 1,000,000.00 1,003,370.00 1.57 1,001,932.32 1.56 0.03 Issuer total 1,000,000.00 1,003,370.00 1.57 1,001,932.32 1.56 0.03 United States Treasury Strip Coupon 912833LZ1 USATREASURY COUPON 0.000 05/15/2026 AA+Aa1 1,000,000.00 995,410.00 1.56 995,517.51 1.55 0.12 Issuer total 1,000,000.00 995,410.00 1.56 995,517.51 1.55 0.12 Realty Income Corp 756109BF0 REALTY INCOME CORP 4.875 06/01/2026 A-A3 527,000.00 527,057.97 0.82 527,088.85 0.82 0.04 Issuer total 527,000.00 527,057.97 0.82 527,088.85 0.82 0.04 Walt Disney Co/The 2546R3EE0 DISNEY WALT CO NEW 0.000 05/14/2026 A-1 P-1 368,000.00 366,261.20 0.57 366,289.06 0.57 0.12 Issuer total 368,000.00 366,261.20 0.57 366,289.06 0.57 0.12 AvalonBay Communities Inc 05348EAX7 AVALONBAY 2.950 05/11/2026 A-A3 283,000.00 282,527.39 0.44 282,603.02 0.44 0.11 Issuer total 283,000.00 282,527.39 0.44 282,603.02 0.44 0.11 Cash and Cash Equivalents CASH 0.000 15,399,178.62 15,399,178.62 0.00 15,399,178.62 24.02 0.00 PENDING TRADE 0.000 0.00 (985,371.28)0.00 (985,371.28)(1.54)0.00 PENDING CASH PAYABLES 0.000 0.00 (20,000,000.00)0.00 (20,000,000.00)(31.20)0.00 Issuer total 15,399,178.62 (5,586,192.66)0.00 (5,586,192.66)(8.71)0.00 Grand total 85,371,891.28 63,958,090.59 100.00 64,107,087.73 100.00 0.24 29 OC San Long Term Portfolio Portfolio review 31 OC San Long Term Portfolio Portfolio summary as of March 31, 2026 Source: Insight/Northern Trust. Inception date for performance purposes: February 29, 2024. Returns are gross of fees. Benchmark history provided at the end of this section Portfolio summary ● Value: $647,995,835 ● Benchmark: ICE BofA 1-5 Year AAA-A US Corporate & Government Index Performance – Gross of Fees blank 3 months Year to date 1 year Since inception % % % % p.a. Portfolio 0.25 0.25 4.39 5.06 Benchmark 0.19 0.19 4.03 4.85 Relative 0.06 0.06 0.35 0.22 Performance – Net of Fees blank 3 months Year to date 1 year Since inception % % % % p.a. Portfolio 0.24 0.24 4.36 5.03 Benchmark 0.19 0.19 4.03 4.85 Relative 0.05 0.05 0.33 0.18 RECAP OF SECURITIES HELD As of March 31,2026 OC SAN LONGTERM PORTFOLIO Historical cost Amortized cost Fair value Unrealized gain (loss) Weighted average final maturity (days) Percent of portfolio Weighted average effective duration (years) Asset Backed Securities 94,262,371.61 94,244,845.93 94,508,269.31 263,423.38 1,126 14.76 1.17 Cash and Cash Equivalents 76,806.49 76,806.49 76,806.49 0.00 1 0.01 0.00 Corporate Bonds 162,498,304.67 162,810,426.67 163,595,443.02 785,016.35 1,009 25.44 2.07 GovernmentAgencies 78,933,542.26 80,159,978.48 80,233,899.99 73,921.51 1,320 12.36 2.26 GovernmentBonds 227,907,648.66 231,435,212.65 231,312,253.80 (122,958.85)1,426 35.68 3.65 GovernmentMortgage Backed 15,004,552.66 15,172,453.27 15,058,253.76 (114,199.51)1,727 2.35 2.43 Gov't-issued Commercial 56,729,446.76 56,659,183.10 57,060,763.12 401,580.02 879 8.88 2.13 Miscellaneous 1,334,418.54 1,328,721.22 287,560.00 (1,041,161.22)0 0.21 0.00 Municipal/Provincial Bonds 2,000,000.00 2,000,000.00 2,022,020.80 22,020.80 945 0.31 2.38 Total 638,747,091.65 643,887,627.81 644,155,270.29 267,642.48 1,216 100.00 2.53 Asset Backed Securities Cash andCash Equivalents Corporate Bonds Government Agencies Government Bonds Government Mortgage Backed Securities Gov't-issued Commercial Mortgage-Backed Miscellaneous Municipal/Provincial Bonds Portfolio diversification (%) Asset BackedSecurities Cash andCashEquivalents Corporate Bonds Government Agencies Government Bonds Government Mortgage Backed Gov't-issued Commercial Miscellaneous Municipal/Provincial Bonds 14.76 0.01 25.44 12.36 35.68 2.35 8.88 0.21 0.31 Portfolio diversification (%) 32 MATURITY DISTRIBUTION OF SECURITIES HELD As of March 31,2026 OC SAN LONGTERM PORTFOLIO Maturity Historic cost Percent Under90 days 8,958,100.03 1.40 90 to 179 days 14,938,689.72 2.34 180 days to 1 year 2,460.95 0.00 1 to 2 years 60,379,974.65 9.45 2 to 3 years 172,853,700.07 27.06 3 to 4 years 207,089,067.54 32.42 4 to 5 years 174,019,450.34 27.24 Over5 years 505,648.35 0.08 638,747,091.65 100.00 Maturity distribution 250.00 200.00 150.00 100.00 50.00 0.00 Hi s t o r i c a l co s t (m m ) 33 34 OC San Long Term Portfolio Portfolio characteristics as of March 31, 2026 Approach used for credit rating: Average. All durations are effective duration. *Excludes Treasury. Summary Portfolio Benchmark Relative Yield to worst (%) 4.1 4.0 0.2 Effective duration (years) 2.5 2.5 0.0 Average coupon 3.5 3.3 0.2 Average life / Maturity 2.8 2.7 0.2 Average rating AA AA Top issuers* (%) Holding Freddie Mac 15.26 PNC Financial Services Group Inc/The 2.78 Fannie Mae 2.61 Federal Farm Credit Banks Funding Corp 2.36 Bank of America Corp 2.17 JPMorgan Chase & Co 2.11 Morgan Stanley 2.06 Resolution Funding Corp Interest Strip 2.05 John Deere Capital Corp 1.76 American Express Credit Account Master Trust 1.66 Rating (%)Duration (%) 12.4 27.1 18.7 30.4 11.4 4.9 33.9 28.2 22.0 11.0 0 10 20 30 40 0-1 1-2 2-3 3-4 4-5 5+ Portfolio Benchmark 15.8 60.6 23.5 3.7 80.5 15.7 0 50 100 AAA AA A BBB BIG Cash NR Portfolio Benchmark GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) United States Treasury Note/Bond 91282CDW8 USATREASURY 1.75%1.750 01/31/2029 AA+Aa1 4,750,000.00 4,167,939.45 0.65 4,486,708.97 0.70 2.72 91282CEE7 USATREASURY 2.375%2.375 03/31/2029 AA+Aa1 18,000,000.00 16,953,944.21 2.65 17,263,828.08 2.68 2.85 91282CFJ5 USATREASURY 3.125%3.125 08/31/2029 AA+Aa1 27,475,000.00 26,520,807.77 4.15 26,827,834.89 4.16 3.20 91282CMD0 USATREASURY 4.375%4.375 12/31/2029 AA+Aa1 13,250,000.00 13,543,984.38 2.12 13,474,111.30 2.09 3.40 91282CGJ4 USATREASURY 3.5%3.500 01/31/2030 AA+Aa1 10,425,000.00 10,337,718.52 1.62 10,280,027.34 1.60 3.53 912828Z94 USATREASURY 1.5%1.500 02/15/2030 AA+Aa1 15,000,000.00 13,491,764.51 2.11 13,726,171.80 2.13 3.70 91282CGS4 USATREASURY 3.625%3.625 03/31/2030 AA+Aa1 10,200,000.00 10,114,495.11 1.58 10,094,414.09 1.57 3.69 91282CGZ8 USATREASURY 3.5%3.500 04/30/2030 AA+Aa1 9,600,000.00 9,382,875.00 1.47 9,453,749.95 1.47 3.71 912828ZQ6 USATREASURY 0.625%0.625 05/15/2030 AA+Aa1 8,500,000.00 7,475,048.01 1.17 7,445,468.75 1.16 3.99 91282CHJ3 USATREASURY 3.75%3.750 06/30/2030 AA+Aa1 4,900,000.00 4,902,679.68 0.77 4,868,226.54 0.76 3.86 91282CHR5 USATREASURY 4%4.000 07/31/2030 AA+Aa1 14,325,000.00 14,496,829.11 2.27 14,370,325.16 2.23 3.92 91282CAE1 USATREASURY 0.625%0.625 08/15/2030 AA+Aa1 23,000,000.00 19,886,210.94 3.11 19,974,062.50 3.10 4.24 91282CHW4 USATREASURY 4.125%4.125 08/31/2030 AA+Aa1 12,350,000.00 12,592,135.05 1.97 12,445,037.08 1.93 4.00 91282CJQ5 USATREASURY 3.75%3.750 12/31/2030 AA+Aa1 16,125,000.00 16,287,509.77 2.55 15,987,055.62 2.48 4.28 91282CPR6 USATREASURY 3.625%3.625 12/31/2030 AA+Aa1 10,385,000.00 10,335,914.65 1.62 10,243,828.91 1.59 4.29 Issuer total 198,285,000.00 190,489,856.16 29.82 190,940,850.98 29.64 3.69 Freddie Mac Multifamily Structured Pass 3137BSRE5 FHLMC MULTIFAMILY 3.120 Through Certificates 09/25/2026 AA+Aa1 4,941,514.98 5,113,019.17 0.80 4,914,068.32 0.76 0.45 3137FETN0 FHLMC MULTIFAMILY 3.350 01/25/2028 AA+Aa1 8,440,000.00 8,126,748.44 1.27 8,333,372.42 1.29 1.63 3137FG6X8 FHLMCMULTIFAMILY 3.850 05/25/2028 AA+Aa1 7,250,000.00 7,116,894.53 1.11 7,204,257.58 1.12 1.95 3137HB3D4 FHLMC MULTIFAMILY 5.069 10/25/2028 AA+Aa1 10,716,000.00 10,850,787.19 1.70 10,932,209.23 1.70 2.28 3137HBPD0 FHLMC MULTIFAMILY 5.400 01/25/2029 AA+Aa1 10,000,000.00 10,244,140.63 1.60 10,296,997.00 1.60 2.46 3137HCKV3 FHLMC MULTIFAMILY 5.180 03/25/2029 AA+Aa1 6,320,000.00 6,480,309.38 1.01 6,478,899.97 1.01 2.67 35 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) Freddie Mac Multifamily Structured Pass Through Certificates 3137HDJJ0 FHLMC MULTIFAMILY 4.803 05/25/2029 AA+Aa1 8,761,951.98 8,797,547.42 1.38 8,900,958.60 1.38 2.72 Issuer total 56,429,466.96 56,729,446.76 8.88 57,060,763.12 8.86 2.13 United States Treasury Strip Coupon 912833XP0 USA TREASURY COUPON 0.000 08/15/2029 AA+Aa1 23,250,000.00 19,002,612.50 2.97 20,395,222.94 3.17 3.31 912833XT2 USA TREASURY COUPON 0.000 11/15/2029 AA+Aa1 23,000,000.00 18,415,180.00 2.88 19,976,179.88 3.10 3.56 Issuer total 46,250,000.00 37,417,792.50 5.86 40,371,402.82 6.27 3.43 Federal Home Loan Mortgage Corp 3134HAPK3 FREDDIE MAC 4.03%4.030 10/10/2029 04/10/2026 AA+Aa1 5,000,000.00 4,939,200.00 0.77 4,972,317.40 0.77 1.80 3134HAW33 FREDDIE MAC4.75%4.750 12/18/2029 06/18/2026 AA+Aa1 10,000,000.00 9,973,870.08 1.56 9,993,252.20 1.55 1.01 3134HBSX0 FREDDIE MAC4.5%4.500 05/23/2030 11/23/2026 AA+Aa1 6,250,000.00 6,250,000.00 0.98 6,247,444.00 0.97 1.72 3134HBW31 FREDDIE MAC4%4.000 10/08/2030 04/08/2027 AA+Aa1 4,800,000.00 4,800,000.00 0.75 4,762,998.86 0.74 2.63 3134HBX48 FREDDIE MAC4%4.000 10/09/2030 04/09/2027 AA+Aa1 6,350,000.00 6,354,762.50 0.99 6,307,888.96 0.98 2.54 Issuer total 32,400,000.00 32,317,832.58 5.06 32,283,901.42 5.01 1.81 PNC Financial Services Group Inc/The 693475CG8 PNC FINANCIAL SERVICES 4.075 01/26/2029 01/26/2028 A-A3 9,680,000.00 9,685,974.92 1.52 9,628,922.22 1.49 1.75 693475BR5 PNC FINANCIALSERVICES 5.582 06/12/2029 06/12/2028 A-A3 8,000,000.00 8,198,160.00 1.28 8,197,811.92 1.27 2.02 Issuer total 17,680,000.00 17,884,134.92 2.80 17,826,734.14 2.77 1.87 Federal Farm Credit Banks Funding Corp 3133ER5D9 FEDERAL FARM CREDIT 4.490 03/05/2029 03/05/2027 AA+Aa1 12,975,000.00 13,043,789.50 2.04 12,956,876.52 2.01 1.60 3133EMHZ8 FEDERAL FARM CREDIT 1.125 06/01/2029 AA+Aa1 2,500,000.00 2,238,215.00 0.35 2,284,129.53 0.35 3.03 Issuer total 15,475,000.00 15,282,004.50 2.39 15,241,006.05 2.37 1.81 36 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) Bank of America Corp 06051GGF0 BANK OF AMERICA CORP 3.824 01/20/2028 01/20/2027 A-A1 6,275,000.00 5,907,613.65 0.92 6,243,711.66 0.97 0.78 06051GMK2 BANK OF AMERICA CORP 4.979 01/24/2029 01/24/2028 A-A1 3,250,000.00 3,250,000.00 0.51 3,275,320.39 0.51 1.72 06051GHG7 BANK OF AMERICA CORP 3.970 03/05/2029 03/05/2028 A-A1 4,500,000.00 4,305,375.00 0.67 4,459,179.15 0.69 1.83 Issuer total 14,025,000.00 13,462,988.65 2.11 13,978,211.20 2.17 1.34 JPMorgan Chase &Co 46647PAM8 JPMORGAN CHASE &CO 3.509 01/23/2029 01/23/2028 A A1 7,250,000.00 6,868,505.00 1.08 7,132,842.03 1.11 1.72 46647PEU6 JPMORGAN CHASE &CO 4.915 01/24/2029 01/24/2028 A A1 6,375,000.00 6,375,604.20 1.00 6,429,294.92 1.00 1.72 Issuer total 13,625,000.00 13,244,109.20 2.07 13,562,136.95 2.11 1.72 Resolution Funding Corp Interest Strip 76116EGP9 RESOLUTION FUNDING 0.000 01/15/2029 AA+Aa1 10,000,000.00 8,052,300.00 1.26 8,978,241.10 1.39 2.75 76116EGR5 RESOLUTION FUNDING 0.000 01/15/2030 AA+Aa1 5,000,000.00 4,178,700.00 0.65 4,299,251.15 0.67 3.73 Issuer total 15,000,000.00 12,231,000.00 1.91 13,277,492.25 2.06 3.08 Morgan Stanley 61747YFP5 MORGAN STANLEY 5.652%5.652 04/13/2028 04/13/2027 A-A1 9,750,000.00 9,753,225.60 1.53 9,866,522.35 1.53 0.97 61744YAP3 MORGAN STANLEY 3.772%3.772 01/24/2029 01/24/2028 A-A1 3,250,000.00 3,170,440.00 0.50 3,206,460.30 0.50 1.72 Issuer total 13,000,000.00 12,923,665.60 2.02 13,072,982.65 2.03 1.15 Fannie Mae Principal Strip 31358DDG6 FANNIE MAE 0%0.000 01/15/2030 AA+Aa1 5,000,000.00 4,144,100.00 0.65 4,304,220.75 0.67 3.73 31358DDR2 FANNIE MAE 0%0.000 05/15/2030 AA+Aa1 10,000,000.00 8,273,581.73 1.30 8,485,281.80 1.32 4.05 Issuer total 15,000,000.00 12,417,681.73 1.94 12,789,502.55 1.99 3.94 John Deere Capital Corp 24422EWR6 JOHN DEERE CAPITAL 4.750 01/20/2028 A A1 6,500,000.00 6,580,745.00 1.03 6,586,257.28 1.02 1.70 37 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) John Deere Capital Corp 24422EYL7 JOHN DEERE CAPITAL 4.200 03/10/2031 A A1 4,800,000.00 4,801,137.56 0.75 4,754,456.59 0.74 4.41 Issuer total 11,300,000.00 11,381,882.56 1.78 11,340,713.87 1.76 2.84 American Express Credit Account Master Trust 02582JKM1 AMERICAN EXPRESS 4.560 12/17/2029 AAA NR 10,636,000.00 10,633,637.74 1.66 10,721,094.38 1.66 1.61 Issuer total 10,636,000.00 10,633,637.74 1.66 10,721,094.38 1.66 1.61 Ford Credit Floorplan Master Owner Trust A 34528QHV9 FORD CREDIT FLOORPLAN 4.920 05/15/2028 NR Aaa 9,000,000.00 9,033,398.44 1.41 9,011,043.00 1.40 0.12 Issuer total 9,000,000.00 9,033,398.44 1.41 9,011,043.00 1.40 0.12 Welltower OP LLC 95040QAD6 WELLTOWER OP LLC 4.250 04/15/2028 01/15/2028 A-A3 5,061,000.00 5,068,692.72 0.79 5,056,919.21 0.79 1.78 95040QAH7 WELLTOWER OP LLC 4.125 03/15/2029 12/15/2028 A-A3 3,845,000.00 3,808,280.25 0.60 3,824,820.06 0.59 2.65 Issuer total 8,906,000.00 8,876,972.97 1.39 8,881,739.27 1.38 2.15 Chase Issuance Trust 161571HV9 CHASE ISSUANCE TRUST 4.600 01/15/2029 AAA NR 8,040,000.00 8,038,775.51 1.26 8,076,430.04 1.25 0.75 Issuer total 8,040,000.00 8,038,775.51 1.26 8,076,430.04 1.25 0.75 Verizon Master Trust 92348KDY6 VERIZON MASTER TRUST 4.510 03/20/2030 NR Aaa 7,731,000.00 7,730,667.57 1.21 7,765,542.11 1.21 1.47 Issuer total 7,731,000.00 7,730,667.57 1.21 7,765,542.11 1.21 1.47 GMF Floorplan Owner Revolving Trust 361886DK7 GENERAL MOTORS GFORT 4.680 11/15/2028 AAA Aaa 7,710,000.00 7,712,108.20 1.21 7,734,690.50 1.20 1.53 Issuer total 7,710,000.00 7,712,108.20 1.21 7,734,690.50 1.20 1.53 38 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) Citibank NA 17325FBK3 CITIBANK NA 4.838%4.838 08/06/2029 07/06/2029 A+Aa3 7,500,000.00 7,501,725.00 1.17 7,599,798.53 1.18 3.01 Issuer total 7,500,000.00 7,501,725.00 1.17 7,599,798.53 1.18 3.01 Goldman Sachs Bank USA/New York NY 38151LAG5 GOLDMAN SACHS BANK 5.414 05/21/2027 05/21/2026 A+A1 7,500,000.00 7,546,875.00 1.18 7,509,285.15 1.17 0.14 Issuer total 7,500,000.00 7,546,875.00 1.18 7,509,285.15 1.17 0.14 ERAC USA Finance LLC 26884TAY8 ERAC USA FINANCE LLC 5.000 02/15/2029 01/15/2029 A-A3 7,250,000.00 7,272,330.00 1.14 7,366,694.12 1.14 2.60 Issuer total 7,250,000.00 7,272,330.00 1.14 7,366,694.12 1.14 2.60 T-Mobile US Trust 2026-1 87269AAA8 T-MOBILE US TRUST 4.250 10/21/2030 NR Aaa 6,762,000.00 6,760,565.10 1.06 6,750,486.34 1.05 2.29 Issuer total 6,762,000.00 6,760,565.10 1.06 6,750,486.34 1.05 2.29 Consumers Energy Co 210518DX1 CONSUMERS ENERGY CO 4.700 01/15/2030 11/15/2029 A A1 6,500,000.00 6,427,980.00 1.01 6,564,364.30 1.02 3.34 Issuer total 6,500,000.00 6,427,980.00 1.01 6,564,364.30 1.02 3.34 American Express Co 025816EN5 AMERICAN EXPRESS CO 4.009 02/09/2029 08/10/2026 A-A2 6,400,000.00 6,400,394.17 1.00 6,359,123.65 0.99 1.78 Issuer total 6,400,000.00 6,400,394.17 1.00 6,359,123.65 0.99 1.78 Freddie Mac REMICS 3137HPM75 FREDDIE MACFHR 5616 4.250 01/15/2031 AA+Aa1 6,395,680.95 6,411,670.15 1.00 6,328,934.34 0.98 2.16 Issuer total 6,395,680.95 6,411,670.15 1.00 6,328,934.34 0.98 2.16 39 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) Truist Bank 89788JAJ8 TRUIST BANK4.144%4.144 01/27/2029 01/27/2028 A A3 6,250,000.00 6,251,249.34 0.98 6,216,471.69 0.97 1.74 Issuer total 6,250,000.00 6,251,249.34 0.98 6,216,471.69 0.97 1.74 International Bank for Reconstruction &Development 45906M5K3 INTL BKRECON &4.750 07/30/2029 07/30/2026 AAA Aaa 6,050,000.00 6,084,115.95 0.95 6,058,383.67 0.94 0.87 Issuer total 6,050,000.00 6,084,115.95 0.95 6,058,383.67 0.94 0.87 Realty Income Corp 756109BS2 REALTY INCOME CORP 4.700 12/15/2028 11/15/2028 A-A3 5,500,000.00 5,462,290.00 0.86 5,530,914.29 0.86 2.45 Issuer total 5,500,000.00 5,462,290.00 0.86 5,530,914.29 0.86 2.45 Capital One Prime Auto Receivables Trust 2023-1 14043KAK1 CAPITAL ONE PRIME 4.760 08/15/2028 AAA NR 5,240,000.00 5,252,690.60 0.82 5,262,113.32 0.82 0.97 Issuer total 5,240,000.00 5,252,690.60 0.82 5,262,113.32 0.82 0.97 Corebridge Global Funding 00138CBD9 COREBRIDGE GLOB 4.900 01/07/2028 A+A2 5,091,000.00 5,091,000.00 0.80 5,122,252.22 0.80 1.66 Issuer total 5,091,000.00 5,091,000.00 0.80 5,122,252.22 0.80 1.66 UnitedHealth Group Inc 91324PEP3 UNITEDHEALTH GROUP 5.250 02/15/2028 01/15/2028 A+A2 5,000,000.00 5,114,225.00 0.80 5,087,795.20 0.79 1.71 Issuer total 5,000,000.00 5,114,225.00 0.80 5,087,795.20 0.79 1.71 Hyundai Auto Lease Securitization Trust 2024-C 448984AD6 HYUNDAIAUTO LEASE 4.620 04/17/2028 AAA NR 5,000,000.00 5,003,906.25 0.78 5,015,023.00 0.78 0.56 Issuer total 5,000,000.00 5,003,906.25 0.78 5,015,023.00 0.78 0.56 40 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) DTE Electric Co 23338VAW6 DTE ELECTRIC CO 4.25%4.250 05/14/2027 A Aa3 4,956,000.00 4,962,368.16 0.78 4,958,145.16 0.77 1.07 Issuer total 4,956,000.00 4,962,368.16 0.78 4,958,145.16 0.77 1.07 Thermo Fisher Scientific Inc 883556DG4 THERMO FISHER 4.215 02/12/2031 01/12/2031 A-A2 5,000,000.00 5,000,000.00 0.78 4,947,470.35 0.77 4.31 Issuer total 5,000,000.00 5,000,000.00 0.78 4,947,470.35 0.77 4.31 Amazon.comInc 023135DD5 AMAZON.COMINC 4.25%4.250 03/13/2031 02/13/2031 AA A1 4,900,000.00 4,892,160.00 0.77 4,863,885.33 0.76 4.39 Issuer total 4,900,000.00 4,892,160.00 0.77 4,863,885.33 0.76 4.39 Ford Credit Auto Lease Trust 2025-A 345282AD9 FORD CREDIT AUTO LEASE 4.940 06/15/2028 NR Aaa 4,802,000.00 4,809,503.13 0.75 4,824,188.12 0.75 0.77 Issuer total 4,802,000.00 4,809,503.13 0.75 4,824,188.12 0.75 0.77 Mercedes-Benz Auto Receivables Trust 2025-1 58773DAD6 MERCEDES-BENZ AUTO 4.780 12/17/2029 NR Aaa 4,760,000.00 4,758,987.55 0.75 4,797,065.17 0.74 1.06 Issuer total 4,760,000.00 4,758,987.55 0.75 4,797,065.17 0.74 1.06 Toyota Lease Owner Trust 2025-A 89239NAD7 TOYOTALEASE OWNER 4.750 02/22/2028 AAA Aaa 4,378,000.00 4,377,942.65 0.69 4,399,812.51 0.68 0.84 Issuer total 4,378,000.00 4,377,942.65 0.69 4,399,812.51 0.68 0.84 Hyundai Auto Receivables Trust 2025-A 44935CAD3 HYUNDAI AUTO 4.320 10/15/2029 AAA NR 4,231,000.00 4,230,375.93 0.66 4,240,889.96 0.66 1.25 Issuer total 4,231,000.00 4,230,375.93 0.66 4,240,889.96 0.66 1.25 41 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Calldate S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) Novartis Capital Corp 66989HAY4 NOVARTIS CAPITAL CORP 4.100 11/05/2030 10/05/2030 AA-Aa3 4,075,000.00 4,062,775.00 0.64 4,029,607.52 0.63 4.06 Issuer total 4,075,000.00 4,062,775.00 0.64 4,029,607.52 0.63 4.06 Met Tower Global Funding 58989V2D5 METTOWERGLOBAL 1.250 09/14/2026 AA-Aa3 3,745,000.00 3,741,554.60 0.59 3,694,402.73 0.57 0.45 Issuer total 3,745,000.00 3,741,554.60 0.59 3,694,402.73 0.57 0.45 Fannie Mae Pool 31371NUC7 FANNIE MAE FN 257179 4.500 04/01/2028 AA+Aa1 741.46 784.16 0.00 740.10 0.00 0.87 31417YAY3 FANNIE MAE FN MA0022 4.500 04/01/2029 AA+Aa1 1,885.07 1,993.63 0.00 1,890.06 0.00 1.18 3138EG6F6 FANNIE MAE FN AL0869 4.500 06/01/2029 AA+Aa1 1,152.56 1,218.93 0.00 1,151.83 0.00 1.26 3140XQTZ0 FANNIE MAE FN FS8667 3.000 10/01/2030 AA+Aa1 3,526,746.44 3,476,049.47 0.54 3,461,456.59 0.54 1.56 31403GXF4 FANNIE MAE FN 748678 5.000 10/01/2033 AA+Aa1 369.50 397.23 0.00 367.67 0.00 2.65 31406XWT5 FANNIE MAE FN 823358 5.954 02/01/2035 AA+Aa1 10,292.76 10,212.35 0.00 10,526.09 0.00 0.70 31406PQY8 FANNIE MAE FN 815971 5.000 03/01/2035 AA+Aa1 32,741.72 35,197.37 0.01 33,008.43 0.01 2.99 31407BXH7 FANNIE MAE FN 826080 5.000 07/01/2035 AA+Aa1 5,012.48 5,388.38 0.00 5,053.31 0.00 2.93 31376KT22 FANNIE MAE FN 357969 5.000 09/01/2035 AA+Aa1 27,611.35 29,682.20 0.00 27,864.68 0.00 3.09 31403DJZ3 FANNIE MAE FN 745580 5.000 06/01/2036 AA+Aa1 25,811.83 27,747.68 0.00 26,048.66 0.00 3.09 31410F4V4 FANNIE MAE FN 888336 5.000 07/01/2036 AA+Aa1 42,540.49 45,731.04 0.01 42,913.31 0.01 3.00 Issuer total 3,674,905.66 3,634,402.44 0.57 3,611,020.73 0.56 1.62 John Deere Owner Trust 2025 47800DAD6 JOHN DEERE OWNER 4.230 09/17/2029 NR Aaa 3,046,000.00 3,045,808.40 0.48 3,054,511.13 0.47 1.42 Issuer total 3,046,000.00 3,045,808.40 0.48 3,054,511.13 0.47 1.42 42 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) General Electric Co 369604BZ5 GENERAL ELECTRIC CO 4.300 07/29/2030 06/29/2030 A-A2 2,600,000.00 2,594,474.50 0.41 2,593,765.75 0.40 3.86 Issuer total 2,600,000.00 2,594,474.50 0.41 2,593,765.75 0.40 3.86 Bank of New York Mellon Corp/The 06406RBG1 BANK OFNY MELLON 3.992 06/13/2028 06/13/2027 A Aa3 2,500,000.00 2,403,150.00 0.38 2,488,948.95 0.39 1.15 Issuer total 2,500,000.00 2,403,150.00 0.38 2,488,948.95 0.39 1.15 PenFed Auto Receivables Owner Trust 2025-A 706916AC7 PENFED AUTO 4.030 07/15/2030 AAA NR 2,204,000.00 2,203,900.16 0.35 2,198,622.90 0.34 1.71 Issuer total 2,204,000.00 2,203,900.16 0.35 2,198,622.90 0.34 1.71 Freddie Mac Strips 3134A3U53 FREDDIE MAC0%0.000 09/15/2029 AA+Aa1 2,500,000.00 2,057,500.00 0.32 2,184,345.95 0.34 3.40 Issuer total 2,500,000.00 2,057,500.00 0.32 2,184,345.95 0.34 3.40 Volvo Financial Equipment LLC Series 2025-1 92887TAC5 VOLVOFINANCIAL 4.460 05/15/2029 NR Aaa 2,050,000.00 2,052,366.31 0.32 2,058,567.36 0.32 1.37 Issuer total 2,050,000.00 2,052,366.31 0.32 2,058,567.36 0.32 1.37 State of Oregon 68609UNF8 OREGON ST 4.368%4.368 05/01/2028 AA+Aa1 1,000,000.00 1,000,000.00 0.16 1,007,980.10 0.16 1.94 68609UNG6 OREGON ST4.494%4.494 05/01/2029 AA+Aa1 1,000,000.00 1,000,000.00 0.16 1,014,040.70 0.16 2.81 Issuer total 2,000,000.00 2,000,000.00 0.31 2,022,020.80 0.31 2.38 Honda Auto Receivables 2024-4 Owner Trust 43816DAC9 HONDA AUTO 4.330 05/15/2029 AAA Aaa 1,973,000.00 1,972,720.82 0.31 1,976,851.49 0.31 0.69 Issuer total 1,973,000.00 1,972,720.82 0.31 1,976,851.49 0.31 0.69 43 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) CNH Equipment Trust 2025-A 12674BAB1 CNH EQUIPMENT TRUST 4.300 08/15/2028 AAA Aaa 1,769,752.60 1,769,712.60 0.28 1,772,460.32 0.28 0.37 Issuer total 1,769,752.60 1,769,712.60 0.28 1,772,460.32 0.28 0.37 Kubota Credit Owner Trust 2026-1 50118HAC0 KUBOTA CREDIT OWNER 3.870 05/15/2030 NR Aaa 1,548,000.00 1,547,650.62 0.24 1,531,816.90 0.24 2.53 Issuer total 1,548,000.00 1,547,650.62 0.24 1,531,816.90 0.24 2.53 Inter-American Development Bank 45818WFV3 INTER-AMERICAN DEVEL 3.900 08/15/2029 AAA Aaa 1,500,000.00 1,497,877.50 0.23 1,481,733.17 0.23 3.12 Issuer total 1,500,000.00 1,497,877.50 0.23 1,481,733.17 0.23 3.12 GM Financial Automobile LeasingTrust 2026-1 36273VAD7 GM FINANCIAL 3.880 01/22/2029 AAA NR 1,382,000.00 1,381,819.10 0.22 1,375,013.16 0.21 1.61 Issuer total 1,382,000.00 1,381,819.10 0.22 1,375,013.16 0.21 1.61 Federal Home Loan Banks 3130AH6Y4 FEDERAL HOME LOAN 2.060 09/27/2029 06/27/2026 AA+Aa1 1,300,000.00 1,189,630.00 0.19 1,221,755.68 0.19 3.15 Issuer total 1,300,000.00 1,189,630.00 0.19 1,221,755.68 0.19 3.15 John Deere Owner Trust 2026 47787DAD3 JOHN DEERE OWNER 3.870 08/15/2030 NR Aaa 1,105,000.00 1,104,804.19 0.17 1,098,438.73 0.17 2.28 Issuer total 1,105,000.00 1,104,804.19 0.17 1,098,438.73 0.17 2.28 Fannie Mae REMICS 3136AJZP4 FANNIE MAE FNR 2014-15 1.500 04/25/2029 AA+Aa1 491,421.72 448,933.77 0.07 477,697.98 0.07 1.05 31397QRE0 FANNIE MAE FNR2011-3 4.456 02/25/2041 AA+Aa1 50,930.74 50,914.81 0.01 50,898.14 0.01 0.41 Issuer total 542,352.46 499,848.58 0.08 528,596.12 0.08 0.98 44 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mkt value Effective dur (yrs) John Deere Owner Trust 2022-C 47800BAC2 JOHN DEERE OWNER 5.090 06/15/2027 NR Aaa 430,237.43 430,204.04 0.07 430,631.66 0.07 0.09 Issuer total 430,237.43 430,204.04 0.07 430,631.66 0.07 0.09 BMW Vehicle Owner Trust 2023-A 05592XAD2 BMWVEHICLE OWNER 5.470 02/25/2028 AAA NR 409,028.55 408,956.07 0.06 411,106.74 0.06 0.29 Issuer total 409,028.55 408,956.07 0.06 411,106.74 0.06 0.29 ESC MNLEHMAN BRTHRS HLDGRR VAR 525ESC0Y6 ESC MNLEHMAN BRTHRS 0.439 NR NR 2,000,000.00 1,018,311.90 0.16 287,500.00 0.04 0.00 Issuer total 2,000,000.00 1,018,311.90 0.16 287,500.00 0.04 0.00 Freddie Mac Structured Pass-Through Certificates 3133TCE95 FHLMC STRUCTURED 4.562 08/15/2032 AA+Aa1 1,061.55 1,062.66 0.00 1,043.59 0.00 0.18 31394JY35 FHLMC STRUCTURED 6.500 09/25/2043 AA+Aa1 254,264.50 287,954.53 0.05 258,680.18 0.04 2.76 Issuer total 255,326.05 289,017.19 0.05 259,723.77 0.04 2.75 Cash and Cash Equivalents CASH 0.000 8,335,078.50 8,335,078.50 0.00 8,335,078.50 1.29 0.00 PENDING TRADE SALES 0.000 0.00 7.30 0.00 7.30 0.00 0.00 PENDING TRADE 0.000 0.00 (8,258,279.31)0.00 (8,258,279.31)(1.28)0.00 Issuer total 8,335,078.50 76,806.49 0.00 76,806.49 0.01 0.00 Ginnie Mae II Pool 36225CAZ9 GOVERNMENT NATIONAL 5.125 12/20/2026 AA+Aa1 580.70 590.32 0.00 582.54 0.00 0.37 36225CC20 GOVERNMENT NATIONAL 5.625 06/20/2027 AA+Aa1 1,160.34 1,185.71 0.00 1,158.54 0.00 0.30 36225CNM4 GOVERNMENT NATIONAL 5.625 04/20/2030 AA+Aa1 1,258.56 1,247.15 0.00 1,255.88 0.00 0.35 36225CN28 GOVERNMENT NATIONAL 5.625 05/20/2030 AA+Aa1 11,087.51 10,974.89 0.00 11,087.15 0.00 0.35 45 GASB 40 -DEPOSIT AND INVESTMENT RISK DISCLOSURE As of March 31,2026 OC SAN LONGTERM PORTFOLIO Cusip Description Coupon Maturity date Call date S&P rating Moody rating Par value or shares Historical cost %Portfolio hist cost Market value %Portfolio mktvalue Effective dur (yrs) Ginnie Mae II Pool 36225DCB8 GOVERNMENT NATIONAL 5.375 07/20/2034 AA+Aa1 11,367.20 11,360.10 0.00 11,513.67 0.00 0.69 Issuer total 25,454.31 25,358.17 0.00 25,597.78 0.00 0.50 John Deere Owner Trust 2022-B 47800AAC4 JOHN DEERE OWNER 3.740 02/16/2027 NR Aaa 1,870.81 1,870.63 0.00 1,870.47 0.00 0.04 Issuer total 1,870.81 1,870.63 0.00 1,870.47 0.00 0.04 Freddie Mac Non Gold Pool 31348SWZ3 FREDDIE MACFH 786064 5.762 01/01/2028 AA+Aa1 160.03 156.13 0.00 160.27 0.00 0.63 Issuer total 160.03 156.13 0.00 160.27 0.00 0.63 ESC MNLEHMAN BRTHRS HLDGRR 5.625% 525ESCIB7 ESC MNLEHMAN BRTHRS 11.885 NR NR 600,000.00 316,106.64 0.05 60.00 0.00 0.00 Issuer total 600,000.00 316,106.64 0.05 60.00 0.00 0.00 Grand total 671,530,314.31 638,747,091.65 100.00 644,155,270.29 100.00 2.53 46 Compliance summary 48 Portfolio compliance report As of March 31, 2026 Reference:Orange County Sanitation District - Administrative Policy Directives and Procedures Manual - Investment Objectives and Parameters Effective Date of Policy:January 8, 2024 Description Policy Guidelines Compliant U.S. Treasuries •10% minimum; 1-year max maturity Yes Federal Agencies •20% max per agency of the U.S. Government, which does not provide the full faith and credit of the U.S. government; 1-year max maturity; 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 Yes Supranational Obligations •"AA" rated or better by a NRSRO; 30% max; 5-year max maturity; U.S. dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development ("IBRD"), the International Finance Corporation ("IFC") or the Inter-American Development Bank ("IADB") Yes Municipal Securities •"A" rated or higher by a NRSRO; or as otherwise approved by the Board of Directors; Taxable or tax-exempt municipal bonds issued by any of the 50 states; 10% max; 5% max issuer; 1-year max maturity Yes Corporate Medium-Term Notes •"A" rating category or better by a NRSRO; 30% max; 5% max per issuer; 5-year max maturity; Issued by corporations organized and operating within the U.S. or issued by depository institutions licensed by the U.S. or any state and operating within the U.S. 1 with AUM >$500 million Yes Non- Agency Asset-Backed Securities, Mortgage-Backed Securities, CMOs •"AA" rating category or better by a NRSRO; 20% max (combined MBS/CMO/ABS); 5% max issuer (except U.S. government or its agencies) ; 5-year max maturity; Mortgage pass-through security, collateralized mortgage obligation, mortgage-backed or other pay- through bond, equipment lease-backed certificate, consumer receivable pass-through certificate, or consumer receivable-backed bond Yes Negotiable Certificates of Deposit (NCD)•"A" rating or better long-term debt by a NRSRO; or highest short-term rating for deposits by a NRSRO; or as otherwise approved by the Board of Directors; 30% max; 5% max issuer; 1-year max maturity; Negotiable certificates of deposit 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 Yes Certificates of Deposit •5% max issuer; 1-year max maturity; 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 California Government Code Yes Banker’s Acceptances •A-1 rated or highest short-term rating by a NRSRO; 40% max; 5% max issuer; 180 days max maturity; Acceptance is eligible for purchase by the Federal Reserve System Yes 49 Reference:Orange County Sanitation District - Administrative Policy Directives and Procedures Manual - Investment Objectives and Parameters Effective Date of Policy:January 8, 2024 Description Policy Guidelines Compliant Commercial Paper •A-1 rated or better by a NRSRO; "A" long term debt rating or better by a NRSRO; Issued by a domestic corporation organized and operating in the U.S. with assets > $500 million; 40% max; 5% max issuer; 10% max of the outstanding commercial paper of any single issuer; 270 days max maturity Yes Mutual Fund & Money Market Mutual Fund •Highest rating or "AAA" rated by two NRSROs; or SEC registered adviser with AUM >$500 million and experience > than 5 years; 20% max in Mutual Funds; 10% max per one Mutual Fund; 20% max per issuer on Money Market Mutual Funds and are not subject to the 10% stipulation Yes Local Agency Investment Fund (LAIF)•No more than the statutory maximum may be invested in LAIF; Not used by investment adviser; Investment of OCSD 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 the policy Yes Orange County Treasurer's Money Market Commingled Investment Pool (OCCIP) •15% max; Not used by investment adviser; Orange County Treasurer's Money Market Commingled Investment Pool; Investment of OCSD funds in OCCIP would be subject to investigation and due diligence prior to investing and on continual basis to a level of review pursuant to the policy Yes Repurchase Agreements •20% max; 102% collateralization, 1-year max maturity Yes Reverse Repurchase Agreements •5% max, 90 days max maturity Yes Prohibited •Mortgage Derivatives, which include interest-only payments (IOs) and principal-only payments (POs); Inverse floaters, and RE-REMICS (Real Estate Mortgage Investment Conduits) Yes Securities Downgrade •If securities owned by the OCSD are downgraded below the quality required by the Investment Policy, it shall be OCSD’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 OCSD General Manager, the Administration Committee and Board of Directors Yes Avg Duration •Not to exceed 180 days in Liquid Operating account Yes Max Per Holding •5% max of the total debt outstanding of any issuer per individual holding Yes Portfolio compliance report (continued) As of March 31, 2026 50 Portfolio compliance report (continued) As of March 31, 2026 Reference:Orange County Sanitation District - Administrative Policy Directives and Procedures Manual - Investment Objectives and Parameters Effective Date of Policy:January 8, 2024 Description Policy Guidelines Compliant Max Per Issuer •5% max per issuer (except Supranationals, U.S. Government, Agencies, Mutual Funds); 20% max per issuer on Money Market Mutual Funds) Yes Maximum Maturity •1-year max maturity per security in Liquid Operating account Yes Maximum Maturity •5-year max maturity per security in Long Term account Yes Maximum Duration •5-year max portfolio effective duration in Long Term account Yes Maximum Duration •Duration of portfolio should be between 80% to 120% in Long Term account Yes Important disclosures ADDITIONAL INFORMATION Theperformance results shown,whether net or gross ofinvestment management fees,reflectthereinvestment of dividends and/orincome andother earnings.Any gross offees performance does not include fees and chargesand these can havea material detrimental effecton the performance ofaninvestment.The performance shown is forthe stated time period(s)only. Anytarget performanceaimsare not aguarantee,may not beachievedand a capital lossmay occur.Funds which have a higher performance aim generally takemorerisk to achieve thisand so havea greater potential for the returns to be significantlydifferent than expected.Investments aresubject to risks,including lossof principal.There can be no guarantee that any investment strategy will meet theliability funding needs of a particular client. Performance informationfor certain accounts may reflectperformance achieved whilethe account was managed ata priorfirm.In addition,the performance andcustomized benchmark information fortheseperiods are basedon Informationfrom 3rdparties that Insightbelieves to beaccurate,but Insighthas not independentlyverifiedsuch information andno representation is maderegarding its accuracy or completeness. The quoted benchmarks do notreflect deductionsfor fees,expensesor taxes.These benchmarksare unmanaged andcannot be purchased directly by investors.Benchmark performance is shown for illustrative purposes only and does not predict or depict the performance ofany investment.There may be material factors relevant to anysuch comparison suchas differences involatility,and regulatory andlegal restrictionsbetween the indices shownandthe strategy. Anycurrency conversionsperformed for thispresentation,useFX rates asper WMReuters4pm spot rates,unless noted otherwise. Fundsand portfolioswithan ESG objectivefollow asustainableor ESG related investmentapproach,whichmay cause them to performdifferentlythan funds that are not required to integrate sustainableinvestment criteria whenselecting securities.Funds and portfolioswithno ESG objectiveare not requiredto integrate sustainable investment criteria when selecting securities so any ESG approach shownis onlyindicativeand there is no guarantee that the specific approach will be applied acrossthe wholeportfolio. Thisdocumentmust not be used forthe purpose of an offer or solicitation in any jurisdiction or in anycircumstancesin which suchofferorsolicitation is unlawful or otherwisenotpermitted.This document is intended only for the parties to whomitwasdeliveredorits authorised agents and shouldnotbecopied or passedto any other person.Please contactthe ClientServicesTeam iftherehas been any changein yourfinancial circumstances or risktolerance sincethe previous valuationthat could affect the investment objectiveofyourportfolio.Insightobtainsmarket dataand pricesfromanindependentpricingsourceforall of ourcurrency positionsona dailybasis.For tradingactivitythe Clearingbroker will be reflected.In certain casesthe Clearing broker will differ from theExecuting broker. Some information containedin this clientreport comes from externalsources which Insightbelieves to be reliable.Alist ofsources is available on request.All statistics represent month end figures unless otherwisenoted.It should not be assumed thatany ofthe securitytransactionsorholdings referencedherein have been or will proveto be profitableor that future investmentdecisions will beprofitable or will equalorexceed the past investment performance ofthe securities listed.Tax treatment dependson the individualcircumstances of eachinvestor and may be subjectto change in thefuture.Insightdoes not providetaxorlegal adviceto its clientsand all investors are stronglyurged to seek professionaladvice regarding any potential strategy or investment.Material in this publication is forgeneral information only and is notadvice,investment advice,or the recommendation ofany purchase or sale of any security. Insight Investment is thecorporate brand for certain companies operated by InsightInvestment Management Limited(IIML).Insightincludes,among others,Insight InvestmentManagement (Global)Limited (IIMG),Insight Investment International Limited (IIIL)and Insight North AmericaLLC (INA),each of which providesasset management services.Thisgroupof companies may be referred to as 'Insight'or 'Insight Investment'. Pleasecompare theinformation provided inthisstatement to theinformation provided inthestatementreceivedfrom your Custodian.This report is not intended toreplace your custodial statement which is your official record forall pertinent accountinformation.Pleasenotify uspromptly if you donotreceive from your custodian on at leasta quarterly basisaccount statements thatcontainthe amount of fundsand each securityinthe accountatthe endof theperiodand all transactions inthe account duringthatperiod. Investment advisory services in North America areprovidedthrough two differentinvestment advisers registered with the Securities and ExchangeCommission(SEC),using the brand InsightInvestment:Insight North America LLC (INA)andInsight InvestmentInternational Limited (IIIL).The North American investment advisers are associated withother globalinvestment managersthatalso(individually andcollectively)use the corporatebrand Insight Investmentand maybe referred to as 'Insight'or'Insight Investment'.INA is registered withthe CFTC as a CommodityTradingAdvisor and a CommodityPoolOperator andare members of the NFA. Informationaboutthe indices shownhere is providedto allow forcomparison ofthe performanceof the strategyto that of certain well-known and widelyrecognized indices.There is no representation that suchindex is an appropriate benchmark for suchcomparison.You cannotinvest directlyin an indexand theindices represented do not takeinto account trading commissionsand/or other brokerageorcustodial costs.The volatilityof the indicesmay be materially different fromthatof the strategy.In addition,the strategy’sholdingsmay differ substantiallyfrom the securities that comprise the indicesshown. TheICEBofA3 Month UST-Billindex isan unmanagedmarket indexof U.S.Treasurysecuritiesmaturingin 90 days that assumesreinvestment of all income. TheICEBofA6 MonthUST-Bill indexmeasures theperformanceofTreasury bills withtimeto maturityofless than6 months. 52 ADDITIONAL INFORMATION TheICE BofA1-Year US Treasury Index is aone-securityindexcomprised ofthe mostrecentlyissued 1-year US Treasury note.The index is rebalanced monthly.Inorderto qualify forinclusion,a1-year notemustbe auctioned on or beforethe third business day before the last businessday of themonth. TheICE BofA3-Year US Treasury Index is aone-securityindexcomprised ofthe mostrecentlyissued 3-year US Treasury note.The index is rebalanced monthly.Inorderto qualify forinclusion,a3-year notemustbe auctioned on or beforethe third business day before the last businessday of themonth. TheICE BofA5-Year US Treasury Index is aone-securityindexcomprised ofthe mostrecentlyissued 5-year US Treasury note.The index is rebalanced monthly.Inorderto qualify forinclusion,a5-year notemustbe auctioned on or beforethe third business day before the last businessday of themonth. The ICE BofA1-3 USYear Treasury Index is an unmanaged index thattracks the performance ofthe direct sovereign debt ofthe U.S.Government having a maturity ofatleast oneyearand less than three years. The ICE BofA1-5 USYear Treasury Index is an unmanagedindex thattracks the performance of the directsovereigndebt of the U.S.Government having amaturity of at least one year and less thanfive years. ©2026 InsightInvestment.All rights reserved. 53 Insight - U.S. Bank Investment Detail Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio USD-U.S._DOLLAR Cash & Cash Equivalents CASH - INCOME CUSIP: Ticker: 31.55%26,531,758.3000 1.0000 31-Mar-26 26,531,758.30 ----Income Cash & Cash Equivalents CASH - PRINCIPAL CUSIP: Ticker: -31.55%-26,531,758.3000 1.0000 31-Mar-26 -26,531,758.30 ----Principal Cash & Cash Equivalents DISNEY WALT CO THE C P 5/14/26 CUSIP: 2546R3EE0 Ticker: 0.44%368,000.0000 0.9954 31-Mar-26 366,318.24 366,261.20 57.04 14,424.14 3.85%Principal Cash & Cash Equivalents FIRST AM GOVT OB FD CL Z CUSIP: 31846V567 Ticker: FGZXX 18.04%15,177,104.4800 1.0000 31-Mar-26 15,177,104.48 15,177,104.48 -536,758.18 3.54%Principal Cash & Cash Equivalents METLIFE SHORT TERM FDG C P 6/09/26 CUSIP: 59166HF94 Ticker: 1.65%1,400,000.0000 0.9925 31-Mar-26 1,389,542.00 1,385,832.00 3,710.00 52,768.57 3.76%Principal Cash & Cash Equivalents METLIFE SHORT TERM FDG C P 7/07/26 CUSIP: 59166HG77 Ticker: 0.34%285,000.0000 0.9895 31-Mar-26 282,004.65 281,982.56 22.09 11,238.42 3.94%Principal Cash & Cash Equivalents U S TREASURY BILL 3/18/27 CUSIP: 912797UD7 Ticker: 1.15%1,000,000.0000 0.9656 31-Mar-26 965,620.00 963,781.94 1,838.06 37,238.29 3.85%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 1 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Cash & Cash Equivalents U S TREASURY BILL 4/30/26 CUSIP: 912797SN8 Ticker: 43026 2.73%2,300,000.0000 0.9971 31-Mar-26 2,293,284.00 2,285,433.52 7,850.48 83,375.00 3.64%Principal Cash & Cash Equivalents U S TREASURY BILL 5/19/26 CUSIP: 912797TS6 Ticker: 0.35%300,000.0000 0.9952 31-Mar-26 298,548.00 298,276.84 271.16 10,710.00 3.59%Principal Cash & Cash Equivalents U S TREASURY BILL 5/26/26 CUSIP: 912797TT4 Ticker: 2.36%2,000,000.0000 0.9944 31-Mar-26 1,988,860.00 1,988,730.00 130.00 71,350.00 3.59%Principal Cash & Cash Equivalents U S TREASURY BILL 5/28/26 CUSIP: 912797SW8 Ticker: 4.34%3,675,000.0000 0.9942 31-Mar-26 3,653,832.00 3,652,653.29 1,178.71 131,565.00 3.60%Principal Cash & Cash Equivalents U S TREASURY BILL 6/16/26 CUSIP: 912797UA3 Ticker: 2.01%1,700,000.0000 0.9924 31-Mar-26 1,687,063.00 1,680,126.58 6,936.42 60,647.50 3.59%Principal Cash & Cash Equivalents U S TREASURY BILL 6/18/26 CUSIP: 912797TD9 Ticker: 2.83%2,400,000.0000 0.9922 31-Mar-26 2,381,304.00 2,360,634.27 20,669.73 85,560.00 3.59%Principal Cash & Cash Equivalents U S TREASURY BILL 6/30/26 CUSIP: 912797UC9 Ticker: 1.56%1,325,000.0000 0.9910 31-Mar-26 1,313,088.25 1,309,313.53 3,774.72 47,401.88 3.61%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 2 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Cash & Cash Equivalents U S TREASURY BILL 7/21/26 CUSIP: 912797UQ8 Ticker: 1.18%1,000,000.0000 0.9889 31-Mar-26 988,900.00 988,342.00 558.00 37,001.48 3.71%Principal Cash & Cash Equivalents U S TREASURY BILL 7/28/26 CUSIP: 912797UR6 Ticker: 2.35%2,000,000.0000 0.9882 31-Mar-26 1,976,360.00 1,976,120.67 239.33 73,864.03 3.71%Principal Fixed Income AMERICREDIT AM 3.986% 3/18/27 CUSIP: 03066CAA6 Ticker: 1.49%1,250,000.0000 1.0000 31-Mar-26 1,250,050.00 1,250,000.00 50.00 49,825.00 3.99%Principal Fixed Income AVALONBAY MTN 2.950% 5/11/26 CUSIP: 05348EAX7 Ticker: 0.34%283,000.0000 0.9986 31-Mar-26 282,603.80 282,527.39 76.41 8,348.50 2.95%Principal Fixed Income CAMDEN PPTY TR 5.850% 11/03/26 CUSIP: 133131BA9 Ticker: 1.20%1,000,000.0000 1.0077 31-Mar-26 1,007,650.00 1,013,300.00 -5,650.00 58,500.00 5.81%Principal Fixed Income CARVANA AUTO RECEIV 3.144% 3/10/27 CUSIP: 14689FAA3 Ticker: 1.49%1,250,000.0000 1.0000 31-Mar-26 1,250,012.50 1,250,000.00 12.50 48,662.50 3.89%Principal Fixed Income CHEVRON 2.954% 5/16/26 CUSIP: 166764BL3 Ticker: 2.38%2,000,000.0000 0.9990 31-Mar-26 1,997,920.00 1,996,300.00 1,620.00 59,080.00 2.96%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 3 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F F C B DEB 0.820% 5/27/26 CUSIP: 3133ELC85 Ticker: 1.18%1,000,000.0000 0.9954 31-Mar-26 995,420.00 989,392.00 6,028.00 8,200.00 0.82%Principal Fixed Income F F C B DEB 4.375% 6/23/26 CUSIP: 3133EPNG6 Ticker: 0.43%357,000.0000 1.0013 31-Mar-26 357,478.38 357,449.46 28.92 15,618.75 4.37%Principal Fixed Income F F C B DEB 3.68944% 1/06/27 CUSIP: 3133ET6H5 Ticker: 1.19%1,000,000.0000 1.0000 31-Mar-26 1,000,010.00 1,000,042.00 -32.00 36,850.00 3.68%Principal Fixed Income F F C B DEB 3.71163% 9/14/26 CUSIP: 3133ERHG9 Ticker: FFC4426V 2.39%2,010,000.0000 1.0004 31-Mar-26 2,010,703.50 2,011,668.30 -964.80 74,603.77 3.71%Principal Fixed Income F F C B DEB 3.71424% 6/03/26 CUSIP: 3133ERGC9 Ticker: FFC4926 0.83%700,000.0000 1.0001 31-Mar-26 700,098.00 700,198.80 -100.80 25,999.67 3.71%Principal Fixed Income F H L B DEB 1.000% 5/26/26 CUSIP: 3130AMH62 Ticker: 0.49%415,000.0000 0.9958 31-Mar-26 413,240.40 405,372.00 7,868.40 4,150.00 1.00%Principal Fixed Income F H L B DEB 1.110% 6/02/26 CUSIP: 3130APSU0 Ticker: 2.40%2,025,000.0000 0.9955 31-Mar-26 2,015,826.75 2,009,043.00 6,783.75 22,477.50 1.12%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 4 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F H L B DEB 4.000% 3/25/27 CUSIP: 3130BA2U0 Ticker: 1.19%1,000,000.0000 0.9999 31-Mar-26 999,910.00 1,000,000.00 -90.00 40,000.00 4.00%Principal Fixed Income F H L B DISC NTS 4/01/26 CUSIP: 313385UZ7 Ticker: 5.71%4,800,000.0000 0.9999 31-Mar-26 4,799,520.00 4,799,520.00 --3.65%Principal Fixed Income F H L M C M T N 1/04/27 CUSIP: 312902VN6 Ticker: 1.15%1,000,000.0000 0.9713 31-Mar-26 971,290.00 966,240.00 5,050.00 35,613.87 3.66%Principal Fixed Income F H L M C M T N 0.650% 5/28/26 CUSIP: 3134GXCJ1 Ticker: 0.25%211,000.0000 0.9952 31-Mar-26 209,976.65 209,451.47 525.18 1,371.50 0.65%Principal Fixed Income F H L M C M T N 6.930% 6/01/26 CUSIP: 3134A1Z60 Ticker: 2.12%1,775,000.0000 1.0049 31-Mar-26 1,783,644.25 1,810,869.85 -27,225.60 123,007.50 6.90%Principal Fixed Income F H L M C MLTCL MT 2.525% 10/25/26 CUSIP: 3137FQXJ7 Ticker: FHL2526C 1.18%1,000,000.0000 0.9925 31-Mar-26 992,460.00 990,039.06 2,420.94 25,249.99 2.54%Principal Fixed Income F H L M C MLTCL MTG 2.570% 7/25/26 CUSIP: 3137BRQJ7 Ticker: FHL2526E 1.15%971,821.4500 0.9953 31-Mar-26 967,253.89 966,430.89 823.00 24,975.82 2.58%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 5 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F H L M C MLTCL MTG 2.862% 5/25/26 CUSIP: 3137FMU67 Ticker: 1.35%1,140,921.5300 0.9966 31-Mar-26 1,137,008.17 1,136,732.20 275.97 32,653.17 2.87%Principal Fixed Income F H L M C MLTCL MTG 3.300% 10/25/26 CUSIP: 3137BTAC5 Ticker: 1.18%1,000,000.0000 0.9946 31-Mar-26 994,560.00 995,117.19 -557.19 33,000.00 3.32%Principal Fixed Income F H L M C MLTCL MTG 3.413% 12/25/26 CUSIP: 3137BUX60 Ticker: FHL3426 1.17%988,170.9700 0.9945 31-Mar-26 982,755.79 983,886.33 -1,130.54 33,726.28 3.43%Principal Fixed Income F N M A 5.430% 6/18/26 CUSIP: 3135G07G2 Ticker: 1.97%1,660,000.0000 1.0002 31-Mar-26 1,660,332.00 1,660,493.02 -161.02 90,138.00 5.43%Principal Fixed Income F N M A M T N 4.000% 3/30/27 CUSIP: 3136GCY66 Ticker: 1.19%1,000,000.0000 1.0000 31-Mar-26 1,000,026.00 1,000,000.00 26.00 40,000.00 4.00%Principal Fixed Income GENERAL DYNAMICS 1.150% 6/01/26 CUSIP: 369550BN7 Ticker: 1.32%1,113,000.0000 0.9952 31-Mar-26 1,107,601.95 1,087,478.91 20,123.04 12,799.50 1.16%Principal Fixed Income JPMORGAN CHASE CO 3.200% 6/15/26 CUSIP: 46625HRS1 Ticker: 1.71%1,439,000.0000 0.9985 31-Mar-26 1,436,798.33 1,425,012.92 11,785.41 46,048.00 3.20%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 6 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income JPMORGAN CHASE CO 3.300% 4/01/26 CUSIP: 46625HQW3 Ticker: 1.19%1,000,000.0000 1.0000 31-Mar-26 1,000,000.00 999,240.00 760.00 33,000.00 3.30%Principal Fixed Income MASSMUTUAL MTN 4.54691% 7/10/26 CUSIP: 57629TBQ9 Ticker: MM66226 1.19%1,000,000.0000 1.0019 31-Mar-26 1,001,930.00 1,003,370.00 -1,440.00 53,153.00 5.31%Principal Fixed Income NEW YORK LIFE 5.450% 9/18/26 CUSIP: 64953BBF4 Ticker: 1.20%1,000,000.0000 1.0059 31-Mar-26 1,005,900.00 1,009,660.00 -3,760.00 54,500.00 5.42%Principal Fixed Income NEW YORK LIFE MTN 1.150% 6/09/26 CUSIP: 64952WED1 Ticker: 0.20%173,000.0000 0.9943 31-Mar-26 172,008.71 171,738.83 269.88 1,989.50 1.16%Principal Fixed Income PNC FINANCIAL 1.150% 8/13/26 CUSIP: 693475BB0 Ticker: 1.45%1,229,000.0000 0.9890 31-Mar-26 1,215,517.87 1,193,912.05 21,605.82 14,133.50 1.16%Principal Fixed Income REALTY INCOME CORP 4.875% 6/01/26 CUSIP: 756109BF0 Ticker: 0.63%527,000.0000 1.0002 31-Mar-26 527,089.59 527,057.97 31.62 25,691.25 4.87%Principal Fixed Income REGENCY CENTERS LP 3.600% 2/01/27 CUSIP: 75884RAV5 Ticker: 2.13%1,800,000.0000 0.9945 31-Mar-26 1,790,046.00 1,790,910.00 -864.00 64,800.00 3.62%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 7 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income RESOLUTION FDG STRIP 4/15/26 CUSIP: 76116EHF0 Ticker: 3.56%3,000,000.0000 0.9985 31-Mar-26 2,995,500.00 2,933,704.40 61,795.60 0.30 0.00%Principal Fixed Income SUNTRUST BANK 3.300% 5/15/26 CUSIP: 86787GAJ1 Ticker: 2.37%2,000,000.0000 0.9984 31-Mar-26 1,996,880.00 1,997,280.00 -400.00 66,000.00 3.31%Principal Fixed Income U S TREAS BD STRIP 5/15/26 CUSIP: 912833LZ1 Ticker: 51526 1.18%1,000,000.0000 0.9955 31-Mar-26 995,520.00 995,410.00 110.00 --Principal Fixed Income U S TREASURY BILL 4.645% 10/31/26 CUSIP: 91282CLT6 Ticker: UST4626B 2.38%2,000,000.0000 1.0010 31-Mar-26 2,001,900.00 2,002,143.96 -243.96 92,900.00 4.64%Principal Fixed Income VOLKSWAGEN AUTO 3.828% 3/22/27 CUSIP: 92868CAA9 Ticker: 1.49%1,250,000.0000 1.0001 31-Mar-26 1,250,112.50 1,250,000.00 112.50 47,850.00 3.83%Principal Fixed Income WELLTOWER INC 2.700% 2/15/27 CUSIP: 95040QAK0 Ticker: 1.27%1,084,000.0000 0.9860 31-Mar-26 1,068,791.48 1,072,444.56 -3,653.08 29,268.00 2.74%Principal USD-U.S._DOLLAR INVESTMENT - DETAIL Run Date : 04/27/2026 Page 8 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046600 OCSD LIQUID OPERATING PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Cash & Cash Equivalents 41.33%34,761,828.62 34,714,592.88 47,235.74 1,253,902.48 3.61% Fixed Income 58.67%49,345,346.51 49,243,436.56 101,909.95 1,434,184.88 2.91% Total USD-U.S._DOLLAR 100.00%84,107,175.13 83,958,029.44 149,145.69 2,688,087.36 3.20% Total (U.S. DOLLAR)100.00%84,107,175.13 83,958,029.44 149,145.69 2,861,173.35 3.40% Grand Total (U.S. DOLLAR)100.00%84,107,175.13 83,958,029.44 149,145.69 2,861,173.35 3.40% INVESTMENT - DETAIL Run Date : 04/27/2026 Page 9 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio USD-U.S._DOLLAR Cash & Cash Equivalents CASH - INCOME CUSIP: Ticker: 18.37%118,285,531.9600 1.0000 31-Mar-26 118,285,531.96 ----Income Cash & Cash Equivalents CASH - PRINCIPAL CUSIP: Ticker: -18.37%-118,285,531.9600 1.0000 31-Mar-26 -118,285,531.96 ----Principal Cash & Cash Equivalents FIRST AM GOVT OB FD CL Z CUSIP: 31846V567 Ticker: FGZXX 1.29%8,335,078.5000 1.0000 31-Mar-26 8,335,078.50 8,335,078.50 -294,780.97 3.54%Principal Fixed Income AIG GLOBAL FDG MTN 4.900% 1/07/28 CUSIP: 00138CBD9 Ticker: 0.80%5,091,000.0000 1.0061 31-Mar-26 5,122,258.74 5,091,000.00 31,258.74 249,459.00 4.87%Principal Fixed Income AMAZON COM INC 4.250% 3/13/31 CUSIP: 023135DD5 Ticker: 0.76%4,900,000.0000 0.9926 31-Mar-26 4,863,887.00 4,892,160.00 -28,273.00 208,250.00 4.28%Principal Fixed Income AMERICAN EXP 4.560% 12/17/29 CUSIP: 02582JKM1 Ticker: AE44529 1.67%10,636,000.0000 1.0080 31-Mar-26 10,721,088.00 10,633,637.74 87,450.26 485,001.60 4.52%Principal Fixed Income AMERICAN EXPRESS 4.009% 2/09/29 CUSIP: 025816EN5 Ticker: 0.99%6,400,000.0000 0.9936 31-Mar-26 6,359,104.00 6,400,394.17 -41,290.17 256,576.00 4.03%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 10 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income BANK NEW YORK MTN 3.992% 6/13/28 CUSIP: 06406RBG1 Ticker: 0.39%2,500,000.0000 0.9956 31-Mar-26 2,488,950.00 2,403,150.00 85,800.00 99,800.00 4.01%Principal Fixed Income BANK OF AMERICA 4.979% 1/24/29 CUSIP: 06051GMK2 Ticker: 0.51%3,250,000.0000 1.0078 31-Mar-26 3,275,317.50 3,250,000.00 25,317.50 161,817.50 4.94%Principal Fixed Income BANK OF AMERICA MTN 3.824% 1/20/28 CUSIP: 06051GGF0 Ticker: 0.97%6,275,000.0000 0.9950 31-Mar-26 6,243,687.75 5,907,613.65 336,074.10 239,956.00 3.84%Principal Fixed Income BANK OF AMERICA MTN 3.970% 3/05/29 CUSIP: 06051GHG7 Ticker: 0.69%4,500,000.0000 0.9909 31-Mar-26 4,459,185.00 4,305,375.00 153,810.00 178,650.00 4.01%Principal Fixed Income BMW VEH OWNER TR 5.470% 2/25/28 CUSIP: 05592XAD2 Ticker: BVO5428 0.06%409,028.5400 1.0051 31-Mar-26 411,106.40 408,956.06 2,150.34 22,373.87 5.44%Principal Fixed Income CAPITAL ONE PRIME 4.760% 8/15/28 CUSIP: 14043KAK1 Ticker: 0.82%5,240,000.0000 1.0042 31-Mar-26 5,262,112.80 5,252,690.60 9,422.20 249,424.00 4.74%Principal Fixed Income CHASE ISSUE TR 4.600% 1/16/29 CUSIP: 161571HV9 Ticker: 1.25%8,040,000.0000 1.0045 31-Mar-26 8,076,421.20 8,038,775.51 37,645.69 369,840.00 4.58%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 11 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income CITIBANK N A 4.838% 8/06/29 CUSIP: 17325FBK3 Ticker: 1.18%7,500,000.0000 1.0133 31-Mar-26 7,599,825.00 7,501,725.00 98,100.00 362,850.00 4.77%Principal Fixed Income CNH EQUIPMENT 4.300% 8/15/28 CUSIP: 12674BAB1 Ticker: CE44328 0.28%1,769,752.6000 1.0015 31-Mar-26 1,772,460.32 1,769,712.60 2,747.72 76,099.35 4.29%Principal Fixed Income CONSUMERS ENERGY CO 4.700% 1/15/30 CUSIP: 210518DX1 Ticker: 1.02%6,500,000.0000 1.0099 31-Mar-26 6,564,350.00 6,427,980.00 136,370.00 305,500.00 4.65%Principal Fixed Income DEERE JOHN MTN 4.750% 1/20/28 CUSIP: 24422EWR6 Ticker: 1.02%6,500,000.0000 1.0133 31-Mar-26 6,586,255.00 6,580,745.00 5,510.00 308,750.00 4.69%Principal Fixed Income DTE ELEC CO 4.250% 5/14/27 CUSIP: 23338VAW6 Ticker: 0.77%4,956,000.0000 1.0004 31-Mar-26 4,958,131.08 4,962,368.16 -4,237.08 210,630.00 4.25%Principal Fixed Income ERAC USA FINANCE 5.000% 2/15/29 CUSIP: 26884TAY8 Ticker: 1.14%7,250,000.0000 1.0161 31-Mar-26 7,366,725.00 7,272,330.00 94,395.00 362,500.00 4.92%Principal Fixed Income F F C B DEB 1.125% 6/01/29 CUSIP: 3133EMHZ8 Ticker: 0.35%2,500,000.0000 0.9137 31-Mar-26 2,284,125.00 2,238,215.00 45,910.00 28,125.00 1.23%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 12 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F F C B DEB 4.490% 3/05/29 CUSIP: 3133ER5D9 Ticker: 2.01%12,975,000.0000 0.9986 31-Mar-26 12,956,835.00 13,043,789.50 -86,954.50 582,577.50 4.50%Principal Fixed Income F H L B DEB CUSIP: 3130AH6Y4 Ticker: 0.19%1,300,000.0000 0.9398 31-Mar-26 1,221,753.00 1,189,630.00 32,123.00 26,780.00 2.19%Principal Fixed Income F H L M C 4.000% 10/08/30 CUSIP: 3134HBW31 Ticker: 0.74%4,800,000.0000 0.9923 31-Mar-26 4,762,992.00 4,800,000.00 -37,008.00 192,000.00 4.03%Principal Fixed Income F H L M C 4.000% 10/09/30 CUSIP: 3134HBX48 Ticker: 0.98%6,350,000.0000 0.9934 31-Mar-26 6,307,899.50 6,354,762.50 -46,863.00 254,000.00 4.03%Principal Fixed Income F H L M C M T N 4.030% 10/10/29 CUSIP: 3134HAPK3 Ticker: 0.77%5,000,000.0000 0.9945 31-Mar-26 4,972,300.00 4,939,200.00 33,100.00 201,500.00 4.05%Principal Fixed Income F H L M C M T N 4.500% 5/23/30 CUSIP: 3134HBSX0 Ticker: 0.97%6,250,000.0000 0.9996 31-Mar-26 6,247,437.50 6,250,000.00 -2,562.50 281,250.00 4.50%Principal Fixed Income F H L M C M T N 4.750% 12/18/29 CUSIP: 3134HAW33 Ticker: 1.55%10,000,000.0000 0.9993 31-Mar-26 9,993,300.00 9,973,870.08 19,429.92 475,000.00 4.75%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 13 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F H L M C #786064 5.762% 1/01/28 CUSIP: 31348SWZ3 Ticker: 786064F 0.00%167.0700 1.0015 31-Mar-26 167.32 163.00 4.32 9.63 5.75%Principal Fixed Income F H L M C MLTCL 5.069% 10/25/28 CUSIP: 3137HB3D4 Ticker: FHL5028 1.70%10,716,000.0000 1.0202 31-Mar-26 10,932,248.88 10,850,787.19 81,461.69 543,194.08 4.97%Principal Fixed Income F H L M C MLTCL MT 3.350% 1/25/28 CUSIP: 3137FETN0 Ticker: FHL0428B 1.29%8,440,000.0000 0.9874 31-Mar-26 8,333,402.80 8,126,748.44 206,654.36 282,740.03 3.39%Principal Fixed Income F H L M C MLTCL MT 3.850% 5/25/28 CUSIP: 3137FG6X8 Ticker: FHL3828B 1.12%7,250,000.0000 0.9937 31-Mar-26 7,204,252.50 7,116,894.53 87,357.97 279,124.97 3.87%Principal Fixed Income F H L M C MLTCL MT 4.562% 8/15/32 CUSIP: 3133TCE95 Ticker: FHL3032 0.00%1,031.8500 0.9833 31-Mar-26 1,014.59 1,032.94 -18.35 47.18 4.65%Principal Fixed Income F H L M C MLTCL MT 6.49999% 9/25/43 CUSIP: 31394JY35 Ticker: FHL9543 0.04%254,264.5000 1.0174 31-Mar-26 258,681.07 287,954.52 -29,273.45 16,527.16 6.39%Principal Fixed Income F H L M C MLTCL MTG 3.120% 9/25/26 CUSIP: 3137BSRE5 Ticker: 0.76%4,941,514.9400 0.9945 31-Mar-26 4,914,089.53 5,113,019.15 -198,929.62 154,175.27 3.14%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 14 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F H L M C MLTCL MTG 4.250% 1/15/31 CUSIP: 3137HPM75 Ticker: 0.98%6,395,680.9500 0.9896 31-Mar-26 6,328,910.04 6,411,670.15 -82,760.11 271,816.44 4.29%Principal Fixed Income F H L M C MLTCL MTG 4.803% 5/25/29 CUSIP: 3137HDJJ0 Ticker: 1.38%8,761,951.9800 1.0159 31-Mar-26 8,900,916.54 8,797,547.43 103,369.11 420,836.60 4.73%Principal Fixed Income F H L M C MLTCL MTG 5.180% 3/25/29 CUSIP: 3137HCKV3 Ticker: 1.01%6,320,000.0000 1.0251 31-Mar-26 6,478,884.80 6,480,309.38 -1,424.58 327,376.03 5.05%Principal Fixed Income F H L M C MLTCL MTG 5.400% 1/25/29 CUSIP: 3137HBPD0 Ticker: FHL5429 1.60%10,000,000.0000 1.0297 31-Mar-26 10,297,000.00 10,244,140.63 52,859.37 540,000.00 5.24%Principal Fixed Income F H L M C STRIP 9/15/29 CUSIP: 3134A3U53 Ticker: FHL91529 0.34%2,500,000.0000 0.8737 31-Mar-26 2,184,350.00 2,057,500.00 126,850.00 0.25 0.00%Principal Fixed Income F N M A STRIP 1/15/30 CUSIP: 31358DDG6 Ticker: 0.67%5,000,000.0000 0.8608 31-Mar-26 4,304,200.00 4,144,100.00 160,100.00 0.50 0.00%Principal Fixed Income F N M A STRIP 5/15/30 CUSIP: 31358DDR2 Ticker: 1.32%10,000,000.0000 0.8485 31-Mar-26 8,485,300.00 8,273,581.73 211,718.27 1.00 0.00%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 15 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F N M A #257179 4.500% 4/01/28 CUSIP: 31371NUC7 Ticker: 257179A 0.00%741.3600 0.9982 31-Mar-26 740.00 784.07 -44.07 33.36 4.51%Principal Fixed Income F N M A #357969 5.000% 9/01/35 CUSIP: 31376KT22 Ticker: 357969A 0.00%27,611.3000 1.0092 31-Mar-26 27,864.77 29,682.18 -1,817.41 1,380.57 4.95%Principal Fixed Income F N M A #745580 5.000% 6/01/36 CUSIP: 31403DJZ3 Ticker: 745580A 0.00%25,811.7800 1.0092 31-Mar-26 26,048.73 27,747.67 -1,698.94 1,290.59 4.95%Principal Fixed Income F N M A #748678 5.000% 10/01/33 CUSIP: 31403GXF4 Ticker: 748678A 0.00%369.5500 0.9950 31-Mar-26 367.72 397.26 -29.54 18.48 5.02%Principal Fixed Income F N M A #815971 5.000% 3/01/35 CUSIP: 31406PQY8 Ticker: 815971A 0.01%32,741.7200 1.0082 31-Mar-26 33,008.57 35,197.35 -2,188.78 1,637.09 4.96%Principal Fixed Income F N M A #823358 5.954% 2/01/35 CUSIP: 31406XWT5 Ticker: 823358A 0.00%10,292.7600 1.0227 31-Mar-26 10,526.10 10,212.35 313.75 612.83 5.82%Principal Fixed Income F N M A #826080 5.000% 7/01/35 CUSIP: 31407BXH7 Ticker: 826080A 0.00%5,012.4200 1.0082 31-Mar-26 5,053.27 5,388.33 -335.06 250.62 4.96%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 16 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income F N M A #888336 5.000% 7/01/36 CUSIP: 31410F4V4 Ticker: 888336A 0.01%42,540.4700 1.0088 31-Mar-26 42,913.12 45,731.03 -2,817.91 2,127.02 4.96%Principal Fixed Income F N M A #AL0869 4.500% 6/01/29 CUSIP: 3138EG6F6 Ticker: AL0869A 0.00%1,152.5600 0.9994 31-Mar-26 1,151.82 1,218.94 -67.12 51.87 4.50%Principal Fixed Income F N M A #FS8667 3.000% 10/01/30 CUSIP: 3140XQTZ0 Ticker: FS8667A 0.54%3,526,746.4300 0.9815 31-Mar-26 3,461,466.35 3,476,049.45 -14,583.10 105,802.39 3.06%Principal Fixed Income F N M A #MA0022 4.500% 4/01/29 CUSIP: 31417YAY3 Ticker: MA0022A 0.00%1,885.0600 1.0027 31-Mar-26 1,890.06 1,993.64 -103.58 84.83 4.49%Principal Fixed Income F N M A GTD REMIC 1.500% 4/25/29 CUSIP: 3136AJZP4 Ticker: 0.07%491,421.7200 0.9721 31-Mar-26 477,696.31 448,933.77 28,762.54 7,371.33 1.54%Principal Fixed Income F N M A GTD REMIC 2.472% 2/25/41 CUSIP: 31397QRE0 Ticker: FNM2841 0.01%50,930.6800 0.9994 31-Mar-26 50,898.08 50,914.77 -16.69 2,272.37 4.46%Principal Fixed Income FORD CR FLP MASTER 0.00001% 5/15/28 CUSIP: 34528QHV9 Ticker: 1.40%9,000,000.0000 1.0012 31-Mar-26 9,011,070.00 9,033,398.44 -22,328.44 0.90 0.00%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 17 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income FORD CREDIT AT 4.940% 6/15/28 CUSIP: 345282AD9 Ticker: 0.75%4,802,000.0000 1.0046 31-Mar-26 4,824,185.24 4,809,503.13 14,682.11 237,218.80 4.92%Principal Fixed Income G N M A I I #080023 5.125% 12/20/26 CUSIP: 36225CAZ9 Ticker: 080023M 0.00%580.6700 1.0032 31-Mar-26 582.51 590.26 -7.75 29.76 5.11%Principal Fixed Income G N M A I I #080088 5.625% 6/20/27 CUSIP: 36225CC20 Ticker: 080088M 0.00%1,160.3100 0.9985 31-Mar-26 1,158.51 1,185.70 -27.19 65.27 5.63%Principal Fixed Income G N M A I I #080395 5.625% 4/20/30 CUSIP: 36225CNM4 Ticker: 080395M 0.00%1,258.5700 0.9979 31-Mar-26 1,255.89 1,247.14 8.75 70.79 5.64%Principal Fixed Income G N M A I I #080408 5.625% 5/20/30 CUSIP: 36225CN28 Ticker: 080408M 0.00%11,087.4600 1.0000 31-Mar-26 11,087.13 10,974.82 112.31 623.67 5.63%Principal Fixed Income G N M A I I #080965 5.375% 7/20/34 CUSIP: 36225DCB8 Ticker: 080965M 0.00%11,367.2400 1.0129 31-Mar-26 11,513.76 11,360.13 153.63 610.99 5.31%Principal Fixed Income GE AEROSPACE 4.300% 7/29/30 CUSIP: 369604BZ5 Ticker: 0.40%2,600,000.0000 0.9976 31-Mar-26 2,593,760.00 2,594,474.50 -714.50 111,800.00 4.31%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 18 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income GM FINL AM LS TR 3.880% 1/22/29 CUSIP: 36273VAD7 Ticker: 0.21%1,382,000.0000 0.9949 31-Mar-26 1,375,007.08 1,381,819.10 -6,812.02 53,621.60 3.90%Principal Fixed Income GMF FLOORPL OWNE 4.680% 11/15/28 CUSIP: 361886DK7 Ticker: 1.20%7,710,000.0000 1.0032 31-Mar-26 7,734,672.00 7,712,108.20 22,563.80 360,828.00 4.67%Principal Fixed Income GOLDMAN SACHS BK 5.414% 5/21/27 CUSIP: 38151LAG5 Ticker: 1.17%7,500,000.0000 1.0012 31-Mar-26 7,509,300.00 7,546,875.00 -37,575.00 406,050.00 5.41%Principal Fixed Income HONDA AUTO 4.330% 3/15/29 CUSIP: 43816DAC9 Ticker: 0.31%1,973,000.0000 1.0020 31-Mar-26 1,976,847.35 1,972,720.82 4,126.53 85,430.89 4.32%Principal Fixed Income HYUNDAI AUTO LEASE 4.620% 4/17/28 CUSIP: 448984AD6 Ticker: 0.78%5,000,000.0000 1.0030 31-Mar-26 5,015,000.00 5,003,906.25 11,093.75 231,000.00 4.61%Principal Fixed Income HYUNDAI AUTO RECV TR 4.790% 10/15/29 CUSIP: 44935CAD3 Ticker: 0.66%4,231,000.0000 1.0023 31-Mar-26 4,240,900.54 4,230,375.93 10,524.61 202,664.90 4.78%Principal Fixed Income INTER AMER BK M T N 3.900% 8/15/29 CUSIP: 45818WFV3 Ticker: 0.23%1,500,000.0000 0.9878 31-Mar-26 1,481,730.00 1,497,877.50 -16,147.50 58,500.00 3.95%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 19 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income INTL BK MTN 4.750% 7/30/29 CUSIP: 45906M5K3 Ticker: 0.94%6,050,000.0000 1.0014 31-Mar-26 6,058,409.50 6,084,115.95 -25,706.45 287,375.00 4.74%Principal Fixed Income JOHN DEERE MTN 4.200% 3/10/31 CUSIP: 24422EYL7 Ticker: 0.74%4,800,000.0000 0.9905 31-Mar-26 4,754,448.00 4,801,137.56 -46,689.56 201,600.00 4.24%Principal Fixed Income JOHN DEERE OWNER 3.870% 8/15/30 CUSIP: 47787DAD3 Ticker: 0.17%1,105,000.0000 0.9941 31-Mar-26 1,098,436.30 1,104,804.19 -6,367.89 42,763.50 3.89%Principal Fixed Income JOHN DEERE OWNER 5.090% 6/15/27 CUSIP: 47800BAC2 Ticker: JDO5027 0.07%430,237.3800 1.0009 31-Mar-26 430,633.20 430,203.99 429.21 21,899.08 5.09%Principal Fixed Income JOHN DEERE OWNER TR 4.830% 9/17/29 CUSIP: 47800DAD6 Ticker: 0.47%3,046,000.0000 1.0028 31-Mar-26 3,054,498.34 3,045,808.41 8,689.93 147,121.80 4.82%Principal Fixed Income JOHN DEERE OWNR TR 3.74018% 2/16/27 CUSIP: 47800AAC4 Ticker: JDO6827 0.00%1,870.8000 0.9998 31-Mar-26 1,870.46 1,870.62 -0.16 69.97 3.74%Principal Fixed Income JPMORGAN CHASE CO 3.509% 1/23/29 CUSIP: 46647PAM8 Ticker: 1.11%7,250,000.0000 0.9838 31-Mar-26 7,132,840.00 6,868,505.00 264,335.00 254,402.50 3.57%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 20 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income JPMORGAN CHASE CO 4.915% 1/24/29 CUSIP: 46647PEU6 Ticker: 1.00%6,375,000.0000 1.0085 31-Mar-26 6,429,315.00 6,375,604.20 53,710.80 313,331.25 4.87%Principal Fixed Income KUBOTA CR OWNER TR 3.870% 5/15/30 CUSIP: 50118HAC0 Ticker: KCO2530 0.24%1,548,000.0000 0.9896 31-Mar-26 1,531,823.40 1,547,650.62 -15,827.22 39,938.40 2.61%Principal Fixed Income LEHMAN BRTH MTN ES 0.00001% 1/24/13 CUSIP: 525ESCIB7 Ticker: 0.00%600,000.0000 0.0006 30-Mar-26 330.00 314,099.52 -313,769.52 0.06 0.02%Principal Fixed Income MERCEDES BENZ 4.780% 12/17/29 CUSIP: 58773DAD6 Ticker: 0.75%4,760,000.0000 1.0078 31-Mar-26 4,797,080.40 4,758,987.55 38,092.85 227,528.00 4.74%Principal Fixed Income MET TOWER MTN 1.250% 9/14/26 CUSIP: 58989V2D5 Ticker: 0.57%3,745,000.0000 0.9865 31-Mar-26 3,694,405.05 3,741,554.60 -47,149.55 46,812.50 1.27%Principal Fixed Income MORGAN STANLEY MTN 3.772% 1/24/29 CUSIP: 61744YAP3 Ticker: 0.50%3,250,000.0000 0.9866 31-Mar-26 3,206,450.00 3,170,440.00 36,010.00 122,590.00 3.82%Principal Fixed Income MORGAN STANLEY MTN 5.652% 4/13/28 CUSIP: 61747YFP5 Ticker: MSM5428 1.53%9,750,000.0000 1.0120 31-Mar-26 9,866,512.50 9,753,225.60 113,286.90 551,070.00 5.59%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 21 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income NOVARTIS CAPITAL 4.100% 11/05/30 CUSIP: 66989HAY4 Ticker: 0.63%4,075,000.0000 0.9889 31-Mar-26 4,029,604.50 4,062,775.00 -33,170.50 167,075.00 4.15%Principal Fixed Income OREGON ST TAXABLE GO 4.368% 5/01/28 CUSIP: 68609UNF8 Ticker: 0.16%1,000,000.0000 1.0080 31-Mar-26 1,007,980.00 1,000,000.00 7,980.00 43,680.00 4.33%Principal Fixed Income OREGON ST TAXABLE GO 4.494% 5/01/29 CUSIP: 68609UNG6 Ticker: 0.16%1,000,000.0000 1.0140 31-Mar-26 1,014,040.00 1,000,000.00 14,040.00 44,940.00 4.43%Principal Fixed Income PENFED AUTO REC 4.650% 7/15/30 CUSIP: 706916AC7 Ticker: 0.34%2,204,000.0000 0.9976 31-Mar-26 2,198,622.24 2,203,900.16 -5,277.92 102,486.00 4.66%Principal Fixed Income PNC FINL SVCS GROUP 4.075% 1/26/29 CUSIP: 693475CG8 Ticker: 1.50%9,680,000.0000 0.9947 31-Mar-26 9,628,889.60 9,685,974.92 -57,085.32 394,460.00 4.10%Principal Fixed Income PNC FINL SVCS GROUP 5.582% 6/12/29 CUSIP: 693475BR5 Ticker: 1.27%8,000,000.0000 1.0247 31-Mar-26 8,197,840.00 8,198,160.00 -320.00 446,560.00 5.45%Principal Fixed Income REALTY INCOME CORP 4.700% 12/15/28 CUSIP: 756109BS2 Ticker: 0.86%5,500,000.0000 1.0056 31-Mar-26 5,530,910.00 5,462,290.00 68,620.00 258,500.00 4.67%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 22 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income RFCP STRIPS 1/15/29 CUSIP: 76116EGP9 Ticker: 1.39%10,000,000.0000 0.8978 31-Mar-26 8,978,200.00 8,052,300.00 925,900.00 1.00 0.00%Principal Fixed Income RFCP STRIPS 1/15/30 CUSIP: 76116EGR5 Ticker: RS111530 0.67%5,000,000.0000 0.8599 31-Mar-26 4,299,250.00 4,178,700.00 120,550.00 --Principal Fixed Income T MOBILE US 4.250% 10/21/30 CUSIP: 87269AAA8 Ticker: 1.05%6,762,000.0000 0.9983 31-Mar-26 6,750,504.60 6,760,565.10 -10,060.50 287,385.00 4.26%Principal Fixed Income THERMO FISHER 4.215% 2/12/31 CUSIP: 883556DG4 Ticker: 0.77%5,000,000.0000 0.9895 31-Mar-26 4,947,450.00 5,000,000.00 -52,550.00 210,750.00 4.26%Principal Fixed Income TOYOTA LEASE OWNER 4.750% 2/22/28 CUSIP: 89239NAD7 Ticker: 0.68%4,378,000.0000 1.0050 31-Mar-26 4,399,802.44 4,377,942.65 21,859.79 207,955.00 4.73%Principal Fixed Income TRUIST BK SR MTN 4.800% 1/27/29 CUSIP: 89788JAJ8 Ticker: 0.97%6,250,000.0000 0.9946 31-Mar-26 6,216,500.00 6,251,249.34 -34,749.34 300,000.00 4.83%Principal Fixed Income U S TREAS BD STRIP 8/15/29 CUSIP: 912833XP0 Ticker: 3.17%23,250,000.0000 0.8772 31-Mar-26 20,395,132.50 19,002,612.50 1,392,520.00 2.33 0.00%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 23 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income U S TREASURY BD STRIP 11/15/29 CUSIP: 912833XT2 Ticker: 3.10%23,000,000.0000 0.8685 31-Mar-26 19,976,190.00 18,415,180.00 1,561,010.00 2.30 0.00%Principal Fixed Income U S TREASURY NT 0.625% 5/15/30 CUSIP: 912828ZQ6 Ticker: 1.16%8,500,000.0000 0.8759 31-Mar-26 7,445,490.00 7,475,048.01 -29,558.01 53,125.00 0.71%Principal Fixed Income U S TREASURY NT 0.625% 8/15/30 CUSIP: 91282CAE1 Ticker: 1.82%13,500,000.0000 0.8684 31-Mar-26 11,723,940.00 11,635,312.50 88,627.50 84,375.00 0.72%Principal Fixed Income U S TREASURY NT 1.500% 2/15/30 CUSIP: 912828Z94 Ticker: 2.13%15,000,000.0000 0.9151 31-Mar-26 13,726,200.00 13,491,764.51 234,435.49 225,000.00 1.64%Principal Fixed Income U S TREASURY NT 1.750% 1/31/29 CUSIP: 91282CDW8 Ticker: 0.70%4,750,000.0000 0.9446 31-Mar-26 4,486,707.50 4,167,939.45 318,768.05 83,125.00 1.85%Principal Fixed Income U S TREASURY NT 2.375% 3/31/29 CUSIP: 91282CEE7 Ticker: 2.68%18,000,000.0000 0.9591 31-Mar-26 17,263,800.00 16,953,944.21 309,855.79 427,500.00 2.48%Principal Fixed Income U S TREASURY NT 3.125% 8/31/29 CUSIP: 91282CFJ5 Ticker: 4.17%27,475,000.0000 0.9765 31-Mar-26 26,827,963.75 26,520,807.78 307,155.97 858,593.75 3.20%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 24 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income U S TREASURY NT 3.500% 1/31/30 CUSIP: 91282CGJ4 Ticker: 1.60%10,425,000.0000 0.9861 31-Mar-26 10,279,988.25 10,337,718.52 -57,730.27 364,875.00 3.55%Principal Fixed Income U S TREASURY NT 3.500% 4/30/30 CUSIP: 91282CGZ8 Ticker: 1.47%9,600,000.0000 0.9848 31-Mar-26 9,453,792.00 9,382,875.00 70,917.00 336,000.00 3.55%Principal Fixed Income U S TREASURY NT 3.625% 3/31/30 CUSIP: 91282CGS4 Ticker: UST0030 1.57%10,200,000.0000 0.9897 31-Mar-26 10,094,430.00 10,114,495.11 -20,065.11 369,750.00 3.66%Principal Fixed Income U S TREASURY NT 3.625% 12/31/30 CUSIP: 91282CPR6 Ticker: 1.59%10,385,000.0000 0.9864 31-Mar-26 10,243,867.85 10,335,914.65 -92,046.80 376,456.25 3.67%Principal Fixed Income U S TREASURY NT 3.750% 6/30/30 CUSIP: 91282CHJ3 Ticker: 0.76%4,900,000.0000 0.9935 31-Mar-26 4,868,248.00 4,902,679.68 -34,431.68 183,750.00 3.77%Principal Fixed Income U S TREASURY NT 3.750% 12/31/30 CUSIP: 91282CJQ5 Ticker: 2.48%16,125,000.0000 0.9915 31-Mar-26 15,987,131.25 16,287,509.77 -300,378.52 604,687.50 3.78%Principal Fixed Income U S TREASURY NT 4.000% 7/31/30 CUSIP: 91282CHR5 Ticker: 2.23%14,325,000.0000 1.0032 31-Mar-26 14,370,267.00 14,496,829.10 -126,562.10 573,000.00 3.99%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 25 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income U S TREASURY NT 4.125% 8/31/30 CUSIP: 91282CHW4 Ticker: 1.93%12,350,000.0000 1.0077 31-Mar-26 12,445,095.00 12,592,135.05 -147,040.05 509,437.50 4.09%Principal Fixed Income U S TREASURY NT 4.375% 12/31/29 CUSIP: 91282CMD0 Ticker: 2.09%13,250,000.0000 1.0169 31-Mar-26 13,474,057.50 13,543,984.38 -69,926.88 579,687.50 4.30%Principal Fixed Income UNITEDHEALTH 5.250% 2/15/28 CUSIP: 91324PEP3 Ticker: 0.79%5,000,000.0000 1.0176 31-Mar-26 5,087,800.00 5,114,225.00 -26,425.00 262,500.00 5.16%Principal Fixed Income VERIZON MASTER TRUST 4.510% 3/20/30 CUSIP: 92348KDY6 Ticker: 1.21%7,731,000.0000 1.0045 31-Mar-26 7,765,557.57 7,730,667.57 34,890.00 348,668.10 4.49%Principal Fixed Income VOLVO FINANCIAL 4.460% 5/15/29 CUSIP: 92887TAC5 Ticker: 0.32%2,050,000.0000 1.0042 31-Mar-26 2,058,569.00 2,052,366.31 6,202.69 91,430.01 4.44%Principal Fixed Income WELLTOWER INC 4.125% 3/15/29 CUSIP: 95040QAH7 Ticker: 0.59%3,845,000.0000 0.9948 31-Mar-26 3,824,813.75 3,808,280.25 16,533.50 158,606.25 4.15%Principal INVESTMENT - DETAIL Run Date : 04/27/2026 Page 26 of 27 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6745046601 OCSD LONG-TERM PORTFOLIO Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Fixed Income WELLTOWER INC 4.250% 4/15/28 CUSIP: 95040QAD6 Ticker: 0.79%5,061,000.0000 0.9992 31-Mar-26 5,056,900.59 5,068,692.72 -11,792.13 215,092.50 4.25%Principal Real Estate And Other LEHMAN BRTH HLD ESC CUSIP: 525ESC0Y6 Ticker: 0.00%2,000,000.0000 -14-Oct-23 -1,011,645.08 -1,011,645.08 --Principal USD-U.S._DOLLAR Cash & Cash Equivalents 1.29%8,335,078.50 8,335,078.50 -294,780.97 3.54% Fixed Income 98.71%635,541,206.83 629,399,044.44 6,142,162.39 22,321,965.90 3.51% Real Estate And Other 0.00%-1,011,645.08 -1,011,645.08 -- Total USD-U.S._DOLLAR 100.00%643,876,285.33 638,745,768.02 5,130,517.31 22,616,746.87 3.51% Total (U.S. DOLLAR)100.00%643,876,015.15 638,745,768.02 5,130,247.10 22,616,746.76 3.51% Grand Total (U.S. DOLLAR)100.00%643,876,015.15 638,745,768.02 5,130,247.10 22,616,746.76 3.51% INVESTMENT - DETAIL Run Date : 04/27/2026 Page 27 of 27 Callan Investment Measurement Service Quarterly Review Report March 31, 2026 Orange County Sanitation District Investment Measurement Service Quarterly Review Important Disclosures regarding the use of this document are included at the end of this document. These disclosures are an integral part of this document and should be considered by the user. Orange County Sanitation District Executive Summary for Period Ending March 31, 2026 Asset Allocation Performance * Current Quarter Target = 80.0% ML 1-5 Govt/Corp and 20.0% FTSE 3mo T-Bills. Recent Developments ⎯ Effective March 1, 2024 Insight Investment Management became the investment manager for the District’s Long-Term Operating Fund and the Liquid Operating Monies, replacing Chandler Asset Management. ⎯ During the quarter, $39.6 million was distributed out of the Liquid Operating Monies. Organizational Issues ⎯ N/A Fixed Income Market Snapshot — Fixed income markets were broadly flat to modestly negative in 1Q26, as rising yields and spread widening offset income. The Bloomberg U.S. Aggregate Bond Index declined 0.1% for the quarter. Treasury yields moved higher across the curve, with the 2-year rising 32 basis points to 3.79% and the 10-year increasing 12 basis points to 4.30%. The yield curve flattened, with the 2s/10s spread narrowing by 20 basis points. Inflation expectations rose modestly, with the 5-year breakeven increasing to 2.54%. March 31, 2026 December 31, 2025 Market Value Weight Net New Inv.Inv. Return Market Value Weight Domestic Fixed Income Insight Long Term 647,586,612 88.47%0 1,575,537 646,011,074 83.96%Insight Liquid 84,368,362 11.53%(39,600,000)511,903 123,456,458 16.04% Total Fund $731,954,973 100.00%$(39,600,000)$2,087,441 $769,467,533 100.00% Last Last Last Last Last 3 5 7 Quarter Year Years Years Years Domestic Fixed Income Long Term Operating Fund^0.24%4.38%4.51%1.99%2.43% Blmbg Govt/Cred 1-5 Year Idx 0.14%4.15%4.33%1.71%2.28% ML 1-5 Govt/Corp 0.17%4.16%4.39%1.74%2.31% Liquid Operating Monies^(0.06%)3.87%4.78%3.36%2.78% Citigroup 3-Month Treasury Bill 0.93%4.22%4.97%3.49%2.81% Total Fund 0.25%4.33%4.58%2.24%2.49% Target*0.33%4.18%4.51%2.09%2.41% 2 Orange County Sanitation District — Credit markets weakened during the quarter as spreads widened. Investment grade corporate bonds (-0.5%) underperformed Treasuries, while high yield declined 0.5%. Leveraged loans also posted negative returns (-0.6%), reflecting softer demand and spread-widening. Securitized assets were a relative bright spot, with MBS (+0.4%), ABS (+0.3%), and CMBS (+0.3%) generating modest positive returns. Municipal bonds declined slightly (-0.2%), though high yield municipals posted gains (+0.7%). TIPS (+0.3%) outperformed nominal Treasuries, supported by rising inflation expectations. Investment Manager Performance — The Long-Term Operating Fund returned 0.2% in the first quarter, outperforming the ICE Corporate/Government 1–5 Year Index by 7 bps and the Bloomberg Government/Credit 1–5 Year Index by 10 bps. The Fund ranked 92nd percentile in the Callan Short Term Fixed Income peer group. Over the last year, the portfolio returned 4.4%, outperforming the ICE benchmark by 22 bps and the Bloomberg benchmark by 23 bps. The Fund ranked 71st percentile. — The Liquid Operating Money fell 0.1% (net) over the quarter, underperforming the Citigroup 3- Month Treasury Bill Index return by 103 bps, and ranking 100th percentile in the Callan Money Market Funds peer group. The March return for the Liquid Operating Monies was affected by an administrative correction made by US Bank. A security had been set up with an incorrectly high accrual rate, causing accrued income to be overstated in prior periods. In March, US Bank applied a downward adjustment to correct the error, which reduced the account's reported return for the month. The underlying portfolio was not affected; this was solely a bookkeeping true-up. Over the last year, the portfolio returned 3.72% (net), underperforming the benchmark by 50 bps, and ranking in the 80th percentile. Please reach out to me should you have any questions or need any additional information. Cordially, Alexander Ford Senior Vice President, Investment Consulting Callan LLC Table of Contents March 31, 2026 Capital Market Review 1 Active Management Overview Market Overview 7 Domestic Fixed Income 8 Asset Allocation Investment Manager Asset Allocation 10 Investment Manager Returns 11 Asset Class Risk and Return 15 Manager Analysis Long Term Operating Fund 17 Liquid Operating Money 21 Definitions 23 Disclosures 2828 Ca p i t a l M a r k e t R e v i e w Capital Market Review Russell 3000 Russell 1000 Russell 1000 Growth Russell 1000 Value S&P 500 Russell Midcap Russell 2500 Russell 2000 U.S. Equity: Quarterly Returns -4.0% -4.2% -9.8% 2.1% -4.3% 1.3% 2.0% 0.9% Russell 3000 Russell 1000 Russell 1000 Growth Russell 1000 Value S&P 500 Russell Midcap Russell 2500 Russell 2000 U.S. Equity: One-Year Returns 18.1% 17.7% 18.8% 15.9% 17.8% 16.0% 23.4% 25.7% Source: S&P Dow Jones Indices S&P Sector Returns, Quarter Ended 3/31/26 Last Quarter -6.9%-9.2% 7.7% 38.2% -9.3%-4.9% 4.6% -9.1% 9.7% 2.8% 8.3% Services Communication Discretionary Consumer Staples Consumer Energy Financials Health Care Industrials Technology Information Materials Real Estate Utilities U.S. EQUITIES S&P 500 Fell Against a Volatile Market Backdrop –The S&P 500 Index fell 4.3% in 1Q26. Challenged results were driven by multiple factors: geopolitical conflict exacerbating inflation fears; investor rotation out of stocks that have reached lofty valuations; and a shift within the Magnificent 7 as its components saw starkly different returns based on concerns around software and uncertainty around the benefits of AI capex to future revenue growth. –Only 6 of the 11 S&P sectors posted gains. Energy (+38.2%!) was the best-performing sector followed by Materials (+9.7%) and Utilities (+8.3%). The worst- performing sectors were Information Technology, Financials, and Consumer Discretionary, all down over 9%. –Small cap indices outperformed large cap indices and value outperformed growth across the market cap spectrum. Key Characteristics of First Half of Quarter –Fundamentals started to matter! A strong earnings season supported a broadening of market returns, and most notably, an extension of the outperformance in small caps that began in the latter half of 2025. –Large cap performance meaningfully disaggregated, particularly within the Magnificent 7. Drivers of underperformance include investors’ concerns about: 1) Peak valuations on the heels of high AI capex; 2) Displacement of software and other applications by AI. Key Characteristics of Second Half of Quarter –The U.S./Iran War began on Feb. 28, kicking off sharp equity declines through March 23. –The Energy sector was up nearly 40% as fears of supply shortages pushed up crude oil prices. The sector also benefited from the “HALO” (hard assets, low obsolescence) trade as investors rotated from valuation-rich areas and those potentially displaced by AI. Capital Markets Overview 1Q26 Sources: FTSE Russell, S&P Dow Jones Indices Capital Markets Overview (continued) 1Q26 MSCI EAFE MSCI ACWI MSCI World MSCI ACWI ex USA MSCI World ex USA MSCI ACWI ex USA SC MSCI World ex USA SC MSCI Europe ex UK MSCI United Kingdom MSCI Pacific ex Japan MSCI Japan MSCI Emerging Markets MSCI China MSCI Frontier Markets Global Equity: Quarterly Returns -1.2% -3.2% -3.6% -0.7% -0.9% -0.5% -0.4% -4.2% 2.0% 3.0% 1.4% -0.2% -8.9% -0.9% MSCI EAFE MSCI ACWI MSCI World MSCI ACWI ex USA MSCI World ex USA MSCI ACWI ex USA SC MSCI World ex USA SC MSCI Europe ex UK MSCI United Kingdom MSCI Pacific ex Japan MSCI Japan MSCI Emerging Markets MSCI China MSCI Frontier Markets Global Equity: One-Year Returns 21.3% 20.0% 18.9% 24.9% 23.0% 27.8% 29.2% 17.3% 25.7% 23.8% 25.9% 29.6% 3.8% 34.8% Source: MSCI GLOBAL EQUITIES Global ex-U.S. Stocks Lead in a Down Quarter –Global ex-U.S. equities outpaced the U.S. in 1Q26. –The MSCI EAFE Index declined slightly in 1Q26 following a period of strong performance in 2025, as modest gains in the U.K. and developed Pacific were offset by weakness across the euro zone. –Within emerging markets, China lagged, reflecting weak consumer confidence and ongoing local government debt pressures. India also underperformed, facing valuation compression and energy-related headwinds as a net commodity importer amid geopolitical tensions involving Iran. –Semiconductor-oriented markets such as Taiwan and South Korea supported results amid strong AI-driven demand. Latin America also outperformed, led by Brazil, benefiting from commodity strength and currency tailwinds. Growth vs. Value –Value outperformed growth across EAFE and emerging markets in 1Q26, supported by strength in Energy and other commodity-sensitive sectors following the Iran conflict. U.S. Dollar –The U.S. dollar strengthened modestly during 1Q26 (+1.7%), acting as a slight headwind to global ex-U.S. equity returns. Strength Has Been Thematic, Not Broad –Performance in 1Q26 continued many of the same themes from calendar year 2025. –Significant dispersion within Technology stocks continued as AI beneficiaries such as semiconductors, memory, etc., have seen remarkable strength, while potential AI losers like software continued their downtrends. –Hard asset sectors that are deemed immune to AI concerns and/or AI beneficiaries such as Materials, Utilities, and Energy continued to perform well. –Both Consumer Staples and Consumer Discretionary stocks remain under pressure as a variety of concerns around economic sensitivity, margin risk, valuations, etc., persist. –Active manager relative performance has been very closely tied to the amount of exposure portfolios have to specific industries and themes. Momentum and Value Are Winners –Factor tailwinds and headwinds largely continued in 1Q26 from 2025 with momentum and value leading markets. –Over recent timeframes, active non-U.S. value managers have delivered meaningful absolute and relative returns versus both core benchmarks and growth peers. However, value benchmarks have been a more difficult bar to surpass. Bloomberg Gov/Cr 1-3 Yr Bloomberg Interm Gov/Cr Bloomberg Aggregate Bloomberg Long Gov/Cr Bloomberg Universal CS Leveraged Loans Bloomberg High Yield Bloomberg TIPS U.S. Fixed Income: Quarterly Returns 0.3% 0.0% 0.0% -0.8% -0.1% -0.5% -0.5% 0.3% Bloomberg Gov/Cr 1-3 Yr Bloomberg Interm Gov/Cr Bloomberg Aggregate Bloomberg Long Gov/Cr Bloomberg Universal CS Leveraged Loans Bloomberg High Yield Bloomberg TIPS U.S. Fixed Income: One-Year Returns 4.0% 4.4% 4.3% 2.2% 4.6% 4.8% 7.0% 3.0% U.S. Treasury Yield Curves U.S. FIXED INCOME Mixed Performance as Volatility Returns –Volatility picked up during 1Q26, driven by the U.S./Israel strikes on Iran and renewed inflation concerns as oil prices moved higher. –Treasury yields rose across most of the curve, with the largest increases in intermediate maturities, resulting in slight curve flattening with the 2s/10s spreads narrowing 20 bps. –The Fed held policy steady, while the latest dot plot reflected reduced expectations for easing and greater consensus among policymakers, with the majority signaling one cut or fewer. Performance and Drivers –The Bloomberg US Aggregate Index modestly declined 0.05%, driven by the rise in rates. –Corporate credit underperformed Treasuries due to spread widening, with lower-quality segments lagging higher-quality. Valuations –Credit spreads were resilient early in the quarter but widened into quarter-end amid software- and AI-related concerns. Relative Value Favors Securitized Over Corporate Credit –Rich valuations have reduced the attractiveness of credit, contributing to a steady decline in corporate allocations since late 2020 as managers have moved closer to neutral relative to the Bloomberg Agg. –In contrast, securitized allocations increased meaningfully beginning in 2022 as improved risk/return characteristics and more attractive relative value supported a shift in positioning; allocations have largely plateaued more recently but remain elevated versus history. –Relative to the Agg, the median manager’s corporate overweight has narrowed materially, while securitized has shifted from a modest underweight to a meaningful overweight, underscoring an ongoing preference for securitized over corporate risk. AI-driven Financing Needs Boost New Issuance –Corporate bond issuance surged in 1Q26, marking the strongest quarter since 2Q20. Investment grade issuance was particularly robust, already reaching roughly 35% of 2020’s record annual total and running 14% ahead of last year's pace, despite 2025 posting the second-largest annual issuance on record. Capital Markets Overview (continued) 1Q26 Sources: Bloomberg, Credit Suisse 0% 1% 2% 3% 4% 5% 6% 0 5 10 15 20 25 30 3/31/26 12/31/24 12/31/23 12/31/22 12/31/21 Bloomberg Global Aggregate Bloomberg Global Agg (hdg) Bloomberg Global High Yield Bloomberg Global Agg ex US JPM EMBI Global Diversified JPM GBI-EM Global Diversified JPM EMBI Gl Div/JPM GBI-EM Gl Div JPM CEMBI Global Fixed Income: Quarterly Returns -1.1% -0.2% -1.3% -1.9% -1.3% -2.2% -1.7% -0.6% Bloomberg Global Aggregate Bloomberg Global Agg (hdg) Bloomberg Global High Yield Bloomberg Global Agg ex US JPM EMBI Global Diversified JPM GBI-EM Global Diversified JPM EMBI Gl Div/JPM GBI-EM Gl Div JPM CEMBI Global Fixed Income: One-Year Returns 4.3% 3.5% 8.6% 4.2% 10.4% 11.8% 11.1% 5.2% Change in 10-Year Global Government Bond Yields Municipal Bond Yields Rise –Municipal bonds generated flat-to-negative performance in 1Q as municipal yields rose and the market entered its typical seasonal supply dynamic—munis have historically experienced an uptick in net new issuance March-April. –The AAA-rated municipal bond yield curve continued to steepen in 1Q with the front-end slightly declining and longer maturities rising 20 – 35 bps. New Issuance Remains Historically High –Tax-exempt issuance was elevated relative to history with 1Q seeing a total of $122 billion new issuance, a 12% YOY increase, as state and local governments spend on infrastructure, and inflation has increased costs. –Municipal bond fund flows were on pace to be the third- largest yearly inflows on record. Muni Valuations Improve –Muni/Treasury ratios increased to levels above their five-year averages. GLOBAL FIXED INCOME Weakness Amid Geopolitical Uncertainty –Global central banks struck a more cautious tone late in the quarter amid inflation concerns and rising geopolitical tensions; but largely held rates unchanged. –Growth expectations began the quarter broadly stable, with early indicators pointing to continued expansion, but moderated into quarter-end as uncertainty increased. The ECB revised its near-term outlook down, citing weaker consumption and investment. –Global fixed income returns were negative for the quarter, with developed markets, particularly in Europe, underperforming. U.S. Dollar Strengthens –After initial weakening, the U.S. dollar rallied over the quarter as demand for safe-haven assets increased, benefiting hedged global returns relative to unhedged exposures. Emerging Market Debt Drops –Emerging market debt declined across both hard and local currency segments as rising global yields weighed on performance. Despite the near-term weakness, EMD performance remains positive over the past year. Capital Markets Overview (continued) 1Q26 Sources: Bloomberg, JP Morgan 15 bps 15 bps 44 bps 4 bps 29 bps 0123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960 U.S. Treasury Germany U.K. Canada Japan Ac t i v e M a n a g e m e n t Active Management Ov e r v i e w Overview Market Overview Active Management vs Index Returns Market Overview The charts below illustrate the range of returns across managers in Callan’s Separate Account database over the most recent one quarter and one year time periods. The database is broken down by asset class to illustrate the difference in returns across those asset classes. An appropriate index is also shown for each asset class for comparison purposes. As an example, the first bar in the upper chart illustrates the range of returns for domestic equity managers over the last quarter. The triangle represents the S&P 500 return. The number next to the triangle represents the ranking of the S&P 500 in the Large Cap Equity manager database. Range of Separate Account Manager Returns by Asset Class One Quarter Ended March 31, 2026 Re t u r n s (15%) (10%) (5%) 0% 5% 10% Large Cap Small Cap Non-US Domestic Non-US Real Equity Equity Equity Fixed Income Fixed Income Estate vs vs vs vs vs vs S&P 500 Russell 2000 MSCI EAFE Blmbg Aggr Bd Citi Non-US Govt NCREIF Index (44) (52) (53)(74) (11) (35) 10th Percentile 2.78 5.64 3.14 0.18 (1.76)1.8425th Percentile 0.47 3.72 1.18 0.09 (1.84)1.43 Median (5.44)1.02 (1.05)0.01 (2.29)0.98 75th Percentile (9.26) (1.91) (3.44) (0.05) (3.31)0.3290th Percentile (10.88) (4.53) (6.07) (0.11) (5.48) (0.77) Index (4.33)0.89 (1.24) (0.05) (1.76)1.19 Range of Separate Account Manager Returns by Asset Class One Year Ended March 31, 2026 Re t u r n s (10%) (5%) 0% 5% 10% 15% 20% 25% 30% 35% 40% Large Cap Small Cap Non-US Domestic Non-US Real Equity Equity Equity Fixed Income Fixed Income Estatevs vs vs vs vs vs S&P 500 Russell 2000 MSCI EAFE Blmbg Aggr Bd Citi Non-US Govt NCREIF Index (34) (27) (58) (96)(50)(37) 10th Percentile 23.47 35.17 33.94 5.19 9.43 10.29 25th Percentile 19.46 26.10 27.33 4.93 5.95 6.07Median 16.00 20.32 22.54 4.73 4.13 3.9975th Percentile 12.08 15.35 15.83 4.60 2.65 0.8190th Percentile 6.61 8.27 8.78 4.43 1.16 (3.99) Index 17.80 25.72 21.27 4.35 4.14 4.82 7Orange County Sanitation District Domestic Fixed Income Active Management Overview Fixed income markets were broadly flat to modestly negative in 1Q, as rising yields and spread widening offset income. The Bloomberg U.S. Aggregate Bond Index declined 0.1% for the quarter. Treasury yields moved higher across the curve and flattened, with the 2s/10s spread narrowing by 20 basis points. Credit markets weakened during the quarter as spreads widened. Investment grade corporate bonds (-0.5%) underperformed Treasuries, while high yield declined 0.5%. Securitized assets were a relative bright spot, with MBS (+0.4%), ABS (+0.3%), and CMBS (+0.3%) generating modest positive returns. TIPS (+0.3%) outperformed nominal Treasuries, supported by rising inflation expectations. Separate Account Style Group Median Returns for Quarter Ended March 31, 2026 (1.0%) (0.5%) 0.0% 0.5% 1.0% 0.37 Defensive 0.08 Intermed 0.01 CoreBond (0.04 ) Core Plus (0.71 ) ExtendedMaturity (0.17 ) BankLoans (0.37 ) High Yield Re t u r n s Blmbg Aggregate:(0.05%) Blmbg High Yield:(0.50%) Blmbg Long Gov/Cred:(0.76%) Separate Account Style Group Median Returns for One Year Ended March 31, 2026 0% 2% 4% 6% 8% 10% 4.49 Defensive 4.90 Intermed 4.73 Core Bond 5.10 Core Plus 2.47 Extended Maturity 5.31 Bank Loans 7.50 High Yield Re t u r n s Blmbg Aggregate: 4.35% Blmbg High Yield: 7.01% Blmbg Long Gov/Cred: 2.17% 8Orange County Sanitation District As s e t A l l o c a t i o n Asset Allocation Investment Manager Asset Allocation The table below contrasts the distribution of assets across the Fund’s investment managers as of March 31, 2026, with the distribution as of December 31, 2025. The change in asset distribution is broken down into the dollar change due to Net New Investment and the dollar change due to Investment Return. Asset Distribution Across Investment Managers March 31, 2026 December 31, 2025 Market Value Weight Net New Inv. Inv. Return Market Value Weight Domestic Fixed Income Insight Long Term 647,586,612 88.47% 0 1,575,537 646,011,074 83.96% Insight Liquid 84,368,362 11.53%(39,600,000)511,903 123,456,458 16.04% Total Fund $731,954,973 100.00%$(39,600,000)$2,087,441 $769,467,533 100.00% *Insight replaced Chandler during the 1st quarter of 2024. Assets were transferred in-kind as of 03/01/2024. 10Orange County Sanitation District Investment Manager Returns The table below details the rates of return for the Fund’s investment managers over various time periods ended March 31, 2026. Negative returns are shown in red, positive returns in black. Returns for one year or greater are annualized. The first set of returns for each asset class represents the composite returns for all the fund’s accounts for that asset class. Returns for Periods Ended March 31, 2026 Last Last Last Last Last 3 5 7 Quarter Year Years Years Years Domestic Fixed Income Long Term Operating Fund^ 0.24% 4.38% 4.51% 1.99% 2.43% Blmbg Govt/Cred 1-5 Year Idx 0.14% 4.15% 4.33% 1.71% 2.28% ML 1-5 Govt/Corp 0.17% 4.16% 4.39% 1.74% 2.31% Liquid Operating Monies^(0.06%)3.87% 4.78% 3.36% 2.78% Citigroup 3-Month Treasury Bill 0.93% 4.22% 4.97% 3.49% 2.81% Total Fund 0.25% 4.33% 4.58% 2.24% 2.49% Target* 0.33% 4.18% 4.51% 2.09% 2.41% * Current Quarter Target = 80.0% ICE Corp/Gov 1-5 Yr and 20.0% FTSE 3 Mo T-Bill. ^Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. 11Orange County Sanitation District Investment Manager Returns The table below details the rates of return for the Fund’s investment managers over various time periods ended March 31, 2026. Negative returns are shown in red, positive returns in black. Returns for one year or greater are annualized. The first set of returns for each asset class represents the composite returns for all the fund’s accounts for that asset class. Returns for Periods Ended March 31, 2026 Last Last Last 10 15 30-1/2 Years Years Years Domestic Fixed Income Long Term Operating Fund^ 2.13% 2.06% 3.81% Blmbg Govt/Cred 1-5 Year Idx 2.02% 1.97% 3.64% ML 1-5 Govt/Corp 2.05% 2.01% 3.67% Liquid Operating Monies^ 2.31% 1.60% 2.63% Citigroup 3-Month Treasury Bill 2.32% 1.56% 2.40% Total Fund 2.14% 1.97% 3.62% Target*2.10% 1.92% 3.42% * Current Quarter Target = 80.0% ICE Corp/Gov 1-5 Yr and 20.0% FTSE 3 Mo T-Bill. ^Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. 12Orange County Sanitation District Investment Manager Returns The table below details the rates of return for the Fund’s investment managers over various time periods. Negative returns are shown in red, positive returns in black. Returns for one year or greater are annualized. The first set of returns for each asset class represents the composite returns for all the fund’s accounts for that asset class. 12/2025- 3/2026 2025 2024 2023 2022 Domestic Fixed Income Long Term Operating Fund^ 0.24% 6.31% 3.89% 4.95%(4.75%) Blmbg Govt/Cred 1-5 Year Idx 0.14% 6.11% 3.76% 4.89%(5.50%) ML 1-5 Govt/Corp 0.17% 6.06% 3.91% 4.89%(5.54%) Liquid Operating Monies^(0.06%)5.04% 5.41% 5.16% 1.29% Citigroup 3-Month Treasury Bill 0.93% 4.40% 5.45% 5.26% 1.50% Total Fund 0.25% 6.07% 4.09% 5.02%(3.70%) Target* 0.33% 5.73% 4.22% 4.97%(4.16%) * Current Quarter Target = 80.0% ICE Corp/Gov 1-5 Yr and 20.0% FTSE 3 Mo T-Bill. ^Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. 13Orange County Sanitation District Investment Manager Returns The table below details the rates of return for the Fund’s investment managers over various time periods. Negative returns are shown in red, positive returns in black. Returns for one year or greater are annualized. The first set of returns for each asset class represents the composite returns for all the fund’s accounts for that asset class. 2021 2020 2019 2018 2017 Domestic Fixed Income Long Term Operating Fund^(0.79%)4.42% 4.70% 1.60% 1.18% Blmbg Govt/Cred 1-5 Year Idx (0.97%)4.71% 5.01% 1.38% 1.27% ML 1-5 Govt/Corp (0.87%)4.65% 5.08% 1.40% 1.28% Liquid Operating Monies^ 0.15% 0.84% 2.39% 1.90% 0.91% Citigroup 3-Month Treasury Bill 0.05% 0.58% 2.25% 1.86% 0.84% Total Fund (0.61%)3.73% 4.26% 1.72% 1.02% Target*(0.68%)3.82% 4.51% 1.49% 1.19% * Current Quarter Target = 80.0% ICE Corp/Gov 1-5 Yr and 20.0% FTSE 3 Mo T-Bill. ^Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. 14Orange County Sanitation District Asset Class Risk and Return The charts below show the seven year annualized risk and return for each asset class component of the Total Fund. The first graph contrasts these values with those of the appropriate index for each asset class. The second chart contrasts them with the risk and return of the median portfolio in each of the appropriate CAI comparative databases. In each case, the crosshairs on the chart represent the return and risk of the Total Fund. Seven Year Annualized Risk vs Return Asset Classes vs Benchmark Indices 0.8%1.0%1.2%1.4%1.6%1.8%2.0%2.2%2.4%2.6%2.8%3.0%3.2% 2.20% 2.30% 2.40% 2.50% 2.60% 2.70% 2.80% 2.90% Total Fund FTSE 3 Mo T-Bill Total Fund Target Blmbg Gov/Cred 1-5 Yr ICE Corp/Gov 1-5 Yr Standard Deviation Re t u r n s Seven Year Annualized Risk vs Return Asset Classes vs Asset Class Median 0.8%1.0%1.2%1.4%1.6%1.8%2.0%2.2%2.4%2.6%2.8% 2.45% 2.50% 2.55% 2.60% 2.65% 2.70% 2.75% 2.80% 2.85% 2.90% Total Fund Callan Money Market Funds Callan Short Fixed Inc Standard Deviation Re t u r n s 15Orange County Sanitation District Ma n a g e r A n a l y s i s Manager Analysis Long Term Operating Fund Period Ended March 31, 2026 Investment Philosophy Insight 1-5 Year strategy seeks to capitalize on market inefficiencies, use multiple sources of alpha and make diverse bets in an effort to achieve superior total return versus the Barclays Capital Aggregate Index over a full market cycle on an absolute and risk-adjusted basis. We employ a disciplined team structure that relies on fundamental proprietary analysis and research to identify individual securities with the greatest capital appreciation potential. We customize every portfolio to meet each client’s return objectives, liquidity needs, and risk tolerance. We emphasize diversification across sectors, industries, issuers and credit quality. Under most circumstances, we limit our duration exposure to within a range of +/- 15% versus the benchmark. We add value for our clients’ portfolios by using a disciplined team structure that relies on fundamental, proprietary research analysis to identify individual securities with the greatest capital appreciation potential. Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. Quarterly Summary and Highlights Long Term Operating Fund’s portfolio posted a 0.24% return for the quarter placing it in the 92 percentile of the Callan Short Fixed Inc (Gross) group for the quarter and in the 71 percentile for the last year. Long Term Operating Fund’s portfolio outperformed the ICE Corp/Gov 1-5 Yr by 0.07% for the quarter and outperformed the ICE Corp/Gov 1-5 Yr for the year by 0.22%. Quarterly Asset Growth Beginning Market Value $646,011,074 Net New Investment $0 Investment Gains/(Losses) $1,575,537 Ending Market Value $647,586,612 Performance vs Callan Short Term Fixed Income (Gross) 0% 1% 2% 3% 4% 5% 6% 7% Last Quarter Last Last 3 Years Last 5 Years Last 7 Years Last 10 Years Last 11-1/4 Last 30-1/2 Year Years Years A(92)B(96)(95) A(71)B(93)(93)A(89)B(97)(96) A(94)B(100)(100) A(95)B(98)(98)A(91)B(97)(97)A(86)B(94)(90) A(35)B(60)(51) 10th Percentile 0.64 5.16 5.90 3.23 3.40 3.12 2.97 4.1725th Percentile 0.50 4.76 5.31 2.85 3.06 2.75 2.70 3.88Median 0.37 4.49 5.03 2.58 2.85 2.53 2.43 3.68 75th Percentile 0.33 4.35 4.80 2.33 2.66 2.35 2.29 3.51 90th Percentile 0.27 4.21 4.51 2.05 2.49 2.15 2.06 3.29 Long TermOperating Fund A 0.24 4.38 4.51 1.99 2.43 2.13 2.10 3.81 Blmbg Govt/Cred 1-5 Year Idx B 0.14 4.15 4.33 1.71 2.28 2.02 2.02 3.64 ICE Corp/Gov 1-5 Yr 0.17 4.16 4.39 1.74 2.31 2.05 2.06 3.67 Relative Return vs ICE Corp/Gov 1-5 Yr Re l a t i v e R e t u r n s (0.8%) (0.6%) (0.4%) (0.2%) 0.0% 0.2% 0.4% 0.6% 0.8% 2019 2020 2021 2022 2023 2024 2025 26 Long Term Operating Fund Callan Short Term Fixed Income (Gross) Annualized Seven Year Risk vs Return 1 2 3 4 5 6 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% Long Term Operating Fund ICE Corp/Gov 1-5 Yr Blmbg Govt/Cred 1-5 Year Idx Standard Deviation Re t u r n s 17Orange County Sanitation District Long Term Operating Fund Return Analysis Summary Return Analysis The graphs below analyze the manager’s return on both a risk-adjusted and unadjusted basis. The first chart illustrates the manager’s ranking over different periods versus the appropriate style group. The second chart shows the historical quarterly and cumulative manager returns versus the appropriate market benchmark. The last chart illustrates the manager’s ranking relative to their style using various risk-adjusted return measures. Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. Performance vs Callan Short Term Fixed Income (Gross) (8%)(6%)(4%)(2%)0%2%4%6%8%10% 12/25- 3/26 2025 2024 2023 2022 2021 2020 2019 2018 2017 A(92)B(96)95 A(18)B(34)35 A(97)B(98)97 A(81)B(86)86 A(81)B(95)95 A(89)B(99)94 B(23)A(33)24 B(22)A(35)20 A(67)B(87)86 B(59)A(65)58 10th Percentile 0.64 6.58 6.20 6.38 (1.86)0.75 5.12 5.48 2.02 2.30 25th Percentile 0.50 6.21 5.40 5.79 (2.87)0.12 4.53 4.96 1.83 1.76Median 0.37 5.92 5.04 5.39 (3.33) (0.22)3.98 4.52 1.70 1.3475th Percentile 0.33 5.74 4.56 5.05 (4.49) (0.45)3.55 4.06 1.54 0.9790th Percentile 0.27 5.37 4.18 4.82 (4.93) (0.82)2.41 3.56 1.34 0.66 Long TermOperating Fund A 0.24 6.31 3.89 4.95 (4.75) (0.79)4.42 4.70 1.60 1.18Blmbg Govt/Cred1-5 Year Idx B 0.14 6.11 3.76 4.89 (5.50) (0.97)4.71 5.01 1.38 1.27 ICE Corp/Gov1-5 Yr 0.17 6.06 3.91 4.89 (5.54) (0.87)4.65 5.08 1.40 1.28 Cumulative and Quarterly Relative Returns vs ICE Corp/Gov 1-5 Yr Qu a r t e r l y R e l a t i v e R e t u r n s Cu m u l a t i v e R e l a t i v e R e t u r n s (0.6%) (0.4%) (0.2%) 0.0% 0.2% 0.4% 0.6% 0.8% 1.0% (6%) (4%) (2%) 0% 2% 4% 6% 8% 10% 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 26 Long Term Operating Fund Blmbg Govt/Cred 1-5 Year Idx Callan Short Fixed Inc (Gross) Risk Adjusted Return Measures vs ICE Corp/Gov 1-5 Yr Rankings Against Callan Short Term Fixed Income (Gross) Seven Years Ended March 31, 2026 (0.4) (0.2) 0.0 0.2 0.4 0.6 0.8 1.0 1.2 Alpha Sharpe Excess Return Ratio Ratio A(88)B(94)A(90)B(95) A(82) B(99) 10th Percentile 0.95 0.27 0.6825th Percentile 0.63 0.14 0.53 Median 0.40 0.05 0.43 75th Percentile 0.26 (0.02)0.30 90th Percentile 0.04 (0.11)0.16 Long Term Operating Fund A 0.08 (0.10)0.29 Blmbg Govt/Cred 1-5 Year Idx B (0.02) (0.14) (0.23) 18Orange County Sanitation District Long Term Operating Fund Bond Characteristics Analysis Summary Portfolio Characteristics This graph compares the manager’s portfolio characteristics with the range of characteristics for the portfolios which make up the manager’s style group. This analysis illustrates whether the manager’s current holdings are consistent with other managers employing the same style. Fixed Income Portfolio Characteristics Rankings Against Callan Short Term Fixed Income as of March 31, 2026 (1) 0 1 2 3 4 5 6 Average Effective Coupon OA Duration Life Yield Rate Convexity (13)(11)(28)(31) (82) (90)(91) (58)(4) 10th Percentile 2.61 3.23 4.94 4.70 0.0625th Percentile 2.22 2.90 4.64 4.44 0.05Median 1.96 2.42 4.34 4.21 0.02 75th Percentile 1.85 2.06 4.15 3.90 (0.11) 90th Percentile 1.29 1.76 3.99 3.56 (0.20) Long Term Operating Fund 2.54 2.84 - 3.53 0.01 ICE Corp/Gov 1-5 Yr 2.60 2.82 4.08 3.51 0.08 Sector Allocation and Quality Ratings The first graph compares the manager’s sector allocation with the average allocation across all the members of the manager’s style. The second graph compares the manager’s weighted average quality rating with the range of quality ratings for the style. Sector Allocation March 31, 2026 0%10%20%30%40%50%60%70%80% US Trsy 35.8 25.5 65.2 Corp (incl 144A) 25.5 50 % Mg r M V 50 % Mg r M V 50.627.2 ABS 14.6 15.8 Gov Related 12.0 0.3 7.6 CMBS 8.8 4.8 Other 1.2 CMOs 1.1 0.1 RMBS 0.6 1.9 Tax-Exempt US Muni 0.3 Cash 0.8 Long Term Operating Fund Callan Short Term Fixed Income ICE Corp/Gov 1-5 Yr Quality Ratings vs Callan Short Term Fixed Income A- A A+ AA- AA AA+ AAA Trsy Weighted Average Quality Rating (54)(54) 10th Percentile AA25th Percentile AAMedian AA 75th Percentile A+ 90th Percentile A Long TermOperating Fund AA ICE Corp/Gov 1-5 Yr AA 19Orange County Sanitation District Long Term Operating Fund Portfolio Characteristics Summary As of March 31, 2026 Portfolio Structure Comparison The charts below compare the structure of the portfolio to that of the index from the three perspectives that have the greatest influence on return. The first chart compares the two portfolios across sectors. The second chart compares the duration distribution. The last chart compares the distribution across quality ratings. Sector Allocation Long Term Operating Fund US Trsy 36% Cash0% Corp (incl 144A)26% Tax-Exempt US Muni0% ABS 15% RMBS1% Gov Related 12% CMOs 1% CMBS9% Other 1% ML:Corp/Gov 1-5 Yr US Trsy 65% Gov Related8% Corp (incl 144A)27% Duration Distribution 0% 10% 20% 30% 40% 50% 60% 70% 80% <1 0.0 2.4 1-3 58.3 62.1 3-5 41.7 35.5 5-7 0.0 0.0 7-10 0.0 0.0 >10 0.0 0.0 Years Duration Pe r c e n t o f P o r t f o l i o Weighted Average: Duration Long Term Operating Fund: ML:Corp/Gov 1-5 Yr: 2.54 2.60 Quality Distribution 0% 20% 40% 60% 80% 100% AAA 15.8 3.3 AA 60.6 70.4 A 23.5 13.3 BBB 0.0 13.0 BB 0.0 0.0 B 0.0 0.0 CCC 0.0 0.0 CC 0.0 0.0 C 0.0 0.0 N/R 0.1 0.0 Quality Rating Pe r c e n t o f P o r t f o l i o Weighted Average: Quality Long Term Operating Fund: ML:Corp/Gov 1-5 Yr: AA AA 20Orange County Sanitation District Liquid Operating Money Period Ended March 31, 2026 Investment Philosophy Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. Quarterly Summary and Highlights Liquid Operating Money Net’s portfolio posted a (0.10)% return for the quarter placing it in the 100 percentile of the Callan Money Market Funds (Net) group for the quarter and in the 80 percentile for the last year. Liquid Operating Money Net’s portfolio underperformed the Citigroup 3-Month Treasury Bill by 1.03% for the quarter and underperformed the Citigroup 3-Month Treasury Bill for the year by 0.50%. Quarterly Asset Growth Beginning Market Value $123,456,458 Net New Investment $-39,600,000 Investment Gains/(Losses) $511,903 Ending Market Value $84,368,362 Performance vs Callan Money Market Funds (Net) (1%) 0% 1% 2% 3% 4% 5% 6% 7% Last Quarter Last Last 3 Years Last 5 Years Last 7 Years Last 10 Years Last 11-1/4 Last 30-1/2 Year Years Years (100) (5) (80) (25) (55)(29) (53)(13) (39)(24) (32)(24) (30)(22) (10)(16) 10th Percentile 0.90 4.54 5.52 3.55 3.06 2.69 2.46 2.5125th Percentile 0.87 4.22 5.10 3.38 2.80 2.26 1.99 2.30 Median 0.82 3.96 4.68 3.23 2.55 2.03 1.80 2.20 75th Percentile 0.76 3.77 4.46 3.09 2.43 1.94 1.72 2.11 90th Percentile 0.64 3.53 4.24 2.84 2.23 1.77 1.58 1.96 Liquid Operating Money Net (0.10)3.72 4.62 3.21 2.63 2.16 1.94 2.47 Citigroup 3-MonthTreasury Bill 0.93 4.22 4.97 3.49 2.81 2.32 2.06 2.40 Relative Returns vs Citigroup 3-Month Treasury Bill Re l a t i v e R e t u r n s (1.5%) (1.0%) (0.5%) 0.0% 0.5% 1.0% 2019 2020 2021 2022 2023 2024 2025 26 Liquid Operating Money Net Callan Money Market Funds (Net) Annualized Seven Year Risk vs Return 0 1 2 3 4 5 6 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% Citigroup 3-Month Treasury Bill Liquid Operating Money Net Standard Deviation Re t u r n s 21Orange County Sanitation District Liquid Operating Money Net Return Analysis Summary Return Analysis The graphs below analyze the manager’s return on both a risk-adjusted and unadjusted basis. The first chart illustrates the manager’s ranking over different periods versus the appropriate style group. The second chart shows the historical quarterly and cumulative manager returns versus the appropriate market benchmark. The last chart illustrates the manager’s ranking relative to their style using various risk-adjusted return measures. Assets were transferred in kind to Insight on 3/1/2024. Performance from 12/1/2014 to 3/1/2024 represents Chandler. Previous performance reflects PIMCO. Performance vs Callan Money Market Funds (Net) (2%)(1%)0% 1% 2% 3%4%5% 6% 7% 8% 12/25- 3/26 2025 2024 2023 2022 2021 2020 2019 2018 2017 100 5 1832 3628 4730 6117 8822 2426 2727 2312 3530 10th Percentile 0.90 5.10 6.19 6.22 1.57 0.19 1.70 3.20 1.89 1.4225th Percentile 0.87 4.67 5.58 5.49 1.43 0.03 0.62 2.32 1.72 0.91Median 0.82 4.18 5.15 4.98 1.27 0.01 0.34 1.96 1.53 0.61 75th Percentile 0.76 3.96 4.92 4.75 0.38 0.01 0.27 1.76 1.31 0.42 90th Percentile 0.64 3.73 4.67 4.57 (0.95) (0.03)0.19 1.50 1.05 0.23 Liquid Operating Money Net (0.10)4.88 5.26 5.00 1.14 (0.00)0.69 2.24 1.75 0.76 Citigroup 3-MonthTreasury Bill 0.93 4.40 5.45 5.26 1.50 0.05 0.58 2.25 1.86 0.84 Cumulative and Quarterly Relative Returns vs Citigroup 3-Month Treasury Bill Qu a r t e r l y R e l a t i v e R e t u r n s Cu m u l a t i v e R e l a t i v e R e t u r n s (1.4%) (1.2%) (1.0%) (0.8%) (0.6%) (0.4%) (0.2%) 0.0% 0.2% 0.4% 0.6% 0.8% (3.5%) (3.0%) (2.5%) (2.0%) (1.5%) (1.0%) (0.5%) 0.0% 0.5% 1.0% 1.5% 2.0% 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 26 Liquid Operating Money Net Callan Money Market Funds (Net) Risk Adjusted Return Measures vs Citigroup 3-Month Treasury Bill Rankings Against Callan Money Market Funds (Net) Seven Years Ended March 31, 2026 (5) (4) (3) (2) (1) 0 1 Alpha Sharpe Excess Return Ratio Ratio (5)(37)(28) 10th Percentile (0.11)0.20 0.20 25th Percentile (0.22)0.05 (0.03) Median (0.32) (0.16) (2.83) 75th Percentile (0.49) (0.28) (3.44)90th Percentile (0.91) (0.48) (3.68) Liquid Operating Money Net (0.03) (0.08) (0.38) 22Orange County Sanitation District De f i n i t i o n s Definitions Risk/Reward Statistics The risk statistics used in this report examine performance characteristics of a manager or a portfolio relative to a benchmark (market indicator) which assumes to represent overall movements in the asset class being considered. The main unit of analysis is the excess return, which is the portfolio return minus the return on a risk free asset (3 month T-Bill). Alpha measures a portfolio’s return in excess of the market return adjusted for risk. It is a measure of the manager’s contribution to performance with reference to security selection. A positive alpha indicates that a portfolio was positively rewarded for the residual risk which was taken for that level of market exposure. Beta measures the sensitivity of rates of portfolio returns to movements in the market index. A portfolio’s beta measures the expected change in return per 1% change in the return on the market. If a beta of a portfolio is 1.5, a 1 percent increase in the return on the market will result, on average, in a 1.5 percent increase in the return on the portfolio. The converse would also be true. Downside Risk stems from the desire to differentiate between "good risk" (upside volatility) and "bad risk" (downside volatility). Whereas standard deviation punishes both upside and downside volatility, downside risk measures only the standard deviation of returns below the target. Returns above the target are assigned a deviation of zero. Both the frequency and magnitude of underperformance affect the amount of downside risk. Excess Return Ratio is a measure of risk adjusted relative return. This ratio captures the amount of active management performance (value added relative to an index) per unit of active management risk (tracking error against the index.) It is calculated by dividing the manager’s annualized cumulative excess return relative to the index by the standard deviation of the individual quarterly excess returns. The Excess Return Ratio can be interpreted as the manager’s active risk/reward tradeoff for diverging from the index when the index is mandated to be the "riskless" market position. Information Ratio measures the manager’s market risk-adjusted excess return per unit of residual risk relative to a benchmark. It is computed by dividing alpha by the residual risk over a given time period. Assuming all other factors being equal, managers with lower residual risk achieve higher values in the information ratio. Managers with higher information ratios will add value relative to the benchmark more reliably and consistently. R-Squared indicates the extent to which the variability of the portfolio returns are explained by market action. It can also be thought of as measuring the diversification relative to the appropriate benchmark. An r-squared value of .75 indicates that 75% of the fluctuation in a portfolio return is explained by market action. An r-squared of 1.0 indicates that a portfolio’s returns are entirely related to the market and it is not influenced by other factors. An r-squared of zero indicates that no relationship exists between the portfolio’s return and the market. Relative Standard Deviation is a simple measure of a manager’s risk (volatility) relative to a benchmark. It is calculated by dividing the manager’s standard deviation of returns by the benchmark’s standard deviation of returns. A relative standard deviation of 1.20, for example, means the manager has exhibited 20% more risk than the benchmark over that time period. A ratio of .80 would imply 20% less risk. This ratio is especially useful when analyzing the risk of investment grade fixed-income products where actual historical durations are not available. By using this relative risk measure over rolling time periods one can illustrate the "implied" historical duration patterns of the portfolio versus the benchmark. Residual Portfolio Risk is the unsystematic risk of a fund, the portion of the total risk unique to the fund (manager) itself and not related to the overall market. This reflects the "bets" which the manager places in that particular asset market. These bets may reflect emphasis in particular sectors, maturities (for bonds), or other issue specific factors which the manager considers a good investment opportunity. Diversification of the portfolio will reduce or eliminate the residual risk of that portfolio. 24 Risk/Reward Statistics Rising Declining Periods refer to the sub-asset class cycles vis-a-vis the broader asset class. This is determined by evaluating the cumulative relative sub-asset class index performance to that of the broader asset class index. For example, to determine the Growth Style cycle, the S&P 500 Growth Index (sub-asset class) performance is compared to that of the S&P 500 Index (broader asset class). Sharpe Ratio is a commonly used measure of risk-adjusted return. It is calculated by subtracting the "risk-free" return (usually 3 Month Treasury Bill) from the portfolio return and dividing the resulting "excess return" by the portfolio’s risk level (standard deviation). The result is a measure of return gained per unit of risk taken. Sortino Ratio is a downside risk-adjusted measure of value-added. It measures excess return over a benchmark divided by downside risk. The natural appeal is that it identifies value-added per unit of truly bad risk. The danger of interpretation, however, lies in these two areas: (1) the statistical significance of the denominator, and (2) its reliance on the persistence of skewness in return distributions. Standard Deviation is a statistical measure of portfolio risk. It reflects the average deviation of the observations from their sample mean. Standard deviation is used as an estimate of risk since it measures how wide the range of returns typically is. The wider the typical range of returns, the higher the standard deviation of returns, and the higher the portfolio risk. If returns are normally distributed (ie. has a bell shaped curve distribution) then approximately 2/3 of the returns would occur within plus or minus one standard deviation from the sample mean. Total Portfolio Risk is a measure of the volatility of the quarterly excess returns of an asset. Total risk is composed of two measures of risk: market (non-diversifiable or systematic) risk and residual (diversifiable or unsystematic) risk. The purpose of portfolio diversification is to reduce the residual risk of the portfolio. Tracking Error is a statistical measure of a portfolio’s risk relative to an index. It reflects the standard deviation of a portfolio’s individual quarterly or monthly returns from the index’s returns. Typically, the lower the Tracking Error, the more "index-like" the portfolio. Treynor Ratio represents the portfolio’s average excess return over a specified period divided by the beta relative to its benchmark over that same period. This measure reflects the reward over the risk-free rate relative to the systematic risk assumed. Note: Alpha, Total Risk, and Residual Risk are annualized. 25 Fixed Income Portfolio Characteristics All Portfolio Characteristics are derived by first calculating the characteristics for each security, and then calculating the market value weighted average of these values for the portfolio. Allocation by Sector - Sector allocation is one of the tools which managers often use to add value without impacting the duration of the portfolio. The sector weights exhibit can be used to contrast a portfolio’s weights with those of the index to identify any significant sector bets. Average Coupon - The average coupon is the market value weighted average coupon of all securities in the portfolio. The total portfolio coupon payments per year are divided by the total portfolio par value. Average Moody’s Rating for Total Portfolio - A measure of the credit quality as determined by the individual security ratings. The ratings for each security, from Moody’s Investor Service, are compiled into a composite rating for the whole portfolio. Quality symbols range from Aaa+ (highest investment quality - lowest credit risk) to C (lowest investment quality - highest credit risk). Average Option Adjusted (Effective) Convexity - Convexity is a measure of the portfolio’s exposure to interest rate risk. It is a measure of how much the duration of the portfolio will change given a change in interest rates. Generally, securities with negative convexities are considered to be risky in that changes in interest rates will result in disadvantageous changes in duration. When a security’s duration changes it indicates that the stream of expected future cash-flows has changed, generally having a significant impact on the value of the security. The option adjusted convexity for each security in the portfolio is calculated using models developed by Lehman Brothers and Salomon Brothers which determine the expected stream of cash-flows for the security based on various interest rate scenarios. Expected cash-flows take into account any put or call options embedded in the security, any expected sinking-fund paydowns or any expected mortgage principal prepayments. Average Option Adjusted (Effective) Duration - Duration is one measure of the portfolio’s exposure to interest rate risk. Generally, the higher a portfolio’s duration, the more that its value will change in response to interest rate changes. The option adjusted duration for each security in the portfolio is calculated using models developed by Lehman Brothers and Salomon Brothers which determine the expected stream of cash-flows for the security based on various interest rate scenarios. Expected cash-flows take into account any put or call options embedded in the security, any expected sinking-fund paydowns or any expected mortgage principal prepayments. Average Price - The average price is equal to the portfolio market value divided by the number of securities in the portfolio. Portfolios with an average price above par will tend to generate more current income than those with an average price below par. Average Years to Expected Maturity - This is a measure of the market-value-weighted average of the years to expected maturity across all of the securities in the portfolio. Expected years to maturity takes into account any put or call options embedded in the security, any expected sinking-fund paydowns or any expected mortgage principal prepayments. Average Years to Stated Maturity - The average years to stated maturity is the market value weighted average time to stated maturity for all securities in the portfolio. This measure does not take into account imbedded options, sinking fund paydowns, or prepayments. Current Yield - The current yield is the current annual income generated by the total portfolio market value. It is equal to the total portfolio coupon payments per year divided by the current total portfolio market value. 26 Fixed Income Portfolio Characteristics Duration Dispersion - Duration dispersion is the market-value weighted standard deviation of the portfolio’s individual security durations around the total portfolio duration. The higher the dispersion, the more variable the security durations relative to the total portfolio duration ("barbellness"), and the smaller the dispersion, the more concentrated the holdings’ durations around the overall portfolio’s ("bulletness"). The purpose of this statistic is to gauge the "bulletness" or "barbellness" of a portfolio relative to its total duration and to that of its benchmark index. Effective Yield - The effective yield is the actual total annualized return that would be realized if all securities in the portfolio were held to their expected maturities. Effective yield is calculated as the internal rate of return, using the current market value and all expected future interest and principal cash flows. This measure incorporates sinking fund paydowns, expected mortgage principal prepayments, and the exercise of any "in-the-money" imbedded put or call options. Weighted Average Life - The weighted average life of a security is the weighted average time to payment of all remaining principal. It is calculated by multiplying each expected future principal payment amount by the time left to the payment. This amount is then divided by the total amount of principal remaining. Weighted average life is commonly used as a measure of the investment life for pass-through security types for comparison to non-pass-through securities. 27 Di s c l o s u r e s Disclosures List of Callan’s Investment Manager Clients Callan takes its fiduciary and disclosure responsibilities to clients very seriously. We recognize that there are numerous potential conflicts of interest encountered in the investment consulting industry, and that it is our responsibility to manage those conflicts effectively and in the best interest of our clients. At Callan, we employ a robust process to identify, manage, monitor, and disclose potential conflicts on an ongoing basis. The list below is an important component of our conflicts management and disclosure process. It identifies those investment managers that pay Callan fees for educational, consulting, software, database, or reporting products and services. We update the list quarterly because we believe that our fund sponsor clients should know the investment managers that do business with Callan, particularly those investment manager clients that the fund sponsor clients may be using or considering using. Please note that if an investment manager receives a product or service on a complimentary basis (e.g., attending an educational event), they are not included in the list below. Callan is committed to ensuring that we do not consider an investment manager’s business relationship with Callan, or lack thereof, in performing evaluations for or making suggestions or recommendations to its other clients. Please refer to Callan’s ADV Part 2A for a more detailed description of the services and products that Callan makes available to investment manager clients through our Institutional Consulting Group, Independent Adviser Group, and Fund Sponsor Consulting Group. Due to the complex corporate and organizational ownership structures of many investment management firms, parent and affiliate firm relationships are not indicated on our list. Fund sponsor clients may request a copy of the most currently available list at any time. Fund sponsor clients may also request specific information regarding the fees paid to Callan by particular fund manager clients. Per company policy, information requests regarding fees are handled exclusively by Callan’s Compliance department. Quarterly List as of March 31, 2026 March 31, 2026 Manager Name Aberdeen Investments Acadian Asset Management LLC Adams Street Partners, LLC Aegon Asset Management AEW Capital Management, L.P. AllianceBernstein Allspring Global Investments, LLC Altrinsic Global Advisors, LLC Antares Capital LP Apollo Global Management, Inc. AQR Capital Management Ares Management LLC ARGA Investment Management, LP Ariel Investments, LLC Aristotle Capital Management, LLC Atlanta Capital Management Co., LLC Audax Private Debt Manager Name Baillie Gifford International, LLC Baird Advisors Barings LLC Baron Capital Management, Inc. Barrow, Hanley, Mewhinney & Strauss, LLC Beach Point Capital Management LP Black Creek Investment Management Inc. BlackRock Blackstone Group (The) Blue Owl Capital, Inc BNY Mellon Asset Management Boston Partners Brandes Investment Partners, L.P. Bridgepoint Group Brookfield Asset Management Inc. Brown Brothers Harriman & Company Capital Group March 31, 2026 Manager Name CastleArk Management, LLC Centerbridge Partners, L.P. Cercano Management LLC CIBC Asset Management CIM Group, LP ClearBridge Investments, LLC Cohen & Steers Capital Management, Inc. Columbia Threadneedle Investments Comgest Comvest Credit Partners Crescent Capital Group LP Dana Investment Advisors, Inc. DePrince, Race & Zollo, Inc. Dimensional Fund Advisors L.P. DoubleLine DWS Eagle Capital Management, LLC EARNEST Partners, LLC Ellington Management Group Fayez Sarofim & Company Federated Hermes, Inc. Fengate Asset Management Fidelity Institutional Asset Management Fiera Capital Corporation First Eagle Investment Management, LLC Fisher Investments Fortress Investment Group Franklin Templeton Fred Alger Management, LLC Future Standard GCM Grosvenor L.P. GlobeFlex Capital, L.P. Goldman Sachs Golub Capital GW&K Investment Management Hamilton Lane Advisors, LLC Harbor Capital Group Trust Harrison Street Asset Management Hayfin Capital Management LLC Heitman LLC Manager Name HIghVista Strategies LLC Hotchkis & Wiley Capital Management, LLC HPS Investment Partners, LLC IFM Investors Impax Asset Management LLC Income Research + Management Insight Investment Invesco I Squared Capital Advisors (US) LLC J.P. Morgan Janus Jennison Associates LLC Jobs Peak Advisors Kayne Anderson Capital Advisors LP Kayne Anderson Rudnick Investment Management, LLC King Street Capital Management, L.P. Lazard Asset Management Leucadia Asset Management Lincoln National Corporation Longview Partners Loomis, Sayles & Company, L.P. Lord, Abbett & Co. LSV Asset Management MacKay Shields LLC Mackenzie Investments Macquarie Asset Management Man Group Manulife Investment Management Marathon Asset Management, L.P. Mawer Investment Management Ltd. MetLife Investment Management MFS Investment Management Mondrian Investment Partners Limited Montag & Caldwell, LLC Morgan Stanley Investment Management MUFG Bank, Ltd. Natixis Investment Managers Neuberger Berman New York Life Investment Management LLC (NYLIM) Ninety One North America, Inc. March 31, 2026 Manager Name Nipun Capital, L.P. Nomura Capital Management, LLC Northern Trust Asset Management Nuveen Oak Hill Advisors, L.P. Oaktree Capital Management, L.P. ORIX Corporation USA P/E Investments Pacific Investment Management Company Pantheon Ventures Parametric Portfolio Associates LLC Partners Group (USA) Inc. Pathway Capital Management, LP Peavine Capital Peregrine Capital Management, LLC PGIM Pictet Asset Management Polen Capital Management, LLC PPM America, Inc. Pretium Partners, LLC Principal Asset Management Raymond James Investment Management RBC Global Asset Management Regions Financial Corporation Robeco Institutional Asset Management, US Inc. Sands Capital Management Schroder Investment Management North America Inc. Segall Bryant & Hamill Silver Point Capital, LP Manager Name Sit Investment Associated, Inc. SLC Management Sound Point Capital Management, LP Star Mountain Capital, LLC State Street Investment Management (Formerly State Street Global Management) Strategic Global Advisors, LLC T. Rowe Price Associates, Inc. TD Global Investment Solutions – TD Epoch The Carlyle Group The D.E. Shaw Group The TCW Group, Inc. Thompson, Siegel & Walmsley LLC TPG Angelo Gordon UBS Asset Management Ullico Investment Advisors, Inc. VanEck Veritas Capital Fund Management, L.L.C. Victory Capital Management Inc. Virtus Investment Partners, Inc. Vontobel Asset Management, Inc. Voya Walter Scott & Partners Limited Wasatch Global Investors WCM Investment Management Wellington Management Company LLP Westfield Capital Management Company, L.P. William Blair & Company LLC Xponance LLC Important Disclosures Information contained in this document may include confidential, trade secret and/or proprietary information of Callan and the client. It is incumbent upon the user to maintain such information in strict confidence. Neither this document nor any specific information contained herein is to be used other than by the intended recipient for its intended purpose. The content of this document is particular to the client and should not be relied upon by any other individual or entity. There can be no assurance that the performance of any account or investment will be comparable to the performance information presented in this document. Certain information herein has been compiled by Callan from a variety of sources believed to be reliable but for which Callan has not necessarily verified for accuracy or completeness. Information contained herein may not be current. Callan has no obligation to bring current the information contained herein. Callan’s performance, market value, and, if applicable, liability calculations are inherently estimates based on data available at the time each calculation is performed and may later be determined to be incorrect or require subsequent material adjustment due to many variables including, but not limited to, reliance on third party data, differences in calculation methodology, presence of illiquid assets, the timing and magnitude of unrecognized cash flows, and other data/assumptions needed to prepare such estimated calculations. In no event should the performance measurement and reporting services provided by Callan be used in the calculation, deliberation, policy determination, or any other action of the client as it pertains to determining amounts, timing or activity of contribution levels or funding amounts, rebalancing activity, benefit payments, distribution amounts, and/or performance-based fee amounts, unless the client understands and accepts the inherent limitations of Callan’s estimated performance, market value, and liability calculations. Callan’s performance measurement service reports estimated returns for a portfolio and compares them against relevant benchmarks and peer groups, as appropriate; such service may also report on historical portfolio holdings, comparing them to holdings of relevant benchmarks and peer groups, as appropriate ("portfolio holdings analysis"). To the extent that Callan’s reports include a portfolio holdings analysis, Callan relies entirely on holdings, pricing, characteristics, and risk data provided by third parties including custodian banks, record keepers, pricing services, index providers, and investment managers. Callan reports the performance and holdings data as received and does not attempt to audit or verify the holdings data. Callan is not responsible for the accuracy or completeness of the performance or holdings data received from third parties and such data may not have been verified for accuracy or completeness. Callan’s performance measurement service may report on illiquid asset classes, including, but not limited to, private real estate, private equity, private credit, hedge funds and infrastructure. The final valuation reports, which Callan receives from third parties, for of these types of asset classes may not be available at the time a Callan performance report is issued. As a result, the estimated returns and market values reported for these illiquid asset classes, as well as for any composites including these illiquid asset classes, including any total fund composite prepared, may not reflect final data, and therefore may be subject to revision in future quarters. The content of this document may consist of statements of opinion, which are made as of the date they are expressed and are not statements of fact. The opinions expressed herein may change based upon changes in economic, market, financial and political conditions and other factors. Callan has no obligation to bring current the opinions expressed herein. The information contained herein may include forward-looking statements regarding future results. The forward-looking statements herein: (i) are best estimations consistent with the information available as of the date hereof and (ii) involve known and unknown risks and uncertainties. Actual results may vary, perhaps materially, from the future results projected in this document. Undue reliance should not be placed on forward-looking statements. Callan is not responsible for reviewing the risks of individual securities or the compliance/non-compliance of individual security holdings with a client’s investment policy guidelines. This document should not be construed as legal or tax advice on any matter. You should consult with legal and tax advisers before applying any of this information to your particular situation. Reference to, or inclusion in this document of, any product, service or entity should not necessarily be construed as recommendation, approval, or endorsement or such product, service or entity by Callan. This document is provided in connection with Callan’s consulting services and should not be viewed as an advertisement of Callan, or of the strategies or products discussed or referenced herein. The issues considered and risks highlighted herein are not comprehensive and other risks may exist that the user of this document may deem material regarding the enclosed information. Please see any applicable full performance report or annual communication for other important disclosures. Unless Callan has been specifically engaged to do so, Callan does not conduct background checks or in-depth due diligence of the operations of any investment manager search candidate or investment vehicle, as may be typically performed in an operational due diligence evaluation assignment and in no event does Callan conduct due diligence beyond what is described in its report to the client. Any decision made on the basis of this document is sole responsibility of the client, as the intended recipient, and it is incumbent upon the client to make an independent determination of the suitability and consequences of such a decision. Callan undertakes no obligation to update the information contained herein except as specifically requested by the client. Past performance is no guarantee of future results. Investment Transactions and Balances in LAIF Par Value Book Value Market Value Rate Yield Balance 3/1/2026 $49,750,605 $49,750,605 $49,750,605 3.83 3.83 Deposits: 3/12/2026 17,700,000 17,700,000 17,700,000 3.83 3.83 Total Deposits 17,700,000 17,700,000 17,700,000 3.83 3.83 Quarterly Interest Distribution - - - 3.83 3.83 Withdrawals: 3/3/2026 (3,200,000) (3,200,000) (3,200,000) 3.83 3.83 3/4/2026 (7,500,000) (7,500,000) (7,500,000) 3.83 3.83 3/17/2026 (5,600,000) (5,600,000) (5,600,000) 3.83 3.83 3/25/2026 (5,500,000) (5,500,000) (5,500,000) 3.83 3.83 3/30/2026 (3,600,000) (3,600,000) (3,600,000) 3.83 3.83 Total Withdrawals (25,400,000) (25,400,000) (25,400,000) 3.83 3.83 Balance 3/31/2026 $42,050,605 $42,050,605 $42,050,605 3.83 3.83 Orange County Sanitation District Investment Transactions and Balances in the State of California Local Agency Investment Fund March 31, 2026 BNY Mellon Owner Controlled Insurance Program Escrow Account Current Period Year-to-Date Go Paperless. Securely access your accounts online to view your statements. Ask your BNY contact how we can help you access your account balances and activity in real time, receive your reports, enter your own transactions or submit an audit confirmation online. Also be sure to ask how NEXEN(SM) Gateway, our cloud-based ecosystem, can help you. Visit us at www.bny.com CLIENT SERVICE MANAGER: ROSS KEGLER Percent of all Investments Asset Classification Market Value 100%TOTAL OF ALL INVESTMENTS 250,000.00 Estimated Market Asset Classification Market Value Cost Accrued Income Annual Income Yield ACCOUNT TOTALS 250,000.00 250,000.00 0.00 0.00 0.00 % Realized Transaction Category Income Principal Gains/Losses Income Principal OPENING BALANCE 2,403.62- 252,403.62 2,403.62- 252,403 .62 CLOSING BALANCE 2,403.62- 252,403.62 0.00 2,403.62- 252,403 .62 Account Statement Account Overview Summary of Assets Held by Asset Classification Summary of Cash Transactions by Transaction Category Statement Period 06/01/2025 Through 06/30/2025 Account 00300282 Base Currency = USD OCSD LIBERTY MUTUAL 240 GREENWICH ST NEW YORK, NY 10286 +12128152716 ROSS.B.KEGLER@BNYMELLON.COM 100%CASH AND SHORT TERM 250,000.00 CASH AND SHORT TERM 250,000.00 250,000.00 0.00 0.00 0.00 % The above cash transactions summary is provided for information purposes only and may not reflect actual taxable income or deductible expenses as reportable under the Internal Revenue Code. Page 1 of 2 e 1 2 5 1 6 2 n 1 1 1 3 9 0 a 0 1 t D O M i W I s 5 5 6 , 8 2 4 The Bank of New York Mellon may utilize subsidiaries and affiliates to provide services and certain products to the Account. Subsidiaries and affiliates may be compensated for their services and products. The value of securities set forth on this Account Statement are determined by The Bank of New York Mellon for Corporate Trust on the basis of market prices and information obtained by The Bank of New York Mellon from unaffiliated third parties (including independent pricing vendors) ("third party pricing services"). The Bank of New York Mellon has not verified such market values or information and makes no assurances as to the accuracy or correctness of such market values or information or that the market values set forth on this Account Statement reflect the value of the securities that can be realized upon the sale of such securities. In addition, the market values for securities set forth in this Account Statement may differ from the market prices and information for the same securities used by other business units of The Bank of New York Mellon or its subsidiaries or affiliates based upon market prices and information received from other third party pricing services utilized by such other business units. Corporate Trust does not compare its market values with those used by, or reconcile different market values used by, other business units of The Bank of New York Mellon or its subsidiaries or its affiliates. The Bank of New York Mellon shall not be liable for any loss, damage or expense incurred as a result of or arising from or related to the market values or information provided by third party pricing services or the differences in market prices or information provided by other third party pricing services. No Transactions This Period Accrued Estimated Market Shares/Par Value Asset Description Market Price Market Value Cost Average Cost Income Income Yield Realized Transaction Date Transaction Description Income Principal Cost Gains/Losses Statement Period 06/01/2025 Through 06/30/2025 Statement of Assets Held by Asset Classification Statement of Transactions by Transaction Date Account 00300282 Base Currency = USD OCSD LIBERTY MUTUAL CASH BALANCE 250,000.00 250,000.00 0.00000 0.00 0.00 0.00% Total Market Value Plus Total Accrued Income 250,000.00 Cumulative realized capital gain and loss position from 12/31/2024 for securities held in principal of account: Short Term: 0.00 * Long Term: 0.00 * * The above gain and loss position does not include transactions where tax cost information is incomplete or unavailable. CASH AND SHORT TERM Total CASH AND SHORT TERM 250,000.00 250,000.00 0.00 0.00 0.00% ACCOUNT TOTALS 250,000.00 250,000.00 0.00 0.00 0.00% Page 2 of 2 e 1 2 5 1 6 2 n 1 1 1 3 9 0 a 0 1 t D O M i W I s 5 5 6 , 8 2 5 Current Period Year-to-Date Go Paperless. Securely access your accounts online to view your statements. Ask your BNY contact how we can help you access your account balances and activity in real time, receive your reports, enter your own transactions or submit an audit confirmation online. Also be sure to ask how NEXEN(SM) Gateway, our cloud-based ecosystem, can help you. Visit us at www.bny.com CLIENT SERVICE MANAGER: ROSS KEGLER Percent of all Investments Asset Classification Market Value 100%TOTAL OF ALL INVESTMENTS 250,000.00 Estimated Market Asset Classification Market Value Cost Accrued Income Annual Income Yield ACCOUNT TOTALS 250,000.00 250,000.00 0.00 0.00 0.00 % Realized Transaction Category Income Principal Gains/Losses Income Principal OPENING BALANCE 2,403.62- 252,403.62 2,403.62- 252,403 .62 CLOSING BALANCE 2,403.62- 252,403.62 0.00 2,403.62- 252,403 .62 Account Statement Account Overview Summary of Assets Held by Asset Classification Summary of Cash Transactions by Transaction Category Statement Period 03/01/2026 Through 03/31/2026 Account 00300282 Base Currency = USD OCSD LIBERTY MUTUAL 240 GREENWICH ST NEW YORK, NY 10286 +12128152716 ROSS.B.KEGLER@BNYMELLON.COM 100%CASH AND SHORT TERM 250,000.00 CASH AND SHORT TERM 250,000.00 250,000.00 0.00 0.00 0.00 % The above cash transactions summary is provided for information purposes only and may not reflect actual taxable income or deductible expenses as reportable under the Internal Revenue Code. Page 1 of 2 e 1 0 3 7 7 1 n 0 9 0 6 7 0 a 0 1 t D O M i W I s 3 7 4 , 5 5 8 The Bank of New York Mellon may utilize subsidiaries and affiliates to provide services and certain products to the Account. Subsidiaries and affiliates may be compensated for their services and products. The value of securities set forth on this Account Statement are determined by The Bank of New York Mellon for Corporate Trust on the basis of market prices and information obtained by The Bank of New York Mellon from unaffiliated third parties (including independent pricing vendors) ("third party pricing services"). The Bank of New York Mellon has not verified such market values or information and makes no assurances as to the accuracy or correctness of such market values or information or that the market values set forth on this Account Statement reflect the value of the securities that can be realized upon the sale of such securities. In addition, the market values for securities set forth in this Account Statement may differ from the market prices and information for the same securities used by other business units of The Bank of New York Mellon or its subsidiaries or affiliates based upon market prices and information received from other third party pricing services utilized by such other business units. Corporate Trust does not compare its market values with those used by, or reconcile different market values used by, other business units of The Bank of New York Mellon or its subsidiaries or its affiliates. The Bank of New York Mellon shall not be liable for any loss, damage or expense incurred as a result of or arising from or related to the market values or information provided by third party pricing services or the differences in market prices or information provided by other third party pricing services. No Transactions This Period Accrued Estimated Market Shares/Par Value Asset Description Market Price Market Value Cost Average Cost Income Income Yield Realized Transaction Date Transaction Description Income Principal Cost Gains/Losses Statement Period 03/01/2026 Through 03/31/2026 Statement of Assets Held by Asset Classification Statement of Transactions by Transaction Date Account 00300282 Base Currency = USD OCSD LIBERTY MUTUAL CASH BALANCE 250,000.00 250,000.00 0.00000 0.00 0.00 0.00% Total Market Value Plus Total Accrued Income 250,000.00 Cumulative realized capital gain and loss position from 12/31/2025 for securities held in principal of account: Short Term: 0.00 * Long Term: 0.00 * * The above gain and loss position does not include transactions where tax cost information is incomplete or unavailable. CASH AND SHORT TERM Total CASH AND SHORT TERM 250,000.00 250,000.00 0.00 0.00 0.00% ACCOUNT TOTALS 250,000.00 250,000.00 0.00 0.00 0.00% Page 2 of 2 e 1 0 3 7 7 1 n 0 9 0 6 7 0 a 0 1 t D O M i W I s 3 7 4 , 5 5 9 PARS Section 115 Trust Account Report ORANGE COUNTY SANITATION DISTRICT PARS Post-Employment Benefits Trust 6/1/2025 to 6/30/2025 Robert Thompson General ManagerOrange County Sanitation District10844 Ellis Ave. Fountain Valley, CA 92708 Account Summary Source 6/1/2025 Contributions Earnings Expenses Distributions Transfers 6/30/2025 OC SAN A1 1128 $11,100,080.56 $0.00 $337,637.97 $4,033.05 $0.00 $0.00 $11,433,685.48 OC SAN B1 1129 $5,673,769.85 $0.00 $189,299.90 $2,063.97 $0.00 $0.00 $5,861,005.78 Totals $16,773,850.41 $0.00 $526,937.87 $6,097.02 $0.00 $0.00 $17,294,691.26 Investment Selection Source OC SAN A1 OC SAN B1 Investment Objective Source OC SAN A1 OC SAN B1 Investment Return Source 1-Month 3-Months 1-Year 3-Years 5-Years 10-Years OC SAN A1 3.04%5.63%10.05%9.86%--1/14/2022 OC SAN B1 3.34%6.51%10.80%11.10%--1/14/2022 Information as provided by US Bank, Trustee for PARS; Not FDIC Insured; No Bank Guarantee; May Lose Value Headquarters - 4350 Von Karman Ave., Suite 100, Newport Beach, CA 92660 800.540.6369 Fax 949.250.1250 www.pars.org Account balances are inclusive of Trust Administration, Trustee and Investment Management fees Annualized Return Investment Return: Annualized rate of return is the return on an investment over a period other than one year multiplied or divided to give a comparable one-year return. Past performance does not guarantee future results. Performance returns may not reflect the deduction of applicable fees, which could reduce returns. Information is deemed reliable but may be subject to change. Individual account based on Balanced - Strategic Blend. The dual goals of the Balanced Strategy are growth of principal and income. While dividend and interest income are an important component of the objective's total return, it is expected that capital appreciation will comprise a larger portion of the total return. The portfolio will be allocated between equity and fixed income investments. Account Report for the Period Balance as of Orange County SD - PEN A1 Balance as of Individual account based on Moderate - Strategic Blend. The dual goals of the Moderate Strategy are growth of principal and income. It is expected that dividend and interest income will comprise a significant portion of total return, although growth through capital appreciation is equally important. The portfolio will be allocated between equity and fixed income investments. Orange County SD - PEN B1 Plan's Inception Date ORANGE COUNTY SANITATION DISTRICT PARS Post-Employment Benefits Trust 3/1/2026 to 3/31/2026 Robert Thompson General ManagerOrange County Sanitation District10844 Ellis Ave. Fountain Valley, CA 92708 Account Summary Source 3/1/2026 Contributions Earnings Expenses Distributions Transfers 3/31/2026 OC SAN A1 1128 $5,487,017.11 $0.00 -$208,666.83 $2,534.13 $0.00 $0.00 $5,275,816.15 OC SAN B1 1129 $2,951,805.21 $0.00 -$123,838.53 $1,361.55 $0.00 $0.00 $2,826,605.13 Totals $8,438,822.32 $0.00 -$332,505.36 $3,895.68 $0.00 $0.00 $8,102,421.28 Investment Selection Source OC SAN A1 OC SAN B1 Investment Objective Source OC SAN A1 OC SAN B1 Investment Return Source 1-Month 3-Months 1-Year 3-Years 5-Years 10-Years OC SAN A1 -3.80%-1.00%11.42%10.20%--1/14/2022 OC SAN B1 -4.20%-1.26%12.79%11.33%--1/14/2022 Information as provided by US Bank, Trustee for PARS; Not FDIC Insured; No Bank Guarantee; May Lose Value Headquarters - 4350 Von Karman Ave., Suite 100, Newport Beach, CA 92660 800.540.6369 Fax 949.250.1250 www.pars.org Balance as of Individual account based on Moderate - Strategic Blend. The dual goals of the Moderate Strategy are growth of principal and income. It is expected that dividend and interest income will comprise a significant portion of total return, although growth through capital appreciation is equally important. The portfolio will be allocated between equity and fixed income investments. Orange County SD - PEN B1 Plan's Inception Date Account balances are inclusive of Trust Administration, Trustee and Investment Management fees Annualized Return Investment Return: Annualized rate of return is the return on an investment over a period other than one year multiplied or divided to give a comparable one-year return. Past performance does not guarantee future results. Performance returns may not reflect the deduction of applicable fees, which could reduce returns. Information is deemed reliable but may be subject to change. Individual account based on Balanced - Strategic Blend. The dual goals of the Balanced Strategy are growth of principal and income. While dividend and interest income are an important component of the objective's total return, it is expected that capital appreciation will comprise a larger portion of the total return. The portfolio will be allocated between equity and fixed income investments. Account Report for the Period Balance as of Orange County SD - PEN A1 PARS - U.S. Bank Investment Detail Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio USD-U.S._DOLLAR Cash & Cash Equivalents FIRST AM GOVT OB FD CL X CUSIP: 31846V336 Ticker: FGXXX 2.42%276,703.5600 1.0000 30-Jun-25 276,703.56 276,703.56 -11,788.75 4.26%Principal Mutual/Collective Funds BAIRD AGGREGATE BOND FD INSTL CUSIP: 057071854 Ticker: BAGIX 13.02%150,970.4950 9.8500 30-Jun-25 1,487,059.38 1,457,902.53 29,156.85 60,388.20 4.06%Principal Mutual/Collective Funds COHEN & STEERS INSTL REALTY SHARES CUSIP: 19247U106 Ticker: CSRIX 2.32%5,372.1740 49.2700 30-Jun-25 264,687.01 274,141.43 -9,454.42 8,036.77 3.04%Principal Mutual/Collective Funds COLUMBIA CONTRARIAN CORE FUND CUSIP: 19766M709 Ticker: COFYX 7.79%22,930.1620 38.8000 30-Jun-25 889,690.29 788,177.24 101,513.05 5,801.33 0.65%Principal Mutual/Collective Funds COLUMBIA SMALL CAP GROWTH INST3 CUSIP: 19765Y340 Ticker: CSGYX 0.37%1,408.8900 30.2800 30-Jun-25 42,661.19 38,772.65 3,888.54 --Principal Mutual/Collective Funds DODGE COX INCOME CUSIP: 256210105 Ticker: DODIX 8.00%72,278.4450 12.6400 30-Jun-25 913,599.54 904,901.94 8,697.60 38,596.69 4.22%Principal Mutual/Collective Funds EMERALD GROWTH INSTITUTIONAL CUSIP: 317609253 Ticker: FGROX 0.35%1,479.9720 27.1600 30-Jun-25 40,196.04 32,092.08 8,103.96 1,000.46 2.49%Principal INVESTMENT - DETAIL Run Date : 08/07/2025 Page 1 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds FIDELITY INTERNATIONAL INDEX FUND CUSIP: 315911727 Ticker: FSPSX 3.28%6,537.2120 57.3300 30-Jun-25 374,778.36 325,982.40 48,795.96 10,171.90 2.71%Principal Mutual/Collective Funds GOLDMAN SACHS GQG PTNRS INTL OPPS R6 CUSIP: 38147N269 Ticker: GSIYX 1.24%6,266.5160 22.6500 30-Jun-25 141,936.59 141,878.85 57.74 2,832.47 2.00%Principal Mutual/Collective Funds HARTFORD SCHRODERS EMERGING MARKETS CUSIP: 41665X859 Ticker: HHHFX 2.53%15,214.7020 19.0100 30-Jun-25 289,231.49 248,715.36 40,516.13 3,377.66 1.17%Principal Mutual/Collective Funds ISHARES CORE U.S. AGGREGATE BOND ETF CUSIP: 464287226 Ticker: AGG 11.00%12,666.0000 99.2000 30-Jun-25 1,256,467.20 1,234,256.11 22,211.09 47,598.83 3.79%Principal Mutual/Collective Funds LAZARD CL LIST INFRASTR INST CUSIP: 52106N459 Ticker: GLIFX 1.37%8,743.4900 17.9600 30-Jun-25 157,033.08 145,466.59 11,566.49 4,328.03 2.76%Principal Mutual/Collective Funds MFS INTERNATIONAL GROWTH R6 CUSIP: 552746356 Ticker: MGRDX 1.27%3,039.1450 47.7900 30-Jun-25 145,240.74 123,202.81 22,037.93 2,133.48 1.47%Principal Mutual/Collective Funds NYLI CBRE GLOBAL INFRASTRUCTURE CUSIP: 56064L280 Ticker: VCRQX 1.25%10,026.5660 14.2700 30-Jun-25 143,079.10 131,036.83 12,042.27 3,058.10 2.14%Principal INVESTMENT - DETAIL Run Date : 08/07/2025 Page 2 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds NYLI MACKAY HIGH YIELD CORP BD FD R6 CUSIP: 56063N881 Ticker: MHYSX 2.22%48,657.9390 5.2100 30-Jun-25 253,507.86 250,220.85 3,287.01 15,813.83 6.24%Principal Mutual/Collective Funds PGIM TOTAL RETURN BOND CL R6 CUSIP: 74440B884 Ticker: PTRQX 8.90%84,386.1380 12.0400 30-Jun-25 1,016,009.10 1,076,425.91 -60,416.81 48,100.10 4.73%Principal Mutual/Collective Funds PUTNAM CORE EQUITY FUND Y CUSIP: 74676P839 Ticker: PMYYX 3.35%8,480.3750 45.1800 30-Jun-25 383,143.34 368,012.63 15,130.71 2,671.32 0.70%Principal Mutual/Collective Funds SCHWAB U S LARGE CAP ETF CUSIP: 808524201 Ticker: SCHX 23.84%111,426.0000 24.4400 30-Jun-25 2,723,251.44 2,546,060.71 177,190.73 31,979.26 1.17%Principal Mutual/Collective Funds UNDISCOVERED MGRS BEHAVIORAL VALUE CUSIP: 904504479 Ticker: UBVFX 1.05%1,456.4640 82.1100 30-Jun-25 119,590.26 111,004.57 8,585.69 2,417.73 2.02%Principal Mutual/Collective Funds VOYA INTERMEDIATE BOND FUND CLASS R6 CUSIP: 92913L569 Ticker: IIBZX 4.41%57,312.4180 8.7900 30-Jun-25 503,776.15 503,742.62 33.53 24,185.84 4.80%Principal USD-U.S._DOLLAR Cash & Cash Equivalents 2.42%276,703.56 276,703.56 -11,788.75 4.26% Mutual/Collective Funds 97.58%11,144,938.16 10,701,994.11 442,944.05 312,492.00 2.80% INVESTMENT - DETAIL Run Date : 08/07/2025 Page 3 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Total USD-U.S._DOLLAR 100.00%11,421,641.72 10,978,697.67 442,944.05 324,280.75 2.84% Total (U.S. DOLLAR)100.00%11,421,641.72 10,978,697.67 442,944.05 324,280.75 2.84% Grand Total (U.S. DOLLAR)100.00%11,421,641.72 10,978,697.67 442,944.05 324,280.75 2.84% INVESTMENT - DETAIL Run Date : 08/07/2025 Page 4 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio USD-U.S._DOLLAR Cash & Cash Equivalents FIRST AM GOVT OB FD CL X CUSIP: 31846V336 Ticker: FGXXX 2.20%128,697.2600 1.0000 30-Jun-25 128,697.26 128,697.26 -5,483.05 4.26%Principal Mutual/Collective Funds BAIRD AGGREGATE BOND FD INSTL CUSIP: 057071854 Ticker: BAGIX 10.14%60,290.0990 9.8500 30-Jun-25 593,857.48 582,194.78 11,662.70 24,116.04 4.06%Principal Mutual/Collective Funds COHEN & STEERS INSTL REALTY SHARES CUSIP: 19247U106 Ticker: CSRIX 2.78%3,305.6730 49.2700 30-Jun-25 162,870.51 169,518.90 -6,648.39 4,945.29 3.04%Principal Mutual/Collective Funds COLUMBIA CONTRARIAN CORE FUND CUSIP: 19766M709 Ticker: COFYX 9.47%14,284.0100 38.8000 30-Jun-25 554,219.59 491,448.40 62,771.19 3,613.85 0.65%Principal Mutual/Collective Funds COLUMBIA SMALL CAP GROWTH INST3 CUSIP: 19765Y340 Ticker: CSGYX 0.45%866.4360 30.2800 30-Jun-25 26,235.68 23,844.32 2,391.36 --Principal Mutual/Collective Funds DODGE COX INCOME CUSIP: 256210105 Ticker: DODIX 6.26%28,984.4140 12.6400 30-Jun-25 366,362.99 363,119.64 3,243.35 15,477.68 4.22%Principal Mutual/Collective Funds EMERALD GROWTH INSTITUTIONAL CUSIP: 317609253 Ticker: FGROX 0.42%910.1320 27.1600 30-Jun-25 24,719.19 19,741.67 4,977.52 615.25 2.49%Principal INVESTMENT - DETAIL Run Date : 08/07/2025 Page 5 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds FIDELITY INTERNATIONAL INDEX FUND CUSIP: 315911727 Ticker: FSPSX 3.97%4,052.6740 57.3300 30-Jun-25 232,339.80 202,186.97 30,152.83 6,305.96 2.71%Principal Mutual/Collective Funds GOLDMAN SACHS GQG PTNRS INTL OPPS R6 CUSIP: 38147N269 Ticker: GSIYX 1.50%3,872.0180 22.6500 30-Jun-25 87,701.21 87,572.44 128.77 1,750.15 2.00%Principal Mutual/Collective Funds HARTFORD SCHRODERS EMERGING MARKETS CUSIP: 41665X859 Ticker: HHHFX 3.02%9,302.5570 19.0100 30-Jun-25 176,841.61 152,357.07 24,484.54 2,065.17 1.17%Principal Mutual/Collective Funds ISHARES CORE U.S. AGGREGATE BOND ETF CUSIP: 464287226 Ticker: AGG 9.35%5,518.0000 99.2000 30-Jun-25 547,385.60 537,876.20 9,509.40 20,736.64 3.79%Principal Mutual/Collective Funds LAZARD CL LIST INFRASTR INST CUSIP: 52106N459 Ticker: GLIFX 1.59%5,183.6430 17.9600 30-Jun-25 93,098.23 86,240.91 6,857.32 2,565.90 2.76%Principal Mutual/Collective Funds MFS INTERNATIONAL GROWTH R6 CUSIP: 552746356 Ticker: MGRDX 1.45%1,779.6260 47.7900 30-Jun-25 85,048.33 72,064.01 12,984.32 1,249.30 1.47%Principal Mutual/Collective Funds NYLI CBRE GLOBAL INFRASTRUCTURE CUSIP: 56064L280 Ticker: VCRQX 1.50%6,140.5450 14.2700 30-Jun-25 87,625.58 80,268.57 7,357.01 1,872.87 2.14%Principal INVESTMENT - DETAIL Run Date : 08/07/2025 Page 6 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds NYLI MACKAY HIGH YIELD CORP BD FD R6 CUSIP: 56063N881 Ticker: MHYSX 1.72%19,361.2840 5.2100 30-Jun-25 100,872.29 99,564.37 1,307.92 6,292.42 6.24%Principal Mutual/Collective Funds PGIM TOTAL RETURN BOND CL R6 CUSIP: 74440B884 Ticker: PTRQX 7.04%34,245.0180 12.0400 30-Jun-25 412,310.02 436,079.12 -23,769.10 19,519.66 4.73%Principal Mutual/Collective Funds PUTNAM CORE EQUITY FUND Y CUSIP: 74676P839 Ticker: PMYYX 4.02%5,215.3080 45.1800 30-Jun-25 235,627.62 226,444.59 9,183.03 1,642.82 0.70%Principal Mutual/Collective Funds SCHWAB U S LARGE CAP ETF CUSIP: 808524201 Ticker: SCHX 28.53%68,354.0000 24.4400 30-Jun-25 1,670,571.76 1,561,957.22 108,614.54 19,617.60 1.17%Principal Mutual/Collective Funds UNDISCOVERED MGRS BEHAVIORAL VALUE CUSIP: 904504479 Ticker: UBVFX 1.15%820.8650 82.1100 30-Jun-25 67,401.23 62,203.33 5,197.90 1,362.64 2.02%Principal Mutual/Collective Funds VOYA INTERMEDIATE BOND FUND CLASS R6 CUSIP: 92913L569 Ticker: IIBZX 3.44%22,924.9670 8.7900 30-Jun-25 201,510.46 201,497.05 13.41 9,674.34 4.80%Principal USD-U.S._DOLLAR Cash & Cash Equivalents 2.20%128,697.26 128,697.26 -5,483.05 4.26% Mutual/Collective Funds 97.80%5,726,599.15 5,456,179.56 270,419.59 143,423.57 2.50% INVESTMENT - DETAIL Run Date : 08/07/2025 Page 7 of 8 Multiple Accounts As Of Date : 06/30/2025 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Total USD-U.S._DOLLAR 100.00%5,855,296.41 5,584,876.82 270,419.59 148,906.62 2.54% Total (U.S. DOLLAR)100.00%5,855,296.41 5,584,876.82 270,419.62 148,906.62 2.54% Grand Total (U.S. DOLLAR)100.00%5,855,296.41 5,584,876.82 270,419.62 148,906.62 2.54% INVESTMENT - DETAIL Run Date : 08/07/2025 Page 8 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio USD-U.S._DOLLAR Cash & Cash Equivalents FIRST AM GOVT OB FD CL X CUSIP: 31846V336 Ticker: FGXXX 2.21%116,495.7900 1.0000 31-Mar-26 116,495.79 116,495.79 -4,166.63 3.58%Principal Mutual/Collective Funds BAIRD AGGREGATE BOND FD INSTL CUSIP: 057071854 Ticker: BAGIX 12.92%69,191.0650 9.8400 31-Mar-26 680,840.08 671,582.13 9,257.95 28,437.53 4.18%Principal Mutual/Collective Funds COHEN & STEERS INSTL REALTY SHARES CUSIP: 19247U106 Ticker: CSRIX 2.59%2,766.7650 49.3000 31-Mar-26 136,401.51 141,249.88 -4,848.37 4,166.75 3.05%Principal Mutual/Collective Funds COLUMBIA CONTRARIAN CORE FUND CUSIP: 19766M709 Ticker: COFYX 7.43%10,383.5970 37.7200 31-Mar-26 391,669.28 392,197.43 -528.15 1,848.28 0.47%Principal Mutual/Collective Funds COLUMBIA SMALL CAP GROWTH INST3 CUSIP: 19765Y340 Ticker: CSGYX 0.85%1,358.0360 33.1500 31-Mar-26 45,018.89 44,395.36 623.53 --Principal Mutual/Collective Funds DODGE COX INCOME CUSIP: 256210105 Ticker: DODIX 6.76%28,023.7860 12.7200 31-Mar-26 356,462.56 347,658.88 8,803.68 15,244.94 4.28%Principal Mutual/Collective Funds EMERALD GROWTH INSTITUTIONAL CUSIP: 317609253 Ticker: FGROX 0.87%1,533.7600 29.9000 31-Mar-26 45,859.42 41,311.39 4,548.03 --Principal INVESTMENT - DETAIL Run Date : 05/04/2026 Page 1 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds FIDELITY EMERGING MARKETS INDEX FUND CUSIP: 316146331 Ticker: FPADX 2.71%10,103.5910 14.1500 31-Mar-26 142,965.81 124,013.23 18,952.58 3,253.36 2.28%Principal Mutual/Collective Funds FIDELITY INTERNATIONAL INDEX FUND CUSIP: 315911727 Ticker: FSPSX 3.63%3,117.1010 61.3800 31-Mar-26 191,327.66 163,926.84 27,400.82 11,950.97 6.25%Principal Mutual/Collective Funds GOLDMAN SACHS GQG PTNRS INTL OPPS R6 CUSIP: 38147N269 Ticker: GSIYX 1.45%3,241.9880 23.5300 31-Mar-26 76,283.98 71,452.65 4,831.33 1,867.39 2.45%Principal Mutual/Collective Funds ISHARES CORE U.S. AGGREGATE BOND ETF CUSIP: 464287226 Ticker: AGG 10.73%5,697.0000 99.2700 31-Mar-26 565,541.19 556,242.10 9,299.09 22,218.30 3.93%Principal Mutual/Collective Funds LAZARD CL LIST INFRASTR INST CUSIP: 52106N459 Ticker: GLIFX 1.37%3,744.5580 19.3000 31-Mar-26 72,269.97 62,734.58 9,535.39 2,239.25 3.10%Principal Mutual/Collective Funds MFS INTERNATIONAL GROWTH R6 CUSIP: 552746356 Ticker: MGRDX 1.29%1,482.7250 45.8300 31-Mar-26 67,953.29 57,418.84 10,534.45 762.12 1.12%Principal Mutual/Collective Funds NYLI CBRE GLOBAL INFRASTRUCTURE CUSIP: 56064L280 Ticker: VCRQX 1.38%4,530.6640 16.0600 31-Mar-26 72,762.46 61,717.89 11,044.57 1,372.79 1.89%Principal INVESTMENT - DETAIL Run Date : 05/04/2026 Page 2 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds NYLI MACKAY HIGH YIELD CORP BD FD R6 CUSIP: 56063N881 Ticker: MHYSX 3.28%33,792.9790 5.1100 31-Mar-26 172,682.12 175,293.95 -2,611.83 11,320.65 6.56%Principal Mutual/Collective Funds PGIM TOTAL RETURN BOND CL R6 CUSIP: 74440B884 Ticker: PTRQX 8.02%35,084.5760 12.0500 31-Mar-26 422,769.14 415,175.08 7,594.06 19,647.36 4.65%Principal Mutual/Collective Funds PIMCO RAE US SMALL INSTL CUSIP: 72202L421 Ticker: PMJIX 1.70%7,639.4930 11.7500 31-Mar-26 89,764.04 92,479.01 -2,714.97 1,031.33 1.15%Principal Mutual/Collective Funds PUTNAM CORE EQUITY FUND Y CUSIP: 74676P839 Ticker: PMYYX 3.18%3,582.2880 46.7900 31-Mar-26 167,615.26 159,237.21 8,378.05 1,955.93 1.17%Principal Mutual/Collective Funds SCHWAB U S LARGE CAP ETF CUSIP: 808524201 Ticker: SCHX 23.05%47,374.0000 25.6400 31-Mar-26 1,214,669.36 1,095,326.99 119,342.37 14,164.83 1.17%Principal Mutual/Collective Funds VOYA INTERMEDIATE BOND FUND CLASS R6 CUSIP: 92913L569 Ticker: IIBZX 4.58%27,553.6860 8.7600 31-Mar-26 241,370.29 242,266.86 -896.57 11,297.01 4.68%Principal USD-U.S._DOLLAR Cash & Cash Equivalents 2.21%116,495.79 116,495.79 -4,166.63 3.58% Mutual/Collective Funds 97.79%5,154,226.32 4,915,680.30 238,546.02 152,778.77 2.96% Total USD-U.S._DOLLAR 100.00%5,270,722.11 5,032,176.09 238,546.02 156,945.40 2.98% INVESTMENT - DETAIL Run Date : 05/04/2026 Page 3 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065800 PARS/OC SANITATION 115P-A1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Total (U.S. DOLLAR)100.00%5,270,722.11 5,032,176.09 238,546.01 156,945.40 2.98% Grand Total (U.S. DOLLAR)100.00%5,270,722.11 5,032,176.09 238,546.01 156,945.40 2.98% INVESTMENT - DETAIL Run Date : 05/04/2026 Page 4 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio USD-U.S._DOLLAR Cash & Cash Equivalents FIRST AM GOVT OB FD CL X CUSIP: 31846V336 Ticker: FGXXX 2.45%69,249.5800 1.0000 31-Mar-26 69,249.58 69,249.58 -2,476.80 3.58%Principal Mutual/Collective Funds BAIRD AGGREGATE BOND FD INSTL CUSIP: 057071854 Ticker: BAGIX 10.19%29,259.5260 9.8400 31-Mar-26 287,913.74 283,859.97 4,053.77 12,025.67 4.18%Principal Mutual/Collective Funds COHEN & STEERS INSTL REALTY SHARES CUSIP: 19247U106 Ticker: CSRIX 3.12%1,788.3370 49.3000 31-Mar-26 88,165.01 91,309.86 -3,144.85 2,693.24 3.05%Principal Mutual/Collective Funds COLUMBIA CONTRARIAN CORE FUND CUSIP: 19766M709 Ticker: COFYX 9.12%6,830.8330 37.7200 31-Mar-26 257,659.02 251,868.08 5,790.94 1,215.89 0.47%Principal Mutual/Collective Funds COLUMBIA SMALL CAP GROWTH INST3 CUSIP: 19765Y340 Ticker: CSGYX 0.92%784.2650 33.1500 31-Mar-26 25,998.38 25,804.11 194.27 --Principal Mutual/Collective Funds DODGE COX INCOME CUSIP: 256210105 Ticker: DODIX 5.36%11,903.6680 12.7200 31-Mar-26 151,414.66 147,663.75 3,750.91 6,475.60 4.28%Principal Mutual/Collective Funds EMERALD GROWTH INSTITUTIONAL CUSIP: 317609253 Ticker: FGROX 1.14%1,075.4160 29.9000 31-Mar-26 32,154.94 28,141.39 4,013.55 --Principal INVESTMENT - DETAIL Run Date : 05/04/2026 Page 5 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds FIDELITY EMERGING MARKETS INDEX FUND CUSIP: 316146331 Ticker: FPADX 3.16%6,297.5630 14.1500 31-Mar-26 89,110.52 77,389.44 11,721.08 2,027.82 2.28%Principal Mutual/Collective Funds FIDELITY INTERNATIONAL INDEX FUND CUSIP: 315911727 Ticker: FSPSX 4.35%2,002.3990 61.3800 31-Mar-26 122,907.25 104,536.82 18,370.43 7,677.20 6.25%Principal Mutual/Collective Funds GOLDMAN SACHS GQG PTNRS INTL OPPS R6 CUSIP: 38147N269 Ticker: GSIYX 1.61%1,931.5160 23.5300 31-Mar-26 45,448.57 41,868.82 3,579.75 1,112.55 2.45%Principal Mutual/Collective Funds ISHARES CORE U.S. AGGREGATE BOND ETF CUSIP: 464287226 Ticker: AGG 8.47%2,411.0000 99.2700 31-Mar-26 239,339.97 235,596.17 3,743.80 9,402.90 3.93%Principal Mutual/Collective Funds LAZARD CL LIST INFRASTR INST CUSIP: 52106N459 Ticker: GLIFX 1.56%2,277.3930 19.3000 31-Mar-26 43,953.68 38,149.78 5,803.90 1,361.88 3.10%Principal Mutual/Collective Funds MFS INTERNATIONAL GROWTH R6 CUSIP: 552746356 Ticker: MGRDX 1.57%964.6080 45.8300 31-Mar-26 44,207.98 39,105.01 5,102.97 495.81 1.12%Principal Mutual/Collective Funds NYLI CBRE GLOBAL INFRASTRUCTURE CUSIP: 56064L280 Ticker: VCRQX 1.66%2,911.7940 16.0600 31-Mar-26 46,763.41 39,552.68 7,210.73 882.27 1.89%Principal INVESTMENT - DETAIL Run Date : 05/04/2026 Page 6 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Mutual/Collective Funds NYLI MACKAY HIGH YIELD CORP BD FD R6 CUSIP: 56063N881 Ticker: MHYSX 2.57%14,186.4510 5.1100 31-Mar-26 72,492.76 73,576.66 -1,083.90 4,752.46 6.56%Principal Mutual/Collective Funds PGIM TOTAL RETURN BOND CL R6 CUSIP: 74440B884 Ticker: PTRQX 5.29%12,407.6260 12.0500 31-Mar-26 149,511.89 147,119.63 2,392.26 6,948.27 4.65%Principal Mutual/Collective Funds PIMCO RAE US SMALL INSTL CUSIP: 72202L421 Ticker: PMJIX 2.20%5,286.2320 11.7500 31-Mar-26 62,113.23 63,978.56 -1,865.33 713.64 1.15%Principal Mutual/Collective Funds PUTNAM CORE EQUITY FUND Y CUSIP: 74676P839 Ticker: PMYYX 3.90%2,352.1090 46.7900 31-Mar-26 110,055.18 104,451.08 5,604.10 1,284.25 1.17%Principal Mutual/Collective Funds SCHWAB U S LARGE CAP ETF CUSIP: 808524201 Ticker: SCHX 27.87%30,704.0000 25.6400 31-Mar-26 787,250.56 709,743.94 77,506.62 9,180.50 1.17%Principal Mutual/Collective Funds VOYA INTERMEDIATE BOND FUND CLASS R6 CUSIP: 92913L569 Ticker: IIBZX 3.49%11,248.6220 8.7600 31-Mar-26 98,537.93 98,903.53 -365.60 4,611.94 4.68%Principal USD-U.S._DOLLAR Cash & Cash Equivalents 2.45%69,249.58 69,249.58 -2,476.80 3.58% Mutual/Collective Funds 97.55%2,754,998.69 2,602,619.28 152,379.41 72,861.87 2.64% Total USD-U.S._DOLLAR 100.00%2,824,248.27 2,671,868.86 152,379.41 75,338.67 2.67% INVESTMENT - DETAIL Run Date : 05/04/2026 Page 7 of 8 Multiple Accounts As Of Date : 03/31/2026 Account Information Account Number Account Name 6746065801 PARS/OC SANITATION 115P-B1 Investment Detail Asset Type Asset Name Current Allocation Shares/Par Price Date Priced Market Value Fed Cost Unrealized Gain/Loss Est. Annual Income Yield Portfolio Total (U.S. DOLLAR)100.00%2,824,248.27 2,671,868.86 152,379.40 75,338.67 2.67% Grand Total (U.S. DOLLAR)100.00%2,824,248.27 2,671,868.86 152,379.40 75,338.67 2.67% INVESTMENT - DETAIL Run Date : 05/04/2026 Page 8 of 8 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4861 Agenda Date:5/13/2026 Agenda Item No:4. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: PROJECT MANAGEMENT ON WEB MAINTENANCE AND SUPPORT RENEWAL GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: A. Approve a three-year Sole Source Purchase Order Contract with PMWeb Inc. for maintenance and support of Project Management on Web (PMWeb) application, for a total amount not to exceed $468,600; and B. Approve a contingency of $46,860 (10%). BACKGROUND In 2018,Orange County Sanitation District (OC San)implemented PMWeb to support construction management functions,including submittals,meeting minutes,requests for information,and construction agreement management.PMWeb is now used to manage all engineering projects.As project activity expands,additional OC San staff and external users (e.g.,consultants)require system access, driving increased user licensing and associated annual maintenance costs. 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 ·Sound engineering and accounting practices, complying with local, state, and federal laws PROBLEM The current contract for OC San’s PMWeb maintenance and support expires on August 1,2026. PMWeb supports critical engineering processes such as submittals,commitments,change requests, meeting minutes, daily reports, business process workflows, and forms. Orange County Sanitation District Printed on 5/4/2026Page 1 of 3 powered by Legistar™ File #:2026-4861 Agenda Date:5/13/2026 Agenda Item No:4. PROPOSED SOLUTION Commit to a three-year term for a total of $468,600.Below is the year-by-year breakdown of the cost: Year With 3-Year Commitment 2026/2027 $156,200 2027/2028 $156,200 2028/2029 $156,200 Total $468,600 TIMING CONCERNS The current Purchase Order Contract term will expire on August 1,2026;renewal must be completed prior to August 1, 2026, to prevent a lapse in coverage. RAMIFICATIONS OF NOT TAKING ACTION OC San’s Engineering Projects generate thousands of documents and correspondence that require proper management to ensure accuracy,accountability,and accessibility.Effective coordination and communication across project teams are essential to controlling costs and mitigating potential risks and liabilities. If no action is taken,OC San will be unable to continue critical business processes supported by the PMWeb application upon expiration of the current Purchase Order Contract.Key functions,including the management of submittals and commitments would be disrupted,significantly impacting project delivery and operational efficiency. PRIOR COMMITTEE/BOARD ACTIONS June 2023 -Approved a three (3)year Purchase Order contract with PMWeb Inc.for maintenance and support of PMWeb application,paying $121,500 annually for a total amount not to exceed $364,500; and approved a contingency of $36,450 (10%). August 2018 -Approved PMWEB -Project management information system software support to the pre-approved OEM Sole Source List. ADDITIONAL INFORMATION N/A CEQA N/A Orange County Sanitation District Printed on 5/4/2026Page 2 of 3 powered by Legistar™ File #:2026-4861 Agenda Date:5/13/2026 Agenda Item No:4. FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted and will be included in the Proposed FY 2026-2027 and FY 2027-28 Operating Budget. 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 5/4/2026Page 3 of 3 powered by Legistar™ ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4882 Agenda Date:5/13/2026 Agenda Item No:5. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: CAPITAL FACILITY CAPACITY CHARGE SUPPORT SERVICES,SPECIFICATION NO.CS-2026- 717BD GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: A. Approve a Professional Consultant Services Agreement to CityTech Solutions, Inc. to perform Capital Facility Capacity Charge (CFCC) Support Services, Specification No. CS-2026-717BD, for a total amount not to exceed $178,970; and B. Approve a contingency of $17,897 (10%). BACKGROUND OC San assesses Capital Facilities Capacity Charges (CFCCs)to fund new capital projects or improve existing capital projects.CFCCs are a one-time charge imposed at the time a building or structure is newly connected to OC San’s System,or an existing structure or category of use is expanded or increased. In the 1970s,OC San entered into agreements with cities and agencies in the OC San service areas to issue permits and collect charges for CFCCs on OC San’s behalf.The cities and agencies are provided a fee of 5%of the amounts collected while acting as the agent for OC San.These agreements can be terminated by either party by giving 180 days’ written notice. Effective July 1,2024,the City of Seal Beach elected to terminate their agreement to act as OC San’s agent for CFCCs.Since then,OC San staff has been processing and collecting charges directly for all applicants in the City of Seal Beach.Starting July 1,2026,OC San staff will also be collecting directly for newly transferred areas from the Irvine Ranch Water District (IRWD).Other cities have indicated that they may be interested in terminating their agreements.Staff intends to explore the expansion of this program to other cities and agencies that are currently acting as agents. RELEVANT STANDARDS ·Ensure the public’s money is wisely spent ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and Orange County Sanitation District Printed on 5/4/2026Page 1 of 3 powered by Legistar™ File #:2026-4882 Agenda Date:5/13/2026 Agenda Item No:5. neighboring communities PROBLEM Several OC San member cities and agencies have expressed an interest in OC San processing CFCC applications directly instead of through the cities and agencies.OC San currently processes the applications for one city,starting July 1,2026,OC San will also be processing CFCCs for applications within the recently transferred IRWD areas.OC San does not currently have the resources to accommodate substantial expansion of these services using internal staff. PROPOSED SOLUTION Approve the Professional Consultant Services Agreement with CityTech Solutions,Inc.to perform CFCC support services to provide timely customer service and collect revenue from applicants. TIMING CONCERNS Proposals are valid for 180 calendar days from submittal and will expire on September 8, 2026. RAMIFICATIONS OF NOT TAKING ACTION OC San and city staff will continue to process CFCC applications and collect payment.OC San most likely will not be able to expand the service to other member cities or agencies. PRIOR COMMITTEE/BOARD ACTIONS N/A ADDITIONAL INFORMATION On February 5,2026,OC San issued a Request for Proposals (RFP)and on March 19,2026,OC San received one proposal.The proposal was evaluated in accordance with OC San’s policies and procedures and by a team consisting of the Finance Manager,Accounting Supervisor,Senior Accountant,Senior Staff Analyst,and a Senior Engineer.A Purchasing representative chaired the team as a non-voting member. Proposals were individually scored based on the following criteria: CRITERION WEIGHT 1. Qualifications & Experience of Firm 20% 2. Staffing & Project Organization 20% 3. Work Plan 40% 4. Cost 20% The evaluation team first reviewed and scored the proposal based upon the criteria listed above, other than cost. Orange County Sanitation District Printed on 5/4/2026Page 2 of 3 powered by Legistar™ File #:2026-4882 Agenda Date:5/13/2026 Agenda Item No:5. Rank Proposer Criterion 1 (Max 20%) Criterion 1 (Max 20%) Criterion 1 (Max 40%) Subtotal Score (Max 80%) 1.CityTech Solutions, Inc.17%16%34%67% The proposal was accompanied by a sealed cost proposal.The cost proposal was opened and negotiated. Rank Proposer Subtotal Score without Cost (Max 80%) Cost (Max 20%) Total Weighted Score (Max 100%) 1.CityTech Solutions, Inc.67%20%87% Based on these results,staff recommend awarding a Professional Consultant Services Agreement to CityTech Solutions, Inc. The Agreement is a 3-year term with two (2) one-year renewal options. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Proposed Budget FY 2026-27 and 2027-28,Section 6,Page 16,Professional & Contractual Services) and the budget is sufficient for the recommended action. Date of Approval Contract Amount Contingency 5/13/2026 $178,970 $17,897 ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Professional Consultant Services Agreement Orange County Sanitation District Printed on 5/4/2026Page 3 of 3 powered by Legistar™ Professional Consultant Services Agreement 1 of 11 Specification No. CS-2026-717BD Revision 121924 PROFESSIONAL CONSULTANT SERVICES AGREEMENT Capital Facility Capacity Charge (CFCC) Support Services Specification No. CS-2026-717BD This PROFESSIONAL CONSULTANT SERVICES AGREEMENT (hereinafter referred to as “Agreement”) is made and entered into as of the date fully executed below, by and between Orange County Sanitation District (hereinafter referred to as “OC San”) and CityTech Solutions, Inc. (hereinafter referred to as “Consultant”) and collectively referred to herein as the “Parties.” R E C I T A L S WHEREAS, OC San desires to obtain Capital Facility Capacity Charge (CFCC) Support Services as described in Exhibit “A” attached hereto and incorporated herein by this reference (“Services”); and WHEREAS, Consultant is qualified to provide the Services by virtue of experience, training, and expertise; and WHEREAS, OC San desires to engage Consultant to render the Services as provided herein; and WHEREAS, OC San selected Consultant to provide the Services in accordance with OC San’s current Purchasing Ordinance; and WHEREAS, on May 13, 2026, OC San’s Administration Committee, by minute order, authorized execution of this Agreement. NOW, THEREFORE, in consideration of the above recitals and the mutual promises and benefits specified below, the Parties agree as follows: 1. General. 1.1 This Agreement and all exhibits hereto are made by OC San and the Consultant. 1.2 The following exhibits, in order of precedence, are incorporated by reference and made part of this Agreement. Exhibit “A” – Scope of Work Exhibit “B” – Proposal and BAFO Exhibit “C” – Determined Insurance Requirement Form Exhibit “D” – Contractor Safety Standards Exhibit “E” – Human Resources Policies 1.3 In the event of any conflict or inconsistency between the provisions of this Agreement and any of the provisions of the exhibits hereto, the provisions in the Agreement shall control and thereafter the provisions in the document highest in precedence shall be controlling. 1.4 Except as expressly provided otherwise, OC San accepts no liability for any expenses, losses, or actions incurred or undertaken by Consultant as a result of work performed in anticipation of purchases of the Services by OC San. 1.5 Work Hours: The work required under the Agreement may include normal business Professional Consultant Services Agreement 2 of 11 Specification No. CS-2026-717BD Revision 121924 hours, evenings, and weekends. OC San will not pay for travel time. 1.6 Days: Shall mean calendar days, unless otherwise noted. 1.7 OC San holidays (non-working days) are as follows: New Year’s Day, Martin Luther King, Jr. Day, Presidents’ Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, Day after Thanksgiving, Christmas Eve, and Christmas Day. 1.8 The provisions of this Agreement may be amended or waived only by an amendment executed by authorized representatives of both Parties. 1.9 The various headings in this Agreement are inserted for convenience only and shall not affect the meaning or interpretation of this Agreement or any paragraph or provision hereof. 2. Scope of Work. 2.1 Consultant shall provide the Services identified in Exhibit “A” in a competent, professional, and satisfactory manner in accordance with generally accepted industry and professional standards, including fiduciary standards, ethical practices, and standards of care and competence for its trade/profession. 2.2 Modifications to Scope of Work. OC San shall have the right to modify the Scope of Work at any time. All modifications must be made by an amendment signed by both Parties. 2.3 Familiarity with Work. By executing this Agreement, Consultant warrants that: (a) it has investigated the work to be performed; (b) it understands the facilities, difficulties, and restrictions of the work under this Agreement. Should Consultant 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 Consultant’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. Agreement Term. 3.1 The Services provided under this Agreement shall be for three (3) years 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 Agreement for up to two (2) one-year periods. This Agreement may be renewed by an OC San Purchase Order. OC San shall have no obligation to renew the Agreement nor to give a reason if it elects not to renew it. 3.3 Extensions. The term of this Agreement may be extended only by an amendment signed by both Parties. 4. Compensation. 4.1 As compensation for the Services provided under this Agreement, OC San shall pay Consultant a total amount not to exceed One Hundred Seventy-Eight Thousand Nine Hundred Seventy Dollars ($178,970.00). Professional Consultant Services Agreement 3 of 11 Specification No. CS-2026-717BD Revision 121924 4.2 Consultant shall provide OC San with all required premiums and/or overtime work at no charge beyond the amount specified above. 5. Payments and Invoicing. 5.1 OC San shall pay itemized invoices submitted monthly for work completed in accordance with Exhibit “A” and consistent with Exhibit “B” thirty (30) days from receipt of the invoice and after approval by OC San’s Project Manager or designee. OC San shall be the determining party, in its sole discretion, as to whether the Services have been satisfactorily completed. 5.2 Consultant shall submit its invoices to OC San Accounts Payable by electronic mail to APStaff@OCSan.gov. In the subject line include “INVOICE” and the Purchase Order Number. 6. Key Personnel. Personnel, as provided in Exhibit “B,” are considered “key” to the work under this Agreement and will be available for the term of the Agreement. No person designated as key under this Agreement shall be removed or replaced without prior written consent of OC San. If OC San asks Consultant to remove a person designated as key under this Agreement, Consultant agrees to do so immediately regardless of the reason, or the lack of reason, for OC San’s request. Consultant shall assign only competent personnel to perform Services under this Agreement. 7. Ownership of Documents. All drawings, specifications, reports, records, documents, memoranda, correspondence, computations, and other materials prepared by Consultant, its employees, subconsultants, and agents in the performance of this Agreement shall be the property of OC San and shall be promptly delivered to OC San upon request of OC San’s Project Manager or designee or upon the termination of this Agreement and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by OC San of its full rights of ownership of the documents and materials hereunder. Any use of such completed documents for other projects and/or use of incomplete documents without specific written authorization by the Consultant will be at OC San’s sole risk and without liability to Consultant. Consultant shall ensure that all its contracts with its subconsultants provide for assignment to OC San of any documents or materials prepared by them. 8. Ownership of Intellectual Property. 8.1 Consultant agrees that all designs, plans, reports, specifications, drawings, schematics, prototypes, models, inventions, and all other information and items made during the course of this Agreement and arising from the Services (hereinafter referred to as “New Developments”) shall be and are assigned to OC San as its sole and exclusive property. 8.2 Consultant agrees to promptly disclose to OC San all such New Developments. Upon OC San’s request, Consultant agrees to assist OC San, at OC San’s expense, to obtain patents or copyrights for such New Developments, including the disclosure of all pertinent information and data with respect thereto, the execution of all applications, specifications, assignments, and all other instruments and papers which OC San shall deem necessary to apply for and to assign or convey to OC San, its successors and assigns, the sole and exclusive right, title, and interest in such New Developments. Consultant agrees to obtain or has obtained written assurances from its employees Professional Consultant Services Agreement 4 of 11 Specification No. CS-2026-717BD Revision 121924 and contract personnel of their agreement to the terms hereof regarding New Developments and confidential information. 8.3 Consultant warrants that Consultant will have good title to any New Developments and the right to assign New Developments to OC San free of any proprietary rights of any other party or any other encumbrance whatever. 8.4 The originals of all computations, drawings, designs, graphics, studies, reports, manuals, photographs, videotapes, data, computer files, and other documents prepared or caused to be prepared by Consultant or its subconsultants in connection with the Services hereunder shall be delivered to and shall become the exclusive property of OC San. OC San may utilize such documents, at its own risk, for OC San’s applications on other projects or extensions of this project. 9. Right to Review Services, Facilities, and Records. 9.1 OC San reserves the right to review any portion of the Services performed by Consultant under this Agreement and Consultant agrees to cooperate to the fullest extent possible in such endeavor. 9.2 Consultant shall furnish to OC San such reports, statistical data, and other information pertaining to Consultant’s Services as shall be reasonably required by OC San to carry out its rights and responsibilities under its agreements with its bondholders or noteholders and any other agreement relating to the development of the project(s) and in connection with the issuance of its official statements and other prospectuses with respect to the offering, sale, and issuance of its bonds and other obligations. 9.3 The right of OC San to review or approve drawings, specifications, procedures, instructions, reports, test results, calculations, schedules, or other data that are developed by Consultant shall not relieve Consultant of any obligation set forth herein. 10. Conflict of Interest and Reporting. 10.1 Consultant shall, at all times, avoid conflicts of interest or appearance of conflicts of interest in performance of this Agreement. 10.2 Consultant affirms that, to the best of its knowledge, there exists no actual or potential conflict between Consultant’s families, business, or financial interest and the Services under this Agreement and in the event of change in either its private interests or Services under this Agreement, it shall raise with OC San any question regarding possible conflict of interest which may arise as a result of such change. 11. Damage to OC San’s Property. Any of OC San’s property damaged by Consultant, any subconsultant, subcontractor, or by the personnel of either will be subject to repair or replacement by Consultant at no cost to OC San. 12. Freight (F.O.B. Destination). Consultant assumes full responsibility for all transportation, transportation scheduling, packing, handling, insurance, and other services associated with delivery of all products deemed necessary under this Agreement. 13. Audit Rights. Consultant agrees that, during the term of this Agreement and for a period of three (3) years after its expiration or termination, OC San shall have access to and the right to examine any directly pertinent books, documents, and records of Consultant relating to the invoices submitted by Consultant pursuant to this Agreement. Professional Consultant Services Agreement 5 of 11 Specification No. CS-2026-717BD Revision 121924 14. Contractor Safety Standards and Human Resources Policies.OC San requires Consultant, its subconsultants, and its subcontractors to follow and ensure their employees follow all Federal, State, and local regulations as well as Contractor Safety Standards while working at OC San locations. If, during the course of the Agreement, it is discovered that Contractor Safety Standards do not comply with Federal, State, or local regulations, the Consultant is required to follow the most stringent regulatory requirement at no additional cost to OC San. Consultant, its subconsultants, and all of their employees shall adhere to all applicable Contractor Safety Standards in Exhibit “D” and the Human Resources Policies in Exhibit “E.” 15. Insurance. Consultant and all its subconsultants shall purchase and maintain, throughout the term of this Agreement and any periods of warranty or extensions, insurance in amounts equal to the requirements set forth in the signed Exhibit “C” – Determined Insurance Requirement Form. Consultant shall not commence work under this Agreement until all required insurance is obtained in a form acceptable to OC San, nor shall Consultant allow any subconsultant to commence service pursuant to a subcontract until all insurance required of the subconsultant has been obtained. Failure to obtain and maintain the required insurance coverage shall result in termination of this Agreement. 16. Indemnification and Hold Harmless Provision. Consultant 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 Consultant’s Services under this Agreement, or by its subconsultant(s), or by anyone directly or indirectly employed by Consultant, and whether such damage or injury shall accrue or be discovered before or after the termination of the Agreement. Except as to the sole active negligence of or willful misconduct of OC San, Consultant 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 Consultant’s performance under the Agreement, 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 Agreement, and/or (c) on account of any goods and services provided under this Agreement. This indemnification provision shall apply to any acts or omissions, willful misconduct, or negligent misconduct, whether active or passive, on the part of Consultant or anyone employed by or working under Consultant. To the maximum extent permitted by law, Consultant’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. Consultant agrees to provide this defense immediately upon written notice from OC San, and with well qualified, adequately insured, and experienced legal counsel acceptable to OC San. This section shall survive the expiration or early termination of the Agreement. 17. Independent Contractor. 17.1 The relationship between the Parties hereto is that of an independent contractor and nothing herein shall be construed as creating an employment or agency relationship. 17.2 During the performance of this Agreement, Consultant and its officers, employees, and agents shall act in an independent capacity and shall not act as OC San’s officers, employees, or agents. OC San assumes no liability for Consultant’s action and performance nor assumes responsibility for taxes, funds, payments, or other Professional Consultant Services Agreement 6 of 11 Specification No. CS-2026-717BD Revision 121924 commitments, expressed or implied, by or for Consultant. 17.3 Consultant shall not be considered an agent of OC San for any purpose whatsoever nor shall Consultant have the right to, and shall not, commit OC San to any agreement, contract, or undertaking. Consultant shall not use OC San’s name in its promotional material or for any advertising or publicity purposes without prior expressed written consent. 17.4 Consultant shall not be entitled to any benefits accorded to those individuals listed on OC San’s payroll as regular employees including, without limitation, worker’s compensation, disability insurance, vacation, or holiday or sick pay. Consultant shall be responsible for providing, at Consultant’s expense, disability, worker’s compensation, and other insurance as well as licenses and permits usual or necessary for conducting the Services hereunder. 17.5 Consultant shall be obligated to pay any and all applicable Federal, State, and local payroll and other taxes incurred as a result of fees hereunder. Consultant hereby indemnifies OC San for any claims, losses, costs, fees, liabilities, damages, or penalties suffered by OC San arising out of Consultant’s breach of this provision. 17.6 Consultant shall not be eligible to join or participate in any benefit plans offered to those individuals listed on OC San’s payroll as regular employees. Consultant shall remain ineligible for such benefits or participation in such benefit plans even if a court later decides that OC San misclassified Consultant for tax purposes. 18. Subcontracting and Assignment. Consultant shall not delegate any duties nor assign any rights under this Agreement without the prior written consent of OC San. Any such attempted delegation or assignment shall be void. 19. No Solicitation of Employees. 19.1 Consultant agrees that it shall not, during the term of this Agreement and for a period of one (1) year immediately following expiration or termination of this Agreement or any extension hereof, call on, solicit, or take away any of the employees whom Consultant became aware of as a result of Consultant’s Services to OC San. 19.2 Consultant acknowledges that OC San’s employees are critical to its business and OC San expends significant resources to hire, employ, and train employees. Should Consultant employ or otherwise engage OC San’s employees during the term of this Agreement and for a period of one (1) year following expiration or termination of this Agreement, Consultant shall pay OC San fifty percent (50%) of the former employee’s most recent annual salary earned at OC San to accurately reflect the reasonable value of OC San’s time and costs. This payment is in addition to any other rights and remedies OC San may have at law. 20. Confidentiality and Non-Disclosure. 20.1 Consultant acknowledges that, in performing the Services hereunder, OC San may have to disclose to Consultant, orally and in writing, certain confidential information that OC San considers proprietary and has developed at great expense and effort. 20.2 Consultant agrees to maintain in confidence and not disclose to any person, firm, or corporation, without OC San’s prior written consent, any trade secret, confidential information, knowledge, or data relating to the products, process, or operation of OC San. Professional Consultant Services Agreement 7 of 11 Specification No. CS-2026-717BD Revision 121924 20.3 Consultant further agrees to maintain in confidence and not to disclose to any person, firm, or corporation any data, information, technology, or material developed or obtained by Consultant during the term of this Agreement. 20.4 Consultant agrees as follows: 20.4.1 To use the confidential information only for the purposes described herein; to not reproduce the confidential information; to hold in confidence and protect the confidential information from dissemination to and use by anyone not a party to this Agreement; and to not use the confidential information to benefit itself or others. 20.4.2 To restrict access to the confidential information to its subconsultant or personnel of Consultant who (1) have a need to have such access and (2) have been advised of and have agreed in writing to treat such information in accordance with the terms of this Agreement. 20.4.3 To return all confidential information in Consultant’s possession upon termination of this Agreement or upon OC San’s request, whichever occurs first. 20.4.4 To hold in confidence information and materials, if any, developed pursuant to the Services hereunder. 20.4.5 The provisions of this section shall survive termination or expiration of this Agreement and shall continue for so long as the material remains confidential. 21. Non-Liability of OC San Officers and Employees. No officer or employee of OC San shall be personally liable to Consultant, or any successor-in-interest, in the event of any default or breach by OC San or for any amount which may become due to Consultant or to its successor, or for breach of any obligation under the terms of this Agreement. 22. Third-Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than OC San and Consultant. 23. Applicable Laws and Regulations. Consultant shall comply with all applicable Federal, State, and local laws, rules, and regulations. Consultant also agrees to indemnify and hold OC San harmless from any and all damages and liabilities assessed against OC San as a result of Consultant’s noncompliance therewith. Any provision required by law to be included herein shall be deemed included as a part of this Agreement whether or not specifically included or referenced. 24. Licenses, Permits, Ordinances, and Regulations. Consultant represents and warrants to OC San that it has obtained all licenses, permits, qualifications, and approvals of whatever nature that are legally required to provide the Services. Any and all fees required by Federal, State, County, City, and/or municipal laws, codes, and/or tariffs that pertain to the work performed under this Agreement will be paid by Consultant. 25. Regulatory Requirements. Consultant shall perform all work under this Agreement 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. Professional Consultant Services Agreement 8 of 11 Specification No. CS-2026-717BD Revision 121924 26. Environmental Compliance. Consultant shall, at its own cost and expense, comply with all Federal, State, and local environmental laws, regulations, and policies which apply to the Consultant, its subconsultants, subcontractors, and the Services, including, but not limited to, all applicable Federal, State, and local air pollution control laws and regulations. 27. California Air Resources Board Mobile Source Regulations. Consultant and its applicable 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 28. Dispute Resolution. 28.1 In the event of a dispute as to the construction or interpretation of this Agreement, 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. 28.2 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. 29. Remedies. In addition to other remedies available in law or equity, if the Consultant fails to make delivery of the goods or Services or repudiates its obligations under this Agreement, or if OC San rejects the goods or Services or revokes acceptance of the goods or Services, OC San may (a) cancel the Agreement; (b) recover whatever amount of the purchase price OC San has paid, and/or (c) “cover” by purchasing, or contracting to purchase, substitute goods or services for those due from Consultant. In the event OC San elects to “cover” as described in (c), OC San shall be entitled to recover from Consultant as damages the difference between the cost of the substitute goods or services and the Agreement price, together with any incidental or consequential damages. 30. Force Majeure. Neither party shall be liable for delays caused by accident, flood, acts of God, fire, labor trouble, war, acts of government, or any other cause beyond its control, but the affected party shall use reasonable efforts to minimize the extent of the delay. Work Professional Consultant Services Agreement 9 of 11 Specification No. CS-2026-717BD Revision 121924 affected by a force majeure condition may be rescheduled by mutual consent of the Parties. 31. Termination. 31.1 OC San reserves the right to terminate this Agreement for its convenience, with or without cause, in whole or in part, at any time, by written notice from OC San. Upon receipt of a termination notice, Consultant shall immediately discontinue all work under this Agreement (unless the notice directs otherwise). OC San shall thereafter, within thirty (30) days, pay Consultant for work performed (cost and fee) through the date of termination. Consultant expressly waives any claim to receive anticipated profits to be earned during the uncompleted portion of this Agreement. Such notice of termination shall terminate this Agreement and release OC San from any further fee, cost, or claim hereunder by Consultant other than for work performed through the date of termination. 31.2 OC San reserves the right to terminate this Agreement immediately upon OC San’s determination that Consultant is not complying with the Scope of Work requirements, if the level of service is inadequate, or for any other default of this Agreement. 31.3 OC San may also immediately terminate this Agreement for default, in whole or in part, by written notice to Consultant: if Consultant becomes insolvent or files a petition under the Bankruptcy Act; or if Consultant sells its business; or if Consultant breaches any of the terms of this Agreement; or if the total amount of compensation exceeds the amount authorized under this Agreement. 31.4 All OC San’s property in the possession or control of Consultant shall be returned by Consultant to OC San on demand or at the expiration or termination of this Agreement, whichever occurs first. 32. Attorney’s Fees. If any action at law or in equity or if any proceeding in the form of an Alternative Dispute Resolution (ADR) is necessary to enforce or interpret the terms of this Agreement, the prevailing party shall be entitled to reasonable attorney’s fees, costs, and necessary disbursements in addition to any other relief to which the prevailing party may be entitled. 33. Waiver. The waiver by either party of any breach or violation of, or default under, any provision of this Agreement, shall not be deemed a continuing waiver by such party of any other provision or of any subsequent breach or violation of this Agreement or default thereunder. Any breach by Consultant to which OC San does not object shall not operate as a waiver of OC San’s rights to seek remedies available to it for any subsequent breach. 34. Severability. If any section, subsection, or provision of this Agreement, or any agreement or instrument contemplated hereby, or the application of such section, subsection, or provision is held invalid, the remainder of this Agreement or instrument in the application of such section, subsection, or provision to persons or circumstances other than those to which it is held invalid, shall not be affected thereby, unless the effect of such invalidity shall be to substantially frustrate the expectations of the Parties. 35. Survival. The provisions of this Agreement dealing with payment, warranty, indemnity, and forum for enforcement shall survive expiration or early termination of this Agreement. Professional Consultant Services Agreement 10 of 11 Specification No. CS-2026-717BD Revision 121924 36. Governing Law. This Agreement shall be governed by and interpreted under the laws of the State of California and the Parties submit to jurisdiction in the County of Orange in the event any action is brought in connection with this Agreement or the performance thereof. 37. Notices. 37.1 All notices under this Agreement must be in writing. Written notice shall be delivered by personal service, by electronic telecommunication, or sent by registered or certified mail, postage prepaid, return receipt requested, or by any other overnight delivery service which delivers to the noticed destination and provides proof of delivery to the sender. Rejection or other refusal to accept or the inability to deliver because of changed address for which no notice was given as provided hereunder shall be deemed to be receipt of the notice, demand, or request sent. All notices shall be effective when first received at the following addresses: OC San: Jeremey Arbiso Senior Buyer Orange County Sanitation District 18480 Bandilier Circle Fountain Valley, CA 92708 Jarbiso@ocsan.gov Consultant: Mark Abbott Chief Executive Officer CityTech Solutions, Inc. 20258 Hwy 18 Ste 430-434 Apple Valley, CA 92307 mark@citytechsolutions.com 37.2 Each party shall provide the other party written notice of any change in address as soon as practicable. 38. Read and Understood. By signing this Agreement, Consultant represents that it has read and understood the terms and conditions of the Agreement. 39. Authority to Execute. The persons executing this Agreement on behalf of the Parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the Parties are formally bound. 40. Entire Agreement. This Agreement constitutes the entire agreement of the Parties and supersedes all prior written or oral communications and all contemporaneous oral agreements, understandings, and negotiations between the Parties with respect to the subject matter hereof. [Intentionally left blank. Signatures follow on the next page.] Professional Consultant Services Agreement 11 of 11 Specification No. CS-2026-717BD Revision 121924 IN WITNESS WHEREOF, intending to be legally bound, the Parties hereto have caused this Agreement to be signed by their duly authorized representatives. ORANGE COUNTY SANITATION DISTRICT Dated: _________________ By: Christine Marick Chair, Administration Committee Dated: _________________ By: Kelly A. Lore Clerk of the Board Dated: _________________ By: Kevin Work Purchasing & Contracts Manager CITYTECH SOLUTIONS, INC. Dated: _________________ By: Print Name and Title of Officer JA EXHIBIT A Specification No. CS-2026-717BD EXHIBIT A SCOPE OF WORK For Capital Facility Capacity Charge (CFCC) Support Services EXHIBIT A Specification No. CS-2026-717BD EXHIBIT A SCOPE OF WORK CAPITAL FACILITY CAPACITY CHARGE (CFCC) SUPPORT SERVICES SPECIFICATION NO. CS-2026-717BD 1. Introduction The Orange County Sanitation District (OC San) seeks a qualified Consultant to provide professional services for determining, calculating, and collecting Capital Facility Connection Charges (CFCC). These charges help to recover costs for expanding and maintaining capital facilities to serve new or expanding developments within OC San's service area. 2. Background and Project Information OC San is responsible for the safe collection, treatment, and disposal of wastewater for 2.6 million people across a 479-square-mile area in central and northwest Orange County. OC San operates two wastewater treatment/reclamation plants, 15 off-site pump stations, and maintains 388 miles of pipes. Approximately 182 million gallons of wastewater are treated daily. CFCCs are assessed by OC San to purchase sanitation capacity for: New residential construction Residential expansions, including additional bedrooms, accessory structures, or Accessory Dwelling Units (ADUs) Mixed-use developments with residential and commercial components Commercial and non-residential construction projects Non-residential project use changes Contractors or property owners must pay the fees related to these projects before obtaining a building permit. Local agencies within OC San's service area assist in: Review of the proposed construction project to determine if CFCCs apply Calculation of the applicable CFCC charge Collection of fees before permit issuance Remitting collected CFCC fees to OC San monthly Local agencies retain 5% of the total CFCC fees collected for their efforts. 3. Project Elements/Requirements The proposer must recommend a method to determine, calculate, and collect CFCCs on OC San's behalf. An online process option for customers is preferred. The proposed solution should include: Application review: Assess all submitted construction plans and documentation. Verify the need for CFCCs, document determinations for non-assessments, and identify incomplete or inconsistent submissions for corrections. Determine if OC San clearance is needed for prohibited EXHIBIT A Specification No. CS-2026-717BD sewer connections (Projects may need additional clearance from OC San Environmental Compliance, requiring site plans and plumbing plans to be reviewed via the portal). Fee collection: Calculate the appropriate CFCC fee, assess it from the applicant, provide a receipt, and remit collected fees to OC San monthly. Reporting: Provide clear reports for each application, including application date, Assessor Parcel Number, property address, residential bedroom count, non-residential square footage, credits for prior CFCCs, rate used, and payment date. Maintain a tracking system for permit review status and follow-ups. Support: Offer customer service for applicants' issues or questions and communicate with OC San on program status and applications needing additional support. Deliverables include documentation of all applications and determinations, summaries of common issues, and monthly payment summaries with supporting documentation. 4. Program Requirements The proposed solution should: Ensure timely and accurate application reviews. Be user-friendly and accessible online. Provide necessary documentation for CFCC review compliance. 5. Project Schedule Consultants should submit a proposed timeline for developing and implementing the solution. Tentative contract award schedule: Board Authorization: June 2026 Award Contract and Notice to Proceed: July 2026 6. Additional Requirements/Meetings Expect meetings with OC San staff and/or the OC San Board of Directors at key project stages. This includes, at a minimum: Kick-off meeting (virtual or in-person) Interim meetings to discuss program development and implementation (virtual or in-person) 7. Available Resources OC San staff can assist with: Providing existing CFCC documentation Coordinating and scheduling meetings between the consultant and OC San staff Involving additional team members as needed Meetings with OC San staff should be scheduled Monday through Thursday, 8 a.m. to 4 p.m., conforming to OC San work schedules. ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4887 Agenda Date:5/13/2026 Agenda Item No:6. FROM:Robert Thompson, General Manager Originator: Jennifer Cabral, Director of Communications SUBJECT: PUBLIC AFFAIRS UPDATE FOR THE MONTH OF APRIL 2026 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the month of April 2026. BACKGROUND Included in this report are recent activities of interest,managed by the Public Affairs Office for the month of April 2026. RELEVANT STANDARDS ·Maintain influential legislative advocacy and a public outreach program ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities ·Listen to and seriously consider community input on environmental concerns PROBLEM The Orange County Sanitation District (OC San)is a recognized leader in the water/wastewater industry.Despite our industry recognition,awareness among our customers may be limited regarding the pivotal role we play in protecting public health and the environment.The absence of direct communication through a billing method may contribute to this gap in knowledge. It is our responsibility to ensure that our ratepayers understand the vital services we provide.Many customers may not realize that improper waste disposal into the sanitation system can adversely impact our sewer lines,reclamation plants,and the quality of water supplied by the Groundwater Replenishment System (GWRS).By enhancing communication channels and fostering understanding,we aim to bridge this gap and empower our ratepayers with the knowledge needed to support and appreciate the essential work we undertake for the well-being of our community and the environment. Orange County Sanitation District Printed on 5/6/2026Page 1 of 4 powered by Legistar™ File #:2026-4887 Agenda Date:5/13/2026 Agenda Item No:6. PROPOSED SOLUTION By providing tours,community outreach,education,and general communication via OC San’s website,social media,and direct mailings,we can share information with the community,local agencies,and businesses on key programs such as the What2Flush program,energy production, water recycling,biosolids,and our source control program.This,in turn,helps improve the quality of wastewater that is recycled or released to the ocean,as well as public knowledge and understanding of wastewater treatment. RAMIFICATIONS OF NOT TAKING ACTION Failing to inform the community,local agencies,and businesses about OC San may result in insufficient support for our mission and hinder our effectiveness. PRIOR COMMITTEE/BOARD ACTIONS December 2025 -Received and filed the Public Affairs Strategic Plan for Fiscal Years 2024-2026 Mid -Year Update. July 2025 -Received and filed the Fiscal Year 2024-2025 Year-End Update to the Public Affairs Strategic Plan (FY 2024-2026). December 2024 -Received and filed the Public Affairs Strategic Plan for Fiscal Years 2024-2026 Mid -Year Update. June 2024 - Received and filed the Public Affairs Strategic Plan for Fiscal Years 2024-2026. ADDITIONAL INFORMATION Activities for this Reporting Period (March 21 - April 20): Outreach Report An outreach report that includes tours,website updates,social media posts,construction notifications, speaking engagements, and more is attached to this Agenda Report. Social Media OC San messaging,announcements,and program updates are posted across OC San’s social media platforms. Our social media handle is @OCSanDistrict. ·Facebook: 21 posts reaching 6.1k people ·X: 17 posts reaching 402 people ·Instagram: 19 posts reaching 11.3k people ·LinkedIn: 7 posts reaching 5.7k people Presentations & Outreach OC San hosted 16 tours during the reporting period.We welcomed a variety of groups including Cal State Fullerton Nursing,Fullerton College,Rosary Academy,Cypress College,Cal State Long Beach Nursing,Estancia High School,Discovery Prep School,a new employee tour,the OC District Orange County Sanitation District Printed on 5/6/2026Page 2 of 4 powered by Legistar™ File #:2026-4887 Agenda Date:5/13/2026 Agenda Item No:6. Nursing,Estancia High School,Discovery Prep School,a new employee tour,the OC District Attorney’s Office, an operator class, and more. Wastewater 101 Tour and Graduation Ceremony The winter session of the Wastewater 101 Citizens’Academy concluded at the end of March with a special in-person tour of Plant Nos.1 and 2,and a pump station,attended by 27 participants.The session concluded with a graduation ceremony at the March 25 Board meeting,where participants were recognized for completing all four sessions and becoming OC San ambassadors.This year marked the program’s largest graduating cohort, with 52 participants completing the academy. Children’s Water Festival OC San participated in the Orange County Water District’s Children’s Water Festival,engaging with 3rd -5th grade students from schools across the county.Over the course of two days,more than 300 students took part in the What 2 Flush game-an interactive educational activity designed to teach children what belongs in the toilet and what does not, through a relay race. Internal Communication Over the reporting period,there were 34 posts on the employee intranet -The San Box,and four emails were distributed to staff on relevant weekly topics through the Three Things to Know email. The March/April issue of the internal newsletter,Pipeline,was published to OC San staff and shared with our retirees. Member Agency Outreach Toolkit Each quarter,OC San shares an outreach toolkit with public information officers across our service area.The toolkit highlights summer focused content,such as protecting our beaches,and the importance of disposing of summer BBQ FOG in the trash.Cities and partner agencies are encouraged to help spread the word by sharing the toolkit through their social media channels, newsletters, bill stuffers, and websites. Awards OC San received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association.The Certificate of Achievement is the highest form of recognition in governmental accounting and financial reporting,and its attainment represents a significant accomplishment by a government and its management.OC San has received this recognition for 32 consecutive years. OC San was recognized with two American Academy of Environmental Engineers and Scientists awards:the Environmental Communications Award for our Wastewater 101 Citizens’Academy and an award for OC Headquarters in the Environmental Sustainability category. Construction Outreach Update Outreach efforts for OC San construction activities are ongoing throughout the service area.Over 6,000 notices were distributed for projects taking place in the cities of Orange,La Palma,Garden Grove,Santa Ana,and Costa Mesa.Additional updates were shared for projects taking place in the cities of Cypress,Los Alamitos,Newport Beach,and Huntington Beach,through our website,email alerts,and text alerts.OC San also worked with the respective cities to share construction updates via city publications and social media. For details on each project, visit www.ocsan.gov/construction. Orange County Sanitation District Printed on 5/6/2026Page 3 of 4 powered by Legistar™ File #:2026-4887 Agenda Date:5/13/2026 Agenda Item No:6. Miller-Holder Rhone Lane Sewer Easement Cleanup Project OC San began construction on the Miller-Holder Rhone Lane Sewer Easement Cleanup Project in Huntington Beach,with completion targeted for the end of 2026.This project will clear the easement area over the Miller-Holder Rhone Lane Sewer to ensure our infrastructure remains accessible and can continue to operate reliably. The project has drawn media attention,with radio coverage from KFI AM,KNX,and KABC AM; television coverage from CBS/KCAL News,Spectrum News,and ABC7;print coverage from the Los Angeles Times; and coverage across social media platforms. Details can be found in the attached outreach report. Activities for the next Reporting Period: Social Media OC San continues to share messaging across various social media platforms featuring timely and relevant content such as current job openings, Earth Day, What 2 Flush, among others. Presentations & Outreach OC San has 16 scheduled tours for the next reporting period.We hope to welcome a variety of groups including Cal State Fullerton Nursing,Costa Mesa High School,Golden View Elementary, City of Irvine,OC Department of Education,Santiago Canyon College,Los Alamitos City Council, University of California,Riverside Engineering class,a water utility CEO,and many more.Staff will also be participating in the La Palma Festival of Nations to discuss upcoming construction in their city. Construction Outreach OC San will continue to share construction project updates through a variety of communication channels to keep the community informed.Community Liaisons for the Cypress Trunk Sewer Project will also attend the La Palma Festival of Nations to provide information regarding work taking place in the City of La Palma.Details on all active construction projects are available at www.ocsan.gov/construction CEQA N/A FINANCIAL CONSIDERATIONS All items mentioned are included in OC San’s FY 2024-25 and FY 2025-26 Budget. ATTACHMENTS The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Outreach and Media Report for April 2026 Orange County Sanitation District Printed on 5/6/2026Page 4 of 4 powered by Legistar™ Outreach and Media Summary March 21- April 20, 2026 OC San Public Affair s Of f ice Table of Contents OUTREACH REPORT…………………………………………………………PAGES 1 - 2 FACEBOOK POSTINGS ……………………………………………...............PAGE 3 X POSTINGS …………………………………………………………………PAGE 4 INSTAGRAM POSTINGS………………………………………………………PAGE 5 LINKEDIN POSTINGS………………………………………………………....PAGE 6 NEWS ARTICLES……………………………………………………………………………. PAGES 7 - 9 Outreach Report: March 21 - April 20, 2026 Date Tours Attendees 3/21/26 Wastewater 101 participants 27 Chris Cervellone 3/23/26 Cypress College 24 Jacob Dalgoff 3/23/26 Princeton University 1 Randa Abu-Shaban 3/24/26 Newport Harbor High School 41 Chris Cervellone 3/26/26 Estancia High School 25 Jenny Gomez 3/27/26 Orange Coast College 25 Randa Abu-Shaban 3/30/26 Circulos High School 15 Jacob Dalgoff 3/31/26 Foundation Christian School 22 Valerie Ratto 4/2/26 Discovery Prep School 7 Eric Halverson 4/7/26 New Employees 16 Rob Thompson 4/10/26 Fullerton College 30 Kacey Abu-Shaban 4/13/26 Estancia High School 14 Donald Herrera 4/16/26 OC District Attorney’s office 7 Jonathan Powell 4/15/26 Operator Training 30 Mark Melby 4/17/26 Project RAISE 15 Charles Falzone 4/20/26 Rosary Academy 26 Jenna Torres Date Speaking Engagements/Events Attendees 4/15/26 Children’s Water Festival 113 Carrillo/ Jessica 4/16/26 Children’s Water Festival 194 Pilko/ Randa AbuShaban/ Reza 11 Project Area Outreach Notifications # of People Reached Orange Taft Ave. Sewer Improvement Project 53 page views 120 notices distributed 1 website post 1 printed notice Cypress/ La Palma Cypress Trunk Sewer Project 117 page views 1,250 notices distributed 1 website post 1 printed notice Newport Beach Bay Bridge Pump Station 71 page views 1 website post Seal Beach Seal Beach Pump Station 43 page views Garden Grove/ Santa Ana Newhope/Westminster Manhole Replacement 1,750 notices distributed 1 printed notice Santa Ana Santa Ana Trunk Sewer Rehabilitation Project 2750 notices distributed 1 website post 1 printed notice 1 email alert Costa Mesa Costa Mesa Sewer RehabilitationAlong the I-405 67 page views 350 notices distributed 484 email subscribers 1 printed notice 1 email alert External Communications Distribution # of People Reached 5 Minutes Per Month OC San Headquarters Earns LEED Gold Certification 123 One 50 Website Posts 5 posts 90 views Facebook 21 posts 6.1k reached X 17 posts 402 reached Social Media Instagram 19 posts 11.3k reached LinkedIn 7 posts 5.7k reached 22 Post performance - Facebook Pages Data from 21 Mar, 2026 to 20 Apr, 2026 Sources Orange County Sanitation DistrictOD Orange County SanitationDistrict Apr 20, 16:15OD We’ve got it covered 🤝 Because "we" = a solid team always shows up 💧7 69 74 Orange County SanitationDistrict Apr 20, 14:12OD The OC San Steering Committee Meeting (5 PM) and Board of Directors Meeting (6 PM) will be happening on Wednesday, April 22. You can view the agenda here: 3 41 50 Orange County SanitationDistrict Apr 18, 16:05OD Your pipes are listening 👀11 85 94 Orange County SanitationDistrict Apr 17, 16:10OD What 2 Flush on the run 🏃‍♀️🏃‍♂️ We had a blast at the Children's Water Education Festival this week! Students put their knowledge to the test in a fast-paced relay race and learned what should (and what definitely shouldn… 🚽 19 139 220 Orange County SanitationDistrict Apr 14, 16:01OD 💩Happy National Intern Week from your OC San interns, proving that teamwork (and a little fun) makes the dream work! 💧✨ From Public Affairs to Engineering, or Lab to IT, we all work together to support OC San's missio… 14 65 74 Orange County SanitationDistrict Apr 13, 16:25OD Mood: locked in 🔒 Keeping our digesters happy with a little bit of TLC 🧼24 164 810 Orange County SanitationDistrict Apr 10, 15:15OD Engineer by day, superstar all the time ✨ Because at OC San, it’s the best of both worlds 🎶32 152 448 Orange County SanitationDistrict Apr 08, 15:30OD OC San in the Spotlight 🔦 Our Taft Ave. Sewer Improvement Project made headlines in Cal Contractor Magazine! This project is replacing and relocating nearly two miles of sewer pipeline in the City of Orange, along with upsizing… 22 143 355 Orange County SanitationDistrict Apr 06, 16:25OD Special in a “you can’t live without us” kind of way. #SpecialDistrictsWeek 💁‍♀️88 184 309 Orange County SanitationDistrict Apr 06, 14:14OD The OC San Administration Committee Meeting (5 PM) will be happening on Wednesday, April 8.You can view the agenda here:https://ocsd.legistar.com/Calendar.aspx 3 94 123 Orange County SanitationDistrict Apr 03, 17:00OD There's only one clear winner here…🏆 Only flush the 3 P's: pee, poop, and toilet paper. 🚽💩 If you flush anything else, it’s a guaranteed loss—not just for your bracket but for your pipes too! 🏀 2 84 104 Orange County SanitationDistrict Apr 02, 17:30OD Spring has sprung and so has the latest edition of our Community Newsletter! Inside this issue: 🐣 A What 2 Flush-themed Easter egg hunt 🚧 A look at our newest construction project in Santa Ana 💊 What belongs (and doesn’t… 1 55 64 Orange County SanitationDistrict Apr 01, 15:40OD Moving between Plant No. 1 and HQ is about to look a little different 👀 Say goodbye to walking… and hello to OC San’s new zipline. Not only will this upgrade improve efficiency, but it also gives tours a new perspective!… 147 341 516 Orange County SanitationDistrict Mar 31, 16:45OD Construction inspectors 🤝 Engineers Working side by side to improve the regional sewer system serving 2.6 million people in Orange County.74 198 926 Orange County SanitationDistrict Mar 30, 16:35OD Blooming flowers, sunny weather, and clean pipes 🧼 Spring cleaning isn't just for your home, it goes deeper than that! Help keep private, local, and OC San's regional lines clean by keeping grease out of the drain. Instead, pour i… 3 71 87 Orange County SanitationDistrict Mar 30, 14:12OD The OC San Operations Committee Meeting (5 PM) will be happening on Wednesday, April 1. You can view the agenda here:2 41 53 Orange County SanitationDistrict Mar 27, 16:01OD Our newest Wastewater 101 Grads just entered the chat 🚽 The 2026 Wastewater 101 Citizen's Academy wrapped up this week with a record- breaking 52 graduates! Over four sessions, these community members dove… 82 171 389 Orange County SanitationDistrict Mar 25, 17:00OD Not your average tour. A cool tour, for cool people 🚽 Join a free OC San tour and get a behind-the-scenes look at how we turn approximately 185 million gallons a day of wastewater into a resource. Sign up today at ocsan.gov/tours! 64 180 635 Orange County SanitationDistrict Mar 24, 16:15OD And in the Finance corner...our number-crunching pros🏋 This week we recognize the amazing work our Finance team does—managing budgets, financial reporting, payroll, investments, utility rates, and more. Keeping… 💪 13 140 457 Orange County SanitationDistrict Mar 23, 14:24OD The OC San Steering Committee Meeting (5 PM) and Board of Directors Meeting (6 PM) will be happening on Wednesday, March 25. You can view the agenda here: 3 50 72 Orange County SanitationDistrict Mar 22, 15:30OD Every drop counts 💧 This #WorldWaterDay, we're taking a moment to recognize just how essential water is to daily life. Alongside Orange County Water District, we're committed to helping protect and support a reliable,… 8 79 173 DATE POST ENGAGEMENT FAN IMPRESSIONS (UNIQUE)REACH 33 Post performance - X Data from 21 Mar, 2026 to 20 Apr, 2026 Sources @OCSanDistrict@ @OCSanDistrict Apr 20, 16:15@ We’ve got it covered 🤝 Because "we" = a solid team always shows up 💧 http s://twitter.com/OCSanDistrict/status/2046261369859698861/video/1 0%0 13 @OCSanDistrict Apr 18, 16:05@ Your pipes are listening 👀 https://twitter.com/OCSanDistrict/status/2045534 130268500014/photo/1 0%0 22 @OCSanDistrict Apr 17, 16:18@ What 2 Flush on the run 🏃‍♀️🏃‍♂️ We had a blast at the Children's Water Education Festival! Students put their knowledge to the test in a relay and learned what should/shouldn't go down the toilet 🚽Shout out to our… 22.73%5 22 @OCSanDistrict Apr 14, 16:00@ 💩Happy National Intern Week from your OC San interns, proving that teamwork (and a little fun) makes the dream work! 💧✨ Curious what it takes to be an intern? Check out http://ocsan.gov/jobs to learn more! https:… 0%0 23 @OCSanDistrict Apr 13, 16:25@ Mood: locked in 🔒 Keeping our digesters happy with a little bit of TLC 🧼 htt ps://twitter.com/OCSanDistrict/status/2043727188269174873/video/1 10.34%3 29 @OCSanDistrict Apr 10, 15:15@ Engineer by day, superstar all the time ✨ Because at OC San, it’s the best of both worlds 🎶 https://twitter.com/OCSanDistrict/status/20426223854387897 01/video/1 3.57%1 28 @OCSanDistrict Apr 08, 15:30@ Our Taft Ave. Sewer Improvement Project made headlines in Cal Contractor Magazine! This project is replacing and relocating nearly two miles of sewer pipeline in the City of Orange. Learn more about the project and read the ful… 0%0 26 @OCSanDistrict Apr 06, 16:25@ Special in a “you can’t live without us” kind of way. #SpecialDistrictsWeek 💁‍♀️ https://twitter.com/OCSanDistrict/status/2041190529107382731/photo/1 9.09%2 22 @OCSanDistrict Apr 03, 17:00@ There's only one clear winner here…🏆 Only flush the 3 P's: pee, poop, and toilet paper. 🚽💩 If you flush anything else, it’s a guaranteed loss—not just for your bracket but for your pipes too! 🏀 https://twitter.com/OCSanDistric… 0%0 30 @OCSanDistrict Apr 02, 17:30@ Our Spring Edition of the Community Newsletter is here! Inside this issue: 🐣 A What 2 Flush-themed Easter egg hunt 🚧 Updates on our construction projects 💊 A special story just in time for Drug Take Back Day Check it out… 📰 0%0 18 @OCSanDistrict Apr 01, 15:40@ Moving between Plant No. 1 and HQ is about to look a little different 👀 Say goodbye to walking… and hello to OC San’s new zipline. Not only will this upgrade improve efficiency, but it also gives tours a new perspective!… 8.57%3 35 @OCSanDistrict Mar 31, 16:45@ Construction inspectors 🤝 Engineers Working side by side to improve the regional sewer system serving 2.6 million people in Orange County. https://tw itter.com/OCSanDistrict/status/2039021153386156263/video/1 8.82%3 34 @OCSanDistrict Mar 30, 16:35@ Blooming flowers, sunny weather, and clean pipes 🧼 Help keep private, local, and OC San's regional lines clean by keeping grease out of the drain. Instead, pour it into a container, let it cool, and toss in the trash. https://twit… 12.5%3 24 @OCSanDistrict Mar 27, 16:01@ The 2026 Wastewater 101 Citizen's Academy wrapped up this week with a record-breaking 52 graduates! Over four sessions, these community members dove deep into the ins and outs of everything OC San. Join the interest list f… 0%0 11 @OCSanDistrict Mar 25, 17:00@ Not your average tour. A cool tour, for cool people 🚽 Join a free OC San tour and get a behind-the-scenes look at how we turn approximately 185 million gallons a day of wastewater into a resource. Sign up today at http://ocsan.g… 14.29%3 21 @OCSanDistrict Mar 24, 16:15@ And in the Finance corner...our number-crunching pros🏋 This week we recognize the amazing work our Finance team does—managing budgets, financial reporting, payroll, utility rates, and more. Keeping every dollar in… 💪 0%0 19 @OCSanDistrict Mar 22, 15:30@ On #WorldWaterDay, we're taking a moment to recognize how essential water is to daily life. Alongside @OCWaterDistrict, we're committed to helping support a high-quality water source for one million people in OC through th… 4%1 25 DATE POST ENGAGEMENT RATE ENGAGEMENTS IMPRESSIONS 44 Post performance - Instagram Business Data from 21 Mar, 2026 to 20 Apr, 2026 Sources ocsandistrictO ocsandistrict Apr 20, 16:15O We’ve got it covered 🤝 Because "we" = a solid team always shows up 💧7.45%42 685 ocsandistrict Apr 18, 16:05O Your pipes are listening 👀9.82%20 224 ocsandistrict Apr 17, 16:28O What 2 Flush on the run 🏃‍♀️🏃‍♂️ We had a blast at the Children’s Water Education Festival this week! Students put their knowledge to the test in a fast-paced relay race and learned what should (and what definitely shouldn’… 🚽 10%30 310 ocsandistrict Apr 14, 16:00O 💩Happy National Intern Week from your OC San interns, proving that teamwork (and a little fun) makes the dream work! 💧✨ From Public Affairs to Engineering, or Lab to IT, we all work together to support OC San's missio… 6.57%36 791 ocsandistrict Apr 13, 16:25O Mood: locked in 🔒 Keeping our digesters happy with a little bit of TLC 🧼3.55%78 2,730 ocsandistrict Apr 10, 15:15O Engineer by day, superstar all the time ✨ Because at OC San, it’s the best of both worlds 🎶12.86%43 490 ocsandistrict Apr 08, 20:14O (No description)0%0 206 ocsandistrict Apr 08, 15:30O OC San in the Spotlight 🔦 Our Taft Ave. Sewer Improvement Project made headlines in Cal Contractor Magazine! This project is replacing and relocating nearly two miles of sewer pipeline in the City of Orange, along with upsizing… 1.93%19 1,558 ocsandistrict Apr 06, 16:25O Special in a “you can’t live without us” kind of way. #SpecialDistrictsWeek 💁‍♀️11.83%30 279 ocsandistrict Apr 05, 16:17O (No description)0%0 172 ocsandistrict Apr 03, 17:00O There's only one clear winner here…🏆 Only flush the 3 P's: pee, poop, and toilet paper. 🚽💩 If you flush anything else, it’s a guaranteed loss—not just for your bracket but for your pipes too! 🏀 2.38%3 126 ocsandistrict Apr 02, 17:30O Spring has sprung and so has the latest edition of our Community Newsletter! Inside this issue: 🐣 A What 2 Flush-themed Easter egg hunt 🚧 A look at our newest construction project in Santa Ana 💊 What belongs (and doesn’t… 0.92%2 217 ocsandistrict Apr 01, 15:40O Moving between Plant No. 1 and HQ is about to look a little different 👀 Say goodbye to walking… and hello to OC San’s new zipline. Not only will this upgrade improve efficiency, but it also gives tours a new perspective!… 14.69%49 422 ocsandistrict Mar 31, 16:45O Construction inspectors 🤝 Engineers Working side by side to improve the regional sewer system serving 2.6 million people in Orange County.9.49%62 738 ocsandistrict Mar 30, 16:35O Blooming flowers, sunny weather, and clean pipes 🧼 Spring cleaning isn't just for your home, it goes deeper than that! Help keep private, local, and OC San's regional lines clean by keeping grease out of the drain. Instead, pour i… 4.35%11 299 ocsandistrict Mar 27, 16:01O Our newest Wastewater 101 Grads just entered the chat 🚽 The 2026 Wastewater 101 Citizen's Academy wrapped up this week with a record- breaking 52 graduates! Over four sessions, these community members dove… 8.79%30 387 ocsandistrict Mar 25, 17:00O Not your average tour. A cool tour, for cool people 🚽 Join a free OC San tour and get a behind-the-scenes look at how we turn approximately 185 million gallons a day of wastewater into a resource. Sign up today at ocsan.gov/tours! 5.38%23 465 ocsandistrict Mar 24, 16:15O And in the Finance corner...our number-crunching pros🏋 This week we recognize the amazing work our Finance team does—managing budgets, financial reporting, payroll, investments, utility rates, and more. Keeping… 💪 4.48%30 849 ocsandistrict Mar 22, 15:30O Every drop counts 💧 This #WorldWaterDay, we're taking a moment to recognize just how essential water is to daily life. Alongside @OCWaterDistrict, we're committed to helping protect and support a reliable, high-quality wat… 7.3%22 356 DATE POST ENGAGEMENT RATE LIKES REACH 55 Post performance - LinkedIn Pages Data from 21 Mar, 2026 to 20 Apr, 2026 Sources Orange County Sanitation DistrictOD Orange County SanitationDistrict Apr 14, 16:00OD 💩Happy National Intern Week from your OC San interns, proving that teamwork (and a little fun) makes the dream work! 💧✨ From Public Affairs to Engineering, or Lab to IT, we all work together to support OC San's missio… 11.25%996 21 0 Orange County SanitationDistrict Apr 08, 15:30OD OC San in the Spotlight 🔦 Our Taft Ave. Sewer Improvement Project made headlines in Cal Contractor Magazine! This project is replacing and relocating nearly two miles of sewer pipeline in the City of Orange, along with upsizing… 5.83%755 18 1 Orange County SanitationDistrict Apr 06, 16:25OD It’s Special Districts Week! This week, we’re celebrating the hard work and dedication that keeps our mission moving!20.77%775 18 1 Orange County SanitationDistrict Apr 02, 17:30OD Spring has sprung and so has the latest edition of our Community Newsletter! Inside this issue: 🐣 A What 2 Flush-themed Easter egg hunt 🚧 A look at our newest construction project in Santa Ana 💊 What belongs (and doesn’t… 2.03%296 2 0 Orange County SanitationDistrict Mar 27, 16:01OD The 2026 Wastewater 101 Citizen's Academy wrapped up this week with a record-breaking 52 graduates! Over four sessions, these community members dove deep into the ins and outs of everything OC San. Our next Academy wil… 12.96%1,667 53 1 Orange County SanitationDistrict Mar 25, 17:00OD Not your average tour 🚽 Join a free OC San tour and get a behind-the-scenes look at how we turn approximately 185 million gallons a day of wastewater into a resource. Sign up today at ocsan.gov/tours! 11.47%968 31 0 Orange County SanitationDistrict Mar 22, 15:30OD Every drop counts 💧 This #WorldWaterDay, we're taking a moment to recognize just how essential water is to daily life. Alongside Orange County Water District we're committed to helping protect and support a reliable,… 6.89%566 26 2 DATE POST ENGAGEMENT RATE IMPRESSIONS REACTIONS SHARES 66 Article Date Source Link Huntington Beach neighbors lose backyards because of old sewer line 3/23/2026 CBS News https://www.cbsnews.com/losangeles/news/o range-county-seizes-land-huntington-beach- neighbors-old-sewer-line/ Orange County Seizes Backyard Space From Huntington Beach Homeowners 3/24/2026 Hoodline LA https://hoodline.com/2026/03/backyard-brawl- in-surf-city-as-county-orders-pools-torn-up/ Huntington Beach man says he could lose part of his home because of sewing line project 3/24/2026 YouTube Huntington Beach man says he could lose part of his home because of sewing line project - YouTube KNX Radio Mid day 3/24/2026 KNX Radio KNX Radio https://insight.tveyes.com/public/share/43c68 00a-2f6f-4f98-8acc-d01706785050/97c671ad- 66e6-5d18-b73f-bd52a50f5270 374Water Reports Full Year 2025 Results 3/31/2026 Seeking Alpha https://seekingalpha.com/pr/20458168- 374water-reports-full-year-2025-results 374Water targets growth in 2026 with scaled deployments of waste destruction technology 4/1/2026 Yahoo Finance https://finance.yahoo.com/sectors/technology /articles/374water-targets-growth-2026-scaled- 122700513.html OCWD and OC San Unveil GWRS Brew Made with Purified Recycled Water 4/1/2026 ACWA https://www.acwa.com/news/ocwd-and-oc- san-unveil-gwrs-brew-made-with-purified- recycled-water-at-national-water-reuse- conference/ 77 OC San’s Taft Avenue Sewer Improvement Project 4/1/2026 Cal Contractor https://issuu.com/calcontractor/docs/cc_- _underground_construction_- _2026?fr=xKAE9_zMzMw&utm_source=newsle tter&utm_medium=email&utm_campaign=hi_ name_here_is_the_calcontractor_2026_under ground_construction_digital_edition&utm_ter m=2026-03-30 Huntington Beach neighbors lose backyards because of old sewer line 4/9/2026 CBS News https://www.msn.com/en- us/news/us/huntington-beach-neighbors-lose- backyards-because-of-old-sewer-line/ar- AA1Zh7Ys?ocid=BingNewsVerp&apiversion=v2 &domshim=1&noservercache=1&noservertele metry=1&batchservertelemetry=1&renderweb components=1&wcseo=1 Property Owners Cry Foul as Sanitation District begins Easement Cleanup 4/10/2026 Daily Pilot https://ocsdgov.sharepoint.com/:b:/s/External /IQD5D83SWhzSRKToQoGlMvudAQA4r- YtrTQg4hi2xFj9TBA?e=dmusSo Residents file lawsuit as sewer easement project cuts 30 feet into Huntington Beach backyards 4/13/2026 ABC7 https://abc7.com/post/residents-file-lawsuit- sewer-easement-project-cuts-30-feet- huntington-beach-backyards/18881959/ Dispute over Sewer Easement Cleanup Project 4/13/2026 YouTube KNX Radio https://insight.tveyes.com/public/share/df223 e4e-e2e6-4b8c-80bf-9b345f125204/d42abee3- 0695-4cf2-903d-41c75885b07b?tab=transcript KNX-AM (Radio) - Evening (7:00 PM)4/16/2026 KNX Radio https://insight.tveyes.com/public/share/73630 3b0-e469-435c-9b69-eec37a00104f/4f79dfb7- c25f-4bbe-a49a-ba99d2c3cd07?tab=transcript 88 OC San wins Photo Contest 4/20/2026 CWEA Orange County Sanitation District | California Water Environment Association 9 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4894 Agenda Date:5/13/2026 Agenda Item No:7. FROM:Robert Thompson, General Manager Originator: Lan C. Wiborg, Director of Environmental Services SUBJECT: LIQUID CHROMATOGRAPH-TRIPLE QUADRUPOLE MASS SPECTROMETER (LC-MS/MS) GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Approve a Sole Source Purchase Order to Agilent Technologies for the purchase of a replacement Liquid Chromatograph-Triple Quadrupole Mass Spectrometer (LC-MS/MS)System for a total amount not to exceed $453,000. BACKGROUND The LC-MS/MS System is the industry-standard technology for the analysis for per-and poly- fluoroalkyl substances (PFAS)and Contaminants of Emerging Concern (CECs)in wastewater samples as required by Orange County Sanitation District’s (OC San)National Pollutant Discharge Elimination System (NPDES)Permit and for various special projects.The system will replace an existing system which has reached end-of-life status. Inventory of Triple-Quadrupole Instruments: Instrument Purchase Date Estimated Replacement Date Used to Analyze Liquid Chromatograph / Mass Spectrometer April 2016 June 2026 PFAS and CECs in liquid and solid samples Gas Chromatograph / Mass Spectrometer September 2020 September 2030 Pesticides in ocean sediment and fish tissue Gas Chromatograph / Mass Spectrometer June 2023 June 2033 Persistent organic pollutants in sediment Gas Chromatograph / Mass Spectrometer April 2025 April 2035 Persistent organic pollutants in NPDES compliance samples Inductively Coupled Plasma / Mass Spectrometer June 2025 June 2035 Metals in wastewater, ocean sediment, and fish tissue Orange County Sanitation District Printed on 5/4/2026Page 1 of 3 powered by Legistar™ File #:2026-4894 Agenda Date:5/13/2026 Agenda Item No:7. RELEVANT STANDARDS ·Comply with environmental permit requirements ·Maintain a proactive asset management program ·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 This request is to sustain and enhance the laboratory’s analytical capacity and capability for PFAS and CECs in wastewater and other environmental matrices.It is anticipated that regulatory monitoring requirements for these contaminants,particularly PFAS,will increase in both scope and frequency in the coming years.The current LC-MS/MS instrument is at the end of the manufacturer- supported serviceable life of 10 years.Beyond this point,the manufacturer no longer guarantees the availability of spare parts or ability of trained technicians to continue servicing the instrument.Should a catastrophic failure of a key part occur,the current instrument may be rendered permanently inoperable. PROPOSED SOLUTION Approve a Sole Source Purchase Order to Agilent Technologies for an industry-standard LC-MS/MS system to replace in kind the existing aged LC-MS/MS system.Purchasing the LC-MS/MS system will equip OC San with a more robust system that uses the most current technology,will be supported for a minimum of 10 years,and will enable OC San to continue to meet the demands of our NPDES permit as well as support a variety of key special projects. TIMING CONCERNS Regulatory actions (such as OC San’s renewed NPDES permit)may impact PFAS and CEC testing frequency requirements,and the number of compounds to be tested is likely to expand with the new permit.Method development and validation for a new instrument can take a significant amount of time;therefore,having the instrument onboard ahead of any anticipated regulatory impacts is important to ensure timely compliance with updated requirements.OC San will also perform PFAS characterization studies within our sewer shed;therefore,having the new instrument installed and validated before these efforts would increase OC San’s ability to generate high-quality, reliable data. RAMIFICATIONS OF NOT TAKING ACTION Without the replacement LC-MS/MS system,OC San would continue to use the existing system as long as possible.When the current system fails,we will use a contract laboratory at a minimum cost of $450 per sample until a replacement has been purchased and installed.Past projects have involved over 100 samples analyzed over several months to a year.Sub-contracting such samples on short notice would be even more costly than the standard rate,and there is no guarantee that contract labs would be capable of handling such large sample quantities.Furthermore,OC San has experienced issues with data quality,analytical sensitivity,and turnaround times when samples have been sub-contracted in the past. Orange County Sanitation District Printed on 5/4/2026Page 2 of 3 powered by Legistar™ File #:2026-4894 Agenda Date:5/13/2026 Agenda Item No:7. PRIOR COMMITTEE/BOARD ACTIONS December 2016 -Approved Agilent Technologies as an OEM Sole Source provider for Liquid Chromatography Mass Spectrometry Equipment. ADDITIONAL INFORMATION OC San is utilizing the OEM Sole Source process for this procurement.Agilent Technologies has been identified as an OEM supplier for LC-MS/MS equipment,as ratified by OC San’s Board in December of 2016. The total cost of $453,000 includes the LC-MS/MS system,installation and training,sales tax,and freight. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget Update FY 2025-2026,Page A-16,Capital Equipment)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 5/4/2026Page 3 of 3 powered by Legistar™ ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4895 Agenda Date:5/13/2026 Agenda Item No:8. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: GENERAL MANAGER APPROVED PURCHASES AND ADDITIONS TO THE PRE-APPROVED OEM SOLE SOURCE LIST GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: 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 January 1, 2026, to March 31, 2026; and B. Approve the following additions to the pre-approved Original Equipment Manufacturers (OEM) Sole Source List: ·FLIR Systems - Infrared Cameras ·SIPCO Mechanical Linkage Solutions - Clarifier Gearboxes ·SUEZ WTS/Veolia WTS/Infilco Degremont - Bar Screen Repair Parts ·VOYA Financial - 401(A) Retirement Plan BACKGROUND Staff provides the Orange County Sanitation District (OC San)Administration Committee and the Board of Directors quarterly reports of General Manager approved and executed purchases between $50,000 and $150,000;maintenance and repair Services Task Orders between $50,000 and $500,000; and additions to the pre-approved OEM Sole Source List. The list of additions to the pre-approved OEM Sole Source List displays the OEM added this quarter that require sole source procurement to maintain,service,or replace equipment currently in operation at OC San facilities,because the parts and/or service can only be provided by the OEM or their designated representative. RELEVANT STANDARDS ·Quarterly financial reporting ·Ensure the public’s money is wisely spent Orange County Sanitation District Printed on 5/5/2026Page 1 of 5 powered by Legistar™ File #:2026-4895 Agenda Date:5/13/2026 Agenda Item No:8. PRIOR COMMITTEE/BOARD ACTIONS December 2016 -Minute Order 12(b)authorized the General Manager to ratify additions or deletions to the OEM Sole Source list on the General Manager’s quarterly approved purchases agenda report. ADDITIONAL INFORMATION In accordance with Board purchasing policies,Ordinance No.OC SAN-61,the General Manager has authority to approve and execute purchases between $50,000 and $150,000.Below is a summary of General Manager approved purchases,in amounts exceeding $50,000,for the third quarter of fiscal year 2025-26: Vendor Name Amount Department Description/Discussion ACTION DOOR REPAIR CORPORATION $148,000.00 Administrative Services Blanket PO for Roll Up and Passage Door Repair for HQ, and Plant Nos. 1 and 2 3/1/26 - 2/28/27 Contract # MA-080- 25010678, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases ACTUS CONSULTING AND TRAINING $50,400.00 Human Resources Service PO for On-Site Active Shooter Preparedness Training Sole Source Justification 2908 Reason: Unique Product/Service AGILENT TECHNOLOGIES INC $58,982.40 Environmental Services Annual Service PO for Crosslab Silver Service Plan for a LCMS 6495 iFunnel QQQ System Board Approved OEM Sole Source List M.O. 12/14/16, Item 12 (B) AIR DUCT CLEANING COMPANY $145,000.00 Administrative Services Blanket PO to Provide Air Duct Cleaning and Repairs for HVAC Equipment at P1, P2, Pump Stations and HQ 2/17/26 - 2/16/27 Contract # MA-080-25010052, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases ALPINE CONSULTING PARTNERS LLC $118,200.00 Administrative Services Blanket PO for Budget Software Consulting Services Sole Source Justification 2921 Reason: Unique Product/Service BAY CITY INDUSTRIAL SUPPLY $130,000.00 Operations & Maintenance Convenience Blanket PO for Miscellaneous Parts 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) BEAMEX, INC $79,820.00 Operations & Maintenance Stock Item Purchase of Centrical Calibration Workstation Board Approved OEM Sole Source List M.O. 8/22/18, Item 7 (B) CALIFORNIA RECREATION COMPANY $86,200.00 Environmental Services Shore Power Upgrade for Marina Slip 42 Board Approved OEM Sole Source List M.O. 12/14/16, Item 12 (B) CAVANAUGH MACHINE WORKS $75,000.00 Operations & Maintenance Convenience Blanket PO for Miscellaneous Off-Site Rebuild Work 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) CONNELL CHEVROLET/ GEO $75,000.00 Administrative Services Convenience Blanket PO for Vehicle Parts and Services 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) COOPER MACHINERY SERVICES LLC $51,696.97 Operations & Maintenance Purchase Order to Troubleshoot Water in Oil and Change Oil and Filters at Plant No.1 Cooper Bessemer Engine #3 Board Approved OEM Sole Source List M.O. 8/23/17, Item 12 (B) COOPER MACHINERY SERVICES LLC $50,537.60 Administrative Services Stock Item Purchase of Thirty-Two (32) Cooper Bessemer Nut, Hex, Engine Lifter Special Board Approved OEM Sole Source List M.O. 8/23/17, Item 9 (B) DXP ENTERPRISES, INC. $75,215.00 Administrative Services Stock Item Purchase of One (1) Patterson Split Case Pump Board Approved OEM Sole Source List M.O. 2/26/20, Item 13 (B) EASTERN RESEARCH GROUP, INC. $80,093.00 Environmental Services Service PO for Pre-Treatment Training Consulting Support Services Informal Bid 145143-OR FLO-SYSTEMS, INC. $103,432.00 Operations & Maintenance Stock Item Purchase of Two (2) Fairbanks Morse Impellers Board Approved OEM Sole Source List M.O. 8/28/19, Item 3 (B) GRAYBAR ELECTRIC COMPANY WALNUT CA $72,308.51 Operations & Maintenance Purchase of One (1) Fluke Network Analyzer US Communities Contract EV2370, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases ISMG MACHINERY AND TOOLING AGENCY $54,431.33 Operations & Maintenance Purchase of One (1) Clausing Mill Informal Bid 144032-OR LINKEDIN CORPORATION $103,560.00 Administrative Services Blanket PO for LinkedIn Recruiting Services for HR Board Approved OEM Sole Source List M.O. 5/24/23, Item 15 (B) MEGGER $100,969.00 Operations & Maintenance Purchase of Trax 220 Power Transformer Board Approved OEM Sole Source List M.O. 8/27/25, Item 4 (B) MULTI W SYSTEM CO $57,150.00 Administrative Services Stock Item Purchase of One (1) Hayword- Gordon Pump, Chopper, Rotating Assy Board Approved OEM Sole Source List M.O. 2/23/22, Item 16 (B) NATIONAL AUTO FLEET GROUP $94,640.12 Operations & Maintenance Service PO for Two (2) New/Unused and Delivered Chassis Bodies Sourcewell Contract 081325-NAF, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases NEWPORT HARBOR SHIPYARD $117,619.00 Environmental Services Service PO for Haul Out, Paint, and Repair Work on OC San’s Motor Vessel Nerissa Regular Maintenance Board Approved OEM Sole Source List M.O. 8/24/22, Item 4 (B) NICKELL METAL SPRAY $90,000.00 Operations & Maintenance Convenience Blanket PO for Spray Metal Coating & Regrind Finishing for Machinery at P1, P2 and Pump Stations 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) PRESIDIO NETWORKED SOLUTIONS GROUP, LLC $140,000.00 Administrative Services Blanket PO for Monthly AWS Storage for CCTV Data 3/18/26 - 3/17/27 Contract # RCA-017-25010063, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases PUTZMEISTER AMERICA INC $82,301.53 Administrative Services Stock Item Purchase of Eight (8) Cylinder, Hydraulic. 160-60/40 Board Approved OEM Sole Source List M.O. 5/27/20, Item 14 (B) RH BORDEN AND COMPANY LLC $51,705.00 Operations & Maintenance Blanket PO for Full LiDAR Scan, Virtual Modeling, and Wall Degradation Analysis of One Hundred Thirteen (113) Manholes and Seven (7) Pump Station Wet Wells Informal Bid 140914-OR ROZIN SECURITY $99,880.00 Human Resources Service PO for Physical Security Master Plan Sole Source Justification 2918 Reason: Other SHI INTERNATIONAL CORP $126,598.50 Administrative Services Blanket PO for WalkMe for Employees New Edition 1/17/26 - 1/16/27 Contract # 2024056-02 / RCA-017-25010103, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases SOUTHERN COUNTIES LUBRICANTS $52,605.00 Operations & Maintenance Purchase of 4500 Gallons of Chevron 5200 HDAX Low Ash 40 Informal Bid 145178-OR SUMMIT STEEL $130,000.00 Operations & Maintenance Convenience Blanket PO for Metal Stock 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) TREDENT DATA SYSTEMS, INC $83,201.00 Administrative Services Annual PO for Cisco NetCare Maintenance 5/2/26 - 5/1/27 Board Approved OEM Sole Source List M.O. 8/23/17, Item 9(B) TUSTIN LOCK AND SAFE $140,000.00 Administrative Services Service PO for Headquarters Re-key Sole Source Justification 2924 Reason: Unique Product/Service VWR SCIENTIFIC $95,000.00 Environmental Services Blanket PO for Miscellaneous Laboratory Supplies 4/1/26 - 3/31/27 Contract # MA2024005, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WALTERS WHOLESALE ELECTRIC $100,000.00 Operations & Maintenance Convenience Blanket PO for Electrical Parts & Supplies for P1, P2 and Pump Stations 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) WESTERN INDOOR ENVIRONMENTAL SERVICES $145,000.00 Administrative Services Blanket PO to Provide Air Duct Cleaning and Repairs for HVAC Equipment at P1, P2, Pump Stations and HQ 1/6/26 - 1/5/27 Contract # MA-080-25010052, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WIDESPREAD INDUSTRIAL SUPPLIES, INC $140,000.00 Operations & Maintenance Convenience Blanket PO for Restocking of Hardware and Miscellaneous Consumables 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) XYLEM WATER SOLUTIONS USA, INC. $57,646.20 Administrative Services Stock Item Purchase of 6626 7-Inch Membrane Diffusers Board Approved OEM Sole Source List M.O. 8/28/24, Item 7 (B) Orange County Sanitation District Printed on 5/5/2026Page 2 of 5 powered by Legistar™ File #:2026-4895 Agenda Date:5/13/2026 Agenda Item No:8. Vendor Name Amount Department Description/DiscussionACTION DOORREPAIRCORPORATION $148,000.00 AdministrativeServices Blanket PO for Roll Up and Passage DoorRepair for HQ, and Plant Nos. 1 and 23/1/26 - 2/28/27 Contract # MA-080-25010678, in Accordance with OrdinanceOC SAN-61 Section 2.03 (B) CooperativePurchasesACTUSCONSULTING ANDTRAINING $50,400.00 Human Resources Service PO for On-Site Active ShooterPreparedness Training Sole SourceJustification 2908 Reason: UniqueProduct/ServiceAGILENTTECHNOLOGIESINC$58,982.40 EnvironmentalServices Annual Service PO for Crosslab SilverService Plan for a LCMS 6495 iFunnel QQQSystemBoard Approved OEM Sole SourceList M.O. 12/14/16, Item 12 (B)AIR DUCTCLEANINGCOMPANY $145,000.00 AdministrativeServices Blanket PO to Provide Air Duct Cleaning andRepairs for HVAC Equipment at P1, P2,Pump Stations and HQ 2/17/26 - 2/16/27Contract # MA-080-25010052, inAccordance with Ordinance OC SAN-61Section 2.03 (B) Cooperative PurchasesALPINECONSULTINGPARTNERS LLC $118,200.00 AdministrativeServices Blanket PO for Budget Software ConsultingServices Sole Source Justification 2921Reason: Unique Product/ServiceBAY CITYINDUSTRIALSUPPLY $130,000.00 Operations &Maintenance Convenience Blanket PO for MiscellaneousParts7/1/26 - 6/30/28 GM Article 2, Section2.2 (b) (1)BEAMEX, INC $79,820.00 Operations &Maintenance Stock Item Purchase of Centrical CalibrationWorkstation Board Approved OEM SoleSource List M.O. 8/22/18, Item 7 (B)CALIFORNIARECREATION COMPANY $86,200.00 EnvironmentalServices Shore Power Upgrade for Marina Slip 42Board Approved OEM Sole Source List M.O. 12/14/16, Item 12 (B) CAVANAUGH MACHINE WORKS $75,000.00 Operations & Maintenance Convenience Blanket PO for Miscellaneous Off-Site Rebuild Work 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) CONNELL CHEVROLET/ GEO $75,000.00 Administrative Services Convenience Blanket PO for Vehicle Parts and Services 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) COOPER MACHINERY SERVICES LLC $51,696.97 Operations & Maintenance Purchase Order to Troubleshoot Water in Oil and Change Oil and Filters at Plant No.1 Cooper Bessemer Engine #3 Board Approved OEM Sole Source List M.O. 8/23/17, Item 12 (B) COOPER MACHINERY SERVICES LLC $50,537.60 Administrative Services Stock Item Purchase of Thirty-Two (32) Cooper Bessemer Nut, Hex, Engine Lifter Special Board Approved OEM Sole Source List M.O. 8/23/17, Item 9 (B) DXP ENTERPRISES, INC. $75,215.00 Administrative Services Stock Item Purchase of One (1) Patterson Split Case Pump Board Approved OEM Sole Source List M.O. 2/26/20, Item 13 (B) EASTERN RESEARCH GROUP, INC. $80,093.00 Environmental Services Service PO for Pre-Treatment Training Consulting Support Services Informal Bid 145143-OR FLO-SYSTEMS, INC. $103,432.00 Operations & Maintenance Stock Item Purchase of Two (2) Fairbanks Morse Impellers Board Approved OEM Sole Source List M.O. 8/28/19, Item 3 (B) GRAYBAR ELECTRIC COMPANY WALNUT CA $72,308.51 Operations & Maintenance Purchase of One (1) Fluke Network Analyzer US Communities Contract EV2370, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases ISMG MACHINERY AND TOOLING AGENCY $54,431.33 Operations & Maintenance Purchase of One (1) Clausing Mill Informal Bid 144032-OR LINKEDIN CORPORATION $103,560.00 Administrative Services Blanket PO for LinkedIn Recruiting Services for HR Board Approved OEM Sole Source List M.O. 5/24/23, Item 15 (B) MEGGER $100,969.00 Operations & Maintenance Purchase of Trax 220 Power Transformer Board Approved OEM Sole Source List M.O. 8/27/25, Item 4 (B) MULTI W SYSTEM CO $57,150.00 Administrative Services Stock Item Purchase of One (1) Hayword- Gordon Pump, Chopper, Rotating Assy Board Approved OEM Sole Source List M.O. 2/23/22, Item 16 (B) NATIONAL AUTO FLEET GROUP $94,640.12 Operations & Maintenance Service PO for Two (2) New/Unused and Delivered Chassis Bodies Sourcewell Contract 081325-NAF, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases NEWPORT HARBOR SHIPYARD $117,619.00 Environmental Services Service PO for Haul Out, Paint, and Repair Work on OC San’s Motor Vessel Nerissa Regular Maintenance Board Approved OEM Sole Source List M.O. 8/24/22, Item 4 (B) NICKELL METAL SPRAY $90,000.00 Operations & Maintenance Convenience Blanket PO for Spray Metal Coating & Regrind Finishing for Machinery at P1, P2 and Pump Stations 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) PRESIDIO NETWORKED SOLUTIONS GROUP, LLC $140,000.00 Administrative Services Blanket PO for Monthly AWS Storage for CCTV Data 3/18/26 - 3/17/27 Contract # RCA-017-25010063, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases PUTZMEISTER AMERICA INC $82,301.53 Administrative Services Stock Item Purchase of Eight (8) Cylinder, Hydraulic. 160-60/40 Board Approved OEM Sole Source List M.O. 5/27/20, Item 14 (B) RH BORDEN AND COMPANY LLC $51,705.00 Operations & Maintenance Blanket PO for Full LiDAR Scan, Virtual Modeling, and Wall Degradation Analysis of One Hundred Thirteen (113) Manholes and Seven (7) Pump Station Wet Wells Informal Bid 140914-OR ROZIN SECURITY $99,880.00 Human Resources Service PO for Physical Security Master Plan Sole Source Justification 2918 Reason: Other SHI INTERNATIONAL CORP $126,598.50 Administrative Services Blanket PO for WalkMe for Employees New Edition 1/17/26 - 1/16/27 Contract # 2024056-02 / RCA-017-25010103, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases SOUTHERN COUNTIES LUBRICANTS $52,605.00 Operations & Maintenance Purchase of 4500 Gallons of Chevron 5200 HDAX Low Ash 40 Informal Bid 145178-OR SUMMIT STEEL $130,000.00 Operations & Maintenance Convenience Blanket PO for Metal Stock 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) TREDENT DATA SYSTEMS, INC $83,201.00 Administrative Services Annual PO for Cisco NetCare Maintenance 5/2/26 - 5/1/27 Board Approved OEM Sole Source List M.O. 8/23/17, Item 9(B) TUSTIN LOCK AND SAFE $140,000.00 Administrative Services Service PO for Headquarters Re-key Sole Source Justification 2924 Reason: Unique Product/Service VWR SCIENTIFIC $95,000.00 Environmental Services Blanket PO for Miscellaneous Laboratory Supplies 4/1/26 - 3/31/27 Contract # MA2024005, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WALTERS WHOLESALE ELECTRIC $100,000.00 Operations & Maintenance Convenience Blanket PO for Electrical Parts & Supplies for P1, P2 and Pump Stations 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) WESTERN INDOOR ENVIRONMENTAL SERVICES $145,000.00 Administrative Services Blanket PO to Provide Air Duct Cleaning and Repairs for HVAC Equipment at P1, P2, Pump Stations and HQ 1/6/26 - 1/5/27 Contract # MA-080-25010052, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WIDESPREAD INDUSTRIAL SUPPLIES, INC $140,000.00 Operations & Maintenance Convenience Blanket PO for Restocking of Hardware and Miscellaneous Consumables 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) XYLEM WATER SOLUTIONS USA, INC. $57,646.20 Administrative Services Stock Item Purchase of 6626 7-Inch Membrane Diffusers Board Approved OEM Sole Source List M.O. 8/28/24, Item 7 (B) Orange County Sanitation District Printed on 5/5/2026Page 3 of 5 powered by Legistar™ File #:2026-4895 Agenda Date:5/13/2026 Agenda Item No:8. Vendor Name Amount Department Description/DiscussionACTION DOORREPAIRCORPORATION $148,000.00 AdministrativeServices Blanket PO for Roll Up and Passage DoorRepair for HQ, and Plant Nos. 1 and 23/1/26 - 2/28/27 Contract # MA-080-25010678, in Accordance with OrdinanceOC SAN-61 Section 2.03 (B) CooperativePurchasesACTUSCONSULTING ANDTRAINING $50,400.00 Human Resources Service PO for On-Site Active ShooterPreparedness Training Sole SourceJustification 2908 Reason: UniqueProduct/ServiceAGILENTTECHNOLOGIESINC$58,982.40 EnvironmentalServices Annual Service PO for Crosslab SilverService Plan for a LCMS 6495 iFunnel QQQSystemBoard Approved OEM Sole SourceList M.O. 12/14/16, Item 12 (B)AIR DUCTCLEANINGCOMPANY $145,000.00 AdministrativeServices Blanket PO to Provide Air Duct Cleaning andRepairs for HVAC Equipment at P1, P2,Pump Stations and HQ 2/17/26 - 2/16/27Contract # MA-080-25010052, inAccordance with Ordinance OC SAN-61Section 2.03 (B) Cooperative PurchasesALPINECONSULTINGPARTNERS LLC $118,200.00 AdministrativeServices Blanket PO for Budget Software ConsultingServices Sole Source Justification 2921Reason: Unique Product/ServiceBAY CITYINDUSTRIALSUPPLY $130,000.00 Operations &Maintenance Convenience Blanket PO for MiscellaneousParts7/1/26 - 6/30/28 GM Article 2, Section2.2 (b) (1)BEAMEX, INC $79,820.00 Operations &Maintenance Stock Item Purchase of Centrical CalibrationWorkstation Board Approved OEM SoleSource List M.O. 8/22/18, Item 7 (B)CALIFORNIARECREATIONCOMPANY $86,200.00 EnvironmentalServices Shore Power Upgrade for Marina Slip 42Board Approved OEM Sole Source ListM.O. 12/14/16, Item 12 (B)CAVANAUGHMACHINE WORKS $75,000.00 Operations &Maintenance Convenience Blanket PO for MiscellaneousOff-Site Rebuild Work 7/1/26 - 6/30/28 GMArticle 2, Section 2.2 (b) (1)CONNELLCHEVROLET/ GEO $75,000.00 AdministrativeServices Convenience Blanket PO for Vehicle Partsand Services 7/1/26 - 6/30/27 GM Article 2,Section 2.2 (b) (1)COOPERMACHINERYSERVICES LLC $51,696.97 Operations &Maintenance Purchase Order to Troubleshoot Water in Oiland Change Oil and Filters at Plant No.1Cooper Bessemer Engine #3 BoardApproved OEM Sole Source List M.O.8/23/17, Item 12 (B)COOPERMACHINERYSERVICES LLC $50,537.60 AdministrativeServices Stock Item Purchase of Thirty-Two (32)Cooper Bessemer Nut, Hex, Engine LifterSpecial Board Approved OEM Sole SourceList M.O. 8/23/17, Item 9 (B)DXPENTERPRISES,INC.$75,215.00 AdministrativeServices Stock Item Purchase of One (1) PattersonSplit Case Pump Board Approved OEM SoleSource List M.O. 2/26/20, Item 13 (B)EASTERNRESEARCHGROUP, INC.$80,093.00 EnvironmentalServices Service PO for Pre-Treatment TrainingConsulting Support Services Informal Bid145143-ORFLO-SYSTEMS,INC.$103,432.00 Operations &Maintenance Stock Item Purchase of Two (2) FairbanksMorse Impellers Board Approved OEM SoleSource List M.O. 8/28/19, Item 3 (B)GRAYBARELECTRICCOMPANY WALNUTCA$72,308.51 Operations &Maintenance Purchase of One (1) Fluke Network AnalyzerUS Communities Contract EV2370, inAccordance with Ordinance OC SAN-61Section 2.03 (B) Cooperative PurchasesISMG MACHINERYAND TOOLINGAGENCY $54,431.33 Operations &Maintenance Purchase of One (1) Clausing Mill InformalBid 144032-ORLINKEDINCORPORATION$103,560.00 AdministrativeServices Blanket PO for LinkedIn Recruiting Servicesfor HR Board Approved OEM Sole SourceList M.O. 5/24/23, Item 15 (B)MEGGER $100,969.00 Operations &Maintenance Purchase of Trax 220 Power TransformerBoard Approved OEM Sole Source ListM.O. 8/27/25, Item 4 (B)MULTI W SYSTEMCO $57,150.00 AdministrativeServices Stock Item Purchase of One (1) Hayword-Gordon Pump, Chopper, Rotating AssyBoard Approved OEM Sole Source ListM.O. 2/23/22, Item 16 (B)NATIONAL AUTOFLEET GROUP $94,640.12 Operations &Maintenance Service PO for Two (2) New/Unused andDelivered Chassis Bodies SourcewellContract 081325-NAF, in Accordance withOrdinance OC SAN-61 Section 2.03 (B)Cooperative Purchases NEWPORT HARBOR SHIPYARD $117,619.00 Environmental Services Service PO for Haul Out, Paint, and Repair Work on OC San’s Motor Vessel Nerissa Regular Maintenance Board Approved OEM Sole Source List M.O. 8/24/22, Item 4 (B) NICKELL METAL SPRAY $90,000.00 Operations & Maintenance Convenience Blanket PO for Spray Metal Coating & Regrind Finishing for Machinery at P1, P2 and Pump Stations 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) PRESIDIO NETWORKED SOLUTIONS GROUP, LLC $140,000.00 Administrative Services Blanket PO for Monthly AWS Storage for CCTV Data 3/18/26 - 3/17/27 Contract # RCA-017-25010063, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases PUTZMEISTER AMERICA INC $82,301.53 Administrative Services Stock Item Purchase of Eight (8) Cylinder, Hydraulic. 160-60/40 Board Approved OEM Sole Source List M.O. 5/27/20, Item 14 (B) RH BORDEN AND COMPANY LLC $51,705.00 Operations & Maintenance Blanket PO for Full LiDAR Scan, Virtual Modeling, and Wall Degradation Analysis of One Hundred Thirteen (113) Manholes and Seven (7) Pump Station Wet Wells Informal Bid 140914-OR ROZIN SECURITY $99,880.00 Human Resources Service PO for Physical Security Master Plan Sole Source Justification 2918 Reason: Other SHI INTERNATIONAL CORP $126,598.50 Administrative Services Blanket PO for WalkMe for Employees New Edition 1/17/26 - 1/16/27 Contract # 2024056-02 / RCA-017-25010103, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases SOUTHERN COUNTIES LUBRICANTS $52,605.00 Operations & Maintenance Purchase of 4500 Gallons of Chevron 5200 HDAX Low Ash 40 Informal Bid 145178-OR SUMMIT STEEL $130,000.00 Operations & Maintenance Convenience Blanket PO for Metal Stock 7/1/26 - 6/30/28 GM Article 2, Section 2.2 (b) (1) TREDENT DATA SYSTEMS, INC $83,201.00 Administrative Services Annual PO for Cisco NetCare Maintenance 5/2/26 - 5/1/27 Board Approved OEM Sole Source List M.O. 8/23/17, Item 9(B) TUSTIN LOCK AND SAFE $140,000.00 Administrative Services Service PO for Headquarters Re-key Sole Source Justification 2924 Reason: Unique Product/Service VWR SCIENTIFIC $95,000.00 Environmental Services Blanket PO for Miscellaneous Laboratory Supplies 4/1/26 - 3/31/27 Contract # MA2024005, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WALTERS WHOLESALE ELECTRIC $100,000.00 Operations & Maintenance Convenience Blanket PO for Electrical Parts & Supplies for P1, P2 and Pump Stations 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) WESTERN INDOOR ENVIRONMENTAL SERVICES $145,000.00 Administrative Services Blanket PO to Provide Air Duct Cleaning and Repairs for HVAC Equipment at P1, P2, Pump Stations and HQ 1/6/26 - 1/5/27 Contract # MA-080-25010052, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WIDESPREAD INDUSTRIAL SUPPLIES, INC $140,000.00 Operations & Maintenance Convenience Blanket PO for Restocking of Hardware and Miscellaneous Consumables 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) XYLEM WATER SOLUTIONS USA, INC. $57,646.20 Administrative Services Stock Item Purchase of 6626 7-Inch Membrane Diffusers Board Approved OEM Sole Source List M.O. 8/28/24, Item 7 (B) Orange County Sanitation District Printed on 5/5/2026Page 4 of 5 powered by Legistar™ File #:2026-4895 Agenda Date:5/13/2026 Agenda Item No:8. Vendor Name Amount Department Description/DiscussionACTION DOORREPAIRCORPORATION $148,000.00 AdministrativeServices Blanket PO for Roll Up and Passage DoorRepair for HQ, and Plant Nos. 1 and 23/1/26 - 2/28/27 Contract # MA-080-25010678, in Accordance with OrdinanceOC SAN-61 Section 2.03 (B) CooperativePurchasesACTUSCONSULTING ANDTRAINING $50,400.00 Human Resources Service PO for On-Site Active ShooterPreparedness Training Sole SourceJustification 2908 Reason: UniqueProduct/ServiceAGILENTTECHNOLOGIESINC$58,982.40 EnvironmentalServices Annual Service PO for Crosslab SilverService Plan for a LCMS 6495 iFunnel QQQSystemBoard Approved OEM Sole SourceList M.O. 12/14/16, Item 12 (B)AIR DUCTCLEANINGCOMPANY $145,000.00 AdministrativeServices Blanket PO to Provide Air Duct Cleaning andRepairs for HVAC Equipment at P1, P2,Pump Stations and HQ 2/17/26 - 2/16/27Contract # MA-080-25010052, inAccordance with Ordinance OC SAN-61Section 2.03 (B) Cooperative PurchasesALPINECONSULTINGPARTNERS LLC $118,200.00 AdministrativeServices Blanket PO for Budget Software ConsultingServices Sole Source Justification 2921Reason: Unique Product/ServiceBAY CITYINDUSTRIALSUPPLY $130,000.00 Operations &Maintenance Convenience Blanket PO for MiscellaneousParts7/1/26 - 6/30/28 GM Article 2, Section2.2 (b) (1)BEAMEX, INC $79,820.00 Operations &Maintenance Stock Item Purchase of Centrical CalibrationWorkstation Board Approved OEM SoleSource List M.O. 8/22/18, Item 7 (B)CALIFORNIARECREATIONCOMPANY $86,200.00 EnvironmentalServices Shore Power Upgrade for Marina Slip 42Board Approved OEM Sole Source ListM.O. 12/14/16, Item 12 (B)CAVANAUGHMACHINE WORKS $75,000.00 Operations &Maintenance Convenience Blanket PO for MiscellaneousOff-Site Rebuild Work 7/1/26 - 6/30/28 GMArticle 2, Section 2.2 (b) (1)CONNELLCHEVROLET/ GEO $75,000.00 AdministrativeServices Convenience Blanket PO for Vehicle Partsand Services 7/1/26 - 6/30/27 GM Article 2,Section 2.2 (b) (1)COOPERMACHINERYSERVICES LLC $51,696.97 Operations &Maintenance Purchase Order to Troubleshoot Water in Oiland Change Oil and Filters at Plant No.1Cooper Bessemer Engine #3 BoardApproved OEM Sole Source List M.O.8/23/17, Item 12 (B)COOPERMACHINERYSERVICES LLC $50,537.60 AdministrativeServices Stock Item Purchase of Thirty-Two (32)Cooper Bessemer Nut, Hex, Engine LifterSpecial Board Approved OEM Sole SourceList M.O. 8/23/17, Item 9 (B)DXPENTERPRISES,INC.$75,215.00 AdministrativeServices Stock Item Purchase of One (1) PattersonSplit Case Pump Board Approved OEM SoleSource List M.O. 2/26/20, Item 13 (B)EASTERNRESEARCHGROUP, INC.$80,093.00 EnvironmentalServices Service PO for Pre-Treatment TrainingConsulting Support Services Informal Bid145143-ORFLO-SYSTEMS,INC.$103,432.00 Operations &Maintenance Stock Item Purchase of Two (2) FairbanksMorse Impellers Board Approved OEM SoleSource List M.O. 8/28/19, Item 3 (B)GRAYBARELECTRICCOMPANY WALNUTCA$72,308.51 Operations &Maintenance Purchase of One (1) Fluke Network AnalyzerUS Communities Contract EV2370, inAccordance with Ordinance OC SAN-61Section 2.03 (B) Cooperative PurchasesISMG MACHINERYAND TOOLINGAGENCY $54,431.33 Operations &Maintenance Purchase of One (1) Clausing Mill InformalBid 144032-ORLINKEDINCORPORATION$103,560.00 AdministrativeServices Blanket PO for LinkedIn Recruiting Servicesfor HR Board Approved OEM Sole SourceList M.O. 5/24/23, Item 15 (B)MEGGER $100,969.00 Operations &Maintenance Purchase of Trax 220 Power TransformerBoard Approved OEM Sole Source ListM.O. 8/27/25, Item 4 (B)MULTI W SYSTEMCO $57,150.00 AdministrativeServices Stock Item Purchase of One (1) Hayword-Gordon Pump, Chopper, Rotating AssyBoard Approved OEM Sole Source ListM.O. 2/23/22, Item 16 (B)NATIONAL AUTOFLEET GROUP $94,640.12 Operations &Maintenance Service PO for Two (2) New/Unused andDelivered Chassis Bodies SourcewellContract 081325-NAF, in Accordance withOrdinance OC SAN-61 Section 2.03 (B)Cooperative PurchasesNEWPORTHARBORSHIPYARD$117,619.00 EnvironmentalServices Service PO for Haul Out, Paint, and RepairWork on OC San’s Motor Vessel NerissaRegular Maintenance Board Approved OEMSole Source List M.O. 8/24/22, Item 4 (B)NICKELL METALSPRAY $90,000.00 Operations &Maintenance Convenience Blanket PO for Spray MetalCoating & Regrind Finishing for Machinery atP1, P2 and Pump Stations 7/1/26 - 6/30/28GM Article 2, Section 2.2 (b) (1)PRESIDIONETWORKEDSOLUTIONSGROUP, LLC $140,000.00 AdministrativeServices Blanket PO for Monthly AWS Storage forCCTV Data 3/18/26 - 3/17/27 Contract #RCA-017-25010063, in Accordance withOrdinance OC SAN-61 Section 2.03 (B)Cooperative PurchasesPUTZMEISTERAMERICA INC $82,301.53 AdministrativeServices Stock Item Purchase of Eight (8) Cylinder,Hydraulic. 160-60/40 Board Approved OEMSole Source List M.O. 5/27/20, Item 14 (B)RH BORDEN ANDCOMPANY LLC $51,705.00 Operations &Maintenance Blanket PO for Full LiDAR Scan, VirtualModeling, and Wall Degradation Analysis ofOne Hundred Thirteen (113) Manholes andSeven (7) Pump Station Wet Wells InformalBid 140914-ORROZIN SECURITY $99,880.00 Human Resources Service PO for Physical Security MasterPlan Sole Source Justification 2918 Reason:OtherSHIINTERNATIONALCORP$126,598.50 AdministrativeServices Blanket PO for WalkMe for Employees NewEdition 1/17/26 - 1/16/27 Contract #2024056-02 / RCA-017-25010103, inAccordance with Ordinance OC SAN-61Section 2.03 (B) Cooperative PurchasesSOUTHERNCOUNTIESLUBRICANTS$52,605.00 Operations &Maintenance Purchase of 4500 Gallons of Chevron 5200HDAX Low Ash 40 Informal Bid 145178-ORSUMMIT STEEL $130,000.00 Operations &Maintenance Convenience Blanket PO for Metal Stock7/1/26 - 6/30/28 GM Article 2, Section 2.2(b) (1)TREDENT DATASYSTEMS, INC $83,201.00 AdministrativeServices Annual PO for Cisco NetCare Maintenance5/2/26 - 5/1/27 Board Approved OEM SoleSource List M.O. 8/23/17, Item 9(B)TUSTIN LOCK ANDSAFE $140,000.00 AdministrativeServices Service PO for Headquarters Re-key SoleSource Justification 2924 Reason: UniqueProduct/ServiceVWR SCIENTIFIC $95,000.00 EnvironmentalServices Blanket PO for Miscellaneous LaboratorySupplies 4/1/26 - 3/31/27 Contract #MA2024005, in Accordance with OrdinanceOC SAN-61 Section 2.03 (B) CooperativePurchases WALTERS WHOLESALE ELECTRIC $100,000.00 Operations & Maintenance Convenience Blanket PO for Electrical Parts & Supplies for P1, P2 and Pump Stations 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) WESTERN INDOOR ENVIRONMENTAL SERVICES $145,000.00 Administrative Services Blanket PO to Provide Air Duct Cleaning and Repairs for HVAC Equipment at P1, P2, Pump Stations and HQ 1/6/26 - 1/5/27 Contract # MA-080-25010052, in Accordance with Ordinance OC SAN-61 Section 2.03 (B) Cooperative Purchases WIDESPREAD INDUSTRIAL SUPPLIES, INC $140,000.00 Operations & Maintenance Convenience Blanket PO for Restocking of Hardware and Miscellaneous Consumables 7/1/26 - 6/30/27 GM Article 2, Section 2.2 (b) (1) XYLEM WATER SOLUTIONS USA, INC. $57,646.20 Administrative Services Stock Item Purchase of 6626 7-Inch Membrane Diffusers Board Approved OEM Sole Source List M.O. 8/28/24, Item 7 (B) Additionally,in accordance with Board purchasing policies,Ordinance No.OC SAN-61,the General Manager has authority to approve and execute maintenance and repair Services Task Orders between $50,000 and $500,000.Below is a summary of General Manager approved maintenance and repair Services Task Orders,in amounts exceeding $50,000,for the third quarter of fiscal year 2025-26: None in the third quarter. 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: N/A Orange County Sanitation District Printed on 5/5/2026Page 5 of 5 powered by Legistar™ ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4876 Agenda Date:5/13/2026 Agenda Item No:9. FROM:Robert Thompson, General Manager Originator: Jennifer Cabral, Director of Communications SUBJECT: LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF APRIL 2026 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the month of April 2026. 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 grant opportunities that 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 5/5/2026Page 1 of 3 powered by Legistar™ File #:2026-4876 Agenda Date:5/13/2026 Agenda Item No:9. 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,a lack of engagement may result in missed funding opportunities. ADDITIONAL INFORMATION Activities in April: ·OC San staff virtually attended two California Association of Sanitation Agencies (CASA) Legislative Committee meetings: o On April 2,staff participated in the State Legislative Committee to discuss proposed and current legislation,including potential impacts on OC San and other wastewater agencies. o On April 6,OC San joined a coalition letter along with CASA,WateReuse California, and member agencies to express strong support for Assembly Bill (AB)2777.The bill seeks to provide the State Water Resources Control Board with greater flexibility to modernize the Clean Water State Revolving Fund loan program.This effort supports improved access to funding,streamlined processes,and enhanced financial tools for critical wastewater and water reuse infrastructure projects. o On April 13,staff participated in the Federal Legislative Committee meeting where ENS Resources,OC San’s Federal Lobbyist,presented on Federal topics and potential impacts on OC San and other wastewater agencies. Upcoming Activities in May: o OC staff,subject matter experts,and lobbyist will start the process of updating the 2027 OC San Legislative and Regulatory Plan.The Plan is a guiding document that is annually approved by the Board of Directors in November 2026.Staff will present a draft plan to the Administration Committee in October 2026. PRIOR COMMITTEE/BOARD ACTIONS N/A CEQA N/A FINANCIAL CONSIDERATIONS All items mentioned are included in OC San’s FY 2025-26 adopted Budget. Orange County Sanitation District Printed on 5/5/2026Page 2 of 3 powered by Legistar™ File #:2026-4876 Agenda Date:5/13/2026 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: ·Federal Legislative Update ·Federal Matrix ·State Legislative Update ·State Matrix ·Local Legislative Update ·Assembly Bill 2777 Coalition Letter of Support ·Assembly Bill 2777 Bill Language ·Presentation Orange County Sanitation District Printed on 5/5/2026Page 3 of 3 powered by Legistar™ P a g e | 1 ENS Resources, Inc. 1367 Connecticut Avenue N.W./Suite 310 Washington, D.C. 20036 / Telephone (202) 466-3755 www.ensresources.com TO: Orange County Sanitation District FROM: Eric Sapirstein DATE: April 17, 2026 SUBJECT: Washington Update The White House finalized and transmitted its Fiscal Year 2027 (FY 2027) budget request to Congress, with federal agency leadership testifying before the Committees on Appropriations. On the policy front, Per- and polyfluoroalkyl substances (PFAS) passive receivers’ stakeholders continued to advocate for PFAS Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) liability exemption and the Senate passed the WIPPES Act (S.1092) setting the stage for final passage for early summer. Finally, the U.S. Environmental Protection Agency unveiled the Water Reuse Action Plan 2.0. Fiscal Year 2027 Development Gets Underway On April 3, the White House transmitted the FY 2027 Budget Request to Congress, outlining the Administration’s funding recommendations for the coming year. Overall, for FY 2027, the White House is recommending a 42 percent increase in defense spending and a 10 percent decrease in domestic spending compared to enacted FY 2026 levels. The budget request proposes significant cuts to the U.S. Environmental Protection Agency (USEPA) and the U.S. Bureau of Reclamation (USBR), including their respective water infrastructure and water quality programs. For the USEPA, the Budget Request proposes a total of $4.2 billion, representing a 52 percent decrease for the agency. Within this overall reduction, the Administration recommends effectively eliminating the State Revolving Loan Fund (SRF) by funding the Clean Water SRF (CWSRF) at $155 million and the Drinking Water SRF (DWSRF) at $150 million, citing that water infrastructure funding should be the responsibility of states rather than the federal government. Similarly, for the Water Infrastructure Finance and Innovation Act (WIFIA) program, the Budget Request proposes $8 million, effectively cutting the program. Despite these proposed cuts, it is tradition for Congress to largely ignore the Budget Request’s proposals as it develops appropriations. P a g e | 2 ENS Resources, Inc. 1367 Connecticut Avenue N.W./Suite 310 Washington, D.C. 20036 / Telephone (202) 466-3755 www.ensresources.com While Congress is behind schedule in passing spending bills, the transmittal of the budget request allows the process to begin in both the House and the Senate. House leadership has stated its intention to advance spending bills out of the House and to the Senate by July 4. Even under this timeline, we anticipate that Congress will ultimately pass a continuing resolution to keep the government open until after lawmakers return following the midterm elections. PFAS Passive Receivers Protection With a focus on securing congressional action on a CERCLA liability exemption, the Passive Receivers Coalition convened a congressional briefing on March 23 to review the challenges that the water sector, and other passive receivers, are encountering because of USEPA’s designation of PFAS as a CERCLA hazardous substance. The briefing reinforced the need for water sector liability protections and was positively received by congressional staff that attended the briefing. As a follow-up to the briefing, Representative Scott Peters (D-CA), who sits on the CERCLA Committee on Energy and Commerce, staff discussed with us potential approaches to protect water and wastewater agencies from nuisance liability in lieu of rewriting CERCLA’s overall liability provisions. We continue to provide information to his staff on how to advance such an approach that would provide OC San and other agencies with appropriate protections in any legislation. Senate Passes “Do Not Flush” Wipes Labeling Legislation Recently, the Senate passed the WIPPES Act (S.1092) under unanimous consent, a procedure reserved for bipartisan, non-controversial legislation that has the support of the committee of jurisdiction's leadership and draws no objection from the full Senate. S.1092 would establish federal "Do Not Flush" labeling requirements for non-flushable wipes packaging, mirroring California’s existing law. The legislation has been received in the House and is awaiting further action. Final passage would mean California’s “Do Not Flush” label standard becomes the official national labeling standard for non-flushable wipes. Given the legislation’s bipartisan support and the House’s record of bipartisan endorsement of the WIPPES Act positions the bill for likely passage later this summer. OC San has publicly supported the WIPPES Act legislation. U.S. Environmental Protection Agency Unveils WRAP 2.0 The USEPA has unveiled the Water Reuse Action Plan (WRAP) 2.0. WRAP was first released in 2020 to advance the acceptance, adoption, and integration of water reuse systems broadly, helping address water resource resilience. WRAP 2.0 outlines initiatives to further advance and integrate industrial water reuse in support of U.S. economic growth, technological innovation, cooperative federalism, and energy dominance. P a g e | 3 ENS Resources, Inc. 1367 Connecticut Avenue N.W./Suite 310 Washington, D.C. 20036 / Telephone (202) 466-3755 www.ensresources.com A key focus of WRAP 2.0 is increasing artificial intelligence (AI) data centers’ water reuse initiatives and investments to help ensure the U.S. remains competitive in the AI race, while also addressing water supply scarcity and cost concerns posed to local water agencies and communities. To address these issues, WRAP 2.0 proposes a “Collaboration and Cooperative Federalism Initiative,” which includes interagency coordination among federal agencies and state and local governments to identify effective strategies for advancing water reuse at the local level, ensure adequate resource support for projects, and improve communication and education efforts between industries and communities. USEPA will implement WRAP 2.0 initiatives on a rolling basis in the coming years. Last modified: 04/17/2026 at 09:32 AM EDT OC San Federal Legislative Update April 2026 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. 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 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 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 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 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. 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. 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. 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: 03/24/2026 - Held at the desk. 03/24/2026 - Received in the House. 03/24/2026 - Message on Senate action sent to the House. 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. 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. 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 program to AI Summary: develop PFAS-free turnout gear for firefighters, supporting innovation and safer protective equipment 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 FEDERAL - 119TH CONGRESS H.R. 3898 PERMIT Act No Priority No Stance The PERMIT Act amends the Federal Water Pollution AI Summary: Control Act to streamline water quality standards, improve transparency in criteria development, reduce regulatory burdens, and enhance permitting efficiency for infrastructure and agricultural projects. 06/11/2025Introduced: Rep. Mike Collins GA-10Sponsor: Latest Actions: 12/15/2025 - Received in the Senate and Read twice and referred to the Committee on Environment and Public Works. 12/11/2025 - Motion to reconsider laid on the table Agreed to without objection. 12/11/2025 - On passage Passed by the Yeas and Nays: 221 - 205 (Roll no. 330). House Transportation and Infrastructure Committee, Committees: House Transportation and Infrastructure Committee Water Resources and Environment Subcommittee, Senate Environment and Public Works Committee 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. 7845 DROUGHT Act Summary: The bill address the Western water supply resiliency concerns caused by drought conditions by increasing current federal share cap from 80% to 90% for certain WIFIA projects. 03/05/2026Introduced: Rep. Scott Peters CA-50Sponsor: Latest Actions: 03/05/2026 - Referred to the Committee on Transportation and Infrastructure, and in addition to the Committee on Ene... 03/05/2026 - Referred to the Committee on Transportation and Infrastructure, and in addition to the Committee on Ene... 03/05/2026 - Introduced in House 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 FEDERAL - 119TH CONGRESS S. 3737 GROW SMART Act No Priority No Stance The GROW SMART Act amends the Reclamation States AI Summary: Emergency Drought Relief Act to provide financial and technical assistance for innovative, voluntary water-sharing agreements among agricultural, municipal, and industrial entities, emphasizing water conservation and rural economic resilience. 01/29/2026Introduced: Sen. Alex Padilla CASponsor: Latest Actions: 03/17/2026 - Committee on Energy and Natural Resources Subcommittee on Water and Power. Hearings held. 01/29/2026 - Read twice and referred to the Committee on Energy and Natural Resources. (Sponsor introductory remarks... 01/29/2026 - Introduced in Senate Senate Energy and Natural Resources Committee, Committees: Senate Energy and Natural Resources Committee Water and Power Subcommittee House Energy and Commerce Committee, House Committees: Transportation and Infrastructure Committee The legislation would increase the federal cost share cap for the WIFIA Why It Matters: Program from the current 80% to 90% for projects that are located in areas of extreme drought, projects of national significance, or serves disadvantaged communities. By raising the federal cap for these categories of eligible projects, H.R. 7845 aims to help address concerns about Western water supplies resiliency due to prolonged drought conditions. Importantly, the bill does not change borrowers' obligations, payment plans, or interest rates under WIFIA. Outlook: H.R. 7845 has been referred to the Committee on Transportation and Infrastructure. While the issue of Western water supply security continues to be a focus for lawmakers in the 119th Congress, the committee is currently focused primarily on drafting and advancing the Water Resources Development Act of 2026 (WRDA) later this summer. As a result, committee consideration on H.R. 7845 will likely be delayed until the summer at the earliest. 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 | P a g e MONTHLY LEGISLATIVE UPDATE To: Orange County Sanitation District From Townsend Public Affairs Date: April 17, 2026 Subject: April Legislative Monthly Report STATE UPDATE The Legislature has fully transitioned into the bill hearing phase within policy committees, with newly introduced measures undergoing their first substantive consideration and revision. Throughout late March, committees in both houses heard a high volume of bills, many for the first time, offering an early indication of legislative priorities and which proposals are likely to advance. During this period, several previously introduced “spot” bills were amended with substantive language, further shaping the policy landscape for the remainder of the session. In parallel, budget committees and subcommittees have continued their review of the Governor’s January budget proposal, holding hearings on departmental funding requests, program implementation, and areas of legislative oversight. Informational hearings have also remained an important component of legislative activity, providing additional context on key policy issues and helping to frame upcoming actions. After spring recess, lawmakers have reconvened in early April and have since resumed an accelerated hearing schedule. With key deadlines approaching, committees are now working to advance measures through their initial policy stages as negotiations and amendments continue. These upcoming deadlines are shaping the pace of activity. Bills with fiscal impacts must pass policy committees and advance to fiscal committees by April 24, while non-fiscal measures must clear policy committees by May 1 to proceed to their respective house floors. As these benchmarks near, the Legislature is entering a more intensive phase of the session, with an increasing focus on narrowing the field of viable proposals. A central theme continues to be the implementation and expansion of statewide water strategy. Following the February launch of the California Water Plan 2028 under SB 72, legislative activity has reinforced a shift toward integrated water management, recycled water, and new supply development targets. The plan sets a statewide goal of adding nine million acre-feet of water supply by 2040 and emphasizes coordination across agencies. Page 2 For sanitation agencies like OC San, this reinforces the state’s expectation that wastewater recycling, stormwater capture, and regional reuse projects will be central to meeting supply goals, potentially increasing funding opportunities but also expectations for project delivery. STATE BUDGET UPDATE State Revenues Outpace Projections Ahead of May Revision The California Department of Finance Finance Bulletin reflects a modest but meaningful improvement in the State’s fiscal outlook. Year-to-date General Fund revenues are tracking approximately $7 billion (5.1 percent) above projections, with February receipts also exceeding expectations. These gains are primarily driven by stronger-than-anticipated personal income and corporate tax revenues, signaling continued resilience in California’s core revenue streams despite broader economic moderation. At the same time, underlying economic indicators present a mixed but stable picture. Growth is slowing but remains positive, inflation continues to ease, and the labor market is showing slight softening. Housing activity remains uneven across regions, reflecting ongoing affordability challenges and higher interest rates. Collectively, these conditions suggest the State is navigating a transition from a more volatile post-pandemic revenue environment toward a steadier, though still uncertain, fiscal footing. Looking ahead, the next key milestone in the budget process is the Governor’s May Revision, which will incorporate updated revenue data and revised expenditure assumptions. This will set the framework for final negotiations leading to the constitutionally required June budget adoption deadline. Following adoption, the State will continue to refine policy and funding allocations through budget trailer bills, which are expected to move throughout the summer months and into August. LAO Reviews Governor’s Proposal to Streamline Affordable Housing Financing The Legislative Analyst’s Office (LAO) released an analysis of the Governor’s 2026–27 budget proposals aimed at simplifying affordable housing financing and improving coordination across state programs. The proposals are intended to reduce administrative complexity and create a more centralized and predictable funding structure to accelerate housing production. Affordable housing developments in California often rely on multiple public funding sources administered by different agencies with varying timelines and requirements. The LAO notes that this fragmented system has contributed to project delays and increased development costs, resulting in uncertainty around when projects move forward. These dynamics can complicate long-term infrastructure planning, including the timing of water service connections, system capacity assessments, and capital improvement planning tied to new development. In response, the state has begun restructuring its housing finance programs, including the creation of the Housing Development and Finance Committee (HDFC) within the California Housing and Homelessness Agency. The Governor’s proposal would expand HDFC’s role to support a more unified application and funding process, better aligning funding timelines with project readiness. Page 3 The proposal also includes changes to the Affordable Housing and Sustainable Communities Program (AHSC), shifting its housing component to HDFC while maintaining the transportation component at the Strategic Growth Council. These changes could affect how and when projects move through the development pipeline, as well as where new growth is concentrated; factors that influence water demand projections, infrastructure planning, and the timing of system expansion. The LAO recommends further consolidation of housing programs, a single application process for combined funding sources, and improved reporting to increase transparency around funding demand and project outcomes. As the budget process continues, the Legislature is expected to evaluate whether these changes reduce financing timelines and improve the predictability of project delivery, particularly as developments move from planning into construction and service phases. Additionally, several policies have been introduced and will likely continue to be introduced, impacting OC San’s ability to levy capacity fees on new housing, which Townsend Public Affairs is currently discussing with OC San staff. OC SAN LEGISLATIVE POSITIONS OC San staff and Townsend Public Affairs monitor current and upcoming legislation. Per the Board approved Legislative and Regulatory Plan, OC San has submitted two position letters: Assembly Bill (Ward) 2180 - Proposition 218 Omnibus Implementation Act AB 2180 clarifies how local governments may demonstrate compliance with the constitutional requirement that fees not exceed the proportional cost of service. The bill allows agencies to use any reasonable method to allocate service costs among parcels, supported by existing or reasonably estimated data. The bill is sponsored by ACWA. AB 2180 has passed the Assembly and is in the Senate, waiting policy committee assignment. OC San’s Position: Support. Page 24 section K (h) of the Legislative and Regulatory Plan Assembly Bill (Johnson) 2381- Local Agency Public Construction Act: Municipal Water Districts: Sanitation Districts: Lowest Responsible Bidder AB 2381 amends the Local Agency Public Construction Act to update competitive bidding requirements for municipal water districts and sanitation districts. Specifically, the measure increases the threshold for public works contracts that must be awarded to the lowest responsive and responsible bidder from $35,000 to $220,000. AB 2381 was referred to the Assembly Committee on Local Government but has not been set for a hearing. The deadline for legislation to pass out of policy committee is April 24. OC San’s Position: Support. Page 23 section J (e) of the Legislative and Regulatory Plan and is consistent with previous bill concepts that TPA has discussed with OC San staff and the Board. Page 4 Assembly Bill 2777 (ESTM Committee) – State Water Pollution Control Revolving Fund program AB 2777, sponsored by CASA and WateReuse, this bill would provide additional flexibility for the State Water Resources Control Board to modernize the Clean Water State Revolving Fund (CWSRF) loan program. The bill would authorize the state board to assess fees in place of an annual charge for financial assistance and would authorize the fees or annual charge to be assessed at any rate as permitted by federal law. AB 2777 passed out of the Assembly Environmental Safety and Toxic Materials Committee and has been referred to the Appropriations Committee. OC San’s Position: Support an industry coalition letter. Page 23 section D (A) and section E (c) of the Legislative and Regulatory Plan. OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 35 Alvarez [D]This legislation, would exempt the adoption of regulations needed to effectuate or implement programs of the act from the requirements of the Administrative Procedure Act (APA). The bill would require a state entity that receives funding through Proposition 4 to administer a competitive grant program established using the Administrative Procedure Act exemption to do certain things, including develop draft project solicitation and evaluation guidelines and to submit those guidelines to the Secretary of the Natural Resources Agency, except as provided. The bill would require the Secretary of the Natural Resources Agency to post an electronic form of the guidelines submitted by a state entity and the subsequent verifications on the Natural Resources Agency’s internet website. In Senate Rules waiting assignment Watch Legislative and Regulatory Policies: Grant Funding – Oppose proposals placing further requirements on grant recipients that return low value for high administrative costs ACC-OC - NYC LOCC - Support CASA - Support CSDA - NYC ACWA - Support AB 634 Gonzalez [R]The legislation intends to add tianeptine to the Schedule I category of controlled substances, reflecting the highest level of legal restriction. This action is intended to limit the potential misuse and abuse of the substance by prohibiting its manufacture and sale unless explicitly allowed. The bill emphasizes the importance of this classification to curb the substance's availability and mitigate associated risks to public health. In Senate Rules waiting assignment Watch Legislative and Regulatory Policies Source Control – Support legislation, regulations, and funding assistance that would lead to decreased introduction of microplastics, and other contaminants of concern discharged into the sewer system. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 643 Wilson [D]AB 643 mandates a 75% reduction in organic waste disposal to landfills by 2025 to combat methane emissions. The bill tasks the Department of Resources Recycling and Recovery, along with the State Air Resources Board, with formulating associated regulations. Local jurisdictions are empowered to utilize organic materials as agricultural soil amendments to meet these goals, provided they follow specific guidelines. This approach aims to enhance California's climate resilience through sustainable waste management practices. In Senate Rules waiting assignment Watch Legislative and Regulatory Policies: Special Districts – Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Support in concept CSDA - Watch ACWA - NYC AB 748 Harabedian [D]AB 748 authorizes the development and use of preapproved single‑family and multifamily housing plans that local agencies may adopt to expedite housing approvals and reduce duplicative design review. The bill adds Section 65852.29 to the Government Code, allowing a property owner to build housing consistent with a jurisdiction’s preapproved plan without undergoing additional design review, provided the housing meets the criteria of the adopted plan. This aims to accelerate production of housing units while maintaining local standards for design and land use, reducing processing time and cost for both agencies and developers. The bill is intended to support increased housing supply and consistency in planning approaches across jurisdictions. In Senate Rules waiting assignment Watch Legislative and Regulatory Policies: Housing & Infrastructure Planning – Support statewide efforts to improve housing production and planning efficiency while protecting local infrastructure planning authority and avoiding unfunded mandates. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 1198 Haney [D]Beginning July 1, 2027, changes in prevailing wages by the Director of Industrial Relations will affect contracts awarded or announced after this date. Affected parties can request a review within 20 days, with a final decision issued within 20 days thereafter. Certain housing projects are exempt from these updates. In Senate Rules waiting assignment Watch Legislative and Regulatory Policies: Special Districts – Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Oppose CASA - Watch CSDA - NYC ACWA - NYC AB 1383 McKinnor [D]AB 1383 revises the pensionable compensation limits for public retirement systems in accordance with federal guidelines starting January 1, 2027. It introduces new retirement formulas for safety members, allowing for collective bargaining agreements to adjust these formulas. This bill supports the alignment of state retirement benefits with federal standards and facilitates negotiation over pension terms. In Senate Rules waiting assignment Watch Legislative and Regulatory Policies: Labor Relations/Human Resources – Oppose any measure that imposes upon local government mandated employee benefits that are more properly decided at the local bargaining table ACC-OC - NYC LOCC - Oppose CASA - NYC CSDA - NYC ACWA - NYC AB 1617 Alanis [R]AB 1617 requires public agencies and contractors handling household hazardous waste to submit the Form 303 Household Hazardous Waste Collection Report annually for the prior calendar year, aligning the reporting period with the calendar year. This shift aims to improve the consistency and accuracy of hazardous waste tracking. Passed Assembly Appropriations, is on the Assembly Floor for consideration Watch Legislative and Regulatory Policies: Biosolids, Organics, and Biogas – Limit redundant reporting requirements on organics, recyclable material, and solid waste. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 1621 Wilson [D]AB 1621 aims to streamline and speed up the post-approval (post entitlement) permitting process for housing projects by setting clearer rules, firm timelines, and limits on agency reviews. Recent amendments strengthen the bill by capping plan check rounds, shortening appeal timelines, restricting new or changing requirements, and tying violations of these rules to the Housing Accountability Act, making it easier to hold local agencies accountable for delays or noncompliance. Passed Assembly Local Government and Assembly Housing and Community Development, and is pending a hearing date in Assembly Appropriations Watch Legislative and Regulatory Policies: Housing & Local Agency Authority – Monitor and assess legislation that affects housing development processes and ensure local agency discretion is preserved in infrastructure planning and project implementation. ACC‑OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC Proposed Legislation 2026 High Priority OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 1710 Carrilo [D]AB 1710 redefines the criteria for "ordinances, policies, and standards" within housing development, adding materials, requirements, and standards imposed by other public agencies. It mandates compliance with existing plans and standards at the time of a preliminary application. The bill aligns with the Permit Streamlining Act, requiring projects considered for housing developments or emergency shelters to meet consistency and compliance evaluations. This bill enforces a state-mandated local program impacting all cities, including charter cities, and affects provisions for mandated cost reimbursements to local agencies. Passed Assembly Housing and Community Development and Assembly Local Government, and is pending a hearing date in Assembly Appropriations. Watch Legislative and Regulatory Policies: Special Districts – Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Not Favor Unless Amended AB 1729 Lee [D]AB 1729 revises existing telecommuting provisions by introducing the term "telework" and mandates the Department of General Services to create a dashboard documenting the benefits and savings of state telework programs. Each state agency must evaluate its telework program every 10 years to ensure alignment with operational needs and workforce goals. This bill is labeled an urgency statute for immediate effect and only impacts state agencies. Passed Assembly Public Employment and Retirement, and is pending a hearing date in Assembly Appropriations. Watch Legislative and Regulatory Policies: Special Districts – Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 1772 Papan [D]AB 1772 aims to address and prevent the proliferation of aquatic invasive species, specifically the golden mussel, within California's water systems. This legislation intends to help safeguard the state's biodiversity and maintain ecological balance by implementing measures to monitor, report, and control the spread of these species in waterbodies and infrastructure systems. Eligible to be heard on March 12. Has not yet been assigned to Rules Watch Legislative and Regulatory Policies: Water Quality & Ecosystem Protection – Support measures that control invasive species and protect California water systems. ACC-OC - NYC LOCC - NYC CASA - Support CSDA - NYC ACWA - Support AB 1777 Garcia [D]AB 1777 would amend the Health and Safety Code to explicitly authorize the California Air Resources Board (CARB) to adopt regulations to reduce or mitigate emissions from indirect sources of air pollution, such as facilities, land uses, and activities that attract mobile emission sources like trucks, trains, and other vehicles. The bill clarifies that CARB can take this action when necessary to achieve ambient air quality standards required under federal law, expanding the agency’s authority beyond current direct vehicle emissions regulation. It aims to fill gaps where regional indirect source rules have been adopted locally but no consistent statewide mechanism exists to reduce pollution from high‑traffic indirect sources. Passed Assembly Natural Resources and is in Assembly Appropriations. Watch Legislative and Regulatory Policies: Air Quality & Environmental Protection – Support measures that strengthen air quality protections while minimizing undue regulatory or operational impact on local agencies. ACC‑OC - NYC LOCC - Watch CASA - NYC CSDA - NYC ACWA - NYC AB 1821 Pacheco [D]AB 1821 allows agencies to charge fees for time spent searching for public records beyond certain thresholds and updates response timelines to business days. Recent amendments refine the fee structure, clarify exemptions, and adjust response and extension periods. Passed Assembly Judiciary and is pending a hearing date in the Assembly Appropriations. Watch Legislative and Regulatory Policies: Public Transparency and Governance – Support policies that promote transparency and accountability in public agency operations while ensuring administrative requirements remain reasonable for local agencies. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 1838 Berman [D]AB 1838 requires contractors bidding on public works projects to disclose any past wage-and- hour violations and demonstrate corrective actions. Recent amendments clarify disclosure requirements, documentation standards, and allow disqualification for noncompliance. Is pending consideration on the Assembly Floor. Watch Legislative and Regulatory Policies: Public Contracting Transparency – Support policies that enhance transparency and accountability in public contracting while ensuring competitive and equitable procurement processes. ACC‑OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 1898 Schultz [D]This legislation mandates that employers must inform employees about the use of AI tools in decisions affecting employment and worker surveillance activities.Notifications must specify the impacted employment decisions,and employers are required to maintain an updated list of AI tools used,which should be provided annually to employees.Enforcement includes penalties for non-compliance,reviewable through the Labor Commissioner or via civil action by affected workers. Passed Assembly Privacy and Consumer Protection Committee and is pending a hearing date in Assembly Appropriations Watch Guiding Priorities: Oppose redundant regulatory and legislative requirements that impose excessive limitations on effective operations; ACC‑OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 1997 Lee [D]AB 1997 requires a lead agency to approve or disapprove a housing development project where 90% of the units are affordable to very low or extremely low income households within 30 days of certifying an environmental impact report (EIR), and establishes a working group to make recommendations on the most effective ways to expedite the development of housing. Passed Assembly Local Government and is scheduled in Assembly Housing & Community Development for a hearing on April 22. Watch Legislative and Regulatory Policies: Local Agency Authority & Infrastructure – Support policies that affirm local control and clarity in agency operations affecting infrastructure development and system management. ACC‑OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 2013 Bennett [D]AB 2013 requires specified community water systems located in high or very high fire risk areas to provide an annex to their disaster preparedness plans that includes specified information relating to system preparedness and resiliency during a wildfire. Failed passage from Assembly Emergency Management. Watch Legislative and Regulatory Policies: Disaster Preparedness – Support legislation that improves emergency preparedness and infrastructure resilience to protect critical water and wastewater services during disasters. ACC-OC - NYC LOCC - NYC CASA - Support CSDA - NYC ACWA - OUA OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 2026 Aguiar-Curry [D]AB 2026 expands and streamlines the process for diverting flood flows for groundwater recharge by broadening eligibility, expediting permitting, and exempting certain projects from CEQA. Recent amendments further expand the definition of flood flows, remove prior sunset limits, allow private entities to participate with groundwater agencies, and establish clearer permitting timelines and criteria. Passed Assembly Water Parks and Wildlife and is scheduled for a hearing in Assembly Natural Resources on April 20. Watch Legislative and Regulatory Policies: Water Supply and Resource Management – Support policies that improve water supply reliability and sustainable groundwater management across California. ACC-OC - NYC LOCC - NYC CASA - Support CSDA - NYC ACWA - Support AB 2125 Bennett [D]AB 2125 enhances the requirements imposed upon a plaintiff when filing a notice of completion of the mailing when conducting the specialized service of process provisions utilized in comprehensive groundwater adjudications. Is pending consideration on the Assembly Floor. Watch Legislative and Regulatory Policies: Water Resources Administration – Support policies that improve transparency and accountability in water rights and groundwater basin management. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 2127 Johnson [D]AB 2127 prevents local governments from prohibiting the construction of new accessory dwelling units (ADUs) in an area solely because the lots are served by private sewage disposal systems. Passed Assembly Housing and Community Development and is pending a hearing date in Assembly Local Government. Watch Legislative and Regulatory Policies: Regulatory Reporting & Transparency – Oppose proposals that create redundant reporting requirements that do not yield commensurate public benefit and impose unnecessary administrative burden on local agencies. ACC‑OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 2180 Ward [D]AB 2180 updates the Proposition 218 Omnibus Implementation Act by clarifying that local agencies can use any reasonable method to show that property-related fees reflect the cost of service, rather than needing exact calculations for each parcel. It also confirms that water and sewer agencies can use uniform or tiered rates based on customer characteristics, and gives agencies flexibility to allocate costs within those tiers using reasonable approaches, as long as rates do not exceed the cost of providing service. Passed out of the Assembly Local Government Committee and is now on the Assembly Floor Support Legislative and Regulatory Policies: Local Agency Authority – Support policies that protect local agencies’ ability to set rates and fees necessary to provide essential wastewater and water services. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 2381 Johnson [D]AB 2381, introduced by Assembly Member Natasha Johnson, aims to amend the Local Agency Public Construction Act to increase the threshold for contracts awarded by municipal water districts and sanitation districts to the lowest responsible bidder from $35,000 to $220,000. The bill mandates the Controller to adjust this amount annually to reflect the percentage change in the Engineering News-Record Construction Cost Index and publish the adjusted amount on its internet website. Referred to Assembly Local Government Support Legislative and Regulatory Policies: Public Contracting – Procurement & Fair Practices – Support fair and effective public contracting standards that enhance local agency competitiveness while preserving transparency and accountability. ACC‑OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 2447 Bauer-Kahan [D]AB 2447 creates the Nitrogen Pollution Reduction Act. Requires the State Water Resources Control Board (State Water Board) to require the Regional Water Quality Control Boards (Regional Water Boards) to update the Irrigated Lands Regulatory Program (ILRP) in order to reduce nitrogen waste discharges from commercial irrigated agricultural lands so that by January 1, 2030, those lands do not cause or contribute to exceedances of the maximum contaminant level (MCL) for nitrate, or exceedances of a water quality objective or total maximum daily load (TMDL) for nitrate. Passed Environmental Safety And Toxic Materials and is pending a hearing date in Assembly Appropriations. Watch Legislative and Regulatory Policies: Water Quality & Ecosystem Protection – Support policies promoting nutrient management, water quality, and sustainable agriculture. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Oppose AB 2568 Johnson [D]AB 2568 reduces the maximum number of days water district board members may be compensated each month, from 20 days to 15 days. Recent amendments clarify this limit by revising prior proposed changes to board compensation caps. Is scheduled for a hearing in Assembly Local Government on April 22. Watch Legislative and Regulatory Policies: Governance & Compensation – Support policies aligning compensation with board responsibilities. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC AB 2630 Bennett [D]AB 2630 requires the State Water Resources Control Board to continue adopting water diversion measurement and reporting regulations as emergency regulations through January 1, 2032. Recent amendments extend this requirement and maintain CEQA exemptions for those regulations. Passed Assembly Water Parks and Wildlife, and is scheduled for a hearing in Assembly Natural Resources on April 20. Watch Legislative and Regulatory Policies: Water Resources Administration – Support policies that streamline water regulation and protect water supply reliability. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support AB 2656 Petrie-Norris [D]AB 2656 requires a public employer shall provide a recognized employee organization no less than 45 days’ written notice before taking an action to develop, purchase, implement, or utilize any generative artificial intelligence to perform a service that is within the scope of work of the job classification represented by the recognized employee organization Is scheduled for a hearing in Assembly Public Employment and Retirement on April 22. Watch Guiding Priorities: Oppose redundant regulatory and legislative requirements that impose excessive limitations on effective operations; ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - Oppose ACWA - NYC AB 2777 Environmental Safety and Toxic Materials [Committee] AB 2777 authorizes the State Water Resources Control Board (State Water Board), when administering loans under the Clean Water State Revolving Fund (CWSRF), to assess a fee instead of interest (also known as fee in lieu of interest) for financial assistance services rendered under the CWSRF, and makes a technical change to recently enacted legislation dealing with recycled water. Passed Assembly Environmental Safety and Toxic Materials and is pending a hearing date in Assembly Appropriations. Support Legislative and Regulatory Policies: Water Quality & Funding – Support policies promoting accountability in water quality financing. ACC-OC - NYC LOCC - NYC CASA - Sponsor CSDA - NYC ACWA - Support OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 239 Arreguin [D]Current law, until January 1, 2026, authorizes specified neighborhood city councils to use alternate teleconferencing provisions related to notice, agenda, and public participation, as prescribed, if, among other requirements, the city council has adopted an authorizing resolution and 2/3 of the neighborhood city council votes to use alternate teleconference provisions, as specified. This bill would authorize a subsidiary body, as defined, to use alternative teleconferencing provisions and would impose requirements for notice, agenda, and public participation, as prescribed. The bill would require the subsidiary body to post the agenda at the primary physical meeting location. The bill would require the members of the subsidiary body to visibly appear on camera during the open portion of a meeting that is publicly accessible via the internet or other online platform, as specified. Passed the Senate, and is pending committee assignment in the Assembly. Watch Legislative and Regulatory Policies: Special Districts – Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Sponsor CASA - NYC CSDA - Support ACWA - Favor SB 342 Umberg [D]SB 342 revises the Contractors State License Law, enabling contractors to claim compensation for work if properly licensed during contract execution, even if unlicensed at other times. It allows clients to recover payments made to unlicensed contractors based on the period the contractor was unlicensed. Passed the Senate, and is pending committee assignment in the Assembly. Watch Legislative and Regulatory Policies: Public Contracting – Support legislation that protects local agency contracting integrity. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC SB 899 Grove [D]SB 899 requires the Wildfire and Forest Resilience Task Force to coordinate with health agencies to evaluate the health impacts of severe wildfire smoke by July 1, 2028, utilizing existing data. The findings will guide the enhancement of health outcomes in the Wildfire Resilience Action Plan and allow for independent consultancy contracts as necessary. Passed Senate Natural Resources and is pending a hearing date in Senate Environmental Quality. Watch Legislative and Regulatory Policies: Disaster Preparedness – Support policies that improve wildfire resilience and public health outcomes. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support SB 951 Reyes [D]SB 951 establishes the California Worker Technological Displacement Act, requiring employers to provide advance notice and protections for workers impacted by AI-related job loss. Recent amendments clarify notice requirements, expand worker protections during the notice period, and refine enforcement and penalty provisions. Passed Senate Labor, Public Employment, and Retirement, and is scheduled for a hearing in Senate Privacy, Digital Technologies, and Consumer Protection on April 20. Watch Legislative and Regulatory Policies: Labor Relations – Support policies ensuring worker notification and protections. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC SB 992 Niello [R]SB 992 addresses the auditing process for special districts, removing the January 1, 2027, repeal date for certain auditing exceptions. It increases the financial threshold from $150,000 to $250,000, allowing districts with annual revenues below this amount to replace an annual audit with a financial review, agreed-upon procedures, or a financial compilation. Scheduled for a hearing in Senate Local Government on April 29. Watch Legislative and Regulatory Policies: Governance & Finance – Support policies that streamline audits while maintaining accountability. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC SB 1001 Archuleta [D]SB 1001 requires the Office of Emergency Services to create a standardized identification card (PIV-I credential) program for water utility workers to help them access restricted areas during emergencies. Recent amendments clarify the program’s structure, align it with federal credentialing standards, allow agencies to request cards for qualified personnel, and ensure cardholders can enter closed disaster areas unless safety concerns prevent it. Passed Senate Emergency Management and Senate Public Safety, and is pending a hearing date in Senate Appropriations. Watch Legislative and Regulatory Policies: Disaster Preparedness – Support programs that improve water utility safety during emergencies. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support SB 1036 Grayson [D]SB 1036 modifies the Mitigation Fee Act to require that development impact fees be based on a project’s net impact. Recent amendments require local agencies to reduce or offset fees when a project replaces or demolishes an existing use so that fees reflect only the incremental impact on public facilities. Passed Senate Local Government and is pending consideration on the Senate Floor. Watch Legislative and Regulatory Policies: Development & Land Use – Support policies that ensure fair fee assessment. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC SB 1081 Laird [D]SB 1081 expands an existing exception to mandatory water quality penalties by allowing more small, financially disadvantaged publicly owned treatment works to fund compliance projects instead of paying fines. Recent amendments broaden eligibility to include systems serving 3,000 or fewer people and clarify hardship criteria. Passed Senate Environmental Quality and is scheduled for a hearing in Senate Appropriations on April 20. Watch Legislative and Regulatory Policies: Water Quality & Compliance Flexibility – Support policies that improve regulatory flexibility and compliance mechanisms for wastewater systems, particularly in ways that enable small systems to invest in infrastructure rather than non‑productive penalties. ACC‑OC - NYC LOCC - NYC CASA - Support CSDA - NYC ACWA - Support SB 1085 Durazo [D]SB 1085 requires cities and counties to identify applicable public water systems earlier in the housing development process and to request water supply information shortly after an application is submitted. Recent amendments accelerate timelines by requiring water systems to provide water supply assessments within 45 days for certain housing projects, remove the need for public meeting approval, and allow cities or counties to take legal action if assessments are not provided on time. Passed Senate Natural Resources and Water and scheduled in Senate Local Government on April 22 Watch Legislative and Regulatory Policies: Water Supply & Project Planning – Support policies that improve water system planning and assessments. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 1117 Cervantes [D]SB 1117 focuses on accessory dwelling units (ADUs) and junior accessory dwelling units, refining the calculation of impact fees. It mandates that fees for ADUs over 750 square feet be based solely on the area exceeding this threshold, altering local agencies' responsibilities and overriding municipal affairs to ensure statewide applicability. The bill stipulates no state reimbursement for local costs incurred due to these changes. Passed Senate Housing and is scheduled for a hearing in Assembly Local Government on April 22. Watch Legislative and Regulatory Policies: Housing – Support policies that improve equity in ADU fee structures. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - NYC SB 1125 Menjivar [D]SB 1125 mandates the State Water Resources Control Board to devise an annual needs assessment for drinking water by May 1, 2027, and every year afterwards. This includes evaluating the funds required to maintain affordable water services for community systems with fewer than 3,000 connections, updating this analysis every three years. Passed Senate Environmental Quality and is scheduled for a hearing in Senate Energy, Utilities, and Communications on April 21. Watch Legislative and Regulatory Policies: Water Supply – Support policies ensuring safe, reliable drinking water. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support SB 1139 Laird [D]SB 1139 gives the Monterey Peninsula Water Management District authority to enforce an existing prohibition against the use of potable water for the irrigation of nonfunctional turf located on commercial, industrial, and institutional properties, and on properties of homeowners’ associations, common interest developments, and community service organizations establishes the Water Rate Assistance Program, administered by the State Water Resources Control Board (State Water Board), to provide rate assistance for drinking water services to low-income residential ratepayers. Passed Senate Natural Resources and Water and is pending consideration on the Senate Floor. Watch Legislative and Regulatory Policies: Water Conservation – Support policies enforcing potable water conservation. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support SB 1159 Cabaldon [D]SB 1159 specifies that nonhuman entities, including AI and robots, are excluded from definitions in key legislative acts concerning public access and participation, such as the California Public Records Act and the Political Reform Act. The goal of this legislation is to preserve human- centric interactions in California’s democratic institutions and not overwhelm public agencies by protecting public resources from being consumed by machine-generated requests On the Assembly Floor Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration ACC-OC - NYC LOCC - Support CASA - NYC CSDA - NYC ACWA - NYC SB 1153 Caballero [D]SB 1153 requires urban retail water suppliers in high fire risk areas to update their disaster preparedness plans to include specific wildfire response and mitigation strategies. Recent amendments clarify that these requirements are focused on planning (not guaranteeing water service during fires) and provide liability protections by stating that water systems are not responsible for wildfire damages due to loss of pressure or supply, and are not required to function as firefighting systems. Passed Senate Emergency Management and will be heard in Senate Natural Resources and Water on April 21 Watch Legislative and Regulatory Policies: Disaster Preparedness – Support policies enhancing water supplier wildfire response. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support SB 1313 McNerney [D]SB 1313 expands funding opportunities for projects that address PFAS contamination in drinking water by allowing grants and loans through existing state and federal funding sources. Recent amendments refine the measure to focus funding specifically on public water systems, clarify eligible activities (like treatment, testing, and planning), and allow implementation through a policy handbook rather than formal rulemaking, streamlining how the program is carried out. Will be heard in Senate Environmental Quality on April 22 Watch Legislative and Regulatory Policies: Water Quality & Contaminants – Support policies addressing PFAS in drinking water. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support SB 1417 Pérez [D]SB 1417 prohibits mutual water companies from charging tenants for water service and requires charges to be directed to shareholders, while establishing notice and public meeting requirements before certain assessments or rate increases. Recent amendments also require disaster-impacted public water systems to complete a disaster impact assessment within six months of an emergency, including evaluating system damage, water supply reliability, affordability impacts, and whether consolidation with another system may be necessary, as a condition of receiving state funding. Referred to Senate Emergency Management and Senate Environmental Quality Watch Legislative and Regulatory Policies: Disaster Preparedness – Support policies improving post- disaster water system assessment and recovery. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - NYC ACWA - Support Legend:ACC-OC - Association of California Cities, Orange County LOCC - League of California Cities NYC - Not Yet Considered CASA - California Association of Sanitation Agencies ACWA - Association of California Water Agencies CSDA - California Special Districts Association 1 | P age TO: Orange County Sanitation District FROM: Whittingham Public Affairs Advisors DATE: April 17, 2026 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: • Residents in the Talega neighborhood of San Clemente have launched a petition opposing the proposed increase of the Prima Deshecha Landfill’s daily maximum trash intake from 4,000 tons to 8,000 tons. The proposed expansion is driven by the anticipated closure of Olinda Alpha Landfill near Brea in the coming years. It builds on a major milestone in 2023, when an $88 million excavation project broke ground to remove approximately seven million cubic yards of dirt and rock across 65 acres of unused landfill property. This effort is designed to accommodate South Orange County’s waste disposal needs through 2102, effectively extending the facility’s operational life by another 50 years. Prima Deshecha currently processes an average of 2,625 tons of waste per day, with approximately 30 percent, about 772 tons per day—imported from outside Orange County, primarily from Los Angeles County. The landfill is permitted to accept up to 4,000 tons per day and may legally import up to 1,840 tons per day under its existing permit. Local residents have organized a fundraiser to secure legal representation and worked with the City of San Clemente to host a town hall meeting on April 30. • The Board of Supervisors voted to create the LA 28 Olympic Preparedness Committee, led by Supervisors Foley and Sarmiento, to begin preparing for the Olympics and the revenue opportunities for Orange County that may come with the Games. Orange County is set to host two competitions during the Olympics in 2028, with surfing in San Clemente and volleyball in Anaheim. In addition, many nations will utilize local colleges and universities, including UC Irvine and Cal State Fullerton, and will train at existing facilities countywide, such as the Marguerite Aquatics Complex in Mission Viejo. The global event is expected to attract millions of visitors to the region and officials want to begin addressing a variety of issues, including transportation, hospitality, viewing parties, and potential revenue- generating events. 2 | P age • Cities countywide are grappling with challenging economic times as council members prepare to discuss and deliberate their respective 2026-2027 budgets. Most recently, the City of Irvine announced that it could be facing a $47 million shortfall within five years if steps are not taken to reduce spending. The City of Santa Ana is exploring ways to address a projected $19 million budget shortfall. Complicating the issue, the city’s 1.5 percent sales tax measure (Measure X), approved in 2018, is set to begin phasing out in 2029—resulting in an estimated $30 million annual revenue loss over time unless extended by voters.. The City of Fullerton is considering two separate sales tax measures in November to pay for various services and to address street conditions citywide; and in Orange, the City Council shifted $17 million from other funds to cover the general fund’s projected deficit. The State Department of Fish and Wildlife is investigating complaints of potential Fish and Game Code violations in San Juan Creek by Orange County Public Works. At the same time, the County is evaluating alternative vegetation control methods in San Juan and Trabuco Creeks following a social media campaign by the newly formed community group, Creek Team OC, which raised concerns about herbicide use. Public Works is currently assessing the cost and effectiveness of mechanical and manual removal methods, which are essential for maintaining flood protection. • The South Coast Air Quality Management District is working to bring a proposed rule, 1110.4, to its Governing Board in the fourth quarter to address emissions from emergency backup generators. Existing emergency engines are permitted to run 20- 30 hours per year for testing, but on average, just one Public Safety Power Shutoff, or PSPS, event typically lasts longer than this duration. 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 April 6, 2026 The Honorable Damon Connolly, Chair Assembly Environmental Safety and Toxic Materials Committee 1020 N Street, Room 171 Sacramento, CA 95814 RE: AB 2777 (Committee on Environmental Safety & Toxic Materials): State Water Pollution Control Revolving Fund program: loans: outdoor eating areas: water reuse- SUPPORT Dear Chairman Connolly and Members of the Committee: The California Association of Sanitation Agencies (CASA) and WateReuse California (WRCA) are proud to co-sponsor and along with the undersigned agencies, strongly support AB 2777 (ESTM Committee). This bill would provide additional flexibility for the State Water Resources Control Board to modernize the Clean Water State Revolving Fund (CWSRF) loan program. The CWSRF is a flagship state infrastructure program that provides low interest loans and principal forgiveness grants (for disadvantaged communities) to public agencies for water quality and recycled water projects. In partnership with the Federal SRF program, the loan program has served as a low-cost alternative to commercial bonds since its inception in the 1980s, protecting California ratepayers by keeping critical infrastructure and water supply reliability project costs as low as possible. The CWSRF currently relies on periodic infusions of funding from a variety of sources, including Federal infrastructure funds, voter approved Bond measures, and State General Fund appropriations to infuse new capital into circulation for lending. A major feature of the program is the continual cycle of interest and principal from the loans that cycle back into circulation for future project funding. However, the fund is at risk of losing annual capitalization from the federal government which would result in just interest circulating. This could result in annual loan totals going from $600 million per year to perhaps $200 million per year. With HUNDREDS OF BILLIONS of dollars of wastewater and recycled water projects planned in the state, more money needs to be infused into the program, not less. AB 2777 would provide the Water Board with more flexibility to stabilize the loan capacity over time by adjusting interest rates for large borrowers to account for the long-term solvency of the fund while maintaining appealing, below market-rate loan options for water infrastructure projects. CASA and WRCA believe it is in the best interest for the State of California, local public water and wastewater agencies, and California utility ratepayers to ensure the long-term solvency of the CWSRF program. We look forward to working with the Water Board and other stakeholders to implement the changes afforded in this legislation through the Clean Water SRF policy amendment process. We expect that stakeholder process will result in a modernized loan program that reflects a mutually beneficial outcome for both the lending program and the borrowers, and that our shared goal towards long term program solvency can be realized. Additionally, AB 2777 would define in code, the term “incidental runoff” that was included in SB 31 (2025, McNerney). A definition was inadvertently omitted from SB 31. The language included in AB 2777 is the exact language that was vetted through a stakeholder process at the Department of Water Resources in 2024/25 and is included in Title 23 of the California Code of Regulations. By including this definition in AB 2777, a costly proceeding does not need to be initiated at the State Water Resources Control Boad. Because the definition was robustly discussed in an open and public form very recently, we are confident the language as received due consideration. For these reasons, CASA and WRCA are proud to co-sponsor and join in the undersigned broad support this legislation and urge the committee to support the bill. Sincerely, Jessica Gauger Director of Legislative Advocacy and Public Affairs California Association of Sanitation Agencies Brenley McKenna Managing Director WateReuse California Greg Thomas General Manager Elsinore Valley Municipal Water District Kevin L. Alexander, P.E. Acting General Manager Inland Empire Utilities Agencies Craig D. Miller, P.E. General Manager Western Municipal Water District Edward Caldwell General Manager West Basin Municipal Water District Jennifer Cabral Director of Communications Orange County Sanitation District Krista Bernasconi Mayor City of Roseville David Pedersen General Manager Las Virgenes Municipal Water District Jan R. Lee General Manager Dublin San Ramon Services District Roger S. Bailey General Manager Central Contra Costa Sanitary District Steve Jepsen Executive Director Clean Water SoCal Robert C. Ferrante Chief Engineer and General Manager Los Angeles County Sanitation Districts Christoph Dobson General Manager/District Engineer Sacramento Area Sewer District cc: Asm. Stan Ellis, Vice Chair, Assembly Environmental Safety and Toxic Materials Comm. Members, Assembly Environmental Safety and Toxic Materials Comm. Josh Tooker, Chief Consultant, Assm Environmental Safety and Toxic Materials Comm. Gino Folchi, Republican Consultant, Assembly Environmental Safety and Toxic Materials Comm. AMENDED IN ASSEMBLY MARCH 26, 2026 california legislature—2025–26 regular session ASSEMBLY BILL No. 2777 Introduced by Committee on Environmental Safety and Toxic Materials (Assembly Members Connolly (Chair), Ellis (Vice Chair), Lee, and McKinnor) February 24, 2026 An act to add Section 13402 to amend Sections 13477.5, 13480, and 13551 of the Water Code, relating to water quality. legislative counsel’s digest AB 2777, as amended, Committee on Environmental Safety and Toxic Materials. State Water Quality Control Fund: loan and grant moneys: notification. Pollution Control Revolving Fund program: loans: outdoor eating areas: water reuse. (1) Existing law establishes the State Water Pollution Control Revolving Fund program, pursuant to which state and federal funds are continuously appropriated from the State Water Pollution Control Revolving Fund to the State Water Resources Control Board for loans and other financial assistance for purposes related to the federal Clean Water Act. Existing law establishes the State Water Pollution Control Revolving Fund Administration Fund (administration fund) to provide funds, upon appropriation by the Legislature, to be expended by the state board for payment of the reasonable costs of administering the State Water Pollution Control Revolving Fund. Existing law authorizes the state board to assess an annual charge for financial assistance services, not to exceed 1% of the financial assistance repayment amount and computed according to the true interest cost method, as provided, and requires those annual charges to be deposited into the 98 administration fund. Existing law authorizes the financial service rate to be applied at any time during the term of the financial assistance and requires the rate to remain unchanged for the duration of the financial assistance. Existing law prohibits the financial assistance rate from increasing the financial assistance repayment amount after being applied. Existing law requires the state board to, at least once each fiscal year, adjust the financial assistance service rate. Existing law requires the state board to set the total amount of revenue collected each year through the annual charges at an amount that is equal as practicable to the appropriation amount set forth in the annual Budget Act. This bill would additionally authorize the state board to assess fees in place of an annual charge for financial assistance and would authorize the fees or annual charge to be assessed at any rate as permitted by federal law. The bill would delete the provision prohibiting the changing of the financial assistance rate during the financial assistance and the increasing of the financial assistance repayment amount. The bill would delete the requirement relating to the appropriation amount set forth in the annual Budget Act. (2) Existing law authorizes moneys in the State Water Pollution Control Revolving Fund to be used for loans that meet specified requirements, including that the loans be made at or below market interest rates and, to the extent permitted by federal law, requiring that the combined interest and loan service rate be set at a rate not to exceed 50% of the interest rate paid by the state on the most recent sale of state general obligation bonds, as provided. Existing law requires the combined interest and loan service rate to be 0% for certain applicants who provide matching funds. This bill would delete the provision requiring that the combined interest and loan service rate be set at a rate not to exceed 50% of the interest rate paid by the state on the most recent sale of state general obligation bonds. The bill would require the loans to be made at below market interest rates. (3) Existing law prohibits a person or public agency, including a state agency, city, county, city and county, district, or any other political subdivision of the state, from using water from any source of quality suitable for potable domestic use for nonpotable uses, including, among other locations, parks, if suitable recycled water is available, as provided. Existing law provides that incidental amounts of spray, mist, or runoff are to be permitted to enter outdoor eating areas of parks and 98 — 2 — AB 2777 open spaces when irrigated with disinfected tertiary treated recycled water that complies with a specified regulation regarding irrigation. This bill would instead provide that incidental runoff is to be permitted to enter outdoor eating areas of parks and open spaces when irrigated with disinfected tertiary treated recycled water that complies with a specified regulation regarding irrigation. The bill would define “incidental runoff” as unintended amounts of runoff, such as unintended, minimal overspray from sprinklers that escapes the area of intended use. Existing law continuously appropriates certain funds from the State Water Quality Control Fund for expenditure by the State Water Resources Control Board for specified purposes. This bill would require the state board to post on its internet website the loan and grant moneys available from the State Water Quality Control Fund. Vote: majority. Appropriation: no. Fiscal committee: yes. State-mandated local program: no. The people of the State of California do enact as follows: line 1 SECTION 1. The Legislature finds and declares all of the line 2 following: line 3 (a) It is the intent of the Legislature to provide the State Water line 4 Resources Control Board with the authority to offer larger line 5 below-market rate loans that will help reinforce the long-term line 6 solvency of the fund and support affordable recycled water, line 7 wastewater, and water quality infrastructure in California. line 8 (b) It is the intent of the Legislature that when the State Water line 9 Resources Control Board adopts amendments to the Clean Water line 10 State Revolving Fund policy to implement this act, the board will line 11 collaborate with stakeholders and take steps to ensure projects line 12 receiving higher interest rates incur other benefits not offered to line 13 projects receiving the lowest offered rate. line 14 SEC. 2. Section 13477.5 of the Water Code is amended to read: line 15 13477.5. (a) The State Water Pollution Control Revolving line 16 Fund Administration Fund is hereby created in the State Treasury. line 17 (b) The following moneys shall be deposited in the line 18 administration fund: 98 AB 2777 — 3 — line 1 (1) Moneys transferred to the administration fund to pay the line 2 costs incurred by the board in connection with the administration line 3 of this chapter. line 4 (2) The amounts collected for financial assistance services line 5 pursuant to subdivision (c). line 6 (3) Notwithstanding Section 16475 of the Government Code, line 7 any interest earned upon the moneys deposited in the administration line 8 fund. line 9 (c) (1) For any financial assistance made pursuant to Section line 10 13480, the board may assess fees or an annual charge for financial line 11 assistance services with regard to the financial assistance, not to line 12 exceed 1 percent of the financial assistance balance computed line 13 according to the true interest cost method. as permitted by federal line 14 law. line 15 (2) Any amounts collected under this subdivision shall be line 16 deposited in the administration fund. line 17 (3) The financial assistance service rate authorized by this line 18 subdivision may be applied at any time during the term of the line 19 financial assistance, and once applied, shall remain unchanged for line 20 the duration of the financial assistance and shall not increase the line 21 financial assistance repayment amount as set forth in the terms line 22 and conditions imposed pursuant to this chapter. assistance. line 23 (d) Moneys in the administration fund, upon appropriation by line 24 the Legislature to the board, may be expended for payment of the line 25 reasonable costs of administering the fund. line 26 (e) The board shall set the total amount of revenue collected line 27 each year through the charges authorized by subdivision (c) at an line 28 amount that is as equal as practicable to the revenue levels set forth line 29 in the annual Budget Act for this activity. At least once each fiscal line 30 year, the board shall adjust the financial assistance service rate line 31 imposed pursuant to subdivision (c) to conform with the revenue line 32 levels set forth in the annual Budget Act. (c). line 33 SEC. 3. Section 13480 of the Water Code is amended to read: line 34 13480. (a) Moneys in the fund shall be used only for the line 35 permissible purposes allowed by the federal act or a federal grant line 36 deposited in the fund, to the extent authorized and funded by that line 37 grant. line 38 (b) Consistent with expenditure for authorized purposes, moneys line 39 in the fund may be used for the following purposes: line 40 (1) Loans that meet all of the following requirements: 98 — 4 — AB 2777 line 1 (A) Are made at or below market interest rates. line 2 (B) Require annual payments of principal and any interest, with line 3 repayment commencing not later than one year after completion line 4 of the project for which the loan is made and full amortization not line 5 later than 30 years after project completion unless otherwise line 6 authorized by a federal grant deposited in the fund to the extent line 7 authorized. line 8 (C) Require the loan recipient to establish an acceptable line 9 dedicated source of revenue for repayment of a loan. line 10 (D) (i) Contain other terms and conditions required by the board line 11 or the federal act or applicable rules, regulations, guidelines, and line 12 policies. To the extent permitted by federal law, the combined line 13 interest and loan service rate shall be set at a rate that does not line 14 exceed 50 percent of the interest rate paid by the state on the most line 15 recent sale of state general obligation bonds and the combined line 16 interest and loan service rate shall be computed according to the line 17 true interest cost method. If the combined interest and loan service line 18 rate so determined is not a multiple of one-tenth of 1 percent, the line 19 combined interest and loan service rate shall be set at the multiple line 20 of one-tenth of 1 percent next above the combined interest and line 21 loan service rate so determined. A loan from the fund used to line 22 finance costs of facilities planning, or the preparation of plans, line 23 specifications, or estimates for construction of publicly owned line 24 treatment works shall comply with Section 603(e) of the federal line 25 act (33 U.S.C. Sec. 1383(e)). line 26 (ii) Notwithstanding clause (i), if the loan applicant is a line 27 municipality, an applicant for a loan for the implementation of a line 28 management program pursuant to Section 319 of the federal act line 29 (33 U.S.C. Sec. 1329), or an applicant for a loan for nonpoint line 30 source or estuary enhancement pursuant to Section 320 of the line 31 federal act (33 U.S.C. Sec. 1330), and the applicant provides line 32 matching funds, the combined interest and loan service rate on the line 33 loan shall be 0 percent. A loan recipient that returns to the fund line 34 an amount of money equal to 20 percent of the remaining unpaid line 35 federal balance of an existing loan shall have the remaining unpaid line 36 loan balance refinanced at a combined interest and loan service line 37 rate of 0 percent over the time remaining in the original loan line 38 contract. 98 AB 2777 — 5 — line 1 (2) To buy or refinance the debt obligations of municipalities line 2 within the state at or below market rates if those debt obligations line 3 were incurred after March 7, 1985. line 4 (3) To guarantee, or purchase insurance for, local obligations line 5 where that action would improve credit market access or reduce line 6 interest rates. line 7 (4) As a source of revenue or security for the payment of line 8 principal and interest on revenue or general obligation bonds issued line 9 by the state, if the proceeds of the sale of those bonds will be line 10 deposited in the fund. line 11 (5) To establish loan guarantees for similar revolving funds line 12 established by municipalities. line 13 (6) To earn interest. line 14 (7) For payment of the reasonable costs of administering the line 15 fund and conducting activities under Subchapter VI (commencing line 16 with Section 601) of the federal act (33 U.S.C. Sec. 1381 et seq.). line 17 Those costs shall not exceed 4 percent of all federal contributions line 18 to the fund, four hundred thousand dollars ($400,000) per year, or line 19 one-fifth of 1 percent per year of the current valuation of the fund, line 20 whichever amount is greatest, plus the amount of any fees collected line 21 by the state for this purpose regardless of the source. line 22 (8) For financial assistance toward the nonfederal share of the line 23 costs of grant-funded treatment works projects, to the extent line 24 permitted by the federal act. line 25 (9) Grants, principal forgiveness, negative interest rates, and line 26 any other type of, or variation on the above types of, assistance line 27 authorized by a federal grant deposited in the fund. line 28 SEC. 4. Section 13551 of the Water Code is amended to read: line 29 13551. (a) A person or public agency, including a state agency, line 30 city, county, city and county, district, or any other political line 31 subdivision of the state, shall not use water from any source of line 32 quality suitable for potable domestic use for nonpotable uses, line 33 including cemeteries, golf courses, parks, highway landscaped line 34 areas, and industrial and irrigation uses if suitable recycled water line 35 is available as provided in Section 13550. line 36 (b) Notwithstanding subdivision (a), any use of recycled water line 37 in lieu of water suitable for potable domestic use shall, to the extent line 38 of the recycled water so used, be deemed to constitute a reasonable line 39 beneficial use of that water and the use of recycled water shall not line 40 cause any loss or diminution of any existing water right. 98 — 6 — AB 2777 line 1 (c) Incidental amounts of spray, mist, or runoff shall be line 2 permitted to enter outdoor eating areas of parks and open spaces line 3 when irrigated with disinfected tertiary treated recycled water that line 4 complies with Section 493.4 of Title 23 of the California Code of line 5 Regulations. line 6 (d) For purposes of subdivision (c), “incidental runoff” means line 7 unintended amounts (volume) of runoff, such as unintended, line 8 minimal overspray from sprinklers that escapes the area of line 9 intended use. Water leaving an intended use area is not considered line 10 incidental if it is part of the facility or system design, if it is due line 11 to excessive application, if it is due to intentional overflow or line 12 application, or if it is due to negligence. line 13 SECTION 1. Section 13402 is added to the Water Code, to line 14 read: line 15 13402. The state board shall post on its internet website the line 16 loans and grant programs that are available pursuant to this chapter. O 98 AB 2777 — 7 — 5/5/2026 1 OC San Administration Committee Update May 13, 2026 STATE BUDGET UPDATE Slide 2 Governor’s Budget Expects $2.9B Deficit (Smaller than $18B Projected by LAO New estimates show we are $8.5 billion ABOVE projections, Surplus Rumors Preparing for Funding Opportunities Negotiations and Budget Committees – Next Milestone during May Revision 1 2 5/5/2026 2 KEY LEGISLATION IN 2026 Slide 3 AB 218 (Ward) – Proposition 218 Omnibus Implementation Act - Support Details Status and Position • AB 2180 clarifies how local governments may demonstrate compliance with the constitutional requirement that fees not exceed the proportional cost of service. • The bill allows agencies to use any reasonable method to allocate service costs among parcels, supported by existing or reasonably estimated data. • The bill is sponsored by ACWA. • OC San has taken a support position • AB 2180 has passed the Assembly and is in the Senate KEY LEGISLATION IN 2026 Slide 4 AB 2381 (Johnson) –Local Agency Public Construction Act: Lowest Responsible Bidder - Support Details Status and Position • AB 2381 amends the Local Agency Public Construction Act to update competitive bidding requirements for municipal water districts and sanitation districts. • Specifically, the measure increases the threshold for public works contracts that must be awarded to the lowest responsive and responsible bidder from $35,000 to $220,000. • OC San has taken a support position • AB 2381 died in the Assembly on April 24 3 4 5/5/2026 3 KEY LEGISLATION IN 2026 Slide 5 AB 2777 (ESTM Committee) -State Water Pollution Control Revolving Fund program: loans: water reuse - Support Details Status and Position • This bill would provide additional flexibility for the State Water Resources Control Board to modernize the Clean Water State Revolving Fund (CWSRF) loan program. • The bill would authorize the state board to assess fees in place of an annual charge for financial assistance and would authorize the fees or annual charge to be assessed at any rate as permitted by federal law. • This bill is sponsored by CASA and WateReuse • OC San has signed on in support via an industry coalition letter • AB 2777 will next be heard in Assembly Appropriations OTHER AREAS OF ENGAGEMENT FOR 2026 Slide 6 Housing and ADU Legislation Statewide Bond Proposals New Leadership and 2026 Election Dynamics 5 6 5/5/2026 4 Questions? Slide 7 Cori Takkinen Vice President & CEO CTakkinen@TownsendPA.com California Advocacy | Federal Advocacy | Grant Writing www.TownsendPA.com | (949) 399-9050 Eric O’Donnell Director EODonnell@townsendpa.com 7 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4875 Agenda Date:5/13/2026 Agenda Item No:10. FROM:Robert Thompson, General Manager Originator: Jennifer Cabral, Director of Communications SUBJECT: PROPOSED OUTREACH STRATEGY FOR ANTICIPATED RATE PLAN ADJUSTMENTS GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Approve the proposed Outreach Strategy for the anticipated rate plan adjustments. BACKGROUND The Orange County Sanitation District (OC San)is conducting a rate study to properly allocate the cost of service and to recommend rate adjustments to be implemented over the next five years. Upon completion of the study,OC San will initiate the Proposition 218 notification process,which requires notifying all affected property owners within our service area of any proposed rate adjustments. Historically,OC San conducts this rate study and Proposition 218 notification process every five years.The last adjustment approved in the prior process is for Budget Year 2027/28,which begins July 1,2027.However,based on recently updated agreements with the Irvine Ranch Water District (IRWD),regional sewer service billing for some property owners will transition from IRWD to OC San on July 1,2026.To collect revenue from this new customer base,affected property owners must be properly notified of OC San’s rate schedule,requiring the Proposition 218 process to be advanced by one year. Staff intend to recommend that rates for FY 2027-28 will remain as approved in the current fee schedule.New rate adjustments will be proposed for the subsequent four years,consistent with the estimates in prior budget ten-year cash flow projections. In preparation for anticipated rate adjustments,staff will present the proposed outreach strategy to inform and engage stakeholders throughout the Proposition 218 notification process. RELEVANT STANDARDS ·Build brand, trust, and support with policy makers and community leaders ·Make it easy for people to understand OC San’s roles and value to the community Orange County Sanitation District Printed on 5/6/2026Page 1 of 3 powered by Legistar™ File #:2026-4875 Agenda Date:5/13/2026 Agenda Item No:10. ·Ensure the public’s money is wisely spent PROBLEM OC San does not have direct contact with our rate payers.Unlike other utilities,OC San bills for services annually by partnering with the County of Orange to include the regional sewer fee on the Secured Property Tax Bill.Contact with our ratepayers is through efforts such as;the tour program, community outreach events,OC San’s Community Newsletter,Wastewater 101 Citizens’Academy, construction outreach, social media, and our speakers’ bureau. PROPOSED SOLUTION Implement a proactive outreach strategy to inform and engage stakeholders prior to formal notification. Comply with Proposition 218 legal requirements and create a direct mailer for distribution to each parcel owner in the service area once the rate study is adopted by the Board.This builds on existing outreach efforts and expands engagement with key stakeholders and community leaders.Elements of OC San’s outreach efforts include presentations/briefings to elected officials and stakeholder groups,community outreach events,social media and newsletter communications,member agency toolkits,implementation of an administrative remedy to address legal objections early in the process, and paid advertising, as appropriate. TIMING CONCERNS Schedule Key Activities Starting in May 2026 and continuing through Winter 2027 Stakeholder briefings, community foundation building, and pre- notice outreach November 2026 Receive and File the Comprehensive Rate Study & Approval of the Proposed Rate Schedule and mailing of notice January 2027 Prop. 218 Mailing February 2027 First reading of the ordinance March 2027 Public hearing, second reading, and adoption of the ordinance July 2027 Ordinance takes effect RAMIFICATIONS OF NOT TAKING ACTION OC San will continue to conduct its standard outreach and meet all legal requirements under Proposition 218.However,budget constraints across the service area and limited outreach to these areas may limit public understanding and acceptance of the proposed rate schedule. ADDITIONAL INFORMATION This effort aligns with OC San’s ongoing initiatives to enhance operational efficiency,strengthen community engagement, and support long-term financial sustainability. Orange County Sanitation District Printed on 5/6/2026Page 2 of 3 powered by Legistar™ File #:2026-4875 Agenda Date:5/13/2026 Agenda Item No:10. PRIOR COMMITTEE/BOARD ACTIONS March 2023 -Conducted a Public hearing under Proposition 218 for Proposed Multi-Year Regional Sewer Service Charges and under Health and Safety Code Section 5473.1 for collection of charges on the tax roll;directed the Clerk of the Board to tabulate the results of the protest received and report the number of protests to the Board of Directors;motioned to read Ordinance No.OC SAN-58 by title only and waive second reading of said entire ordinance;adopted Ordinance No.OC SAN-58, entitled "An Ordinance of the Board of Directors of Orange County Sanitation District Adopting Regional Sewer Service Charges and Repealing Ordinance No.OCSD-49”;and adopted Resolution No.OC SAN 23-10,entitled:“A Resolution of the Board of Directors of the Orange County Sanitation District Directing the County Tax Collector-Treasurer to Include Regional Sanitary Sewer Service Charges on the Tax Roll for Fiscal Years 2023-2024 Through 2027-2028.” The previous Proposition 218 rate increase took effect July 1, 2023. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been included in the Proposed FY 2026-2027 and FY 2027-28 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation Orange County Sanitation District Printed on 5/6/2026Page 3 of 3 powered by Legistar™ 5/6/2026 1 Proposed Outreach Strategy for Anticipated Rate Plan Adjustments Presented by: Jennifer Cabral, Director of Communications Administration Committee May 13, 2026 Key ActivitiesSchedule Stakeholder briefings, community foundation building, and pre-notice outreach Starting in May 2026 and continuing through Winter 2027 Receive and File the Comprehensive Rate Study & Approval of the Proposed Rate Schedule and mailing of notice November 2026 Prop. 218 MailingJanuary 2027 First reading of the ordinanceFebruary 2027 Public hearing, second reading, and adoption of the ordinance March 2027 Ordinance takes effectJuly 2027 Proposition 218 Rate Setting Schedule 2 1 2 5/6/2026 2 Recommend to the Board of Directors: Approve the proposed Outreach Strategy for the anticipated rate plan adjustments. Recommendation 3 3 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4893 Agenda Date:5/13/2026 Agenda Item No:11. FROM:Robert Thompson, General Manager Originator: Jennifer Cabral, Director of Communications SUBJECT: PUBLIC AFFAIRS PROPOSED STRATEGIC PLAN FOR FISCAL YEARS 2026-2028 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Proposed Strategic Plan for Fiscal Years 2026-2028. BACKGROUND The Orange County Sanitation District’s (OC San)Public Affairs Office (PAO)manages internal and external communications to ensure OC San’s messages are accurate,transparent,and aligned with the agency’s mission of protecting public health and the environment.PAO is responsible for creating,organizing,and disseminating all communications with the primary objective of delivering 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 PAO must share with internal and external stakeholders for continued operation and efficiency of OC San.The messaging must be consistent, concise, and thoroughly planned to be efficient and effective. PROPOSED SOLUTION The current Public Affairs Strategic Plan concludes June 30,2026.To continue meeting the agency’s goals,the Public Affairs team has developed a plan to span from fiscal year 2026-27 to 2027-28.It includes goals,objectives,strategies,and tactics to execute the various messages and efforts set forth by OC San’s Strategic Plan and the General Manager’s Work Plan.The two-year planOrange County Sanitation District Printed on 5/7/2026Page 1 of 3 powered by Legistar™ File #:2026-4893 Agenda Date:5/13/2026 Agenda Item No:11. forth by OC San’s Strategic Plan and the General Manager’s Work Plan.The two-year plan commences July 1, 2026, with updates made to the Administration Committee every six months. PRIOR COMMITTEE/BOARD ACTIONS June 2024 - Received and filed the Public Affairs Strategic Plan for Fiscal Years 2024-2026. ADDITIONAL INFORMATION This Strategic Plan (Plan)establishes priorities for Fiscal Years 2026-2028 to ensure consistent messaging,meaningful stakeholder engagement,and effective communication that supports OC San’s strategic goals.This Plan aligns with OC San’s Strategic Plan and reinforces PAO’s role as a strategic partner in achieving agency-wide objectives.The Plan focuses on measurable outcomes while maintaining flexibility to respond to emerging issues,Board direction,and external factors.The Plan consists of eight categories with the following goals: 1. Internal Communication & Employee Engagement Foster a well-informed,connected workforce by improving communication channels,increasing participation, and creating opportunities for employee engagement across the organization. 2. Public Awareness & Education Enhance understanding of OC San’s role,services,and environmental impact through expanded outreach, educational programs, and community engagement. 3. Media & Digital Communication Grow visibility and public trust by increasing positive media coverage and strengthening OC San’s digital platforms, including the website and social media. 4. Brand Management & Creative Services Maintain a unified,professional identity across all communications,materials,facilities,and public- facing efforts. 5. Government & Legislative Affairs Build and maintain strong partnerships with elected officials,member agencies,and industry stakeholders while supporting legislative priorities and advocacy efforts. 6. Capital Project & Community Outreach Provide proactive,transparent communication to communities impacted by construction and infrastructure projects to build awareness and trust. 7. Crisis & Emergency Communication Ensure readiness to respond quickly and effectively to emergencies or unexpected events with clear, coordinated messaging. 8. General Manager & Executive Support Provide strategic communication support to the General Manager and executive team to ensure clear, consistent messaging to stakeholders and the Board. Orange County Sanitation District Printed on 5/7/2026Page 2 of 3 powered by Legistar™ File #:2026-4893 Agenda Date:5/13/2026 Agenda Item No:11. Collectively,these goals are designed to improve communication effectiveness,strengthen relationships, increase transparency, and build trust with all audiences-both internally and externally. FINANCIAL CONSIDERATIONS All items included in the Public Affairs Strategic Plan Fiscal Years 2026-2028 are budgeted in the Proposed FY 2026-2028 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Proposed Public Affairs Strategic Plan FY 2026-28 ·Presentation Orange County Sanitation District Printed on 5/7/2026Page 3 of 3 powered by Legistar™ PUBLIC AFFAIRSStrategic Plan Fiscal Years 2026–2028 Proposed P2 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 P3 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 Introduction The Orange County Sanitation District’s (OC San) Public Affairs Office (PAO) manages internal and external communications to ensure OC San’s messages are accurate, transparent, and aligned with the agency’s mission of protecting public health and the environment. The Public Affairs Strategic Plan (Plan) establishes priorities for Fiscal Years 2026-2027 and 2027-2028 to ensure consistent messaging, meaningful stakeholder engagement, and effective communication that supports OC San’s strategic goals. This Plan aligns with OC San’s Strategic Plan and reinforces PAO’s role as a strategic partner in achieving agency-wide objectives. The Plan focuses on measurable outcomes while maintaining flexibility to respond to emerging issues, Board direction, and external factors. Background OC San serves 2.6 million people across 550,000 accounts in 20 cities, four special districts, and parts of unincorporated Orange County. Since customer billing is managed through property tax statements, OC San must use alternative methods to communicate with the public and ratepayers. The agency is governed by a Board of Directors consisting of 25 members, and with nearly 700 employees distributed across seven distinct departments, each dedicated to specific objectives. While these teams operate independently on unique projects, PAO ensures coordinated messaging and unified support for all departments. This integrated approach promotes consistency in brand identity and fosters a shared sense of purpose throughout the agency. PAO plays a critical role in translating complex operational and infrastructure initiatives into clear, accessible information for diverse audiences. While serving such a large and varied community brings many challenges, it also creates significant opportunities — opportunities that can be met by following the strategies laid out in this Plan. P4 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Public Affairs Team Each team member carries out specific functions to meet the goals and objectives presented in this Plan. PAO is also supported by a Principal Staff Analyst from Engineering who co-leads the Capital Project & Community Outreach, and an intern. Additional support is provided via consulting services for certain efforts as deemed appropriate. Jennifer Cabral Daisy Covarrubias Rebecca Long Belen Carrillo Director of Public Affairs Principal Public Senior Public Communications Supervisor Affairs Specialist Affairs Specialist Kelly Newell Becky Polcyn Gregg Deterding Isai Carrillo Cheryl Scott Public Affairs Public Affairs Graphics Graphics Administrative Specialist Specialist Designer Designer Assistant P5 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 Audiences This Public Affairs Plan focuses largely on three primary audiences. • Internal Board of Directors Executive Management Team Employees Retirees • External General Public Ratepayers Member Agencies OC San Neighbors near our facilities (plants and pump stations) Media Elected Officials Environmental Groups • Industry Water/Wastewater Agencies Trade Organizations Contractors and Consultants P6 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Strategic Priorities The Public Affairs Office will focus on eight strategic priorities during Fiscal Years 2026-2027 and 2027-2028. 1. Internal Communication & Employee Engagement 2. Public Awareness & Education 3. Media & Digital Communications 4. Brand Management & Creative Services 5. Government & Legislative Affairs 6. Capital Project & Community Outreach 7. Crisis and Emergency Communication 8. General Manager & Executive Support Each priority includes clear objectives, measurable outcomes, and key tactics. P7 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 PAO Goals for Fiscal Years 2026/27 and 2027/28 1. Strengthen Internal Communication & Employee Engagement Foster a well-informed, connected workforce by improving communication channels, increasing participation, and creating opportunities for employee engagement across the organization. 2. Increase Public Awareness & Education Enhance understanding of OC San’s role, services, and environmental impact through expanded outreach, educational programs, and community engagement. 3. Expand Media Presence & Digital Engagement Grow visibility and public trust by increasing positive media coverage and strengthening OC San’s digital platforms, including website and social media. 4. Ensure Consistent Brand Management Maintain a unified, professional identity across all communications, materials, facilities, and public-facing efforts. 5. Strengthen Government & Legislative Relationships Build and maintain strong partnerships with elected officials, member agencies, and industry stakeholders while supporting legislative priorities and advocacy efforts. 6. Improve Capital Project & Community Outreach Provide proactive, transparent communication to communities impacted by construction and infrastructure projects to build awareness and trust. 7. Enhance Crisis & Emergency Communication Preparedness Ensure readiness to respond quickly and effectively to emergencies or unexpected events with clear, coordinated messaging. 8. Support Executive Leadership Communications Provide strategic communication support to the General Manager and executive team to ensure clear, consistent messaging to stakeholders and the Board. Collectively, these goals are designed to improve communication effectiveness, strengthen relationships, increase transparency, and build trust with all audiences—both internally and externally. P8 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Program Lead: Rebecca Long Goal Build a highly informed, engaged, and connected workforce by delivering timely, relevant communication and creating meaningful opportunities for employee participation and feedback. Key Outcomes • Increase employee engagement participation by 10 percent by FY 2028 • Achieve ≥65 percent employee participation in annual internal communication surveys • Maintain consistent and timely internal communications distribution • Implement an employee art contest using OC San’s infrastructure • Conduct periodic surveys following employee events to allow for improvements Key Strategies Enhance accessibility, consistency, and relevance of internal communications while creating structured opportunities for two-way engagement between employees and leadership. Key Tactics • Maintain and update The San Box intranet with current information. • Publish six Pipeline newsletters annually. • Distribute weekly “3 Things to Know” internal emails. • Continue implementation of new employee welcome program. • Conduct follow-up employee engagement surveys and event feedback surveys. • Promote employee participation through the Volunteer Incentive Program (VIP). • Host employee engagement events including the Holiday Luncheon and Halloween Luncheon, this is to include Community Corner events. • Continue the Honor Wall recognition program on a biennial basis beginning 2027 including coordination of dedication ceremony. • Support agency departments with communication needs. Internal Communication and Employee Engagement 1 P9 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 Program Lead: Rebecca Long and Belen Carrillo Goal Increase public understanding of OC San’s role in protecting public health and the environment. Key Outcomes • Reach at least 5,000 community members annually through outreach activities • Participate in 6-8 community outreach events per year • Deliver Wastewater 101 Citizens’ Academy annually • Deliver Proposition 218 notification per established schedule Key Strategies Provide accessible education programs that explain OC San’s services, environmental stewardship, and career opportunities. Key Tactics • Continue the Inside the Outdoors Sewer Science Program reaching at least 500 students annually. • Expand facility tours to include career awareness. • Participate in 6-8 community events annually. • Expand the OC San Speaker’s Bureau. • Fulfill the requirements of Proposition 218 to welcome new constituents and introduce them to OC San. • Expand the Library Program to reach additional cities within our service area. • Produce and distribute community newsletters quarterly. • Create and implement a bus grant program to support schools’ ability to tour OC San. • Continue hosting the Wastewater 101 Citizens’ Academy on annual basis. • Audit the various educational programs offered to assess value. • Promote and support the Pretreatment Honor Roll Program. • Create and implement a communications campaign for the Deep Well Injection project. 2 Public Awareness & Education P10 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Program Lead: Belen Carrillo Goal Expand positive visibility of OC San through media relations and digital communication platforms. Key Outcomes • Maintain website content and update with new posts weekly. • Maintain 3–5 social media posts per week. • Achieve 10 percent annual growth in social media reach and engagement. • Increase positive earned media coverage annually. Key Strategies Proactively share OC San stories, innovations, and infrastructure investments with media and digital audiences. Key Tactics • Maintain an active presence on social media focused on increased engagement. • Ensure website is current and relevant. • Maintain and update the media contact database annually. • Develop a news release calendar highlighting major initiatives. • Maintain a digital press kit. • Facilitate targeted media engagement opportunities (in-person or virtual), including site visits, briefings, or one-on-one outreach tied to key initiatives. 3 Media and Digital Communications P11 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 Program Lead: Rebecca Long Goal Achieve full compliance and measurable brand recognition improvements across all communication platforms. Key Outcomes • Ensure 100 percent compliance with agency branding standards. • Ensure signage across OC San facilities is appropriately branded and current. Key Strategies Ensure messaging, visuals, and communication materials consistently reflect OC San’s mission and values. Key Tactics • Plan and execute the christening of new ocean monitoring vessel. • Maintain and update agency collateral materials. • Provide design and branding support across departments. • Promote newly developed video library of OC San programs. • Develop and implement branding plan for OC facilities and fleet including displays, signage, and visitor experience at both plants, headquarters, and new warehouse facility. • Create and implement new OC San mascot for educational and awareness purposes. • Manage award submittal & application process. • Monitor and maintain records for abstracts, publications, and presentations. • Monitor and consult on presentations to external groups. • Manage use of all graphics, photos, and logo. 4 Brand Management and Creative Services P12 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Program Lead: Rebecca Long Goal Strengthen relationships with elected officials, member agencies, and industry partners. The PAO supports OC San’s legislative priorities by coordinating with advocates, lobbyists, tracking state and federal legislation, and facilitating engagement with policymakers. Key Outcomes • Conduct legislative briefings and facility tours for elected officials annually. • Provide monthly communication tools for Board members. • Track and respond to priority state and federal legislation. • Create and publish the Annual Report and Legislative and Regulatory Plan. Key Strategies Maintain proactive engagement with government leaders and industry organizations to support OC San priorities. Key Tactics • Create and implement the Annual Legislative and Regulatory Plan. • Track and report on state and federal legislation. • Participate in advocacy days and industry forums. • Partner with industry organizations on legislative issues • Provide Board meeting talking points following each meeting. • Produce the Annual Report. • Host an annual State of OC San event for key stakeholders. • Support new Board members orientation as needed. • Create and distribute outreach toolkits to member agencies biannually. • Identify and pursue grant opportunities supporting OC San initiatives. • Maintain Grant Policy to support OC San initiatives. 5 Government and Legislative Affairs P13 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 Program Lead: Belen Carrillo Goal Provide proactive communication and outreach for capital and maintenance projects. Key Outcomes • Support outreach for 10+ construction projects across multiple cities. • Respond to community inquiries within 24 hours. • Begin construction communication with the affected community at least two weeks prior to project start. Key Strategies Engage impacted communities early to build awareness, understanding, and support for infrastructure investments. Key Tactics • Conduct community briefings and neighborhood meetings. • Provide construction notifications via mail, email, and digital channels. • Maintain regular communication with city staff and elected officials. • Update project information on the OC San website. • Conduct post-construction community satisfaction surveys. • Provide outreach training to engineering staff. 6 Capital Project and Construction Outreach P14 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Program Lead: Rebecca Long Goal: Ensure PAO is prepared to respond to a variety of emergencies or unplanned situations. Key Outcomes • Maintain PAO’s Continuity of Operations Plan (COOP). • Update and cross train staff on protocols for responding to emergencies and urgent events. Key Strategies Provide PAO staff with necessary communications training and preparation to adequately respond to a variety of situations impacting operations, reputation or stakeholders. Key Tactics • Maintain and update the Crisis Communication Plan and COOP. • Conduct periodic staff readiness briefings. • Maintain updated emergency contact lists. • Create redundancy in response efforts ensuring coverage is always maintained. 7 Crisis and Emergency Communication P15 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 Program Lead: Daisy Covarrubias and Rebecca Long Goal: Ensure the General Manager and Assistant General Manager are prepared and supported in sharing vital information with OC San stakeholders. Key Outcomes: • The General Manager’s Work Plan. • Produce monthly communications for the General Manager. • Prepare talking points and briefing materials for presentations and Board meetings. Key Strategies Collaborate with the General Manager to capture key topics to be communicated and identify appropriate approaches. Key Tactics • Support the development of the Strategic Plan. • Assist in the development of General Manager’s Work Plan, including mid-year and year-end reports. • Assist in creation on monthly General Manager Memo to Board. • Support All-Hands employee meetings biannually. • Manage Ask the GM questions. • Draft messaging and presentation material. • Coordinate and oversee VIP tours guided by General Manager and Executive Management Team. 8 General Manager and Executive Support P16 PUBLIC AFFAIRS STRATEGIC PLAN | FISCAL YEAR 2026-2028 Implementation and Evaluation Progress toward strategic goals will be tracked through: • Engagement metrics. • Outreach participation numbers. • Social media and website analytics. • Survey feedback. • Legislative outcomes and policy impacts. The PAO will review performance biannually and adjust tactics as needed. Conclusion The Public Affairs Office plays a critical role in communicating OC San’s mission and maintaining public trust. Through strategic engagement, proactive outreach, and transparent communication, the Public Affairs Office will continue to strengthen relationships with employees, stakeholders, and the communities OC San serves. This plan provides a clear and measurable framework to guide communication efforts through fiscal years 2026-2028 while maintaining the flexibility necessary to respond to emerging challenges and opportunities. P17 PUBLIC AFFAIRS STRATEGIC PLAN FISCAL YEAR 2026-2028 New Initiatives • Establish a bus grant program to support schools’ ability to tour OC San. • Plan and execute the christening of new ocean monitoring vessel. • Develop and implement branding plan for OC facilities and fleet including displays, signage, and visitor experience at both plants, headquarters, and new warehouse facility. • Create and implement new OC San mascot for educational and awareness purposes. • Create and implement a communications campaign for the Deep Well Injection project. Ten Year Proposed Schedule 2026: Take Your Kid to Work Day 2027: Honor Wall 2028: Family Event/Take Your Kid to Work Day 2029: Open House 75th Anniversary/Honor Wall 2030: Take Your Kid to Work Day 2031: Family Event/Honor Wall 2032: Take Your Kid to Work Day 2033: Honor Wall 2034: Open House 80th Anniversary/Take Your Kid to Work Day 2035: Family Event/Honor Wall PUBLIC AFFAIRS OFFICEAddress: 18480 Bandilier Circle, Fountain Valley, CA 92708 Website: www.ocsan.gov Social: @OCSanDistrict Email: forinformation@ocsan.gov 04/2026 5/7/2026 1 Public Affairs Strategic Plan for Fiscal Years 2026-2028 Jennifer Cabral, Director of Communications Administration Committee May 13, 2026 PROPOSED •Present the Team •Identify the Strategic Priorities •Highlight Measurable Outcomes •Request Board approval The Purpose 2 1 2 5/7/2026 2 The Team 3*PAO is also supported by a Principal Staff Analyst from Engineering who co-leads the Capital Project & Community Outreach, and an intern. Additional support is provided via consulting services for certain efforts as deemed appropriate. Internal •Board •Executive Team •Employees •Retirees External •Public •Ratepayers •Member Agencies •Media •Elected officials •Environmental groups Industry •Waste/Water Agencies •Trade Organizations •Contractors and Consultants Who We Serve 4 3 4 5/7/2026 3 •Internal Communication & Employee Engagement •Public Awareness & Education •Media & Digital Communications •Brand Management & Creative Services •Government & Legislative Affairs •Capital Project & Community Outreach •Crisis & Emergency Communication •General Manager & Executive Support Strategic Priorities 5 •Increase participation by 10% •>65% participation in surveys •Consistent internal messaging Internal Communication and Engagement 6 5 6 5/7/2026 4 •Reach 5,000+ annually •6-8 events per year •Citizens’ Academy •Strengthen community engagement Public Awareness & Education 7 •3-5 posts per week •10% annual growth •Proactive storytelling •Enhanced digital presence Media & Digital Communication 8 7 8 5/7/2026 5 •100% brand compliance •Facility branding upgrades •OC San mascot •Expand visual storytelling Brand Management 9 •Legislative tracking and advocacy •Annual report •Stakeholder engagement •Board communication tools Government Affairs 10 9 10 5/7/2026 6 •Support 10+ projects •24-hour response •Early and proactive outreach •Community engagement and trust building Capital Project Outreach 11 Crisis Communication 12 •Maintain readiness plans •Staff training •Ensure rapid response capabilities 11 12 5/7/2026 7 •Support GM Communication •Develop Board materials •Strategic messaging GM / Executive Support 13 New Initiatives 14 Bus grant program Ocean monitoring vessel christening Facility branding upgrades OC San mascot Prop 218 Notification process Deep Well Injection Outreach Campaign 13 14 5/7/2026 8 Measuring Success 15 Engagement Metrics Outreach Participation Digital performance Stakeholder feedback Long-Term Vision 16 2026: Take Your Kid to Work Day 2027: Honor Wall 2028: Family Event / Take Your Kid to Work Day 2029: Open House 75th Anniversary / Honor Wall 2030: Take Your Kid to Work Day 2031: Family Event / Honor Wall 2032: Take Your Kid to Work Day 2033: Honor Wall 2034: Open House 80th Anniversary / Kid to Work Day 2035: Family Event / Honor Wall 15 16 5/7/2026 9 Recommend to the Board of Directors to: Receive and file the Public Affairs Proposed Strategic Plan for Fiscal Years 2026 -2028. Recommendation 17 17 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4862 Agenda Date:5/13/2026 Agenda Item No:12. FROM:Robert Thompson, General Manager Originator: Lorenzo Tyner, Assistant General Manager SUBJECT: JANITORIAL & FLOOR MAINTENANCE SERVICES, SPECIFICATION NO. S-2024-646BD GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: A. Approve a one-time contingency increase of $63,697 (4.6%) to the General Services Contract with Gamboa Services Inc., DBA Corporate Image Maintenance, for Janitorial & Floor Maintenance Services at Headquarters and Plant Nos. 1 and 2, Specification No. S-2024- 646BD, for the period April 1, 2026, through March 31, 2027, for a revised contingency amount not to exceed $203,859 (14.6%), resulting in a new annual contract amount of $1,605,482; and B.Approve an annual contingency not to exceed 20% for all remaining renewal periods and tie each to General Prevailing Wage Determination made by the Director of Industrial Relations, pursuant to California Public Utilities Code Sections 465, 466, and 467. BACKGROUND In February 2025,the Orange County Sanitation District (OC San)Board of Directors approved a General Services Contract with Gamboa Services Inc.,dba Corporate Image Maintenance,for Janitorial &Floor Maintenance Services at Headquarters and Plant Nos.1 and 2,Specification No.S -2024-646BD,for a total amount not to exceed $1,401,623 for the period April 1,2025,through March 31,2026,with four (4)one-year renewal options for cleaning the civil infrastructure at OC San treatment facilities and pump stations,and approved an annual contingency amount of $140,162 (10%). Janitorial services are one of the industries where prevailing wage rates apply when employed by Special Districts.The applicable prevailing wage rate and benefits are determined by the State of California Department of Industrial Relations (DIR) and are adjusted periodically. RELEVANT STANDARDS ·Ensure the public’s money is wisely spent ·Commitment to safety & reducing risk in all operations ·Provide a safe and collegial workplace Orange County Sanitation District Printed on 5/7/2026Page 1 of 3 powered by Legistar™ File #:2026-4862 Agenda Date:5/13/2026 Agenda Item No:12. PROBLEM The State of California DIR recently increased the prevailing wage and benefit levels for the subject services.The current contract amount and contingency are not enough to cover these increased costs. PROPOSED SOLUTION Approve a contract and contingency increase to the current General Services Contract and any remaining renewal periods to cover the increased prevailing wage,benefit requirements,payroll taxes, and insurance. TIMING CONCERNS The new prevailing wage rates will take effect on May 1 of this term,so increased funds are necessary. RAMIFICATIONS OF NOT TAKING ACTION Adequate funds are needed to address the new prevailing wage rates that will take effect May 1 to continue current janitorial services. PRIOR COMMITTEE/BOARD ACTIONS February 2025 -Approved a General Services Contract to Gamboa Services Inc.DBA Corporate Image Maintenance for janitorial and floor maintenance services at Headquarters and Plant Nos.1 and 2,Specification No.S-2024-646BD,for a total amount not to exceed $1,401,623,for the period beginning April 1,2025,through March 31,2026,with four (4)one-year renewal options;and approved a contingency of $140,162 (10%). ADDITIONAL INFORMATION The original General Services Contract was proposed in November 2024,and since then,the DIR has increased the applicable prevailing wage rate and benefits and has announced a second increase to be effective on May 1,2026,and a third on May 1,2027.The table below shows the wage rate applicable to this contract: Effective Date Craft: Janitor Reference: 22-187-14 Prevailing Wage Hourly Rate May 1, 2023 $17.50 May 1, 2025 $20.00 May 1, 2026 $20.50 May 1, 2027 $21.00 Staff were able to negotiate a 10%increase for the first three (3)months of the annual renewal (April- Orange County Sanitation District Printed on 5/7/2026Page 2 of 3 powered by Legistar™ File #:2026-4862 Agenda Date:5/13/2026 Agenda Item No:12. Staff were able to negotiate a 10%increase for the first three (3)months of the annual renewal (April- June);however,the remaining nine (9)months will require a 14.6%increase due to the increased prevailing wage rate.Overall,the additional funding will increase the contingency for this period from 10%to 14.6%,with a total annual contract amount of $1,605,482;and a not to exceed contingency of $203,859 in the current period. All remaining renewal periods will have a total annual contract amount of $1,605,482 with an annual not to exceed 20%contingency;and tie each to General Prevailing Wage Determination made by the Director of Industrial Relations,pursuant to California Public Utilities Code Sections 465,466,and 467. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget FY 2024-25 and 2025-26,Section 6,Page 108)and is included in the proposed FY 2026-27 and 2027-28 Budgets. The budgets are sufficient for the recommended action. Date of Approval Contract Amount Contingency 2/26/25 $1,401,623 $140,162 ( 10%) 5/27/26 $ 203,859 contingency increase $ 63,697 (4.6%)increase Total Contract $1,605,482 $ 203,859 (14.6%) 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 5/7/2026Page 3 of 3 powered by Legistar™ ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4881 Agenda Date:5/13/2026 Agenda Item No:13. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: INTERNAL AUDIT UPDATE GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Succession Planning and Supply Chain and Vendor Management Audit Reports prepared by Macias, Gini & O'Connell LLP. BACKGROUND Orange County Sanitation District (OC San)selected the audit firm of Macias,Gini &O'Connell LLP (MGO)to provide audits of various OC San programs and processes as selected by the Audit Ad Hoc Committee.Most recently,the Audit Ad Hoc Committee selected Succession Planning and Supply Chain and Vendor Management. On May 13th, 2026, the auditors provided an update on those efforts to the Audit Ad Hoc Committee. RELEVANT STANDARDS ·Conduct audits to determine if OC San operations are being conducted in an economical and efficient manner ·Conduct audits to establish whether specific government programs are effective in meeting their stated goals and objectives ·Conduct audits to determine if OC San is following policies and procedures in conducting operations ADDITIONAL INFORMATION MGO performed an independent assessment of OC San’s Succession Planning and Supply Chain and Vendor Management to ensure appropriate internal controls and processes.The audit work done in these areas is summarized below. Orange County Sanitation District Printed on 5/6/2026Page 1 of 2 powered by Legistar™ File #:2026-4881 Agenda Date:5/13/2026 Agenda Item No:13. 1)Succession Planning ·Assess succession planning policies,including identification of critical roles and gaps in skills ·Evaluate internal successors and planning/development programs ·Review documentation and knowledge transfer strategies for continuity ·Analyze gaps between readiness and future organizational needs 2)Supply Chain and Vendor Management Review policies and procedures,assess plans and benchmarking,and evaluate compliance in the areas of: ·Supply chain resilience ·Supplier selection and diversification ·Vendor performance and monitoring ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Succession Planning Audit Report ·Supply Chain and Vendor Management Audit Report ·Presentation Orange County Sanitation District Printed on 5/6/2026Page 2 of 2 powered by Legistar™ April 29, 2026 Orange County Sanitation District Succession Planning Engagement TABLE OF CONTENTS © Macias Gini & O’Connell LLP | 2 Table of Contents Table of Contents ............................................................................................................................................................................................................... 2 Executive Summary ........................................................................................................................................................................................................... 3 Objective ............................................................................................................................................................................................................................. 5 Scope & Methodology ........................................................................................................................................................................................................ 5 Current State ...................................................................................................................................................................................................................... 7 Observations and Recommendations ............................................................................................................................................................................... 9 Additional Considerations ............................................................................................................................................................................................... 12 Conclusion ........................................................................................................................................................................................................................ 14 Appendix A – Succession Planning Framework .............................................................................................................................................................. 15 Appendix B – MGO Ratings Definitions ............................................................................................................................................................................ 19 EXECUTIVE SUMMARY © Macias Gini & O’Connell LLP | 3 Executive Summary Background Between February 2025 and April 2026, Macias Gini & O’Connell (MGO) evaluated the Orange County Sanitation District’s (OC San) human capital management and workforce succession planning practices. This review was conducted in alignment with the 2025 Enterprise Risk Assessment where talent acquisition, talent retention and succession planning were 3 of 16 identified risks. To conduct the assessment, MGO met with the general manager, Human Resources leadership and staff, internal customers, reviewed the prior two fiscal years’ operating metrics, and current partnership and training programs. We reviewed succession planning through the following criteria: • Governance: Establishing workforce succession planning as an organizational priority, supported by appropriate budget and time resources. This responsibility rests with the Board, General Manager, and Executive Management Team (EMT). • Framework: Aligning HR resources with succession planning priorities, and continuously gather feedback to improve execution and adapt to strategic needs. This is primarily the responsibility of the Human Resources Department. • Implementation: Executing the succession plan through collaborative recruitment efforts, employee coaching, documentation, cross- training, and fostering a culture of growth and continuous improvement. Direct supervisors are primarily responsible for implementation. OC San’s Governance, Framework and Guidance are strong and well established. While a formal succession plan is not documented, there is an established data-informed framework to forecast and plan for potential workforce transitions. Additionally, OC San has prioritized training and education funds to invest in employee development. The Human Resources Department has developed strong relationships with local higher education institutions for a strong internship program and leadership academy. They also manage the performance management, goal setting, and individual development plan requirements. While governance and framework elements are well established, implementation of workforce succession planning is inconsistent at the department level. While, the operations and maintenance department has well established goal setting criteria, position guides, and ongoing training, other departments are not as advanced in their implementation. Our recommendations for OC San focus on minor improvements at the governance and framework levels, with more consistent application of workforce planning at the implementation level to realize the goals of the workforce planning strategy. EXECUTIVE SUMMARY © Macias Gini & O’Connell LLP | 4 Observations and Recommendations The initial observations and recommendations outlined below are based on the data reviewed and discussions with HR Department leadership, functional subject matter experts, and department hiring managers. These observations represent current practices and opportunities. Observation risk levels are categorized as high (red), medium (orange) and low (yellow) in the table below with corresponding recommendations. Detailed guidance and analysis are provided in the report appendices. # Categories Observations Recommendations 1 Succession Plan Development Absence of a modern, documented succession framework – High Inconsistent internal pipelines – Medium Document OC San’s succession plan to communicate strategy internally and externally. 2 Talent Acquisition & Marketing Some recruitment timelines remain lengthy – High Inconsistent competitiveness for specialized and trade roles – High Reconsider including private-sector benchmarks in the classification and compensation study to better compete for hard-to-fill critical positions. 3 Performance Evaluation & Coaching Inconsistent manager check‑ins and coaching practices – High Goal‑setting discipline varies across departments – Low Incorporate coaching requirements as core competencies in performance reviews for position levels, supervisors and above, to reinforce the cultural expectation of a continually growing and training workforce. Require departments to set position goals that align with department goals, appropriate to the position level, within the Cornerstone HRIS system. Acknowledgements We would like to thank OC San, and in particular the Human Resources and Finance Departments, for their ongoing collaboration throughout this project. Focus group participants and individual interviewees provided well thought-out and candid feedback. OBJECTIVE © Macias Gini & O’Connell LLP | 5 Objective The primary objective of this assessment was to conduct a comprehensive review of OC San’s current succession planning and human capital practices to evaluate OC San’s readiness to sustain leadership continuity and meet future workforce demands. Scope & Methodology This assessment focused on evaluating key components of OC San’s succession planning and broader human capital practices to identify strengths, risks, and opportunities to enhance workforce continuity. The scope included: • Reviewing OC San workforce planning documents including policies, organizational charts, compensation data, exit interview summaries, and HRIS reports to assess the current state of talent pipelines, role criticality, and workforce demographics. • Assessing succession planning practices by evaluating identification of skill‑gap trends, knowledge‑transfer processes, and alignment of current practices with future organizational needs. • Conducting interviews and focus groups with HR leadership, department managers and selected staff to understand workforce risks, development expectations, operational pain points, and succession‑readiness perceptions across the organization. • Evaluating workforce development programs including leadership development offerings, supervisory training, technical rotations, internships, and continuing education to determine the effectiveness of internal mobility pathways and alignment with long‑term talent planning. • Analyzing recruitment and talent acquisition processes to understand sourcing effectiveness, hiring cycle trends, and the integration of succession considerations into staffing decisions. The assessment was conducted in three phases: information gathering, analysis, and reporting. Information Gathering During this phase, the MGO team: • Initiated with an entrance meeting in January 2026. • Requested and reviewed supporting documents including internal forms, procedural documents, and example process documentation. • Interviewed staff from Collections Facilities O&M, Construction Management, Environmental Services, Financial Management, General Manager’s Office, Human Resources, Information Technology, Plant Operations, and Public Affairs to validate and corroborate observations. SCOPE & METHODOLOGY © Macias Gini & O’Connell LLP | 6 Analysis During this phase, the MGO team: • Reviewed key policy and procedure documents, including: o Human resources performance indicators and retirement eligibility forecasts o Bargaining unit contracts and compensation philosophy and structure o Employee retirement system eligibility rules and current workforce succession planning tools o Performance management, onboarding/offboarding, and leadership and staff development materials • Documented interview results and identified themes Reporting During this phase, the MGO team: • Conducted meetings with the project sponsor summarizing observations • Delivered a draft report • Conducted an exit meeting • Reviewed and documented any corrective actions taken in response to observations CURRENT STATE © Macias Gini & O’Connell LLP | 7 Current State While OC San’s most recent succession plan document is from 2006, they execute strong supporting operations. OC San has already implemented several major components of effective succession planning, many of which exceed what is typically observed in comparable public sector agencies. These efforts reflect a consistent commitment to long‑term talent sustainability, leadership preparedness, and strategic workforce management. Overall, OC San executes well the major component parts of a strong workforce planning infrastructure. Below is a summary of the most notable strengths. Element Strengths Succession Plan Development • Leaders openly discuss long term workforce continuity needs, creating a strong foundation for a formalized succession planning model. • Retirement trends and development needs are incorporated into annual planning, supporting intentional staffing decisions. • Departments use tools such as standard operating procedures (SOPs) and role matrices to reinforce Talent Acquisition & Marketing • Department leaders are proactively building organizational redundancy by developing talent for critical roles; including executive level and division-specific positions to ensure operational continuity under all staffing scenarios. • HR maintains strong partnerships with local education and vocational institutions to align talent pipelines with OC San needs. Employee applications nearly doubled between FY 2024–25 (15 applications) and FY 2025– 26 (28 applications). Since FY 2019–20, 24 employees have submitted multiple applications in competition for six program positions, resulting in the selection of 13 participants over time. • Structured rotational and internship programs effectively support skill development and internal hiring for the • approach. • Process improvements have strengthened hiring timelines and reduced onboarding delays. • Recruitment materials effectively communicate OC San’s culture and public service value proposition. Performance Evaluation & Coaching • OC San maintains a structured evaluation cycle paired with goal setting and required individual development plans (IDPs). • HR provides consistent guidance to supervisors, supporting clarity and accountability in performance CURRENT STATE © Macias Gini & O’Connell LLP | 8 Training & Development • Leadership, supervisory, and soft skill programs are well received and promote internal career mobility. • Employees have access to meaningful development resources, including coaching and certifications. • Teams complete extensive, role-based operations and maintenance training that is tracked quarterly, including web-based training for supervisors and operators, safety and emergency response tabletops, permit Compensation & Benefits • • Benefits offerings, including tuition reimbursement, contribute to ongoing employee development. Overall, OC San’s workforce programs, including leadership development, technical rotations, internships, clerical pathways, and education reimbursement form a comprehensive development ecosystem that supports internal mobility and strengthens pipeline reliability. Combined with a competitive 75th‑percentile compensation target and stable union partnerships, these elements position OC San well for future succession planning maturity and workforce continuity. The observations and conclusions summarized above were developed through a review of available documentation, workforce data provided by OC San, and structured interviews with executive leadership, department leaders, and Human Resources staff. This work was not intended to function as a formal audit or detailed attribute level testing of each workforce program area. Rather, conclusions reflect consistent themes identified across interviews, corroborated by policy documents, program descriptions, and operational practices shared during the review. Taken together, these sources provide reasonable support for the conclusions regarding OC San’s current succession planning and workforce management strengths. OBSERVATIONS AND RECOMMENDATIONS © Macias Gini & O’Connell LLP | 9 Observations and Recommendations OC San’s current state reflects an organization with strong foundational building blocks, with opportunities to further enhance structure, documentation, and formalized strategy. Key opportunities for improvement include establishing a documented succession plan strategy to guide future resource allocation and ensuring more consistent adoption of training and development practices across departments. Addressing these gaps will be essential to sustaining service continuity, strengthening internal mobility, and ensuring organizational resilience in the years ahead. The following observations and recommendations outline targeted actions OC San can take to build a more robust, proactive, and sustainable succession planning approach. Together, these recommendations are designed to help the organization develop a clear roadmap, reinforce leadership development, and support strategic talent decisions that ensure long‑term organizational strength. Additional supporting sample templates, analysis and guidance are provided in the appendices. Succession Planning Development OC San’s succession plan is from 2006 and has not been updated, leaving the organization without a documented philosophy, governance structure, or standardized process to assess readiness or build candidate pools. While the core components of a succession plan are executed, this creates vulnerabilities strategy. Include the key HR functions that comprise workforce succession planning. This can be completed through updating the 2006 document or identifying succession planning components in board presentations to note workforce succession planning components when providing HR updates. An outline of workforce succession planning component elements with metric measurement options is provided in Appendix A. Inconsistent internal pipelines. responsibility matrices, the organization lacks a unified method for developing candidate pools or tracking readiness for critical roles. Newly introduced IDPs in June of 2025 are required but not widely accepted across employees. However, for FY 2025-26, 94.6% or 610 of 645 IDPs have been entered in Cornerstone. Talent Acquisition & Despite improvements in background checks and a variety of flexible recruitment approaches to benchmarks in the classification and OBSERVATIONS AND RECOMMENDATIONS © Macias Gini & O’Connell LLP | 10 Succession Planning operator certification training, acting pay and under-filling positions) some recruitment processes can extend 3 months. This contributes to lost positions compete directly with the private sector. Using private-sector benchmarks would enable OC San to strategically set compensation based on market competition at the position level, while still maintaining internal equity. Additional option includes classification adjustments for hard-to-fill positions, referral incentives, and recruitment incentives. Inconsistent competitiveness for specialized and trade roles. Compensation benchmarking against local public agencies does not reflect private‑sector or sanitation‑industry realities, reducing competitiveness for engineering, construction, technical, and trade classifications. Notably, five positions have remained vacant for more than 200 days. MGO’s review of the Recruitment Strategy Forms (RSF) revealed a clear contrast between a streamlined recruitment cycle and a significantly delayed one. The efficient process moved from initial RSF meeting to offer letter in 46 days, supported by a one‑day subject matter expert review, early confirmation of interview dates, and an internal promotion pathway that minimized sourcing time. In contrast, the delayed process spanned 214 days from initial request to offer. Several factors contributed to the extended timeline: posting delays driven by slow responses on job‑posting language that required repeated follow‑ups; the decision to coordinate Electrical and Civil/Mechanical interviews on a single date, which created scheduling bottlenecks; large interview panels (five for Electrical, four for Civil/Mechanical), further constraining availability; and interview dates that had to be shifted to accommodate both panel schedules OBSERVATIONS AND RECOMMENDATIONS © Macias Gini & O’Connell LLP | 11 Succession Planning Evaluation & Coaching ‑ Although policies outline expectations, actual frequency and quality of manager interactions differ across teams, limiting consistent growth and accountability. core competencies in performance reviews for position levels supervisor and above to reinforce the cultural expectation of a continually growing and training workforce. Require employees to set individual goals in Cornerstone HRIS system that directly align with the department goals established by department managers. Implementing this consistently across OC San will strengthen goal‑setting discipline, support clearer alignment of priorities, and create a more uniform coaching and performance environment ‑ Goal‑setting discipline varies across departments. structured tools, but some departments do not fully leverage the platform, resulting in inconsistent goal clarity and misalignment. ADDITIONAL CONSIDERATIONS © Macias Gini & O’Connell LLP | 12 Additional Considerations The table below summarizes information gathered during the project that did not warrant formal observation but is relevant to overall employee support and identifies opportunities for additional HR involvement. Succession Planning Acquisition & Marketing ‑ Some divisions report insufficient entry‑level candidates and greater difficulty filling experienced roles, while Operations notes that adding a small number of true entry‑level roles would cushion vacancy impacts and strengthen long‑term pipelines; OC San’s internship program and automatic progression of Operators in Training to Operators upon achieving required certification and hours already serves as a feeder within the one‑year ‑ entry‑level staffing needs to determine where additional roles would meaningfully support internal pipelines. Establish a consistent framework for identifying which operational functions benefit most from added entry‑level capacity and where underfilling or reclassification strategies remain more effective. Training & Development Training relies on a two‑year budget cycle, but actual training costs (especially vendor‑led programs) fluctuate significantly, making planning difficult and sometimes delaying course delivery. Analysts to review to accompany the existing agenda during the quarterly meetings. Share the checklist with managers as a reminder of the centralized services Soft‑skills training not required for frontline staff. Leadership and soft‑skills programs are well-received but are not consistently promoted by managers across all employee groups, limiting district‑wide culture development. to feed into the leadership training program. Inconsistent tracking of learning engagement. Training hours and transcripts are tracked, but the organization does not yet measure learning program impact or participation Create a centralized list of approved training vendors informed by departmental experience and implement a feedback loop that captures vendor performance to guide Termination Institutional knowledge loss risk for administrative departments. ADDITIONAL CONSIDERATIONS © Macias Gini & O’Connell LLP | 13 Succession Planning departures is resulting in institutional knowledge loss for some departments. While checklists exist, structured knowledge capture processes (e.g., documented transition plans, cross‑training plans) are not consistently used, personnel have implemented this practice. A sample position guidance is provided as a position profile template under separate cover. CONCLUSION © Macias Gini & O’Connell LLP | 14 Conclusion OC San’s workforce succession planning is well executed in relation to other public sector entities, supported by prioritization and strategic direction from the general manager, structured guidance and framework provided by the Human Resources Department, and formal documentation and continual training within the operations and maintenance departments. The observations identified in this review reflect common challenges seen across California public entities such as candidate competition with the private sector and time constraints limiting employee availability for documentation. Implementing these observations will build upon OC San’s strong foundation. Documenting workforce succession planning in a formal plan will serve as both a communication tool for the Board and public and a strategic guide for future EMT members. Incorporating private-sector compensation benchmarks will provide a more complete view of labor market competition, particularly for hard-to-fill positions. Additional options include classification adjustments for hard-to-fill positions and implementing recruitment referral incentives. Lastly, aligning individual goals with departmental objectives enhances employee purpose, documenting job guides reinforces OC San’s collaborative, organization-first culture and both put employee development and growth directly in the hands of supervisors and employees. Implementing the targeted improvements outlined in this report will help OC San build upon its solid foundation, streamline processes, and enhance long‑term employee workforce resilience. Doing so will position OC San to better navigate staffing fluctuations while continuing to reliably support mission‑critical operations and program delivery. APPENDIX A – SUCCESSION PLANNING FRAMEWORK © Macias Gini & O’Connell LLP | 15 Appendix A – Succession Planning Framework 1. Definition of Succession Planning Succession planning is a strategic, systematic process that identifies critical organizational roles, defines the competencies and experiences required for success, and develops internal talent capable of assuming these roles within a 12–36-month time horizon. This process mitigates operational risk, ensures leadership continuity, preserves institutional knowledge, and aligns workforce capabilities with OC San’s long‑term strategic priorities. 2. Succession Planning Philosophy OC San’s succession planning philosophy is centered on long-term sustainability, leadership continuity, and intentional investment in talent. The organization prioritizes the identification and development of successors for critical positions, ensuring that resources for talent acquisition, learning and development, and knowledge transfer are focused where they have the highest impact. Key principles: • Prioritization of Critical Positions: Resource allocation for recruitment, development, and knowledge transfer is driven by the identification of positions that, if left vacant, pose significant operational or strategic risk. • Future-Focused Development: Successors are developed to meet both current and future organizational requirements. • Shared Accountability: o HR designs and maintains the framework. o Managers and supervisors execute development actions and evaluate readiness. o Leadership/GM sets priorities, authorizes investment, and monitors progress. • Transparency and Engagement: Individuals identified as high-potential or successor candidates are informed, engaged, and provided clarity about expectations and development opportunities. 3. Identification of Critical Positions Definition of a Critical Position A critical position is a role essential to OC San’s business continuity, regulatory compliance, operational performance, or institutional knowledge retention. These positions require technical expertise, leadership responsibility, or highly specialized knowledge that is difficult to replace quickly. APPENDIX A – SUCCESSION PLANNING FRAMEWORK © Macias Gini & O’Connell LLP | 16 Criteria for Identifying Critical Positions • Operational impact if left vacant • Strategic importance to OC San’s mission and long-term goals • Difficulty of replacement internally or externally • Specialized knowledge concentration within the role • Recruitment lead time and onboarding complexity • Retirement risk within 1–5 years Department Critical Positions Retirement Eligible Total Employees Percent Eligible Engineering Division Operations Division Financial Management Division Human Resources 4. Methodology: Annual Succession Planning Process This section outlines how succession planning is conducted at OC San, integrating SHRM methodology and OC San’s annual talent processes. Step 1: Identify and Validate Critical Roles (Annual Review) • Review organizational charts, workforce data, and retirement eligibility. • Conduct annual retirement and vacancy risk analysis (current + 5-year outlook). • Leadership/GM finalizes the official list of critical roles for the cycle. Step 2: Develop or Update Role Profiles • HR collaborates with department leadership to define competency-based profiles. • Profiles include current competencies and future-state expectations aligned with OC San’s mission, regulatory environment, technological changes, and strategic plans. Step 3: Bench Strength Analysis & Talent Assessment Managers evaluate employee performance and potential using: • Current-year performance evaluations • Potential and leadership capability ratings • 360-degree feedback (if used) APPENDIX A – SUCCESSION PLANNING FRAMEWORK © Macias Gini & O’Connell LLP | 17 Successor readiness categories: • Ready Now (0–12 months) • Ready Soon (1–2 years) • Ready Later (3–5 years) HR leads a calibration session to ensure consistent evaluation across divisions. Step 4: Identify Successor Candidates & Pipeline Vulnerabilities • Primary and secondary successors identified where possible • Gaps and high-risk roles documented • HR compiles a cross-organizational view of bench strength Step 5: Individual Development Plans (IDPs) For each successor or high-potential employee, IDPs include: • Technical skills training • Leadership development and behavioral competencies • Mentoring, coaching, or job shadowing • Cross-functional rotations • Project-based developmental assignments Step 6: Transparent Engagement and Ongoing Development • Managers hold quarterly development check-ins • Employees participate in goal-setting and self-assessment • HR facilitates career discussions and learning opportunities Step 7: Monitor Progress & Adjust Annually Succession plans are reviewed annually with updated metrics such as: • % of critical roles with identified successors • Successor readiness distribution (Now/Soon/Later) • Internal mobility and promotion rates • Development plan completion rates • Overall organizational bench strength trends HR compiles this information into an Annual Succession Planning Report for executive leadership. 5. RACI Matrix: Roles & Responsibilities R = Responsible | A = Accountable | C = Consulted | I = Informed Activity HR Leadership/GM Managers/Supervisors Employees Identify critical roles APPENDIX A – SUCCESSION PLANNING FRAMEWORK © Macias Gini & O’Connell LLP | 18 Develop competency profiles R A C I Conduct talent assessments C A R I Identify successors C A R I Create IDPs C A R R Quarterly check-ins I C R R Annual reporting R A C I 6. Three-Year Rolling Prioritization Plan OC San will maintain a rolling 3-year focus that evolves annually based on: • Critical roles with immediate vacancy or retirement risk • Roles with limited or no internal successors • Roles that are high-cost or high-difficulty to recruit • Roles undergoing technological, regulatory, or organizational change Three-Year Focus Areas: Year 1: Address immediate vulnerabilities; accelerate development for Ready-Now or Ready-Soon talent. Year 2: Strengthen the pipeline and expand cross-training/rotational development. Year 3: Build leadership capacity aligned with long-term organizational strategy and future skill needs. Progress and priorities will be updated annually based on organizational changes, workforce trends, and leadership directives. APPENDIX B – MGO RATINGS DEFINITIONS © Macias Gini & O’Connell LLP | 19 Appendix B – MGO Ratings Definitions Observation Risk Rating Definitions Report Rating Definitions Rating Definition Rating Explanation Low Process improvements exist but are not an immediate priority for OC San. Taking advantage of these opportunities would be considered best practice for OC San. Low Adequate internal controls are in place and operating effectively. Few, if any, improvements in the internal control structure are required. Observation should be limited to only low risk observations identified or moderate observations which are not pervasive in nature. Medium Process improvement opportunities exist to help OC San meet or improve its goals, meet or improve its internal control structure, and further protect its brand or public perception. This opportunity should be considered in the near term. Medium Certain internal controls are either: • Not in place or are not operating effectively, which in the aggregate, represent a significant lack of control in one or more of the areas within the scope of the Assessment. • Several moderate control weaknesses in one process, or a combination of high and moderate weaknesses which collectively are not pervasive. High Significant process improvement opportunities exist to help OC San meet or improve its goals, meet or improve its internal control structure, and further protect its brand or public perception. This opportunity should be considered as soon as possible. High In consideration of the magnitude of risks to the Program, significant reporting and internal control deficiencies exist, are not in place, or are operating ineffectively in the category area within the scope of this Assessment. Business risks exist which have the potential to create situations that could significantly impact the Authority. • Critical control weaknesses (breakdown) in the overall control environment in part of the business or the process being assessed. • Significant non-compliance with laws and regulations. • Mid to High-risk observations which are pervasive in nature. Not Rated Observation identified is not considered a control or process improvement opportunity but should be considered by management or the Board, as appropriate. Not Rated Adequate internal controls are in place and operating effectively. No reportable observations were identified during the Assessment. APPENDIX B – MGO RATINGS DEFINITIONS © Macias Gini & O’Connell LLP | 20 (1) Risk ratings assigned by the MGO Team are based on professional judgement. Professional judgement is generally defined by the American Institute of Certified Public Accountants (AICPA) as the application of the accumulated knowledge gained through training and experience and by making use of the ethical standards, which results in making informed decisions about the level of risks and the courses of recommended actions that are appropriate in specific circumstances. MGO mgocpa.com Orange County Sanitation District Supply Chain & Vendor Management Practices Engagement April 29, 2026 EXECUTIVE SUMMARY © Macias Gini & O’Connell LLP | 2 Table of Contents Executive Summary ........................................................................................ 3 Objective ......................................................................................................... 3 Scope & Methodology ..................................................................................... 4 Current State ................................................................................................... 5 Strategic Context ............................................................................................ 5 Summary of Observations .............................................................................. 6 Observations Narrative ................................................................................... 7 Recommendations ......................................................................................... 8 Appendix A – Vendor Management Enhancements Recommendations .... 13 Appendix B – MGO Ratings Definitions ........................................................ 14 EXECUTIVE SUMMARY © Macias Gini & O’Connell LLP | 3 Executive Summary OC San operates within a challenging procurement environment in California. Highly specialized wastewater treatment equipment such as pumps, clarifier mechanisms, process‑control components, and custom- fabricated materials are often produced by only one or two manufacturers, many of which can be international. This leads to unavoidable sole‑source procurements and long global lead times that can exceed a year. California’s public‑contracting requirements and policies further limit procurement flexibility, and OC San’s fixed five‑year rate structure limits OC Sans ability to absorb inflationary cost increases and global market volatility. Within this environment, OC San has established and maintained strong procurement governance. OC San’s purchasing ordinance, competitive‑bidding rules, documented SOP framework, and clear approval workflows create a solid foundation of transparency, compliance, and internal control. Staff in Purchasing, Warehouse, Contracts, and Accounts Payable demonstrate high professionalism and adapt effectively to market constraints. OC San’s supply chain and vendor challenges are not the result of internal execution failures. They are the predictable outcome of structural market shifts colliding with rigid organizational guardrails. Vendor consolidation, price escalation, labor scarcity, and declining contractor interest have materially altered the operating environment. OC San is already proactively mitigating external market pressures through early procurement of long‑lead assets, increased inventory buffering, diversification of pump suppliers, and strong cross‑divisional coordination. The recommendations in this report build upon those strengths to advance efficiency, visibility, and long‑term operational reliability. In response, the organization has taken steps to mitigate the impacts of the realizties of the operating environment. These actions are rational and competent, but increasingly defensive and incremental. The cumulative effect is growing reliance on short term operational repairs, deferred capital and maintenance decisions, and erosion of financial maneuverability. The opportunities identified in this assessment do not reflect systemic internal control weaknesses; instead, they represent modernization enhancements that will strengthen and enhance organizational resilience against structural market realities. These include implementing a district‑wide vendor‑performance framework, establishing documentation and system‑of‑record standards, expanding data‑governance expectations, and incorporating inflation‑aware procurement guidance. Objective Between December 2025 and February 2026, Macias Gini & O’Connell (MGO) evaluated the Orange County Sanitation District’s (OC San) procurement, vendor‑management, and supply chain practices. This review was conducted in alignment with the 2025 Enterprise Risk Assessment and focused on OC San’s ability to maintain operational continuity in an increasingly constrained supply chain environment. The primary objective of this assessment was to evaluate supply chain resilience, supplier selection & diversification & vendor performance and monitoring ensuring management against industry best practices. SCOPE & METHODOLOGY © Macias Gini & O’Connell LLP | 4 Scope & Methodology This assessment focused on evaluating key components of OC San’s supply chain and vendor management practices to identify strengths, gaps, and opportunities for improvement. The scope included: • Reviewing procurement policies, procedures, and supplier selection criteria to assess compliance with legal standards, clarity of contracting templates, and effectiveness in managing risk, performance expectations, and accountability. • Assessing supply chain resilience and continuity practices by evaluating procurement processes for critical materials and services, contingency planning for supply disruptions, and the adequacy of continuity and redundancy measures. • Evaluating vendor diversification and sourcing strategies including vendor concentration risks, availability of alternative suppliers, contract redundancy, and alignment with industry standards and peer public utility practices. • Analyzing vendor performance monitoring and lifecycle management practices to determine the effectiveness of performance measurement, post-award oversight, issue escalation, contract close- out procedures, and vendor data management such as insurance, audits, and renewals. • Conducting a preliminary assessment of internal practices to identify areas of strength and opportunities for improvement across project delivery and governance. The assessment was conducted in three phases: information gathering, analysis, and reporting. Information Gathering During this phase, the MGO team: • Initiated with an entrance meeting in November 2025. • Requested and reviewed supporting documents including internal forms, procedural documents, and example process documentation. • Interviewed 27 staff members from Financial Management, Contracts, Purchasing and Materials Management, Operations and Maintenance (O&M), and Engineering to validate and corroborate observations. Analysis During this phase, the MGO team: • Reviewed key policy and procedure documents, including: o Procurement policies, sole source justification forms, and emergency procurement tools. o Vendor performance tracking reports, satisfaction surveys, and outreach plans and materials. o Accounts payable and capital accounting procedures and record retention schedules. o Asset lifecycle planning documents and training materials for procurement and contracts. Reporting During this phase, the MGO team: • Conducted meetings with the project sponsor summarizing observations. • Delivered a draft report. • Conducted an exit meeting. • Reviewed and documented any corrective actions taken in response to observations. CURRENT STATE © Macias Gini & O’Connell LLP | 5 Current State OC San’s supply chain and vendor management function underpins daily operations across plant maintenance, capital program delivery, and warehouse and inventory management. The function spans the full procure-to-pay lifecycle, including requisition initiation, sourcing and contracting, goods receipt and inventory control, invoice processing, and vendor coordination necessary to sustain operational reliability. Vendor performance management is presently decentralized. Individual departments monitor late deliveries, shipment discrepancies, documentation gaps, and invoice issues independently—typically through email correspondence or locally maintained spreadsheets. Because this information is not consolidated into a centralized, district-wide view, OC San lacks the ability to identify cross-functional performance trends, assess vendor reliability holistically, or systematically incorporate performance data into future procurement planning, reorder strategies, or contract renewals. Procurement activities are executed across multiple systems, including JD Edwards, Maximo, PMWeb, OpenGov, and SharePoint. Each division relies on these platforms for discrete components of the procure-to- pay process. While each system provides necessary functionality within its domain, the absence of a unified system of record results in fragmented data, duplicative documentation, and ongoing manual reconciliation across teams. This environment increases administrative burden and limits real-time visibility into procurement status and vendor activity. OC San’s purchasing ordinance and associated standard operating procedures establish clear requirements for competitive bidding, approval workflows, documentation standards, and contract administration. These policies are comprehensive and well defined. However, day-to-day execution often relies heavily on staff experience and institutional knowledge rather than standardized templates, automated workflows, or shared performance dashboards. This reliance contributes to variability in how requisitions, change orders, sole- source justifications, and supporting documentation are prepared and maintained. Overall, the current operating model reflects a procurement function that continues to perform reliably due to strong interdepartmental coordination and disciplined adherence to required procedures. At the same time, opportunities exist to enhance consistency, centralize performance data, and improve system-level visibility across vendors and transactions. Strengthening these elements would support more informed decision- making and reduce administrative friction as procurement demands continue to evolve. Our detailed observations are presented in Table 1. Definitions of the rating scale are included in Appendix B. Strategic Context OC San operates as a specialized special district delivering critical, non-discretionary services in a market that has fundamentally changed: • Vendor pools have consolidated, reducing competition and increasing supplier leverage. • Input costs have structurally reset upward, not temporarily spiked. • Contractors are selectively bidding, prioritizing clients with flexibility, scale, and risk tolerance. • Supply chains have shifted away from predictability, undermining legacy just-in-time assumptions. SUMMARY OF OBSERVATIONS © Macias Gini & O’Connell LLP | 6 OC San’s internal posture, however, remains anchored to a pre-disruption operating model—one that assumes competitive markets, stable pricing, and the ability to plan linearly within a fixed rate horizon. The mismatch between external volatility and internal rigidity is the core strategic issue. OC San’s operational adjustments (increased outreach, added inventory, selective in-house fabrication, process tweaks, and targeted obsolescence) are rational tactical responses. They buy time and, in some cases, preserve service continuity. But they do not address the core problem: the market has less capacity and more pricing power. Those mitigations convert external volatility into internal exposures. Inventory ties up cash, in-house fixes increase fixed-cost commitments, and project deferrals accumulate escalation risk that is not captured on the balance sheet. Recent market changes have reduced supplier availability and materially increased the cost and schedule risk of essential goods and services. OC San’s current practice of deferring work, expanding inventory, and substituting vendor capacity preserves near-term rate stability but transfers risk into future periods in ways that functionally resemble unrecorded financing. Continuing current practice will likely produce more frequent, more expensive emergency procurements, compressed schedules that inflate contractor premiums, and increased potential for service delivery disruptions that are expensive. Summary of Observations OC San is not facing a procurement problem. It is facing a financial resilience problem driven by irreversible market changes interacting with fixed institutional constraints. The primary risk is not overspending, but the gradual loss of flexibility, optionality, and long-term cost control through deferral and implicit risk absorption. Table 1: Observations # Observation Risk 1 Vendor performance is not tracked systematically, limiting visibility into delivery reliability and quality issues. Medium 2 Documentation inconsistencies can lead to duplicate records and reduced data reliability across the procure-to-pay lifecycle. Medium 3 Rising materials costs combined with a fixed five‑year rate plan constrain financial flexibility. Medium 4 Reliance on institutional knowledge creates variability in process execution. Low 5 System and process gaps affect cross‑functional visibility and decision‑making. Low 6 Barriers to entry & industry constraints limit competition. Low 7 Need for on demand training & succession planning. Low OBSERVATIONS NARRATIVE © Macias Gini & O’Connell LLP | 7 Observations Narrative OC San’s supply chain and vendor challenges are occurring within a materially altered operating environment that is largely outside OC San’s direct control. Over the past several years, vendor consolidation, labor constraints, and sustained cost escalation have reduced competition, limited supplier availability, and increased pricing volatility across core goods and services required for wastewater operations and capital delivery. These conditions are no longer episodic or transitional; they reflect structural changes in the market for specialized public utility vendors. At the same time, OC San operates within organizational guardrails that constrain its ability to respond flexibly to these external pressures. The District’s reliance on a fixed multi-year rate plan and its longstanding policy of avoiding debt issuance limit near-term financial maneuverability and reduce the range of available responses to unanticipated cost increases or supply disruptions. As a result, OC San has limited capacity to absorb volatility through pricing, financing, or accelerated investment. In this context, OC San has implemented a range of pragmatic operational adjustments, including increased vendor outreach, expanded inventory and warehouse capacity, reduced reliance on just-in-time purchasing, process changes, in-house fabrication where feasible, and selective obsolescence of legacy components. These actions are reasonable and consistent with how similarly situated agencies have responded to supply chain instability. However, they are primarily compensatory in nature and do not address the underlying market dynamics driving vendor scarcity and cost escalation. The cumulative effect of these conditions is an increasing reliance on short-term mitigations and project deferrals to maintain rate stability and operational continuity. While these actions may reduce immediate financial pressure, they also introduce longer-term risks by narrowing future options, compressing delivery schedules, and increasing exposure to further escalation. In practice, deferred capital work, extended maintenance cycles, and inventory substitutions function as implicit risk-transfer mechanisms, shifting cost and execution risk into future periods rather than eliminating it. Importantly, the absence of formal vendor management structures or performance frameworks does not appear to be the primary driver of current challenges. Given the limited depth of the vendor market and reduced supplier leverage available to public agencies, OC San’s ability to enforce performance norms or obtain meaningful recourse beyond existing contractual mechanisms is inherently constrained. Enhancements to vendor management processes may improve visibility and documentation but are unlikely, on their own, to materially change market outcomes. Taken together, these factors suggest that the primary risk facing OC San is not procurement noncompliance or operational inefficiency, but a gradual erosion of organizational resilience and financial optionality. As external conditions persist, OC San’s capacity to respond to future disruptions—whether supply-related, financial, or operational—may continue to diminish unless tradeoffs are made more explicit and risks are more directly acknowledged at the organizational level. The following section provides a detailed expansion of our observations, offering targeted recommendations designed to address the specific risk areas and potential mitigants identified during our engagement. RECOMMENDATIONS © Macias Gini & O’Connell LLP | 8 Recommendations Observation 1: Vendor performance is not tracked systematically, limiting visibility into delivery reliability and quality issues. OC San maintains strong procurement governance through its purchasing ordinance and related standard operating procedures (SOPs) covering competitive bidding, requisitioning, sole‑source justification, ProCard use, and long‑term contract procedures. However, none of OC San’s policies require structured, post‑award vendor performance monitoring, and no system‑of‑record exists for tracking supplier reliability or service quality across the organization. Today, vendor performance issues such as late deliveries, missing packing slips, wrong items, extended lead‑time variability, invoice discrepancies, or responsiveness concerns can be captured informally within individual divisions (e.g., Financial Management, Contracts, Purchasing and Materials Management, Operations and Maintenance (O&M), and Engineering). These data points are often maintained in Outlook threads, personal notes, or local spreadsheets, and are not consolidated, shared, or incorporated into procurement decisions, strategic sourcing activities, contract monitoring, or renewal evaluations. Additionally, OC San’s multi‑system environment (Maximo, JD Edwards, SharePoint) disperses purchasing, receiving, and invoicing information. Without a unified view, OC San is unable to reliably evaluate historical vendor performance or identify systemic issues that may affect plant operations, maintenance scheduling, or project timelines. While vendor quality dips were not noted by all divisions, these challenges are occurring in the context of industry‑wide supply chain constraints. Due to market consolidation, OC San’s available vendor pool is smaller, and many suppliers are prioritizing private‑sector clients with more flexible scopes or terms. As a result, rigid performance requirements may not always align with available alternatives. OC San has mitigated many risks through proactive purchasing, increased inventory, and operational adjustments; however, the absence of a district‑wide vendor management framework limits the ability to systematically assess trends, prepare for future disruptions, or convert localized mitigation efforts into organizational learning. To strengthen operational reliability and improve long‑term procurement decision‑making, OC San would benefit from implementing a scalable and tiered vendor performance management approach that reflects the realities of the public sector and the limited vendor pool. MGO has added additional information for recommendations 1 – 3 in Appendix A. Recommendation 1: Establish a tiered vendor performance program based on commodity type and market risk. Recommendation 2: Explore creating a district‑wide “vendor event log” to capture issues and reestablish accurate lead times. Recommendation 3: Incorporate vendor performance data into contract renewals, sole‑source justifications, and ongoing vendor management. RECOMMENDATIONS © Macias Gini & O’Connell LLP | 9 Observation 2: Documentation inconsistencies can lead to duplicate records and reduced data reliability across the procure-to-pay lifecycle. OC San’s procurement and Public Works procedures require extensive documentation; however, the SOPs do not establish district‑wide standards for naming conventions, metadata requirements, folder structures, or system of record assignments. As a result, requisitions, justification letters, bid tabulations, evaluation documents, and ProCard backup are stored inconsistently across JD Edwards, SharePoint, PMWeb, and Maximo. While certain areas such as Emergency Purchases and Public Works Change Management demonstrate strong documentation expectations, these processes still rely heavily on manual attachments, disconnected systems, and non‑standardized forms. This contributes to duplicate records, inconsistent labeling, and ongoing issues such as duplicate part creation in Maximo. Interviews further confirmed that naming conventions differ by division and SharePoint/Maximo records lack uniform structure. Although OC San’s Records Retention Schedule provides robust guidance on retention and destruction of official records, it does not define the metadata, naming rules, or taxonomy needed to support consistent documentation practices across departments. These gaps reduce data reliability across the procure‑to‑pay lifecycle and create significant inefficiencies. Staff in Accounts Payable, Warehouse, Capital Accounting, and Contracts frequently perform manual reconciliations due to mismatched or duplicate documentation, and multi‑system workflows introduce version‑control risk for capital project. Without a unified approach to document control, OC San’s ability to maintain accurate, accessible, and audit‑ready records is diminished, increasing operational workload and reducing confidence in procurement and project data. To address these issues, OC San should implement a district‑wide document‑control framework that establishes consistent expectations for all procurement, contracts, maintenance, and capital project files. This should include creating a standardized taxonomy and naming structure; defining required metadata fields such as project number, vendor, commodity code, revision, and fiscal year; and establishing uniform folder structures within SharePoint and other repositories. Integrating these standards into existing SOPs along with the use of controlled templates for justification memos, price evaluations, cost estimates, and change management tools would significantly reduce duplication, strengthen data integrity, and streamline reconciliation and audit processes. Recommendation 4: Establish a district‑wide document standard that defines naming conventions, required metadata and standardized folder structures for all procurement, contracting, maintenance, and capital project documentation. Recommendation 5: Designate and document system of record requirements for each document type across systems, ensuring consistent file storage, retrieval, and version control throughout the agency. Recommendation 6: Continue the work, already underway, assessing the feasibility of migrating toward an interoperable finance system environment. Recommendation 7: Assess potential gaps, duplications, or otherwise tied to multiple system(s) access and segregation of duties. RECOMMENDATIONS © Macias Gini & O’Connell LLP | 10 Observation 3: Rising materials costs combined with a fixed five‑year rate plan constrain financial flexibility. OC San operates under a fixed five‑year rate plan, which could limit its financial flexibility as material costs continue to rise. Although the Emergency Purchases SOP and Purchasing procedures emphasize minimizing emergency buys and achieving cost savings, they do not address pricing strategy, inflation‑sensitive procurement, or the use of escalation clauses and cooperative contracts. The policies also lack guidance on cost caps, pre‑negotiated emergency rates, commodity‑specific sourcing strategies, or long‑term cost modeling tied to rate structures. Despite these gaps, Engineering and Operations have demonstrated strong operational resilience by increasing inventory levels to buffer supply chain volatility, procuring long‑lead assets early, responsibly extending asset life cycles when necessary, and exploring U.S.‑based pump alternatives to reduce European supply chain exposure. These measures help offset volatility, but the absence of formal guidance within procurement SOPs limits OC San’s ability to systematically manage inflation‑impacted purchasing. No SOP requires evaluating cost escalators, forecasting inflation‑sensitive materials, or pursuing consolidation strategies. Without a structured cost‑management framework, rising material costs can exacerbate budget pressure and emergency purchases can further elevate unit costs and freight expenses under OC San’s fixed rate environment. Adding inflation‑aware procurement practices and cost‑management tools to existing SOPs would strengthen long‑term financial resilience and support more predictable budgeting under fixed rate plans. Without changing the rate plan or issuing debt, finance leadership can still act in a variety of ways: 1) Explicitly classify deferral as financial exposure 2) Reframe ‘affordability’ and ‘responsiveness’ internally 3) Prioritize schedule certainty 4) Adjust the perspective on market volatility from temporary to permanent 5) Preserve liquidity and optionality whenever possible Recommendation 8: Explore incorporating long‑term cost‑forecasting and inflation‑risk planning into procurement SOPs, including multi‑year cost modeling tied to rate plans and early budgeting adjustments based on lead‑time trends and cost indices. Recommendation 9: Shift organizational culture to align with new market and labor realities. Observation 4: Reliance on institutional knowledge creates variability in process execution. OC San’s change-order and procurement procedures are detailed, but their execution still depends heavily on professional judgment and institutional knowledge. Change-order processing requires staff to interpret scope, select the appropriate change order method, assess contractor documentation, and prepare technical documents such as independent cost estimations, time impact analyses, pre-negotiation plans, and records of negotiations. Similar reliance on experience is required for sole-source justifications, JD Edwards requisitioning, assembling complete attachment packages, and documenting evaluations. Because SOPs do not include standardized templates, job aids, examples, or documented training expectations, staff often rely on informal knowledge transfer, which varies across divisions. RECOMMENDATIONS © Macias Gini & O’Connell LLP | 11 This is most evident in emergency purchasing, where after-hours vendor selection depends on individual memory rather than pre-approved vendor lists. While some areas such as Contracts’ checklists and Warehouse’s Maximo retraining help reduce variability, OC San lacks a formal mechanism to ensure process consistency when staff onboard, transition roles, or depart. The record retention schedule also does not define requirements for preserving role-specific responsibilities or ensuring continuity when document owners and approvers change. These gaps introduce variability in how change orders, requisitions, and justifications are prepared and documented, reducing consistency and increasing the risk of incomplete or uneven application of procurement and contracting requirements. Strengthening SOPs with standardized tools, training, and role-continuity expectations would reduce reliance on individual experience and improve documentation quality across teams. Recommendation 10: Add role transition and knowledge retention documentation requirements to record retention policy and standard operating procedures. Recommendation 11: Implement job aids and examples for common documentation to reduce reliance on staff interpretation and internally held process knowledge. Observation 5: Multiple systems and process gaps affect cross‑functional visibility and decision‑making. OC San’s procurement, change‑order, and financial workflows operate across multiple systems such as Maximo, JD Edwards, OpenGov, PMWeb, and SharePoint with no defined system of record or cross‑system data governance. Although staff maintain strong service levels through manual checking and collaboration, the underlying processes remain fragmented and require significant reconciliation effort. Change‑order workflows involve multiple roles (Project Manager, Resident Engineers, Contracts, Engineering, Accounting, and the General Manager), yet none of the SOPs define how change‑order data is to flow across JD Edwards, PMWeb, or SharePoint, nor do they specify reconciliation frequency, ownership of cross‑system updates, or requirements for digital workflows or reporting dashboards. Similar gaps exist in procurement, ProCard, blanket PO, and requisition processes, all of which rely heavily on manual routing and uploads. These omissions result in inconsistent visibility. Without formalized data governance and system‑of‑record standards, OC San’s cross‑functional decision‑making remains dependent on manual processes, individual knowledge, and departmental workarounds. Addressing these gaps through a unified data‑governance framework would significantly reduce reconciliation workload, strengthen reporting accuracy, and ensure consistent visibility across procurement, contracting, maintenance, and capital‑project teams. Recommendation 12: Insert a “Cross‑System Data Governance” section into the Purchasing SOP or create a standalone policy that defines: System of record for each data type (vendor, purchase order, invoice, contract, inventory), required reconciliation frequency, and integrated reporting standards. Observation 6: Barriers to entry and industry constraints limit competition. OC San’s policy SOP 401‑1‑07 Sole Source Purchases establish strong expectations for competitive procurement, requiring clear justification for sole‑source awards, defined approval workflows, and Board RECOMMENDATIONS © Macias Gini & O’Connell LLP | 12 thresholds. Multi‑step sealed bids, competitive proposals, and prequalification processes reinforce competitive integrity. OC San also takes proactive steps to expand supplier participation, such as piloting U.S.‑based pump alternatives, maintaining multiple on‑call contracts to keep vendor pools competitive, and providing outreach through PlanetBids, newsletters, and the “Doing Business” portal. These practices demonstrate a commitment to minimizing non‑competitive purchasing. However, the procedures do not include mechanisms for periodic market testing, ongoing review of sole‑source categories, monitoring supplier concentration by commodity group, or formal strategies for commodities with limited competition. In addition, guidance documents do not explicitly address pre‑qualification strategies for constrained markets, use of alternative procurement methods to broaden competition, or targeted supplier‑development efforts for small or local firms. Integrating these elements into SOP 401‑1‑07 would help OC San ensure long‑term competition, reduce supplier dependency, and support broader vendor access for complex technical scopes. Recommendation 13: Incorporate periodic market testing and supplier‑concentration monitoring into SOP 401‑1‑07 to ensure ongoing competition and identify areas where sole‑source reliance is increasing. Recommendation 14: Explore expanding vendor‑access strategies by adding commodity‑specific sourcing approaches, pre‑solicitation vendor education, and readiness sessions for small/local firms to the Purchasing Ordinance and vendor‑outreach materials. Observation 7: Need for on demand training and succession planning. In‑person training is highly valued and actively delivered, especially for Maximo, OpenGov, and JD Edwards. Warehouse is leading new Maximo retraining cycles after identifying adoption gaps. Cross-team collaboration naturally supports informal knowledge transfer and succession readiness. Multiple groups want recorded or self‑paced training, but no policy document (SOP, record retention policy, or Purchasing guidance) defines training requirements, frequency, or format. Turnover in Planning, Maintenance, and Purchasing has already created variability in system use and documentation quality. Recommendation 15: Explore training module software to provide employees with self-paced learning opportunities. Recommendation 16: Assess key departmental and positional succession risks and develop succession plans accordingly. Create a standard process and procedure for visiting these succession plans annually and assessing additional risks and plans. APPENDIX A – VENDOR MANAGEMENT ENHANCEMENTS RECOMMENDATIONS © Macias Gini & O’Connell LLP | 13 Appendix A – Vendor Management Enhancements Recommendations Recommendation 1: Establish a Tiered Vendor Performance Program Based on Commodity Type and Market Risk To avoid overburdening specialized or sole‑source vendors while still improving visibility across routine commodities, OC San should adopt a flexible, tiered performance model. It is recommended OC San begin with smaller, widely available items while maintaining flexibility for high‑complexity categories. • Tier 1 – Widely available commodities (e.g., batteries, janitorial supplies, PPE): Apply standard metrics (on‑time delivery, correct quantities, documentation accuracy). • Tier 2 – Common maintenance, repair, and operations support items: Use a simplified scorecard and quarterly review. • Tier 3 – Specialized, sole‑source, or custom‑fabricated items: Track performance consistently, but use results to adjust expectations and planning, not to drive vendor switching. Recommendation 2: Explore Creating a District‑Wide “Vendor Event Log” to Capture Issues and Reestablish Accurate Lead Times OC San should explore implementing a centralized, light-touch vendor event tracking mechanism (e.g., a standardized SharePoint form or Maximo/ JD Edwards add-on field) to capture delivery issues, documentation errors, responsiveness problems, and invoice discrepancies. The goal is not to force vendor changes, but to retime ordering and improve planning based on real-world performance. Consolidating this information will enable: • Recalibration of actual lead times • Improved reorder point planning • Reduction of emergency purchasing and expediting • Better coordination across Warehouse, AP, O&M, and Purchasing • Heightened visibility into chronic vendor issues Recommendation 3: Incorporate Vendor Performance Data Into Contract Renewals, Sole‑Source Justifications, and Ongoing Vendor Management OC San should incorporate vendor performance metrics as supporting evidence for: Long‑term contract renewals, annual vendor reviews, sole- source justification memos, and market checks and sourcing strategies. Performance data should inform, not determine, procurement decisions. For markets with limited vendor choice, the purpose is transparency, expectation setting, and continuous improvement rather than punitive measures. This provides a defensible, data‑backed basis for procurement decisions while respecting market constraints. APPENDIX B – MGO RATINGS DEFINITIONS © Macias Gini & O’Connell LLP | 14 Appendix B – MGO Ratings Definitions Observation Risk Rating Definitions Report Rating Definitions Rating Definition Rating Explanation Low Process improvements exist but are not an immediate priority for OC San. Taking advantage of these opportunities would be considered best practice for OC San. Low Adequate internal controls are in place and operating effectively. Few, if any, improvements in the internal control structure are required. Observation should be limited to only low risk observations identified or moderate observations which are not pervasive in nature. Medium Process improvement opportunities exist to help OC San meet or improve its goals, meet or improve its internal control structure, and further protect its brand or public perception. This opportunity should be considered in the near term. Medium Certain internal controls are either: • Not in place or are not operating effectively, which in the aggregate, represent a significant lack of control in one or more of the areas within the scope of the assessment. • Several moderate control weaknesses in one process, or a combination of high and moderate weaknesses which collectively are not pervasive. (1) Risk ratings assigned by the MGO Team are based on professional judgement. Professional judgement is generally defined by the American Institute of Certified Public Accountants (AICPA) as the application of the accumulated knowledge gained through training and experience and by making use of the ethical standards, which results in making informed decisions about the level of risks and the courses of recommended actions that are appropriate in specific circumstances. MGO mgocpa.com © 2025 MACIAS GINI & 1 Orange County Sanitation District Internal Audit: Succession Planning Project Overview Overview In alignment with the findings of OC San’s April 2025 Enterprise Risk Assessment, this engagement focuses on: •Assessing the organization’s succession planning framework to ensure it includes key elements such as identification of critical roles, talent assessment, development plans,and contingency strategies. •Review implementation knowledge transfer strategies, such as adequacy of training,mentorship program,and documentation of best practices,to help preserve critical information MGO worked collaboratively on this internal audit activity with OC San’s Human Resources and affected departments/divisions to assess the management practices. © 2025 MACIAS GINI & O'CONNELL LLP2 © 2025 MACIAS GINI & O'CONNELL LLP 3 Scope Evaluation focused on: •Key components of OC San’s succession planning •Broader human capital practices •Identify strengths, risks, and opportunities to enhance workforce continuity Methodology Approached the assessment with a review of the following criteria: •Governance •Framework •Implementation Scope and Methodology © 2025 MACIAS GINI & O'CONNELL LLP 4 Approach Kick-off meeting HR operating metrics Compensation structure Training and development Document request Interviews with key stakeholders Retirement eligibility forecasts Reporting Information Gathering Analysis Pipeline development © 2025 MACIAS GINI & O'CONNELL LLP Current State Strengths 5 •Annual assessment ofretirement eligibility •Extensive SOPs in operations and maintenance to support continuity Succession Plan Development •Strong education institution pipelines •Established internship program •Flexible, proactive recruitment approach Talent Acquisition and Marketing •Structured evaluationcycle •HR provided guidance Performance Evaluation and Marketing •Established, responsive training programs •Extensive operations and maintenance training Training and Development •75th percentile target •Benefits supporting development Compensation and Benefits © 2025 MACIAS GINI & O'CONNELL LLP 6 Observations Absence of a modern, documented succession framework Inconsistent internal pipelines Recommendations Document OC San’s succession plan to communicate strategy internally and externally. Observations and Recommendations SUCCESSION PLAN DEVELOPMENT © 2025 MACIAS GINI & O'CONNELL LLP 7 Observations Some recruitment timelines remain lengthy Inconsistent competitiveness for specialized and trade roles Recommendations Consider evaluating broader market benchmarks, including private sector data, within ongoing classification and compensation studies. Consider reviewing recruitment and retention tools to ensure alignment with organizational and market needs Observations and Recommendations TALENT ACQUISITION AND MARKETING © 2025 MACIAS GINI & O'CONNELL LLP 8 Observations Inconsistent manager check-ins and coaching practices Goal-setting discipline varies across departments Recommendations Incorporate coaching requirements as core competencies in performance reviews for position levels, supervisors and above, to reinforce the cultural expectation of a continually growing and training workforce. Require departments to set position goals that align with department goals, appropriate to the position level, within the Cornerstone HRIS system. Observations and Recommendations PERFORMANCE EVALUATION AND COACHING ©© 22002255 MMAACCIIAASS GGIINNII & & OO''CCOONNNNEELL LLP LL LLP Acknowledgements 9 ©© 22002255 MMAACCIIAASS GGIINNII & & OO''CCOONNNNEELL LLP LL LLP — Questions? 10 © 2025 MACIAS GINI & O'CONNELL LLP — 1 Orange CountySanitation DistrictInternal Audit: Supply Chain and Vendor Management Project Overview Overview In alignment with the findings of OC San’s April 2025 Enterprise Risk Assessment, this engagement focuses on mitigating OC San’s supply chain and vendor management risks, which have been identified as moderate to high priority enterprise risks. MGO worked collaboratively on this internal audit activity with OC San’s Procurement, Finance, and Operations divisions to evaluate current procurement, vendor monitoring, and supply chain management practices. © 2025 MACIAS GINI & O'CONNELL LLP 2 © 2025 MACIAS GINI & O'CONNELL LLP 3 Approach Kick-off meeting Procurement practices A/P and capital accounting procedures Training materials Document request Interviews with key stakeholders Asset lifecycle planning documents Reporting Information Gathering Analysis Vendor performance © 2025 MACIAS GINI & O'CONNELL LLP Current State 4 Operations remain reliable today due to coordination and staff expertise Increasing reliance on workarounds, deferrals, and short-term fixes Limited transparency and scalability as market pressures intensify © 2025 MACIAS GINI & O'CONNELL LLP Looking Forward 5 District-wide vendor performance tracking Clear systems-of-record and documentation standards Stronger data governance and visibility Inflation-and volatility-aware procurement guidance © 2025 MACIAS GINI & O'CONNELL LLP Market Shift Vs. Legacy Operations Model External Market Reality •Vendor consolidation has led to less competition and more supplier leverage •Costs have reset upward •Contractors bid selectively •Supply chains are less predictable Consequences of Current Mitigations •Tactical responses buy time but shift risk forward—tying up cash, increasing fixed costs, and compounding escalation risk. •If unchanged, outcomes may include more emergency procurements, premium pricing, and increased risk of service disruptions. The Core Strategic Issue •OC San’s internal practices remain rooted in a pre-disruption model of stable pricing, competitive markets, and linear planning. 6 © 2025 MACIAS GINI & O'CONNELL LLP Observations and Recommendations 7 #Observations Risk Recommendations 1 Vendor performance is not consistently tracked.Medium •Implement tiered vendor performance by risk. •Create a district-wide vendor event log. •Apply vendor performance data to renewals and management. 2 Documentation inconsistencies drive duplicate records and reduce data reliability. Medium •Establish district-wide document standards for naming, metadata, and folder structure. •Define systems of record for each document type to ensure version control and retrieval. •Continue evaluating migration to an interoperable finance system environment. •Assess access-related gaps, duplications, and segregation-of-duties risks across systems. © 2025 MACIAS GINI & O'CONNELL LLP Observations and Recommendations 8 #Observations Risk Recommendations 3 Rising material costs and fixed five-year rates limit financial flexibility. Medium •Incorporate long-term cost forecasting and inflation risk into procurement SOPs. •Align organizational culture to evolving market and labor conditions. 4 Reliance on institutional knowledge drives process variability. Low •Require role transition and knowledge retention documentation in policy and SOPs. •Deploy standard job aids to reduce reliance on individual process knowledge. 5 System and process exist.Low •Define cross-system data governance, including systems of record, reconciliation cadence, and reporting standards. © 2025 MACIAS GINI & O'CONNELL LLP Observations and Recommendations 9 #Observations Risk Recommendations 6 Barriers to entry & industry constraints limit competition. Low •Add market testing and supplier-concentration monitoring to SOP 401-1-07. •Expand vendor access through commodity-specific sourcing and targeted outreach. 7 Need for on demand training & succession planning. Low •Provide self-paced training through learning module software. •Assess succession risks and implement annually reviewed succession plans. ©© 22002255 MMAACCIIAASS GGIINNII & & OO''CCOONNNNEELL LLP LL LLP Acknowledgements 10 ©© 22002255 MMAACCIIAASS GGIINNII & & OO''CCOONNNNEELL LLP LL LLP Questions? 11 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4672 Agenda Date:5/13/2026 Agenda Item No:14. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: INSURANCE UPDATE GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Information Item. BACKGROUND Orange County Sanitation District (OC San)Staff and Broker will provide an update on the status of the Insurance Program as the budget process is underway and the insurance renewals are upcoming. RELEVANT STANDARDS ·Protect OC San Assets ·Commitment to safety & reducing risk in all operations ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation Orange County Sanitation District Printed on 5/5/2026Page 1 of 1 powered by Legistar™ 5/5/2026 1 FY 2026-27 Insurance Update Presented by: Collette Stewart, Principal Staff Analyst Administration Committee May 13, 2026 •Insurance Events •Market Drivers •OC San Cost Estimates Overview 2 All data and information has been provided by Alliant Insurance Services 1 2 5/5/2026 2 Major U.S Losses in 2025 3 Heavy concentration of losses in Gulf Coast statesand CA Earthquake/ Difference in Conditions Renewal Outlook 4 Current Market Conditions: •Major underwriters are re- evaluating the most profitable way to deploy capital: •CA EQ vs. Other CAT/ Florida Wind •Current markets are shrinking appetites – the push for smaller limits continues •No new significant injection of capital for EQ markets •Adequate capacity remains •Market conditions pushed many placements into non-admitted markets, and a backlog developed creating service delays Earthquake is catastrophic in nature, it is priced and underwritten separately from Property risks. In recent years Earthquake markets reacted to significant reinsurance rate increases and pushed large premium increases to insureds. Since then, premiums have fallen, and downward pressure continues. For 2026, the goal is to provide renewal term stability and faster underwriting processing and proposal delivery. 3 4 5/5/2026 3 Liability Claim Trends and Inflationary Pressures 5 Liability Claim severity has increased • Social Inflation • Medical Cost Inflation • Plaintiff Bar Success – Advertising, Reptile Theory, etc. Liability Claims frequency has increased • Third-party litigation funding (TPLF) • Aging Infrastructure • Dissatisfaction Inflation Toll • As inflation increased, Insurance Carriers seek increased premiums • Higher claims payouts, operational costs, etc. • Investment Portfolio is impacted • Claims more likely to approach retention levels, retentions increases are common Worker’s Compensation Trends/Outlook 6 1.Rising medical costs for catastrophic claims: • Accident survivability • Increased life expectancy for catastrophically injured workers • Higher costs for medical care technology • 30% increase in claims incurred over $10M in last 3 years 2.Enhanced care with AI tools 3.Inflation, tariffs and stress on our medical system 4.The risk and needs of an aging workforce 5.Legal claim costs 6.Uptick in cumulative trauma claims 7.Mental health claims 8.Return to office 5 6 5/5/2026 4 Coverage, Exposure, and Cost Estimates 7 2025-26 2026-27 Dollars Percent APIP Property (Including B&M) 2,958,369 2,742,809 (215,560) -7% Earthquake 175,138 166,381 (8,757) -5% Excess Liability 1,291,606 1,485,347 193,741 15% Excess Workers Comp (PRISM)414,522 518,000 103,478 25% Cyber 144,700 159,829 15,129 10% Pollution (PRISM) 46,918 49,264 2,346 5% Crime (ACIP) * 5,842 6,437 595 10% Marine 56,079 58,883 2,804 5% Travel Accident 2,500 2,500 - 0% Deadly Weapons Response 9,286 10,519 1,233 13% Total Program Cost: 5,104,960 5,199,970 95,009 2% Coverage Change Expiring Estimated Key Meeting Dates 8 January February March April May June Budget Assumptions and Calendar Board Revenues and Reserves Operations Administration Expenditures Operations Administration CIP Operations Administration Proposed 2-Year Budget Operations Administration Board Insurance Administration 7 8 5/5/2026 5 9 Information Item Recommendation 9 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4899 Agenda Date:5/13/2026 Agenda Item No:15. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: FY 2026-27 AND 2027-28 CAPITAL IMPROVEMENT PROGRAM BUDGET EXPENDITURES GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Information Item. BACKGROUND Staff provided presentations to the Operations and Administration Committees focusing on various areas of the FY 2026-27 and FY 2027-28 budget development process,that initiated at the January 28,2026,Board of Directors meeting.Staff will make a brief presentation on the proposed expenditure details of the Capital Improvement Program (CIP)Budget at the Operations and Administration Committee meetings. The Operating and Capital Budgets,effective July 1 of this year,will be presented for adoption at the June 24, 2026, Board of Directors meeting. RELEVANT STANDARDS ·Produce appropriate financial reporting -annual financial report &audit letter and Ops &CIP budgets every two years, with annual update ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation JF:op Orange County Sanitation District Printed on 4/30/2026Page 1 of 1 powered by Legistar™ 4/30/2026 1 FY 2026-27 and FY 2027-28 Capital Improvement Program Budget Expenditures Presented by: Justin Fenton Engineering Manager Administration Committee May 13, 2026 All Budget Expenses (millions) 2 Operating $246.4 42% Capital $254.344% Debt$60.4 10% Other $20.2 4% FY 2025-26 Total Expenses - $581.3 Operating $260.4 40% Capital $318.0 49% Debt $60.4 9% Other $10.2 2% FY 2025-26 (Amended) Total Expenses - $649.0 1 2 4/30/2026 2 The CIP includes all costs to plan, design, and construct capital facilities based on 4 key drivers: •Additional Capacity •Regulations •Strategic Initiative •Rehabilitation & Replacement Projects are planned based on our Asset Management Program & validated annually Capital Improvement Program (CIP) 3 Detail Sheet for every project over $7.5M •Category •Status •Description •Justification •Budget Projections Tables utilized for remaining small projects Project Details 4 3 4 4/30/2026 3 •FY 25-26 increase was addressed via April budget amendment •Currently ~150 active projects valued at over $4B Capital Expenses – 2 Years 5 254 318 261 291 332 314 $0 $50 $100 $150 $200 $250 $300 $350 Budget FY 25-26 Amended FY 25-26 Adopted FY26-27 Proposed FY 26-27 Adopted FY27-28 Proposed FY 27-28 Mi l l i o n s FY 26-27 & FY 27-28 Spending Detail 6 Collections 35% Liquid Treatment 27%Other 1% Solids 7% Support Facilities 14% Utility Systems 16% FY 27-28 $314M Collections 41% Liquid Treatment 29% Other 2% Solids 6% Support Facilities 11% Utility Systems 11% FY 26-27 $291M 5 6 4/30/2026 4 CIP is represented in three lines of the Cash Flow Projection •Line 12 -Authorized Active and Future Projects •Line 13 – CIP Savings & Deferrals •Line 14 - Allocation for Planned Projects Proposed CIP – Lines 12, 13, & 14 7 $(200) $(100) $- $100 $200 $300 $400 $500 $600 26-27 27-28 28-29 29-30 30-31 31-32 32-33 33-34 34-35 35-36 Mi l l i o n s Authorized (Line 12)Savings and Deferrals (Line 13)Planned (Line 14) $- $100 $200 $300 $400 $500 $600 Mi l l i o n s Proposed Adopted 3.5% Esc Ref Line •Net CIP: Total of Lines 12, 13, & 14 •Proposed CIP results in steadier workload •Long-range projects were updated to reflect current costs •Future Small Projects Program spending added ($40M/year) 20-Year Net CIP: $8.3B 8 7 8 4/30/2026 5 • As program projects closed, new projects could start • Long-term spending forecast was limited • Change to $40M annual budgets: M-FE-FY26, M-FE-FY27, … *New M-FE-FYXX added for all 20 fiscal years M-FE: Small Construction Projects Program [$125M] • Shifted to Operating Budget (Division 740) M-STUDIES: Planning Studies Program [$25M] • Shifted to Operating Budget (Division 740) M-RESEARCH: Research Program [$10M] Program Budgets 9 Proposed Budget (M) Budget Change (M)Project NameProject # $96($374)Blower Building 1 Standby Power Improvements at P1P1-140 $323$137Primary Sedimentation Basins No. 3-5 Replacement at P1P1-126 $122$122Southern California Edison Substation Replacement at P2P2-145 $690$102Digester Replacement at P2P2-128 $69$69Service Center & CenGen Electrical Replacement at P1P1-144 $ -($55)Power Dist Syst and Power Building C Replacement at P1 & P2J-142 $53$53Power Building C Replacement at P2P2-144 $264($42)B Side Primary Sedimentation Basins Rehabilitation at P2P2-133 $230$40Digester Gas Facilities ImprovementsJ-124 $79$28Digesters Rehabilitation at P2P2-137 $40$24Industrial Control System and IT Data Center Relocation at P1P1-138 $102$23Deep Well Biosolids Management FacilityJ-143 $ -($20)Oxygen Gas Generation Facility at P2P2-142 $ -($17)Central Generation Facilities and OOBS Seismic UpgradesJ-138 $127$17Ocean Outfalls RehabilitationJ-137 Top 15 Project Changes 10 9 10 4/30/2026 6 Primary Effluent Pump Station Blower Building Power Building 2 11 P1-140: Blower Building 1 Standby Power Improvements at P1 •Blower Building modifications •Standby power requirements •HVAC & roof replacement •Seismic retro-fit •Primary Effluent Pump Station demolition work •Major Aeration Basin & Secondary Clarifier elements deferred •Results in $374M decrease to this project Existing Generator 12 P1-126: Primary Sedimentation Basins No. 3-5 Replacement at P1 •Replace 3 Circular Primary Clarifiers •Replace Primary Odor Control •Gravity flow from Headworks to AS-1 •$137M increase due to: •Revised & expanded project elements •Longer construction schedule / added work restrictions •Updated cost estimate 11 12 4/30/2026 7 •6 new Digesters •Seismic resilience •Digester Complex Master Plan •$107M increase due to: •Schedule change & cost escalation •Updated cost estimate P2-128: Digester Replacement at P2 13 Power Bldg Digesters Feed Facility Summary 14 Proposed FY 27-28 Proposed FY 26-27 Estimated FY 25-26 Revised Budget FY 25-26 $349.1$311.4$306.0$306.0Capital Improvement Program (CIP) (35.5)(20.0)--CIP Savings and Deferrals ----Future Rehabilitation $313.6$291.4$306.0$306.0Net Capital Expenses $22.2$(14.6)$0Change from Adopted Budget 7.6%(4.8)%0.0% Capital Expenses (Millions) 13 14 4/30/2026 8 15 $0 $50 $100 $150 $200 $250 $300 $350 CIP Reserves Net CIP $291 50% of 10-Year CIP $232 Replacement and Refurbishment$75 Mil l i o n s FY 26-27 CIP Reserves Key Meeting Dates 16 January February March April May June Revenues and Reserves Operations Administration Expenditures Operations Administration CIP Operations Administration Proposed 2-Year Budget Operations Administration Board Insurance Administration Budget Assumptions and Calendar Board 15 16 4/30/2026 9 Information Item. Recommendation 17 17 ADMINISTRATION COMMITTEE Agenda Report Headquarters 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 File #:2026-4900 Agenda Date:5/13/2026 Agenda Item No:16. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: ENGINEERING CONTRACTS GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Information Item. BACKGROUND Each month, staff provides an informational presentation on topics of interest to the Board of Directors. This month’s topic: Orange County Sanitation District Engineering Contracts. RELEVANT STANDARDS ·Ensure the public’s money is wisely spent ·Sound engineering and accounting practices, complying with local, state, and federal laws ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation Orange County Sanitation District Printed on 4/30/2026Page 1 of 1 powered by Legistar™ 4/30/2026 1 Engineering Contracts Presented by: Mike Dorman Director of Engineering Administration Committee May 13, 2026 1. Operationally funded Planning Studies 2. Capital Improvement Program (CIP) Projects 3. Small Projects (operationally or capital funded) Project Creation 2 Valve Replacement Erosion Control Cable Replacement Small Projects 1 2 4/30/2026 2 Master Service Agreements (2) ABB Control System and PDB Owner Advisor Programming Professional Services (2) Supplemental Engineering Services (2) Progressive Design-Build (Best Value) Master Agreements (2) Planning Studies and Design/Construction Contract and Agreement Types 3 Engineering Services Planning and Design/Construction (Qualifications) On-Call Services (6) CEQA, Condition Assessment (2), Material Testing, Survey, Corrosion Construction (Public Low Bid) Engineering Department •CEQA •Coating and Corrosion ManagementAssessment Staffing Support Services •Condition Assessment On-CallContractor Support Services On-Call Planning Contracts (5 years) 4 3/1/2027 3 4 4/30/2026 3 •Coating Inspection •Geotechnical Testing •Surveying On-Call Construction Contracts (5 years) 5 Consultant Fee up to $500,000 per task order ($1M maximum per year) •Planning Studies (6 firms) •Design/Construction Services (Small Projects) (18 firms across 4 categories) Master Agreements (5 years) 6 Task Order Consultant Selection Bid ConstructionDesign Small Projects GM Approval Task Order Consultant Selection Planning Study Small Planning Studies GM Approval Design/Construction Services 5 6 4/30/2026 4 Individual Service Agreements (>$500,000) •Planning Studies •Professional Design Services -> Professional Construction Services (CIP Projects) Engineering Service Agreements 7 Request for Proposal Consultant Selection Bid ConstructionDesign Committee/Board Approval • Professional Design Service Agreement (PDSA) Committee/Board Approval • Professional Construction Service Agreement (PCSA) Request for Proposal Consultant Selection Planning Study Planning Studies Committee/Board Approval • Professional Service Agreement (PSA) CIP Projects Design Services Construction Services Individual Construction Contracts •Small Projects •Facilities Engineering (FE) (capital funded projects) •Facilities Replacement (FR) (operationally funded repair projects) •CIP Projects (Collections, Plants, and Joint) Construction Contracts 8 Bid Construction Committee Approval (>$150,000–$250,000) Board Approval (>$250,000) GM Approval (<=$150,000) 7 8 4/30/2026 5 Individual Progressive Design-Build (PDB) Contracts •>$5M •No more than 10 projects Progressive Design-Build 9 PDB Request for Proposal Design Builder Selection Phase 1 Preconstruction Committee/Board Approval • PDB Contract • Contract Upper Limit Progressive Design-Build Guaranteed Maximum Price Phase 2 Final Design/Early Start Construction GM Amendment Guaranteed Maximum Price Early Equipment Procurement GM Amendment Guaranteed Maximum Price Construction GM Amendment •ABB (15 years initial + 10 years of renewals) •Hardware and software •Licensing •Labor services •PDB Owner Advisor Master Service Agreements 10 J-120A Control Room Reconfiguration 9 10 4/30/2026 6 $59.4M total (5 years) •Jacobs Project Management Co. •AECOM Technical Services, Inc. Supplemental Engineering Services 11 $4.9M each (5 years) •Enterprise Automation •Rockwell Automation, Inc. Programming Professional Services 12 11 12 4/30/2026 7 Information Item. Recommendation 13 13 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 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 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 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.