HomeMy WebLinkAbout06.a.1)b) DRAFT FY 2016-17 District BudgetCe
tra
Co
tra Costa Sa
17
FY 2 oi 6
Itary District
BUDGE
Central Contra Costa
Sanitary District
Protecting Public Health and the Environment
Board of Directors
David R. Williams
Director
Tad J. Pilecki
President
Michael R. McGill
Director
James A. Nejedly Paul H. Causey
President Pro Tem
Director
DISTRICT MANAGEMENT
Roger S. Bailey General Manager
Ann Sasaki Deputy General Manager, Director of Operations
Vacant Director of Budget and Finance
Jean -Marc Petit Director of Engineering and Technical Services
Elaine Boehme Secretary of the District
Kent Alm District Counsel
Table of Contents
Message from the General Manager
Introduction
District Overview 1
Vision, Mission, and Values 2
Organizational Structure 3
Effective Utility Management Attributes 4
FY 2016-18 Strategic Plan and Initiatives 5
Financial Planning Process 8
Financial Planning Policies 9
Financial Summary 11
Overview 11
Source of Funds 11
Use of Funds 11
Sewer Service Charge 13
Operations and Maintenance Budget 13
Salaries and Benefits 16
Budgeted Full -Time Equivalents 17
Variances in the Operations and Maintenance Budget 18
Operating Departments 19
Capital Improvement Budget (CIB) 20
Reserve Projections 21
Debt Service 22
Operating Departments 23
Administration Department 24
Engineering and Technical Services Department 47
Operations Department 59
Self -Insurance Program 78
Capital Improvement Program 86
Ten -Year Capital Improvement Plan 168
Debt Program 184
ii
General Manager Budget Message
Board of Directors:
I am pleased to present the Central
Contra Costa Sanitary District's FY
16-17 combined budget. We have
incorporated the Operations and
Maintenance, Capital Improvement,
Self -Insurance, and Debt Service
budgets into one document to
provide a more user-friendly
and transparent format for our
customers.
During the current fiscal year, we
made a conscious effort to afford the Board more time, including more
budget -related meetings and special workshops, to deliberate over critical
policy issues. Accordingly, the Board has adopted a formal Reserve Policy,
a decision that is consistent with best practices adopted by most of the
leading municipalities and public utilities across the country. In addition,
the Board has agreed to earmark an addition $2.5 million to mitigate the
Unfunded Actuarial Accrued Liability (UAAL) and the liability associated
with Other Post -Employment Benefits (OPEB). These decisions will
further strengthen the District's financial resilience, and will be even more
advantageous as it embarks on a future faced with large infrastructure
replacement and the potential for further exposure to the bond market.
This budget reflects the Board's policies and provides the resources
necessary to accomplish the District's mission to protect public health and
the environment, and to achieve the following goals of our Strategic Plan:
1. Provide exceptional customer
service
2. Strive to meet regulatory
requirements
3. Be a fiscally sound and effective
water sector utility
4. Develop and retain a highly
trained and innovative
workforce
5. Maintain a reliable infrastructure
6. Embrace technology, innovation
and environmental sustainability
iii
General Manager Budget Message
The past fiscal year has been a very successful one for the District. During this time, we have maintained our
excellent record in meeting the needs of the communities we serve. A few of our major accomplishments include:
- Development of a two-year Strategic Plan that
establishes policy direction and identifies goals for
achieving increased effectiveness and efficiencies
throughout the organization for FY 2016-18.
- Implementation and successful completion of
Central San Academy, a program which focuses
on educating our customers on the mission of the
District and how it is executed.
- Implementation of an Asset Management Program
that will help us to achieve the most cost-efficient
methods of operating, maintaining, and replacing
assets.
- Awarded for 18 consecutive years of 100%
compliance with our National Pollutant Discharge
Elimination System permit.
- Implementation of a comprehensive Strategic
Communications Plan that increases outreach to our
customers by adding social media and video public
service announcements.
- Completion of a wide-ranging survey of our
customers that will help us to improve our levels of
service, communication, and customer satisfaction.
- Completion of a Supervisory Academy for
employees.
- Implementation of a new Mentorship Program for
employees.
- Expansion of our recycled water, residential fill
station and commercial truck fill station.
- Household hazardous waste, and pharmaceutical
collection programs.
- Increased collection at the Household Hazardous
Waste Facility (HHW) and pharmaceutical drop-off
sites.
- Earning the Achievement of Excellence in
Procurement Award for the fifth consecutive year.
- Initiating a multiyear business continuity planning
process.
- Installation of solar panel projects at three facilities.
The proposed FY 16-17 budget will enable us to build upon those and other successes in the most optimal manner.
While our staff works tirelessly to improve our business practices, we will continue our commitment to provide the
highest quality wastewater services for our customers.
I want to thank the Board for providing the vision and resources necessary to achieve the District's goals and
respond to future challenges.
Finally, I want to thank the District staff for working so diligently to develop this budget, which will ensure that we
are well positioned financially to accomplish our goals.
We recognize that the communities within our District rely on us for a basic but very critical service, and
accordingly, the proposed budget represents our commitment to excellence. By planning for the future, making
good financial decisions, implementing new technologies and processes, and maintaining a highly skilled and
dedicated workforce, the District will remain a world-class organization that provides our customers with
exceptional service and value, now and well into the future.
VI bl
Roger S. Bailey
General Manager
iv
"i
District Overview
Introduction
B
Vq•--
Orinda
•
• Mar Clyde
•
•
Pacheco • Concord
•
Pleasant Hill
•
• Walnut Creek
Lafayette
• Moraga
•
Clayton
• Alamo
Danville_
4•
S Ramon
District Overview
The Central Contra Costa Sanitary District
(District) was established in 1946 and is
located about 30 miles east of San Francisco.
The District provides wastewater services for
approximately 476,400 residents and more
than 3,000 businesses within a 145 -square mile
area of central Contra Costa County. This area
includes Danville, Lafayette, Martinez, Moraga,
Orinda, Pacheco, Pleasant Hill, San Ramon,
Walnut Creek, and unincorporated areas within
central Contra Costa County. The District also
treats wastewater for residents of Concord and
Clayton under a 1974 contract with the City of
Concord.
CCCSD serves 476,400 customers within its 145 -square -mile service area.
■ Sewage collection and wastewater treatment
(and HHW service) for 339,000 people
▪ Wastewater treatment for 137,400 residents in Concord and Clayton by contract and HHW service
▪ HHW disposal only
▪ CCCSD's Headquarters, treatment plant, HHW Collection Facility and Residential Recycled Water
Fill Station located in Martinez
The District
miles of sew
wastewater t
an average o
which is disc
2 million gal
to produce r
potable purp
industrial pr
operates and maintains m
er pipelines, 19 pumping s
reatment plant that cleans
f 32 million gallons per da
harged into Suisun Bay.
Ions per day receives furt
,cycled water that is ideal
oses such as landscape irr
ore than 1,500
tations, and a
and disinfects
y, most of
Approximately
her treatment
for non-
igation and
o
cesses.
The District's Residential Recycled Water Fill Station
provides free recycled water to residential customers
for hand -watering lawns, gardens, and landscaping.
Nearly 12 million gallons were distributed through
the Fill Station in 2015.
In addition to
responsibilities
a Household
that collects, r
than 2 million
approximately
customers each
Collection Pro
and safely disp
unwanted dru
its wastewater and recycle
, the District operates an(
Hazardous Waste Collectio
,cycles, or safely disposes
pounds of hazardous was
30,000 residential and sm
year; and a Pharmaceuti
Pro:
d water
l maintains
n Facility
of more
to from
all business
cal
at collect
pounds of
with 13 locations th
ose of more than 12,000 r
gs each year.
1
VISION, MISSION &VALUES
Our Vision
To be a high-performance organization that provides exceptional customer service and
regulatory compliance at responsible rates.
Our Mission
To protect public health and the environment.
People
- Value customers and
employees
Respect each other
- Work as a team
- Celebrate our successes
and learn from our
challenges
Our Values
Community
- Value water sector
partners
Foster excellent
community
relationships
- Be open, transparent
and accessible
- Build partnerships
- Understand service
level expectations
Principles
- Be truthful and honest
- Be fair, kind and
friendly
- Take ownership and
responsibility
Leadership and
Commitment
Work effectively and
efficiently
Promote a passionate
and empowered
workforce
Encourage continuous
growth and development
Inspire dedication and
top-quality results
2
Organizational Structure
Organizational Structure
Secretary of the
District
Citizens of
the District
Board
Members
General
Manager
Deputy GM/
Director of
Operations
Director of Budget
and Finance
Counsel for the
District
Director of
Engineering and
Technical Services
The District is governed by a Board of Directors
whose five members are elected on a non-
partisan basis and serve a four-year term.
The Board appoints the General Manager, the
Secretary of the District, and the Counsel for the
District.
The District is organized into three
departments: Administration, Engineering and
Technical Services, and Operations. Its current
290 budgeted full-time employees are led by
a Deputy General Manager, two Department
Directors, and twelve Division Managers.
The District's main headquarters, Board room,
and treatment plant are located at 5019 Imhoff
Place in Martinez. The District's collection
system operations are headquartered at 1250
Springbrook Road in Walnut Creek.
Strategic Plan Summary
For FY 2016-18, the District implemented a two-year Strategic Plan that establishes policy direction that will
enable the District to increase efficiencies and continue in its role as stewards of the environment. The Strategic
Plan outlines the District's core commitments, focused initiatives, and key performance measurements.
The strategic goals reflect the challenges that many water sector agencies face as we strive to increase quality and
minimize the cost of services to our customers. These challenges include:
Enhanced customer expectations and public - Expanded challenges associated with employee
awareness recruitment and retention
Aging infrastructure - Security and emergency response concerns
Regulatory requirements - Sustainable regional water supply concerns
Financial constraints - Increased focus on resource recovery
The strategic goals and initiatives were developed using the Effective Utility Management (EUM) framework as an
overarching tool. The EUM was originally developed by the Environmental Protection Agency and water industry
leaders in 2007. The framework is made up of ten attributes that provide a succinct indication of where effectively
managed utilities should focus and what they should strive to achieve.
3
Effective Utility Management Attributes
Product Quality
Produces "fit for purpose" water that meets or exceeds
full compliance with regulatory and reliability
requirements and is consistent with customer, public
health, ecological, and economic needs.
Customer Satisfaction
Provides reliable, responsive, and affordable services in
line with explicit, customer -derived service levels.
Employee and Leadership Development
Recruits and retains a workforce that is competent,
motivated, adaptive, and safety focused.
Operational Optimization
Ensures ongoing, timely, cost-effective, reliable, and
sustainable performance improvements in all facets
of its operations in service to public health and
environmental protection.
Financial Viability
Understands the full life -cycle cost of utility operations
and the value of water resources.
4
Infrastructure Strategy and Performance
Understands the condition of and costs associated with
critical infrastructure assets.
Enterprise Resiliency
Ensures utility leadership and staff work together
internally, and with external partners, to anticipate,
respond to, and avoid problems.
Water Resource Sustainability
Ensures the availability and sustainable management
of water for its community and watershed, including
water resource recovery.
Community Sustainability
Takes an active leadership role in promoting and
organizing community sustainability improvements
through collaboration with local partners.
Stakeholder Understanding and Support
Engenders understanding and support from
stakeholders (anyone who can affect or be affected
by the utility), including customers, oversight bodies,
community and watershed interests, and regulatory
bodies for service levels, rate structures, operating
budgets, capital improvement programs, and risk
management decisions.
Connectins Effective Utility IVanacement with District
Strategic Plan & Initiatives
A brief summary of the Strategic Plan's goals and strategies follows. For a complete copy of the Strategic Plan,
including initiatives and key performance indicators, please go to centralsan.org
FY 2016-18 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Goal 1 — Provide Exceptional Customer Service
Strategy
Initiative
EUM Attribute
Value
Foster Customer
Engagement and
Awareness
Improve
Interdepartmental
Collaboration
Invest in business process changes and
technologies to effectively increase access
to District information and promote
customer care, convenience and self-
service.
Increase customer understanding and
support for key issues facing the District.
Build and maintain relationships with
Federal, State and Local Elected Officials
and key stakeholder groups.
Provide high quality customer service.
Foster employees' understanding of District
operations and their role in our success.
Increase internal partnerships.
Customer Satisfaction
Operational
Optimization
Leadership and
Commitment
Stakeholder
Understanding and Community
Support
Stakeholder
Understanding and Community
Support
Customer Satisfaction Community
Customer Satisfaction People
Employee and
Leadership
Development
People, Community
Goal 2 — Strive to Meet Regulatory Requirements
Strategy
Initiative
EUM Attribute
Value
Strive to Achieve
100% Permit
Compliance in Air,
Water, Land and
Other Regulations
Strive to Minimize
the Number of
Sanitary Sewer
Overflows
Renew treatment plant NPDES permit.
Meet existing regulations and plan for
future regulations.
Foster relationships with regulatory
agencies.
Monitor and track proposed and pending
legislation/regulatory changes that may
impact District operations.
Actively manage GHG emissions in the
most cost-effective and responsible
manner.
Complete the collection system scheduled
maintenance on time and optimize
cleaning schedules to improve efficiencies.
Continue the pipeline condition
assessment and cleaning quality assurance
program using the system -wide CCTV
program.
Product Quality
Product Quality
Stakeholder
Understanding and
Support
Stakeholder
Understanding and
Support
Community
Sustainability
Infrastructure Strategy
and Performance
Infrastructure Strategy
and Performance
Principles
Principles
Community
Community
Principles
Leadership and
Commitment
Leadership and
Commitment
5
FY 2016-18 Strategic Plan and Initiatives
Strategy
Conduct Long -Range
Financial Planning
Manage Costs
Initiative
Ensure rate structure is consistent with cost
of service principles.
Improve the application and processing of
capacity fees for consistency across user
classes.
Develop a long-range debt management
policy.
Develop alternatives for new revenues
and funding sources (i.e., Interagency
agreements, services, recycled water).
Perform targeted audits of critical/high-risk
functions or processes.
Perform optimization studies of treatment
plant and field operations to reduce costs.
Evaluate and implement risk management
practices to minimize loss.
EUM Attribute
Financial Viability
Financial Viability
Financial Viability
Financial Viability
Enterprise Resiliency
Operational
Optimization
Enterprise Resiliency
Value
Community Principles
Community Principles
Principles
Leadership and
Commitment
Principles
Leadership and
Commitment
Principles
Goal 4 — Develop and Retain A Highly Trained and Innovative Workforce
Strategy
Ensure Adequate
Staffing and Training
to Meet Current and
Future Operational
Levels
Enhance
Relationship with
Employees and
Bargaining Units
Meet or Exceed
Industry Safety
Standards
Initiative
Assess, develop, and implement District -
wide training needs.
Develop and train our future leaders.
Cultivate a positive work culture and
promote teamwork.
Sustain and grow collaborative
relationships with the labor bargaining
units.
Achieve consistent improvement on State
of California and Bay Area Industry Injury
Rate.
Enhance the safety culture through
improved training and communications.
EUM Attribute
Employee and
Leadership
Development
Employee and
Leadership
Development
Employee and
Leadership
Development
Stakeholder
Understanding and
Support
Employee and
Leadership
Development
Employee and
Leadership
Development
Value
People, Leadership and
Commitment
People, Leadership and
Commitment
People, Leadership and
Commitment
People, Community
People, Principles,
Leadership and
Commitment
People, Principles
6
Strategy
Augment the
Region's Water
Supply
Evaluate Business
Processes and
Optimize Business
Operations
Reduce Reliance
on Non -Renewable
Energy
Encourage the
Review and Testing
of Promising and
Leading Technology
Initiative
Explore partnering opportunities (e.g.,
CCWD and EBMUD).
Develop a Satellite Recycled Water Facilities
(SRWF) Program.
Perform business process mapping and
re-engineering.
Explore opportunities for self -generation,
conservation and efficiency based on
the Board -approved Comprehensive
Wastewater Master Plan.
Expand and improve the use of cost
effective mobile computing and
communication technologies.
Continue developing and investing in
cost-effective innovation, technology and
applied research and development.
EUM Attribute
Water Resource
Sustainability
Water Resource
Sustainability
Operational
Optimization
Community
Sustainability
Operational
Optimization
Operational
Optimization
Principles, Leadership
and Commitment
Leadership and
Commitment
Leadership and
Commitment
Leadership And
Commitment
Leadership And
Commitment
Principles
Principles
FY 2016-18 Strategic Plan and Initiatives
Goal 5 — Maintain A Reliable Infrastructure
Strategy
Manage Assets
Optimally
ThroughoutTheir
Lifecycle
Facilitate Long-term
Capital Renewal and
Replacement
Protect District
Personnel and
Assets from Threats
and Emergencies
Initiative
Implement Board -approved
recommendations from the
Comprehensive Wastewater Master Plan
and Condition Assessment.
Update the Consequence of Failure
Matrices.
Implement the reliability centered
maintenance (RCM) program.
Manage and maintain current equipment
and vehicle fleet to provide maximum
value.
Integrate the data from the Asset
Management Program into the analysis of
long-term capital improvement needs.
Implement business case evaluations,
including life -cycle cost, into proposals for
new CIP projects to determine most cost-
effective projects and solutions.
Enhance our capability to mitigate,
prepare, respond, and recover from
emergencies.
Evaluate and implement appropriate
improvements to our Security Program to
meet new or evolving threats.
EUM Attribute
Value
Infrastructure Strategy
Principles, Community
and Performance
Enterprise Resiliency
Infrastructure Strategy
and Performance
Infrastructure Strategy
and Performance
Infrastructure Strategy
and Performance
Infrastructure Strategy
and Performance
Enterprise Resiliency
Enterprise Resiliency
Goal 6 — Embrace Technology, Innovation and Environmental Sustainability
Value
Community
Community, Leadership
and Commitment
Leadership and
Commitment
Leadership and
Commitment
Leadership and
Commitment
Leadership and
Commitment
7
Financial Planning Process
The District by law uses an enterprise fund to account for the operations of the District. The District currently has
one enterprise fund which is comprised of four internal sub -funds:
- Operations and Maintenance (Running Expense Fund) - This fund provides for the general operations,
maintenance and administration of the District. Sewer Service Charge revenues are collected by the Contra
Costa County Tax Assessor's Office and remitted to the District in two installments in April and December
of each year. In order for the District to pay its ongoing expenses throughout the year, it reserves five months
(41.7%) of gross operating expenditures at the start of each fiscal year.
- Sewer Construction Fund - This fund provides for treatment plant and collection system asset renewal and
replacement expenditures, as well as office facilities renewal, vehicle and equipment replacement, information
systems replacement and miscellaneous capital needs. Property Tax and Sewer Service Charge revenues, which
comprise a significant portion of annual capital project revenues, are also collected by the Contra Costa County
Tax Assessor's Office and remitted to the District in two installments in April and December of each year. In
order to meet the cash flow needs of the capital projects program, the District reserves 50% of the annual capital
projects budget at the start of each fiscal year.
- Self -Insurance Fund - This fund accounts for interest earnings on cash balances in this fund and cash
allocations from other funds, as well as for costs of insurance premiums and claims not covered by the District's
insurance coverage. The District has self-insured a portion of its liability and property risks since July 1, 1986,
when the Board approved the establishment of the Self -Insurance Fund (SIF). The District is self-insured
for three events up to $500,000 per occurrence for its general and automobile liability program, for a total of
$1,500,000. The current deductible of $500,000 reduces the amount of premiums incurred by the District. In
order to help mitigate the financial impacts and maintain uninterrupted service in the event of an emergency
or catastrophic event, the District maintains an Emergency Fund Reserve balance of $5 million in the SIF.
Actuarial studies are performed every other year and are used to set the GASB 10 liability amount.
- Debt Service Fund - This fund accounts for activity associated with the payment of the District's long-term
bonds and loans.
The District's total combined budget for FY 2016-17 is $131 million.
The revenue sources to support this budget include:
- Residential Sewer Service Charges
- Commercial Sewer Service Charges
- Sewer Connection Fees (Capacity Fee and Pumped Zone Fee)
- City of Concord (contract to treat wastewater)
- Ad Valorem Property Taxes
- Other Reimbursements (i.e., proceeds from the sale of recycled water and permit fees)
8
Financial Planning Policies
The significant policies that play a role in managing the District's risks are summarized below.
Reserve Policy
There is a strong emphasis placed on maintaining adequate reserves and having a reserve policy ensures long-term
financial stability. The Board has established a policy, Board Policy 017, setting targets for each of the District's
reserve funds. Fiscal reserves provide working capital for operations and maintenance activities; funding for long-
term capital improvement requirements; fulfillment of legal, regulatory and contractual obligations; and mitigation
of risk and liability exposures.
For the Operations and Maintenance Fund - Working Capital Reserves, the Board has set a target of five months
(41.7%) of gross operating expenses at the start of each fiscal year.
For the Sewer Construction Fund (Capital Improvement) - Working Capital Reserves, the Board has set a target of
50% of the annual capital projects budget at the start of each fiscal year.
For the Self -Insurance Fund Reserves, the Board has set a target of three times the annual deductible, of $500,000.
In addition, to help mitigate the financial impacts and maintain uninterrupted service in the event of an
emergency or catastrophic; event the District maintains an Emergency Fund Reserve balance of $5 million in the
self-insurance fund.
Debt Policy
One of the Board's FY 2016-17 strategic goals is to formalize a debt policy for the District. The District has utilized
a pay-as-you-go philosophy and uses debt financing for large capital improvements brought about by regulatory
changes or other unforeseen factors. Currently, the District is repaying a State of California Water Reclamation
Loan and 2009 Revenue Bonds. As of June 30, 2015, total outstanding debt was $36.5 million.
Debt Restrictions currently include:
- Revenue Pledge and Covenant - The District pledges Property Tax Revenue along with its ability to raise Sewer
Service Charge (SSC) rates.
- Debt Service Coverage Ratios (DSCR) are adhered to - The District's DSCR are much higher than required.
The DSCR must be above 1.0. This ratio measures the availability of current financial resources to pay for debt
service. This is calculated by dividing Net Revenue by Total Debt Service. The 1.0 shows that after paying all
operating expenses, an issuer only has exactly enough funds to pay its debt service obligations. The District's ratio
typically ranges from 4.0 to 6.3.
A second DSCR, which uses Adjusted Net Revenue (total revenue less connection fees and capital charges from the
City of Concord) divided by Total Debt Service, must be 1.25. The District's DSCR typically ranges from 3.0 to 4.6.
The DSCR is one of the primary metrics used by credit rating agencies and investors to assess the credit worthiness
of an issuer. In summary, a higher DSCR means less borrowing, better credit ratings, and minimize cost of debt.
Conversely, a lower DSCR means more borrowing, lower credit ratings, and more expensive debt.
Because of the District's prudent debt -funding policies and resulting higher than required DSCRs, the District is a
highly rated issuer. The District's Standard and Poor's rating is AAA.
9
1
Financial Planning Process
Highly rated issuers generally have DSCRs that exceed the covenanted levels. As part of the District's strategic
goals, the Board adopted a DSCR policy target of 2.0 or above. A higher DSCR target provides for a more
appropriate preservation of long-term financial integrity.
Investment Policy
The District's investment policy is based on state law and prudent money management. All investments are in
accordance with the District's investment policy and Sections 53646 and 53601 of the California Government
Code. The District has formal agreements with Contra Costa County allowing them to act as the District's banker
and they invest all District funds. Securities are held in a custodial account separate from the County. The
investment policy applies to all District funds and investment activities except for the Governmental Accounting
Standards Board (GASB) GASB 45 Trust Investments.
Although not required by law, the investment policy is presented to the Board of Directors annually. The District's
priorities are in this order: safety, liquidity and yield. The policy addresses issues such as permitted investments,
bank and dealers, maturities, diversification, risk, delegation of authority, prudence, controls, reporting and
performance evaluation.
GASB 45 Trust Investment Guidelines are also presented to the Board of Directors annually. The GASB 45 Trust
Investments, which are longer term investments, are invested to attain moderate earnings. HighMark Capital
Management is used as an investment advisor and the Trust is held with Public Agency Retirement Services.
Budget Calendar
1
r
10
r
e—
JULY/OCTOBER
• Identify Issues
• Prior Year SSC Placed on Tax Roll
• Update Recycle Water Rates
• Calculate Administrative Overhead
..
J
MARCH/JUNE
- Conduct Board of Directors
Committees/Meetings/Workshops
- Conduct Public Hearings
- Adopt Final Budget and Resolution
N.
NOVEMBER/JANUARY
• Refine Issues
• Conduct Capital Budget Workshop
- Develop Financial Projects
- Update Capacity & Developer
Related Fees, Rates and Charges
JANUARY/MARCH
- Conduct Financial Planning Workshop
- Receive Board of Directors' Direction
r
Financial Summary
Overview
The FY 2016-17 Budget incorporates the District's Strategic Goals and Initiatives and provides the resources
necessary to advance the Strategic Plan and meet the challenges the District faces as it strives to increase service
quality and minimize the cost to its customers. At the same time, the budget allows the District to accomplish its
mission in the most cost-effective, financially sustainable manner to ensure best value to our customers.
The District's FY 2016-17 total budget is $131 million, an increase of $7.4 million or 5.9% over last year's budget
of $124 million. As shown in Table 1, the main driver for the increase in the total Budget is an increase in
Sewer Construction from $30.8 million in FY 2015-16 to $36.8 million in FY 2016-17 for a 19.6% increase. The
Operations and Maintenance budget is $89.8 million for $2.3 million greater than the current FY 2015-16 budget
of $87.5 million. Salaries and wages are the primary cause of this variance, driven by a 4% salary adjustment
consistent with bargaining unit Memoranda of Understanding. The Self -Insurance Fund is set at $948,000 to
cover the costs of premiums and estimated losses based on historical trends.
Table 1 — FY 2016-17 Total Budget
Fund
Operations and Maintenance
Sewer Construction
Debt Service
Self -Insurance
Total Budget
Expenditures
FY 2015-16 Budget FY 2016-17 Budget
$87,464,864
$30,790,000
$3,822,330
$1,917,000
$123,994,194
$89,810,918
$36,808,756
Budget to
Budget
Variance
$2,346,054
$6,018,756
Percent
Variance
2.7%
19.6%
$3,790,807 ($31,523) -0.8%
$948,000 ($969,000) -50.6%
$131,358,481 $7,364,287 5.9%
Source of Funds
The sources of funds (revenues) for FY 2016-17 are shown in Figure 1. The sewer service charge is the largest
source of revenue at $83 million, followed by revenue from the City of Concord and tax revenue.
Use of Funds
The uses of funds (expenditures) for FY 2016-17 are shown in Figure 2. Two expenditure categories, Operations
and Maintenance and Sewer Construction, account for over 96% of the total budget.
11
Financial Summary
Figure 1 — Where the Money Comes From
Household N RetyrleclWater
Hazardous Waste 50,000
5888;3.30 0.396
W Craw Fria
Reserves
51,824,673
1.4S
N Other Revenue
SPurtes
55,097,493
3.9916
• Capacity Fees
$ 6,060,000
4.6%
Illi Sewer Service
Ch a rge
$82,920,000
63.1%
li Tax Revenue
$14,2.23,310
11.3x5
A City of C6n[Drd
S19, 3 40,003
14.7;S
FY 2016-17 Total Funding Sources - $131,358,481
Figure 2 — Where the Money Goes
12
111 Self -Insurance
$948,000
0.7%
1d Operations &
Maintenance
$89,810,918
68.496
-II Debt Service_
$3.790.807
2.9%
Sewer
Construct'
$36,808,756
28.096
FY 2016-17 Total Funding Uses - $131,358,481
Financial Summary
Sewer Service Charge (SSC)
Table 2 shows the Board -approved SSC for FY 2016-17 compared to the FY 2015-16 rates. The rates are based on a
Cost of Service Study and was approved by the Board of Directors in June 2015. Approximately 85.8% of the SSC
revenue is allocated to the Operations and Maintenance Budget and the remaining 14.2% is allocated to the Capital
Improvement Budget.
Table 2 — Approved Annual Sewer Service Charge
Single Family Residences
Multi -Family Residences
Effective Date
FY 2015-16
$471
$463
7/1/2015
FY 2016-17
$503
$487
7/1/2016
Operations and Maintenance Budget
The total Operations and Maintenance revenue for FY 2016-17 is projected to be $89.8 million. Compared to the
FY 2015-16 budget amount of $87.5 million, revenue has increased by 2.7%.
This is due to the following:
While the SSC rates are increasing, the Operations and Maintenance allocation of SSC is decreasing from 89.7%
to 85.8%. The net result of these changes is a minimal increase in the total Operations and Maintenance SSC
revenue of $0.7 million, or 1.0%.
m The City of Concord primarily shares a flow portion of Treatment Plant, Environmental and Regulatory
Compliance, and Environmental Compliance expenses and is charged administrative overhead and a finance
charge. City of Concord revenue is expected to be $1.1 million or 8.0% more than FY 2015-16 due to
residential fill station expense and the overall Operations and Maintenance expense increase for FY 2016-17.
The total Operations and Maintenance expenses are projected to be $89.8 million in FY 2016-17 compared to
$87.5 million in FY 2015-16. This reflects an increase of $2.3 million or 2.7%. Through a series of meetings with
management staff, the District has achieved a budget that addresses its critical needs and provides funding for key
activities.
Table 3 and Figure 3 show the FY 2016-17 Operations and Maintenance Budget by expense category.
13
Financial Summary
Table 3 - FY 2016-17 Budgeted Operations and Maintenance Revenues and Expenditures
I,
1
Revenue:
Sewer Service Charge
Concord SSC
Permit & Inspection Fees
Lease Rental Income
HHW Reimbursement
Stormwater / Pollution
Prevention
Interest Income
Recycled Water
Other
Total Revenue
FY 2015-16
Budget
$70,390,000
$13,700,000
$1,047,000
$619,300
$879,000
$268,000
$103,000
$75,000
$411,000
$87,492,300
FY 2015-16
Projected
$71,753,500
$14,260,000
$1,576,300
$613,500
$878,000
$300,000
$164,000
$92,000
$423,000
$90,060,300
FY 2016-17
Budget
$71,100,000
$14,790,000
$1,430,000
$616,200
$888,000
$310,000
$233,000
$100,000
$350,000
$89,817,200
Budget to
Budget
Variance
$710,000
$1,090,000
$383,000
($3,100)
$9,000
$42,000
$130,000
$25,000
($61,000)
$2,324,900
Percent
Variance
1.0%
8.0%
36.6%
- 0.5%
1.0%
15.7%
126.2%
33.3%
- 14.8%
2.7%
Expenditures:
Salaries & Wages
Benefits & Cap O/H Credit
Retirement UAAL
Additional UAAL
Total Salary and Benefits
Chemicals
Utilities
Repair & Maintenance
Hauling & Disposal
Professional & Legal Fees
Outside Services
Self Insurance Expense
Materials & Supplies
Other Expenses
Total O&M
Total Expenditures
14
$30,943,085
$18,823,521
$1 1,900,700
$2,500,000
$64,167,306
$1,655,000
$4,780,250
$5,369,900
$998,550
$640,300
$3,883,115
$1,500,000
$2,210,045
$2,260,398
$23,297,558
$87,464,864
30,749,781
$19,924,131
$1 1,900,700
$2,500,000
$65,074,612
$1,552,000
$4,252,350
$4,897,432
$904,250
$552,250
$3,755,009
$1,500,000
$2,307,111
$2,1 16,134
$21,836,536
$86,911,148
$33,158,707
$19,525,611
$1 1,741,700
$2,500,000
$66,926,018
$1,920,000
$4,315,790
$5,222,852
$941,050
$630,750
$3,980,175
$920,000
$2,100,025
$2,854,258
$22,884,900
$89,810,918
$2,215,622
$702,090
$(159,000)
$-
$2,758,712
$265,000
$(464,460)
$ (147,048)
$(57,500)
$(9,550)
$97,060
$(580,000)
$(110,020)
$593,860
$(412,658)
$2,346,054
7.2%
3.7%
- 1.3%
0.0%
4.3%
16.0%
- 9.7%
- 2.7%
- 5.8%
- 1.5%
2.5%
- 38.7%
- 5.0%
26.3%
-1.8%
2.7%
Figure 3 — FY 2016-17 Operations and Maintenance Budget by Expense Category
Chemicals & .4I I Other
Utilities 6.0%
Other Benefits/ 6.96
Vacancies/Cap
OH
2.0%
Unfunded
Uahility
Contribution
2.8%
Retirement -NC
6.6%
Retirement-
UAAL
13.196
Medical
13.1%
Financial Summary
Materials &
Repairs & OutsideServlces Supplies
Maintenance 4.4% 2.396
5.8%
Salaries
36.9%
FY 2016-17 Budgeted Operations and Maintenance Expenses (in thousands)
Salaries
Medical
Retirement-UAAL
Retirement -NC
Unfunded Liability Contribution
Other Benefits /Vacancies / Cap OH
Chemicals & Utilities
All Other
Repairs & Maintenance
Outside Services
Materials & Supplies
Total
$33,159
$1 1,762
$11,741
$5,926
$2,500
$1,838
$6,236
$5,346
$5,223
$3,980
$2,100
36.9%
13.1%
13.1%
6.6%
2.8%
2.0%
6.9%
6.0%
5.8%
4.4%
2.3%
$89,811 100.0%
15
Financial Summary
Salaries and Benefits
Salaries and benefits account for 75% of the overall Operations and Maintenance Budget, and will increase by
$2.8 million or 4.3% in FY 2016-17 in comparison with FY 2015-16 as shown in Table 4. Overall, including Sewer
Construction Fund (Capital Improvement), salaries and benefits will increase by $2.5 million or 3.3%. Table 5
shows the allocation of District salaries and benefits to the Operations and Maintenance Fund and the Sewer
Construction Fund.
Table 4 — Operations and Maintenance Salaries and Benefits
O&M Salaries
Total O&M Salaries
O&M Workers' Compensation
O&M Medical & Health
O&M Dental
O&M Retirement - Normal Cost
O&M Retirement - UAAL
O&M Deferred Comp/Medicare
O&M Other Benefits
O&M Unfunded Liability
Contribution
OPEB Contribution (future
contribution only; does not
include retiree healthcare
premiums)
O&M Accrued Compensated
Absence
O&M Benefit Vacancy Factor
Total O&M Benefits
O&M Capitalized
Administrative Overhead
Credit
FY 2015-16
Budget
$30,943,085
$30,943,085
$523,316
$10,985,237
$944,272
$5,861,541
$1 1,900,700
$2,194,087
$280,475
$2,500,000
$2,631,600
$360,000
($1,145,000)
$37,036,228
($3,812,007)
FY 2015-16
Projected
FY 2016-17
Budget
$30,749,781
$30,749,781
1
$593,963
$10,300,086
$935,770
$5,172,627
$1 1,900,700
$2,085,549
$240,025
$2,500,000
$2,975,751
$350,000
$37,054,471
($2,729,640)
$33,158,707
$33,158,707
$402,948
$11,761,900
$880,109
$5,925,249
$1 1,741,700
Budget to
Budget
Variance
$2,215,622
$2,215,622
($120,368)
$776,663
($64,163)
$63,708
($159,000)
$2,264,571 $70,484
$305,727
$2,500,000
$2,528,700
$360,000
$25,252
($102,900)
($1,159,000) ($14,000)
$37,511,904 $475,676
($3,744,593)
$67,414
7.2%
7.2%
-23.0%
7.1%
- 6.8%
1.1%
- 1.3%
3.2%
9.0%
- 3.9%
0.0%
1.2%
1.3%
-1.8%
1
Total O&M Salaries and
Benefits
$64,167,306
$65,074,612
$66,926,018
$2,758,712
4.3%
1
Capital Salary and Benefits**
Total O&M and Capital Salaries
and Benefits
** Made up of capitalized salaries, benefits and administrative overhead charged to District Capital projects
$9,612,541
$73,779,847
$7,369,072
$72,443,684
$9,311,425
$76,237,443
$(301,116) -3.1%
$2,457,596
16
3.3%
Regular Employees
287
290
Table 5 - Salaries and Benefits by Operations and Maintenance Budget and
Operations & Main
Financial Summary
Sewer Construction Budget
otal Distri
FY
2015-16
Budget
FY
2016-17
Budget Variance
FY FY
2015-16 2016-17
Budget Budget Variance
FY
2015-16
Budget
FY
2016-17
Budget Variance
Salaries $30,215,569 $32,217,344 $2,001,775 $3,110,682
Salary ($594,000) ($440,000) $154,000
Vacancy
Overtime $1,094,493 $1,059,363 ($35,130)
Standby $227,023 $322,000 $94,977
Total
Salaries
Benefits $38,181,228 $489,676
$ 30,943,085
$33,158,707
$2,215,622
Benefit
Vacancy
Total
Benefits
Capital
Admin.
O/H
($1,145,000)
$37,036,228
$ (3,812,007)
$38,670,904
($1,159,000)
$37,511,904
$ (3,744,593)
($14,000)
$475,676
$ 67,414
($57,000)
$2,955,114 ($155,568)
($36,000) $21,000
$122,991 $125,273 $2,282
$3,176,673
$2,623,861
$2,623,861
$ 3,812,007
$3,044,387
($132,286)
$2,522,445 ($101,416)
$2,522,445 ($101,416)
$3,744,593 $(67,414)
$ 33,326,251 $ 35,172,458 $1,846,207
($651,000)
$1,217,484
$227,023
$34,119,758
$40,805,089
($1,145,000)
$39,660,089
($476,000) $175,000
$1,184,636 ($32,848)
$322,000 $94,977
$2,083,336
$36,203,094
$41,193,349 $388,260
($14,000)
($1,159,000)
$40,034,349
$374,260
Total
Sala s
and $64,167,306 $66,926,018 $2,758,712 $9,612,541 $9,311,425 ($301,116) $73,779,847 $76,237,443 $2,457,596
Benefits
Budgeted Full Time Equivalents
Table 6 shows budgeted full time equivalents.
Table 6 - Budgeted Full Time Equivalents
Limited Duration Employees
Summer Students
Co-ops
29
30
9 11
17
Financial Summary
Variances in the Operations and Maintenance Budget
Operations and Maintenance Salaries
District salaries are $ 33.2 million in FY 2016-17 compared to a budget of $30.9 million in FY 2015-16. This is an
increase of $2.2 million or 7.16%. The primary driver of this increase is a 4.0% salary adjustment consistent with
the bargaining unit Memoranda of Understanding. Additional costs are due to the filling of vacant positions, merit
increases for newer employees, standby pay for the electrical and instrumentation shops, and the addition of three
new key positions, a Maintenance Planner, a Training Coordinator, and a Program Manager. These three positions
were identified in the Staffing Needs Assessment and were included in the Cost of Service Rate Study.
District Benefits
District benefits for the Operations and Maintenance budget are $37.5 million in FY 2016-17 compared to a budget
of $37 million in FY 2015-16. This is an increase of 1.3%. The primary benefit rate assumptions are as follows:
- Kaiser - Increase of 6.9% for active employees and a weighted 2.1% increase for retirees.
▪ Health NET - Increase of 7.6% for active employees and a weighted 6.4% increase for retirees.
- CCCERA - Retirement rate decreasing 8% overall, offset by higher pensionable wages. An additional $2.5
million paid towards the unfunded liability in retirement and/or other post -employment benefits (OPEB) trust.
- Delta Dental - Decrease of 8.2%.
- Long -Term Disability - No rate increase.
▪ Employee Assistance Program - Decrease of 2%
- Workers' Compensation - Estimated 10% rate increase.
- Life Insurance - Estimated 3% rate increase.
All Other Operations and Maintenance Expenses
The remaining Operations and Maintenance non -labor and benefit expenses total $22.9 million in FY 2016-
17 compared to a budget of $23.3 million in FY 2015-16. This is a decrease of $412,658 or 1.8%. Additional
information is included in the individual Division budgets. The areas of most significant changes are as follows:
- Chemicals and Utilities - While there is an increase in chemical expenses due to the need to meet new Section
129 Clean Air Act regulations, this increase is offset by lower natural gas and electricity costs.
- Repair and Maintenance - This expense increased due to the elimination of the one-time cost for the
cogeneration rebuild in FY 2015-16.
- Self -Insurance Expense - This expense was reduced to meet the requirements for the payment of premiums and
estimated losses based on historical trends.
▪ Other Expenses - This expense increased due to the additional outreach for the Comprehensive Master Plan,
the Central San Academy and other signature events, mailing of Proposition 218 notices, and the Fall 2016
Board Election.
- Conferences and Training - This expense is included in the other expenses category. This expense was reduced
from $213,000 in FY 2015-16 to $112,000 in FY 2016-17 due to a significant reduction in travel and the number
of conferences, as shown in Table 7.
18
Table 7 - Conferences
Board Conferences
District -wide Conferences
FY 2015-16
$50,000
$162,800
Total $212,800
Y 201
$50,000
Variance
$62,350 (100,450)
$112,350 $(100,450)
Financial Summary
Percent Variance
Operating Departments
Table 8 provides a summary of the budgets for the operating departments. Further details on the operating
departments are included in the Operating Departments Section.
Table 8 - Operations and Maintenance Budget by Department
-61.7%
-47.2%
Department Totals
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
Budget to
Budget
Variance
Percent
Variance
Administration Department
Communication Services &
Intergovernmental Relations
Finance $2,553,572 $2,390,101 $2,507,401 ($46,171) -1.8%
Human Resources $9,488,625 $9,452,664 $12,104,264 $2,615,639 27.6%
Information Technology $3,578,603 $3,201,420 $3,700,951 $122,348 3.4%
Purchasing & Materials Services $1,838,832 $1,741,926 $1,763,107 ($75,725) -4.1%
Risk Management $2,735,942 $2,721,082 $2,008,786 ($727,156) -26.6%
Office Of The General Manager/
Office Of The Secretary Of The $3,185,187 $3,639,852 $3,619,999 $434,812 13.7%
District
$25,297,760 $25,073,514 $27,828,993 $2,531,233 10.0%
$1,916,999
$1,926,469
$2,124,485
$207,486
10.8%
Engineering and Technical Services Department
Capital Projects Division
Environmental & Regulatory
Compliance Division
Planning & Development
Services Division
$1,121,576
$1,941,650
$1,199,904
$78,328
7.0%
$9,053,167 $8,796,765 $8,243,342 ($809,825) -9.0%
$6,494,079 $6,076,875 $6,455,894 ($38,185)
$16,668,822 $16,815,290 $15,899,140 ($769,682)
-0.6%
-4.6%
Operations Department
Collection System Operations $14,996,254 $14,383,123 $14,472,053 ($524,201) -3.5%
Division
Plant Maintenance Division $14,364,061 $14,426,653 $14,035,700 ($328,361) -2.3%
Plant Operations Division $15,357,256 $14,599,653 $14,859,845 ($497,411) -3.2%
District Safety $780,711 $802,815 $913,468 $132,757 17.0%
Recycled Water Program $0 $810,100 $1,801,719 $1,801,719 -
$45,498,282 $45,022,344 $46,082,785 $584,503 1.3%
Total All Departments $87,464,864 $86,911,148 $89,810,918 $2,346,054 2.7%
19
Financial Summary
Capital Improvement Budget (CIB)
Sewer Construction Fund revenues increased $6.1 million from $28.8 million in FY 2015-16 to $34.9 million in
FY 2016-17. This increase was due primarily to an increase in sewer service charges of $3.7 million as a result of
customer rate increases. Capital expenditures for FY 2016-17 are $36.8 million, a $6 million increase over the FY
2015-16 budget of $30.8 million. The District will spend down approximately $1.9 million of reserves to balance
the capital budget in FY 2016-17.
Table 9 is a summary of the projected FY 2016-17 CIB revenues and expenditures. Further details are included in
the Capital Improvement Program Section.
Table 9 — Sewer Construction Fund Revenues and Expenditures
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
Budget to
Budget
Variance
Percent
Variance
Revenue
Capacity Fees
Pumped Zone Fees
Interest Income
$6,184,000
$5,500,000
$6,060,000
$450,000 $450,000 $400,000
$187,000
$189,000
$225,000
($124,000)
($50,000)
$38,000
Ad Valorem Taxes $10,060,000 $10,800,000 $11,080,000 $1,020,000
Sewer Service Charge $8,1 10,000 $8,275,400 $1 1,820,000 $3,710,000
-2.0%
-11.1%
20.3%
10.1%
45.7%
Reimbursements
City of Concord
Recycled Water Sales $257,000 $310,000 $300,000
Developer Fees & Charges
Total Revenue
$3,150,000
$3,260,000
$4,550,000
$369,500
$28,767,500
$461,083
$29,245,483
$470,400
$34,905,400
$1,400,000
$43,000
$100,900
$6,137,900
44.4%
16.7%
27.3%
21.3%
Expenditures
Treatment Plant Program $10,410,000 $8,718,000 $13,125,000
Collection System Program $15,950,000 $15,220,000 $17,925,105
General Improvements
Program
Recycled Water Program $450,000 $720,000 $500,000
Contingency
Total Expenditures
$3,980,000
$3,880,000
$3,808,651
$30,790,000
$28,538,000
$1,450,000
$36,808,756
$2,715,000
$1,975,105
($171,349)
$50,000
$1,450,000
$6,018,756
26.1%
19.5%
Sewer Construction Funds Available
Projected Revenue
Projected Expenditures
Drawn from Funds Available
20
$34,905,400
$36,808,756
$(1,903,356)
Financial Summary
Reserve Projections
The Board has established Board Policy - 017, Fiscal Reserves, setting targets for each of the District's reserve
funds. Fiscal reserves provide working capital for operations and maintenance activities, funding for long-term
capital improvement requirements, fulfillment of legal, regulatory and contractual obligations, and mitigation of
risk and liability exposures.
For the Operations and Maintenance Fund - Working Capital Reserves, the Board has set a target of five months
(41.7%) of gross operating expenses at the start of each fiscal year.
For the Sewer Construction Fund (Capital Improvement) - Working Capital Reserves, the Board has set a target of
50% of the annual capital projects budget at the start of each fiscal year.
For the Self -Insurance Fund Reserves, the Board has set a target of three times the annual deductible, which in this
case is $1.5 million. In addition, to help mitigate financial impacts and maintain uninterrupted service in the event
of an emergency or catastrophic event, the District maintains an Emergency Fund Reserve balance of $5 million in
the self-insurance fund.
Table 10 presents a summary of the District's current reserve balance projections compared to the Board Policy
targets.
Table 10 - Reserve Projections
Sewer Construction
Fund (Capital)
Self Insurance
Fund
Projected Balance as of June
30, 2016
$39,668,857
$18,376,517
$6,500,000 $64,545,374
Projected Balance as of June
30, 2017
$39,675,139
$16,473,161 $6,500,000 $62,648,300
Reserve Policy Target $37,421,216 $18,404,378 $6,500,000 $62,325,594
21
12.00 -
10.00 -
8.00 -
6.00 -
Financial Summary
Debt Service
Current debt service expenditures include outstanding payments on a State of California Water Reclamation Loan
and 2009 Revenue Bonds. Details on the Debt Service is included in the Debt Program Section. Figure 4 depicts
all existing debt payments for the District.
Figure 4 - Debt Service Payment Schedule
0
$3,500,000 -
$3,000,000 -
$2,500,000 -
$2,000,000 -
$1,500,000 -
$1,000,000 -
$500,000 -
‘o
b 1°)ti0 til by ti3 n,‘''tis' .1, tiA ' ti0ti� ,)O
■ Principal • Interest
An important financial performance metric is the Debt Service Coverage Ratio. The Board target coverage ratio is
2.0. As shown in Figure 5, the District will meet the overall Debt Service Coverage Ratio of 2.0 as required.
Figure 5 - Debt Service Coverage Ratio
4.00 -
2.00 -
,23 o°
��Oy 06
1I' 13 1t` 1y ;\ 11
1, 1,
ti0 ti0 ti0 ti0 ti0
Net Revenue Debt Service Coverage Ratio <1> -. Adjusted Net Revenue Debt Coverage Ratio <2>
22
Operating Departments
On a day-to-day basis, the three Operating Departments carry out the mission of the District to protect public
health and the environment by providing exceptional customer service in wastewater collection, treatment,
recycled water, and household hazardous waste collection. The Departments are guided by the District's Strategic
Plan, which provides direction and initiatives to help the District in achieving its goals and objectives.
The following sections describe the responsibilities of each Department and their operating budget needs. The
total operating budget for FY 2016-17 is $89.8 million.
23
Administration Department
The Administration Department consists of the Office of the General Manager, the Office
of the Secretary of the District, Human Resources, and Administrative Services. The
primary function of the Administration Department is to provide services that support
the efficient operation of the District, including administrative support to the General
Manager; financial management; purchasing and materials management; information
technology; risk management; and human resources. The Department is also responsible
for advancing the District's policy objectives with state and federal legislative bodies in
addition to being responsible for interagency relations and public affairs.
The Divisions that comprise this Department include:
- Communications Services and Intergovernmental Relations
- Finance
- Human Resources
- Information Technology
- Purchasing and Material Services
- Risk Management
- Office of the General Manager
- Office of the Secretary of the District
24
Administration Department
Communication Services and Intergovernmental
Relations
OVERVIEW
This Division supports the District's internal and external communications, government relations, community
outreach, media relations, District publications, and student educational programming. It also oversees a
contracted, full-service reprographics center which serves all District workgroups.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goal:
Goal Accomplishments
Goal 1 - Provide Exceptional
Customer Service
Developed a comprehensive Strategic Communications Plan to increase
outreach to our customers.
Launched District communications on Facebook, YouTube, and Twitter social
media platforms.
Grew educational outreach through our publications and programs reaching
more students with important pollution prevention information.
Developed video public service announcements that televised important and
timely pollution prevention messages reaching tens of thousands of viewers.
Comprehensively surveyed our customers to meet/exceed our levels of
service, communication, and customer satisfaction.
25
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
1
Strategy
Goal 1 — Provide
Exceptional Customer
Service
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
26
Foster Customer
Engagement and
Awareness
Improve Interdepartmental
Collaboration
Enhance Relationship with
Employees and Bargaining
Units
Evaluate Business Processes
and Optimize Business
Operations
Invest in business process
changes and technologies
to effectively increase access
to District information and
promote customer care,
convenience, and self-
service.
Increase customer
understanding and support
for key issues facing the
District.
Build and maintain
relationships with federal,
state and local elected
officials and key stakeholder
groups.
Provide high quality
customer service.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Cultivate a positive work
culture and promote
teamwork.
Perform business process
mapping and re-engineering.
Customer Satisfaction
Stakeholder
Understanding and
Support
Stakeholder
Understanding and
Support
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Employee and Leadership
Development
Operational Optimization
Budget Overview By Expense Category
Account
Description
Salaries &Wages
Employee
Benefits
Repairs &
Maintenance
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
FY 2015-16
Budget
$627,854
$546,640
$1,000
$0
$340,500
$58,975
$342,030
FY 2015-16
Projected
$625,000
$560,164
$1,000
$0
$340,500
$58,975
$340,830
FY 2016-17
Budget
$664,176
$513,804
$1,000
$2,600
$409,000
$61,675
$472,230
Budget to
Projected
Variance
$39,176
($46,360)
$0
$2,600
$68,500
$2,700
$131,400
Percent
Variance
$0
($0)
$0
$0
$0
$0
$0
Administration Department
Budget to
Budget
Variance
$36,322
($32,836)
$0
$2,600
$68,500
$2,700
$130,200
Percent
Variance
5.8%
-6.0%
0.0%
0.0%
20.1%
4.6%
38.1%
Total $1,916,999 $1,926,469 $2,124,485 $198,016 $0 $207,486 10.8%
Personnel Requirements
Regular Status Employees
Communication Services and Intergovernmental Relations
Manager
Community Affairs Representative
Graphics Technician
Media Production Technician
Public Information and Production Assistant
Limited Duration Employees
Graphic Design Summer Student
Total
Total
FY 2015-16
1.00
2.00
1.00
1.00
1.00
6.00
FY 2015-16
1.00
1.00
FY 2016-17
1.00
2.00
1.00
1.00
1.00
6.00
FY 2016-17
1.00
1.00
Significant Budget Adjustments
The Communications Services and Intergovernmental Relations Operating Budget for FY 2016-17 is $2.1 million,
a $207,000 or 10.8% increase over last year. Outside of the overall changes in wages and benefits, discussed
elsewhere, the main drivers for the change are outreach for the Comprehensive Wastewater Master Plan, the
Central San Academy and Signature Events, mailing of the Proposition 218 notices, and legislative analysis.
27
Accomplishment
Administration Department
Finance
OVERVIEW
This Division is responsible for maintaining internal controls over financial reporting of all District funds
and accounts. The Division administers the transactions related to cash and investments, debt service, cash
receipts, accounts payable, sewer service charges and all other revenues, payroll, pension, and capital assets. The
Division is also responsible for the budget document preparation and coordinates the process with all other
departments in the District. Monthly financial statements are prepared, reviewed, and analyzed by the Division
and submitted to the Board of Directors for their review. The District is subject to an annual external audit
which is also administered and coordinated by the Division. Subsequent to the audit, the Division assembles
the Comprehensive Annual Financial Report (CAFR) which is submitted to the Board of Directors and the
Government Finance Officers Association.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goal:
Goal
Goal 3 — Be a Fiscally Sound and
Effective Water Sector Utility
- Maintained a AAA credit rating with Standard & Poor's.
Maintained a ratio of net operating revenue over debt service of at least 2:1.
Addressed the unfunded liabilities by paying an additional $2.5 million in
pension contributions and fully funding the Other Post -Employment Benefits
(OPEB) annual required contribution.
- Received an unmodified (clean) audit opinion on the financial statements.
- Maintained service affordability by keeping the sewer service charge below
the median of other Bay Area agencies.
Adopted updated Investment and Reserve Policies for the District.
28
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional
Customer Service
Goal 3 — Be a Fiscally
Sound and Effective
Water Sector Utility
Goal 4 — Develop
and Retain a
Highly Trained and
Innovative Workforce
ategy
Improve
Interdepartmental
Collaboration
Conduct Long Range
Financial Planning
Manage Costs
Enhance Relationship
with Employees and
Bargaining Units
Foster employees' understanding of District
operations and their role in our success.
Increase internal partnerships.
Ensure rate structure is consistent with cost
of service principles.
Improve the application and processing of
capacity fees for consistency across user
classes.
Develop a long range debt management
policy.
Develop alternatives for new revenues and
funding sources.
Perform targeted audits of critical/high risk
functions.
Cultivate a positive work culture and
promote teamwork.
Administration Department
M Attribut
Customer Satisfaction
Employee and
Leadership
Development
Financial Viability
Financial Viability
Financial Viability
Financial Viability
Enterprise Resiliency
Employee and
Leadership
Development
Goal 6 — Embrace
Technology,
Innovation and
Environmental
Sustainability
Evaluate Business
Processes and
Optimize Business
Operations
Perform business process mapping and
re-engineering.
Operational
Optimization
29
FY 2016-17
Budget
$1,155,209
$977,212
$1,000
$1 13,750
Budget to
Projected
Variance
$66,346
($82,731)
$500
$36,850
$223,500 $88,600
$9,800
($2,100)
$26,930 $9,835
$2,507,401 $117,300
Regular Status Employees
Administration Department
Budget Overview By Expense Category
Account
Descri • tion
Salaries &Wages
Employee
Benefits
Repairs &
Maintenance
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
FY 2015-16
Bud • et
$1,151,933
$1,107,584
$1,000
$102,750
$138,000
$15,250
$37,055
$2,553,572
FY 2015-16
Pro'ected
$1,088,863
$1,059,943
$500
$76,900
$134,900
$1 1,900
Personnel Requirements
$17,095
$2,390,101
A
Accountant
Accounting Technician III
Finance Administrator
Finance Manager
Payroll
Senior Accountant
Percent
Variance
$0
($0)
$1
$0
Budget to
Budget
Variance
$3,276
($130,372)
$1 1,000
Percent
Variance
0.3%
$1 $85,500 62.0%
($0)
($5,450)
-35.7%
$1 ($10,125) -27.3%
$0 ($46,171) -1.8%
FY 2015-16
3.00
3.00
1.00
1.00
1.00
1.00
FY 2016-17
3.00
3.00
2.00
1.00
1.00
0.00
Total
10.00
10.00
Significant Budget Adjustments
The Finance Operating Budget for FY 2016-17 is $2.5 million, a $46,000 or 1.8% decrease over last year. Outside of
the overall changes in wages and benefits, discussed elsewhere, there were no significant budget changes.
30
Administration Department
Human Resources
OVERVIEW
This Division manages all Human Resources services, including employee/labor relations; recruitment, testing
and selection; classification and compensation; employee benefits administration; District -wide training; and
organizational development.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goal:
Goal Accomplishment
Goal 4 - Develop and Retain a Highly
Trained and Innovative Workforce
Administered over 30 recruitments.
- Commenced a District -wide Classification Study and a Total Compensation
Study.
- Developed and implemented the Supervisory Academy and launched the
Mentorship Program.
- Held various Human Resources Supervisory Training and"brown bag"
sessions.
- Negotiated a decrease in health care premiums resulting in annual savings of
$131,800.
- Awarded a contract to Alliant Employee Benefits resulting in an annual
savings of $160,000 in employee benefits.
Earn and learn award.
31
1
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional Customer
Service
1
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Strategy
Improve Interdepartmental
Collaboration
Ensure Adequate Staffing
and Training to Meet
Current and Future
Operational Levels
Enhance Relationship with
Employees and Bargaining
Units
Evaluate Business
Processes and Optimize
Business Operations
Budget Overview by Expense Category
Account
Descri • tion
Salaries &Wages
Employee
Benefits
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
Total
32
FY 2015-16
Budget
FY 2015-16
Projected
a
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Develop and implement
District -wide training needs.
Develop and train our future
leaders.
Cultivate a positive work
culture and promote
teamwork.
Sustain and grow
collaborative relationships
with the labor bargaining
units.
Perform business process
mapping and re-engineering.
EUM Attribu
Customer Satisfaction
Employee and Leadership
Development
Employee and Leadership
Development
Employee and Leadership
Development
Employee and Leadership
Development
Stakeholder Understanding
and Support
Operational Optimization
FY 2016-17
Budget
Budget to
Projected Percent
Variance Variance
Budget to
Budget
Variance
Percent
Variance
$596,178 $591,400 $727,877 $136,477 23.08% $131,699 22.1%
$8,455,232 $8,432,159 $10,964,872 $2,532,713 30.04% $2,509,640 29.7%
$128,250 $128,250 $126,100 ($2,150) -1.68% ($2,150) -1.7%
$266,800 $266,800 $249,300 ($17,500) -6.56% ($17,500) -6.6%
$17,000 $17,656 $18,000 $344 1.95% $1,000 5.9%
$25,165 $16,399 $18,115 $1,716 10.46% ($7,050) -28.0%
$9,488,625 $9,452,664 $12,104,264 $2,651,600 28.05% $2,615,639 27.6%
Personnel Requirements
Regular Status Employees
Human Resources Analyst
Human Resources Manager
Senior Administrative Technician
Total,
FY 2015-16
3.00
1.00
1.00
5.00
Administration Department
FY 2016-17
4.00
1.00
1.00
6.00
Significant Budget Adjustments
The Human Resources Operating Budget for FY 2016-17 is $12.1 million, a $2.6 million or 27.6% increase over last
year. Outside of the changes in wages and benefits, discussed elsewhere, the main drivers for the change are the
addition of a Training Coordinator (Human Resources Analyst) position and the budgeting of the additional $2.5
million to be paid towards the unfunded liability in retirement.
33
Information Technology
OVERVIEW
This Division supports all computer hardware, software, and telecommunications needs of the District and assists
with improvement and automation of District business processes.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goal:
Goal 6 — Embrace Technology,
Innovation and Environmental
Sustainability
Improved security of network infrastructure by implementing FireEye Cyber
Security and Malware Detection, email scanning technology, endpoint
protection and updates to internal security policies and procedures.
Improved reliability by installing redundant infrastructure at the Walnut Creek
Facility in the event of an outage at the Martinez Facility.
Improved e-mail reliability and reduced number of outages to near zero.
Replaced approximately 200 District PC's and eliminated unsupported
Windows XP machines.
Solidified system backup procedures to ensure that backups are performed
on a regular basis with periodic testing.
Implemented technology to manage tablet devices such as iPads for use
with new Computerized Maintenance Management System, Source Control
System, upcoming Timekeeping System and other applications.
34
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Strategy
Initiative
UM Attribute
Goal 1 — Provide
Exceptional Customer
Service
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 5 — Maintain a
Reliable Infrastructure
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Foster Customer
Engagement and
Awareness
Improve Interdepartmental
Collaboration
Enhance Relationship with
Employees and Bargaining
Units
Protect District Personnel
and Assets From Threats
and Emergencies
Evaluate Business Processes
and Optimize Business
Operations
Encourage the Review and
Testing of Promising and
Leading Technology
Invest in business process
changes and technologies
to effectively increase access
to District information and
promote customer care,
convenience, and self-
service.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Cultivate a positive work
culture and promote
teamwork.
Enhance our capability
to mitigate, prepare,
respond, and recover from
emergencies.
Evaluate and implement
appropriate improvements
to security program to meet
new or evolving threats.
Perform business process
mapping and re-engineering.
Expand and improve
the use of cost effective
mobile computing
and communication
technologies.
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Employee and Leadership
Development
Enterprise Resiliency
Enterprise Resiliency
Operational Optimization
Operational Optimization
35
Administration Department
Budget Overview By Ex )ense Category
Account
Descri • tion
Salaries &Wages
Employee
Benefits
Utilities
Repairs &
Maintenance
Outside Services
Materials &
Supplies
Other Expenses
FY 2015-16
Bud • et
FY 2015-16
Projected
FY 2016-17
Budget
$1,386,996 $1,038,100 $1,393,793
$1,227,552
Budget to
Projected
Variance
$355,693
Percent
Variance
Budget to
Budget
Variance
$6,797
Percent
Variance
0.5%
$1,178,055 $1,195,703 $17,648 $0 ($31,849) -2.6%
$82,000 $82,000 $95,040 $13,040 $0 $13,040 15.9%
$461,500 $767,650 $306,150 $1 $308,400 67.2%
$374,000 $400,000 $196,000 ($204,000) ($1) ($178,000) -47.6%
10.4%
$459,250
$9,240
$15,200
$10,200
($5,000)
$0
$960
$39,565 $26,565 $42,565 $16,000 $1 $3,000 7.6%
$3,578,603 $3,201,420 $3,700,951 $499,531 $1 $122,348 3.4%
Personnel Requirements
Regular Status Employee
Information Technology Analyst
Information Technology Manager
Information Technology Supervisor
Programmer Analyst
Project Manager/Business Analyst
System Administrator
Technical Support Analyst
Total
Limited Duration Employees
Computer Technician Summer Student
Total
FY 20
1.00
1.00
2.00
1.00
1.00
2.00
3.00
11.00
FY 2015-16
1.00
1.00
FY 2016-17
1.00
1.00
2.00
1.00
1.00
2.00
3.00
11.00
FY 2016-17
0.00
0.00
Significant Budget Adjustments
The Information Technology Operating Budget for FY 2016-17 is $3.7 million, a $122,000 or 3.4% increase over
last year. Outside of the changes in wages and benefits, discussed elsewhere, the main driver for the change are
increased costs for Information Technology backup, ESRI, Cityworks and other various software maintenance
contracts, and the transfer of Information Technology maintenance services that were previously in the
Engineering budget.
36
Administration Department
Purchasing and Vaterial Services
OVERVIEW
This Division provides the necessary materials, supplies, equipment, services and information to support District
operations. The Division is responsible for contracting and procurement for all District departments (except
construction contracts), ensuring compliance with applicable federal, state, and local regulations. The District's
warehouse inventories, receives, and distributes supplies, materials and equipment to all departments in addition
to inventory control analysis and surplus disposition.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal 5 — Maintain a Reliable
Infrastructure
Goal 6 — Embrace Technology,
Innovation and Environmental
Sustainability
Updated prevailing wage contract language to be SB854 compliant
and implemented Department of Industrial Relations (DIR) registration
requirements for prevailing wage jobs.
Continued inventory cycle count program and maintained a 97% accuracy
rate.
Successfully solicited and awarded high-level, service -based contracts.
Updated contract, agreement, and purchase order terms and conditions and
template format.
Earned the Achievement of Excellence in Procurement Award for innovation,
professionalism, productivity, e -procurement, and leadership attributes of
the procurement organization for the fifth consecutive year.
37
1
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Strategy
d
Initiati
1
EUM Attribute
Goal 1 — Provide
Exceptional Customer
Service
Foster Customer
Engagement and
Awareness
Improve Interdepartmental
Collaboration
Invest in business process
changes and technologies
to effectively increase access
to District information and
promote customer care,
convenience, and self-
service.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Enhance Relationship with
Employees and Bargaining
Units
Cultivate a positive work
culture and promote
teamwork.
Employee and Leadership
Development
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Evaluate Business Processes
and Optimize Business
Operations
Perform business process Operational Optimization
mapping and re-engineering.
Budget Overview by Ex )ense Category
Account
Description
Salaries &Wages
Employee
Benefits
Repairs &
Maintenance
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
38
FY 2015-16
Budget
FY 2015-16
Projected
$838,546 $810,900
$893,386
$23,000
$15,000
$29,000
$14,000
$856,037
$23,000
$15,000
FY 2016-17
Budget
$857,600
$782,607
$23,000
$35,000
$6,089 $29,000
$14,000
$14,000
$25,900 $16,900 $21,900
Total $1,838,832 $1,741,926 $1,763,107
Budget to
Projected
Variance
$46,700
($73,430)
$0
$20,000
$22,911
$0
$5,000
Percent
Variance
5.8%
-8.6%
0.0%
133.3%
376.3%
0.0%
29.6%
$21,181 1.2%
Budget to
Budget
Variance
$19,054
($1 10,779)
$0
$20,000
Percent
Variance
2.3%
-12.4%
0.0%
133.3%
$0 0.0%
$0
0.0%
($4,000) -15.4%
($75,725) -4.1%
Personnel Requirements
egular Status Emplo
Materials Services Coordinator
Materials Services Supervisor
Purchasing and Materials Manager
Senior Buyer
Senior Materials Coordinator
Total
Limited Duration Employees
Warehouse Summer Student
Total
FY 2015-16
2.00
1.00
1.00
3.00
1.00
8.00
FY 2015-16
1.00
1.00
Administration Department
FY 2016-17
2.00
1.00
1.00
3.00
1.00
8.00
FY 2016-17
1.00
1.00
Significant Budget Adjustments
The Purchasing and Material Services Operating Budget for FY 2016-17 is $1.76 million, a $76,000 or 4% decrease
over last year. Outside of the overall changes in wages and benefits, discussed elsewhere, there were no significant
budget changes.
39
Risk Vanagement
OVERVIEW
This Division protects the District from loss or damage to its personnel and assets. It manages Workers'
Compensation, liability claims, security programs, insurance procurement, self-insurance funding, contract and
insurance review, litigation support, and the District's Emergency Preparedness and Response Programs.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal 3 — Be a Fiscally Sound and
Effective Water Sector Utility
Reduced the District's self-insured retention for liability losses by 50%.
Goal 5 — Maintain a Reliable
Infrastructure
40
Initiated a multi-year business continuity planning process.
Acquired P25 -compliant radios to allow interoperable communications with
other jurisdictions during emergencies.
Updated the Emergency Operations Plan.
1M
4
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional Customer
Service
Goal 3 — Be a Fiscally
Sound and Effective Water
Sector Utility
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 5 — Maintain a
Reliable Infrastructure
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Strategy
Improve Interdepartmental
Collaboration
Manage Costs
Enhance Relationship with
Employees and Bargaining
Units
Manage Assets Optimally
Throughout Their Lifecycle
Protect District Personnel
and Assets From Threats
and Emergencies
Evaluate Business
Processes and Optimize
Business Operations
MED
•
Foster employees'
understanding of District
operations and their role in
our success.
Administration Department
EUM Attribu
Customer Satisfaction
Increase internal partnerships. Employee and Leadership
Development
Evaluate and implement risk
management practices to
minimize loss.
Cultivate a positive work
culture and promote
teamwork.
Update the Consequence of
Failure Matrices.
Enhance our capability
to mitigate, prepare,
respond, and recover from
emergencies.
Evaluate and implement
appropriate improvements to
our security program to meet
new or evolving threats.
Enterprise Resiliency
Employee and Leadership
Development
Enterprise Resiliency
Enterprise Resiliency
Enterprise Resiliency
Perform business process Operational Optimization
mapping and re-engineering.
41
i
Administration Department
Budget Overview by Ex )ense Category
Account
Description
Salaries &Wages
Employee
Benefits
Repairs &
Maintenance
Professional &
Legal Services
Outside Services
Self -Insurance
Expense
Materials &
Supplies
FY 2015-16
Bud • et
$226,657
$251,335
FY 2015-16
Projected
$224,400
$241,032
$27,500 $32,000
$61,800
$55,000
FY 2016-17
Budget
$238,944
$228,392
$35,000
$61,800
Budget to
Projected
Variance
$14,544
($12,640)
Percent
Variance
6.5%
-5.2%
Budget to
Budget
Variance
$12,287
($22,943)
$3,000 9.4% $7,500
$6,800
12.4%
$0
Percent
Variance
5.4%
-9.1%
27.3%
0.0%
$433,000 $433,000 $408,000 ($25,000) -5.8% ($25,000) -5.8%
- 38.7%
$1,500,000
$218,000
$1,500,000
$218,000
$920,000
$103,000
($580,000)
($1 15,000)
- 38.7%
- 52.8%
($580,000)
($115,000)
- 52.8%
Other Expenses $17,650 $17,650 $13,650 ($4,000) -22.7% ($4,000) -22.7%
Total $2,735,942 $2,721,082 $2,008,786 ($712,296) -26.2% ($727,156) -26.6%
Personnel Requirements
egular Status Employee
Risk Management Administrator
Risk Management Technician
Limited Duration Employees
Clerical Summer Student
Total
Total
FY 20
1.00
1.00
2.00
FY 2015-16
0.00
0.00
FY 2016-17
1.00
1.00
2.00
FY 2016-17
1.00
1.00
Significant Budget Adjustment
The Risk Management Operating Budget for FY 2016-17 is $2.0 million, a $727,000 or 27% decrease over last year.
Outside of the overall changes in wages and benefits, discussed elsewhere, the main drivers for the change are a
reduction in the self-insurance expense and safety supplies.
42
Administration Department
O ce ofThe General IVanacer and O ce of the
Secretary of the District
OFFICE OF THE GENERAL MANAGER - OVERVIEW
The primary mission of the Office of the General Manager is to work with the Board of Directors to establish
policies and procedures and the overall goals and Strategic Plan of the District. The General Manager reports
directly to the Board of Directors and provides general oversight to all District operations, interagency relations,
legislative activities, communications, and the strategic plan.
Office of the General Manager - Fiscal Year 2015-16 Accomplishments and Fiscal
Year 2016-17 Strategic Initiatives
The General Manager oversees all operations of the District. This office provides direction, support and, resources
to the departments to effectively and efficiently accomplish the Mission, Vision and Goals of the District. The
accomplishments and FY 2016-17 Strategic Initiatives for the District are embodied in each of the individual
divisions and programs. Highlights of the District's accomplishments are included in the General Manager's
message at the beginning of the Budget Book
OFFICE OF THE SECRETARY OF THE DISTRICT - OVERVIEW
The Office of the Secretary of the District provides administrative support to the five elected Board of Directors
and manages the Board of Directors and Committee meeting process, including the preparation and distribution
of agendas and minutes, and the publication of notices of public hearings. It coordinates compliance with Fair
Political Practices Commission Regulations and the Brown Act, receives legal claims against the District, and
coordinates ethics training and Brown Act training for Board of Directors and staff. It also manages the District's
Records Management Program and responds to Public Records Act requests.
43
1M
Administration Department
Office of the Secretary of the District - Fiscal Year 2015-16 Accomplishments
The Office of the Secretary of the District had several accomplishments as it related to the following
District Goals:
Goal
Goal 1 — Provide Exceptional
Customer Service
Goal 6 — Embrace Technology,
Innovation and Environmental
Sustainability
44
cco
Coordinated meetings for Board of Directors liaisons with representative
cities and agencies.
Established videotaping of Board of Directors meetings available to the
public on the District's website.
Continued transition to electronic delivery of agenda packets and other
materials to Board of Directors.
Produced a "Guide to the Board Meeting Process"for use by staff.
Improved the Board and Committee meeting process by improving the
Position Paper template, simplifying the 30 -Day Schedule, and standardizing
due dates for Committee agenda material.
Awarded Transparency Certificate of Excellence from California Special
Districts Association.
Coordinated the celebration for the renaming of the Environmental
Laboratory to the Dr. Mario M. Menesini Environmental Laboratory.
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
1
Strategy
Administration Department
Goal 1 — Provide
Exceptional Customer
Service
Foster Customer
Engagement and
Awareness
Improve Interdepartmental
Collaboration
Invest in business process
changes and technologies
to effectively increase access
to District information and
promote customer care,
convenience, and self-
service.
Increase customer
understanding and support
for key issues facing the
District.
Provide high quality
customer service.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Customer Satisfaction
Stakeholder
Understanding and
Support
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Enhance Relationship with
Employees and Bargaining
Units
Cultivate a positive work
culture and promote
teamwork.
Employee and Leadership
Development
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Evaluate Business Processes
and Optimize Business
Operations
Perform business process Operational Optimization
mapping and re-engineering.
Budget Overview By Ex )ense Category
Account
Descri • tion
Salaries & Wages
Employee
Benefits
Director Fees &
Expenses
Repairs &
Maintenance
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
Total
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
$1,417,424 $1,490,900 $1,502,326
$1,059,931
$132,177
$10,800
$189,400
$231,000
$20,150
$124,305
$3,185,187
$1,463,781
$159,916
$10,800
$145,000
$235,000
$20,150
$1 14,305
$3,639,852
$967,263
$168,555
$10,800
$145,000
Budget to
Projected
Variance
$11,426
($496,518)
Percent
Variance
0.8%
-33.9%
$8,639 5.4%
$0
0.0%
$0 0.0%
$246,000 $11,000 4.7%
$20,150
$559,905
$3,619,999
$0 0.0%
$445,600
($19,853)
389.8%
-0.6%
Budget to
Budget
Variance
$84,902
($92,668)
$36,378
$0
($44,400)
$15,000 6.5%
Percent
Variance
6.0%
-8.7%
27.5%
0.0%
-23.4%
$0
0.0%
$435,600 350.4%
$434,812 13.7%
45
Administration Department
Personnel Requirements
Administrative Services Supervisor
Assistant to the Secretary of the District
Director of Budget and Finance
Executive Assistant
General Manager
Secretary of the District
Senior Administrative Technician
Total
Limited Duration Employees
Clerical Summer Student
Total
FY 2015-16
1.00
1.00
1.00
1.00
1.00
1.00
4.00
10.00
FY 2015-16
1.00
1.00
FY 2016-17
1.00
1.00
1.00
1.00
1.00
1.00
4.00
10.00
FY 2016-17
1.00
1.00
Significant Budget Adjustments
The Office of the General Manager/Office of the Secretary of the District Operating Budget for FY 2016-17 is
$3.6 million, a $435,000 or 14% increase over last year. Outside of the overall changes in wages and benefits,
discussed elsewhere, the main driver for the change is the Fall 2016 Board Election.
46
Engineering and Technical Services Department
The Engineering and Technical Services Department consists of three Divisions that
report to the Director of Engineering and Technical Services. The primary functions
of the Engineering and Technical Services Department are the planning, design, and
construction or rehabilitation of treatment plant, collection system, and recycled water
infrastructure; development services, including right of way, property management,
development inspection, and mainline plan review; environmental compliance
monitoring of industrial business; regulatory compliance and permit monitoring;
laboratory analysis and management of the Household Hazardous Waste Facility.
The Divisions that comprise this Department include:
- Capital Projects
- Environmental and Regulatory Compliance
- Planning and Development Services
47
Engineering and Technical Services Department
Capital Projects Division
OVERVIEW
This Division conducts and manages the design, public bidding, and construction of projects to improve or
rehabilitate our treatment plant, pumping stations, pipelines and recycled water system. In addition, this Division
manages general facilities modifications, safety improvements, and recycled water infrastructure projects. This
Division also oversees the computer aided design (CAD) and survey groups and works as one of the primary
engineering resources at the District.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal
Goal 3 — Be a Fiscally Sound and
Effective Water Sector Utility
Goal 5 — Maintain a Reliable
Infrastructure
48
Accomplishment
Streamlined and evaluated the elimination of the Capital Improvement
Budget allocation process.
Replaced approximately 3.7 miles of sanitary sewers including renovating
3,100 feet of 42 -inch RCP sewer in Martinez, and various 6 -inch clay sewer
mains with 8 -inch sewers in Lafayette, Walnut Creek, and Martinez.
Designed and bid three critical treatment plant projects (Sub 16 Switchgear;
Pump and Blower Building Seismic; and Headwork's Screening Project).
Awarded the construction contract for the Pleasant Hill Grayson Creek
Trunk Sewer Project (total project cost of $13.7 million). This project will
help relieve the capacity limited sewers in Pleasant Hill and allow for future
renovations and coordination with the anticipated paving program in
Pleasant Hill, specifically Pleasant Hill Road.
Completed the Caustic Injection Project and other improvements at the
treatment plant to comply with the upcoming AB 197 Air Regulations.
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Strategy
Engineering and Technical Services Department
Initiative
EUM Attribute
Goal 1 — Provide
Exceptional Customer
Service
Foster Customer
Engagement and
Awareness
Improve Interdepartmental
Collaboration
Provide high quality
customer service.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Enhance Relationship with
Employees and Bargaining
Units
Cultivate a positive work
culture and promote
teamwork.
Employee and Leadership
Development
Goal 5 — Maintain a
Reliable Infrastructure
Manage Assets Optimally
Throughout Their Lifecycle
Facilitate Long -Term Capital
Renewal and Replacement
Implement Board approved
recommendations from the
Comprehensive Wastewater
Master Plan and Condition
Assessment.
Integrate the data from the
Asset Management Program
into the analysis of long term
Capital Improvement needs.
Implement business case
evaluations, including life-
cycle cost, into proposals
for new CIP projects to
determine most effective
projects and solutions.
Infrastructure Strategy and
Performance
Infrastructure Strategy and
Performance
Infrastructure Strategy and
Performance
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Evaluate Business Processes
and Optimize Business
Operations
Perform business process Operational Optimization
mapping and re-engineering.
49
Engineering and Technical Services Department
Budget Overview By Ex )ense Category
Account
Description
Salaries &Wages
Employee
Benefits
Utilities
Repairs &
Maintenance
Professional &
Legal Services
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
$1,756,764 $1,771,000 $1,879,280
($925,002)
($125,899)
($887,526)
Budget to
Projected
Variance
$108,280
($761,627)
Percent
Variance
6.1%
605.0%
Budget to
Budget
Variance
$122,516
$37,476
$23,600 $24,000 $24,000 $0 0.0% $400
$29,350
$29,350
$19,500
($9,850)
-33.6%
($9,850)
$100 $100 $0 ($100) -100.0% ($100)
Outside Services $128,325 $130,325 $73,225 ($57,100) -43.8% ($55,100) -42.9%
Percent
Variance
7.0%
-100.0%
Materials &
Supplies
$31,880 $35,480 $32,300 ($3,180) -9.0% $420
1.3%
Other Expenses $76,559 $77,294 $59,125 ($18,169) -23.5% ($17,434) -22.8%
Total $1,121,576 $1,941,650 $1,199,904 ($741,746) -38.2% $78,328 7.0%
Personnel Requirements
Regular Status Employees
Administrative Services Supervisor
Administrative Assistant
Assistant Engineer
Assistant Land Surveyor
Associate Engineer
Capital Projects Division Manager
Engineering Assistant II
Engineering Technician I/II
Engineering Technician III
Land Surveyor
Senior Engineer
Senior Engineering Assistant
Total
Limited Duration Employees
Engineering Assistant Summer Student
Co-op
FY 2015-2016
0
2.00
8.00
2.00
7.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
29.00
FY 2015-2016
4.00
3.00
Total i 7.00
FY 2016-2017
1.00
1.00
8.00
2.00
7.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
29.00
FY 2016-2017
3.00
3.00
6.00
Significant Budget Adjustments
The Capital Projects Operating Budget for FY 2016-17 is $1.2 million, a $78,000 or 7% increase over last year.
Outside of the overall changes in wages and benefits, discussed elsewhere, the increased costs were mitigated by the
transfer of software maintenance to the Information Technology Division and the transfer of cathodic protection
contract work to the Plant Maintenance Division.
50
Engineering and Technical Services Department
Environmental and Regulatory Compliance Division
OVERVIEW
This Division oversees and ensures that District activities and operations are in compliance with applicable federal,
state, and local environmental laws, regulations, and policies. The Division ensures the District's permitted
businesses and industrial customers comply with all applicable requirements to protect the environment as well as
the District's assets; manage the Household Hazardous Waste Collection Program and residential recycled water fill
station; receive and interpret laboratory data and apply results to regulatory requirements, ensures the treatment
plant's effluent meets all water quality standards; evaluates treatment plant operations to ensure compliance
with all air pollution control standards; evaluates the effectiveness of regulatory compliance programs; develops
and implements new programs as mandated by legislation and/or policy; monitors and analyzes legislation and
new regulations that impact regulatory compliance; and represents the District before boards, political bodies,
committees, and the general public.
Fiscal Year 2015-2016 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal
Goal 2 - Meet All Regulatory
Requirements
Goal 6 - Embrace Technology,
Innovation and Environmental
Sustainability
Accomplishment
Prepared all NPDES required reports to the Regional Water Quality Control
Board (individual NPDES Permit, Nutrient Watershed Permit).
Prepared all required reports to satisfy Title V Permit requirements.
Prepared the 2015 greenhouse gas inventory to the California Air Resource
Board.
Prepared the Recycled Water Quality and Distribution Annual Report to the
Regional Water Quality Control Board.
Developed a permit matrix of all regulatory permits within the District.
Completed all required laboratory monitoring and analyses.
Served 932 more vehicles than the same period last year (July - March) at the
Recycled Water Fill Station.
24,905 visits to the Household Hazardous Waste Facility by residents, small
businesses, reuse customers, and retail partners.
51
Engineering and Technical Services Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Strategy
Initiative
EUM Attribute
Goal 1 — Provide
Exceptional Customer
Service
Improve Interdepartmental
Collaboration
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Customer Satisfaction
Employee and Leadership
Development
Goal 2 — Strive to Meet
Regulatory Requirements
Strive to Achieve 100%
Permit Compliance in Air,
Water, Land and Other
Regulations
Renew treatment plant
NPDES Permit.
Meet existing regulations
and plan for future
regulations.
Foster relationships with
regulatory agencies.
Monitor and track proposed
and pending legislation/
regulatory changes that may
impact District operations.
Actively manage GHG
emissions in the most cost
effective and responsible
manner.
Product Quality
Product Quality
Stakeholder
Understanding and
Support
Stakeholder
Understanding and
Support
Community Sustainability
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Enhance Relationship with
Employees and Bargaining
Units
Cultivate a positive work
culture and promote
teamwork.
Employee and Leadership
Development
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
52
Evaluate Business Processes
and Optimize Business
Operations
Perform business process Operational Optimization
mapping and re-engineering.
Budget Overview By Ex
Account
Description
Salaries &Wages
Employee
Benefits
Utilities
Repairs &
Maintenance
Hauling &
Disposal
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
FY 2015-16
Budget
$3,299,621
$3,126,005
$13,500
$97,000
$472,700
$6,000
$878,700
$290,500
)ense Category
FY 2015-16
Projected
$3,302,800
$3,085,056
$14,000
$77,632
$422,700
$5,500
FY 2016-17
Budget
$3,412,647
$2,672,956
Budget to
Projected
Variance
$109,847
Engineering and Technical Services Department
Percent
Variance
Budget to
Budget
Variance
Percent
Variance
3.3% $113,026 3.4%
($412,100) -13.4% ($453,049) -14.5%
$32,700 $18,700 133.6% $19,200 142.2%
9.8%
$106,500
$423,000
$6,000
$28,868
$300
$500
37.2%
$9,500
0.1% ($49,700)
9.1%
$0
- 10.5%
0.0%
$765,675 $859,200 $93,525 12.2% ($19,500) -2.2%
$277,800
$286,700
$8,900
$869,141 $845,602 $443,639 ($401,963)
Total $9,053,167 $8,796,765 $8,243,342 ($553,423)
3.2%
($3,800)
-47.5% ($425,502)
-6.3% ($809,825)
-1.3%
- 49.0%
-9.0%
53
Engineering and Technical Services Department
Personnel Requirements
Regular Status Employees
Administrative Assistant
Assistant Engineer
Associate Engineer
Chemist I/II
Chemist III 1.00
Environmental and Regulatory Compliance Division Manager 1.00
Environmental Compliance Inspector I/II 6.00
Environmental Compliance Superintendent
Household Hazardous Waste Supervisor
Household Hazardous Waste Technician I/II
Laboratory Superintendent
Senior Chemist
Senior Engineer
Senior Environmental Compliance Inspector
Senior Household Hazardous Waste Technician
FY 2015-16
1.00
1.00
2.00
5.00
Total
1.00
1.00
3.00
1.00
1.00
1.00
2.00
2.00
29.00
Limited Duration Employees FY 2015-16
Laboratory Assistant Summer Student
Co-op
Total
2.00
2.00
4.00
FY 2016-17
1.00
1.00
2.00
5.00
1.00
1.00
6.00
1.00
1.00
3.00
1.00
1.00
1.00
2.00
2.00
29.00
FY 2016-17
1.00
3.00
4.00
Significant Budget Adjustments
The Environmental and Regulatory Compliance Operating Budget for FY 2016-17 is $8.2 million, a $809,000 or
9% decrease over last year. Outside of the overall changes in wages and benefits, discussed elsewhere, the main
drivers for the change are the transfer of public agency fees to the Plant Operations Division, and the transfer of
recycled water costs to the Recycled Water Program.
54
Engineering and Technical Services Department
Planning and Development Services Division
OVERVIEW
This Division provides planning and applied research for the District's collection system, treatment plant, and
recycled water facilities and programs; oversees asset management, geographic information systems (GIS) and
computerized maintenance management systems (CMMS); financial planning for rates for connection fees,
permits and sewer service charges, and development services, including right of way, property management,
development inspection, permit counter operations, and mainline plan review.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal Alignment
Goal 2 — Meet All Regulatory
Requirements
Goal 5 — Maintain a Reliable
Infrastructure
Accomplishment
The Comprehensive Wastewater Master Plan for the collection system and the
treatment plant is being implemented on schedule and within budget.
Initiated implementation of Infoworks® hydrodynamic model and second
phase of the flow calibration by installing 72 meters in the collection system
to collect wet weather data.
Began implementation of a new CMMS platform called CityWorks. Also
updated the GIS to a new ESRI platform.
Participated in Lower Walnut Creek Stakeholders Advisory Group for long-
term planning on the outfall property.
Goal 6 — Embrace Technology,
Innovation and Environmental
Sustainability
Conducted several pilot studies and applied research such as: Zeolite
Anammox, centrifuge testing, caustic soda addition to the wet scrubber, and
sludge screening press.
Implemented construction of the Solar Regional Project. Three sites are
being implemented at the District using PPA.
Obtained the Land Use Permit for the AgLantis sustainable farm on 14.8 acres
of District property.
55
EUM Attribute
Engineering and Technical Services Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Strategy
Initiative
Goal 1 — Provide
Exceptional Customer
Service
Invest in Business
Process Changes and
Technologies to Effectively
Increase Access to
District Information and
Promote Customer Care,
Convenience and
Self -Service.
Improve Interdepartmental
Collaboration
Goal 3 — Be a Fiscally Sound Conduct Long Range
and Effective Water Sector Financial Planning
Utility
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 5 — Maintain a
Reliable Infrastructure
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
56
Enhance Relationship with
Employees and Bargaining
Units
Facilitate Long -Term
Capital Renewal and
Replacement
Evaluate Business
Processes and Optimize
Business Operations
Reduce reliance on
Non -Renewable Energy
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Ensure rate structure is
consistent with cost of
service principles.
Develop alternatives for
new revenues and funding
sources.
Review funding alternatives.
Cultivate a positive work
culture and promote
teamwork.
Integrate the data from the
Asset Management Program
into the analysis of long term
Capital Improvement needs.
Implement business case
evaluations, including life-
cycle cost, into proposals
for new CIP projects to
determine most effective
projects and solutions.
Perform business process
mapping and re-engineering.
Explore opportunities for
self -generation, conservation
and efficiency based on the
approved Comprehensive
Wastewater Master Plan.
Customer Satisfaction
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Financial Viability
Financial Viability
Financial Viability
Employee and Leadership
Development
Infrastructure Strategy and
Performance
Infrastructure Strategy and
Performance
Operational Optimization
Community Sustainability
Budget Overview By Ex )ense Category
Account
Description
Salaries &Wages
Employee
Benefits
Utilities
Repairs &
Maintenance
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
Total
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
$3,393,452 $3,242,200 $3,685,044
$1,949,977
$1,956,607
$1,770,926
$160,700 $140,700 $120,400
$59,400
$123,000
$616,000
$37,950
$153,600
$6,494,079
$42,000
$112,000
$456,000 $579,100
$34,300
$59,400
$1 15,000
$37,550
$93,068 $88,474
$6,076,875 $6,455,894
Budget to
Projected
Variance
$442,844
($185,681)
Engineering and Technical Services Department
Percent
Variance
Budget to
Budget
Variance
Percent
Variance
13.7% $291,592 8.6%
-9.5% ($179,051) -9.2%
($20,300) -14.4% ($40,300) -25.1%
0.0%
$17,400
$3,000
$123,100
$3,250
($4,594)
$379,019
41.4%
$0
2.7% ($8,000)
27.0% ($36,900) -6.0%
($400)
-6.5%
9.5%
-4.9% ($65,126) -42.4%
6.2% ($38,185) -0.6%
57
Engineering and Technical Services Department
Personnel Requirements
Regular Status Employees
Administrative Assistant
Assistant Engineer
Associate Engineer
Construction Inspector
Development Services Supervisor
Director of Engineering and Technical Services
Engineering Assistant III
Engineering Technician I/II
GIS Analyst
GIS/CMMS Administrator
Maintenance Planner
Planning and Development Services Division Manager
Program Manager
Senior Engineer
Senior Right -of -Way Agent
FY 2015-16
Total
1.00
2.00
4.00
4.00
2.00
1.00
5.00
4.00
2.00
1.00
1.00
1.00
0.00
4.00
2.00
34.00
Limited Duration Employees FY 2015-16
Engineering Assistant Summer Student
Co-op
Total
3.00
3.00
6.00
FY 2016-17
1.00
2.00
4.00
4.00
2.00
1.00
5.00
4.00
2.00
1.00
1.00
1.00
1.0
4.00
2.00
35.00
FY 2016-17
6.00
4.00
10.00
Significant Budget Adjustments
The Planning and Development Services Operating Budget for FY 2016-17 is $6.5 million, a $38,000 or 0.6%
decrease over last year. Outside of the overall changes in wages and benefits, discussed elsewhere, wages increased
by the addition of a Program Manager position. Increased costs were mitigated by the transfer of some costs to the
Recycled Water Program and a reduction in utility costs.
58
Operations Department
The Operations Department consists of three Divisions, the District Safety Program, and
the Recycled Water Program that report to the Deputy General Manager. The primary
function of the Operations Department is to collect, treat, and dispose of wastewater in
compliance with regulatory requirements. This includes operations and maintenance
of pipelines, pumping stations and treatment facilities; oversight of power generation
operations; fleet maintenance; and managing computerized control equipment and
systems.
The Divisions and Programs that comprise this Department include:
- Collection System Operations
- Plant Maintenance
- Plant Operations
- District Safety Program
- Recycled Water Program
59
Operations Department
Collection System Operations Division
OVERVIEW
This Division is responsible for the cleaning, maintaining and repairing of over 1,500 miles of collection sewers,
trunk sewers and forcemains in the District's vast collection system, as well as maintaining the recycled water
distribution system. The Division is also responsible for the maintenance of all District vehicles.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal
Goal 1 - Provide Exceptional
Customer Service
Goal 2 - Strive to Meet Regulatory
Requirements
Goal 5 - Maintain a Reliable
Infrastructure
60
Accomplishment
- Responded to over 1,000 customer service phone calls.
- Achieved an average customer service satisfaction rating of 3.81 out of 4.0.
- Average response to all emergency service calls was 36.5 minutes.
- Reduced sanitary sewer overflows to 2.83 per 100 miles and had no pumping
station or capacity related overflows.
- Cleaned 850 miles of sanitary sewers.
- Televised 180 miles of sanitary sewers.
- Completed over 975 services on District vehicles and equipment; on schedule
100% of time.
- Completed over 20,900 cleaning schedules and work orders; completed on
schedule 99% of the time.
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional Customer
Service
Goal 2 — Strive to Meet
Regulatory Requirements
Goal 3 — Be a Fiscally Sound
and Effective Water Sector
Utility
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 5 — Maintain a
Reliable Infrastructure
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Strategy
Foster Customer
Engagement and
Awareness
Improve Interdepartmental
Collaboration
Strive to Minimize the
Number of SSOs
Manage Costs
Enhance Relationship with
Employees and Bargaining
Units
Manage Assets Optimally
Throughout Their Lifecycle
Evaluate Business Processes
and Optimize Business
Operations
Initiative
Provide high quality
customer service.
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Complete the collection
system scheduled
maintenance on time and
optimize cleaning schedules
to improve efficiencies.
Continue the pipeline
condition assessment and
cleaning quality assurance
program using the system
wide CCTV program.
Perform optimization studies
of treatment plant and field
operations to reduce costs.
Cultivate a positive work
culture and promote
teamwork.
Manage and maintain
current equipment and
vehicle fleet to provide
maximum value.
Perform business process
mapping and re-engineering.
Operations Department
EUM Attribute
Customer Satisfaction
Customer Satisfaction
Employee and Leadership
Development
Infrastructure Strategy and
Performance
Infrastructure Strategy and
Performance
Operational Optimization
Employee and Leadership
Development
Infrastructure Strategy and
Performance
Operational Optimization
61
Operations Department
Budget Overview By Ex Sense Category
Account
Description
Salaries &Wages
Employee
Benefits
Utilities
Repairs &
Maintenance
Hauling &
Disposal
Professional &
Legal Services
Outside Services
Materials &
Supplies
Other Expenses
Total $14,996,254 $14,383,123 $14,472,053 $88,930 0.6% ($524,201)
62
FY 2015-16
Budget
FY 2015-16
Projected
$6,014,774 $5,941,900
$5,996,914 $6,019,607
$137,400 $137,400
$1,721,250 $1,257,000
$122,800 $121,500
$5,000 $5,000
$82,940 $66,120
$767,500 $719,300
$147,676 $115,296
FY 2016-17
Budget
$6,107,988
$5,433,375
$139,400
$1,631,502
$131,000
$5,000
$106,700
$774,150
$142,938
Budget to
Projected
Variance
Percent
Variance
Budget to
Budget
Variance
$166,088
($586,232)
$2,000
$374,502
2.8%
-9.7%
1.5%
29.8%
$93,214
($563,539)
$2,000
($89,748)
$9,500 7.8% $8,200
$0 0.0% $0
$40,580 61.4% $23,760
$54,850 7.6% $6,650
$27,642 24.0% ($4,738)
Percent
Variance
1.6%
- 9.4%
1.5%
- 5.2%
6.7%
0.0%
28.7%
0.9%
- 3.2%
-3.5%
Personnel Requirements
Regular Status Employees
Administrative Assistant
Administrative Services Supervisor
Administrative Technician
Collection System Maintenance Scheduler
Collection System Operations Division Manager
Construction Equipment Operator
Field Operations Superintendent
Maintenance Crew Leader
Maintenance Crew Member I/II
Maintenance Supervisor
Safety Specialist
Senior Engineer
Utility Worker
Vehicle and Equipment Mechanic
Vehicle Maintenance and Equipment Maintenance Supervisor
Total
FY 2015-16
1.00
1.00
2.00
1.00
1.00
3.00
1.00
18.00
17.00
4.00
1.00
1.00
2.00
3.00
1.00
57.00
Limited Duration Employees FY 2015-16
Laborer Summer Student
Clerical Summer Student
3.00
1.00
Operations Department
FY 2016-17
1.00
1.00
2.00
1.00
1.00
2.00
1.00
18.00
18.00
4.00
0.00
1.00
2.00
3.00
1.00
56.00
FY 2016-17
Total
4.00
3.00
1.00
4.00
Significant Budget Adjustments
The Collection System Operations Operating Budget for FY 2016-17 is $14.5 million, a $524,000 or 3.5%
decrease over last year. Outside of the overall changes in wages and benefits, discussed elsewhere, increases in
wages were offset by a recent reorganization in the staffing for the Vehicle and Equipment Shop. In FY 2015-16,
Field Superintendent position and a Vehicle Service Worker position were deleted and a Vehicle and Equipment
Mechanic and Maintenance Crew Leader were added, which resulted in a cost savings. A Safety Specialist position
was also transferred to the Safety Section. Other main drivers for the change are the addition of Automatic Vehicle
Location (AVL) for all District vehicles so that they can respond to emergencies in a faster and more efficient
manner, the rebuilding of two rodder assemblies, and the transfer of some costs to the Recycled Water Program.
63
Operations Department
Plant Vaintenance Division
OVERVIEW
This Division is responsible for maintaining all mechanical, electrical, and instrumentation equipment and systems
for the treatment plant, laboratory and 19 pumping stations as well as all buildings and grounds at the Martinez
campus. The Maintenance Division also consists of a reliability engineering group which provides technical
support for the Division's maintenance planning and manages our Preventative Maintenance Program. The
pumping station group operates and maintains the 19 pumping stations.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal
Goal 2 - Strive to Meet Regulatory
Requirements
Goal 5 - Maintain a Reliable
Infrastructure
64
Accomplishment
Maintained all equipment and systems to achieve the National Association of
Clean Water Agencies (NACWA) Peak Performance Platinum Award.
Continued to make refinements to existing CMMS asset register and
Preventative Maintenance Program in preparation to migrating to new
Cityworks maintenance management system and to support the District's
asset management goals.
97% of preventative maintenance work orders completed on schedule.
Continued expansion of the Condition Based Predictive Maintenance
Program.
Began training staff on Reliability Centered Maintenance.
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional Customer
Service
Goal 2 — Strive to Meet
Regulatory Requirements
Goal 3 — Be a Fiscally Sound
And Effective Water Sector
Utility
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 5 — Maintain a
Reliable Infrastructure
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Strategy
Improve Interdepartmental
Collaboration
Strive to Achieve 100%
Permit Compliance in Air,
Water, Land and Other
Regulations
Manage Costs
Enhance Relationship with
Employees and Bargaining
Units
Manage Assets Optimally
Throughout Their Lifecycle
Evaluate Business Processes
and Optimize Business
Operations
Initiative
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Actively manage GHG in
the most cost effective and
responsible manner.
Perform optimization studies
of treatment plant and field
operations to reduce costs.
Cultivate a positive work
culture and promote
teamwork.
Implement Board approved
recommendations of the
Wastewater Master Plan and
Condition Assessment.
Implement the Reliability
Centered Maintenance
Program.
Perform business process
mapping and re-engineering.
Operations Department
EUM Attribute
Customer Satisfaction
Employee and Leadership
Development
Community Sustainability
Operational Optimization
Employee and Leadership
Development
Infrastructure Strategy and
Performance
Infrastructure Strategy and
Performance
Operational Optimization
65
Operations Department
Budget Overview By Ex Sense Category
Account
Description
Salaries &Wages
Employee
Benefits
Chemicals
Utilities
Repairs &
Maintenance
Hauling &
Disposal
Outside Services
Materials &
Supplies
Other Expenses
66
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
$4,948,847 $4,980,518 $5,259,306
$4,684,651
$4,472,912
$4,355,893
Budget to
Projected
Variance
$278,788
($117,019)
Percent
Variance
5.6%
-2.6%
Budget to
Budget
Variance
$310,459
($328,758)
Percent
Variance
6.3%
-7.0%
$430,000 $430,000 $430,000 $0 0.0% $0 0.0%
$517,350 $518,550 $518,550 $0 0.0% $1,200 0.2%
$2,806,950 $2,834,950
$138,800
$138,800
$2,416,300
$138,800
($418,650) -14.8% ($390,650)
$0
0.0%
$0
-13.9%
0.0%
$167,100 $209,100 $237,650 $28,550 13.7% $70,550 42.2%
0.9%
$136,163 $124,523 $140,001 $15,478 12.4% $3,838 2.8%
$534,200
$717,300
$539,200
($178,100)
-24.8%
$5,000
Total $14,364,061 $14,426,653 $14,035,700 ($390,953) -2.7% ($328,361)
-2.3%
Personnel Requirements
Regular Status Employees
Assistant Engineer
Buildings and Grounds Supervisor
Electrical Shop Supervisor
Electrical Technician
Instrument Shop Supervisor
Instrument Technician
Machinist
Maintenance Crew Leader
Maintenance Planner
Maintenance Technician 1/II Mechanical
Maintenance Technician III, Mechanical 7.00
Mechanical Supervisor 2.00
Painter 1.00
FY 2015-16
1.00
1.00
1.00
4.00
1.00
3.00
2.00
1.00
2.00
2.00
Plant Maintenance Division Manager
Plant Maintenance Superintendent
Pumping Stations Operator I/11
Pumping Stations Operator III
Pumping Stations Supervisor
Senior Engineer
Utility Worker
1.00
1.00
4.00
2.00
1.00
1.00
7.00
Operations Department
FY 2016-17
1.00
1.00
1.00
4.00
1.00
3.00
2.00
1.00
3.00
2.00
7.00
2.00
1.00
1.00
1.00
4.00
2.00
1.00
1.00
7.00
Total
45.00
46.00
Limited Duration Employees FY 2015-16
Laborer Summer Student
Engineering Assistant Summer Student
Co-op
Total
9.00
2.00
1.00
12.00
FY 2016-17
10.00
1.00
1.00
12.00
Significant Budget Adjustments
The Plant Maintenance Operating Budget for FY 2016-17 is $14 million, a $328,00 or 2.3% decrease over last year.
Outside of the overall changes in wages and benefits, discussed elsewhere, wages increased due to the addition
of a Maintenance Planner and the addition of standby pay for the Electrical and Instrumentation Shops. These
increases were offset by lower repair costs due to the completion of the cogeneration rebuild included in the
FY 2015-16 Budget.
67
Operations Department
Plant Operations Division
OVERVIEW
This Division operates and maintains the District's main treatment plant in Martinez. The treatment plant has a
permitted capacity of 53.8 million gallons per day (mgd) and treats an average of 32.3 mgd. The treatment plant
also produces 2.5 mgd of recycled water. This Division's budget also includes the administrative services for the
Plant Operations and Plant Maintenance Divisions.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goa I
Goal 2 - Meet All Regulatory
Requirements
Goal 6 - Embrace Technology,
Innovation and Environmental
Sustainability
68
Accomplishment
The treatment plant was recognized by the National Association of Clean
Water Agencies (NACWA) for Peak Performance and was awarded the
Platinum Award for the 17th consecutive year for full compliance with all
federal, state and regional water quality standards.
The treatment plant met all Clean Air Act requirements.
The treatment plant met all Recycled Water Title 22 Regulations.
Assisted with preparations and testing for 129 Sewage Sludge Incinerator
Regulations.
Replaced and upgraded treatment plant control system historian server.
Implemented complete backup capability for all treatment plant control
system servers.
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional Customer
Service
Goal 2 — Strive To Meet
Regulatory Requirements
Goal 3 — Be a Fiscally Sound
and Effective Water Sector
Utility
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Strategy
Improve Interdepartmental
Collaboration
Strive to Achieve 100%
Permit Compliance in Air,
Water, Land and Other
Regulations
Manage Costs
Enhance Relationship with
Employees and Bargaining
Units
Evaluate Business Processes
and Optimize Business
Operations
Initiative
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Renew treatment plant
NPDES Permit.
Meet existing and known
foreseeable future
requirements for regulatory
compliance.
Actively manage GHG
emissions in the most cost
effective and responsible
manner.
Perform optimization studies
of treatment plant and field
operations to reduce costs.
Cultivate a positive work
culture and promote
teamwork.
Perform business process
mapping and re-engineering.
EUM Attribute
Customer Satisfaction
Employee and Leadership
Development
Product Quality
Product Quality
Community Sustainability
Operational Optimization
Employee and Leadership
Development
Operational Optimization
69
Operations Department
Budget Overview By Ex Sense Category
Account
Description
Salaries &Wages
Employee
Benefits
Chemicals
Utilities
Repairs &
Maintenance
Hauling &
Disposal
Professional &
Legal Services
FY 2015-16
Budget
FY 2015-16
Projected
FY 2016-17
Budget
$5,067,083 $5,202,600 $5,161,486
$4,628,256
$4,724,207
$4,001,927
Budget to
Projected
Variance
($41,114)
($722,280)
Percent
Variance
-0.8%
-15.3%
Budget to
Budget
Variance
$94,403
($626,329)
Percent
Variance
1.9%
- 13.5%
$1,225,000 $1,048,000 $1,406,000 $358,000 34.2% $181,000 14.8%
$3,845,700 $3,175,700 $3,210,700 $35,000 1.1% ($635,000) -16.5%
$56,200 $43,700 $50,200 $6,500 14.9% ($6,000)
$254,000
$211,000
$238,000
$27,000
12.8%
($16,000)
$4,000 $4,000 $4,000 $0 0.0% $0
Outside Services $44,500 $21,000 $74,000 $53,000 252.4% $29,500 66.3%
$156,900 $122,150 $152,900 $30,750 25.2% ($4,000)
- 10.7%
- 6.3%
0.0%
Materials &
Supplies
- 2.6%
Other Expenses $75,617 $47,296 $560,632 $513,336 1085.4% $485,015 641.4%
Total $15,357,256 $14,599,653 $14,859,845 $260,192 1.8% ($497,411) -3.2%
70
Personnel Requirements
Regular Status Employees
Administrative Assistant
Administrative Services Supervisor
Associate Control Systems Engineer
Control Systems Technician
Deputy General Manager
Plant Operations Division Manager
Plant Operations Superintendent
Plant Operations Training Coordinator
Plant Operator I/II
Plant Operator III
Senior Engineer
Senior Plant Operator
Shift Supervisor
Limited Duration Employees
FY 2015-16
Total
2.00
1.00
2.00
1.00
1.00
Operations Department
FY 2016-17
2.00
1.00
2.00
1.00
1.00
1.00 1.00
1.00
1.00
2.00
6.00
1.00
13.00
7.00
39.00
FY 2015-16
Clerical Summer Student
Total
1.00
1.00
1.00
1.00
1.00
5.00
1.00
15.00
7.00
39.00
FY 2016-17
1.00
1.00
Significant Budget Adjustments
The Plant Operations Operating Budget for FY 2016-17 is $14.9 million, a $497,000 or 3.2% decrease over last
year. Outside of the overall changes in wages and benefits, discussed elsewhere, increases in chemical costs for
the purchase of sodium hydroxide to meet new Section 129 Clean Air Act Regulations and the transfer of public
agency fees from the Environmental and Regulatory Compliance Division were offset by the transfer of some costs
to the Recycled Water Program and lower utility costs.
71
Operations Department
District Safety Program
OVERVIEW
The Safety Workgroup oversees and administers the District's Safety Program. The primary objective of the
Safety Program is to reduce injuries, accidents, and environmental impact while ensuring compliance. The Safety
Workgroup achieves this by providing high quality training; comprehensive workplace evaluation; incident
response; hazardous materials management from acquisition to disposal; and managing regulatory information.
Fiscal Year 2015-16 Accomplishments
This Division had several accomplishments related to the following District Goals:
Goal
Goal 4 — Develop and Retain a Highly
Trained and Innovative Workforce
Goal 5 — Maintain a Reliable
Infrastructure
Goal 6 — Embrace Technology,
Innovation and Environmental
Sustainability
72
Accomplishment
Conducted 268 hours of classroom training on 34 safety subjects and
completed 329 Safety Tailgates.
Developed a Regulatory Training Matrix and 3 -year Safety Training Schedule.
Worked closely with Capital Projects to provide design reviews, submittal
reviews, contractor orientations, and construction safety oversight.
Eliminated the backlog of open safety actions items within the District Safety
Committee.
Removed over 10,000 lbs. of hazardous waste.
Conducted Emergency Preparedness Warden Training and evacuation drills.
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Goal
Goal 1 — Provide
Exceptional Customer
Service
Goal 4 — Develop and
Retain a Highly Trained
and Innovative Workforce
Goal 5 — Maintain a
Reliable Infrastructure
Goal 6 — Embrace
Technology, Innovation
and Environmental
Sustainability
Strategy
Improve Interdepartmental
Collaboration
Enhance Relationship with
Employees and Bargaining
Units
Meet or Exceed Industry
Safety Standards
Protect District Personnel
and Assets from Threats and
Emergencies
Evaluate Business Processes
and Optimize Business
Operations
Initiative
Foster employees'
understanding of District
operations and their role in
our success.
Increase internal
partnerships.
Cultivate a positive work
culture and promote
teamwork.
Achieve consistent
improvement on State of
California and Bay Area
Industry Injury Rate.
Enhance the safety culture
through improved training
and communications.
Enhance our capability
to mitigate, prepare,
respond, and recover from
emergencies.
Evaluate and implement
appropriate improvements
to security program to meet
new or evolving threats.
Perform business process
mapping and re-engineering.
Operations Department
EUM Attribute
Customer Satisfaction
Employee and Leadership
Development
Employee and Leadership
Development
Employee and Leadership
Development
Employee and Leadership
Development
Enterprise Resiliency
Enterprise Resiliency
Operational Optimization
73
Operations Department
Budget Overview By Ex Sense Category
Account
Description
Salaries &Wages
Employee
Benefits
Repairs &
Maintenance
Hauling &
Disposal
Professional &
Legal Services
FY 2015-16
Budget
$216,956
$221,760
FY 2015-16
Projected
$231,400
$212,170
$77,200 $77,200
$10,250
$10,250
FY 2016-17
Budget
$349,884
$312,759
$71,000
$10,250
Budget to
Projected
Variance
$118,484
$100,589
Percent
Variance
51.2%
47.4%
Budget to
Budget
Variance
$132,928
$90,999
($6,200) -8.0% ($6,200)
$0
0.0%
$0
$5,000 $5,000 $2,500 ($2,500) -50.0% ($2,500)
Outside Services $153,250 $170,500 $87,000 ($83,500) -49.0% ($66,250) -43.2%
$38,500 $38,500 $34,500 ($4,000) -10.4%
Percent
Variance
61.3%
41.0%
-8.0%
0.0%
- 50.0%
Materials &
Supplies
Other Expenses $57,795 $57,795 $45,575 ($12,220)
Total $780,711 $802,815 $913,468 $110,653
Personnel Requirements
-21.1%
13.8%
($4,000)
($12,220)
$132,757
- 10.4%
- 21.1%
17.0%
Regular Status Employees
FY 2015-2016 FY 2016-2017
Operations Safety Specialist
Safety Officer
Total
1.00
1.00
2.00
2.00
1.00
3.00
Significant Budget Adjustments
The Safety Program Budget for FY 2016-17 is $913,468, a $133,000 or 17% increase over last year. Outside of the
overall changes in wages and benefits, discussed elsewhere, the main driver for the change is the transfer of a Safety
Specialist position from the Collection System Operations Division.
74
Recycled Water Program
OVERVIEW
Operations Department
This Program draws resources from several Divisions to provide support for the production and distribution of
recycled water to Zone 1 customers, commercial customers, construction contractors, and residential customers
through the residential fill station. This Program also includes the planning and regulatory support for the existing
system and planned expansions, including the Satellite Recycled Water Facility Program.
Fiscal Year 2015-16 Accomplishments
This Program had several accomplishments related to the following District Goal:
Goal
Goal 6 — Embrace Technology,
Innovation and Environmental
Sustainability
Accomplishment
Developed a Recycled Water Policy.
Developed a wholesale rate for recycled water.
Served over 55,000 customers and delivered over 11 million gallons of
recycled water at our residential fill station.
Connected 14 new businesses to the recycled water distribution system for
landscape irrigation.
Completed the first phase of the Wholesale Opportunity of Recycled Water
Study.
Completed MOU with Diablo Country Club on a Satellite Water Recycling
Facility (SWRF) for 0.5 MG/day and developing an agreement for the District
to own and operate the SWRF.
Negotiated terms for a future agreement with CCWD for the District to supply
3-5 MG/day of recycled water to serve a portion of the cooling water demand
at the Shell Refinery.
75
Operations Department
Fiscal Year 2016-17 Strategic Initiatives
This Program will support the following District Goa
Goal
Goal 1 - Provide
Exceptional Customer
Service
Goal 2 - Strive to Meet
Regulatory Requirements
Goal 6 - Embrace
Technology, Innovation
and Environmental
Sustainability
76
Is and Strategies:
Strategy
Foster Customer
Engagement and
Awareness
Strive to Achieve 100%
Permit Compliance in Air,
Water, Land and Other
Regulations
Augment the Region's Water
Supply
1
Provide high quality
customer service.
Meet existing regulations
and plan for future
regulations.
Foster relationships with
regulatory agencies.
Explore partnering
opportunities (e.g. CCWD
and EBMUD).
Develop a Satellite Recycled
Water Facilities Program.
EUM Attribute
Customer Satisfaction
Product Quality
Stakeholder Understanding
and Support
Stakeholder Understanding
and Support
Water Resource
Sustainability
Budget Overview By Ex Sense Category
Account
Description
Salaries &Wages
Employee
Benefits
Chemicals
Utilities
Repairs &
Maintenance
Hauling &
Disposal
Outside Services
Materials &
Supplies
Other Expenses
Total
FY 2015-16
Budget
$0
$0
FY 2015-16
Projected
$207,800
$189,000
FY 2016-17
Budget
$763,147
$477,148
Budget to
Projected
Variance
$555,347
$288,148
Percent
Variance
267.3%
152.5%
Operations Department
Budget to
Budget
Variance
$763,147
$477,148
Percent
Variance
0.0%
0.0%
$0 $74,000 $84,000 $10,000 13.5% $84,000 0.0%
$0 $160,000 $175,000 $15,000 9.4% $175,000 0.0%
$0 $6,800 $30,000 $23,200 341.2% $30,000
$0
$500
$14,000
$13,500
2700.0%
$14,000
0.0%
0.0%
$0 $120,000 $202,500 $82,500 68.8% $202,500 0.0%
$0
$ 6,400
$5,900
($500)
-7.8%
$5,900
0.0%
$0 $45,600 $50,024 $4,424 9.7% $50,024 0.0%
$0 $810,100 $1,801,719 $991,619 122.4% $1,801,719 0.0%
Personnel Requirements
Several District Divisions support the Recycled Water Program. Personnel for the Recycled Water Program
are shown in their respective Divisions. A portion of their labor costs, as appropriate to their time spent on the
Program, are included in the Recycled Water Budget under salaries and wages, and employee benefits.
Significant Budget Adjustments
The Recycled Water Program Operating Budget for FY 2016-17 is $1.8 million. This is a new budget for
FY 2016-17 and includes the transfer of costs from Collection System Operations, Plant Maintenance, Plant
Operations, Environmental and Regulatory Compliance, and Planning and Development Services to fund
treatment and production, distribution, recycled water fill stations, planning for satellite facilities and other
recycled water opportunities.
77
Self -Insurance Program
The District has self-insured a portion of its liability and property risks since July 1, 1986, when the board
approved the establishment of the Self Insurance Fund (SIF). The district currently self -insures general and auto
liability risks up to $500,000 per occurrence and purchases a $15 million excess liability insurance policy above
that retention.
At this time, the District does not purchase insurance coverage for earthquake or flood losses because insurance
programs currently available in California are very expensive for the scope and limits of coverage provided. As a
result, the District self -insures these risks.
Fund Allocation
In 1994, the Government Accounting Standards Board issued statement No. 10 (GASB -10) which established
requirements on how public agencies must fund their self-insured risks. To assure compliance with GASB -10, the
district restructured the SIF into three sub -funds. Each of the three sub -funds was established to pay for specific
losses and expenses.
Table 1 presents a recent financial history and projection of the SIF and shows the FY 2016-17 SIF budget. The SIF
revenue for FY 2016-17 is projected to be $1,020,401 and expenses are projected to be $948,000, resulting in net
SIF reserves of $6,502,132. The budgeted revenues include the allocation of $920,000 from the FY 2016-17 O&M
budget to the SIF.
Sub -Fund A: Actuarially -Based Risks
Sub -fund A is used to pay claims and expenses within the District's self-insured liability retention. Claims in
excess of this retention are covered by the excess insurance policy that renews annually on July 1.
Under the requirements of GASB -10, risks that can be actuarially studied must be funded based on an actuarial
study performed at least every two years. General liability and automobile liability risks are readily studied
throughout the insurance and self-insurance industry to project funding levels for future losses. The District
obtained an actuarial review of its self-insured general liability and automobile liability risks in October 2014. The
next actuarial report will be performed in August 2016 using loss data through June 30, 2016.
The Board established a policy to maintain the Sub -fund A reserve at three times the amount of the District's
self-insured retention. The current $500,000 retention requires a $1.5 million reserve. This reserve is used to pay
claims and expenses throughout the year and is replenished the following fiscal year.
Table 2 shows budgeted revenue for FY 2016-17 of $5,868 with expenses of $225,000 for a reduction of $219,132.
This amount will be transferred from Sub -fund C in order to maintain the minimum reserve at $1.5 million.
78
Self -Insurance Program
Sub -Fund B: Non -Actuarially -Based Risks
Sub -fund B was used to pay claims and expenses for liability losses that could not be actuarially evaluated and/or
were not covered by the excess liability insurance policy. This included employment practices claims and certain
types of pollution claims.
Employment practices and pollution claims are infrequent, are usually expensive and often take longer to resolve
than other types of claims. Since this makes accurate loss forecasting difficult, GASB does not require an actuarial
study for these risks. Given these factors and the absence of insurance coverage for some of these risks, the District
had maintained this fund with a $2.4 million reserve.
At the November 17, 2014 special meeting, the Board chose to simplify reserving for all risks that do not require
GASB -10 compliance by consolidating all other reserves into a single fund. The Board also wanted to make
sure that funds were reserved for catastrophic losses or emergency response. In order to meet the joint goals of
consolidating reserves and establishing a catastrophic loss fund, Sub -fund B has been retired with all reserves
for these risks transferred to Sub -fund C. As a result, Table 3 shows a FY 2015-16 ending balance of $0 and no
allocation for FY 2016-17.
Sub -Fund C: Non-Gasb 10 Risks
This Sub -fund has historically covered Risk Management program expenses including insurance premiums,
self-insured property losses, potential losses from uninsurable risks, and the costs of initiating claims and lawsuits
against others. As noted above, this fund now includes reserves for non -GASB 10 risks and catastrophic losses.
The Board established a policy to maintain this reserve at $5 million. This reserve is used to pay claims and
expenses throughout the year and is replenished the following fiscal year. This fund also receives the annual O&M
contribution and then re -allocates funds needed to maintain the required reserve in Sub -fund A.
Table 4 shows budgeted revenue for FY 2016-17 of $1,014,533 which includes a transfer from the O&M fund
of $920,000. The expenses for FY 2016-17 are $723,000, or $291,533 less than revenues. Most of this surplus
($219,132) will be transferred to sub -fund a, leaving the ending reserves at the policy level of $5 million.
Figure 1 shows the history of revenue, expense and reserve balance for the entire SIF. Figure 2 shows the history of
loss payments and insurance premiums. Figure 3 shows reserves by sub -fund. Figure 4 shows the reserve history
for the individual sub -funds and the SIF as a whole.
79
1
Self -Insurance Program
Tables and Figures
Table 1 - Self Insurance Fund (SIF) July 1, 2011 - June 30, 2017
FY 2011-12
Actual
FY 2012-13
Actual
FY 2013-14
Actual
FY 2014-15
Actual
FY 2015-16
Projected
FY 2016-17
Budget
Revenues
SIF Allocation from O&M
Fund
Insurance Allocation from
HHW
Subrogation Recovery
Interest Income
Total Revenue
$850,000
$850,000
$600,000
$650,000
$1,500,000
$920,000
$24,878 $21,183 $21,236 $21,187 $71,500 $75,000
$1,660
$19,436
$895,974
$1,349,322
$15,269
$2,235,774
$23,212
$10,180
$654,628
$165,950
$10,834
$847,971
$1,313
$22,826
$1,595,639
$0
$25,401
$1,020,401
Expenses
Claims Adjusting
Insurance Consulting
Loss Payments
Legal Services
Technical Services
Insurance Premiums
Total Expenses
Revenue Over Expense
$0
$0
$72,605
$304,672
$14,803
$418,769
$810,849
$1,218,301
$5,000
$440,991
$266,900
$24,856
$424,419
$2,380,467
$766
$0
$115,501
$200,591
$42,167
$499,713
$858,738
$219,377
$5,000
$280,619
$148,500
$207,793
$472,230
$1,333,519
$0 $2,000
$0 $6,000
$850,000 $200,000
$74,000 $75,000
$55,000 $85,000
$580,000
$948,000
$529,892
$1,508,892
1
$85,125 ($144,693) ($204,110) ($485,548) $86,747 $72,401
Reserves
Beginning of Year
Reserve Policy Transfer
Revenue over Expense
End of Year Reserves
$4,742,210 $4,827,335 $4,682,642
$0 $0 $0
$85,125 ($144,693) ($204,110)
$4,827,335 $4,682,642 $4,478,532
$4,478,532
$0
($485,548)
$3,992,984
$3,992,984
$2,350,000
$86,747
$6,429,731
$6,429,731
$0
$72,401
$6,502,132
Uncommitted Reserves
Actuarial Reserves - GASB 10
(Fund A)
Non- Actuarial Reserves -
GASB 10 (Fund B)
Non -GASB 10 Reserves
(Fund C)
80
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$2,400,000 $2,400,000 $2,400,000 $2,400,000
$1,427,335
Total Reserves $4,827,335
Change in Reserves $85,125
$1,282,642
$4,682,642
($144,693)
$1,078,532
$4,478,532
($204,110)
$592,984
$3,992,984
($485,548)
$1,500,000
$0
$4,929,731
$6,429,731 $6,502,132
$2,436,747 $72,401
$1,500,000
$0
$5,002,132
Self -Insurance Program
Table 2 - SIF - Sub Fund A—Actual FY 2014-15, Projected FY 2015-16 and Budgeted FY 2016-17
Sub -Fund A: GASB -10 Actuarially Based Risks General Liability and Automobile Liability
FY 2014-15 FY 2015-16 FY 2016-17
Actual Projected Budget
Actuarial Reserves - GASB 10 - Beginning of Year
Revenues
O&M
Subrogation Recovery
Interest
Expenses
Losses
Legal
Technical
Total Revenues
Total Expenses
$1,000,000
$1,000,000
$1,500,000
$1,000,000 -
$165,950 - -
$2,354 $5,257 $5,868
$168,304 $1,005,257 $5,868
$280,619 $850,000 $100,000
$48,519 $65,000 $50,000
$207,793 $55,000 $75,000
$536,931 $970,000 $225,000
Ir
Revenue Over Expense
($368,627) $35,257 ($219,132)
Reserves
Transfer (to)/from Sub -Fund C IL_$368,627 $464,743 $219,132
Total Reserves Projected End of Year $1,000,000 $1,500,000 $1,500,000
Note: Sub Fund a was increased from $1.0M to $1.5M in fiscal year 2015-16 as part of the Reserve Policy adopted by the Board (BP 017).
Reserve is for three occurrences.
81
Self -Insurance Program
Table 3 - SIF - Sub Fund B -Actual FY 2014-15, Projected FY 2015-16 and Budgeted FY 2016-17
Sub -Fund B: GASB -10 Non -Actuarially Based Risks Catastrophic and Self -Insured Risks
Beginning Reserves
Revenues
O&M
Recovery
Interest
Total Revenues
Expenses
Losses
Legal
Technical
Total Expenses
Revenue Over Expense
Reserves
Transfer (to)/from Sub -Fund C
Transfer (to)/from Sub -Fund C
FY 2014-15
Actual
$2,400,000
$5,649
$5,649
i
$60,880
$60,880
($55,231)
FY 2015-16
Projected
$2,400,000
$17,522
$17,522
$4,000
$4,000
$13,522
$55,231 ($13,522)
($2,400,000)
FY 2016-17
Budget
Total Reserves Projected End of Year $2,400,000 $- $-
Note: Sub Fund B was transferred to Sub Fund C Emergency Reserves.
82
Self -Insurance Program
Table 4 - SIF - Sub Fund C -Actual FY 2014-15, Projected FY 2015-16 and Budgeted FY 2016-17
Sub -Fund C: NON GASB -10 Risks - Risk Management Program Insurance Premiums and Self -Insured Property Losses
Beginning Reserves
FY 2014-15
Actual
$1,078,532
FY 2015-16
Projected
$592,984
FY 2016-17
Budget
$4,929,731
Revenues
O&M $650,000 $500,000 $920,000
$1,313
Subrogation Recovery
Insurance Recovery from HHW Partners
Interest
$21,187
$ 2,831
$71,500
$47
Total Revenues $674,018 $572,860 $1,014,533
i
$75,000
$19,533
Expenses
Losses
Legal
Technical
Insurance Premiums
Insurance Consulting Services
Claims Adjustment
Total Expenses
$39,101
$472,230
$5,000
$219,377
$735,708
$5,000
$529,892
$534,892
$100,000
$25,000
$10,000
$580,000
$6,000
$2,000
$723,000
Revenue Over Expense ($61,690) $37,968 $291,533
0
Reserves
Transfer (to)/from Sub -Funds A
Transfer (to)/from Sub -Funds B
Transfer (to)/from Sub -Funds B
Reserve Policy Transfers
($368,627) ($464,743) ($219,132)
$2,400,000
($55,231)
$13,522
$2,350,000
Total Reserves Projected End of Year $592,984 $4,929,731 $5,002,132
Note: Sub Fund C was increased to $5.0M in fiscal year 2015-16 as part of the Reserve Policy adopted by the Board (BP 017).
83
Self -Insurance Program
Figure 1 - History of Revenue, Expense and Reserve Balance
$7,000,000 -
$6,000,000
$5,000,000
$4,000,000
w
O
$3,000,000
$2,000,000
$1,000,000
$0
2011-2012
Actual
2012-2013
Actual
❑ Total Revenue
2013-2014
Actual
2014-2015
Fiscal Year
Actual
2015-2016
Projected
❑ Total Expenses ■End of Year Reserves
Figure 2 - History of Loss Payment & Insurance Premiums
$900,000 -
$800,000
$700,000
$600,000
$500,000
O
$400,000
$300,000
$200,000
$100,000
$0
84
2011-2012
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Fiscal Year
Actual
■Loss Payments • Insurance Premiums
4
•
2015-2016
Projected
2016-2017
Budget
2016-2017
Budget
Figure 3 - Reserves by Sub -Fund
$6,000,000 -
$5,000,000
$4,000,000
w
2 $3,000,000
0
$2,000,000
$1,000,000
$0
2011-2012
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Fiscal Year
Actual
2015-2016
Projected
Self -Insurance Program
2016-2017
Budget
❑Actuarial Reserves - GASB 10 (Fund A) • Non- Actuarial Reserves- GASB 10 (Fund B) ■ Non -GASB 10 Reserves (Fund C)
Figure 4 - History of Reserves
$7,000,000 -
$6,000,000
$5,000,000
$4,000,000
0
$3,000,000
$2,000,000
$1,000,000
$0
2011-2012
Actual
2012-2013
Actual
2013-2014 2014-2015
Actual Actual
Fiscal Year
1
2015-2016
Projected
2016-2017
Budget
❑Actuarial Reserves - GASB 10 (Fund A) • Non- Actuarial Reserves- GASB 10 (Fund B) ■ Non -GASB 10 Reserves (Fund C)
85
Capital Improvement Program
Summary
The District funds an extensive Capital Improvement Program designed to preserve, maintain, and enhance
the District's assets, meet regulatory requirements, accommodate the community's needs, and protect public
health and the environment. Capital improvements are construction or renovation activities that add value to the
District's fixed assets (pipelines, buildings, facilities, and equipment) or significantly extend their useful life.
The District's Capital Improvement Budget (CIB) provides a detailed presentation of the project cost estimates
proposed for the first year of the ten-year plan beginning July 1, 2016. For Fiscal Year (FY) 2016-17, the CIB shows
planned expenditures of approximately $36.8 million from the Sewer Construction Fund. These expenditures are
for planning, design, and construction of capital projects within four CIB programs: (1) Collection System; 2)
Treatment Plant; 3) General Improvements; and 4) Recycled Water. The total estimated funding required for all
current projects shown in the FY 2016-17 CIB is $167.6 million, which includes approximately $50.9 million of
prior expenditures and $79.8 million in future fiscal years, as shown below:
Fiscal Year 2016-17 Capital Improvements Budget per Program
Estimated Expenditures
Progra
Collection
System
Treatment Plant
General
Improvements
Recycled Water
CIB Contingency
Budgeted to date
$34,197,100
$28,414,100
$7,876,000
$1,855,000
$0
Prior Fiscal Years
$16,872,230
$26,241,377
$6,528,187
$1,342,647
$0
Totals $72,342,200 $50,984,441
FY 16/17
$17,925,105
$13,125,000
$3,808,651
$500,000
$1,450,000
$36,808,756
$29,845,032
$34,820,723
$14,047,162
$1,127,353
$0
$79,840,270*
*Approval of FY 2016-17 projects will commit approximately $30.4 million in future fiscal years.
Project Tot
$64,642,367
$74,178,100
$24,384,000
$2,970,000
$1,450,000
$167,633,467
By adopting the CIB, the Board of Directors authorizes staff to pursue work on specifically identified projects
in the Treatment Plant, Collection System, General Improvements, and Recycled Water Programs. In addition,
The Board has authorized firm individual project budgets and delegated authority to implement the projects as
approved under the CIP Authorization Limits.
The ten-year Capital Improvement Plan (CIP) provides the basis for project scheduling, staffing, and long-range
financial planning. The CIP also serves as the framework for capital fee decisions. The total estimated expenditures
proposed under the FY 2016-17 CIP is $413.4 million and has not changed from last fiscal year. This budget will
likely be revised and updated once the Comprehensive Wastewater Master Plan (CWMP) is completed early next
year.
86
Acronyms and Abbreviations in the CIB/CIP
AB Assembly Bill
ADA Americans with Disabilities Act
ADWF
AFY Acre -Feet per Year
A/N Aeration and Nitrification
ARB Air Resources Board
ArcSNAP
ASB Auxiliary Steam Boiler
AWWF
B&G Buildings and Grounds
BAAQMD
BACWA Bay Area Clean Water Agencies
CAA Clean Air Act
CAD Contractual Assessment District
CAFR
CaIOSHA California Occupational Health and Safety
Average Dry Weather Flow
Sewer Network Analysis Program
Average Wet Weather Flow
Bay Area Air Quality Management District
Comprehensive Annual Financial Report
CARB
Administration
California Air Resources Board
CBC California Building Code
CASA
California Association of Sanitation
Agencies
CCCERA Contra Costa County Employees
Retirement Association
CCCSD
CCTV
CCWD
CEC
CECs
CIB
CIP
CIPP
CNWS
Co -Gen
CO2
COP
CS
CSO
CSOD
CWMP
DAF
Central Contra Costa Sanitary District
Closed Circuit TV
Contra Costa Water District
California Energy Commission
Constituents of Emerging Concern
Capital Improvement Budget
Capital Improvement Plan — covers ten
years
Cured -in -Place Pipe
Concord Naval Weapons Station
Cogeneration
Carbon Dioxide
Certificates of Participation
Collection System
Collection System Operations
Collection System Operations Division
Comprehensive Wastewater Master Plan
Dissolved Air Flotation
DI De -Ionized or Discrete Input
District
DP District Project
DTSC
DWR Department of Water Resources
EIR
Elec Electrical
EOC Emergency Operations Center
EPA Environmental Protection Agency
ERP
FCD Contra Costa County Flood Control and
Water Conservation District
Central Contra Costa Sanitary District
Department of Toxic Substances
Environmental Impact Report
Enterprise Resource Planning
Fund
FY
GDI
GHG Greenhouse Gas
GI
GIS
GPS
HOB
HTE
HVAC
Sewer Construction Fund
Fiscal Year —July 1 through June 30
Geographic Data Integration
IEEE
General Improvements Program
Geographic Information Systems
Global Positioning System
Headquarters Office Building
SunGard Program
Heating, Ventilating, and Air Conditioning
Institute of Electrical and Electronics
Engineers
IFCO Industrial Furnace Company
I/O
IT Information Technology
LT
M1 Manhole 1
MCC Motor Control Center
MGD Million Gallons per Day
MHF
NACWA National Association of Clean Water
Agencies (formerly AMSA)
Input and Output
Long Term
Multiple Hearth Furnace
NPDES
NFPA
O&M
PE
PLC
PG&E Pacific Gas & Electric Company
National Pollutant Discharge Elimination
System
National Fire Protection Agency
Operations & Maintenance
Primary Effluent
Programmable Logic Controller
87
Capital Improvement Program
Acronyms and Abbreviations in the CIB/CIP
Ph
POB
POD
PPE
PS
PTW
RFP
RWQCB
RUE
RW or
ReW
88
Phase
Plant Operations Building
Plant Operation Division
Personal Protective Equipment
Pumping Station
Power Tools for Windows (software
program)
Request for Proposal
Regional Water Quality Control Board
Residential Unit Equivalent
Recycled Water
Acronyms and Abbreviations in the CIB/CI
SCADA
SCB
SCF
SSC
SSMP
SSO
TP
USACE
USEPA
Supervisory Control and Data Acquisition
Solids Conditioning Building
Sewer Construction Fund
Sewer Service Charge
Sewer System Master Plan
Sanitary Sewer Overflow
Treatment Plant
United States Army Corps of Engineers
United States Environmental Protection
Agency
v volt
y
Benicia
Capital Improvement Program
CIP Location Vap
1
Clayton
Berkeley
1.66.1
• CCCSD's Headquarters Office Building, Treatment Plant,
and HHW Collection Facility
• CCCSD's Collection System Operations Department
(sewer maintenance)
Wastewater collection and treatment and
Wastewater treatment and HHW collection
for 137,000 residents in Concord and Clayton
HHW collection for 339,000 people
by contract
HHW disposal services only N
0 2 4
Recycled Water Zone 1
Miles
89
Capital Improvement Program
CIP ACCOVPLISHVENTS
- Completion of the Primary Treatment Renovation Project: Construction of this project started in July
2013 with a total estimated project budget of $14.9 million. This project focused on renovation work and
improvements to the treatment plant primary process, which includes grit and scum handling, primary sludge,
primary effluent pumping, infrastructure rehabilitation, electrical, and controls improvements. The major
items completed include replacement of the grit handling system, replacement of the scum thickener in the
SCB, refurbishment of two primary effluent pumps with new VFD's, new baffles in the primary sedimentation
tanks, and replacement of the primary control valve. Other primary tank renovation include new scum
skimmers and drives, sprays, process piping, chain drives, sludge flight drive shafts and bearings, repairing
concrete, electrical replacement, and improving the level control system.
- Started Construction of the Pleasant Hill Grayson Creek Trunk Sewer Project: The design of this project
started in 2012 and has been coordinated with the Pleasant Hill, Martinez, United States Department of the
Interior Bureau of Reclamation, and other utility agencies in the project vicinity. The total estimated project
budget is $13.7 million and proposes to install approximately 10,000 feet of sewers. The project will also
include replacement of the truck sewer on Pleasant Hill Road (previously known as the PH Corridor Project).
This project will allow for future main sewer replacement in Pleasant Hill and abandon several trunk sewers
along Grayson Creek.
Continuing Main Sewer Replacement and Completed the Lafayette Phase 9 and Martinez Phase 4 Sewer
Renovation Projects: These projects combined for a total of approximately 16,800 of sewer replacement and
rehabilitation, of which most where old 6 -inch vitrified clay main sewers. Construction comprised of sewer
replacement, new manholes, and other infrastructure improvements on public -right-of-way and easements
in Lafayette and Martinez. Trenchless technology was utilized where possible for cost effectiveness and to
minimize construction impacts.
- Completed Construction of the Wet Scrubber Caustic Injection Project to Help Meet Regulatory
Requirements: The furnace wet scrubbers are a key component to controlling air emissions. Changes in the
Clean Air Act Section 129 regulations, effective March 21, 2016, include new air emission and scrubber water
pH limits. The caustic injection system constructed under this project will help the existing furnace scrubbers
meet the regulations.
- Pre -purchased Major Electrical Equipment and Bid the Sub 16 Switchgear Replacement Project: The
existing electrical switchgear that powers the Headworks Facility and influent pumps at the treatment plant
requires immediate replacement. The District has issued a pre -purchase agreement to procure the switchgear
and is currently in the process of awarding a construction contract for the installation of the replacement
switchgear.
90
CIB-Project Prioritization
Each capital project addresses one or more of the following goals:
m Strive to meet regulatory requirements;
m Be a fiscally sound and effective water sector utility;
m Provide exceptional customer service;
m Protect public health and the environment;
Capital Improvement Program
m Maintain and replace existing assets;
m Embracing a policy of sustainability for the
responsible use of existing resources;
m Accommodate planned future growth.
The projects included in the FY 2016-17 CIB have been prioritized to ensure the best use of available, approved
funds. Each project was evaluated using a District specific prioritization scoring system that includes input from
all stakeholders within the Operations and Engineering Departments. The prioritization scoring and ranking
system use existing District prioritization strategies, including guidelines from the Water Environment Research
Foundation (WERF), and prioritization procedure similar to other National Association of Clean Water Agencies
(NACWA) member agencies.
Each project is assigned a priority ranking of Critical, Very High, High, or Medium based on the scoring. The
scores take into consideration the "triple -bottom-line" of social, environmental, and financial benefits of the
project and their applicability to the District's Mission and Strategic Goals.
The following criteria are considered in prioritizing projects:
Essential Commitments:
Complies with Regulatory Requirements and Mandates
Meets Commitment with Outside Agency or Existing Contract
Reduces Potential Health or Safety Hazards
Implements Board of Director's Policy/Priority
Increases Capacity to Meet Projected Build -out
Project Benefits
Impacts Project Phasing or Implementation Schedule for Other Projects
Optimizes Capital Expenditures
Reduces Operations and Maintenance Costs
Reduces Social Impacts
Increases Sustainable Use of Natural or Existing Resources
Reduces Environmental Impacts
Supports Timely Adoption of Technology Improvements
Operational Reliability
Consistent with Asset Management Policies
Improves Reliability and System Performance
Improves Facility -Wide Resiliency
91
Capital Improvement Program
CIB-Vajor Project Emphasis
Although the CIB is made up of funding estimates for many individual projects, each year there are several major
projects that together account for a majority of total estimated capital expenditures. In FY 2016-17 the emphasis
will be on 13 large projects (typically those projects over half a million dollars), which together account for
$26,498,238 or 72% of the total estimated expenditures. Each major project is summarized, including FY 2016-17
estimated expenditures, as noted below:
. Comprehensive Wastewater Master Plan
FY 2016-17: $2,100,000
Estimated total project cost:
Estimated completion date:
$4,700,000
April 2017
This project is developing the comprehensive master plan for the wastewater treatment plant and collection system
to update the 10 -year Capital Improvements Plan and budgets, including condition assessments, collection system
dynamic model, filter plant, in coordination with asset management, as well as planning for the next 20 years.
-Grayson Cree - - er (includes P
FY 2016-17: $8,900,000
Estimated total project cost:
Estimated completion date:
$13,700,000
August 2017
The project involves installing approximately 12,000 feet of 15-, 18-, and 24 inch relief sewers and diverting the sewage
away from the deficient sewers and for future renovation needs. It started in early Spring 2016 and is scheduled to be
completed in Summer 2017.
3. Lafayette Sewer Renovations — Phase 10
FY 2016-17: $2,250,238
Estimated total project cost:
Estimated completion date:
$3,530,000
January 2017
This project will replace/rehabilitate approximately 9,000 feet of existing sewer pipelines and associated facilities in the
City of Lafayette.
4. North Orinda Sewer Renovations — Phase
FY 2016-17: $2,154,000
Estimated total project cost:
Estimated completion date:
$3,312,500
February 2017
This project will replace or rehabilitate approximately 8,700 lineal feet of existing sewer mains and associated facilities
in the City of Orinda.
5. ' ump and Blower eismic Upgrades
FY 2016-17: $2,900,000
Estimated total project cost:
Estimated completion date:
$5,953,000
December 2017
This project is part of the District's seismic improvement plan based on the Treatment Plant Seismic Vulnerability
Assessment. The project will retrofit the Pump and Blower Building to be in line with current seismic design standards.
6. Substation 16 Switchgear Replacement
FY 2016-17: $2,144,000
Estimated total project cost:
Estimated completion date:
$2,644,000
August 2017
The electrical switchgear serving the Headwork's (Substation 16) will be replaced during the next fiscal year. Work
includes removal of the existing switchgear, building modifications, and support facilities necessary for the new
installation.
92
Capital Improvement Program
7. Headwork's Screening Project
FY 2016-17: $1,600,000
Estimated total project cost:
Estimated completion date:
$8,400,000
March 2018
This project will replace the existing climber screens with multi -rake fine screens and construct a new screenings
removal system and other improvements to the Treatment Plant Headwork's facility.
8. Information Technology Developmen
FY 2016-17: $900,000
Estimated total project cost:
Estimated completion date:
$9,400,000
June 2024
This project provides funding for the District's computer and telecommunication technology needs and
implementation of the IT Master Plan.
9. Asset Management Program Development
FY 2016-17: $800,000
Estimated total project cost:
Estimated completion date:
$2,700,000
July 2018
The District is developing a comprehensive asset management program that aims to optimize the lifecycle of all
assets to deliver high quality and reliable services in a sustainable manner for customers with an acceptable level of
risk. Implementation will occur over several years and will include such tasks as standardizing and completing the
asset register, adding critical plant infrastructure to the GIS, consolidating CCTV databases, and documenting asset
management processes and procedures and a comprehensive plan. Specialty tasks utilizing outside assistance include
utility locating and condition assessments, and training Plant Maintenance staff to develop a reliability centered
maintenance program, assistance with business process review and review of the comprehensive asset management plan.
1 ,. a•oratory 1pgra•esan• epair
FY 2016-17: $700,000
Estimated total project cost:
Estimated completion date:
$1,171,500
December 2016
This project will replace the failed 150 -ton chiller, modify the HVAC system, and other improvements to the treatment
plant's laboratory.
1. Development Sewerage
FY 2016-17: $800,000
Estimated total project cost:
Estimated completion date:
$8,000,000
June 2024
This project provides for appropriate capitalization of District force account labor and other expenses for planning,
design, and construction of developer -installed and contributed main sewer facilities.
. erver Room Re oca ion
FY 2016-17: $650,000
Estimated total project cost:
Estimated completion date:
$1,500,000
December 2017
This project will relocate and improve the District's main data center and IT infrastructure.
. quipment and Vehicle Ac
FY 2016-17: $600,000
Estimated total project cost:
Estimated completion date:
$6,000,000
June 2023
This project provides funding and capitalization of the District's annual purchase of vehicles and major equipment.
93
Capital Improvement Program
CIB-Collection System Program
The major points of emphasis for the Collection System Program in FY 2016-17 are:
- Collection System Master Plan to update the collection system hydraulic hydrodynamic model;
- Renovate sewers as they reach the end of their useful lives to avoid structural failure, reduce dry -weather
overflows, and control maintenance costs;
Upgrade District sewers to relieve capacity constraints and for future renovations;
- Improve the reliability of pumping stations; and
- Respond to regulatory requirements related to sanitary sewer overflows (SSOs).
The process for project identification, prioritization, and scheduling includes seven major components:
- Results from the District's TV inspection program that identify lines in need of rehabilitation or replacement;
- CSO maintenance records including overflows and stoppages;
- The Pumping Station Inventory Update, which identified necessary reliability improvements;
Collection system facility plans, which identify capacity limitations in the six- through ten -inch lines;
- Coordination with capital improvement programs for paving and pipeline projects of other agencies/utilities;
and
- Reduce impacts to customers/residents.
This process allows staff to establish priorities and schedules for the individual elements of the system that are
incorporated into the capital budget and plan. Assessment tools, such as CCTV inspection, are utilized to confirm
the need for projects. After priorities and schedules are set, projects proceed to design and construction. At each
step of the process, the level of accuracy in project scope, schedule, and cost improves.
The Collection System Program is comprised of four subprograms, which includes 1. Renovation, 2. Regulatory
Compliance/Planning/Safety, 3. Expansion, and 4. Pumping Stations. All projects in the Collection System
Program are summarized, including planned expenditure, in the following table.
94
Lai
Capital Improvement Program
FY 2016-17 CIB Collection System Program Budget/Project Summary
Estimated Expenditures
Project
Number
5941
PS Equipment Piping
Replacement
Budgeted to
Date
Prior Fiscal
Years
FY2016/ 17
Project Total
$740,000 $704,000 $10,000 $190,000 $904,000
5982 Pipe burst Blanket Contract $928,000 $700,000 $0 $228,000 $928,000
5991 PH Sewer Renovation Phase 2 $400,000 $183,017 $150,000 $3,166,983 $3,500,000
5999 CIPP Blanket Contract $472,000 $284,650 $0 $187,350 $472,000
6602* South Jackson CAD $334,000 $80,000 $253,867 $0 $333,867
8412 PH Grayson Creek Trunk $13,700,000 $4,000,000 $8,900,000 $800,000 $13,700,000
8415 Martinez Ph 4 Sewer Renovation $3,922,000 $3,700,000 $5,000 $217,000 $3,922,000
8417 Survey Monument Install $200,000 $188,000 $50,000 $262,000 $500,000
8418 Collection System Modeling $1,201,600 $976,665 $200,000 $173,335 $1,350,000
8419 Collection System Planning LT $470,000 $470,000 $200,000 $700,000 $1,370,000
8420 Development Sewerage $3,077,000 $2,167,606 $800,000 $5,032,394 $8,000,000
8422 WC Sewer Renovation Phase 11 $410,000 $105,000 $545,000 $3,100,000 $3,750,000
8423 N. Orinda Sewer Renovation $3,312,500 $1,058,500 $2,154,000 $100,000 $3,312,500
Phase 6
8426 Lafayette Sewer Renovation $3,530,000 $1,124,792 $2,250,238 $154,970 $3,530,000
Phase 10
8429 Fairview Maltby $150,000 $150,000 $350,000 $170,000 $670,000
Lafayette Sewer Renovation
Phase 11
8430 $3,650,000
8431 Collection System Master Plan $600,000 $530,000 $670,000 $0 $1,200,000
S. Orinda Sewer Renovation
Phase 6
8434 Urgent Projects $300,000 $50,000 $0 $450,000 $500,000
8435 WC Sewer Renovation Phase 12 $0 $0 $150,000 $3,600,000 $3,750,000
8436* Moraga/ Crossroads PS Project $150,000 $100,000 $400,000 $1,500,000 $2,000,000
8437 Martinez Sewer Renovation $150,000 $150,000 $325,000 $3,175,000 $3,650,000
Phase 5
8433
$150,000
$0
$150,000
$0
$500,000
$12,000
$3,000,000
$3,638,000
$3,650,000
*New project included in CIB.
Totals $34,197,100 $16,872,230 $17,925,105 $29,845,032 $64,642,367
95
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Pumping Stations Equipment and Piping Replacement
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Pumping Stations Equipment and Piping Replacement
Collection System Program
Pump Station
Neil Meyer
Operations/Maintenance
Purpose:
The purpose of this project is to replace or recondition
failed and obsolete pumps, piping, valves, and other
equipment; to provide for proper emergency response
at District pumping stations; to purchase major spare
assemblies for various pieces of pumping stations
equipment; and to meet new regulatory requirements.
History:
This project has been an ongoing replacement of old
equipment and piping at the Pump Stations. Selection of
equipment is done by the Operations staff, Engineering,
and in coordination with the ongoing Asset Management
Program.
Description:
The scope of work for this project includes, as
examples, the following:
Project No.
Phase
Priority Rank
Ranking Score
Concord %
5941
C
Critical
65
0%
C
M.
m Addition of control and isolation valves for shutdown and protection of the stations;
▪ Revisions to control strategies and equipment response times;
m Possible protections for pumping stations and equipment, if flooded;
m Investigation and installation of "pump around" capabilities;
m Development of emergency response procedures and purchasing equipment;
▪ Reconditioning of major pieces of equipment to original factory specifications;
m Purchase of large -dollar spare assemblies for major PS equipment;
m Other work or equipment requirements that might be defined by regulators.
Location:
All pumping Stations
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
96
Prior FY's FY 16-17 FY 17-18
- $0 $0
- $0 $0
$704,000 $10,000 $190,000
$704,000 $10,000 $190,000
Future FY's
$0
$0
$0
$0
Total
$904,000
$904,000
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Pipeburst Blanket Contract
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Pipeburst Blanket Contract
Collection System Program
Renovation
Alex Rozul
Operations/ Collection System Operations Division
Purpose:
Urgent pipeline projects which require immediate repairs
may arise anytime during the current fiscal year.
History:
Projects included in this category are those that cannot
be completed by the District's Collection System
Operations Division, and cannot afford the longer
timeline to be incorporated in the year-long budget
process. This project will include bidding and executing
a blanket contract that will allow the District to use a
contractor to perform urgent pipebursting work.
Description:
Project work may be triggered by one of the following
situations:
imminent threat of pipe break or collapse
potential for an overflow
structural failure in a pipe
Location:
Throughout the service area.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
5982
C
Critical
75
0%
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
Prior FY's
$0
$0
$700,000
$700,000
FY 16-17
$0
$0
$0
$0
FY 17-18
$0
$0
$228,000
$228,000
Future FY's
$0
$0
$0
$0
Total
$0
$0
$928,000
$928,000
97
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Pleasant Hill Sewer Renovations, Phase 2
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Pleasant Hill Sewer Renovations, Phase 2
Collection System Program
Renovation
Nancy Molina
Engineering/Capital Projects
Purpose:
To replace or renovate small -diameter sewers to control
future maintenance requirements and costs, to minimize
the number of overflows, to limit the quantity of rainfall
entering the collection system, and to improve the level
of service provided to the residents/ratepayers.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget and Plan.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
5991
P
Very High
60
0%
Description:
The Pleasant Hill Sewer Renovations, Phase 2 project will replace or rehabilitate small diameter sewer pipe located
in the public right of ways and easements.
This project will be coordinated with the Pleasant Hill - Grayson Creek trunk sewer project, which is in the
Expansion subprogram.
Location:
City of Pleasant Hill
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
98
Prior FY's
$183,017
$0
$0
$183,017
FY 16-17
$0
$150,000
$0
$150,000
FY 17-18
$0
$350,000
$2,500,000
$2,850,000
Future FY's
$0
$0
$316,983
$316,983
Total
$183,0170
$500,000
$2,816,983
$3,500,000
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CIPP Blanket Contract
Project Name CIPP Blanket Contract
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
Alex Rozul
Operations/ Collection System Operations Division
Purpose:
Urgent pipeline projects which require immediate repairs
may arise anytime during the current fiscal year.
History:
Projects included in this category are those that cannot
be completed by the District's Collection System
Operations Division, and cannot afford the longer
timeline to be incorporated in the year-long budget
process. This project will include bidding and executing
a blanket contract that will allow the District to use a
contractor to perform urgent CIPP lining work.
Description:
These projects may be triggered by one of the following
situations:
Project No.
Phase
Priority Rank
Ranking Score
Concord %
5999
C
Critical
75
0%
J
imminent threat of pipe break or collapse
— potential for an overflow
m structural failure in a pipe.
Budget for this urgent work will be paid for using CIB Contingency account as needed.
Location:
Throughout the service area.
Schedule & Budget
IF
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0 $0
$0 $0 $0 $0
$284,650 $0 $0 $187,350
$284,650 $0 $0 $187,350
Total
$0
$0
$472,000
$472,000
99
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Phase:
Planning
Design
Construction
FY Total
100
Prior FY's
$0
$0
$80,000
$80,000
FY 16-17
$0
$0
$253,867
$253,867
FY 17-18
$0
$0
$0
$0
South Jackson Contractual Assessment District
Project Name
South Jackson Contractual Assessment District
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Expansion
Russell Leavitt
Engineering/Planning and Environmental Services
Purpose:
The District developed a Contractual Assessment District
(CAD) Program to provide a financing mechanism
for the extension of public sewers into areas which are
currently served by septic tanks.
History:
In certain instances, the cost to extend public sewers
into an area serviced by septic tanks can be an extreme
financial burden for one owner or even a small group
of owners. The District developed the CAD Program to
address this burden. The CAD process provides a means
to finance the cost of sewer improvements over time at
a fixed interest rate. The CAD assessments are placed on
the customers' property tax bills each year until the entire
amount is repaid to the District.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
6602
C
N/A
N/A
0%
Description:
The South Jackson Way CAD in Alamo will install approximately 1,200 feet for 8 -inch sewer and infrastructure
that will serve 22 properties, all of which have existing homes presently relying of septic tanks.
Location:
Alamo
Schedule & Budget
Future FY's
$0
$0
$0
$0
Total
$0
$0
$333,867
$333,867
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Phase:
Planning
Design
Construction
FY Total
Pleasant Hill - Grayson Creek Trunk Sewer
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Pleasant Hill rayson Creek Trunk Sewer
Collection System Program
Expansion
Nancy Molina
Engineering/Capital Projects
Purpose:
To achieve the Collection System Program goal of
reducing sanitary sewer overflows by adding a new trunk
sewer for diversion of flows and replacing old 6 -inch
sewer mains. This new trunk sewer will give Staff the
ability to implement the necessary renovation work in the
City of Pleasant Hill.
History:
This project was initiated under a previous Collection
System Master Plan. District staff has re-evaluated and
confirmed the need for the project based on actual flow
data and condition assessments of the trunk sewers along
Grayson Creek. The work planned under the Pleasant
Hill Corridor project was included to avoid significant
paving reconstruction on Pleasant Hill Road. The
Corridor project was planned to start in 2017.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8412
C
Critical
65
0%
■
Description:
The project involves installing sewer pipelines of various sizes (8" to 24") and diverting the sewage away from the
existing capacity -deficient sewers and connect to the existing 36 -inch interceptor that runs along Ardith Drive.
The new trunk sewer alignment is within city streets in both the City of Pleasant Hill and Martinez. The existing
sewers by the creek will be abandoned and other sewers will be redirected to the new trunk sewer. Due to the City
of Pleasant Hill proposed paving projects, the District may need to include additional sewer replacement along
Pleasant Hill Road.
Location:
City of Pleasant Hill
Schedule & Budge
Prior FY's
$0
$1,400,000
$2,600,000
$4,000,000
FY 16-17
$0
$0
$8,900,000
$8,900,000
FY 17-18
$0
$0
$800,000
$800,000
Future FY's
$0
$0
$0
$0
Total
$0
$1,400,000
$12,300,000
$13,700,000
101
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Martinez Sewer Renovations, Phase 4
Project Name Martinez Sewer Renovations, Phase 4
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
MarkWenslawski
Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8415
C
Critical
75
0%
Description:
The Martinez Sewer Renovations, Phase 4 project replaced approximately 7,700 feet on 6 and 8 -inch sewer main
pipe in City of Martinez. This project is in the construction phase and scheduled to be completed in FY 2016-17.
Location:
City of Martinez
Schedule & Bu
Phase:
Planning
Design
Construction
FY Total
102
Prior FY's
$216,739
$ 756,404
$2,726,857
$3,700,000
FY 16-17
$0
$0
$5,000
$5,000
FY 17-18
$0
$0
$217,000
$217,000
Future FY's
$0
$0
$0
$0
Total
$216,739
$756,404
$2,948,857
$3,922,000
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Survey Monument Installation Project
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Survey Monument Installation Project
Collection System Program
Renovation
Greg St. John
Engineering/Capital Projects
Purpose:
This project will provide resources necessary to fulfill
Survey's professional and legal obligation to reference and
replace survey monuments that are destroyed during the
construction process.
History:
Sewer renovation projects frequently remove survey
monuments either because the monument lies directly
in the path of the new sewer or in the pavement
restoration zone. The survey monument installations
will be throughout the District service area wherever
sewer renovation projects have been completed. Survey
monuments must be replaced according to California law
(88771 Business and Professions Code).
Description:
The current project scope of work consists of the
installation of survey monuments that were removed during sewer renovation. This project will allow Survey staff
to work with a contractor to restore the required survey monuments.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8417
C
Critical
65
0%
Location:
Throughout Service Area
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
Prior FY's
$0
$0
$188,000
$188,000
FY 16-17
$0
$0
$50,000
$50,000
FY 17-18
$0
$0
$50,000
$50,000
Future FY's
$0
$0
$212,000
$212,000
Total
$0
$0
$500,000
$500,000
103
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Collection System Modeling Upgrade
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Modeling Upgrade
Collection System Program
Regulatory Compliance/Planning/Safety
Micheal Penny
Engineering/Planning and Environmental Services
Purpose:
Collection System hydraulic model provides the
foundation for managing the capacity needs of the
District's sewers. The existing steady state model is
not suited to Master Planning capacity studies, and
the programming language used for the foundation
of the model is no longer supported by the vendor. A
commercially available dynamic model is needed.
History:
Staff intiated the the steps necessasy to upgrade the
District's collection system modeling capabilities several
years ago. Due to the time and effort necessary to
complete this project, Staffreccommedned to implement
this project along with the Comprehensive Wastewater
Master Plan Project.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8418
C
Critical
65
0%
Description:
Migrate from a proprietary steady state hydraulic model to a commercially available dynamic hydraulic model.
Location:
Throughout Service Area
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
104
Prior FY's
$126,666
$0
$701,600
$976,665
FY 16-17
$0
$0
$200,000
$200,000
FY 17-18
$0
$0
$173,335
$173,335
Future FY's
$0
$0
$0
$0
Total
$126,666
$0
$1,074,935
$1,350,000
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Collection System Modeling Planning
Project Name
Program:
Sub -Program:
Project Manager:
Collection System Planning
Collection System Program
Regulatory Compliance/Planning/Safety
Micheal Penny
Dept/Division: Engineering/Planning and Environmental Services
Purpose:
To identify, evaluate, and schedule short and long-term
sewer improvement projects and to provide design flow
rates for major facility plans.
History:
Staff performs on-going Collection System Planning and
project priority analyses to ensure that District goals for
collection system performance are met.
Description:
Collection System Planning studies provide the basis for
improvements to the District's sewer system and flow
rates for facility plans. Studies focus on Local Capacity
Studies, Collection System Database Management, Flow
Rates for Facility Plans, and Special Studies. This project
also provides funding for small scale flow monitoring
studies and technology trials and assessments and pilot
studies.
Location:
Entire Collection System
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8419
P
Critical
70
0%
Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $470,000 $200,000 $200,000 $500,000
$0 $0 $0 $0
$0 $0 $0 $0
$470,000 $200,000 $200,000 $500,000
Design
Construction
FY Total
Total
$1,370,000
$0
$0
$1,370,000
105
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I iml
2016-17 Development Sewerage
Project Name 2016-17 Development Sewerage
Program:
Sub -Program:
Project Manager:
Collection System Program
Expansion
Tom Godsey
Dept/Division: Engineering/Planning and Environmental Services
Purpose:
This project provides for appropriate capitalization of
District force account labor and other expenses for
planning, design, and construction of developer installed
sewer facilities.
History:
This is a cost neutral project paid for by Permit
Development fees. The costs for the sewer infrastructure
is paid by the Developers.
Description:
The District requires property owners to pay for the main
sewers needed to serve their property. Where sewers are
designed and installed by developers or other private
parties, District planning, plan review, right-of-way,
inspection and record drawing/mapping effort is required
to ensure that contributed sewers meet the District's
Standard Specifications for Design and Construction. These activities are capitalized under this project. A portion
of the revenue collected for plan review, right-of-way, and inspection is credited to the Sewer Construction Fund
and offsets some of the expenditures made under this capital project.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8420
C
N/A
N/A
0%
Location:
Entire Collection System
Schedule & Budg
Phase:
Planning
Design
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0 $0
$0 $0 $0 $0
Construction $2,167,606 $800,000 $800,000 $4,232,394
$2,167,606 $800,000 $800,000 $4,232,394
FY Total
106
Total
$0
$0
$8,000,000
$8,000,000
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Walnut Creek Renovations, Phase 11
Project Name
Walnut Creek Renovations, Phase 11
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
MarkWenslawski
Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budge.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8422
D
Critical
65
0%
Description:
The Walnut Creek Sewer Renovations, Phase 11 project will replace or rehabilitate small diameter sewer pipe
located in the public right of ways and easements.
Location:
City of Walnut Creek
Schedule & Bu
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$105,000 $45,000 $0 $0
$0 $500,000 $0 $0
$0 $0 $3,000,000 $100,000
$105,000 $545,000 $3,000,000 $100,000
Total
$150,000
$500,000
$3,100,000
$3,750,000
107
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North Orinda Sewer Renovations, Phase 6
Project Name North Orinda Sewer Renovations, Phase 6
Program:
Sub -Program:
Project Manager:
Collection System Program
Renovation
MarkWenslawski
Dept/Division: Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8423
C
Critical
75
0%
Description:
The North Orinda Sewer Renovations, Phase 6 project will replace/rehabilitate approximately 8.700 feet of 6 and
8 -inch sewers located in the public right of ways and easements.
Location:
City of Orinda
Schedule & Bu
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $158,500 $0 $0 $0
$400,000 $0 $0 $0
Construction $500,000 $2,154,000 $100,000 $0
$1,058,500 $2,154,000 $100,000 $0
Design
FY Total
108
Total
$158,500
$400,000
$2,754,000
$3,312,500
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Lafayette Sewer
Renovations, Phase 10
Project Name
Lafayette Sewer Renovations, Phase 10
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
Amanda Schmidt
Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8426
C
Critical
75
0%
Description:
The Lafayette Sewer Renovations, Phase 10 project will replace or rehabilitate approximately 9,000 feet of various
diameter sewer pipe located in the public right of ways and easements.
Location:
City of Lafayette
Schedule & Budg
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $149,792 $0 $0 $0
$555,000 $0 $0 $0
Construction $420,000 $2,250,000 $155,208 $0
FY Total $1,124,792 $2,250,000 $155,208 $0
Design
Total
$149,792
$555,000
$2,825,208
$3,530,000
109
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Fairview Maltby
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Pump Stations Upgrades
Fairview Maltby Pump Stations Upgrades
Collection System Program
Pumping Stations
Amanda Schmidt
Engineering/Capital Projects
Purpose:
Provide equipment replacement and improvements to the
Fairview and Maltby Pump Stations.
History:
In 2014, the Maltby pump station had an electrical
failure with the Automatic Transfer Switch (ATS) used
for emergency power. The District immediately replaced
the ATS and evaluated the electrical system under
the Arc Flash Project. In addition, there has been a
comprehensive condition assessment of the Maltby and
Fairview pump stations. Fairview is of the same vintage
and was built to match. The condition assessments
have identified electrical and mechanical equipment
replacement.
Description:
This project will replace the Automatic Transfer switch at
Fairview and include critical replacement work identified under the condition assessments. This project will also
include recommendations provided by the Arc Flash project.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8429
D
Very High
55
0%
Location:
Fairview and Maltby Pumping Stations in Martinez
Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $50,000 $0 $0 $0
$100,000 $50,000 $0 $0
$0 $300,000 $170,000 $0
$150,000 $350,000 $170,000 $0
Design
Construction
FY Total
110
Total
$50,000
$150,000
$470,000
$670,000
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Schedule & Budg:
Phase:
Lafayette Sewer
Renovation, Phase 11
Project Name
Lafayette Sewer Renovation, Phase 11
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
Amanda Schmidt
Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8430
P
Critical
65
0%
Description:
This project will replace or rehabilitate existing sewers and associated infrastructure located in the public right
of way and easements. The proposed sites will be coordinated with the City, other utilities, and the District's
Collection System Operations Division.
Location:
City of Lafayette
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $150,000 $0 $0 $0
$0 $500,000 $0 $0
$0 $0 $3,000,000 $0
$150,000 $500,000 $3,000,000 $0
Design
Construction
FY Total
Total
$150,000
$500,000
$3,000,000
$3,650,000
111
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Collection System Master Plan
Project Name Collection System Master Plan
Program:
Sub -Program:
Project Manager:
Collection System Program
Regulatory Compliance/Planning/Safety
Michael Penny
Dept/Division: Engineering/Planning
Purpose:
To develop a comprehensive wastewater master plan that
determines the future direction, capital improvement
needs, and priorities for the District's wastewater
treatment plant.
History:
The 2011 Plant of the Future visioning exercises
completed as part of District Project 7287 — Treatment
Plant Master Plan Update included recommendations for
completing a comprehensive master plan to determine
the needs and direction of the District. While the District
has performed a number of planning and research
studies/reports, the last treatment plant master plan was
completed in 1987.
Description:
The TP Master Plan is one component of the
Comprehensive Wastewater Master Plan. A key deliverable of the TP Master Plan will be a Capital Improvement
Plan (CIP) for the next 20 -year planning horizon that provides the descriptions, rationale and estimated costs
for the District's treatment plant capital improvement projects and on-going programs in order to address aging
infrastructure, meet existing and anticipated regulatory requirements, accommodate planned growth, optimize
energy use, and implement the District's vision for a "plant of the future" that is consistent with the District's
Strategic Plan.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8431
P
Critical
70
100%
Location:
Entire service area.
Schedule & Bu
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $530,000 $670,000 $0 $0
$0 $0 $0 $0
$0 $0 $0 $0
$530,000 $670,000 $0 $0
Design
Construction
FY Total
112
Total
$1,200,000
$0
$0
$1,200,000
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Schedule & Budg:
Phase:
Planning
Design
Construction
FY Total
South Orinda Sewer Renovation, Phase 6
Project Name South Orinda Sewer Renovation, Phase 6
Program:
5 ub-Program:
Project Manager:
Collection System Program
Renovation
Sasha Mestetsky
Dept/Division: Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8433
P
Critical
65
0%
Description:
This project will replace or rehabilitate existing sewers and associated infrastructure located in the public right
of way and easements. The proposed sites will be coordinated with the City, other utilities, and the District's
Collection System Operations Division. All or a majority of sites will be located south of Highway 24 in Orinda.
Location:
City of Orinda
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $12,000 $138,000 $0
$0 $0 $500,000 $0
$0 $0 $0 $3,000,000
$0 $12,000 $638,000 $3,000,000
Total
$150,000
$500,000
$3,000,000
$3,650,000
113
r
•
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IlL AI
Collection System Urgent Projects
Project Name Collection System Urgent Projects
Program:
5 ub-Program:
Project Manager:
Collection System Program
Renovation
Sasha Mestetsky
Dept/Division: Engineering/Capital Projects
Purpose:
This project will restore and protect sewers damaged
or threatened during winter storms. In addition, the
program will address structurally deficient sewers
identified by CSO.
History:
During major storm events, sewers at various locations
may be damaged or threatened. In some cases, landslides
or soil erosion may undermine the sewers. The repair
and restoration of these sewers is typically time sensitive.
In addition, the District has embarked on an extensive
investigation of the condition of its sewer system.
Occasionally, sewers in very poor condition are identified
and cannot wait for incorporation into the CIB/CIP. Such
situations will be addressed under this program.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8434
C
Critical
75
0%
Description:
A standby contractor will be selected by the District team and be used for urgent or emergency needs for the
collection system, recycled water, and pump station forcemains. Funding will be used from the CIB contingency
account as needed.
Location:
Entire service area
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
114
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0 $0
$50,000 $0 $0 $0
$0 $0 $0 $450,000
$50,000 $0 $0 $450,000
Total
$0
$50,000
$450,000
$500,000
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Walnut Creek Renovations, Phase 12
Project Name
Walnut Creek Renovations, Phase 12
Program:
5 ub-Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
Sasha Mestetsky
Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8435
P
Crtitical
65
0%
Description:
This project will replace or rehabilitate existing sewers and associated infrastructure located in the public right
of way and easements. The proposed sites will be coordinated with the City, other utilities, and the District's
Collection System Operations Division.
Location:
City of Walnut Creek
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $150,000 $0 $0
$0 $0 $500,000 $0
$0 $0 $1,000,000 $2,100,000
$0 $150,000 $1,500,000 $2,100,000
Total
$150,000
$500,000
$3,100,000
$3,750,000
115
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Moraga/Crossroads P5 Project
Project Name Moraga/Crossroads P5 Project
Program: Collection System Program
Sub -Program:
Project Manager:
Dept/Division:
Pumping Stations
Amanda Schmidt
Engineering/Capital Projects
Purpose:
To rehabilitate the Moraga and Crossroads Pump Stations
as determined by ongoing condition assessments.
History:
Major equipment and components are becoming
obsolete because replacement parts are not available.
The Comprehensive Master Plan includes a condition
assessment evaluation of pump station assets. Results
from this effort will be used to scope rehabilitation
efforts. Operations also identified the need to evaluate
the electrical standby generators and adding grinders at
Moraga Pump Station.
Description:
Based on condition assessment results and Operations
input, this scope of this project may include:
Replacing backup generators at both stations
Adding grinders at Moraga Pump Station
Replacement of Waukesha diesel engines at both stations
Other work or equipment needs
Location:
Town of Moraga and City of Orinda.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8436
D
Very High
55
0%
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
116
Prior FY's
$100,000
$0
$0
$100,000
FY 16-17
$0
$400,000
$0
$400,000
FY 17-18
$0
$0
$1,500,000
$1,500,000
Future FY's
$0
$0
$0
$0
Total
$100,000
$400,000
$1,500,000
$2,000,000
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Schedule & Budg:
Phase:
Martinez Sewer
Renovation Phase 5
Project Name
Martinez Sewer Renovation Phase 5
Program:
Sub -Program:
Project Manager:
Dept/Division:
Collection System Program
Renovation
Mark Wenslawski
Engineering/Capital Projects
Purpose:
Replace or rehabilitate small -diameter sewers in order
to prevent overflows, control future maintenance
requirements, lower collection system infiltration, and
to provide cost effective infrastructure replacement with
excellent customer service to the public.
History:
The District's over 1,500 -mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/
or threat of structural collapse. More than 300 miles of
the small diameter sewers in the collection system were
constructed prior to 1956. The methods and materials
of construction used at that time do not currently
perform well, and they are the source of over 90 percent of the dry -weather collection system overflows. The
District implemented a sewer renovation program in 1991. Since that time, an annual allowance for this renovation
program has been included in the Capital Improvement Budget.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8437
D
High
30
0%
Description:
This project will replace or rehabilitate existing sewers and associated infrastructure located in the public right
of way and easements. The proposed sites will be coordinated with the City, other utilities, and the District's
Collection System Operations Division. All or a majority of sites will be located south of Highway 24 in Orinda.
Location:
City of Martinez
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $150,000 $0 $0 $0
$0 $325,000 $175,000 $0
$0 $0 $3,000,000 $0
$150,000 $325,000 $3,175,000 $0
Design
Construction
FY Total
Total
$150,000
$500,000
$3,000,000
$3,650,000
117
Capital Improvement Program
CIB Treatment Plant Program
The Treatment Plant Program is comprised of four subprograms which include 1. Regulatory Compliance/
Planning/Safety, 2. One-time Renovations, 3. Reoccurring Renovation, and 4. Expansion. All projects in this
program are summarized; including planned expenditures in the following table:
FY 2016-17 CIB Treatment Plant Program Budget/Project Summary
Estimated Expenditures
Project
Numbe
7285 Primary Treatment Renovation
7286 Centrifuge & Cake Pumps
Budgeted to
Date
Prior Fiscal
Years
1
$14,947,000 $14,897,000 $50,000
$200,000 $100,000 $500,000
$0
$2,000,000
Project Tota
$14,947,000
$2,600,000
7291 Pump &Blower Bldg Seismic $695,000 $680,000 $2,900,000 $2,373,000 $5,953,000
Upgrade
7292 Switchgear Refurbishment- ph 2 $420,000 $300,000 $100,000 $1,020,000 $1,420,000
7297 Caustic Addition to MHF $1,351,600 $1,301,600 $50,000 $0 $1,351,600
7301 Treatment Plant Planning $2,698,000 $2,683,000 $350,000 $312,000 $3,345,000
7304 Instr & Controls PLC Upgrade $335,000 $325,000 $100,000 $408,000 $833,000
7310 Piping Renovations - phase 8 $1,570,000 $1,545,000 $25,000 $0 $1,570,000
7311 TP Safety Enhancement Ph4 $340,000 $339,000 $150,000 $201,000 $690,000
7312 Ash Facility Improvements $90,000 $80,000 $800,000 $1,320,000 $2,200,000
7314 Urgent Repairs $50,000 $40,000 $110,000 $450,000 $600,000
7315
Applied Research and
Innovations
$350,000
$239,000
$175,000
$1,128,000
$1,542,000
7317 Plant Control System Network $160,000 $80,000 $100,000 $350,000 $530,000
Upgrades
7319 Laboratory Upgrades & Repair $1,171,500 $426,777 $700,000 $44,723 $1,171,500
7320 Plant Energy Optimization $90,000 $80,000 $50,000 $1,270,000 $1,400,000
7322 Fire Protection System Ph2 $240,000 $85,000 $600,000 $255,000 $940,000
7324 Sub 16 Switchgear Replacement $600,000 $500,000 $2,144,000 $0 $2,644,000
7326
Equipment Replacement FY15-
FY24
$606,000
$510,000
$460,000
$1,430,000
$2,400,000
7327 Headwork's Screening $900,000 $650,000 $1,600,000 $6,150,000 $8,400,000
7329 MHF Burner Upgrade $100,000 $30,000 $270,000 $550,000 $850,000
7330 Piping Renovation Phase 9 $0 $0 $241,000 $1,459,000 $1,700,000
7339
Plant Control System I/O
Replacement
$100,000
$50,000
$300,000
$3,950,000
$4,300,000
7341 WC / Grayson Creek Levee Rehab $0 $0 $150,000 $950,000 $1,100,000
7343 TP Master Plan $1,400,000 $1,300,000 $800,000 $100,000 $2,200,000
TBD Wet Scrubber Replacement- LT $0 $0 $400,000 $9,100,000 $9,500,000
Totals $28,414,100 $26,241,377 $13,125,000 $34,820,723 $74,187,100
118
Primary Treatment Renovation
Project Name Primary Treatment Renovation
Program:
Sub -Program:
Project Manager: Jason DeGroot
Dept/Division: Engineering/Capital Projects
Treatment Plant Program
One -Time Renovation
Purpose:
This project will improve the reliability of the Primary
Treatment area of the plant.
History:
Two of the four primary sedimentation tanks were
constructed in the mid-1960s and the other two tanks
were constructed in the mid-1970s as part of the 5A
expansion project. Some components are corroding and
nearing the end of their service life.
Description:
Renovate or replace the spray water and air supply
pipelines at the primary sedimentation tanks. The
primary scum collection system will be renovated with
new scum sprays, new helical scum skimmers and drives,
and a stainless steel scum hopper for Tanks 1 and 2. The
scum thickening unit in the Solids Conditioning Building
will also be replaced. Other primary tank improvements include installation of new baffles, replacing chain
drives, sludge flight drive shafts and bearings, concrete repairs, upgrading hand railings, replacing the primary
level control valve, replacing the primary MCCs and PLC panels, and installing new grit washing equipment.
Refurbishment of Primary Effluent (PE) Pump 1 and PE Pump 2 are included in the project. This project is
currently under construction and is anticipated to be completed in FY 2015-16.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
C
Critical
90
100%
pav
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Location:
Primary Tanks, SCB, and Pump & Blower Building
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$0 $0 $0
$14,897,000 $50,000 $0
$14,897,000 $50,000 $0
Future FY's
$0
$0
$0
$0
Total
$0
$0
$14,947,000
$14,947,000
119
Centrifuge and Cake Pump Upgrades
Project Name
Centrifuge and Cake Pump Upgrades
Program:
Sub -Program:
Project Manager:
Dept/Division:
Treatment Plant Program
One -Time Renovation
Craig Mizutani
Engineering/ Capital Projects
Purpose:
The purpose of this project is to improve solids capture
and reliability of the sludge dewatering equipment.
History:
The existing centrifuges and cake pumps will have
been in service for more than 25 years. The design life
of rotating equipment is generally around 15 years.
While routine rotation of the operational and stand-
by centrifuge helps increase the operating lifespan,
Operations can expect more frequent and extensive
O&M requirements as the centrifuges and cake pumps
continue to age. Historical plant data has shown that
that the solids capture has decreased throughout the
years. In addition, as centrifuge design and materials of
construction continue to develop, the next generation of
centrifuges is expected to last longer, cost less to operate,
and produce a drier sludge, which would result in less furnace fuel to burn.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
1
P
Very High
50
100%
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Description:
This project will use the information gathered under the Solids Handling Evaluation project as well as recent pilot
test data to make improvements to the dewatering equipment and process for construction. Additional, related
tasks will be included in this project as appropriate. A portion of this project, centrifuge replacement, is being
considered under the Plant Energy Optimization project.
Location:
Solids Conditioning Building
Schedule & Budget
Phase:
Prior FY's FY 16-17 FY 17-18
Planning $100,000 $50,000 $0
$0 $450,000 $0
$0 $0 $1,000,000
$100,000 $500,000 $1,000,000
Design
Construction
FY Total
120
Future FY's
$0
$0
$1,000,000
$1,000,000
Total
$150,000
$450,000
$2,000,000
$2,600,000
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0
$680,000 $15,000 $0
$0 $2,885,000 $2,373,000
$680,000 $2,900,000 $2,373,000
$0
$0
$0
$0
Project No.
Phase
Priority Rank
Ranking Score
Concord %
D
Very High
55
100%
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Pump & Blower Building Seismic Upgrades
Project Name Pump & Blower Building Seismic Upgrades
Program:
Sub -Program:
Project Manager:
Dept/Division:
Treatment Plant Program
One -Time Renovation
Jason DeGroot
Engineering/Capital Projects
Purpose:
Improve the seismic safety of the Pump & Blower
Building.
History:
In January 2008, California adopted the 2007 California
Building Code (2007 CBC). Among the updates in the
2007 CBC were significant changes to seismic design. In
2009 a seismic evaluation was completed of treatment
plant facilities (Martinez Wastewater Treatment Plant
Seismic Vulnerability Assessment of Selected Facilities,
December 2009). Included in the evaluation are
recommendations to bring the Pump & Blower Building
in line with current seismic design standards.
Description:
Make seismic improvements to the Pump & Blower
Building as recommended by the Vulnerability
Assessment.
Location:
Pump & Blower Building
Schedule & Budget
Total
$0
$695,000
$5,258,000
$5,953,000
121
Switchgear Refurbishment, Phase 2
Project Name
Switchgear Refurbishment, Phase 2
Program:
Sub -Program:
Project Manager:
Dept/Division:
Treatment Plant Program
One -Time Renovation
Mark Cavallero
Operations/ Plant Maintenance
Purpose:
Refurbish electrical switchgear to maintain the electrical
reliability of the treatment plant.
History:
The electrical switchgear throughout the plant was
installed in the 1970s and has been well maintained using
preventative techniques, such as thermographic imaging,
to identify potential problems and correct them prior
to failure. Inspections in 2003 and 2004 showed that
many of the trip units on the circuit breakers required
replacement. Circuit breakers have been sent out for
Class 1 reconditioning and trip unit replacement on an
as -needed basis.
Description:
The remaining 480v circuit breakers (approx. 66,
Westinghouse/Cutler-Hammer), will be refurbished over
a five-year period. Work also includes replacement of the 2400v breakers at Substation 52, Substation 40, and air
breakers at Substation 82. The labor and coordination will be performed by District maintenance staff with support
from consultants when electrical design work is needed.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
1
C
Critical
70
100%
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Location:
Entire Treatment Plant
chedule & Budg
Phase:
Planning
Design
Construction
FY Total
122
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$0 $0 $0
$300,000 $100,000 $250,000
$300,000 $100,000 $250,000
Future FY's
$0
$0
$770,000
$770,000
Total
$0
$0
$1,420,000
$1,420,000
Wet Scubber Caustic Injection System
Project Name
Program:
Sub -Program:
Project Manager:
Wet Scubber Caustic Injection System
Treatment Plant Program
One -Time Renovation
Craig Mizutani
Dept/Division: Engineering/ Capital Projects
Purpose:
Replace the wet and dry scrubbers on each Multiple
Hearth Furnace (MHF).
History:
The Solids Handling Facilities Plan was updated in 2005.
Incinerator Rx and Industrial Furnace Company (IFCO)
determined that the MHFs were in excellent condition
and could last 20 or more years with current O&M
practices. Included in the recommendations was that
both the dry cyclone and the wet particulate scrubber
were showing signs of wear and could use updating or
replacement. Operations staff has also reported problems
with the scrubber piping.
Description:
Due to the recent emission regulations, a new Caustic
Addition System will be installed to help meet proposed
emission limits by the Air Board.
Location:
Solids Conditioning Building
Project No.
Phase C
Priority Rank
Ranking Score
Concord %
Critical
65
100%
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Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $75,000 $0 $0
$250,000 $0 $0
Construction $976,600 $50,000 $0
$1,301,600 $50,000 $0
Design
FY Total
$0
$0
$0
$0
Total
$75,000
$250,000
$1,026,600
$1,351,600
123
Treatment Plant
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Planning
Treatment Plant Planning
Treatment Plant Program
Regulatory Compliance/Planning/Safety
Dan Frost
Engineering/Planning and Development Services
Purpose:
To fund ongoing feasibility and planning studies needed
to address regulatory initiatives to maintain permit
compliance and optimizations to improve the reliability
and performance of existing treatment plant processes
and facilities.
History:
As wastewater regulations continue to develop and
as new wastewater treatment technologies becomes
available, process modifications may be required in the
Treatment Plant. This project included the Suisun Bay
modeling results, Facility Plan & Site Characterization
Report and associated studies submitted to satisfy the
District's NPDES permit.
Description:
This project will include the District's efforts to support
the BACWA Regional Optimization and Upgrade Study that is being implemented to satisfy the 2014 Nutrient
Watershed Permit, evaluation of treatment plant process modifications and optimizations, and other treatment
plant planning related studies.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
ilr-
P
Critical
85
100%
Place for Image
i im
Location:
Entire Treatment Plant
Schedule & Budg
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $2,683,000 $350,000 $312,000
$0 $0 $0
$0 $0 $0
$2,683,000 $350,000 $312,000
Design
Construction
FY Total
124
$0
$0
$0
$0
Total
$3,345,000
$0
$0
$3,345,000
Place for Image
li,
PLC System Upgrades
Project Name
Program:
Sub -Program:
Project Manager:
PLC System Upgrades
Treatment Plant Program
One -Time Renovation
Chuck Burnash
Dept/Division: Plant Operations/Operations
Purpose:
Upgrade Programmable Logic Controller (PLC) system
to current technology for increased performance and
improved compatibility.
History:
The first PLCs were installed in the treatment plant
in 1986. The number of PLCs has increased from the
original 2 to more than 30. Programming software for
the newer PLCs no longer runs efficiently on the older
programming units.
Description:
This project will continue to upgrade the treatment
plant's PLC system by:
m Providing and upgrading hardware and software
necessary to maintain the PLC application.
Replacing older computers with newer ones capable of running current software.
m Upgrading older PLC models to maintain compatibility with new equipment.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
C
Very High
50
100%
Location:
Entire Treatment Plant
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$96,669 $0 $0 $0
$228,331 $100,000 $100,000
$325,000 $100,000 $100,000 $308,000
Future FY's
$0
$308,000
Total
$0
$96,669
$736,331
$833,000
125
Piping Renovations, Phase 8
Project Name
Program:
Sub -Program:
Project Manager:
Piping Renovations, Phase 8
Treatment Plant Program
Recurring Renovation
Brad Leidecker
Dept/Division: Engineering/Capital Projects
Purpose:
To improve the reliability of the piping systems above
and below ground in the treatment plant by inspection,
renovation, and replacement where required.
History:
During the 5A project, numerous piping systems were
installed throughout the treatment plant. These pipes
carry the processed wastewater, sludge, steam, air, and
other utility services between the various sections of the
plant. These pipes have been in place for more than 40
years. Some of these pipes are leaking due to corrosion.
The first seven phases of this program renovated or
replaced various piping systems.
Description:
This phase of the Treatment Plant Piping Renovations
Project will include previously identified piping
renovations and replacement work not yet included in a construction project.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
C
Critical
70
100%
Place for Image
Location:
Entire Treatment Plant
Schedule & Budg
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $86,917 $0 $0
$203,160 $0 $0
Construction $1,254,923 $25,000 $0
$1,545,000 $25,000 $0
Design
FY Total
126
$0
$0
$0
$0
Total
$86,917
$203,160
$1,279,923
$1,570,000
Treatment Plant
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Safety Enhancements Phase 4
Treatment Plant Safety Enhancements Phase 4
Treatment Plant Program
Regulatory Compliance/Planning/Safety
Brad Leidecker
Engineering/Capital Projects
Purpose:
To enhance plant safety through identification of safety
concerns, repairs and capital improvements.
History:
The District and the treatment plant have very pro-
active safety programs that are administered by
separate committees. These committees are responsible
for addressing safety concerns as identified by the
craftsmen, or to respond to the ever- changing
regulatory requirements. Often this response will require
construction of a capital project. The first three phases
of this program addressed various safety repairs and
improvements.
Description:
This project is currently being bid in FY 2014-15 and is
scheduled for construction in early FY 2015. The project
will include a hazardous waste facility improvements and other safety related items. In addition, the project will be
coordinated with safety improvements identified in the general improvements program, the costs will be assigned
to its perspective program.
Project No.
Phase C
Priority Rank
Ranking Score
Concord %
Critical
65
100%
Place for Image
Location:
Entire Treatment Plant
Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18
Planning $41,442 $0 $0
$150,000 $0 $0
Construction $147,558 $150,000 $201,000
$339,000 $150,000 $201,000
Design
FY Total
Future FY's
$0
$0
$0
$0
Total
$41,442
$150,000
$498,558
$690,000
127
Ash Facility Improvements
Project Name
Program:
Sub -Program:
Project Manager:
Ash Facility Improvements
Treatment Plant Program
Regulatory Compliance/Planning/Safety
Craig Mizutani
Dept/Division: Engineering/Capital Projects
Purpose:
This project will improve ash containment within the
Solids Conditioning Building (SCB).
History:
The ash system collects the ash at the bottom of the
furnaces and conveys it to storage bins located on the
third floor northwest corner of the SCB. A vacuum
method is used to transmit the ash through the SCB
where it is collected by filters and storage cyclones prior
to disposal. The filter and storage location is not isolated
from other processes within the SCB, so ash may on
occasion spreads through the building, resulting in
potentially expensive and difficult housecleaning.
Description:
This project will make improvements to limit the amount
of ash dispersed within the SCB and contain the storage
area. In addition, this project will evaluate and construct improvements to meet regulatory requirements as
coordinated with the Comprehensive Wastewater Master Plan.
Project No.
Phase P
Priority Rank
Ranking Score
Concord %
Critical
65
100%
Place for Image
Location:
Solids Conditioning Building
Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $80,000 $0 $0
$0 $300,000 $0
$0 $500,000 $1,320,000
$80,000 $800,000 $1,320,000
Design
Construction
FY Total
128
$0
$0
$0
$0
Total
$80,000
$300,000
$1,820,000
$2,200,000
Urgent Repairs Blanket Contract
Project Name
Program:
Sub -Program:
Project Manager:
Urgent Repairs Blanket Contract
Treatment Plant Program
Recurring Renovation
Craig Mizutani
Dept/Division: Engineering/ Capital Projects
Purpose:
Provide staff the capability to perform immediate
electrical, mechanical, and other miscellaneous repairs
within the treatment plant.
History:
Projects included in this category are those that cannot
be completed by the District's Plant Maintenance staff,
and cannot afford the longer timeline to be incorporated
in the budget process. This project will include bidding
and executing a blanket contract that will allow the
District to use a contractor for urgent construction work.
Description:
Urgent treatment plant projects which require immediate
repairs or replacement may arise anytime during the
current fiscal year. These projects may be triggered by:
Equipment or process piping failure
Comply with regulatory or code issues
Impacts operational procedures or process
Safety hazards
Budget for this work will be paid for using CIB Contingency.
Location:
Entire Treatment Plant
Project No.
Phase
Priority Rank
Ranking Score
Concord %
C
Critical
80
100%
•
Place for Image
Schedule & Bu
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $40,000 $10,000 $0
$0 $0 $0
$0 $100,000 $150,000
$40,000 $110,000 $150,000
Design
Construction
FY Total
$0
$0
$300,000
$300,000
Total
$50,000
$0
$550,000
$600,000
129
Applied Research & Innovations
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Applied Research & Innovations
Treatment Plant Program
Regulatory Compliance/Planning/Safety
Dan Frost
Engineering/Planning and Development Services
Purpose:
To fund applied research and development of key
technologies, processes, and innovations.
History:
In 2013, the District completed a Nutrient Visioning
Plan: Cutting -Edge Nitrogen Removal Technology
Review that identified the zeolite anammox process
and four other processes as preferred cutting-edge
nutrient removal technologies recommended for further
consideration and piloting.
Description:
This project includes piloting of technologies, processes,
and innovations (such as the zeolite-anammox process
or other processes) that have the potential to reduce the
District's long-term capital improvement and operations
and maintenance costs, address future regulatory
requirements, and that also supports the District's goal to embrace innovation and to be a leader in the wastewater
industry.
Project No.
Phase P
Priority Rank
Ranking Score
Concord %
Very High
50
100%
Place for Image
Currently, the District is piloting Phase 1 of the zeolite-anammox process to demonstrate proof of treatment concept.
If the results of Phase 1 are promising, the District may decide to proceed with Phase 2 of the pilot project. Phase 2, if
implemented, would include a larger scale pilot that would be used to demonstrate process and site-specific viability,
generate design criteria, confirm nutrient removal performance, and estimate capital and operating costs if the zeolite-
anammox process were to be implemented full-scale. Other pilot tests such as screenings, sludge screenings, or
disinfection new technologies, centrifuges, and other treatment process technologies may be contemplated and initiated
under this project.
Location:
Entire Treatment Plant
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
130
Prior FY's
$239,000
$0
$0
$239,000
FY 16-17
$175,000
$0
$0
$175,000
FY 17-18
$200,000
$0
$0
$200,000
Future FY's
$928,000
$0
$0
$928,000
Total
$1,542,000
$0
$0
$1,542,000
Plant Control System Network Upgrades
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Plant Control System Network Upgrades
Treatment Plant Program
One -Time Renovation
Nate Morales
Operations/ Plant Operations
Purpose:
Upgrade the Plant Control System Ethernet Network to
Industrial Ethernet standards.
H istory:
In 2006 the District's plant installed a new Ethernet
based supervisory control and data acquisition (SCADA)
system.
At the time the SCADA system was installed Ethernet
was limited to the servers only and was redundant. Over
time the Ethernet system expanded to the entire plant
but the redundancy was not maintained. Currently, the
primary path for plant data traffic runs over the Ethernet
system that is neither redundant nor sufficiently reliable
to meet control system standards.
Description:
Industrial Ethernet defines a set of standards for redundancy and reliability that are required for failsafe operation.
This project will install and configure industrial type network switches, and install fiber optic lines to meet the
standards for Industrial Ethernet for the plant control system. Additionally software shall be installed to allow
remote programming and maintenance.
Project No.
Phase C
Priority Rank
Ranking Score
Concord %
Very High
50
100%
Place for Image
Location:
Entire Treatment Plant
Ir
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17
$0 $0
$0 $0
$80,000 $100,000
$80,000 $100,000
FY 17-18
$0
$0
$100,000
$100,000
Future FY's
$0
$0
$250,000
$250,000
Total
$0
$0
$530,000
$530,000
131
Laboratory Upgrades and Repair
Project Name Laboratory Upgrades and Repair
Program:
Sub -Program:
Project Manager:
Treatment Plant Program
Recurring Renovation
Craig Mizutani
Dept/Division: Engineering/ Capital Projects
Purpose:
Repair, replace, and/or upgrade the treatment plant
laboratory equipment. The laboratory is a critical
component to regulatory reporting and the equipment
used in this facility is specialized and requires climate
control.
History:
The District's laboratory was built in 2001 and operates
several critical systems to maintain the facilities required
to conduct testing. Such systems include hot water
storage and distribution, compressed air, temperature
control (heating and cooling), chiller, ventilation, hoods,
vacuum system, and DI water. As these systems age,
repairs and/or replacements/upgrades will be needed so
that the laboratory remains operational.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
ilr-
C
Critical
65
100%
M.
a
Place for Image
Description:
This is a multi-year program to repair and upgrade the laboratory. Project work identified to date includes the
following:
m Hot water heat exchangers and tanks are corroded.
HVAC control systems are obsolete and outdated.
m DI tank may need replacement/ upgrade..
Location:
Laboratory
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
132
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$100,000 $0 $0
$326,777 $700,000 $44,723
$426,777 $700,000 $44,723
Future FY's
$0
$0
$0
$0
Total
$0
$100,000
$1,071,500
$1,171,500
Plant Energy Optimization
Project Name Plant Energy Optimization
Program:
Sub -Program:
Project Manager:
Treatment Plant Program
Recurring Renovation
Craig Mizutani
Dept/Division: Engineering/ Capital Projects
Purpose:
Increase energy efficiency and decrease greenhouse gas
emissions for the treatment plant.
History:
The implementation of AB 32 causes energy consumers
to evaluate their energy use and develop carbon
offsetting efficiencies to comply with new regulations.
A number of potential energy efficiency projects are
being refined. Many of these concepts are from the
2010 HDR report "AB 32 Compliance and Energy
Optimization Evaluation." These project concepts require
further evaluation and an understanding of potential
implementation issues before implementation can move
forward.
Description:
Evaluate proposed energy optimization projects. Many
projects include rebates from PG&E. Staff will coordinate work with PG&E in order to obtain rebates and improve
the payback of implemented projects. Current proposals to be evaluated include installing variable frequency
drives on the furnace's combustion air blowers. As other energy efficiency proposals are made they will be included
in this evaluation project.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
P
Very High
55
100%
Place for Image
Location:
Entire Treatment Plant
Schedule & Budg
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $80,000 $50,000 $0
$0 $0 $250,000
$0 $0 $0
$80,000 $50,000 $250,000
Design
Construction
FY Total
$0
$0
$1,020,000
$1,020,000
Total
$130,000
$250,000
$1,020,000
$1,400,000
133
Fire Protection Phase 2
Project Name
Program:
Sub -Program:
Project Manager:
Fire Protection Phase 2
Treatment Plant Program
Regulatory Compliance/ Planning/ Safety
Craig Mizutani
Dept/Division: Engineering/ Capital Projects
Purpose:
To repair, upgrade, or replace the main treatment plant
fire alarm system.
History:
The majority of the fire alarm system was built in the late
1970s and the control panel was upgraded in the early
2000s. However, the wiring and devices on the system
continue to be problematic and is in constant need of
repair. Repairs to the system has become extremely
complex and difficult, therefore a long term fix is needed.
Description:
At this stage, staff will evaluate the existing system
and provide recommendations for full replacement in
compliance with the authority having jurisdiction, the
local fire department. The construction budget will be
revised during the design stage, if needed.
Location:
Entire Treatment Plant
Project No.
Phase D
Priority Rank
Ranking Score
Concord %
Critical
65
100%
Place for Image
Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $40,000 $0 $0
$45,000 $155,000 $0
$0 $445,000 $255,000
$85,000 $600,000 $255,000
Design
Construction
FY Total
134
$0
$0
$0
$0
Total
$40,000
$200,000
$700,000
$940,000
Substation 16 Switchgear Replacement
Project Name
Substation 16 Switchgear Replacement
Program: Treatment Plant Program
Sub -Program:
Project Manager: Craig Mizutani
Dept/Division: Engineering/ Capital Projects
One Time Renovation
Purpose:
Refurbish and replace critical switchgear and associated
equipment that provides electrical service to main areas
of the Treatment Plant.
History:
The switchgear serving the Headworks (Substation 16)
was installed in the early 1990s and is comprised of
equipment that had a short production run. The ABB
equipment is obsolete and spare parts have become rare.
Recent issues with the circuit breakers have revealed
that they will only become harder to service. The CDM
final report recommended replacing the swtichgear in its
entirety to assure reliable service from the influent pumps
for the plant.
Description:
The switchgear serving the Headworks (Substation 16)
will be replaced. Work includes removal of the existing switchgear and modifications of the building and support
facilities as necessary for the installation. The work will be performed by an outside contractor with support from
District Staff and consultants.
Project No.
Phase D
Priority Rank
Ranking Score
Concord %
Critical
65
100%
Place for Image
Location:
Headworks Facility
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$500,000 $0 $0
$0 $2,140,000 $200,000
$500,000 $2,140,000 $200,000
Future FY's
$0
$0
$0
$0
Total
$0
$500,000
$2,140,000
$2,140,000
135
Equipment Replacement
Project Name Equipment Replacement
Program:
Sub -Program:
Project Manager:
Treatment Plant Program
Recurring Renovation
Craig Mizutani
Dept/Division: Engineering/Capital Projects
Purpose:
Reduce maintenance costs, increase reliability,
and improve operations through replacement or
reconditioning of technologically obsolete, worn-out,
maintenance intensive equipment, or equipment that is
no longer supported by its manufacturer.
History:
The initial work on this project assembled a list of current
equipment; verified equipment name, number, and
size; acquired design records; and estimated equipment
life and replacement cost. Several major pieces of
equipment are reaching the end of their service life and
require replacement/upgrading or reconditioning. This
project will be coordinated with the Asset Management
program. Reduce maintenance costs, increase reliability,
and improve operations through replacement or
reconditioning of technologically obsolete, worn-out, maintenance intensive equipment, or equipment that is no
longer supported by its manufacturer.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
C
Critical
80
100%
Place for Image
Description:
The following are examples of equipment included in the project: 3WHP pumps, Influent Pump Wear Rings,
3WLP Pump impellers/parts, Steam system traps/accessories/piping, Headworks A/C, MCB A/C, Sub 40 A/C, UV
lampbank components, MHF emission monitors, pumps, generators, and other equipment identified through asset
management, maintenance, and operations groups.
Location:
Entire Treatment Plant
Schedule & Budg
Phase:
Planning
Design
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0
$0 $0 $0
Construction $510,000 $460,000 $350,000
$510,000 $460,000 $350,000
FY Total
136
$0
$0
$1,080,000
$1,080,000
Total
$0
$0
$2,400,000
$2,400,000
Headworks Screening Upgrade
Project Name Headworks Screening Upgrade
Program:
Sub -Program:
Project Manager:
Treatment Plant Program
One Time Renovation
Brad Leidecker
Dept/Division: Engineering/ Capital Projects
Purpose:
To separate and remove screenings and plastics from
wastewater and/or sludge.
History:
The treatment plant's current screenings operation
utilizes coarse bar screens at the headworks to separate
screenings. The screenings then are processed by grinders
and reintroduce immediately downstream of the screens.
This operation does not remove any of the plastics in the
wastewater which has contributed to fouling of numerous
liquid and solids stream processes and are suspected to
potentially contribute to the upcoming HCL furnace
emission regulations. Removal of screenings will protect
downstream treatment plant facilities, extend equipment
life and reduce maintenance of equipment.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
D
Critical
65
100%
Place for Image
1m 1
Description:
The project will investigate the current headworks screening operation and recommend the most strategic and cost
effective improvements. Following this phase, the project will include design and construction of improvements to
implement the recommendations.
Location:
Headworks Facility
Schedule & Budg
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $200,000 $0 $0
$450,000 $150,000 $0
$0 $1,450,000 $6,000,000
$650,000 $1,600,000 $6,000,000
Design
Construction
FY Total
$0
$0
$150,000
$150,000
Total
$200,000
$600,000
$7,600,000
$8,400,000
137
Schedule & Budg:
Phase:
Planning
Design
Construction
FY Total
138
MHF Burner Upgrade
Project Name
Program:
Sub -Program:
Project Manager:
MHF Burner Upgrade
Treatment Plant Program
One -Time Renovation
Craig Mizutani
Dept/Division: Engineering/ Capital Projects
Purpose:
Improve the operational flexibility of the existing multiple
hearth furnaces to meet compliance parameters. Improve
utilization of Landfill gas, reduce energy consumption.
History:
The furnaces were constructed during the early 1970s
and made operational in 1985. They were originally
designed to burned commingled solid waste and sludge;
however, they have historically only burned sludge. As
a result, some of the burners are not optimally sized for
the furnace loading. This results in difficulty maintaining
proper temperatures in the furnace. In addition, the
existing burners do not allow optimization of landfill gas
use. In addition, some of the burners, mounts, piping
and associated equipment are reaching the end of their
useful lives and need to be replaced. The fuel gas piping
Project No.
Phase
Priority Rank
Ranking Score
Concord %
P
Critical
65
100%
Place for Image
to the burners has developed leaks that require continued attention in order to meet BAAQMD leak guidelines.
Description:
The original gas fuel system piping will be replaced using welded joints, and a new diesel fuel system will be
added as an additional fuel source (to allow furnace operations during an emergency. The project will include
replacement of 2 to 4 of the top hearth burners (8 MMBtu/hr) with smaller low NOx/High mix burners (2
MMBtu/hr). To provide better temperature control to comply with 129 regulations. Modernizing the control
system to economize fuel consumption and realize cost savings.
Location:
Solids Conditioning Building
Prior FY's
$30,000
$0
$0
$0
FY 16-17
$0
$150,000
$120,000
$270,000
FY 17-18
$0
$0
$550,000
$550,000
Future FY's
$0
$0
$0
$0
Total
$30,000
$150,000
$670,000
$850,000
Piping Renovation, Phase 9
Project Name
Program:
Sub -Program:
Project Manager:
'ping Renovation, Phase
Treatment Plant Program
Recurring Renovation
Brad Leidecker
Dept/Division: Engineering/ Capital Projects
Purpose:
To improve the reliability of the piping systems above
and below ground in the treatment plant by inspection,
renovation, and replacement where required.
History:
During the 5A project, numerous piping systems were
installed throughout the treatment plant. These pipes
carry processed wastewater, sludge, steam, air, and other
utility services between the various sections of the plant
and have been in place for more than 40 years. Some of
these pipes are leaking due to corrosion. The first eight
phases of this program renovated or replaced various
piping systems.
Description:
This phase of the Treatment Plant Piping Renovations
Project will include previously identified piping
renovations and replacement work not yet included in a construction project.
Project No.
Phase P
Priority Rank
Ranking Score
Concord %
Very High
55
100%
Place for Image
Location:
Entire Treatment Plant
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0
$0 $241,000 $0
$0 $0 $1,359,000
$0 $241,000 $1,359,000
$0
$0
$100,000
$100,000
Total
$0
$241,000
$1,459,000
$1,700,000
139
Plant Control System I/O Replacement
Project Name
Program:
Sub -Program:
Project Manager:
Plant Control System I/O Replacement
Treatment Plant Program
One -Time Renovation
Nate Morales
Dept/Division: Operations/ Plant Operations
Purpose:
Upgrade the Treatment Plant Programmable Logic
Controller Input and Output (I/O) cards and associated
hardware with current technology to maintain reliable
operation and vendor support.
History:
The first treatment plant I/O was installed in 1986.
The number of I/O cards in use has increased from
relatively few to nearly 1,800. Approximately 1,100 of
these are currently obsolete. Replacement units cannot
be purchased from the manufacturer nor are they fully
supported. The District maintains an inventory of over
100 spare I/O cards to replace units as they fail.
Description:
This project will replace and update the treatment plant's
obsolete I/O cards along with their mounting racks,
communication modules, and power supplies with modern, fully supported products.
Project No.
Phase P
Priority Rank
Ranking Score
Concord %
Very High
55
100%
Place for Image
Location:
Entire Treatment Plant
Schedule & Budge
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $50,000 $150,000 $0
$0 $150,000 $450,000
$0 $0 $400,000
$50,000 $300,000 $850,000
Design
Construction
FY Total
140
$0
$0
$3,100,000
$3,100,000
Total
$200,000
$600,000
$3,500,000
$4,300,000
Walnut Creek/Grayson Creek Levee Rehabilitation
Project Name Walnut Creek/Grayson Creek Levee Rehabilitation
Program:
Sub -Program:
Project Manager:
Dept/Division:
Treatment Plant Program
Regulatory Compliance/Planning/Safety
Dan Frost
Engineering/Planning and Development Services
Purpose:
To reduce the risk of flood damage to the treatment plant
through a collaborative project led by the Contra Costa
County Flood Control and Water Conservation District
(FCD).
History:
The treatment plant site is bordered by Walnut and
Grayson Creeks with levees that were built by the
FCD and US Army Corps of Engineers (USACE),
and currently owned and maintained by the FCD.
Overtopping of the levees could disable the treatment plant and result in significant facility damages, significantly
impact the environment due to discharge of untreated sewage, and impair the local economy. In 2007, the FCD
implemented an interim flood control measure to desilt the lower Walnut Creek channel and raise the western
levees of Walnut and Grayson Creeks. Based on recent modeling, the levees currently provide protection from
a 30 -year storm. The current flood protection standard by the California Department of Water Resources is to
provide protection against a 200 -year water surface with 3 feet of freeboard and to consider the potential for sea
level rise and climate change.
Project No.
ilr-
Phase P
Priority Rank High
Ranking Score 40
Concord % 100%
Place for Image
■ il
Description:
Due to the layout of treatment facilities as well as the critical nature of them, this project will maximize the
treatment plant's flood protection level for a 500 -year water surface with 3 feet of freeboard. The FCD will be the
lead agency on this project and the District will provide support as needed for design review and construction
coordination.
The FCD and the District have agreed to equally share the estimated project cost of $2.2M. The FCD is pursuing
grant funding for the project to reduce the costs to the FCD and the District. The District anticipates accepting and
storing soil on District buffer property that can be used as levee material in order to provide in-kind contributions
of approximately $0.5M. The District will continue to evaluate in-kind financial contributions.
Location:
Entire Treatment Plant
Schedule & Bud
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$0 $0 $0
$0 $150,000 $900,000
$0 $150,000 $900,000
Future FY's
$0
$0
$50,000
$50,000
Total
$0
$0
$1,100,000
$1,100,000
141
TP Master Plan
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Master Plan
Treatment Plant Program
Regulatory Compliance/Planning/Safety
Dan Frost
Engineering/Planning and Development Services
Purpose:
To develop a comprehensive wastewater master plan that
determines the future direction, capital improvement
needs, and priorities for the District's wastewater
treatment plant.
History:
The 2011 Plant of the Future visioning exercises
completed as part of District Project 7287 — Treatment
Plant Master Plan Update included recommendations for
completing a comprehensive master plan to determine
the needs and direction of the District. While the District
has performed a number of planning and research
studies/reports, the last comprehensive treatment plant
master plan was completed in 1987.
Description:
The TP Master Plan is one component of the
Comprehensive Wastewater Master Plan. A key deliverable of the TP Master Plan will be a Capital Improvement
Plan (CIP) for the next 20 -year planning horizon that provides the descriptions, rationale and estimated costs
for the District's treatment plant capital improvement projects and on-going programs in order to address aging
infrastructure, meet existing and anticipated regulatory requirements, accommodate planned growth, optimize
energy use, and implement the District's vision for a "plant of the future" that is consistent with the District's
Strategic Plan.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
ilr-
P
Critical
85
100%
Place for Image
Location:
Entire Treatment Plant
Schedule & Bu
Phase:
Prior FY's FY 16-17 FY 17-18
Planning $1,300,000 $800,000 $100,000
$0 $0 $0
$0 $0 $0
$1,300,000 $800,000 $100,000
Design
Construction
FY Total
142
Future FY's
$0
$0
$0
$0
Total
$2,200,000
$0
$0
$2,200,000
Wet Scrubber Replacement -LT
Project Name
Wet Scrubber Replacement
Program: Treatment Plant Program
Sub -Program:
Project Manager: Craig Mizutani
Dept/Division: Engineering/Capital Projects
One -Time Renovation
Purpose:
Replace the wet scrubbers on each Multiple Hearth
Furnace (MHF).
History:
The Solids Handling Facilities Plan was updated in 2005.
Incinerator Rx and Industrial Furnace Company (IFCO)
determined that the MHFs were in excellent condition
and could last 20 or more years with current O&M
practices. Included in the recommendations was that
both the dry cyclone and the wet particulate scrubber
were showing signs of wear and could use updating or
replacement. Operations staff has also reported problems
with the scrubber piping.
Description:
Replace the wet scrubber and their associated piping and
equipment on the MHFs. This project will also inlude
potential side stream treatment of the scrubber water as needed to meet operational and regulatory requirements.
Project No.
Phase C
Priority Rank
Ranking Score
Concord %
Critical
65
100%
Place for Image
Location:
Solids Conditioning Building
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $100,000 $0
$0 $300,000 $300,000 $0
$0 $0 $300,000
$0 $400,000 $0 $850,000
$0
$850,000
Total
$100,000
$600,000
$8,800,000
$9,500,000
143
Capital Improvement Program
CIB-General Improvements Program
The General Improvements Program is primarily concerned with the property, administrative buildings, and
management information systems, including information technologies (IT), asset management, as well as
equipment and vehicle needs of the District. This program is comprised of four subprograms which include
1. Equipment & Vehicle Replacement, 2. Management Information Systems, 3. General Projects, and 4.
Asset Management. All projects in the General Improvements Program are summarized; including planned
expenditures in the following table:
FY 2016-17 CIB Collection System Program Budget/Project Summary
Estimated Expenditures
8207
8227
8230
8232
8233
8234
8236
8237
8238
8239
8240
8242
8243
8516
8517*
General Security and Access
GDI Treatment Plant
Capital Legal Services
GDI SMMS Replacement
CSOD Facility Improvements
HOB Improvements
District Easements
Buffer and Rental Improvements
Asset Management
POD Office Improvements
IT Development
CMMS Replacement
Server Room Relocation
District Equipment Acquisition
Vehicle Replacement Program
Totals
*New project included in CIB.
144
Budgeted to
Date
$60,000
$265,000
$210,000
$852,000
$200,000
$972,000
$140,000
$279,000
$1,200,000
$490,000
$2,000,000
$558,000
$200,000
$450,000
$0
$7,876,000
Prior Fiscal
Years
$47,616
$222,444
$115,495
$847,335
$173,697
$525,000
$128,750
$254,295
$1,189,185
$459,590
$1,538,800
$540,980
$85,000
$400,000
$0
$6,528,187
$0
$42,556
$20,000
$4,665
$25,000
$447,000
$15,000
$50,000
$800,000
$120,410
$900,000
$134,020
$650,000
$76,000
$524,000
$3,808,651
AI
$202,384
$160,000
$74,505
$0
$96,303
$0
$66,250
$10,705
$710,815
$0
$6,961,200
$0
$765,000
$524,000
$4,476,000
$14,047,162
Project Tota
$250,000
$425,000
$210,000
$852,000
$295,000
$972,000
$210,000
$315,000
$2,700,000
$580,000
$9,400,000
$675,000
$1,500,000
$1,000,000
$5,000,000
$24,384,000
General Security and Access
Project Name General Security and Access
Program:
5 ub-Program:
Project Manager:
General Improvements Program
Projects
Tom Godsey
Dept/Division: Engineering/Planning and Development Services
Purpose:
Improve safety for employees and the general public;
meet safety standards; reduce the District's exposure to
liability; reduce loss of District's property; and reduce
Operations and Maintenance expenses.
History:
The District has experienced property losses in the past.
Improvements to the security system are continually
identified and refined. It is possible that additional
security measures for essential public service facilities
may be required at some point.
Description:
This project potentially includes upgrading alarm
systems, adding card readers, adding gates in the
perimeter fencing, adding security cameras, improving
lighting, fencing and or signage.
Location:
District -wide
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8207
P
Very High
50
TBD
Place for Image
Schedule & Bud
Phase:
Prior FY's FY 16-17 FY 17-18 Future FY's
Planning $47,616 $0 $0 $0
$0 $0 $0 $0
$0 $0 $102,384 $100,000
$47,616 $0 $102,384 $100,000
Design
Construction
FY Total
Total
$47,616
$0
$202,384
$250,000
145
Phase:
146
Prior FY's
Planning $0
Design $222,444
Construction $0
FY Total $222,444
Project No.
Phase C
Priority Rank
Ranking Score
Concord %
Critical
65
100%
Place for Image
GDI Treatment Plant
Project Name
Program:
Sub -Program:
Project Manager: Carolyn Knight
Dept/Division: Engineering/Planning and Development Services
1
GDI Treatment Plan
General Improvements Program
Management Information Systems
Purpose:
Support the asset management program by providing an
effective means of accessing treatment plant asset data
through an interactive map linked to multiple datasets.
History:
The successful implementation of the collection system
GDI indicates that a similar web interface for the
treatment plant would provide efficient access to asset
data. A pilot treatment plant GDI was developed and is
currently used by staff..
Description:
Implement a geographically based asset management tool
for the treatment plant. The Treatment Plant GDI will
be modeled after the collection system GDI; mirroring
the graphic interface and functionality but accessing and
delivering treatment plant related data sets.
Location:
Treatment Plant
Schedule & Budget
FY 16-17 FY 17-18 Future FY's
$0 $0
$42,556 $120,000 $40,000
$0 $0
$42,556 $120,000 $40,000
$0
$0
Total
$0
$425,000
$0
$425,000
Capital Legal Services
Project Name
Capital Legal Services
Program: General Improvements Program
Sub -Program: Projects
Project Manager: Russell Leavitt
Dept/Division: Engineering/Planning and Development Services
Purpose:
Streamline the processing of legal bills.
History:
In the past, legal expenses were charged to individual
capital projects. This process required extra staff time
each month to review legal bills and get approvals from
several different project managers.
Description:
Capital legal service expenses are no longer charged to
individual capital projects. Instead, legal expenses are
charged to one capital account with four charge numbers
for the four programs. This reduces the amount of time
all parties must spend processing the legal bill..
Location:
District -wide
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8230
P
N/A
N/A
TBD
Place for Image
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's
$1 15,495
$0
$0
$1 15,495
FY 16-17
$20,000
$0
$0
$20,000
FY 17-18
$30,000
$0
$0
$30,000
Future FY's
$44,505
$0
$0
$44,505
Total
$210,000
$0
$0
$210,000
147
Place for Image
ii.ali
GDI-SMMS Replacement
Project Name GDI-SMMS Replacement
Program:
5 ub-Program:
Project Manager:
Dept/Division:
General Improvements Program
Management Information Systems
Carolyn Knight
Engineering/Planning and Development Services
Purpose:
Support the asset management program by implementing
a new geographic information system to efficiently
integrate data to improve productivity and provide a
standardized data structure resulting in improved spatial
data management.
History:
The District's GDI was developed to minimize duplicate
databases and present valuable information to staff for
evaluating assets. GDI was built using various software
platforms to integrate information from disparate data
sources. Some of the software that is used for GDI's
functionality is no longer supported by the vendors.
ESRI software was chosen to replace the existing software
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8232
D
Critical
65
50%
because it is the mapping industry leader and a versatile, expandable solution. Using ESRI software will decrease
the need to develop customized code because it integrates easily with other software and provides a variety of
software tools to disseminate information.
Description:
GDI will be updated by migrating existing datasets into the new ESRI software platform. Spatial database
information will be evaluated to standardize and consolidate data in order to minimize duplication across
workgroups. Work flow processes and procedures will be documented to develop clear roles and responsibilities.
Detailed specifications will be developed for hardware requirements, as well as any necessary customization for
software functionality and maintenance.
Evaluation of web interface tools will be completed to define the optimal solution(s) for presenting information to
District staff. Following the evaluation, appropriate tools will be procured and implemented.
Location:
District -wide
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
148
Prior FY's
$0
$847,335
$0
$847,335
FY 16-17
$0
$4,665
$0
$4,665
FY 17-18
$0
$0
$0
$0
Future FY's
$0
$0
$0
$0
Total
$0
$852,000
$0
$852,000
CSOD Facility Improvements
Project Name CSOD Facility Impro
Program:
Sub -Program:
Project Manager:
General Improvements Program
Projects
Alex Rozul
Dept/Division: Operations/ Collection System Operations Division
Purpose:
Improve the safety, reliability, and maintainability of the
Collection System Operations Department facilities in
Walnut Creek, including the vehicle maintenance shop.
History:
This is a multi-year program to construct capital
improvements to the CSOD site in Walnut Creek.
Projects will include improvements to the vehicle
maintenance shop, which was not included in the CSOD
Administration, Crew and Warehouse Facility project.
Description:
Minor improvements are budgeted for FY 2015-16. Work
includes improving drainage at Materials Loading Facility.
Location:
1250 Springbrook Road, Walnut Creek
Project No.
Phase
Priority Rank
Ranking Score
Concord %
Ir
C
Very High
55
0%
Place for Image
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18
$0 $0 $0
$0 $0 $0
$173,697 $25,000 $51,303
$173,697 $25,000 $51,303
Future FY's
$0
$0
$45,000
$45,000
Total
$295,000
$295,000
149
HOB Improvements
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
HOB Improvement
General Improvements Program
Projects
Edgar Lopez
Engineering/Capital Projects
Purpose:
Improve the safety, serviceability, maintainability,
usability, and appearance of the interior and exterior of
the Headquarters Office Building (HOB).
History:
The HOB was originally built by 1983 and seismically
retrofitted in 2014. Although several interior
improvements have been recently completed, this project
provides for necessary improvements and for future
modifications to the building.
Description:
This project will provide for office space improvements
in the lower level and for the third floor of the building
to accommodate relocating the IT division and newly
adopted positions. Work will include new partitions,
modifying existing partitions, and offices as needed.
Security improvements will be coordinated with this project and be added to the scope.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8234
C
Very High
50
0%
Place for Image
Location:
Headquarters Office Building, Martinez
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
150
Prior FY's
$0
$0
$525,000
$525,000
FY 16-17
$0
$0
$447,000
$447,000
FY 17-18
$0
$0
$0
$0
Future FY's
$0
$0
$0
$0
Total
$0
$0
$972,000
$972,000
District Easement Acquisition
Project Name
Program:
5 ub-Program:
Project Manager:
District Easement Acquisition
General Improvements Program
Projects
Tom Godsey
Dept/Division: Engineering/Planning and Development Services
Purpose:
To improve or acquire new property land rights for
existing or new sanitary sewers that are located on private
properties and are not associated with a current capital
project for sewer renovation work.
History:
As capital projects are designed, sanitary sewer easements
may have to be acquired through budgets for those
specific projects. This project provides funds for the
acquisition of easements for projects where specific funds
are not identified in the Capital Improvement Budget.
Description:
Easements that may be acquired through this project
are:
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8236
P
Critical
65
TBD
L
Place for Image
m Locations where easements need to be purchased for
existing sewers
Sewers that need upgraded easement rights or access rights
m Sewers relocated through other public agency projects
m Outfall Easement Upgrade Project
m Recycled Water Program.
Location:
Schedule & Budget
Phase:
Prior FY's
Planning $128,750
$0
$0
$128,750
Design
Construction
FY Total
FY 16-17
$15,000
$0
$0
$15,000
FY 17-18
$20,000
$0
$0
$20,000
Future FY's
46,250
$0
$0
$46,250
Total
$210,000
$0
$0
$210,000
151
Buffer and Rental Property Improvements
Project Name Buffer and Rental Property Improvements
Program: General Improvements Program
Sub -Program:
Project Manager: Tom Godsey
Dept/Division: Engineering/Planning and Development Services
Projects
Purpose:
Protect and enhance the District's property through
additions, improvements, replacements, and
extraordinary repairs.
History:
The District owns various properties surrounding the
Treatment Plant, including the Imhoff Triangle, the
Kiewit parcel, 4849 Imhoff and 4737 Imhoff, and others.
The Kiewit parcel has served as a buffer zone for the
Treatment Plant and has been the site of a clean fill
operation for several years. The Imhoff properties also
serve as a buffer between the Treatment Plant and nearby
neighborhoods, and are used as rental property and to
house some District work groups and equipment.
Description:
This project will fund needed improvements to the buffer
and rental properties, and the surrounding parking lots and grounds.
Project No.
Phase C
Priority Rank Critical
Ranking Score 65
Concord % 0%
Place for Image
Location:
Martinez
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
152
Prior FY's FY 16-17 FY 17-18 Future FY's
- $0 $0
- $0 $0
$254,295 $50,000 $10,705
$254,295 $50,000 $10,705
$0
$0
$0
$0
Total
$0
$0
$315,000
$315,000
Place for Image
iiii
Asset Management Program Development
Project Name
Program:
5 ub-Program:
Project Manager:
Dept/Division:
Asset Management Program Development
General Improvements Program
Asset Management Plan
Dana Lawson
Engineering/Planning and Development Services
Purpose:
Develop a comprehensive asset management program
to optimize the lifecycle of the District's assets to deliver
high quality and reliable services in a sustainable manner
for customers with an acceptable level of risk
History:
This project builds on the previous Treatment Plant Asset
Management Plan, Force Main Assessment, various
master plans and the sewer renovation program.
In FY 14-15, a consultant was contracted to develop
a multi-year implementation plan; Board Policy 15
was adopted regarding asset management; began
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8238
C
Critical
70
50%
standardizing codes and cleaning the plant's asset registrar, assisted with the version upgrade to the plant's CMMS
as well as improving its functionality, updated the pumping station assets; began drafting procedures and data
standards; and coordinated access to O&M manuals, shop drawings, reports, etc. through TP GDI.
Description:
The final version of the Asset Management Implementation Plan Summary Report was published in March 2015.
The elements identified were assigned by staff to existing projects where applicable, included in maintenance
efforts as continuous improvement efforts, and the remaining elements will be completed in this project.
Implementation will require District staff time over the next three years to accomplish such tasks as standardizing
and completing the asset register, drafting to consolidate treatment plant As-Builts, consolidating CCTV databases,
and updating the asset management plan. Specialty tasks that will be managed by District staff but also require
outside assistance include utility locating, developing the reliability centered maintenance program, conducting
condition assessment of critical TP piping, and may also include integrating failure -based maintenance strategies,
developing program management standards or software/tools, and reviewing the asset management plan.
Location:
District -wide
1 •
•
•
udg
Phase:
Planning
Design
Construction
FY Total
Prior FY's
$1,189,185
$0
$0
$1,189,185
FY 16-17
$0
$0
$800,000
$800,000
FY 17-18
$0
$0
$710,815
$710,815
Future FY's
$0
$0
$0
$0
Total
$1,189,185
$0
$1,510,815
$2,700,000
153
POD Office Improvements
ame POD Office Improvements
Program:
5 ub-Program:
Project Manager:
General Improvements Program
Projects
Brad Leidecker
Dept/Division: Engineering/Capital Projects
Purpose:
The project purpose is to make improvements to the
interior and exterior of the Plant Operations Department
Administration building.
History:
The building is over 30 years old. There is an ongoing
need to renovate or reconfigure office and workstation
space to match employee needs and duties, to replace
outdated or worn out furniture, meet ADA requirements,
and to incorporate new office technologies.
Replacement of carpeting and repainting has been
completed. Modular furniture has been replaced in
several cubicles.
Description:
This multi-year project will provide an allowance to
renovate and upgrade the interior and exterior of the POD Administration offices and the Emergency Operations
Center (EOC) located in the Multi -Purpose Room. Anticipated projects include installation of cabinetry for
storage of EOC equipment. The MPR will be evaluated for security improvements.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8239
C
Critical
65
100%
Place for Image
Location:
Martinez
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
154
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0
$0 $0 $0
$459,590 $120,410 $0
$459,590 $120,410 $0
$0
$0
$0
$0
Total
$0
$0
$580,000
$580,000
Information Technology Development
imill
ame
Program:
Sub -Program:
Project Manager:
Dept/Division:
Information Technology Development
General Improvements Program
Management Information Systems
John Huie
Administration
Purpose:
To replace and upgrade IT infrastructure and software as
needed.
History:
An Information Technology Development Plan was
developed to centralize efforts and funding in the
development of computer and telecommunication
technology within the District. The District budgets IT
on a yearly basis. The IT Master plan was approved in
2015 and its implementation is within the CIB and 10
year plan.
Description:
This project is the implementation of the IT Master Plan,
please see the following document for specific work
planned this fiscal year.
Location:
District -wide
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8240
C
Critical
70
50%
Er
Place for Image
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$0 $0 $0
$0 $0 $0 $0
$1,538,800 $900,000 $1,300,000
$1,538,800 $900,000 $1,300,000 $5,661,200
$0
$5,661,200
Total
$0
$0
$9,400,000
$9,400,000
155
CMMS Replacement
Project Name
Program:
5 ub-Program:
Project Manager:
Dept/Division:
CMMS Replacement
General Improvements Program
Management Information Systems
Dana Lawson
Engineering/Planning and Development Services
Purpose:
Support the asset management program by replacing
the computerized maintenance management system
(CMMS) for both the collection system and treatment
plant.
History:
District Project 8232, GDI-SMMS Replacement, replaced
the unsupported GIS software versions with a new fully -
supported ESRI platform. The migration to ESRI will be
completed by June 2015.
The current CMMS for the collection system is no longer
vendor -supported. Additionally, consolidating all assets
into one state-of-the-art, supported system will more
effectively manage the lifecycle cost of owning and
operating these assets in support of the District's mission.
This project also supports Strategic Goal No. 6, Strategy
1, through a specific key performance indicator in the Plan.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8242
C
Critical
65
50%
rli Place for Image
.
Description:
This project will continue consolidating software systems by procuring, migrating data, configuring and
implementing an effective CMMS solution that encompasses all District assets (collection, distribution, treatment,
pump station, fleet, etc.) and efficiently integrates with the GIS. The collection system will be migrated and
configured first, followed by the treatment plant and pumping station assets.
Location:
District -wide
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
156
Prior FY's
$0
$40,980
$500,000
$540,980
FY 16-17
$0
$0
$134,020
$134,020
FY 17-18
$0
$0
$0
$0
Future FY's
$0
$0
$0
$0
Total
$0
$40,980
$634,020
$675,000
Server Room Relocation
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Server Room Relocation
General Improvements
Projects
Jason DeGroot
Engineering/Capital Projects
Purpose:
Relocate all computer/server/network equipment and
related equipment from its current location in the POD
basement to a suitable location.
History:
In FY 2014-15, the project was initiated after a major IT
server failure at the main network facility. The existing
room is a decommissioned laboratory facility which is
vulnerable to several process and other water pipelines.
Description:
At this time, this project will evaluate alternatives and
possible locations to relocate the District's main server
equipment and consider future IT requirements. Upon
the results of this evaluation, staff will prioritize and
update the costs and future schedule for any capital
improvements recommended.
Location:
Treatment Plant
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8243
P
Critical
65
50%
Place for Image
Schedule & Budge
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$85,000 $0 $0
$0 $250,000 $0
$0 $400,000 $765,000
$85,000 $650,000 $765,000
$0
$0
$0
$0
Total
$85,000
$250,000
$1,165,000
$1,500,000
157
District Equipment Acquisition
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
'strict Equipment Acquisition
General Improvements Program
Vehicles and Equipment Acquisition
Amal Lyon
Administrative/Finance and Accounting
Purpose:
To provide new, safe and cost-effective equipment for
District operations.
History:
A project is developed on a yearly basis to procure
required equipment throughout the District.
Description:
The following new equipment is scheduled to be
purchased in FY 2016-17:
POD Battery Load Tester ($16,500)
POD Digital Ultrasonic Inspection System ($6,500)
POD Bed Mill ($45,000)
$8,000 Contingency
Location:
District -wide
Project No.
Phase
Priority Rank
Ranking Score
Concord %
8516
P
Very High
55
TBD
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Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
158
Prior FY's
$0
$0
$400,000
$400,000
FY 16-17
$0
$0
$76,000
$76,000
FY 17-18
$0
$0
$100,000
$100,000
Future FY's
$0
$0
$424,000
$424,000
Total
$0
$0
$1,000,000
$1,000,000
Vehicle Replacement Program
Project Name
Program:
Sub -Program:
Project Manager:
Vehicle Replacement Program
General Improvements Program
Vehicles and Equipment Acquisition
Amal Lyon
Dept/Division: Administrative/Finance and Accounting
Purpose:
To provide the District with safe and cost-effective
vehicle replacement.
History:
In the past, a yearly project was developed to procure
required equipment and vehicles throughout the
District. This Fiscal Year, the District will budget and
acquire vehicles under a separate project and use Asset
Management principles and historic replacement costs to
provide an effective replacement strategy for vehicles.
Description:
The following vehicles are scheduled to be purchased
in FY 2016-17:
CSO Mid -Size 2x4 Truck ($33,000)
CSO 1/2 Ton 4x4 Truck ($40,000)
CSO 3/4 Ton 2x4 Truck w/Crane ($37,000)
CSO Vactor "Ramjet" Jet Rodder ($375,000)
POD 2 Qty. Cushman Titan 36 volt Flatbed Cart ($9,500 ea.),
$20,000 Contingency
Project No.
Phase C
Priority Rank Very High
Ranking Score 55
Concord % TBD
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Location:
District -wide
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17
$0 $0
$0 $0
$0 $524,000
$0 $524,000
FY 17-18 Future FY's
$0 $0
$0
$0
$500,000
$500,000
$3,976,000
$3,976,000
Total
$0
$0
$5,000,000
$5,000,000
159
Capital Improvement Program
CIB-Recycled Water Program
The District currently delivers about 200 million gallons per year of recycled water to 35 customers located within
the Zone 1 service area for landscape irrigation and commercial uses. These customers are located along the
Interstate 680 corridor in Pleasant Hill, Concord, and Martinez. The District also uses about 400 million gallons
per year at the treatment plant for process water and District property landscape irrigation. The Regional Water
Quality Control Board (RWQCB) encourages the District to expand its recycled water program, and activities
must be reported annually to the RWQCB. The District continues to pursue a number of projects as described in
the following pages.
The major emphasis of the Recycled Water Program for the next fiscal year will be supporting the recycled water
elements included in the Comprehensive Wastewater Master Plan Project and connecting individual customer
sites within the Concord Landscape Project. The District will also continue efforts to add new cost effective
customers in the District's Zone 1 service area, pursue outside funding assistance (such as federal and state
grants for all District recycled water projects), and work with water supply agencies to develop recycled water
supply alternatives. Alternative supply opportunities may include a small-scale refinery project to wholesale
about 0.5 MGD to Contra Costa Water District (CCWD) out of our existing treatment facilities, expansion of the
District's residential customer recycle water fill station, as well as adding hydrants to distribute recycled water for
commercial use.
FY 2016-17 CIB Recycled Water Program/Project Summary
Estimated Expenditures
7300
7306
7344 Recycled Water Planning
7345
7346 Surge Analysis 16-17
7347* Rew Automated Fill Station
7350* Residential Fill Station Improv
Totals
Refinery REW
Zone 1 Recycled Water
Filter Plant
*New project included in CIB.
160
Budgeted to
Date
$595,000
$395,000
$100,000
$200,000
$0
$1 15,000
$450,000
$1,855,000
Prior Fiscal
Years
7
Project Tota
$355,642 $40,000 $199,358 $595,000
$237,005 $37,815 $385,180 $660,000
$50,000 $102,185 $347,815 $500,000
$200,000 $200,000 $150,000 $550,000
$0 $55,000 $45,000 $100,000
$100,000 $15,000 $0 $115,000
$400,000 $50,000 $0 $450,000
$1,342,647 $500,000 $1,127,353 $2,970,000
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1111
Refinery Recycled Water Project
Project Name Concord Naval Weapons Station Recycled Water Planning
Program: Recycled Water Program
Sub -Program:
Project Manager: Nathan Hodges
Dept/Division: Engineering/Planning and Development Services
Urban Landscaping
Purpose:
Determine the feasibility of providing recycled water to
the Shell and/or Tesoro refineries in Martinez.
History:
Staff has worked with Contra Costa Water District
(CCWD) and refinery staff to determine if and how
recycled water might fit into future water supply
scenarios. The two refineries use a combined total
of approximately 22,500 acre feet per year (AFY) of
Delta water of which some portion could be replaced
with recycled water. In 2011, CCCSD was awarded a
grant from the U.S. Bureau of Reclamation to prepare a
feasibility study and environmental documentation. The
feasibility study closeout report was submitted March
2014. Staff has pursued a variety of federal and state
funding sources in an effort to improve the economics
Project No.
Phase
Priority Rank
Ranking Score
Concord %
P
Very High
50
100%
of a potential project. Some infrastructure required for this project already exists, but new treatment facilities are
needed to meet refinery water quality requirements.
Description:
Work with CCWD to develop a project to serve the refineries. Such a project could range from 0.5 MGD to
complete replacement of the refineries' Delta water. Continue pursuit of funding options in coordination with
CCWD for the development of a larger -scale refinery project that may include the construction of new recycled
water treatment facilities including nitrification, filtration, and disinfection facilities and possibly denitrification
facilities. Depending on the volume of recycled water served, the total estimated project cost can range from $31
to $100 million. At this time, budget is only included for project planning activities and to pursue funding and
project partners.
Location:
Martinez
Schedule &
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$355,642 $40,000 $40,000 $159,358
$0 $0 $0 $0
$0 $0 $0 $0
$355,642 $40,000 $40,000 $159,358
Total
$595,000
$0
$0
$595,000
161
Phase:
Planning
Design
Construction
FY Total
162
Zone 1 Recycled Water - Phase 1C
Project Name
Program:
Sub -Program:
Project Manager:
Zone 1 Recycled Water — Phase 1C
Recycled Water Program
Urban Landscaping
Nathan Hodges
Dept/Division: Engineering/Planning and Development Services
Purpose:
Provide recycled water for landscape irrigation and other
identified uses in the Zone 1 Project area, which includes
Pleasant Hill and portions of Concord and Martinez.
History:
In 2001, the District completed the Zone 1
Implementation Plan that provided estimated connection
costs and revenues for customers identified in the
CCWD Zone 1 Project Agreement. Depending on the
extent of use, demand for recycled water in Zone 1 for
landscape irrigation and commercial uses could be up
to 400 million gallons per year. New customers will
continue to be added to the system where technically
and economically feasible. The District is focusing on
connecting cost-effective landscape irrigation sites near
existing recycled water distribution pipelines.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
06
C
Very H
50
100%
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Description:
This project provides funds for the planning, design, and construction of recycled water facilities for landscape
irrigation customers and other identified uses in the Zone 1 Project area. Subsequent phases of this project
continue in future fiscal years.
Location:
City of Pleasant Hill, Concord, and Martinez
Schedule & Budge
Prior FY's FY 16-17
$117,005 $0
$0 $0
$120,000 $37,815
$237,005 $37,815
FY 17-18
$0
$0
$60,000
$60,000
Future FY's
$0
$0
$325,180
$325,180
Total
$117,005
$0
$542,995
$660,000
Recycled Water Planning
Project Name
Program:
Sub -Program:
Project Manager:
Recycled Water Planning
Recycled Water Program
Urban Landscaping
Nathan Hodges
Dept/Division: Engineering/Planning and Development Services
Purpose:
Develop and implement a comprehensive long-term
Recycled Water Program that provides recycled water
for landscape irrigation, industrial reuse, and other
applications.
History:
The District has worked with local water purveyors
over the years to develop partnerships and identify
opportunities to expand recycled water use. Recent
planning efforts have focused on the refinery recycled
water project; the use of recycled water on buffer
properties near the treatment plant; the use of satellite
treatment facilities to provide recycled water to landscape
irrigation customers in remote areas; other recycled water
projects outside the District's existing Zone 1 Project
Area; and work to comply with State Water Resources
Control Board requirements for salt and nutrient management plans.
Project No.
Phase P
Priority Rank
Ranking Score
Concord %
Critical
65
100%
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Description:
This project will continue efforts to increase the demand for recycled water. Perform planning studies for the
District's recycled water program to address implementation issues such as funding, regulations, treatment
technologies, developing policies (i.e. satellite recycled water facilities), public education, and gaining political
support from public agencies.
Location:
Entire Service Area
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17 FY 17-18 Future FY's
$50,000 $102,185 $100,000 $247,815
$0 $0 $0 $0
$0 $0 $0 $0
$50,000 $102,185 $100,000 $247,815
Total
$500,000
$0
$0
$500,000
163
Filter Plant
Project Name
Program:
Sub -Program:
Project Manager:
Dept/Division:
Filter Plant
Recycled Water Planning
Urban Landscaping
Nathan Hodges
Engineering/Planning and Development Services
Purpose:
This project will evaluate existing recycled water facilities
at the treatment plant, and evaluate alternatives related to
zero -discharge.
History:
The Comprehensive Wastewater Master Plan will provide
a framework for the future management of the District's
collection system and treatment plant. Included in this
effort is an evaluation of the recycled water facilities.
Description:
This project provides the funding for the Comprehensive
Wastewater Master Plan consultant to conduct the
evaluations and other work related to recycled water
facilities.
Location:
Treatment Plant
Project No.
Phase
Priority Rank
Ranking Score
Concord %
ilr-
P
Critical
65
100%
1
II
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Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
164
Prior FY's FY 16-17 FY 17-18
$200,000 $0 $0
$0 $0 $0
$0 $200,000 $150,000
$200,000 $200,000 $150,000
Future FY's
$0
$0
$0
$0
Total
$200,000
$0
$350,000
$550,000
Surge Analysis
Project Name
Surge Anal
Program: Recycled Water Planning
Sub -Program: Urban Landscaping
Project Manager: Nathan Hodges
Dept/Division: Engineering/Planning and Development Services
Purpose:
Conduct a surge analysis of the recycled water
distribution system.
History:
The distribution system has experienced a number of
pipeline breaks over the last few years. Analysis of the
circumstances surrounding many of these issues has been
a concern with pressure fluctuations.
Description:
This project will analyze the distribution system
including pumping to determine if any improvements are
needed to ensure the long-term integrity of the recycled
water pipeline system.
Location:
Treatment Plant
Project No.
Phase
Priority Rank
Ranking Score
Concord %
ilr-
P
Critical
65
100%
am
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Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's
$0
$0
$0
$0
FY 16-17
$55,000
$0
$0
$55,000
FY 17-18
$45,000
$0
$0
$45,000
Future FY's
$0
$0
$0
$0
Total
$100,000
$0
$0
$100,000
165
Rew Commercial Truck Fill Station
Project Name
Program:
Sub -Program:
Project Manager:
Rew Com - rcial Truck Fill Station
Recycled Water
Urban Landscaping
Nathan Hodges
Dept/Division: Engineering/Capital Projects
Purpose:
Increase the commercial use of recycled water through
the Recycled Water Truck Filling Program (Fill Program).
In addition, the pilot automated fill station will lower the
need for additional meters and improve the process to
obtaining recycled water.
History:
The Fill Program is one of the programs employed by
the District to deliver recycled water in Zone 1. The
District currently has three recycled water hydrants
that Contractors utilize for commercial or construction
activities. Since the State drought declaration, the
demand for using recycled water hydrants has outpaced
the supply of available meters. This demand is attributed
to a combination of water districts not distributing
potable water meters for construction -related use and an
Project No.
Phase
Priority Rank
Ranking Score
Concord %
C
Critical
65
100%
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increase in construction activity. Under pilot conditions, the District has approved the automated system and will
distribute free recycled water to commercial users.
Description:
This project will install a packaged automated commercial recycled water truck fill station within the Kiewit
property. The automated fill station will be connected to the existing recycled water hydrant. The fill station comes
complete with mechanical and instrumentation/control components. The automated fill station registers users into
the system and provides each user with a unique pin code that can track the quantity of recycled water dispensed.
Location:
Martinez
Schedule & Budg
Phase:
Planning
Design
Construction
FY Total
166
Prior FY's
$10,000
$25,000
$65,000
$100,000
FY 16-17
$0
$0
$15,000
$15,000
FY 17-18
$0
$0
$0
$0
Future FY's
$0
$0
$0
$0
Total
$10,000
$25,000
$80,000
$115,000
Residential Fill Station Improvements
Project Name
Program:
Sub -Program:
Project Manager:
Residential Fill Station Improvements
Recycled Water Planning
Urban Landscaping
Nathan Hodges
Dept/Division: Engineering/Capital Projects
Purpose:
Install additional recycled water facilities to meet
increased demand and reduce wait times for residential
fill station customers.
History:
In 2014 the District opened residential recycled water
fill stations at HHW to address the emergency drought
conditions for District customers. During 2015 the
District experience significant demand for residential
recycled water. Additional fill stations were added
at HHW and fill station traffic was adjusted to safely
handle the nearly 500 vehicle trips per day at peak
usage. Temporary staff was brought in to assist with the
training, traffic, and management of the filling operation.
Filling hours were extended to 7 days a week to address
the demand. At peak usages customers still had to wait
an hour before reaching a filling station.
Project No.
Phase
Priority Rank
Ranking Score
Concord %
P
Critical
65
100%
i
Place for Image
Description:
This project will evaluate alternatives for providing additional residential recycled water to shorten the wait
times and better meet customer demand for recycled water. One alternative to be evaluated is to connect to
the plant's utility water system, extend a line across Imhoff Place, and run the line to the Imhoff Place frontage
road. A second alternative to be evaluated will be to install additional infrastructure (including paving) on the
Kiewit property to accommodate residential users and to utilize existing fill station connections. Designs and cost
estimates will be developed in order to recommend an alternative for implementation. Construction will follow
ASAP in order to provide the additional water this summer.
Location:
Martinez
Schedule & Budget
Phase:
Planning
Design
Construction
FY Total
Prior FY's FY 16-17
$0 $0
$0 $0
$400,000 $50,000
$400,000 $50,000
FY 17-18
$0
$0
$0
$0
Future FY's
$0
$0
$0
$0
Total
$0
$0
$450,000
$450,000
167
Ten -Year Capital Improvement Plan
Purpose
The District has developed a ten-year Capital Improvement Plan (CIP) for the District's capital facilities and
financing needs. The CIP is updated every year. Specifically, the plan identifies and prioritizes capital projects
needed to accomplish the District's mission. It also includes cost estimates for proposed project work and
projections for the various sources of revenue needed to meet the cash flow requirements of the CIP.
The principal purpose of the CIP is to provide the District's Board of Directors with the information needed to
formulate long-range policy regarding:
- Priority and Schedule - identify, prioritize, and schedule the projects necessary to accomplish the District's
mission.
- Financing - plan sufficient financial resources for completion of the projects proposed in the CIP.
The following discussion provides: 1) a general description of the plan; and 2) a discussion of potential,
unbudgeted future projects.
Capital Improvement Plan Objectives
The District Has Identified Four Principal Objectives For Its Capital Improvement Plan:
▪ Support the District's mission to protect public health and the environment by:
- Collecting and treating wastewater, and
- Being a high performance organization that provides exceptional customer service and regulation
compliance at responsible rates.
- Accommodate future growth in the service area as approved by the city and county planning agencies
responsible for land use policy decisions.
▪ Respond to issues of community concern by:
- Managing the cost of operating and maintaining facilities
- Reducing objectionable odors
- Cooperating with other public agencies to avoid duplication of effort and improve service delivery
- Reducing power consumption through energy management
- Asset Management
168
Ten -Year Capital Improvement Plan
Specific Projects In The Ten -Year Plan
Drivers for the CIP
Capital improvement projects are identified by four major drivers: Replacement and Rehabilitation, Regulatory,
Sustainability/Energy/Optimization, and Capacity Expansion. Below is a brief discussion of each driver.
1. Replacement and Rehabilitation
This category focuses on projects related to aging infrastructure and the replacement requirements of the District.
The District operates and maintains approximately $3.6 billion of assets, and several projects in each program have
been initiated or in progress to meet the replacement or rehabilitation of the District's infrastructure.
2. Regulatory
This category ensures that the District remains in full regulatory and safety compliance with all applicable
regulations.
3. Sustainability/Energy/Optimization
This category focuses on projects that optimize existing processes, energy efficiency, and/or sustainability of the
treatment plant or collection system and other facilities.
4. Capacity Expansion
The capacity expansion projects are developed to upgrade and improve existing facilities to meet increasing flow
due to in -fill, new development, and wet weather.
The CIP is broken down into these four drivers and, as projects develop and are prioritized, they are then grouped
into the four programs as shown in the CIB:
1) Treatment Plant Program; 2) Collection System Program; 3) General Improvements Program; and 4) Recycled
Water Program.
A brief description of each program and a list of projects for the ten years of this plan are provided in the Capital
Plan sections for each of the four programs.
Summary
This CIP assumes that funds will be available to support the plan. These funds come from all the sources of
revenue as discussed in the Finance and Revenue section. The only two discretionary sources of revenue are the
sale of bonds or adjustment of the capital component of the Sewer Service Charge. This document is for planning
purposes only. The District Board has not yet voted to sell bonds to fund this planned program. The plan is
currently funded on a year -by -year basis when the Capital Improvement Budget (CIB) for the upcoming fiscal
year (FY) is formally authorized and adopted by the Board. Changes in capital revenue forecasts or changes in
recommended expenditures may result in changes to this ten-year plan.
169
Ten -Year Capital Improvement Plan
Treatment Plant Program
The Treatment Plant Program includes projects that will meet changing regulatory mandates, address
recurring renovation needs, and upgrade the wastewater treatment plant in areas such as hydraulic/process and
solids handling. The emphasis of the Treatment Plant Program will be on the renovation needs of the aging
infrastructure of our complex treatment facility and on meeting increasingly stringent regulatory requirements.
The Comprehensive Wastewater Master Plan started in July 2015 will be completed in the spring of 2017. This
Master Plan effort will help the District coordinate and evaluate past studies and planning work and provide
new condition assessments to produce a future CIP. The information presented in the FY 2016 CIP has been
coordinated with the Master Plan effort to date and revised for future projects.
Capacity improvements will be primarily limited to those needed for the solids handling processes and to handle
wet weather flows. One large regulatory project facing the District in the next ten to twenty years: the Nutrient
Removal project. Staff will continue to evaluate treatment alternatives and pilot programs in anticipation of
possible regulatory changes and to help identify improvements and process capabilities. These projects will include
nutrient removal, alternative energy, and/or solids handling.
This section is a listing of the projects in the ten-year CIP that pertain to the District's wastewater treatment
plant. The CIP is based on the recognition that plant facilities require ongoing renovations and replacement.
Environmental regulations will likely become more stringent in the future, and the District is on a gradual but
steady pace towards build -out over the next 20 years. Major emphasis is on maintaining existing assets, improving
processes when cost effective, and ensuring regulatory compliance.
Replacement and Rehabilitation
The goals of this category are to provide for ongoing or future renovation activities. This category provides capital
funds for replacement or rehabilitation of aging treatment plant infrastructure. The projects include Equipment
Replacement, Piping Renovations and Replacement, Electrical and Instrumentation Replacement, and Electrical
Switchgear Project.
Regulatory
The goals of the Regulatory and Safety projects are to ensure that existing and future facilities meet safety and
regulatory requirements. These projects cover a wide variety of subjects to improve facilities for safety reasons,
to reduce emissions of pollutants to the environment, and to meet future regulatory requirements. Budgeted
projects to address regulatory requirements include the wet and dry scrubber replacement, headworks screening
removal, multiple hearth furnaces (MHF) improvements (emissions requirements), outfall improvements, and soil
remediation.
Sustainability/Energy/Optimization
The goals of the Sustainability/Energy/Optimization projects are to continue upgrading and improving the
treatment plants existing infrastructure and systems to optimize for energy use, lower maintenance costs, and
prevent major failures at the treatment plant. Projects in this category include seismic improvements, centrifuge
and cake pump upgrades, plant energy optimization, and aeration system improvements.
170
Ten -Year Capital Improvement Plan
Capacity Expansion
The goals of the expansion projects are to upgrade and improve existing facilities to meet increasing flow due to
development in -fill, new development, and wet weather.
Treatment Plant Replacement and Rehabilitation Projects — 2016-2026 Capital Improvement Plan
Project Title
Piping Renovations
and Replacement
Program
Treatment Plant
Equipment
Replacement
Plant Electrical and
Instrumentation
Replacement
Treatment Plant
Protective Coating
Renovation
WPM
Location
Description
This ongoing project will improve the reliability of treatment
plant piping systems above and below ground by inspection,
2016 renovation, and replacement where required. The Asset
through Management Plan and the Comprehensive Wastewater Master
2026 Plan will ultimately be used to provide recommendations for
additional renewal and replacement needs of major piping
systems.
Investigate and replace plant equipment to reduce
maintenance costs, increase reliability, and improve treatment
operations through replacement or reconditioning of
technologically obsolete, worn out, maintenance -intensive
equipment, or equipment that is no longer supported by
its manufacturer. The Asset Management Plan and the
Comprehensive Wastewater Master Plan will ultimately be
used to provide recommendations for additional renewal and
replacement needs of major equipment.
The project will identify deficiencies in the electrical,
instrumentation, and control (EI&C) systems in the Treatment
EntireTreatment Plant and rectify the issues.The Asset Management Plan and
Plant the Comprehensive Wastewater Master Plan will ultimately be
used to provide recommendations for additional renewal and
replacement needs of the EI&C systems.
The Asset Management Plan Project is documenting the
condition of District facilities and equipment and will be used
to recommend needed coating projects.
2016
through
2026
2016
through
2026
2016
through
2026
EntireTreatment
Plant
EntireTreatment
Plant
EntireTreatment
Plant
171
Ten -Year Capital Improvement Plan
Treatment Plant Regulatory and Safety Projects - 2016-2026 Capital Improvement Plan
Project Title
Nitrification
Disinfection
New Solids Handling
Facilities (MHF/
Digesters)
TP Safety
Improvements
Program
Future Regulatory
Projects
Primary Treatment
Covers
Treatment Plant
Hazard Identification
and Remediation,
Phase 2
Treatment Plant Soil
Remediation, Phase 2
172
Year Location Description
2023
2024
2023
Ongoing
2021
2022
2020
2023
Aeration Basins
and Clarifiers
Ultraviolet
Disinfection
EntireTreatment
Plant
EntireTreatment
Plant
EntireTreatment
Plant
Primary Sed
Basins
EntireTreatment
Plant
Area east
of existing
aeration tanks
There are a number of potential regulatory changes that may
be implemented within the next ten years. These changes
may include requirements that will necessitate the District to
remove ammonia and other nutrients from effluent flow in
the future. This will require either an expansion of the aeration
tanks and clarifiers or use of other technologies and significant
capital expenditures. The Comprehensive Wastewater Master
Plan will ultimately be used to provide recommendations for
nutrient removal improvements and update the CIP.
Depending on future regulatory requirements and necessary
modifications to the treatment plant, an alternative
disinfection method may be required. The Asset Management
Plan and the Comprehensive Wastewater Master Plan will
ultimately be used to provide recommendations for the
renewal and replacement of the disinfection system.
There are a number of potential regulatory changes that may
be implemented within the next ten years. These changes
may include requirements that will necessitate replacement
of the existing Multiple Hearth Furnaces with Fluidized Bed
Incinerators, or construction of Anaerobic Digesters, or a
combination thereof, use of other available technology for
treatment and disposal of sludge. These anticipated changes in
solids handling will require significant capital expenditures in
the next fifteen years. The Comprehensive Wastewater Master
Plan will ultimately be used to provide recommendations for
solids handling improvements and update the CIP.
Improvements will be made to enhance and provide a safe
working environment throughout the treatment plant.
Potential new regulations that impact operation of the
treatment plant will emerge in the future. The Comprehensive
Wastewater Master Plan will ultimately be used to provide
recommendations for handling improvements required to
meet future regulations and update the CIP.
Primary tanks may need to be covered to meet regulations and
reduce odors.
This project will identify and remediate hazardous materials
within the treatment plant.This will minimize the exposure
of the District's employees to hazardous materials during the
course of their work.
The soil east of the existing aeration tanks is contaminated. To
expand the aeration tanks in preparation for plant conversion
for nitrification, the contaminated soil will have to be either
treated on site or removed and disposed at an appropriate -
class landfill.
Ten -Year Capital Improvement Plan
Treatment Plant Sustainability/Energy/Optimization Projects - 2016 Capital Improvement Plan
Project Title
SCB Seismic
Improvements
Furnace Burner
Warehouse Seismic
Upgrade
Alternative Energy
Facilities, Phase 2
Aeration System
Renovation, Phase 2
Secondary Process
Improvements, Phase
2
Laboratory Seismic
Upgrade
Year Location
Solids
2022 Conditioning
Building
2019
Solids
Conditioning
Building
Warehouse/
2019 Mechanical
Shop
2022
2019
2020
EntireTreatment
Plant
Pump and
Blower Building
and Primary
Tanks area
Aeration Basins
and Clarifiers
2024 Laboratory
Description
Design and construct seismic improvements based upon
the recommendations provided in work done under the
Treatment Plant Seismic Evaluation Project (DP 7267). The
improvements will meet requirements of the latest building
codes.Timing/need for this project will be coordinated with
the recommendations from the New Solids Handling project.
Modifications will be made to ensure compliance with
emerging regulations. This project will improve operational
flexibility of the multiple hearth furnaces by adding auxiliary
fuel delivery, piping and burners, and the ability to co -fire
natural and landfill gases for the furnaces.
This project will design and construct seismic improvements
based on the recommendations provided in work done under
the Treatment Plant Seismic Evaluation Project (DP 7267).The
improvements will meet requirements of the latest building
codes.
This project includes evaluation and replacement of the
District's cogeneration unit with a new, more efficient power
generation unit or use of an alternative energy source.
This project will design and construct small electric blowers
for the grit chambers and will optimize use of existing steam
blowers and modify the existing electric blower. Adding
nitrification and/or nutrient removal to the treatment process
will have a major impact on the aeration system and will need
to be evaluated.
This project will replace and modify existing piping and
components of the secondary process to extend the life of the
system and add flexibility to the selector channel.
This project will design and construct seismic improvements
based on the recommendations provided in work done under
the Treatment Plant Seismic Evaluation Project (DP 7267).The
improvements will meet requirements of the latest building
codes.
173
Ten -Year Capital Improvement Plan
Collection System Program
The Collection System Program includes projects needed to renovate aging sewers and to serve new development
in the District's service area. Specific near term and long term goals include upgrading the system where necessary
to address capacity needs, improving the reliability of the District's pumping stations, and implementing projects
to address renovation needs. The Collection System Master Plan and the new hydrodynamic hydraulic model
analysis will be used to identify and prioritize the collection system projects.
Since its inception in FY 2002-03, the District -Wide TV Inspection program has been used to identify line
segments in need of renovation. The TV inspection results, coupled with CSO maintenance records and hydraulic
analysis, are used to prioritize lines in need of renovation. The areas of concern are then grouped geographically
and bid as District projects. The TV inspection program helps CSO to better prioritize and plan maintenance
activities and has been moved to the Operations and Maintenance budget to reflect the ongoing and District -wide
nature of the program.
The Collection System Master Plan is currently being updated and is incorporating changes in planned
development within our service area. The updated master plan will document the sewers which will need to be
upsized to increase capacity over approximately the next 30 years. As this capacity is needed, these lines will be
added to the capital program. The Collection System Program also provides for pumping station and force main
improvements to increase station capacity, provide emergency power, and upgrade old equipment to increase
capacity and improve reliability.
The Collection System Program includes projects to provide renovation of the collection system infrastructure
and to serve new development in the District's service area. Projects also provide improvements to pumping
stations and force mains. These improvements provide capacity and renovation to reduce the likelihood of sewage
overflows during dry and wet weather.
Renovation
The renovation program goal is to address recurring renovation needs. In prior years, renovation needs
were identified by CSOD through their critical line segments list. This information is now augmented by a
comprehensive TV inspection program of the entire collection system that is now funded through the District's
Operations and Maintenance budget. This information is being utilized to develop improved estimates of the
short- and long term recurring renovation needs. The District's collection system contains pipe reaches of many
material types, sizes, ages, and other installation conditions that must be evaluated and replaced on an appropriate
cycle. This cycle is determined by the condition of the pipe.
Regulatory Compliance/Planning/Safety
For the past few years, the District has anticipated more stringent regulations with respect to the operation and
maintenance of the collection system to reduce overflows. The local Regional Water Quality Control Board staff
implemented such a program in 2005, and the State Board implemented a similar requirement in 2006. Both
regulatory bodies require each collection system agency to have prepared a Sewer System Management Plan
(SSMP). They require careful review and documentation of the District's continuing evaluation and planning for
the collection system in the areas of capacity management, operation, and maintenance.
174
Ten -Year Capital Improvement Plan
Deteriorating private sewer laterals are known to be a significant source of inflow and infiltration (I/I) throughout
the wastewater industry. Addressing this issue will require substantial capital and extensive coordination. The
District has been actively participating in discussions related to the reduction of private property I/I on the local
and state levels. It is anticipated that more stringent regulations to address deteriorated private sewer laterals will
be imposed in the not -too -distant future.
Expansion
As part of the ongoing Collection System Master Plan Update, the District's sewer system hydraulic model is being
updated; possible capacity deficiencies will be identified and prioritized. Large capacity projects that are planned
over the next ten years include trunk sewer improvements in locations in Pleasant Hill, along Lancaster Road and
the Walnut Boulevard corridor in Walnut Creek, Moraga Way in Orinda, in San Ramon (Schedule C Interceptor),
and trunk sewers along Alhambra Avenue in Martinez. Developer sewers and other projects throughout the
District relieve and expand capacity limited pipe sections.
Pumping Stations
The Asset Management Plan and the Comprehensive Wastewater Master Plan will ultimately be used to provide
recommendations for the renewal and rehabilitation of the pumping stations.
175
Ten -Year Capital Improvement Plan
Collection System Renovation Projects — 2016 Capital Improvement Plan
Project Title
Mt. Diablo Boulevard
Main Improvements
Collection System
Renovation Program
Concrete Pipe
Renovation
Collection System
Urgent Projects
North Main Trunk
Improvements
Locust Street
Improvements
A-line Relief -39 Inch
Rehab
Collection System
Year
2022
Ongoing
Ongoing
Ongoing
2019
2019
2021
Location
Mt. Diablo Blvd.
Throughout
the collection
system
Throughout
the collection
system
Throughout
the collection
system
N. Main from
Civic Dr. and
Carlback Ave.
Locust Street in
Walnut Creek
A-line near
Treatment Plant
Description
Rehabilitate or replace sewers within the Mt. Diablo Blvd.
corridor in Walnut Creek, as identified in the Downtown Walnut
Creek Facilities Plan.
Systematically replace or renovate small diameter sewers to
minimize overflows, limit the quantity of rainfall entering the
collection system, control future maintenance requirements
and costs, and improve the level of service provided (as
measured by stoppages, private property damage, impacted
traffic, entry onto private property) to the residents/ratepayers.
The ongoing TV inspection program will be the major source
of these future projects.
Identify, evaluate, and schedule remediation for concrete
pipes.
Identify and restore sewers damaged or threatened by storms
or found to be structurally deficient by CSO.
Rehabilitate or replace sewers along North Main between Civic
Drive and Carlback Avenue in Walnut Creek, as identified in the
Downtown Walnut Creek Facilities Plan.
Rehabilitate or replace sewers within the Locust Street corridor
in Walnut Creek, as identified in the Downtown Walnut Creek
Facilities Plan.
Twenty million gallons of relief capacity for the existing A -Line
near the treatment plant could be achieved by rehabilitating
the old 39 inch Trunk No. 1.
Regulatory Compliance/Planning/Safety Projects — 2016 Capital Improvement Plan
Project Title
Year Location Description
Manhole Remote
Level Monitoring
Collection System
Planning
Ongoing
Ongoing
Throughout
the collection
system
Throughout
the collection
system
Identification and modification of manholes with the
installation of remote level monitoring products to alert
dispatch or on-call crew members via cell phone of a potential
overflow or stoppage.
Identifies, evaluates, and schedules short- and long-term sewer
capacity projects and provides design flow rates for major
facility plans.
The previous Collection System Master Plan Update (2010) identified capacity deficiencies in the following
trunk sewers. The expansion projects to correct these deficiencies are defined below. However, this Plan will be
reevaluated under the Comprehensive Wastewater Master Plan in the Collection Systems.
176
Ten -Year Capital Improvement Plan
Collection System Expansion Projects - 2016 Capital Improvement Plan
Project Title
Year
Location
Description
Contractual
2022 Mt. Diablo Blvd.
Assessment Districts Ongoing
Trunk Sewer
Expansion Program
Lancaster Road,
Walnut Creek, TR
13-600
Walnut Boulevard,
Walnut Creek, TR 29-
200, Phase 1
Martinez Alhambra
Avenue Trunks
Lafayette — Happy
Valley Road
Walnut Creek —
Palmer Road
A-line Relief
Interceptor, Phase 2B
Development
Sewerage
Diablo Road, Danville,
Trunk 35-400, Phase 1
Lafayette Lower
Pleasant Hill Road
Trunk
Nelson Avenue Sewer
Replacement
San Ramon Schedule
C Interceptor, Phase 2
Ongoing
2019
2023
Throughout the
service area
Throughout the
collection system
Lancaster Rd. and
Meadow Rd.
In Walnut Blvd.
from Homestead
Ave. to Norlyn
Drive
In Alhambra Ave.
2018 from Highway 4
to C St.
In Happy Valley
2020 Rd. from Baker to
Franklin
In Palmer
Rd. between
Sylvan Rd. and
Hawthorne Dr.
From Galaxy Way
to Willow Pass Rd.
along the bank of
Walnut Creek
2023
2024
Ongoing
2024
2024
2024
2024
Throughout the
collection system
Easement south
of Highbridge Ln.
to North of Green
Valley Creek
Pleasant Hill Rd.
from Old Tunnel
Road to north of
Olympic Blvd.
Easement from
Bates Ave. to
Nelson Ave. in
Concord
San Ramon
between Norris
Canyon Dr. and St.
John Court
Rehabilitate or replace sewers within the Mt. Diablo Blvd.
corridor in Walnut Creek, as identified in the Downtown Walnut
Creek Facilities Plan.
Provides a financing mechanism for the extension of public
sewers into areas which are currently served by septic tanks.
Systematically upsize and increase the capacity of trunk sewers
to prevent sewer overflows and accommodate planned growth
as identified in the Collection System Master Plan.
Replace approximately 5,100 feet of the existing trunk sewer
with 15- to 18 -inch lines.
Replace approximately 7,000 feet of the existing trunk sewer
with 18- to 24 -inch lines.
Replace approximately 5,700 feet of the existing trunk sewer
with 18- to 24 -inch lines.
Replace approximately 3,200 feet of the existing trunk sewer
with 15- to 18 -inch lines.
Replace approximately 1,000 feet of the existing trunk sewer
with 15 inch line.
Approximately 4,000 feet of new 72 -inch line.
Provides for capitalization of District labor and other expenses
for planning, design, and construction of developer installed
and contributed main sewer facilities.
Replace approximately 600 feet of existing trunk sewer with
33 -inch line.
Replace approximately 3,500 feet of existing trunk sewer with
21 inch line.
Replace approximately 1,700 feet of existing trunk sewer with
18 -inch line.
Replace approximately two miles of 36 -inch gravity sewer.
177
Ten -Year Capital Improvement Plan
The Asset Management Plan and the Comprehensive Wastewater Master Plan will ultimately be used to provide
recommendations for the renewal and rehabilitation of the pumping stations.
Collection System Expansion
o'ect Titl
Lower Orinda
Pumping Station
Force Mains
Orinda Crossroads
Pumping Station
Force Mains
Moraga Pumping
Station Force Mains
Concord Industrial
Pumping Station
Replacement
Clyde Parallel Force
Main
PS Equipment and
Piping Replacement
Pump Station Safety
Improvements
Program
Buchanan North
Pumping Station
Upgrades
Bates Boulevard
Pumping Station
Upgrades
Moraga Pumping
Station Grinder
Moraga Diesel
Replacement
178
1
Projects — 2016 Capital Improvement Plan
Year
2018
2019
2022
2022
2023
ongoing
ongoing
2020
2021
2017
2024
Description
Evaluate the condition of the existing force mains, implement any needed
rehabilitation, and install a third force main for reliability.
Evaluate the condition of the existing force mains and implement any needed
rehabilitation.
Evaluate the condition of the existing force mains and implement any needed
rehabilitation.
Evaluate the flows from the North Concord service area and additional flows that
may come from the development of the Concord Naval Weapons Station.This
information will be utilized to install a new station in the same or different location.
Evaluate elimination of the Clyde and Bates Avenue Pumping Stations.
Evaluate the potential to eliminate the Clyde Pumping Station as the Concord Naval
Weapons Station is developed. If the station cannot be eliminated, a new parallel
force main will be constructed to ensure reliable operation of the pumping station.
Replace or recondition failed and obsolete pumps, piping, valves, electrical,
instrumentation, and other support equipment.
Investigate the presence of hazardous materials requiring abatement and perform
remediation efforts to reduce the potential for exposure.
In case the Buchanan North PS is not replaced by a gravity sewer, it will need to be
renovated.
Evaluate and implement needed improvements.
Evaluate and install a grinder to eliminate rag and disposable wipe clogging issues.
Evaluate condition and complete rehabilitation or replacement of the existing
diesel engine in order to allow adequate runtime and comply with emission
requirements.
Ten -Year Capital Improvement Plan
General Improvements Program
This program addresses the property and equipment needs of the District. Specific projects include property
acquisition, improvements to the District's buildings and other District properties, information system and data
management upgrades (computer hardware and software), and other miscellaneous equipment, including vehicles.
This program includes an Asset Management Program subprogram.
This General Improvements Program is dedicated to funding the property, equipment, office and corporation yard
improvements, map production, and information technology needs of the District. The General Improvements
Program also provides funding for activities associated with the capital program, such as capital project legal
expenses and preparation of the CIB/CIP each year.
The focus of the General Improvements Program over the next ten years will be the equipment budget,
improvements in the District's management information systems, seismic upgrades to various District buildings,
and development of an Asset Management Program. While consistent investment in our treatment and collection
systems has occurred over the last 30 years, the District office and other buildings have not had consistent capital
improvements. With most of these buildings over 25 years of age, the CIP includes more projects for renovations of
the interiors and exteriors of the buildings, such as upgrading kitchen and lunch rooms, painting or sealing walls,
replacing ceiling tiles, upgrading lighting fixtures, and replacing worn or outdated flooring and furniture, as well as
bringing the buildings up to current seismic standards.
General Improvements Projects - 2016 Capital Improvement Plan
Project Title
CSO Vehicle
Maintenance Building
HOB Improvements -
Long Term
General Security and
Access
Year Description
2018
Ongoing
Improvements to the CSO Vehicle Maintenance Building and the attached
office structure were not included in the new CSOD Facility Project and will
be undertaken separately. This project will evaluate alternatives for repair or
replacement of the office building structure attached to the vehicle maintenance
structure. Originally built in 1972, the office building has experienced significant
differential settlement in the floor slab in recent years that needs to be addressed.
Provide capital improvements to the HOB facilities (interior and exterior) in
Martinez.
This project includes installing alarm systems, adding gates in the perimeter
Ongoing security fencing, upgrading security cameras, improving general area lighting,
installing fencing and signage.
179
Ten -Year Capital Improvement Plan
Recycled Water Program
The District will continue to expand its urban landscaping projects in a cost-effective way by linking recycled water
pipeline projects with sewer construction projects. Major projects include identifying the infrastructure needed to
supply recycled water to the Concord Naval Weapons Station and construction of the Concord Landscape project.
District staff will also continue to pursue financial partners identified in the Wholesale Opportunity of Recycled
Water study completed in early 2016, such as the refinery recycled water project. This project is not currently
budgeted except for small expenditures to cover planning activities.
The Recycled Water Program includes projects to meet the District's goal of developing additional cost-effective
recycled water customers.
Capital expenditures over the next ten years are primarily focused on planning to develop a large scale industrial
reuse project (such as the refineries or power plant use) and construction of the Concord Landscape Project, which
was awarded state and federal grant funding. Budget is also included for completing the remaining connections to
landscape irrigation customers in the Zone 1 Project Area located in Pleasant Hill, Concord, and Martinez near
the I-680 freeway, and for planning work associated with providing recycled water to the proposed development
at the Concord Naval Weapons Station site. No budget is currently provided for implementation of a large-scale
industrial reuse project; however, budget is included for planning work and for continuing efforts to obtain outside
funding assistance.
180
Ten -Year Capital Improvement Plan
Capital Improvement Expenditures
This plan covers the ten-year period from FY 2016-17 through FY 2025-26. The plan includes projected
expenditures totaling $413,400,000 (in 2016 dollars).
In addition to providing the basis for policy decisions concerning the District's long range Capital Improvement
Program and management of the Sewer Construction Fund, the CIP also serves as the framework for fee analysis
and is the basis for the FY 2016-17 CIB (the first year of the CIP).
A summary of the ten years of planned expenditures by program, without inflation, is contained in Table 1.
Table 1 —Ten -Year Program Expansion-Upgrade/Replacement Estimated Expenditures
181
Ten-year Program Estimated Expenditures (2016-2026)
Summary by Program (In 2016 Dollars)
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Ten -Year Capital Improvement Plan
Comprehensive Wastewater Vaster Plan
The District started working on a Comprehensive Wastewater Master Plan project in June 2016. This project is
developing a Comprehensive Wastewater Master Plan (CWMP) that will determine the future capital improvement
needs, and priorities for the District's collection system, wastewater treatment plant, and recycled water facilities.
This project is expected to be completed early in 2017.
The majority of the District's existing treatment plant facilities were constructed in the late 1970s and early
1980s following the passing of the Clean Water Act, and some of the collection system facilities and piping were
constructed as early as the 1940s and 1950s. The District recognizes the need to address aging infrastructure and,
as a result, is developing an Asset Management Plan. Due to potential changes in future state and/or federal water,
air, and solids regulations, there is a need to develop a CWMP that coordinates regulatory -driven changes with
aging infrastructure needs and other capacity related and optimization improvements. Potential regulatory changes
include:
- Changes to existing final effluent limits to address nutrients, selenium, contaminants of emerging concern, and
others;
- Changes to California/National Toxics Rules, 303 (d) listed pollutants and micro pollutants, and new virus -
based disinfection criterion;
Reductions in greenhouse gas emission cap and trade program thresholds;
- Compliance with Federal 129 sewage sludge incineration rules, changes to air emission limits, and biosolids
handling/management and disposal regulations;
- Recycled water, including potential coordinated projects with water agencies on indirect and even direct
potable reuse requirements; and
- Collection system regulatory requirements.
A key deliverable of the CWMP will be a recommended Capital Improvement Plan (CIP) for the next 20 -year
planning horizon. The recommended CIP will include descriptions, rationales, and estimated costs for collection
system and wastewater treatment plant capital improvement projects and ongoing programs in order to address
aging infrastructure, meet existing and anticipated regulatory requirements, accommodate planned growth,
optimize energy use, and implement the District's vision for a "plant of the future" that is consistent with the
District's Strategic Plan. For example, the CWMP will be a critical tool used by the District to implement the
following strategies from the District's Strategic Plan (Fiscal Year 2016-17):
- Meet Regulatory Requirements for the Good of the Community and Environment by striving to achieve 100%
permit compliance in air, water, land, and other regulations, and by striving to reduce the number of sanitary
sewer overflows by continuing Best Management Practices.
- Be a Leader in the Wastewater Industry by using sustainable practices that minimize waste, maximize
resources, protect the ratepayer, improve the community, and embrace innovation.
Maintain Reliable Wastewater Infrastructure by updating the Capital Improvement Program through
prioritization, risk analysis, while focusing on the sustainability of customer service, environmental needs, and
economic demands.
182
Ten -Year Capital Improvement Plan
The CWMP is critical for maintaining a high level of service, establishing long term, fiscally responsible policies for
our customers, and providing a clear direction for the District. To accomplish this, the CWMP will:
1. Confirm CIP projects, costs, and site layouts for future facilities.
2. Identify linkages among the major capital improvement projects and repair and replacement strategies such that
the projects can be resorted and rescheduled as changes in planning assumptions and needs occur.
3. Identify triggers for implementing applied research (if applicable), preliminary design, design, and construction
of the recommended capital improvement projects in order to determine efficient "just -in -time" project
implementation.
4. Identify new or updated policies, programs, and guidelines for Board consideration to address overall program
implementation including project prioritizations, implementation costs, project delivery methods, potential
funding sources, and an estimated schedule for implementing plan elements.
5. Confirm and incorporate operations, maintenance, and energy management strategies.
6. Accelerate and coordinate condition assessments with implementation of the Asset Management Plan and
confirm long-term repair and replacement strategies.
Some of these potential future projects are not all currently included in the District's CIP. The District's CIP will be
updated annually as projects are clarified and coordinated with the District's CWMP.
183
Debt Program
Debt Program
The District has utilized a pay-as-you-go philosophy and uses debt financing for large capital improvements
brought about by regulatory changes or other unforeseen factors. Currently the District is repaying a State of
California Water Reclamation Loan and 2009 Revenue Bonds. The District may issue new bonds in the future
based on the results of comprehensive wastewater master plans that are currently in process. The District's
Debt Service is funded by ad valorem tax and interest income. Debt service is projected at $3.8 million. Table 1
summarizes the Debt Service Fund Budget.
Table 1 - Debt Service Fund Budget Summary
ebt Service Fund FY 2016-1
Debt Service Revenue:
Reserve Account Bond Interest Income
Ad Valorem Tax (portion allocated to Debt Service)
$42,497
$3,748,310
$3,790,807
Debt Service Expense:
2009 Bond Interest Payment and Amortized Costs, Tess Tax Subsidy on BAB $1,275,346
6.8% reduction of tax subsidy due to congressional sequestration
Recycled Water Loan Interest Payment
$28,342
$9,363
Total Interest Payment and Amortization Costs $1,313,051
p
2009 Bond Principal Payment $2,300,000
Recycled Water Loan Principal Payment
$177,756
Total Principal Payments $2,477,756
Total Debt Service Interest, Amortized Costs and Principal Payments $3,790,807
Fund Balance - Beginning of Year
Revenue over Expense
Transfer from/(to) O&M or Capital
Fund Balance - End of Year
184
Debt Program
Revenue Bonds
The 2009 Wastewater Revenue Certificates of Participation, Series A and Series B (Bonds) were issued for
$19,635,000 and $34,490,000, respectively, and were issued on November 12, 2009 and December 3, 2009.
The Series A Bonds are federally taxable "Build America Bonds" which have a rate subsidy from the Federal
Government. Yields on this series range from 3.45% to 3.78% net of the subsidy. The Series B Bonds are tax
exempt bonds that were used to refund the 1998 and 2002 bond issues and raise an additional $30 million in new
proceeds with yields ranging from .40% to 3.79%.
The two bonds total $54,125,000, and are secured by a pledge of tax and net revenues of the wastewater system.
Both bonds will be fully amortized as of September 1, 2029.
Reclamation Loan
The District entered into a contract with the State of California State Water Resources Control Board (Board),
which advanced the District $2,916,872 for design and construction costs for projects related to recycled water
treatment programs. The District must repay advances from the Board over a 20 -year period ending in FY 2017-
18. Figure 1 and Table 2 summarize the District's debt service obligations.
Figure 1 - Debt Service by Type
$6,000,000 .
$5,000,000 •
$3,000,000 •
n Ts
O
0
$2,000,000 •
$1,000,000 •
$0
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Fiscal Year
■1994/1998/2002 Refunding Revenue Bonds ■2009 Bonds ■Recycled Water Loan
185
Table 2 - Debt Summary
Fiscal
Year
Principal
Amortization
& Interest
Total Debt
Service
2009 Bonds
Principal
Amortization
& Interest
Total
Debt
Service
Recycled Water Loan
Principal
Interest
1994-95 - $688,127 $688,127
1995-96 - $1,458,830 $1,458,830
1996-97 $755,000 $1,459,741 $2,214,741
1997-98 $790,000 $1,421,245 $2,211,245
1998-99 $835,000 $1,150,177 $1,985,177 $139,194 $47,925
1999-00 $725,000 $1,221,898 $1,946,898 $114,900 $72,219
2000-01 $1,245,000 $1,181,356 $2,426,356 $1 17,887 $69,232
2001-02 $1,285,000 $1,195,057 $2,480,057 $120,952 $66,167
2002-03 $1,330,000 $1,832,680 $3,162,680 $124,097 $63,022
2003-04 $1,375,000 $1,790,547 $3,165,547 $127,323 $59,796
2004-05 $1,995,000 $1,719,372 $3,714,372 $130,634 $56,486
2005-06 $2,060,000 $1,641,214 $3,701,214 $134,030 $53,089
2006-07 $2,135,000 $1,559,500 $3,694,500 $137,515 $49,604
2007-08 $2,210,000 $1,472,113 $3,682,113 $141,090 $46,029
2008-09 $2,300,000 $1,379,326 $3,679,326 $144,759 $42,360
2009-10 $2,390,000 $190,068 $2,580,068 $1,255,607 $1,255,607 $148,522 $38,597
2010-11 $3,460,000 $2,027,168 $5,487,168 $152,384 $34,735
2011-12 $3,465,000 $1,888,601 $5,353,601 $156,346 $30,773
2012-13 $3,605,000 $1,775,376 $5,380,376 $160,411 $26,708
2013-14 $3,720,000 $1,941,016 $5,661,016 $164,582 $22,538
2014-15 $3,865,000 $1,474,513 $5,339,513 $168,861 $18,258
2015-16 $2,210,000 $1,375,080 $3,585,080 $173,251 $13,868
2016-17 $2,300,000 $1,275,346 $3,575,346 $177,756 $9,363
2017-18 $2,405,000 $1,198,221 $3,603,221 $182,377 $4,742
2018-19 $2,480,000 $1,103,530 $3,583,530
2019-20 $2,580,000 $1,000,996 $3,580,996
2020-21 $2,685,000 $902,873 $3,587,873
2021-22 $2,785,000 $792,406 $3,577,406
2022-23 $2,900,000 $673,794 $3,573,794
2023-24 $3,015,000 $549,015 $3,564,015
2024-25 $1,905,000 $469,232 $2,374,232
2025-26 $1,975,000 $387,397 $2,362,397
2026-27 $2,060,000 $300,296 $2,360,296
2027-28 $2,145,000 $209,576 $2,354,576
2028-29 $2,235,000 $115,059 $2,350,059
2029-30 $2,330,000 $16,533 $2,346,533
Final Payment made from Reserve Fund
Total
Debt
Service
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
$187,119
Note: 2009 Bond debt service reflects the original repayment schedule amounts. Changes to GASB rules and sequestration of Build
America Bond refunds have changed actual total debt service in some years. Actual debt service amounts are in the CAFR and audited
financial statements.
186