HomeMy WebLinkAbout05.a.2) Attachment 3: (Final) Draft Fiscal Year 2016-17 District Budget 1
c 0 N rpq
C,o
ti v
•►• • I
YEARS
01
OF
t
•r
l
Central Contra Costa
Sanitary District
Protecting Public Health and the Environment
Board of Directors
Y
I
F I
i
ld
V.
David R.William. MichaelR.McGill James A.Nejedly
Director Director Director President Pro Tern
mm
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
DistrictOverview.............................................................................................................................................................1
Vision,Mission,and Values............................................................................................................................................2
OrganizationalStructure.................................................................................................................................................3
Effective Utility Management Attributes.......................................................................................................................4
FY 2016-18 Strategic Plan and Initiatives......................................................................................................................5
Financial Planning Process......................................................................................................................8
FinancialPlanning Policies......................................................................................................................9
FinancialSummary................................................................................................................................11
Overview.........................................................................................................................................................................11
Sourceof Funds..............................................................................................................................................................11
Useof Funds...................................................................................................................................................................11
SewerService Charge.....................................................................................................................................................13
Operations and Maintenance Budget..........................................................................................................................13
Salariesand Benefits......................................................................................................................................................16
BudgetedFull-Time Equivalents..................................................................................................................................17
Variances in the Operations and Maintenance Budget..............................................................................................18
OperatingDepartments................................................................................................................................................19
CapitalImprovement Budget (CIB).............................................................................................................................20
ReserveProjections........................................................................................................................................................21
DebtService....................................................................................................................................................................22
OperatingDepartments.........................................................................................................................23
AdministrationDepartment.........................................................................................................................................24
Engineering and Technical Services Department......................................................................................................47
OperationsDepartment................................................................................................................................................59
Self-Insurance Program.........................................................................................................................78
Capital Improvement Program..............................................................................................................86
Ten-Year Capital Improvement Plan...................................................................................................168
DebtProgram.......................................................................................................................................184
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
j 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
Y budget-related meetings and special workshops,to deliberate over critical
�I 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 4. Develop and retain a highly
service trained and innovative
2. Strive to meet regulatory workforce
- requirements 5. Maintain a reliable infrastructure
- 3. Be a fiscally sound and effective 6. Embrace technology,innovation
water sector utility and environmental sustainability
`7 r Zt- orbM�`'t3
.l
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 - Completion of a wide-ranging survey of our
establishes policy direction and identifies goals for customers that will help us to improve our levels of
achieving increased effectiveness and efficiencies service,communication,and customer satisfaction.
throughout the organization for FY 2016-18. = Completion of a Supervisory Academy for
= Implementation and successful completion of employees.
Central San Academy,a program which focuses = Implementation of a new Mentorship Program for
on educating our customers on the mission of the employees.
District and how it is executed.
= Expansion of our recycled water,residential fill
Implementation of an Asset Management Program station and commercial truck fill station.
that will help us to achieve the most cost-efficient
methods of operating,maintaining,and replacing � Household hazardous waste,and pharmaceutical
collection programs.
assets.
= Awarded for 18 consecutive years of 100% = Increased collection at the Household Hazardous
compliance with our National Pollutant Discharge Waste Facility(HHW) and pharmaceutical drop-off
Elimination System permit. sites.
= Implementation of a comprehensive Strategic = Earning the Achievement of Excellence in
Communications Plan that increases outreach to our Procurement Award for the fifth consecutive year.
customers by adding social media and video public w Initiating a multiyear business continuity planning
service announcements. 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.
I .1 61 �,,-t
(Roger S.Bailey
neral Manager
iv
District Overview
District Overview
Introduction
The Central Contra Costa Sanitary District
(District)was established in 1946 and is
•Martinez Clyde located about 30 miles east of San Francisco.
• The District provides wastewater services for
•0 10 approximately 476,400 residents and more
Pacheco • Concord than 3,000 businesses within a 145-square mile
• area of central Contra Costa County.This area
Pleasant Hill •
Clayton includes Danville,Lafayette,Martinez,Moraga,
• Orinda,Pacheco,Pleasant Hill,San Ramon,
Orinda • Walnut Creek Walnut Creek,and unincorporated areas within
• Lafayette
central Contra Costa County.The District also
•Alamo treats wastewater for residents of Concord and
•Moraga • � Clayton under a 1974 contract with the City of
Aanville Concord.
S Ramon
c If
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 operates and maintains more than 1,500 In addition to its wastewater and recycled water
miles of sewer pipelines, 19 pumping stations,and a responsibilities,the District operates and maintains
wastewater treatment plant that cleans and disinfects a Household Hazardous Waste Collection Facility
an average of 32 million gallons per day,most of that collects,recycles,or safely disposes of more
which is discharged into Suisun Bay. Approximately than 2 million pounds of hazardous waste from
2 million gallons per day receives further treatment approximately 30,000 residential and small business
to produce recycled water that is ideal for non- customers each year;and a Pharmaceutical
potable purposes such as landscape irrigation and Collection Program with 13 locations that collect
industrial processes. and safely dispose of more than 12,000 pounds of
unwanted drugs each year.
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.
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.
Our Values
People Community Principles Leadership and
- Value customers and - Value water sector - Be truthful and honest Commitment
employees partners - Be fair,kind and - Work effectively and
- Respect each other - Foster excellent friendly efficiently
- Work as a team community - Take ownership and - promote a passionate
- Celebrate our successes relationships responsibility and empowered
and learn from our = Be open,transparent workforce
challenges and accessible - Encourage continuous
- Build partnerships growth and development
- Understand service - Inspire dedication and
level expectations top-quality results
WOO
o.
2
Organizational Structure
Organizational Structure The District is governed by a Board of Directors
whose five members are elected on a non-
Citizens of partisan basis and serve a four-year term.
the District The Board appoints the General Manager,the
Secretary of the District,and the Counsel for the
Board District.
The District is organized into three
' departments:Administration,Engineering and
Technical Services,and Operations.Its current
General 290 budgeted full-time employees are led by
Manager a Deputy General Manager,two Department
Directors,and twelve Division Managers.
Deputy GM/ Director of The District's main headquarters,Board room,
Director of Engineering and and treatment plant are located at 5019 Imhoff
Operations Technical ServicePlace in Martinez.The District's collection
system operations are headquartered at 1250
Springbrook Road in Walnut Creek.
Director of Budget
and Finance
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 w 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 Infrastructure Strategy and Performance
Produces"fit for purpose"water that meets or exceeds Understands the condition of and costs associated with
full compliance with regulatory and reliability critical infrastructure assets.
requirements and is consistent with customer,public
health,ecological, and economic needs. Enterprise Resiliency
Ensures utility leadership and staff work together
Customer Satisfaction internally,and with external partners,to anticipate,
Provides reliable,responsive, and affordable services in respond to,and avoid problems.
line with explicit,customer-derived service levels.
Water Resource Sustainability
Employee and Leadership Development Ensures the availability and sustainable management
Recruits and retains a workforce that is competent, of water for its community and watershed,including
motivated,adaptive,and safety focused. water resource recovery.
Operational Optimization Community Sustainability
Ensures ongoing,timely,cost-effective,reliable,and Takes an active leadership role in promoting and
sustainable performance improvements in all facets organizing community sustainability improvements
of its operations in service to public health and through collaboration with local partners.
environmental protection.
Stakeholder Understanding and Support
Financial Viability Engenders understanding and support from
Understands the full life-cycle cost of utility operations stakeholders (anyone who can affect or be affected
and the value of water resources. 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.
Connecting Effective Utility Management 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
4
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
Invest in business process changes and
technologies to effectively increase access Customer Satisfaction
to District information and promote Leadership and
p Operational Commitment
customer care,convenience and self- Optimization
service.
Foster Customer Stakeholder
Engagement and Increase customer understanding and Understanding and Community
Awareness support for key issues facing the District. Support
Build and maintain relationships with Stakeholder
Federal,State and Local Elected Officials Understanding and Community
and key stakeholder groups. Support
Provide high quality customer service. Customer Satisfaction Community
Foster employees'understanding of District Customer Satisfaction People
Improve operations and their role in our success.
Interdepartmental Employee and
Collaboration Increase internal partnerships. Leadership People,Community
Development
n'-7
- - - `rte' ,. _ -_:•.
Strategy Initiative EUM Attribute Value
Renew treatment plant NPDES permit. Product Quality Principles
Meet existing regulations and plan for
Product Quality Principles
future regulations.
Stakeholder
Strive to Achieve Foster relationships with regulatory Understanding and Community
100%Permit agencies. Support
Compliance in Air,
Water,Land and Monitor and track proposed and pending Stakeholder
Other Regulations legislation/regulatory changes that may Understanding and Community
impact District operations. Support
Actively manage GHG emissions in the Community
most cost-effective and responsible Sustainability Principles
manner.
Complete the collection system scheduled Infrastructure Strategy Leadership and
maintenance on time and optimize and Performance Commitment
Strive to Minimize cleaning schedules to improve efficiencies.
the Number of
Sanitary Sewer Continue the pipeline condition
Overflows assessment and cleaning quality assurance Infrastructure Strategy Leadership and
program using the system-wide CCTV and Performance Commitment
program.
5
FY 2016-18 Strategic Plan and Initiatives
•.l 3—Be A Fiscally Sound and Effective Water Sector
Strategy Initiative EUM Attribute Value
Ensure rate structure is consistent with cost Financial Viability Community Principles
of service principles.
Improve the application and processing of
capacity fees for consistency across user Financial Viability Community Principles
Conduct Long-Range classes.
Financial Planning Develop a long-range debt management
Financial Viability Principles
policy.
Develop alternatives for new revenues Leadership and
and funding sources(i.e.,Interagency Financial Viability Commitment
agreements,services,recycled water).
Perform targeted audits of critical/high-risk Enterprise Resiliency Principles
functions or processes.
Manage Costs Perform optimization studies of treatment Operational Leadership and
plant and field operations to reduce costs. Optimization Commitment
Evaluate and implement risk management
Enterprise Resiliency Principles
practices to minimize loss.
and Retain A HighlyTrained and Innovative Workforce
Strategy Initiative EUM Attribute Value
Assess,develop,and implement District- Employee and People,Leadership and
Ensure Adequate wide training needs. Leadership Commitment
Staffing and Training Development
to Meet Current and
Future Operational Employee and People,Leadership and
Levels Develop and train our future leaders. Leadership Commitment
Development
Cultivate a positive work culture and Employee and People,Leadership and
Enhance promote teamwork. Leadership Commitment
Relationship with Development
Employees and Sustain and grow collaborative Stakeholder
Bargaining Units relationships with the labor bargaining Understanding and People,Community
units. Support
Achieve consistent improvement on State Employee and People,Principles,
of California and Bay Area Industry Injury Leadership Leadership and
Meet or Exceed Rate. Development Commitment
Industry Safety
StandardsEmployee and
Enhance the safety culture through Leadership People,Principles
improved training and communications.
Development
6
FY 2016-18 Strategic Plan and Initiatives
Strategy Initiative EUM Attribute Value
Implement Board-approved
recommendations from the Infrastructure Strategy Principles,Community
Comprehensive Wastewater Master Plan and Performance
and Condition Assessment.
Manage Assets Update the Consequence of Failure Principles,Leadership
Optimally Matrices. Enterprise Resiliency and Commitment
Throughout Their
Lifecycle Implement the reliability centered Infrastructure Strategy Leadership and
maintenance(RCM) program. and Performance Commitment
Manage and maintain current equipment
and vehicle fleet to provide maximum Infrastructure Strategy Leadership and
and Performance Commitment
value.
Integrate the data from the Asset Infrastructure Strategy Leadership And
Management Program into the analysis of
and Performance Commitment
Facilitate Long-term
long-term capital improvement needs.
Capital Renewal and Implement business case evaluations,
Replacement including life-cycle cost,into proposals for Infrastructure Strategy Leadership And
new CIP projects to determine most cost- and Performance Commitment
effective projects and solutions.
Enhance our capability to mitigate,
Protect District prepare,respond,and recover from Enterprise Resiliency Principles
Personnel and emergencies.
Assets from Threats Evaluate and implement appropriate
and Emergencies improvements to our Security Program to Enterprise Resiliency Principles
meet new or evolving threats.
f7qM7Z0 7, 3=17Me � ; .
Strategy Initiative EUM Attribute Value
Explore partnering opportunities(e.g., Water Resource Community
Augment the CCWD and EBMUD). Sustainability
Region's Water
Supply Develop a Satellite Recycled Water Facilities Water Resource Community,Leadership
(SRWF)Program. Sustainability and Commitment
Evaluate Business
Processes and Perform business process mapping and Operational Leadership and
Optimize Business re-engineering. Optimization Commitment
Operations
Explore opportunities for self-generation,
Reduce Reliance conservation and efficiency based on Community Leadership and
on Non-Renewable
Energy the Board-approved Comprehensive Sustainability Commitment
Wastewater Master Plan.
Expand and improve the use of cost Operational Leadership and
Encourage the effective mobile computing and Optimization Commitment
Review and Testing communication technologies.
of Promising and Continue developing and investing in
Leading Technology cost-effective innovation,technology and Operational Leadership and
applied research and development. Optimization 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
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
JULY/OCTOBER
• Identify Issues
• Prior Year SSC Placed on Tax Roll
• Update Recycle Water Rates
• Calculate Administrative Overhead
MARCH/JUNE NOVEMBER/JANUARY
• Conduct Board of Directors Refine Issues
Committees/Meetings/Workshops • Conduct Capital Budget Workshop
• Conduct Public Hearings Develop Financial Projects
• Adopt Final Budget and Resolution Update Capacity&Developer
Related Fees,Rates and Charges
JANUARY/MARCH
• Conduct Financial Planning Workshop
• Receive Board of Directors'Direction
10
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
penditures Budget to
Budget Percent
• FY 2015-16 Budget FY 2016-17 Budget Variance Variance
Operations and Maintenance $87,464,864 $89,810,918 $2,346,054 2.7%
Sewer Construction $30,790,000 $36,808,756 $6,018,756 19.6%
Debt Service $3,822,330 $3,790,807 ($31,523) -0.8%
Self-Insurance $1,917,000 $948,000 ($969,000) -50.6%
Total Budget $123,994,194 $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
J Hausehald V RecyrledWater
Hazardous Waste $44}D,350
59921,10-00D4.3
-0.7% � 8 Sewrerservice
Charge
V Drawn Fro
Reserves 63.1
51,924,673
1.46
*CYther Revenue
Sources
S 9,•397,498
3.9%
*Capacity Fee=
S 6,363,3[3�u
4.6%
W Tax Revenue
$14,828,310
11.356 9 City of Cancard
519,340,0M
14.1,E
FY 2016-17 Total Funding Sources-$131,358,481
Figure 2-Where the Money Goes
W Operations&
O Self-insurance _ Maintenance
$948,coo --- - _ -- $89,5117,918
0.7% 58.4%
11J Debt Service
$3,790,807
2. %
® Sewer
Construct-
$36,909,756
onstruct-$35,808,756
25.0°
FY 2016-17 Total Funding Uses-$131,358,481
12
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 $471 $503
Multi-Family Residences $463 $487
Effective Date 7/1/2015 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%.
- 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
BudgetI Budget to
FY 2015-16 FY 2015-16 FY 2016-17
BudgetBudget Projected
Revenue:
Sewer Service Charge $70,390,000 $71,753,500 $71,100,000 $710,000 1.0%
Concord SSC $13,700,000 $14,260,000 $14,790,000 $1,090,000 8.0%
Permit&Inspection Fees $1,047,000 $1,576,300 $1,430,000 $383,000 36.6%
Lease Rental Income $619,300 $613,500 $616,200 ($3,100) -0.5%
HHW Reimbursement $879,000 $878,000 $888,000 $9,000 1.0%
Stormwater/Pollution $268,000 $300,000 $310,000 $42,000 15.7%
Prevention
Interest Income $103,000 $164,000 $233,000 $130,000 126.2%
Recycled Water $75,000 $92,000 $100,000 $25,000 33.3%
Other $411,000 $423,000 $350,000 ($61,000) -14.8%
Total Revenue $87,492,300 $90,060,300 $89,817,200 $2,324,900 2.7%
Expenditures:
Salaries&Wages $30,943,085 30,749,781 $33,158,707 $2,215,622 7.2%
Benefits&Cap O/H Credit $18,823,521 $19,924,131 $19,525,611 $702,090 3.7%
Retirement UAAL $11,900,700 $11,900,700 $11,741,700 $(159,000) -1.3%
Additional UAAL $2,500,000 $2,500,000 $2,500,000 $- 0.0%
Total Salary and Benefits $64,167,306 $65,074,612 $66,926,018 $2,758,712 4.3%
Chemicals $1,655,000 $1,552,000 $1,920,000 $265,000 16.0%
Utilities $4,780,250 $4,252,350 $4,315,790 $(464,460) -9.7%
Repair&Maintenance $5,369,900 $4,897,432 $5,222,852 $(147,048) -2.7%
Hauling&Disposal $998,550 $904,250 $941,050 $(57,500) -5.8%
Professional&Legal Fees $640,300 $552,250 $630,750 $(9,550) -1.5%
Outside Services $3,883,115 $3,755,009 $3,980,175 $97,060 2.5%
Self Insurance Expense $1,500,000 $1,500,000 $920,000 $(580,000) -38.7%
Materials&Supplies $2,210,045 $2,307,111 $2,100,025 $(110,020) -5.0%
Other Expenses $2,260,398 $2,116,134 $2,854,258 $593,860 26.3%
Tota IO&M $23,297,558 $21,836,536 $22,884,900 $(412,658) -1.8%
Total Expenditures $87,464,864 $86,911,148 $89,810,918 $2,346,054 2.7%
14
Financial Summary
Figure 3—FY 2016-17 Operations and Maintenance Budget by Expense Category
Chemicals& All Other
Utilities 6.D% Materials&
Repairs& Outside services Sulies
Other Benefits} 6.9% Maintenance 4_4% PP
Vacancies/Cap 2.3%
OH 5.896
2.D%
Unfunded
Liability
Contribution
2.8%
Retirement-NC
6.6%
Retirement- .salaries
URAL 36-9%
13.1%
Medical
13.1%
BudgetedFY 2016-17 Operations
Salaries $33,159 36.9%
Medical $11,762 13.1%
Retirement-UAAL $11,741 13.1%
Retirement-NC $5,926 6.6%
Unfunded Liability Contribution $2,500 2.8%
Other Benefits/Vacancies/Cap OH $1,838 2.0%
Chemicals&Utilities $6,236 6.9%
All Other $5,346 6.0%
Repairs&Maintenance $5,223 5.8%
Outside Services $3,980 4.4%
Materials&Supplies $2,100 2.3%
Total $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
Budget s
FY 2015-16 FY 2015-16 FY 2016-17Budget
Budget Projected : e e '
O&M Salaries $30,943,085 $30,749,781 $33,158,707 $2,215,622 7.2%
Total O&M Salaries $30,943,085 $30,749,781 $33,158,707 $2,215,622 7.2%
O&M Workers'Compensation $523,316 $593,963 $402,948 ($120,368) -23.0%
O&M Medical&Health $10,985,237 $10,300,086 $11,761,900 $776,663 7.1%
O&M Dental $944,272 $935,770 $880,109 ($64,163) -6.8%
O&M Retirement-Normal Cost $5,861,541 $5,172,627 $5,925,249 $63,708 1.1%
O&M Retirement-UAAL $11,900,700 $11,900,700 $11,741,700 ($159,000) -1.3%
O&M Deferred Comp/Medicare $2,194,087 $2,085,549 $2,264,571 $70,484 3.2%
O&M Other Benefits $280,475 $240,025 $305,727 $25,252 9.0%
O&M Unfunded Liability $2,500,000 $2,500,000 $2,500,000 -
Contribution
OPEB Contribution(future
contribution only;does not $2,631,600 $2,975,751 $2,528,700 ($102,900) -3.9%
include retiree healthcare
premiums)
O&M Accrued Compensated $360,000 $350,000 $360,000 - 0.0%
Absence
O&M Benefit Vacancy Factor ($1,145,000) ($1,159,000) ($14,000) 1.2%
Total O&M Benefits $37,036,228 $37,054,471 $37,511,904 $475,676 1.3%
O&M Capitalized
Administrative Overhead ($3,812,007) ($2,729,640) ($3,744,593) $67,414 -1.8%
Credit 0
Total O&M Salaries and
Benefits $64,167,306 $65,074,612 $66,926,018 $2,758,712 4.3%
■
Capital Salary and Benefits" $9,612,541 $7,369,072 $9,311,425 $(301,116) -3.1%
Total O&M and Capital Salaries $73,779,847 $72,443,684 F $76,237,443 $2,457,596 3.3%
and Benefits
**Made up of capitalized salaries,benefits and administrative overhead charged to District Capital projects
16
Financial Summary
Table 5-Salaries and Benefits by Operations and Maintenance Budget and Sewer Construction Budget
Operations&Maintenance Sewer Construction Total District
FY FY FY FY FY FY
2015-16 2016-17 2015-16 2016-17 2015-16 2016-17
Budget Budget Variance Budget Budget Variance Budget Budget Variance
Salaries $30,215,569 $32,217,344 $2,001,775 $3,110,682 $2,955,114 ($155,568) $33,326,251 $35,172,458 $1,846,207
Salary ($594,000) ($440,000) $154,000 ($57,000) ($36,000) $21,000 ($651,000) ($476,000) $175,000
Vacancy
Overtime $1,094,493 $1,059,363 ($35,130) $122,991 $125,273 $2,282 $1,217,484 $1,184,636 ($32,848)
Standby $227,023 $322,000 $94,977 - - - $227,023 $322,000 $94,977
Total $30,943,085 $33,158,707 $2,215,622 $3,176,673 $3,044,387 ($132,286) $34,119,758 $36,203,094 $2,083,336
Salaries
Benefits $38,181,228 $38,670,904 $489,676 $2,623,861 $2,522,445 ($101,416) $40,805,089 $41,193,349 $388,260
Benefit ($1,145,000) ($1,159,000) ($14,000) - - - ($1,145,000) ($1,159,000) ($14,000)
Vacancy
Total $37036,228 $37,511,904 $475,676 $2,623,861 $2,522,445 ($101,416) $39,660,089 $40,034,349 $374,260
Benefits
Capital
Admin. $(3,812,007) $(3,744,593) $67,414 $3,812,007 $3,744,593 $(67,414) - - -
O/H
Total
Salaariess $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
Regular Employees 287 290
Limited Duration Employees
Summer Students 29 30
Co-ops 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.
w 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
Financial Summary
Table 7-Conferences
FY 2016-17 Variance PercentVariance
Board Conferences $50,000 $50,000 -
District-wide Conferences $162,800 $62,350 (100,450) -61.7%
Total $212,800 $112,350 $(100,450) -47.2%
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
Department
BudgetBudget to
FY 2015-16 FY 2015-16 FY 2016-17
Divisions Budget I Projected Budget L Variance Variance
Administration Department
Communication Services& $1,916,999 $1,926,469 $2,124,485 $207,486 10.8%
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%
Engineering and Technical Services Department
Capital Projects Division $1,121,576 $1,941,650 $1,199,904 $78,328 7.0%
Environmental&Regulatory $9,053,167 $8,796,765 $8,243,342 ($809,825) -9.0%
Compliance Division
Planning&Development $6,494,079 $6,076,875 $6,455,894 ($38,185) -0.6%
Services Division
$16,668,822 $16,815,290 $15,899,140 ($769,682) -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
BudgetBudget to
FY 2015-16 FY 2015-16 FY 2016-17
Budget . Budget
Revenue
Capacity Fees $6,184,000 $5,500,000 $6,060,000 ($124,000) -2.0%
Pumped Zone Fees $450,000 $450,000 $400,000 ($50,000) -11.1%
Interest Income $187,000 $189,000 $225,000 $38,000 20.3%
Ad Valorem Taxes $10,060,000 $10,800,000 $11,080,000 $1,020,000 10.1%
Sewer Service Charge $8,110,000 $8,275,400 $11,820,000 $3,710,000 45.7%
Reimbursements
City of Concord $3,150,000 $3,260,000 $4,550,000 $1,400,000 44.4%
Recycled Water Sales $257,000 $310,000 $300,000 $43,000 16.7%
Developer Fees&Charges $369,500 $461,083 $470,400 $100,900 27.3%
Total Revenue $28,767,500 $29,245,483 $34,905,400 $6,137,900 21.3%
Expenditures
Treatment Plant Program $10,410,000 $8,718,000 $13,125,000 $2,715,000 26.1%
Collection System Program $15,950,000 $15,220,000 $17,925,105 $1,975,105 12.4%
General Improvements $3,980,000 $3,880,000 $3,808,651 ($171,349) -4.3%
Program
Recycled Water Program $450,000 $720,000 $500,000 $50,000 11.1%
Contingency $1,450,000 $1,450,000
Total Expenditures $30,790,000 $28,538,000 $36,808,756 $6,018,756 19.5%
Sewer Construction Funds Available
Projected Revenue $34,905,400
Projected Expenditures $36,808,756
Drawn from Funds Available $(1,903,356)
20
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 Self Insurance
• : Fund(Capi Fund
Projected Balance as of June $39,668,857 $18,376,517 $6,500,000 $64,545,374
30,2016
Projected Balance as of June $39,675,139 $16,473,161 $6,500,000 $62,648,300
30,2017
Reserve Policy Target $37,421,216 $18,404,378 $6,500,000 $62,325,594
21
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
$3,500,000 -
$3,000,000 -
$2,500,000 -
$2,000,000
O
0 $1,500,000 -
$1,000,000 -
$500,000 -
1b 1A 11b 1I tiO ti� yL yh ya tih tib ti� lb 10 �O
0�C5, O�b,
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
■Principal IW 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
12.00 -
10.00 -
8.00 -
6.00 -
4.00 -
2.00 -
,yO .tiO ,tiO .tiO ,yO ,tiO ,tiO .tiO 'LO .tiO ,10 ,yO
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
J
A', r
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:
Accomplishments
Goal 1 —Provide Exceptional -Developed a comprehensive Strategic Communications Plan to increase
Customer Service 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:
Initiative EUM Attribute
Invest in business process
changes and technologies
to effectively increase access
to District information and Customer Satisfaction
promote customer care,
convenience,and self-
service.
Increase customer
Foster Customer understanding and support Stakeholder
Engagement and for key issues facing the Understanding and
Awareness Support
District.
Goal 1 —Provide Build and maintain
Exceptional Customer relationships with federal, Stakeholder
Service state and local elected Understanding and
officials and key stakeholder Support
groups.
Provide high quality
Customer Satisfaction
customer service.
Foster employees'
understanding of District
operations and their role in Customer Satisfaction
o
Improve Interdepartmental p
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Goal 4—Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Goal 6—Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
26
Administration Department
Budget Overview By Expense Category
AccountBudget to Budget to
VarianceDescription Budget Projected Budget Variance Variance
Salaries&Wages $627,854 $625,000 $664,176 $39,176 $0 $36,322 5.8%
Employee
Benefits $546,640 $560,164 $513,804 ($46,360) ($0) ($32,836) -6.0%
Repairs&
Maintenance $1,000 $1,000 $1,000 $0 $0 $0 0.0%
Professional&
Legal Services $0 $0 $2,600 $2,600 $0 $2,600 0.0%
Outside Services $340,500 $340,500 $409,000 $68,500 $0 $68,500 20.1%
Materials&
Supplies $58,975 $58,975 $61,675 $2,700
$0 $2,700 4.6%
Other Expenses $342,030 $340,830 $472,230 $131,400 $0 $130,200 38.1%
Total $1,916,999 $1,926,469 $2,124,485 $198,016 $0 $207,486 10.8%
Personnel Requirements
EmployeesRegular Status
Communication Services and Intergovernmental Relations 1.00 1.00
Manager
Community Affairs Representative 2.00 2.00
Graphics Technician 1.00 1.00
Media Production Technician 1.00 1.00
Public Information and Production Assistant 1.00 1.00
Total 6.00 T 6.00
EmployeesLimited Duration
Graphic Design Summer Student 1 1.00 1.00
Total 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
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:
Accomplishment
Goal 3—Be a Fiscally Sound and -Maintained a AAA credit rating with Standard&Poor's.
Effective Water Sector Utility -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
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Initiative EUM Attribute
Foster employees'understanding of District
Customer Satisfaction
Goal 1 —Provide Improve rove operations and their role in our success.
Exceptional Interdepartmental Employee and
Customer Service Collaboration Increase internal partnerships. Leadership
Development
Ensure rate structure is consistent with cost
of service principles. Financial Viability
Improve the application and processing of
capacity fees for consistency across user Financial Viability
Conduct Long Range classes.
Goal 3—Be a Fiscally Financial Planning
Sound and Effective Develop a long range debt management Financial Viability
Water Sector Utility policy.
Develop alternatives for new revenues and
Financial Viability
funding sources.
Manage Costs Perform targeted audits of critical/high risk Enterprise Resiliency
functions.
Goal 4—Develop Enhance Relationship Employee and
and Retain a Cultivate a positive work culture and
Highly Trained and with Employees and promote teamwork. Leadership
Innovative Workforce Bargaining Units Development
Goal 6—Embrace Evaluate Business
Technology, Processes and Perform business process mapping and Operational
Innovation and Optimize Business re-engineering. Optimization
Environmental
Sustainability Operations
29
Administration Department
Budget Overview By Expense Category
BudgetBudget to
Account FY 2015-16 FY 2015-16 FY 2016-17 Percent
BudgetDescription Budget - Projected
Salaries&Wages $1,151,933 $1,088,863 $1,155,209 $66,346 $0 $3,276 0.3%
Employee $1,107,584 $1,059,943 $977,212 ($82,731) ($0) ($130,372) -11.8%
Benefits
Repairs& $1,000 $500 $1,000 $500 $1 $0 0.0%
Maintenance
Professional& $102,750 $76,900 $113,750 $36,850 $0 $11,000 10.7%
Legal Services
Outside Services $138,000 $134,900 $223,500 $88,600 $1 $85,500 62.0%
Materials& $15,250 $11,900 $9,800 ($2,100) ($0) ($5,450) -35.7%
Supplies
Other Expenses $37,055 $17,095 $26,930 $9,835 $1 ($10,125) -27.3%
$2,553,572 $2,390,101 $2,507,401 $117,300 $0 ($46,171) -1.8%
Personnel Requirements
EmployeesRegular Status .
Accountant 3.00 3.00
Accounting Technician III 3.00 3.00
Finance Administrator 1.00 2.00
Finance Manager 1.00 1.00
Payroll 1.00 1.00
Senior Accountant 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:
Accomplishment
..
-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.
Goal 4-Develop and Retain a Highly -Held various Human Resources Supervisory Training and"brown bag"
Trained and Innovative Workforce 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
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
.
Foster employees'
understanding of District
Goal 1 —Provide operations and their role in Customer Satisfaction
o
Exceptional Customer Improve Interdepartmental p
Service Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Ensure Adequate Staffing Develop and implement Employee and Leadership
and Training to Meet District-wide training needs. Development
Current and Future Develop and train our future Employee and Leadership
Operational Levels leaders. Development
Goal 4—Develop and Cultivate a positive work Employee and Leadership
Retain a Highly Trained culture and promote
and Innovative Workforce teamwork. Development
Enhance Relationship with
Employees and Bargaining Sustain and grow
Units collaborative relationships Stakeholder Understanding
with the labor bargaining and Support
units.
Goal 6—Embrace Evaluate Business
Technology,Innovation Perform business process
and Environmental Processes and Optimize mapping and re-engineering. Operational Optimization
Sustainability Business Operations
Budget Overview by Expense Category
BudgetBudget to Budget to
Account IFY 2015-16 IFY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $596,178 $591,400 $727,877 $136,477 23.08% $131,699 22.1%
Employee $8,455,232 $8,432,159 $10,964,872 $2,532,713 30.04% $2,509,640 29.7/o°
Benefits
Professional& $128,250 $128,250 $126,100 ($2,150) -1.68% ($2,150) -1.7%
Legal Services
Outside Services $266,800 $266,800 $249,300 ($17,500) -6.56% ($17,500) -6.6%
Materials& $17,000 $17,656 $18,000 $344 1.95% $1,000 5.9/0
°
Supplies
Other Expenses $25,165 $16,399 $18,115 $1,716 10.46% ($7,050) -28.0%
Total $9,488,625 $9,452,664 $12,104,264 $2,651,600 28.05% $2,615,639 27.6%
32
Administration Department
Personnel Requirements
EmployeesRegular Status .
Human Resources Analyst 3.00 4.00
Human Resources Manager 1.00 1.00
Senior Administrative Technician 1.00 1.00
Total 5.00 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
Administration Department
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:
Accomplishment
Improved security of network infrastructure by implementing Fire Eye 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.
Goal 6—Embrace Technology, s Improved e-mail reliability and reduced number of outages to near zero.
Innovation and Environmental -Replaced approximately 200 District PC's and eliminated unsupported
Sustainability 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:
Initiative EUM Attribute
Invest in business process
changes and technologies
Foster Customer to effectively increase access
Engagement and to District information and Customer Satisfaction
Awareness promote customer care,
Goal 1 —Provide convenience,and self-
Exceptional Customer service.
Service Foster employees'
understanding of District
Customer Satisfaction
Improve Interdepartmental operations and their role in
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Goal 4—Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Enhance our capability
to mitigate,prepare,
respond,and recover from Enterprise Resiliency
Goal 5—Maintain a Protect District Personnel g
emer encies.
Reliable Infrastructure and Assets From Threats
and Emergencies Evaluate and implement
appropriate improvements
to security program to meet Enterprise Resiliency
new or evolving threats.
Evaluate Business Processes perform business process
and Optimize Business mapping and re-engineering. Operational Optimization
Goal 6—Embrace Operations
Technology,Innovation Expand and improve
and Environmental Encourage the Review and the use of cost effective
Sustainability Testing of Promising and mobile computing Operational Optimization
Leading Technology and communication
technologies.
35
Administration Department
Budget Overview By Expense Category
BudgetI Budget to Budget to
Account FY 2015-16 FY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $1,386,996 $1,038,100 $1,393,793 $355,693 $0 $6,797 0.5%
Employee $1,227,552 $1,178,055 $1,195,703 $17,648 $0 ($31,849) -2.6%
Benefits
Utilities $82,000 $82,000 $95,040 $13,040 $0 $13,040 15.9%
Repairs& $459,250 $461,500 $767,650 $306,150 $1 $308,400 67.2%
Maintenance
Outside Services $374,000 $400,000 $196,000 ($204,000) ($1) ($178,000) -47.6%
Materials& $9,240 $15,200 $10,200 ($5,000) $0 $960 10.4%
Supplies
Other Expenses $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
EmployeesRegular Status .
Information Technology Analyst 1.00 1.00
Information Technology Manager 1.00 1.00
Information Technology Supervisor 2.00 2.00
Programmer Analyst 1.00 1.00
Project Manager/Business Analyst 1.00 1.00
System Administrator 2.00 2.00
Technical Support Analyst 3.00 3.00
Total 11.00 11.00
EmployeesLimited Duration
Computer Technician Summer Student 1.00 0.00
Total 1.00 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 Material 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:
Accomplishment
-Updated prevailing wage contract language to be 56854 compliant
and implemented Department of Industrial Relations(DIR)registration
requirements for prevailing wage jobs.
Goal 5—Maintain a Reliable -Continued inventory cycle count program and maintained a 97%accuracy
Infrastructure rate.
-Successfully solicited and awarded high-level,service-based contracts.
-Updated contract,agreement,and purchase order terms and conditions and
template format.
Goal 6—Embrace Technology, -Earned the Achievement of Excellence in Procurement Award for innovation,
Innovation and Environmental professionalism,productivity,e-procurement,and leadership attributes of
Sustainability the procurement organization for the fifth consecutive year.
37
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Initiative EUM Attribute
Invest in business process
changes and technologies
Foster Customer to effectively increase access
Engagement and to District information and Customer Satisfaction
Awareness promote customer care,
Goal 1 —Provide convenience,and self-
Exceptional Customer service.
Service Foster employees'
understanding of District
Customer Satisfaction
Improve Interdepartmental operations and their role in
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Goal 4—Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Goal 6—Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
Budget Overview by Expense Category
BudgetBudget to Budgetto
Account FY 2015-16 FY 2015-16 FY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $838,546 $810,900 $857,600 $46,700 5.8% $19,054 2.3%
Employee $893,386 $856,037 $782,607 ($73,430) -8.6% ($110,779) -12.4%
Benefits
Repairs& $23,000 $23,000 $23,000 $0 0.0% $0 0.0/o o
Maintenance
Professional& $15,000 $15,000 $35,000 $20,000 133.3% $20,000 133.3/o o
Legal Services
Outside Services $29,000 $6,089 $29,000 $22,911 376.3% $0 0.0%
Materials& $14,000 $14,000 $14,000 $0 0.0% $0 0.0/o o
Supplies
Other Expenses $25,900 $16,900 $21,900 $5,000 29.6% ($4,000) -15.4%
Total $1,838,832 $1,741,926 $1,763,107 $21,181 1.2% ($75,725) -4.1%
38
Administration Department
Personnel Requirements
EmployeesRegular Status .
Materials Services Coordinator 2.00 2.00
Materials Services Supervisor 1.00 1.00
Purchasing and Materials Manager 1.00 1.00
Senior Buyer 3.00 3.00
Senior Materials Coordinator 1.00 1.00
Total i 8.00 8.00
EmployeesLimited Duration
Warehouse Summer Student 1.00 1.00
Total 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
Administration Department
Risk Management
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:
Accomplishment
•.
Goal 3—Be a Fiscally Sound and -Reduced the District's self-insured retention for liability losses by 50%.
Effective Water Sector Utility
-Initiated a multi-year business continuity planning process.
Goal 5—Maintain a Reliable -Acquired P25-compliant radios to allow interoperable communications with
Infrastructure other jurisdictions during emergencies.
-Updated the Emergency Operations Plan.
40
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
Initiative EUM Attribute
Foster employees'
understanding of District
Goal 1 —Provide Customer Satisfaction
Exceptional Customer Improve Interdepartmental operations and their role in
Service Collaboration our success.
Increase internal partnerships. Employee and Leadership
Development
Goal 3—Be a Fiscally Evaluate and implement risk
Sound and Effective Water Manage Costs management practices to Enterprise Resiliency
Sector Utility minimize loss.
Goal 4—Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Manage Assets Optimally Update the Consequence of Enterprise Resiliency
Throughout Their Lifecycle Failure Matrices.
Enhance our capability
to mitigate,prepare, Enterprise Resiliency
Goal 5—Maintain a Protect District Personnel respond,and recover from
Reliable Infrastructure emergencies.
and Assets From Threats
and Emergencies Evaluate and implement
appropriate improvements to
our security program to meet Enterprise Resiliency
new or evolving threats.
Goal 6—Embrace Evaluate Business
Technology,Innovation Perform business process
and Environmental Processes and Optimize mapping and re-engineering. Operational Optimization
Sustainability Business Operations
41
Administration Department
Budget Overview by Expense Category
BudgetBudget to Budget to
Account FY 2015-16 FY 2015-16 FY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $226,657 $224,400 $238,944 $14,544 6.5% $12,287 5.4%
Employee $251,335 $241,032 $228,392 ($12,640) -5.2% ($22,943) -9.1%
Benefits
Repairs& $27,500 $32,000 $35,000 $3,000 9.4% $7,500 27.3/o o
Maintenance
Professional& $61,800 $55,000 $61,800 $6,800 12.4% $0 0.0/o°
Legal Services
Outside Services $433,000 $433,000 $408,000 ($25,000) -5.8% ($25,000) -5.8%
Self-Insurance $1,500,000 $1,500,000 $920,000 ($580,000) -38.7/0
Expense ° ($580,000) -38.7%
Materials& $218,000 $218,000 $103,000 ($115,000) -52.8% ($115,000) -52.8%
Supplies
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
EmployeesRegular Status .
Risk Management Administrator 1.00 1.00
Risk Management Technician 1.00 1.00
Total 2.00 2.00
EmployeesLimited Duration
Clerical Summer Student 0.00 1.00
Total 0.00 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
Office of The General Manager and Office 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
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:
Accomplishment
-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.
Goal 1 —Provide Exceptional -Continued transition to electronic delivery of agenda packets and other
Customer Service 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
Goal 6—Embrace Technology, Districts Association.
Innovation and Environmental
Sustainability -Coordinated the celebration for the renaming of the Environmental
Laboratory to the Dr.Mario M.Menesini Environmental Laboratory.
44
Administration Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
�Stra—tegy Initiative EUM Attribute
Invest in business process
changes and technologies
to effectively increase access
to District information and Customer Satisfaction
promote customer care,
Foster Customer convenience,and self-
Engagement and service.
Awareness Increase customer
understanding and support Stakeholder
Goal 1 -Provide Understanding and
Exceptional Customer for key issues facing the Support
Service District. pp
Provide high quality Customer Satisfaction
customer service.
Foster employees'
understanding of District Customer Satisfaction
Improve Interdepartmental operations and their role in
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Goal 4-Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Goal 6-Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
Budget Overview By Expense Category
I Budget to Budget to
Account FY 2015-16 FY 2015-16 FY 2016-17 Projected ..
BudgetDescription Budget Projected
Salaries&Wages $1,417,424 $1,490,900 $1,502,326 $11,426 0.8% $84,902 6.0%
Employee $1,059,931 $1,463,781 $967,263 ($496,518) -33.9% ($92,668) -8.7%
Benefits
Director Fees& $132,177 $159,916 $168,555 $8,639 5.4% $36,378 27.5/o o
Expenses
Repairs& $10,800 $10,800 $10,800 $0 0.0% $0 0.0/o o
Maintenance
Professional& $189,400 $145,000 $145,000 $0 0.0% ($44,400) -23.4%
Legal Services
Outside Services $231,000 $235,000 $246,000 $11,000 4.7% $15,000 6.5%
Materials& $20,150 $20,150 $20,150 $0 0.0% $0 0.0/o o
Supplies
Other Expenses $124,305 $114,305 $559,905 $445,600 389.8% $435,600 350.4%
Total $3,185,187 $3,639,852 $3,619,999 ($19,853) -0.6% $434,812 13.7%
T—
45
Administration Department
Personnel Requirements
EmployeesRegular Status .
Administrative Services Supervisor 1.00 1.00
Assistant to the Secretary of the District 1.00 1.00
Director of Budget and Finance 1.00 1.00
Executive Assistant 1.00 1.00
General Manager 1.00 1.00
Secretary of the District 1.00 1.00
Senior Administrative Technician 4.00 4.00
Total 10.00 10.00
EmployeesLimited Duration
Clerical Summer Student 1.00 1.00
Total 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
1 7�'-4
M
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:
Accomplishment
Goal 3-Be a Fiscally Sound and -Streamlined and evaluated the elimination of the Capital Improvement
Effective Water Sector Utility 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).
Goal 5-Maintain a Reliable -Awarded the construction contract for the Pleasant Hill Grayson Creek
Infrastructure 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.
48
Engineering and Technical Services Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
. .1
Initiative EUM Attribute
Foster Customer Provide high quality
Engagement and customer service. Customer Satisfaction
Awareness
Goal 1 —Provide Foster employees'
Exceptional Customer understanding of District Customer Satisfaction
Service Improve Interdepartmental operations and their role in
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Goal 4—Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Implement Board approved
Manage Assets Optimally recommendations from the Infrastructure Strategy and
Throughout Their Lifecycle Comprehensive Wastewater performance
Master Plan and Condition
Assessment.
Integrate the data from the
Asset Management Program Infrastructure Strategy and
Goal 5—Maintain a
Reliable Infrastructure into the analysis of long term Performance
Capital Improvement needs.
Facilitate Long-Term Capital Implement business case
Renewal and Replacement evaluations,including life-
cycle cost,into proposals Infrastructure Strategy and
for new CIP projects to Performance
determine most effective
projects and solutions.
Goal 6—Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
49
Engineering and Technical Services Department
Budget Overview By Expense Category
BudgetBudget to Budget to
Account IFY 2015-16 FY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $1,756,764 $1,771,000 $1,879,280 $108,280 6.1% $122,516 7.0%
Employee ($925,002) ($125,899) ($887,526) ($761,627) 605.0% $37,476 -4.1%
Benefits
Utilities $23,600 $24,000 $24,000 $0 0.0% $400 1.7%
Repairs& $29,350 $29,350 $19,500 ($9,850) -33.6% ($9,850) -33.6%
Maintenance
Professional& $100 $100 $0 ($100) -100.0% o
Legal Services ($100) -100.0%
Outside Services $128,325 $130,325 $73,225 ($57,100) -43.8% ($55,100) -42.9%
Materials& $31,880 $35,480 $32,300 ($3,180) -9.0% $420 1.3/o o
Supplies
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
EmployeesRegular Status
Administrative Services Supervisor 0 1.00
Administrative Assistant 2.00 1.00
Assistant Engineer 8.00 8.00
Assistant Land Surveyor 2.00 2.00
Associate Engineer 7.00 7.00
Capital Projects Division Manager 1.00 1.00
Engineering Assistant II 1.00 1.00
Engineering Technician 1/11 1.00 1.00
Engineering Technician III 3.00 3.00
Land Surveyor 1.00 1.00
Senior Engineer 2.00 2.00
Senior Engineering Assistant 1.00 1.00
Total 29.00 29.00
EmployeesLimited Duration
Engineering Assistant Summer Student 4.00 3.00
Co-op 3.00 3.00
Total 7.00 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:
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
Goal 2-Meet All Regulatory Board.
Requirements
-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
Goal 6-Embrace Technology, Recycled Water Fill Station.
Innovation and Environmental
Sustainability -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:
Initiative EUM Attribute
Foster employees'
understanding of District
Goal 1 —Provide Customer Satisfaction
Exceptional Customer Improve Interdepartmental operations and their role in
Service Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Renew treatment plant Product Quality
NPDES Permit.
Meet existing regulations
and plan for future Product Quality
regulations.
Foster relationships with Stakeholder
Strive to Achieve 100% regulatory agencies. Understanding and
Goal 2—Strive to Meet Permit Compliance in Air, Support
Regulatory Requirements Water,Land and Other Monitor and track proposed
Regulations and pending legislation/ Stakeholder
regulatory changes that may Understanding and
impact District operations. Support
Actively manage GHG
emissions in the most cost Community Sustainability
effective and responsible
manner.
Goal 4—Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Goal 6—Embrace Evaluate Business Processes
Technology,Innovation and Optimize Business Perform business process Operational Optimization
and Environmental mapping and re-engineering.
Sustainability Operations
52
Engineering and Technical Services Department
Budget Overview By Expense Category
BudgetBudget to Budget to
Account IFY 2015-16 FY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $3,299,621 $3,302,800 $3,412,647 $109,847 3.3% $113,026 3.4%
Employee $3,126,005 $3,085,056 $2,672,956 ($412,100) -13.4% ($453,049) -14.5%
Benefits
Utilities $13,500 $14,000 $32,700 $18,700 133.6% $19,200 142.2%
Repairs& $97,000 $77,632 $106,500 $28,868 37.2% $9,500 9.8/o o
Maintenance
Hauling& $472,700 $422,700 $423,000 $300 0.1% ($49,700) -10.5%
Disposal
Professional& $6,000 $5,500 $6,000 $500 9.1% $0 0.0/o o
Legal Services
Outside Services $878,700 $765,675 $859,200 $93,525 12.2% ($19,500) -2.2%
Materials& $290,500 $277,800 $286,700 $8,900 3.2% ($3,800) -1.3%
Supplies
Other Expenses $869,141 $845,602 $443,639 ($401,963) -47.5% ($425,502) -49.0%
Total $9,053,167 $8,796,765 $8,243,342 ($553,423) -6.3% ($809,825) -9.0%
53
Engineering and Technical Services Department
Personnel Requirements
EmployeesRegular Status .
Administrative Assistant 1.00 1.00
Assistant Engineer 1.00 1.00
Associate Engineer 2.00 2.00
Chemist 1/11 5.00 5.00
Chemist III 1.00 1.00
Environmental and Regulatory Compliance Division Manager 1.00 1.00
Environmental Compliance Inspector 1/11 6.00 6.00
Environmental Compliance Superintendent 1.00 1.00
Household Hazardous Waste Supervisor 1.00 1.00
Household Hazardous Waste Technician 1/11 3.00 3.00
Laboratory Superintendent 1.00 1.00
Senior Chemist 1.00 1.00
Senior Engineer 1.00 1.00
Senior Environmental Compliance Inspector 2.00 2.00
Senior Household Hazardous Waste Technician 2.00 2.00
Total 29.00 29.00
EmployeesLimited Duration
Laboratory Assistant Summer Student 2.00 1.00
Co-op 2.00 3.00
Total 4.00 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 Accomplishment
-The Comprehensive Wastewater Master Plan for the collection system and the
Goal 2—Meet All Regulatory treatment plant is being implemented on schedule and within budget.
Requirements -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
Goal 5—Maintain a Reliable updated the GIS to a new ESRI platform.
Infrastructure -Participated in Lower Walnut Creek Stakeholders Advisory Group for long-
term planning on the outfall property.
-Conducted several pilot studies and applied research such as:Zeolite
Anammox,centrifuge testing,caustic soda addition to the wet scrubber,and
Goal 6 —Embrace Technology, sludge screening press.
Innovation and Environmental -Implemented construction of the Solar Regional Project. Three sites are
Sustainability 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
Engineering and Technical Services Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
. •.
Initiative EUM Attribute
Invest in Business Foster employees'
Process Changes and understanding of District Customer Satisfaction
Technologies to Effectively operations and their role in
Increase Access to our success.
District Information and
Promote Customer Care, Increase internal
Goal 1 -Provide Convenience and partnerships. Customer Satisfaction
Exceptional Customer Self-Service.
Service
Foster employees'
understanding of District
Customer Satisfaction
Improve Interdepartmental operations and their role in
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Ensure rate structure is
consistent with cost of Financial Viability
Goal 3-Bea Fiscally Sound Conduct Long Range service principles.
and Effective Water Sector Financial PliDevelop alternatives for
Utility nancaannng new revenues and funding Financial Viability
sources.
Review funding alternatives. Financial Viability
Goal 4-Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Integrate the data from the
Asset Management Program Infrastructure Strategy and
into the analysis of long term Performance
Capital Improvement needs.
Goal 5-Maintain a Facilitate Long-Term Implement business case
Reliable Infrastructure Capital Renewal and
Replacement evaluations,including life-
cycle cost,into proposals Infrastructure Strategy and
for new CIP projects to Performance
determine most effective
projects and solutions.
Evaluate Business Perform business process
Processes and Optimize mapping and re-engineering. Operational Optimization
Goal 6-Embrace Business Operations
Technology,Innovation Explore opportunities for
and Environmental self-generation,conservation
Sustainability Reduce reliance on and efficiency based on the Community Sustainability
Non-Renewable Energy approved Comprehensive
Wastewater Master Plan.
56
Engineering and Technical Services Department
Budget Overview By Expense Category
BudgetBudget to Budget to
Account IFY 2015-16 FY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $3,393,452 $3,242,200 $3,685,044 $442,844 13.7% $291,592 8.6%
Employee $1,949,977 $1,956,607 $1,770,926 ($185,681) -9.5% ($179,051) -9.2%
Benefits
Utilities $160,700 $140,700 $120,400 ($20,300) -14.4% ($40,300) -25.1%
Repairs& $59,400 $42,000 $59,400 $17,400 41.4% $0 0.0/o o
Maintenance
Professional& $123,000 $112,000 $115,000 $3,000 2.7% ($8,000) -6.5%
Legal Services
Outside Services $616,000 $456,000 $579,100 $123,100 27.0% ($36,900) -6.0%
Materials& $37,950 $34,300 $37,550 $3,250 9.5% ($400) -1.1 /o o
Supplies
Other Expenses $153,600 $93,068 $88,474 ($4,594) -4.9% ($65,126) -42.4%
Total $6,494,079 $6,076,875 $6,455,894 $379,019 6.2% ($38,185) -0.6%
57
Engineering and Technical Services Department
Personnel Requirements
EmployeesRegular Status .
Administrative Assistant 1.00 1.00
Assistant Engineer 2.00 2.00
Associate Engineer 4.00 4.00
Construction Inspector 4.00 4.00
Development Services Supervisor 2.00 2.00
Director of Engineering and Technical Services 1.00 1.00
Engineering Assistant III 5.00 5.00
Engineering Technician 1/11 4.00 4.00
GIS Analyst 2.00 2.00
GIS/CMMS Administrator 1.00 1.00
Maintenance Planner 1.00 1.00
Planning and Development Services Division Manager 1.00 1.00
Program Manager 0.00 1.0
Senior Engineer 4.00 4.00
Senior Right-of-Way Agent 2.00 2.00
Total 34.00 35.00
EmployeesLimited Duration
Engineering Assistant Summer Student 3.00 6.00
Co-op 3.00 4.00
Total 6.00 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
� f '
I �
1 r
-E
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:
Accomplishment
-Responded to over 1,000 customer service phone calls.
Goal 1 —Provide Exceptional -Achieved an average customer service satisfaction rating of 3.81 out of 4.0.
Customer Service
-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
Goal 2—Strive to Meet Regulatory station or capacity related overflows.
Requirements -Cleaned 850 miles of sanitary sewers.
-Televised 180 miles of sanitary sewers.
-Completed over 975 services on District vehicles and equipment;on schedule
Goal 5—Maintain a Reliable 100%of time.
Infrastructure -Completed over 20,900 cleaning schedules and work orders; completed on
schedule 99%of the time.
60
Operations Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
.
.1 Initiative ELIM Attribute
Foster Customer Provide high quality
Engagement and customer service. Customer Satisfaction
Awareness
Goal 1 -Provide Foster employees'
Exceptional Customer understanding of District Customer Satisfaction
Service Improve Interdepartmental operations and their role in
Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Complete the collection
system scheduled Infrastructure Strategy and
maintenance on time and performance
optimize cleaning schedules
Goal 2-Strive to Meet Strive to Minimize the to improve efficiencies.
Regulatory Requirements Number of SSOs Continue the pipeline
condition assessment and Infrastructure Strategy and
cleaning quality assurance Performance
program using the system
wide CCTV program.
Goal 3-Be a Fiscally Sound Perform optimization studies
and Effective Water Sector Manage Costs of treatment plant and field Operational Optimization
Utility operations to reduce costs.
Goal 4-Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Manage and maintain
Goal 5-Maintain a Manage Assets Optimally current equipment and Infrastructure Strategy and
Reliable Infrastructure Throughout Their Lifecycle vehicle fleet to provide Performance
maximum value.
Goal 6-Embrace Evaluate Business Processes
Technology,Innovation and Optimize Business Perform business process Operational Optimization
and Environmental mapping and re-engineering.
Sustainability Operations
61
Operations Department
Budget Overview By Expense Category
BudgetBudget to Budget to
Account IFY 2015-16 FY 2015-16 FY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $6,014,774 $5,941,900 $6,107,988 $166,088 2.8% $93,214 1.6%
Employee $5,996,914 $6,019,607 $5,433,375 ($586,232) -9.7% ($563,539) -9.4%
Benefits
Utilities $137,400 $137,400 $139,400 $2,000 1.5% $2,000 1.5%
Repairs& $1,721,250 $1,257,000 $1,631,502 $374,502 29.8% ($89,748) -5.2%
Maintenance
Hauling& $122,800 $121,500 $131,000 $9,500 7.8% $8,200 6.7/o o
Disposal
Professional& $5,000 $5,000 $5,000 $0 0.0% $0 0.0/o o
Legal Services
Outside Services $82,940 $66,120 $106,700 $40,580 61.4% $23,760 28.7%
Materials& $767,500 $719,300 $774,150 $54,850 7.6% $6,650 0.9/o o
Supplies
Other Expenses $147,676 $115,296 $142,938 $27,642 24.0% ($4,738) -3.2%
Total $14,996,254 $14,383,123 $14,472,053 $88,930 0.6% ($524,201) -3.5%
62
Operations Department
Personnel Requirements
EmployeesRegular Status .
Administrative Assistant 1.00 1.00
Administrative Services Supervisor 1.00 1.00
Administrative Technician 2.00 2.00
Collection System Maintenance Scheduler 1.00 1.00
Collection System Operations Division Manager 1.00 1.00
Construction Equipment Operator 3.00 2.00
Field Operations Superintendent 1.00 1.00
Maintenance Crew Leader 18.00 18.00
Maintenance Crew Member 1/11 17.00 18.00
Maintenance Supervisor 4.00 4.00
Safety Specialist 1.00 0.00
Senior Engineer 1.00 1.00
Utility Worker 2.00 2.00
Vehicle and Equipment Mechanic 3.00 3.00
Vehicle Maintenance and Equipment Maintenance Supervisor 1.00 1.00
Total 57.00 56.00
EmployeesLimited Duration
Laborer Summer Student 3.00 3.00
Clerical Summer Student 1.00 1.00
Total 4.00 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 Maintenance 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:
Accomplishment
Goal 2—Strive to Meet Regulatory -Maintained all equipment and systems to achieve the National Association of
Requirements 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
Goal 5—Maintain a Reliable asset management goals.
Infrastructure -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.
64
Operations Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
.. Initiative EUM Attribute
Foster employees'
understanding of District
Goal 1 -Provide Customer Satisfaction
Exceptional Customer Improve Interdepartmental operations and their role in
Service Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Strive to Achieve 100% Actively manage GHG in
Goal 2-Strive to Meet Permit Compliance in Air, the most cost effective and Community Sustainability
Regulatory Requirements Water,Land and Other
responsible manner.
Regulations
Goal 3-Be a Fiscally Sound Perform optimization studies
And Effective Water Sector Manage Costs of treatment plant and field Operational Optimization
Utility operations to reduce costs.
Goal 4-Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Implement Board approved
recommendations of the Infrastructure Strategy and
Wastewater Master Plan and Performance
Goal 5-Maintain a Manage Assets Optimally Condition Assessment.
Reliable Infrastructure Throughout Their Lifecycle
Implement the Reliability Infrastructure Strategy and
Centered Maintenance Performance
Program.
Goal 6-Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
65
Operations Department
Budget Overview By Expense Category
BudgetI Budget to Budget to
Account FY 2015-16 FY 2015-16 FY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $4,948,847 $4,980,518 $5,259,306 $278,788 5.6% $310,459 6.3%
Employee $4,684,651 $4,472,912 $4,355,893 ($117,019) -2.6% ($328,758) -7.0%
Benefits
Chemicals $430,000 $430,000 $430,000 $0 0.0% $0 0.0%
Utilities $517,350 $518,550 $518,550 $0 0.0% $1,200 0.2%
Repairs& $2,806,950 $2,834,950 $2,416,300 ($418,650) -14.8% ($390,650) -13.9%
Maintenance
Hauling& $138,800 $138,800 $138,800 $0 0.0% $0 0.0/o o
Disposal
Outside Services $167,100 $209,100 $237,650 $28,550 13.7% $70,550 42.2%
Materials& $534,200 $717,300 $539,200 ($178,100) -24.8% $5,000 0.9/o o
Supplies
Other Expenses $136,163 $124,523 $140,001 $15,478 12.4% $3,838 2.8%
Total $14,364,061 $14,426,653 $14,035,700 ($390,953) -2.7% ($328,361) -2.3%
66
Operations Department
Personnel Requirements
EmployeesRegular Status .
Assistant Engineer 1.00 1.00
Buildings and Grounds Supervisor 1.00 1.00
Electrical Shop Supervisor 1.00 1.00
Electrical Technician 4.00 4.00
Instrument Shop Supervisor 1.00 1.00
Instrument Technician 3.00 3.00
Machinist 2.00 2.00
Maintenance Crew Leader 1.00 1.00
Maintenance Planner 2.00 3.00
Maintenance Technician 1/11 Mechanical 2.00 2.00
Maintenance Technician III,Mechanical 7.00 7.00
Mechanical Supervisor 2.00 2.00
Painter 1.00 1.00
Plant Maintenance Division Manager 1.00 1.00
Plant Maintenance Superintendent 1.00 1.00
Pumping Stations Operator 1/11 4.00 4.00
Pumping Stations Operator III 2.00 2.00
Pumping Stations Supervisor 1.00 1.00
Senior Engineer 1.00 1.00
Utility Worker 7.00 7.00
Total 45.00 46.00
EmployeesLimited Duration
Laborer Summer Student 9.00 10.00
Engineering Assistant Summer Student 2.00 1.00
Co-op 1.00 1.00
Total 12.00 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:
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
Goal 2—Meet All Regulatory federal,state and regional water quality standards.
Requirements -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.
Goal 6—Embrace Technology, -Replaced and upgraded treatment plant control system historian server.
Innovation and Environmental -Implemented complete backup capability for all treatment plant control
Sustainability system servers.
68
Operations Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
.. Initiative ELIM Attribute
Foster employees'
understanding of District
Goal 1 -Provide Customer Satisfaction
Exceptional Customer Improve Interdepartmental operations and their role in
Service Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Renew treatment plant Product Quality
NPDES Permit.
Meet existing and known
Strive to Achieve 100% foreseeable future Product Quality
Goal 2-Strive To Meet Permit Compliance in Air, requirements for regulatory
Regulatory Requirements Water,Land and Other compliance.
Regulations Actively manage GHG
emissions in the most cost Community Sustainability
effective and responsible
manner.
Goal 3-Be a Fiscally Sound Perform optimization studies
and Effective Water Sector Manage Costs of treatment plant and field Operational Optimization
Utility operations to reduce costs.
Goal 4-Develop and Enhance Relationship with Cultivate a positive work Employee and Leadership
Retain a Highly Trained Employees and Bargaining culture and promote Development
and Innovative Workforce Units teamwork.
Goal 6-Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
69
Operations Department
Budget Overview By Expense Category
BudgetBudget to Budgetto
Account IFY 2015-16 FY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $5,067,083 $5,202,600 $5,161,486 ($41,114) -0.8% $94,403 1.9%
Employee $4,628,256 $4,724,207 $4,001,927 ($722,280) -15.3% ($626,329) -13.5%
Benefits
Chemicals $1,225,000 $1,048,000 $1,406,000 $358,000 34.2% $181,000 14.8%
Utilities $3,845,700 $3,175,700 $3,210,700 $35,000 1.1% ($635,000) -16.5%
Repairs& $56,200 $43,700 $50,200 $6,500 14.9% ($6,000) -10.7%
Maintenance
Hauling& $254,000 $211,000 $238,000 $27,000 12.8% ($16,000) -6.3%
Disposal
Professional& $4,000 $4,000 $4,000 $0 0.0% $0 0.0/o o
Legal Services
Outside Services $44,500 $21,000 $74,000 $53,000 252.4% $29,500 66.3%
Materials& $156,900 $122,150 $152,900 $30,750 25.2% ($4,000) -2.6%
Supplies
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
Operations Department
Personnel Requirements
EmployeesRegular Status .
Administrative Assistant 2.00 2.00
Administrative Services Supervisor 1.00 1.00
Associate Control Systems Engineer 2.00 2.00
Control Systems Technician 1.00 1.00
Deputy General Manager 1.00 1.00
Plant Operations Division Manager 1.00 1.00
Plant Operations Superintendent 1.00 1.00
Plant Operations Training Coordinator 1.00 1.00
Plant Operator 1/11 2.00 1.00
Plant Operator III 6.00 5.00
Senior Engineer 1.00 1.00
Senior Plant Operator 13.00 15.00
Shift Supervisor 7.00 7.00
Total 39.00 39.00
d Duration Employees � .
Clerical Summer Student 1.00 1.00
Total 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:
Accomplishment
..
-Conducted 268 hours of classroom training on 34 safety subjects and
Goal 4-Develop and Retain a Highly completed 329 Safety Tailgates.
Trained and Innovative Workforce
-Developed a Regulatory Training Matrix and 3-year Safety Training Schedule.
-Worked closely with Capital Projects to provide design reviews,submittal
Goal 5-Maintain a Reliable reviews,contractor orientations,and construction safety oversight.
Infrastructure -Eliminated the backlog of open safety actions items within the District Safety
Committee.
Goal 6-Embrace Technology, -Removed over 10,000 lbs.of hazardous waste.
Innovation and Environmental -,Conducted Emergency Preparedness Warden Training and evacuation drills.
Sustainability
72
Operations Department
Fiscal Year 2016-17 Strategic Initiatives
This Division will support the following District Goals and Strategies:
.. Initiative EUM Attribute
Foster employees'
understanding of District
Goal 1 —Provide Customer Satisfaction
Exceptional Customer Improve Interdepartmental operations and their role in
Service Collaboration our success.
Increase internal Employee and Leadership
partnerships. Development
Enhance Relationship with Cultivate a positive work Employee and Leadership
Employees and Bargaining culture and promote
Units teamwork. Development
Achieve consistent
Goal 4—Develop and improvement on State of Employee and Leadership
Retain a Highly Trained
and Innovative Workforce California and Bay Area Development
Meet or Exceed Industry Industry Injury Rate.
Safety Standards
Enhance the safety culture
through improved training Employee and Leadership
and communications. Development
Enhance our capability
to mitigate,prepare, Enterprise Resiliency
respond,and recover from
Goal 5—Maintain a Protect District Personnel emergencies.
Reliable Infrastructure and Assets from Threats and
Emergencies Evaluate and implement
appropriate improvements Enterprise Resiliency
to security program to meet
new or evolving threats.
Goal 6—Embrace Evaluate Business Processes
Technology,Innovation Perform business process
and Environmental and Optimize Business mapping and re-engineering. Operational Optimization
Sustainability Operations
73
Operations Department
Budget Overview By Expense Category
BudgetI Budget to Budget to
Account IFY 2015-16 FY 2015-16 FY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $216,956 $231,400 $349,884 $118,484 51.2% $132,928 61.3%
Employee $221,760 $212,170 $312,759 $100,589 47.4% $90,999 41.0%
Benefits
Repairs& $77,200 $77,200 $71,000 ($6,200) -8.0% ($6,200) -8.0%
Maintenance
Hauling& $10,250 $10,250 $10,250 $0 0.0% $0 0.0/o o
Disposal
Professional& $5,000 $5,000 $2,500 ($2,500) -50.0% ($2,500) -50.0%
Legal Services
Outside Services $153,250 $170,500 $87,000 ($83,500) -49.0% ($66,250) -43.2%
Materials& $38,500 $38,500 $34,500 ($4,000) -10.4% ($4,000) -10.4%
Supplies
Other Expenses $57,795 $57,795 $45,575 ($12,220) -21.1% ($12,220) -21.1%
Total $780,711 $802,815 $913,468 $110,653 13.8% $132,757 17.0%
Personnel Requirements
EmployeesRegular Status i
Operations Safety Specialist 1.00 2.00
Safety Officer 1.00 1.00
Total 2.00 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
Operations Department
Recycled Water Program
OVERVIEW
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:
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
Goal 6—Embrace Technology, landscape irrigation.
Innovation and Environmental -Completed the first phase of the Wholesale Opportunity of Recycled Water
Sustainability 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 Goals and Strategies:
Initiative EUM Attribute
Goal 1 -Provide Foster Customer Provide high quality
Exceptional Customer Engagement and Customer Satisfaction
Awareness
Service customer service.
Meet existing regulations
Strive to Achieve 100% and plan for future Product Quality
Goal 2-Strive to Meet Permit Compliance in Air, regulations.
Regulatory Requirements Water,Land and Other
Regulations Foster relationships with Stakeholder Understanding
regulatory agencies. and Support
Explore partnering Stakeholder Understanding
Goal 6—Embrace opportunities(e.g.CCWD
Technology,Innovation Augment the Region's Water and EBMUD). and Support
and Environmental Supply
Sustainability Develop a Satellite Recycled Water Resource
Water Facilities Program. Sustainability
76
Operations Department
Budget Overview By Expense Category
Budgeti Budget to Budgetto
Account IFY 2015-16 FY 2015-16 IFY 2016-17 Projected Percent
BudgetDescription Budget Projected
Salaries&Wages $0 $207,800 $763,147 $555,347 267.3% $763,147 0.0%
Employee $0 $189,000 $477,148 $288,148 152.5% $477,148 0.0%
Benefits
Chemicals $0 $74,000 $84,000 $10,000 13.5% $84,000 0.0%
Utilities $0 $160,000 $175,000 $15,000 9.4% $175,000 0.0%
Repairs& $0 $6,800 $30,000 $23,200 341.2% $30,000 0.0%
Maintenance
Hauling& $0 $500 $14,000 $13,500 2700.0% o
Disposal $14,000 0.0%
Outside Services $0 $120,000 $202,500 $82,500 68.8% $202,500 0.0%
Materials& $0 $6,400 $5,900 ($500) -7.8% $5,900 0.0%
Supplies
Other Expenses $0 $45,600 $50,024 $4,424 9.7% $50,024 0.0%
Total $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
Self-Insurance Program
Tables and Figures
Table 1 -Self Insurance Fund (SIF)July 1,2011 -June 30,2017
FY 2012-13 FY 2013-14 i FY 2014-15 FY 2015-16
Actual Actual Actual Projected
Revenues
SIF Allocation from O&M $850,000 $850,000 $600,000 $650,000 $1,500,000 $920,000
Fund
Insurance Allocation from $24,878 $21,183 $21,236 $21,187 $71,500 $75,000
HHW
Subrogation Recovery $1,660 $1,349,322 $23,212 $165,950 $1,313 $0
Interest Income $19,436 $15,269 $10,180 $10,834 $22,826 $25,401
Total Revenue $895,974 $2,235,774 $654,628 $847,971 $1,595,639 $1,020,401
Expenses
Claims Adjusting $0 $1,218,301 $766 $219,377 $0 $2,000
Insurance Consulting $0 $5,000 $0 $5,000 $0 $6,000
Loss Payments $72,605 $440,991 $115,501 $280,619 $850,000 $200,000
Legal Services $304,672 $266,900 $200,591 $148,500 $74,000 $75,000
Technical Services $14,803 $24,856 $42,167 $207,793 $55,000 $85,000
Insurance Premiums $418,769 $424,419 $499,713 $472,230 $529,892 $580,000
Total Expenses $810,849 $2,380,467 $858,738 $1,333,519 $1,508,892 $948,000
Revenue Over Expense $85,125 ($144,693) ($204,110) ($485,548) $86,747 $72,401
Reserves
Beginning of Year $4,742,210 $4,827,335 $4,682,642 $4,478,532 $3,992,984 $6,429,731
Reserve Policy Transfer $0 $0 $0 $0 $2,350,000 $0
Revenue over Expense $85,125 ($144,693) ($204,110) ($485,548) $86,747 $72,401
End of Year Reserves $4,827,335 $4,682,642 $4,478,532 $3,992,984 $6,429,731 $6,502,132
Uncommitted Reserves
Actuarial Reserves-GASB 10 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,500,000 $1,500,000
(Fund A)
Non-Actuarial Reserves- $2,400,000 $2,400,000 $2,400,000 $2,400,000 $0 $0
GASB 10(Fund B)
Non-GASB 10 Reserves $1,427,335 $1,282,642 $1,078,532 $592,984 $4,929,731 $5,002,132
(Fund C)
Total Reserves $4,827,335 $4,682,642 $4,478,532 $3,992,984 $6,429,731 $6,502,132
Change in Reserves $85,125 ($144,693) ($204,110) ($485,548) $2,436,747 $72,401
80
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
BudgetFY 2014-15 FY 2015-16 FY 2016-17
Actual Projected
Actuarial Reserves-GASB 10-Beginning of Year $1,000,000 $1,000,000 $1,500,000
Revenues
O&M - $1,000,000 -
Subrogation Recovery $165,950 - -
Interest $2,354 $5,257 $5,868
Total Revenues $168,304 $1,005,257 $5,868
Expenses
Losses $280,619 $850,000 $100,000
Legal $48,519 $65,000 $50,000
Technical $207,793 $55,000 $75,000
Total Expenses $536,931 $970,000 $225,000
L
Revenue Over Expense ($368,627) $35,257 ($219,132)
Reserves
Transfer(to)/from Sub-Fund C $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
BudgetFY 2014-15 FY 2015-16 1 FY 2016-17
Actual Projected I
Beginning Reserves $2,400,000 $2,400,000 -
Revenues
O&M - - -
Recovery - - -
Interest $5,649 $17,522 -
Total Revenues $5,649 $17,522 -
Expenses
Losses - - -
Legal $60,880 $4,000 -
Technical - - -
Total Expenses $60,880 $4,000 -
Revenue Over Expense ($55,231) $13,522 -
Reserves
Transfer(to)/from Sub-Fund C $55,231 ($13,522) -
Transfer(to)/from Sub-Fund C - ($2,400,000) -
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
FY 2014-15 FY2015-16 FY2016-17
Actual Projected Budget
Beginning Reserves $1,078,532 $592,984 $4,929,731
Revenues
O&M $650,000 $500,000 $920,000
Subrogation Recovery - $1,313 -
Insurance Recovery from HHW Partners $21,187 $71,500 $75,000
Interest $2,831 $47 $19,533
Total Revenues $674,018 $572,860 $1,014,533
( Expenses
Losses - - $100,000
Legal $39,101 $5,000 $25,000
Technical - - $10,000
Insurance Premiums $472,230 $529,892 $580,000
Insurance Consulting Services $5,000 - $6,000
Claims Adjustment $219,377 - $2,000
Total Expenses $735,708 $534,892 $723,000
Revenue Over Expense ($61,690) $37,968 $291,533
Reserves
Transfer(to)/from Sub-Funds A ($368,627) ($464,743) ($219,132)
Transfer(to)/from Sub-Funds B - $2,400,000 -
Transfer(to)/from Sub-Funds B ($55,231) $13,522 -
Reserve Policy Transfers - $2,350,000 -
Total Reserves Projected End of Year $592,984 $4,929,731 $5,002,132
Note:Sub Fund C was increased to$5.01M 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
A
0
$3,000,000
$2,000,000
$1,000,000
- -JA
$0
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
Actual Actual Actual Actual Projected Budget
Fiscal Year
❑ Total Revenue ❑ Total Expenses ■End of Year Reserves
Figure 2-History of Loss Payment&Insurance Premiums
$900,000
$800,000
$700,000
$600,000
a $500,000
A
6
G $400,000
$300,000
$200,000
$100,000
$0
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
Actual Actual Actual Actual Projected Budget
Fiscal Year
❑Loss Payments ■Insurance Premiums
84
Self-Insurance Program
Figure 3-Reserves by Sub-Fund
$6,000,000
$5,000,000
$4,000,000
a
m $3,000,000
0
$2,000,000
- -F -
$1,000,000
$0
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
Actual Actual Actual Actual Projected Budget
Fiscal Year
❑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
W
R
O
$3,000,000
$2,000,000
$1,000,000
$0
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
Actual Actual Actual Actual Projected Budget
Fiscal Year
❑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
MR
Collection $34,197,100 $16,872,230 $17,925,105 $29,845,032 $64,642,367
System
Treatment Plant $28,414,100 $26,241,377 $13,125,000 $34,820,723 $74,178,100
General $7,876,000 $6,528,187 $3,808,651 $14,047,162 $24,384,000
Improvements
Recycled Water $1,855,000 $1,342,647 $500,000 $1,127,353 $2,970,000
CIB Contingency $0 $0 $1,450,000 $0 $1,450,000
Totals $72,342,200 $50,984,441 $36,808,756 $79,840,270* $167,633,467
*Approval of FY 2016-17 projects will commit approximately$30.4 million in future fiscal years.
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
Capital Improvement Program
Acronyms and Abbreviations in the CIB/CIP
AcN"And AbbMWOWhs�in�the MOP Acronyms and Abbreviations in the CIB/CIP
AB Assembly Bill DI De-Ionized or Discrete Input
ADA Americans with Disabilities Act District Central Contra Costa Sanitary District
ADWF Average Dry Weather Flow DP District Project
AFY Acre-Feet per Year DTSC Department of Toxic Substances
A/N Aeration and Nitrification DWR Department of Water Resources
ARB Air Resources Board EIR Environmental Impact Report
ArcSNAP Sewer Network Analysis Program Elec Electrical
ASB Auxiliary Steam Boiler EOC Emergency Operations Center
AWWF Average Wet Weather Flow EPA Environmental Protection Agency
B&G Buildings and Grounds ERP Enterprise Resource Planning
BAAQMD Bay Area Air Quality Management District FCD Contra Costa County Flood Control and
BACWA Bay Area Clean Water Agencies Water Conservation District
CAA Clean Air Act Fund Sewer Construction Fund
CAD Contractual Assessment District FY Fiscal Year—July 1 through June 30
CAFR Comprehensive Annual Financial Report GDI Geographic Data Integration
CalOSHA California Occupational Health and Safety GHG Greenhouse Gas
Administration GI General Improvements Program
CARB California Air Resources Board GIS Geographic Information Systems
CBC California Building Code GPS Global Positioning System
CASA California Association of Sanitation HOB Headquarters Office Building
Agencies HTE SunGard Program
CCCERA Contra Costa County Employees HVAC Heating,Ventilating,and Air Conditioning
Retirement Association
IEEE Institute of Electrical and Electronics
CCCSD Central Contra Costa Sanitary District Engineers
CCTV Closed Circuit TV IFCO Industrial Furnace Company
CCWD Contra Costa Water District 1/0 Input and Output
CEC California Energy Commission IT Information Technology
CECs Constituents of Emerging Concern LT Long Term
CIB Capital Improvement Budget M1 Manhole 1
CIP Capital Improvement Plan—covers ten MCC Motor Control Center
years
MGD Million Gallons per Day
CIPP Cured-in-Place Pipe
MHF Multiple Hearth Furnace
CNWS Concord Naval Weapons Station
NACWA National Association of Clean Water
Co-Gen Cogeneration Agencies(formerly AMSA)
CO2 Carbon Dioxide NPDES National Pollutant Discharge Elimination
COP Certificates of Participation System
CS Collection System NFPA National Fire Protection Agency
CSO Collection System Operations O&M Operations&Maintenance
CSOD Collection System Operations Division PE Primary Effluent
CWMP Comprehensive Wastewater Master Plan PLC Programmable Logic Controller
DAF Dissolved Air Flotation PG&E Pacific Gas&Electric Company
87
Capital Improvement Program
Acronyms and Abbreviations in the ClB/ClP Acronyms and Abbreviations in the ClB/ClP
Ph Phase SCADA Supervisory Control and Data Acquisition
POB Plant Operations Building SCB Solids Conditioning Building
POD Plant Operation Division SCF Sewer Construction Fund
PPE Personal Protective Equipment SSC Sewer Service Charge
PS Pumping Station SSMP Sewer System Master Plan
PTW Power Tools for Windows(software SSO Sanitary Sewer Overflow
program) TP Treatment Plant
RFP Request for Proposal USACE United States Army Corps of Engineers
RWQCB Regional Water Quality Control Board USEPA United States Environmental Protection
RUE Residential Unit Equivalent Agency
RW or Recycled Water v volt
ReW
88
Capital Improvement Program
CIP Location Map
Grizzly Bay
Benicia
Suisun Bay
O O Pittsburg
4
Ma x ■
Concord
P asa t
Hill Clayton
Walnut
■ Creek
;W24 Lafayette
Berkeley Orinda
IT
Alamo
Moraga
Danville'
CCCSD's Headquarters Office Building,Treatment Plant,
and HHW Collection Facility
■ CCCSD's Collection System Operations Department San Ramon
(sewer maintenance)
Wastewater collection and treatment and
HHW collection for 339,000 people
Wastewater treatment and HHW collection
for 137,000 residents in Concord and Clayton
by contract
® HHW disposal services only N
0 2 4
71 Recycled Water Zone 1
Miles
89
Capital Improvement Program
CIP ACCOMPLISHMENTS
= 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
Capital Improvement Program
CIB-Project Prioritization
Each capital project addresses one or more of the following goals:
Strive to meet regulatory requirements; Maintain and replace existing assets;
Be a fiscally sound and effective water sector utility; Embracing a policy of sustainability for the
Provide exceptional customer service; responsible use of existing resources;
Protect public health and the environment; 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-Major 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:
1.Comprehensive
FY 2016-17:$2,100,000 Estimated total project cost: $4,700,000
Estimated completion date: 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.
Corridor2.Pleasant Hill-Grayson CreekTrunk Sewer(includes PH
FY 2016-17:$8,900,000 Estimated total project cost: $13,700,000
Estimated completion date: 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: $3,530,000
Estimated completion date: 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 •
FY 2016-17: $2,154,000 Estimated total project cost: $3,312,500
Estimated completion date: 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.Pump and Blower Seismic Upgrades
FY 2016-17:$2,900,000 Estimated total project cost: $5,953,000
Estimated completion date: 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.
Substation6. . .
FY 2016-17:$2,144,000 Estimated total project cost: $2,644,000
Estimated completion date: 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 • Project
FY 2016-17:$1,600,000 Estimated total project cost: $8,400,000
Estimated completion date: 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.
Technology8.Information . .
FY 2016-17:$900,000 Estimated total project cost: $9,400,000
Estimated completion date: June 2024
This project provides funding for the District's computer and telecommunication technology needs and
implementation of the IT Master Plan.
Program9.Asset Management . .
FY 2016-17:$800,000 Estimated total project cost: $2,700,000
Estimated completion date: 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.
Laboratory10. . . Repair
FY 2016-17:$700,000 Estimated total project cost: $1,171,500
Estimated completion date: December 2016
This project will replace the failed 150-ton chiller,modify the HVAC system,and other improvements to the treatment
plant's laboratory.
Development11.
FY 2016-17:$800,000 Estimated total project cost: $8,000,000
Estimated completion date: 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.
12.Server Room Relocation
FY 2016-17:$650,000 Estimated total project cost: $1,500,000
Estimated completion date: December 2017
This project will relocate and improve the District's main data center and IT infrastructure.
Equipment13. .
FY 2016-17:$600,000 Estimated total project cost: $6,000,000
Estimated completion date: June 2023
This project provides funding and capitalization of the District's annual purchase of vehicles and major equipment.
93
Capital Improvement Program
OB-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;
w 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
Capital Improvement Program
FY 2016-17 CIB Collection System Program Budget/Project Summary
Estimated Expenditures
Years
5941 PS Equipment Piping $740,000 $704,000 $10,000 $190,000 $904,000
Replacement
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
8430 Lafayette Sewer Renovation $150,000 $150,000 $500,000 $3,000,000 $3,650,000
Phase 11
8431 Collection System Master Plan $600,000 $530,000 $670,000 $0 $1,200,000
8433 S.Orinda Sewer Renovation $0 $0 $12,000 $3,638,000 $3,650,000
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
Totals $34,197,100 $16,872,230 $17,925,105 $29,845,032 $64,642,367
*New project included in CIB.
95
Pumping Stations Equipment and Piping Replacement
PumpingProject Name . Replacement
Program: Collection System Program Phase C
Sub-Program: Pump Station Priority Rank Critical
Project Manager: Neil Meyer Ranking Score 65
Dept/Division: Operations/Maintenance Concord% 0%
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: Place for Image
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:
Addition of control and isolation valves for shutdown and protection of the stations;
Revisions to control strategies and equipment response times;
Possible protections for pumping stations and equipment,if flooded;
Investigation and installation of"pump around"capabilities;
Development of emergency response procedures and purchasing equipment;
Reconditioning of major pieces of equipment to original factory specifications;
Purchase of large-dollar spare assemblies for major PS equipment;
Other work or equipment requirements that might be defined by regulators.
Location:
All pumping Stations
Schedule&Bwoet
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning - $0 $0 $0
Design - $0 $0 $0 -
Construction $704,000 $10,000 $190,000 $0 $904,000
FYTotal $704,000 $10,000 $190,000 $0 $904,000
96
Pipeburst Blanket Contract
Project Name Pipeburst Blanket Contract
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Alex Rozul Ranking Score 75
Dept/Division: Operations/Collection System Operations Division Concord% 0%
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 Place for Image
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
W potential for an overflow
= structural failure in a pipe
Location:
Throughout the service area.
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $700,000 $0 $228,000 $0 $928,000
FYTotal $700,000 $0 $228,000 $0 $928,000
97
Pleasant Hill Sewer Renovations, Phase 2
Project Name—Allk Pleasant Hill Sewer Renovations,Phase 2
Program: Collection System Program Phase P
Sub-Program: Renovation Priority Rank Very High
Project Manager: Nancy Molina Ranking Score 60
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $183,017 $0 $0 $0 $183,0170
Design $0 $150,000 $350,000 $0 $500,000
Construction $0 $0 $2,500,000 $316,983 $2,816,983
FY Total $183,017 $150,000 $2,850,000 $316,983 $3,500,000
98
CIPP Blanket Contract
Project Name CIPP Blanket Contract
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Alex Rozul Ranking Score 75
Dept/Division: Operations/Collection System Operations Division Concord% 0%
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 Place for Image
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:
imminent threat of pipe break or collapse
W potential for an overflow
= 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.
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $284,650 $0 $0 $187,350 $472,000
FYTotal $284,650 $0 $0 $187,350 $472,000
99
South Jackson Contractual Assessment District
Project Name South Jackson Contractual Assessment District
.�
Program: Collection System Program Phase C
Sub-Program: Expansion Priority Rank N/A
Project Manager: Russell Leavitt Ranking Score N/A
Dept/Division: Engineering/Planning and Environmental Services Concord% 0%
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 Place for Image
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.
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
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $80,000 $253,867 $0 $0 $333,867
FYTotal $80,000 $253,867 $0 $0 $333,867
100
Pleasant Hill - Grayson Creek Trunk Sewer
Project Name Pleasant Hill—Grayson Creek Trunk Sewer
Program: Collection System Program Phase C
Sub-Program: Expansion Priority Rank Critical
Project Manager: Nancy Molina Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 0%
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: Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $1,400,000 $0 $0 $0 $1,400,000
Construction $2,600,000 $8,900,000 $800,000 $0 $12,300,000
FYTotal $4,000,000 $8,900,000 $800,000 $0 $13,700,000
101
Martinez Sewer Renovations, Phase 4
Project Name Martinez Sewer Renovations,Phase 4
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Mark Wenslawski Ranking Score 75
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $216,739 $0 $0 $0 $216,739
Design $756,404 $0 $0 $0 $756,404
Construction $2,726,857 $5,000 $217,000 $0 $2,948,857
FYTotal $3,700,000 $5,000 $217,000 $0 $3,922,000
102
Survey Monument Installation Project
Project Name Survey Monument Installation Project Mow
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Greg St.John Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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
(§8771 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.
Location:
Throughout Service Area
Schedule • • ^
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $188,000 $50,000 $50,000 $212,000 $500,000
FYTotal $188,000 $50,000 $50,000 $212,000 $500,000
103
Collection System Modeling Upgrade
Project Name Collection System Modeling Upgrade • •
Program: Collection System Program Phase C
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Micheal Penny Ranking Score 65
Dept/Division: Engineering/Planning and Environmental Services Concord% 0%
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.
Place for Image
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, Staff reccommedned to implement
this project along with the Comprehensive Wastewater
Master Plan Project.
Description:
Migrate from a proprietary steady state hydraulic model to a commercially available dynamic hydraulic model.
Location:
Throughout Service Area
Schedule
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $126,666 $0 $0 $0 $126,666
Design $0 $0 $0 $0 $0
Construction $701,600 $200,000 $173,335 $0 $1,074,935
FYTotal $976,665 $200,000 $173,335 $0 $1,350,000
104
Collection System Modeling Planning
Project Name Collection System Planning
Program: Collection System Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Micheal Penny Ranking Score 70
Dept/Division: Engineering/Planning and Environmental Services Concord% 0%
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. Place for Image
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.lhis project
also provides funding for small scale flow monitoring
studies and technology trials and assessments and pilot
studies.
Location:
Entire Collection System
Schedule
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $470,000 $200,000 $200,000 $500,000 $1,370,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $470,000 $200,000 $200,000 $500,000 $1,370,000
105
2016-17 Development Sewerage
• Development
Program: Collection System Program Phase C
Sub-Program: Expansion Priority Rank N/A
Project Manager: Tom Godsey Ranking Score N/A
Dept/Division: Engineering/Planning and Environmental Services Concord% 0%
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 Place for Image
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.
Location:
Entire Collection System
StllseBOO"
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $2,167,606 $800,000 $800,000 $4,232,394 $8,000,000
FYTotal $2,167,606 $800,000 $800,000 $4,232,394 $8,000,000
106
Walnut Creek Renovations, Phase 11
Project Name Walnut Creek Renovations,Phase 11
Program: Collection System Program Phase D
Sub-Program: Renovation Priority Rank Critical
Project Manager: Mark Wenslawski Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $105,000 $45,000 $0 $0 $150,000
Design $0 $500,000 $0 $0 $500,000
Construction $0 $0 $3,000,000 $100,000 $3,100,000
FYTotal $105,000 $545,000 $3,000,000 $100,000 $3,750,000
107
North Orinda Sewer Renovations, Phase 6
Project Name North Orinda Sewer Renovations,Phase 6 nrmwm���
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Mark Wenslawski Ranking Score 75
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $158,500 $0 $0 $0 $158,500
Design $400,000 $0 $0 $0 $400,000
Construction $500,000 $2,154,000 $100,000 $0 $2,754,000
FYTotal $1,058,500 $2,154,000 $100,000 $0 $3,312,500
108
Lafayette Sewer Renovations, Phase 10
Project Name Lafayette Sewer Renovations,Phase 10
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Amanda Schmidt Ranking Score 75
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
. . -
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $149,792 $0 $0 $0 $149,792
Design $555,000 $0 $0 $0 $555,000
Construction $420,000 $2,250,000 $155,208 $0 $2,825,208
FYTotal $1,124,792 $2,250,000 $155,208 $0 $3,530,000
109
Fairview Maltby Pump Stations Upgrades
Project Name Fairview Maltby Pump Stations Upgrades
Program: Collection System Program Phase D
Sub-Program: Pumping Stations Priority Rank Very High
Project Manager: Amanda Schmidt Ranking Score 55
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
Location:
Fairview and Maltby Pumping Stations in Martinez
Schedule • • ^
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $50,000 $0 $0 $0 $50,000
Design $100,000 $50,000 $0 $0 $150,000
Construction $0 $300,000 $170,000 $0 $470,000
FYTotal $150,000 $350,000 $170,000 $0 $670,000
110
Lafayette Sewer Renovation, Phase 11
Project Name Lafayette Sewer Renovation,Phase 11
Program: Collection System Program Phase P
Sub-Program: Renovation Priority Rank Critical
Project Manager: Amanda Schmidt Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $150,000 $0 $0 $0 $150,000
Design $0 $500,000 $0 $0 $500,000
Construction $0 $0 $3,000,000 $0 $3,000,000
FYTotal $150,000 $500,000 $3,000,000 $0 $3,650,000
111
Collection System Master Plan
Project Name Collection System Master Plan
Program: Collection System Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Michael Penny Ranking Score 70
Dept/Division: Engineering/Planning Concord% 100%
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 Place for Image
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.
Location:
Entire service area.
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $530,000 $670,000 $0 $0 $1,200,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $530,000 $670,000 $0 $0 $1,200,000
112
South Orinda Sewer Renovation, Phase 6
Project Name South Orinda Sewer Renovation,Phase 6
Program: Collection System Program Phase P
Sub-Program: Renovation Priority Rank Critical
Project Manager: Sasha Mestetsky Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $12,000 $138,000 $0 $150,000
Design $0 $0 $500,000 $0 $500,000
Construction $0 $0 $0 $3,000,000 $3,000,000
FYTotal $0 $12,000 $638,000 $3,000,000 $3,650,000
113
Collection System Urgent Projects
Project Name Collection System Urgent Projects
Program: Collection System Program Phase C
Sub-Program: Renovation Priority Rank Critical
Project Manager: Sasha Mestetsky Ranking Score 75
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
SclseSod"
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $50,000 $0 $0 $0 $50,000
Construction $0 $0 $0 $450,000 $450,000
FYTotal $50,000 $0 $0 $450,000 $500,000
114
Walnut Creek Renovations, Phase 12
Project Name Walnut Creek Renovations,Phase 12
Program: Collection System Program Phase P
Sub-Program: Renovation Priority Rank Crtitical
Project Manager: Sasha Mestetsky Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $150,000 $0 $0 $150,000
Design $0 $0 $500,000 $0 $500,000
Construction $0 $0 $1,000,000 $2,100,000 $3,100,000
FYTotal $0 $150,000 $1,500,000 $2,100,000 $3,750,000
115
Moraga/Crossroads PS Project
Project Name Moraga/Crossroads PS Project nrmwm���
Program: Collection System Program Phase D
Sub-Program: Pumping Stations Priority Rank Very High
Project Manager: Amanda Schmidt Ranking Score 55
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $100,000 $0 $0 $0 $100,000
Design $0 $400,000 $0 $0 $400,000
Construction $0 $0 $1,500,000 $0 $1,500,000
FYTotal $100,000 $400,000 $1,500,000 $0 $2,000,000
116
Martinez Sewer Renovation Phase 5
Project Name Martinez Sewer Renovation Phase 5
Program: Collection System Program Phase D
Sub-Program: Renovation Priority Rank High
Project Manager: Mark Wenslawski Ranking Score 30
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $150,000 $0 $0 $0 $150,000
Design $0 $325,000 $175,000 $0 $500,000
Construction $0 $0 $3,000,000 $0 $3,000,000
FYTotal $150,000 $325,000 $3,175,000 $0 $3,650,000
117
Capital Improvement Program
013 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
' BudgetedYears ProjectTotall
,
7285 Primary Treatment Renovation $14,947,000 $14,897,000 $50,000 $0 $14,947,000
7286 Centrifuge&Cake Pumps $200,000 $100,000 $500,000 $2,000,000 $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 $350,000 $239,000 $175,000 $1,128,000 $1,542,000
Innovations
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- $606,000 $510,000 $460,000 $1,430,000 $2,400,000
FY24
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 1/0 $100,000 $50,000 $300,000 $3,950,000 $4,300,000
Replacement
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: Treatment Plant Program Phase C
Sub-Program: One-Time Renovation Priority Rank Critical
Project Manager: Jason DeGroot Ranking Score 90
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Primary Tanks, SCB,and Pump &Blower Building
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $14,897,000 $50,000 $0 $0 $14,947,000
FYTotal $14,897,000 $50,000 $0 $0 $14,947,000
119
Centrifuge and Cake Pump Upgrades
Project Name Centrifuge and Cake Pump Upgrades
Program: Treatment Plant Program Phase P
Sub-Program: One-Time Renovation Priority Rank Very High
Project Manager: Craig Mizutani Ranking Score 50
Dept/Division: Engineering/Capital Projects Concord% 100%
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- Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $100,000 $50,000 $0 $0 $150,000
Design $0 $450,000 $0 $0 $450,000
Construction $0 $0 $1,000,000 $1,000,000 $2,000,000
FY Total $100,000 $500,000 $1,000,000 $1,000,000 $2,600,000
120
Pump & Blower Building Seismic Upgrades
Project Name Pump&Blower Building Seismic Upgrades
Program: Treatment Plant Program Phase D
Sub-Program: One-Time Renovation Priority Rank Very High
Project Manager: Jason DeGroot Ranking Score 55
Dept/Division: Engineering/Capital Projects Concord% 100%
Purpose: MT
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 Place for Image
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $680,000 $15,000 $0 $0 $695,000
Construction $0 $2,885,000 $2,373,000 $0 $5,258,000
FYTotal $680,000 $2,900,000 $2,373,000 $0 $5,953,000
121
Switchgear Refurbishment, Phase 2
SwItchgear Refurbishment,Phase 2
Program: Treatment Plant Program Phase C
Sub-Program: One-Time Renovation Priority Rank Critical
Project Manager: Mark Cavallero Ranking Score 70
Dept/Division: Operations/Plant Maintenance Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $300,000 $100,000 $250,000 $770,000 $1,420,000
FYTotal $300,000 $100,000 $250,000 $770,000 $1,420,000
122
Wet Scubber Caustic Injection System
Project Name Wet Scubber Caustic Injection System
Program: Treatment Plant Program Phase C
Sub-Program: One-Time Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $75,000 $0 $0 $0 $75,000
Design $250,000 $0 $0 $0 $250,000
Construction $976,600 $50,000 $0 $0 $1,026,600
FYTotal $1,301,600 $50,000 $0 $0 $1,351,600
123
Treatment Plant Planning
Project Name Treatment Plant Planning w-ML
Program: Treatment Plant Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Dan Frost Ranking Score 85
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
L-777777
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $2,683,000 $350,000 $312,000 $0 $3,345,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $2,683,000 $350,000 $312,000 $0 $3,345,000
124
PLC System Upgrades
Project Name PLC System Upgrades
Program: Treatment Plant Program Phase C
Sub-Program: One-Time Renovation Priority Rank Very High
Project Manager: Chuck Burnash Ranking Score 50
Dept/Division: Plant Operations/Operations Concord% 100%
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 Place for Image
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:
Providing and upgrading hardware and software
necessary to maintain the PLC application.
w Replacing older computers with newer ones capable of running current software.
= Upgrading older PLC models to maintain compatibility with new equipment.
Location:
Entire Treatment Plant
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $96,669 $0 $0 $0 $96,669
Construction $228,331 $100,000 $100,000 $308,000 $736,331
FYTotal $325,000 $100,000 $100,000 $308,000 $833,000
125
Piping Renovations, Phase 8
Project Name Piping Renovations,Phase 8
Program: Treatment Plant Program Phase C
Sub-Program: Recurring Renovation Priority Rank Critical
Project Manager: Brad Leidecker Ranking Score 70
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
s
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $86,917 $0 $0 $0 $86,917
Design $203,160 $0 $0 $0 $203,160
Construction $1,254,923 $25,000 $0 $0 $1,279,923
FYTotal $1,545,000 $25,000 $0 $0 $1,570,000
126
Treatment Plant Safety Enhancements Phase 4
Project Name Treatment Plant Safety Enhancements Phase 4
Program: Treatment Plant Program Phase C
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Brad Leidecker Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
Budget!Schedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $41,442 $0 $0 $0 $41,442
Design $150,000 $0 $0 $0 $150,000
Construction $147,558 $150,000 $201,000 $0 $498,558
FYTotal $339,000 $150,000 $201,000 $0 $690,000
127
Ash Facility Improvements
ImprovementsProject Name Ash Facility
Program: Treatment Plant Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Solids Conditioning Building
Schedule . .
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $80,000 $0 $0 $0 $80,000
Design $0 $300,000 $0 $0 $300,000
Construction $0 $500,000 $1,320,000 $0 $1,820,000
FYTotal $80,000 $800,000 $1,320,000 $0 $2,200,000
128
Urgent Repairs Blanket Contract
Project Name Urgent Repairs Blanket Contract
Program: Treatment Plant Program Phase C
Sub-Program: Recurring Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 80
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $40,000 $10,000 $0 $0 $50,000
Design $0 $0 $0 $0 $0
Construction $0 $100,000 $150,000 $300,000 $550,000
FY Total $40,000 $110,000 $150,000 $300,000 $600,000
129
Applied Research & Innovations
AppliedProject Name
Program: Treatment Plant Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Very High
Project Manager: Dan Frost Ranking Score 50
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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.
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
Schedule0 0
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $239,000 $175,000 $200,000 $928,000 $1,542,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $239,000 $175,000 $200,000 $928,000 $1,542,000
130
Plant Control System Network Upgrades
ControlProject Name Plant .
Program: Treatment Plant Program Phase C
Sub-Program: One-Time Renovation Priority Rank Very High
Project Manager: Nate Morales Ranking Score 50
Dept/Division: Operations/Plant Operations Concord% 100%
Purpose:
Upgrade the Plant Control System Ethernet Network to
Industrial Ethernet standards.
History:
In 2006 the District's plant installed a new Ethernet
based supervisory control and data acquisition (SCADA)
system.
Place for Image
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.
Location:
Entire Treatment Plant
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $80,000 $100,000 $100,000 $250,000 $530,000
FYTotal $80,000 $100,000 $100,000 $250,000 $530,000
131
Laboratory Upgrades and Repair
Project Name Laboratory Upgrades Repair
Program: Treatment Plant Program Phase C
Sub-Program: Recurring Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Description:
This is a multi-year program to repair and upgrade the laboratory.Project work identified to date includes the
following:
Hot water heat exchangers and tanks are corroded.
HVAC control systems are obsolete and outdated.
DI tank may need replacement/upgrade..
Location:
Laboratory
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $100,000 $0 $0 $0 $100,000
Construction $326,777 $700,000 $44,723 $0 $1,071,500
FYTotal $426,777 $700,000 $44,723 $0 $1,171,500
132
Plant Energy Optimization
Project Name Plant Energy • . ,
Program: Treatment Plant Program Phase P
Sub-Program: Recurring Renovation Priority Rank Very High
Project Manager: Craig Mizutani Ranking Score 55
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
Schedule
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $80,000 $50,000 $0 $0 $130,000
Design $0 $0 $250,000 $0 $250,000
Construction $0 $0 $0 $1,020,000 $1,020,000
FYTotal $80,000 $50,000 $250,000 $1,020,000 $1,400,000
133
Fire Protection Phase 2
Project Name Fire Protection Phase 2
Program: Treatment Plant Program Phase D
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $40,000 $0 $0 $0 $40,000
Design $45,000 $155,000 $0 $0 $200,000
Construction $0 $445,000 $255,000 $0 $700,000
FYTotal $85,000 $600,000 $255,000 $0 $940,000
134
Substation 16 Switchgear Replacement
Project Name Substation 16 Switchgear Replacement
Program: Treatment Plant Program Phase D
Sub-Program: One Time Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Headworks Facility
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $500,000 $0 $0 $0 $500,000
Construction $0 $2,140,000 $200,000 $0 $2,140,000
FYTotal $500,000 $2,140,000 $200,000 $0 $2,140,000
135
Equipment Replacement
Project Name Equipment
Program: Treatment Plant Program Phase C
Sub-Program: Recurring Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 80
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $510,000 $460,000 $350,000 $1,080,000 $2,400,000
FYTotal $510,000 $460,000 $350,000 $1,080,000 $2,400,000
136
Headworks Screening Upgrade
Project Name Headworks Screening Upgrade
Program: Treatment Plant Program Phase D
Sub-Program: One Time Renovation Priority Rank Critical
Project Manager: Brad Leidecker Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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. Place for Image
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.
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $200,000 $0 $0 $0 $200,000
Design $450,000 $150,000 $0 $0 $600,000
Construction $0 $1,450,000 $6,000,000 $150,000 $7,600,000
FYTotal $650,000 $1,600,000 $6,000,000 $150,000 $8,400,000
137
MHF Burner Upgrade
Projecti-T.r:h.
Program: Treatment Plant Program Phase P
Sub-Program: One-Time Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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; Place for Image
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
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $30,000 $0 $0 $0 $30,000
Design $0 $150,000 $0 $0 $150,000
Construction $0 $120,000 $550,000 $0 $670,000
FYTotal $0 $270,000 $550,000 $0 $850,000
138
Piping Renovation, Phase 9
Project Name Piping Renovation,Phase 9
Program: Treatment Plant Program Phase P
Sub-Program: Recurring Renovation Priority Rank Very High
Project Manager: Brad Leidecker Ranking Score 55
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
Sthedule
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $241,000 $0 $0 $241,000
Construction $0 $0 $1,359,000 $100,000 $1,459,000
FYTotal $0 $241,000 $1,359,000 $100,000 $1,700,000
139
Plant Control System 1/0 Replacement
ControlProject Name Plant 0 Replacement .
Program: Treatment Plant Program Phase P
Sub-Program: One-Time Renovation Priority Rank Very High
Project Manager: Nate Morales Ranking Score 55
Dept/Division: Operations/Plant Operations Concord% 100%
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 Place for Image
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 1/0 cards to replace units as they fail.
Description:
This project will replace and update the treatment plant's
obsolete 1/0 cards along with their mounting racks,
communication modules,and power supplies with modern,fully supported products.
Location:
Entire Treatment Plant
—
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $50,000 $150,000 $0 $0 $200,000
Design $0 $150,000 $450,000 $0 $600,000
Construction $0 $0 $400,000 $3,100,000 $3,500,000
FYTotal $50,000 $300,000 $850,000 $3,100,000 $4,300,000
140
Walnut Creek/Grayson Creek Levee Rehabilitation
Project Name Walnut Creek/Grayson Creek Levee Rehabilitation
Program: Treatment Plant Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank High
Project Manager: Dan Frost Ranking Score 40
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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).
Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $0 $150,000 $900,000 $50,000 $1,100,000
FY Total $0 $150,000 $900,000 $50,000 $1,100,000
141
TP Master Plan
Project Name TP Master Plan
Program: Treatment Plant Program Phase P
Sub-Program: Regulatory Compliance/Planning/Safety Priority Rank Critical
Project Manager: Dan Frost Ranking Score 85
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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.
Location:
Entire Treatment Plant
Budget
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $1,300,000 $800,000 $100,000 $0 $2,200,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $1,300,000 $800,000 $100,000 $0 $2,200,000
142
Wet Scrubber Replacement-LT
Project Name Wet Scrubber Replacement
Program: Treatment Plant Program Phase C
Sub-Program: One-Time Renovation Priority Rank Critical
Project Manager: Craig Mizutani Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Solids Conditioning Building
Schedule
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $100,000 $0 $0 $100,000
Design $0 $300,000 $300,000 $0 $600,000
Construction $0 $0 $300,000 $850,000 $8,800,000
FYTotal $0 $400,000 $0 $850,000 $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 General Security and Access $60,000 $47,616 $0 $202,384 $250,000
8227 GDI Treatment Plant $265,000 $222,444 $42,556 $160,000 $425,000
8230 Capital Legal Services $210,000 $115,495 $20,000 $74,505 $210,000
8232 GDI SMMS Replacement $852,000 $847,335 $4,665 $0 $852,000
8233 CSOD Facility Improvements $200,000 $173,697 $25,000 $96,303 $295,000
8234 HOB Improvements $972,000 $525,000 $447,000 $0 $972,000
8236 District Easements $140,000 $128,750 $15,000 $66,250 $210,000
8237 Buffer and Rental Improvements $279,000 $254,295 $50,000 $10,705 $315,000
8238 Asset Management $1,200,000 $1,189,185 $800,000 $710,815 $2,700,000
8239 POD Office Improvements $490,000 $459,590 $120,410 $0 $580,000
8240 IT Development $2,000,000 $1,538,800 $900,000 $6,961,200 $9,400,000
8242 CMMS Replacement $558,000 $540,980 $134,020 $0 $675,000
8243 Server Room Relocation $200,000 $85,000 $650,000 $765,000 $1,500,000
8516 District Equipment Acquisition $450,000 $400,000 $76,000 $524,000 $1,000,000
8517* Vehicle Replacement Program $0 $0 $524,000 $4,476,000 $5,000,000
Totals $7,876,000 $6,528,187 $3,808,651 $14,047,162 $24,384,000
*New project included in CIB.
144
General Security and Access
Project Name General Security and Access
Program: General Improvements Program Phase P
Sub-Program: Projects Priority Rank Very High
Project Manager: Tom Godsey Ranking Score 50
Dept/Division: Engineering/Planning and Development Services Concord% TBD
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 Place for Image
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $47,616 $0 $0 $0 $47,616
Design $0 $0 $0 $0 $0
Construction $0 $0 $102,384 $100,000 $202,384
FYTotal $47,616 $0 $102,384 $100,000 $250,000
145
GDI Treatment Plant
Project Name GDI Treatment Plant
Program: General Improvements Program Phase C
Sub-Program: Management Information Systems Priority Rank Critical
Project Manager: Carolyn Knight Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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 sr ^
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $222,444 $42,556 $120,000 $40,000 $425,000
Construction $0 $0 $0 $0 $0
FYTotal $222,444 $42,556 $120,000 $40,000 $425,000
146
Capital Legal Services
LegalProject Name Capital
Program: General Improvements Program Phase P
Sub-Program: Projects Priority Rank N/A
Project Manager: Russell Leavitt Ranking Score N/A
Dept/Division: Engineering/Planning and Development Services Concord% TBD
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: Place for Image
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $115,495 $20,000 $30,000 $44,505 $210,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $115,495 $20,000 $30,000 $44,505 $210,000
147
GDI-SMMS Replacement
ReplacementProject Name GDI-SMMS
Program: General Improvements Program Phase D
Sub-Program: Management Information Systems Priority Rank Critical
Project Manager: Carolyn Knight Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 50%
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:
Place for Image
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
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&Owoet
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $847,335 $4,665 $0 $0 $852,000
Construction $0 $0 $0 $0 $0
FYTotal $847,335 $4,665 $0 $0 $852,000
148
CSOD Facility Improvements
Project Name •D Facility Improvements
Program: General Improvements Program Phase C
Sub-Program: Projects Priority Rank Very High
Project Manager: Alex Rozul Ranking Score 55
Dept/Division: Operations/Collection System Operations Division Concord% 0%
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 Place for Image
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 -
Design $0 $0 $0 $0 -
Construction $173,697 $25,000 $51,303 $45,000 $295,000
FYTotal $173,697 $25,000 $51,303 $45,000 $295,000
149
HOB Improvements
Project Name • : Improvements
Program: General Improvements Program Phase C
Sub-Program: Projects Priority Rank Very High
Project Manager: Edgar Lopez Ranking Score 50
Dept/Division: Engineering/Capital Projects Concord% 0%
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 Place for Image
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.
Location:
Headquarters Office Building,Martinez
Schedule
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $525,000 $447,000 $0 $0 $972,000
FYTotal $525,000 $447,000 $0 $0 $972,000
150
District Easement Acquisition
Project Name District Easement Acquisition
Program: General Improvements Program Phase P
Sub-Program: Projects Priority Rank Critical
Project Manager: Tom Godsey Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% TBD
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 Place for Image
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:
Locations where easements need to be purchased for
existing sewers
Sewers that need upgraded easement rights or access rights
Sewers relocated through other public agency projects
Outfall Easement Upgrade Project
Recycled Water Program.
Location:
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $128,750 $15,000 $20,000 46,250 $210,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $128,750 $15,000 $20,000 $46,250 $210,000
151
Buffer and Rental Property Improvements
Project Name Buffer and Rental Property
Program: General Improvements Program Phase C
Sub-Program: Projects Priority Rank Critical
Project Manager: Tom Godsey Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 0%
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. Place for Image
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.
Location:
Martinez
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning - $0 $0 $0 $0
Design - $0 $0 $0 $0
Construction $254,295 $50,000 $10,705 $0 $315,000
FYTotal $254,295 $50,000 $10,705 $0 $315,000
152
Asset Management Program Development
ProgramProject Name Asset Management ..
Program: General Improvements Program Phase C
Sub-Program: Asset Management Plan Priority Rank Critical
Project Manager: Dana Lawson Ranking Score 70
Dept/Division: Engineering/Planning and Development Services Concord% 50%
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:
Place for Image
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
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $1,189,185 $0 $0 $0 $1,189,185
Design $0 $0 $0 $0 $0
Construction $0 $800,000 $710,815 $0 $1,510,815
FY Total $1,189,185 $800,000 $710,815 $0 $2,700,000
153
POD Office Improvements
Project Name POD Office Improvements
Program: General Improvements Program Phase C
Sub-Program: Projects Priority Rank Critical
Project Manager: Brad Leidecker Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
Location:
Martinez
Schedule0 0
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $459,590 $120,410 $0 $0 $580,000
FYTotal $459,590 $120,410 $0 $0 $580,000
154
Information Technology Development
TechnologyProject Name Information e
Program: General Improvements Program Phase C
Sub-Program: Management Information Systems Priority Rank Critical
Project Manager: John Huie Ranking Score 70
Dept/Division: Administration Concord% 50%
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 Place for Image
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $1,538,800 $900,000 $1,300,000 $5,661,200 $9,400,000
FYTotal $1,538,800 $900,000 $1,300,000 $5,661,200 $9,400,000
155
CMMS Replacement
Project Name CMMS Replacement nrwwm���
Program: General Improvements Program Phase C
Sub-Program: Management Information Systems Priority Rank Critical
Project Manager: Dana Lawson Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 50%
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- Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $40,980 $0 $0 $0 $40,980
Construction $500,000 $134,020 $0 $0 $634,020
FYTotal $540,980 $134,020 $0 $0 $675,000
156
Server Room Relocation
Project Name Server Room Relocation
Program: General Improvements Phase P
Sub-Program: Projects Priority Rank Critical
Project Manager: Jason DeGroot Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 50%
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 Place for Image
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
Schedule&Bud9ot
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $85,000 $0 $0 $0 $85,000
Design $0 $250,000 $0 $0 $250,000
Construction $0 $400,000 $765,000 $0 $1,165,000
FYTotal $85,000 $650,000 $765,000 $0 $1,500,000
157
District Equipment Acquisition
Project Name District Equipment Acquisition
Program: General Improvements Program Phase P
Sub-Program: Vehicles and Equipment Acquisition Priority Rank Very High
Project Manager: Amal Lyon Ranking Score 55
Dept/Division: Administrative/Finance and Accounting Concord% TBD
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: Place for Image
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $400,000 $76,000 $100,000 $424,000 $1,000,000
FYTotal $400,000 $76,000 $100,000 $424,000 $1,000,000
158
Vehicle Replacement Program
Project Name Vehicle Replacement Program
Program: General Improvements Program Phase C
Sub-Program: Vehicles and Equipment Acquisition Priority Rank Very High
Project Manager: Amal Lyon Ranking Score 55
Dept/Division: Administrative/Finance and Accounting Concord% TBD
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 Place for Image
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
Location:
District-wide
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $0 $524,000 $500,000 $3,976,000 $5,000,000
FYTotal $0 $524,000 $500,000 $3,976,000 $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 I 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
Prior Fiscal
Years Project:TbW
7300 Refinery REW $595,000 $355,642 $40,000 $199,358 $595,000
7306 Zone 1 Recycled Water $395,000 $237,005 $37,815 $385,180 $660,000
7344 Recycled Water Planning $100,000 $50,000 $102,185 $347,815 $500,000
7345 Filter Plant $200,000 $200,000 $200,000 $150,000 $550,000
7346 Surge Analysis 16-17 $0 $0 $55,000 $45,000 $100,000
7347* Rew Automated Fill Station $115,000 $100,000 $15,000 $0 $115,000
7350* Residential Fill Station Improv $450,000 $400,000 $50,000 $0 $450,000
Totals $1,855,000 $1,342,647 $500,000 $1,127,353 $2,970,000
*New project included in CIB.
160
Refinery Recycled Water Project
Weaponss,
-Project Name _,MJ& Concord Naval
Program: Recycled Water Program Phase P
Sub-Program: Urban Landscaping Priority Rank Very High
Project Manager: Nathan Hodges Ranking Score 50
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $355,642 $40,000 $40,000 $159,358 $595,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FY Total $355,642 $40,000 $40,000 $159,358 $595,000
161
Zone 1 Recycled Water- Phase 1 C
• .
Program: Recycled Water Program Phase C
Sub-Program: Urban Landscaping Priority Rank Very H
Project Manager: Nathan Hodges Ranking Score 50
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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.
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& , .
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $117,005 $0 $0 $0 $117,005
Design $0 $0 $0 $0 $0
Construction $120,000 $37,815 $60,000 $325,180 $542,995
FYTotal $237,005 $37,815 $60,000 $325,180 $660,000
162
Recycled Water Planning
Project Name Recycled Water Planning
Program: Recycled Water Program Phase P
Sub-Program: Urban Landscaping Priority Rank Critical
Project Manager: Nathan Hodges Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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.
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
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $50,000 $102,185 $100,000 $247,815 $500,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $50,000 $102,185 $100,000 $247,815 $500,000
163
Filter Plant
Project Name Filter Plant
Program: Recycled Water Planning Phase P
Sub-Program: Urban Landscaping Priority Rank Critical
Project Manager: Nathan Hodges Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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 Place for Image
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
Schedule . .
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $200,000 $0 $0 $0 $200,000
Design $0 $0 $0 $0 $0
Construction $0 $200,000 $150,000 $0 $350,000
FYTotal $200,000 $200,000 $150,000 $0 $550,000
164
Surge Analysis
Project Name Surge Analysis
Program: Recycled Water Planning Phase P
Sub-Program: Urban Landscaping Priority Rank Critical
Project Manager: Nathan Hodges Ranking Score 65
Dept/Division: Engineering/Planning and Development Services Concord% 100%
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. Place for Image
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $55,000 $45,000 $0 $100,000
Design $0 $0 $0 $0 $0
Construction $0 $0 $0 $0 $0
FYTotal $0 $55,000 $45,000 $0 $100,000
165
Rew Commercial Truck Fill Station
Project Name Rew Commercial Truck Fill Station
Program: Recycled Water Phase C
Sub-Program: Urban Landscaping Priority Rank Critical
Project Manager: Nathan Hodges Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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 - -
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
. .
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $10,000 $0 $0 $0 $10,000
Design $25,000 $0 $0 $0 $25,000
Construction $65,000 $15,000 $0 $0 $80,000
FYTotal $100,000 $15,000 $0 $0 $115,000
166
Residential Fill Station Improvements
ImprovementsProject Name Residential Fill Station
Program: Recycled Water Planning Phase P
Sub-Program: Urban Landscaping Priority Rank Critical
Project Manager: Nathan Hodges Ranking Score 65
Dept/Division: Engineering/Capital Projects Concord% 100%
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 Place for Image
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.
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
BudgetSchedule&
Phase: Prior FY's FY 16-17 FY 17-18 Future FY's Total
Planning $0 $0 $0 $0 $0
Design $0 $0 $0 $0 $0
Construction $400,000 $50,000 $0 $0 $450,000
FYTotal $400,000 $50,000 $0 $0 $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 Location . •
This ongoing project will improve the reliability of treatment
plant piping systems above and below ground by inspection,
Piping Renovations 2016 Entire Treatment renovation,and replacement where required.The Asset
and Replacement through Management Plan and the Comprehensive Wastewater Master
Program 2026 Plant 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
Treatment Plant 2016 Entire Treatment technologically obsolete,worn out,maintenance-intens
ive
Equipment throu h Plant equipment,orequipment that is no longer supported by
Replacement 2026 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,
2016 instrumentation,and control(EI&C)systems in the Treatment
Plant Electrical and Entire Treatment Plant and rectify the issues.The Asset Management Plan and
Instrumentation through
Replacement 2026 Plant the Comprehensive Wastewater Master Plan will ultimately be
used to provide recommendations for additional renewal and
replacement needs of the EI&C systems.
Treatment Plant 2016 Entire Treatment The Asset Management Plan Project is documenting the
Protective Coating through condition of District facilities and equipment and will be used
Renovation 2026 Plant to recommend needed coating projects.
171
Ten-Year Capital Improvement Plan
Treatment Plant Regulatory and Safety Projects—2016-2026 Capital Improvement Plan
ProjectTitle Description
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
Aeration Basins remove ammonia and other nutrients from effluent flow in
Nitrification 2023 and Clarifiers 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 2024 Ultraviolet disinfection method may be required.The Asset Management
Disinfection 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
New Solids Handling Entire Treatment Incinerators,or construction of Anaerobic Digesters,or a
Facilities(MHF/ 2023 Plant combination thereof,use of other available technology for
Digesters) 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.
TP Safety Entire Treatment Improvements will be made to enhance and provide a safe
Improvements Ongoing Plant working environment throughout the treatment plant.
Program
Potential new regulations that impact operation of the
Future Regulatory Entire Treatment treatment plant will emerge in the future.The Comprehensive
Projects
2021 Plant Wastewater Master Plan will ultimately be used to provide
recommendations for handling improvements required to
meet future regulations and update the CIP.
Primary Treatment 2022 Primary Sed Primary tanks may need to be covered to meet regulations and
Covers Basins reduce odors.
Treatment Plant This project will identify and remediate hazardous materials
Hazard Identification 2020 Entire Treatment within the treatment plant.This will minimize the exposure
and Remediation, Plant of the District's employees to hazardous materials during the
Phase 2 course of their work.
The soil east of the existing aeration tanks is contaminated.To
Area east expand the aeration tanks in preparation for plant conversion
Treatment Plant Soil
Remediation,Phase 2 2023 of existing for nitrification,the contaminated soil will have to be either
aeration tanks treated on site or removed and disposed at an appropriate-
class landfill.
172
Ten-Year Capital Improvement Plan
Treatment Plant Sustainability/Energy/Optimization Projects—2016 Capital Improvement Plan
Project Title Description
Design and construct seismic improvements based upon
Solids the recommendations provided in work done under the
SCB Seismic Treatment Plant Seismic Evaluation Project(DP 7267).The
Improvements 2022 Conditioning improvements will meet requirements of the latest building
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
Solids emerging regulations.This project will improve operational
Furnace Burner 2019 Conditioning flexibility of the multiple hearth furnaces by adding auxiliary
Building 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
Warehouse/ based on the recommendations provided in work done under
Warehouse Seismic
Upgrade 2019 Mechanical the Treatment Plant Seismic Evaluation Project(DP 7267).The
Shop improvements will meet requirements of the latest building
codes.
Alternative Energy Entire Treatment This project includes evaluation and replacement of the
Facilities,Phase 2
2022 Plant 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
Pump and for the grit chambers and will optimize use of existing steam
Aeration System 2019 Blower Building blowers and modify the existing electric blower. Adding
Renovation,Phase 2 and Primary nitrification and/or nutrient removal to the treatment process
Tanks area will have a major impact on the aeration system and will need
to be evaluated.
Secondary Process Aeration Basins This project will replace and modify existing piping and
Improvements,Phase 2020 and Clarifiers 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
Laboratory Seismic
Upgrade 2024 Laboratory 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/1 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 Description
Rehabilitate or replace sewers within the Mt.Diablo Blvd.
Mt.Diablo Boulevard
Main Improvements 2022 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
Throughout collection system,control future maintenance requirements
Collection System Onointhe collection and costs,and improve the level of service provided (as
Renovation Program gg measured by stoppages,private property damage,impacted
system traffic,entry onto private property)to the residents/ratepayers.
The ongoing TV inspection program will be the major source
of these future projects.
Concrete Pipe ThroughoutOnointhe collection Identify,evaluate,and schedule remediation for concrete
gg
Renovation pipes.
system
Collection System Throughout Identify and restore sewers damaged or threatened by storms
Urgent Projects Ongoing the collection or found to be structurally deficient by CSO.
system
N.Main from Rehabilitate or replace sewers along North Main between Civic
North Main Trunk
Improvements 2019 Civic Dr.and Drive and Carlback Avenue in Walnut Creek,as identified in the
Carlback Ave. Downtown Walnut Creek Facilities Plan.
Rehabilitate or replace sewers within the Locust Street corridor
Locust Street 2019 Locust Street in in Walnut Creek,as identified in the Downtown Walnut Creek
Improvements Walnut Creek Facilities Plan.
Twenty million gallons of relief capacity for the existing A-Line
Rehab Tr
A-line Relief-39 Inch 2021 Tr line near near the treatment plant could be achieved by rehabilitating
Treatment Plant the old 39 inch Trunk No.1.
Collection System Regulatory Compliance/Planning/Safety Projects-2016 Capital Improvement Plan
Description
Throughout Identification and modification of manholes with the
Manhole Remote Ongoing the collection installation of remote level monitoring products to alert
gg
Level Monitoring dispatch or on-call crew members via cell phone of a potential
system overflow or stoppage.
Throughout Identifies,evaluates,and schedules short-and long-term sewer
Collection System
Planning Ongoing the collection capacity projects and provides design flow rates for major
system facility plans.
The previous Collection System Master Plan Update (20 10) 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
Rehabilitate or replace sewers within the Mt.Diablo Blvd.
Contractual 2022 Mt.Diablo Blvd. corridor in Walnut Creek,as identified in the Downtown Walnut
Creek Facilities Plan.
Assessment Districts Ongoing Throughout the Provides a financing mechanism for the extension of public
service area sewers into areas which are currently served by septic tanks.
Trunk Sewer Throughout the Systematically upsize and increase the capacity of trunk sewers
Expansion Program Ongoing collection system to prevent sewer overflows and accommodate planned growth
as identified in the Collection System Master Plan.
Lancaster Road, Lancaster Rd.and Replace approximately 5,100 feet of the existing trunk sewer
Walnut Creek,TR 2019 Meadow Rd. with 15-to 18-inch lines.
13-600
In Walnut Blvd.
Walnut Boulevard, from Homestead Replace approximately 7,000 feet of the existing trunk sewer
Walnut Creek,TR 29- 2023 Ave.to Norlyn with 18-to 24-inch lines.
200,Phase 1
Drive
Martinez Alhambra In Alhambra Ave.
2018 from Hihwa4 Replace approximately 5,700 feet of the existing trunk sewer
Avenue Trunks gy with 18-to 24-inch lines.
to C St.
Lafayette—Happy In Happy Valley2020 Rd.from Baker to Replace approximately 3,200 feet of the existing trunk sewer
Valley Road Franklin with 15-to 18-inch lines.
In Palmer
Walnut Creek— 2023 Rd.between Replace approximately 1,000 feet of the existing trunk sewer
Palmer Road Sylvan Rd.and with 15 inch line.
Hawthorne Dr.
From Galaxy Way
A-line Relief 2024 to Willow Pass Rd. Approximately 4,000 feet of new 72-inch line.
Interceptor,Phase 2B along the bank of
Walnut Creek
Development Throughout the Provides for capitalization of District labor and other expenses
Sewerage Ongoing collection system for planning,design,and construction of developer installed
and contributed main sewer facilities.
Easement south
Diablo Road,Danville, 2024 of Highbridge Ln. Replace approximately 600 feet of existing trunk sewer with
Trunk 35-400,Phase 1 to North of Green 33-inch line.
Valley Creek
Pleasant Hill Rd.
Lafayette Lower from Old Tunnel Replace approximately 3,500 feet of existing trunk sewer with
Pleasant Hill Road 2024 Road to north of 21 inch line.
Trunk
Olympic Blvd.
Easement from
Nelson Avenue Sewer 2024 Bates Ave.to Replace approximately 1,700 feet of existing trunk sewer with
Replacement Nelson Ave.in 18-inch line.
Concord
San Ramon
San Ramon Schedule 2024 between Norris Replace approximately two miles of 36-inch gravity sewer.
C Interceptor,Phase 2 Canyon Dr.and St.
John Court
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 Projects—2016 Capital Improvement Plan
• . - - � Description
Lower Orinda Evaluate the condition of the existing force mains,implement any needed
Pumping Station 2018 rehabilitation,and install a third force main for reliability.
Force Mains
Orinda Crossroads Evaluate the condition of the existing force mains and implement any needed
Pumping Station 2019
Force Mains rehabilitation.
Moraga Pumping 2022 Evaluate the condition of the existing force mains and implement any needed
Station Force Mains rehabilitation.
Evaluate the flows from the North Concord service area and additional flows that
Concord Industrial may come from the development of the Concord Naval Weapons Station.This
Pumping Station 2022 information will be utilized to install a new station in the same or different location.
Replacement
Evaluate elimination of the Clyde and Bates Avenue Pumping Stations.
Evaluate the potential to eliminate the Clyde Pumping Station as the Concord Naval
Clyde Parallel Force
Main 2023 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.
PS Equipment and ongoing Replace or recondition failed and obsolete pumps,piping,valves,electrical,
Piping Replacement instrumentation,and other support equipment.
Pump Station Safety Investigate the presence of hazardous materials requiring abatement and perform
Improvements ongoing remediation efforts to reduce the potential for exposure.
Program
Buchanan North In case the Buchanan North PS is not replaced by a gravity sewer,it will need to be
Pumping Station 2020 renovated.
Upgrades
Bates Boulevard
Pumping Station 2021 Evaluate and implement needed improvements.
Upgrades
Moraga Pumping 2017 Evaluate and install a grinder to eliminate rag and disposable wipe clogging issues.
Station Grinder
MoragEvaluate condition and complete rehabilitation or replacement of the existing
Replacement Diesel 2024 diesel engine in order to allow adequate runtime and comply with emission
Replac
requirements.
178
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
' sDescription
Improvements to the CSO Vehicle Maintenance Building and the attached
office structure were not included in the new CSOD Facility Project and will
CSO Vehicle 2018 be undertaken separately.This project will evaluate alternatives for repair or
Maintenance Building 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.
HOB Improvements— Ongoing Provide capital improvements to the HOB facilities(interior and exterior) in
Long Term Martinez.
This project includes installing alarm systems,adding gates in the perimeter
General Security and
Access ongoing security fencing-upgrading security cameras,improving general area lighting,
9-
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)
�WVAMJ'Fk� IN= MEW
1 2 3 4 5 6 7 8 9 10 Unescalated
Liquids Treatment Process $ 4,550,000 $ 9,023,000 $ 4,250,000 $ 6,425,000 $ 2,200,000 $ 1,000,000 $ 2,700,000 $ 12,500,000 $ 25,285,500 $ 8,500,000 $ 76,433,500
Solids Handling Process Treatment $ 1,970,000 $ 3,470,000 $ 6,000,000 $ 3,300,000 $ 200,000 $ 100,000 $ 4,575,000 $ 9,200,000 $ 16,400,000 $ 2,000,000 $ 47,215,000
General TP Improvements and Planning $ 6,605,000 $ 5,862,723 $ 8,062,000 $ 6,680,000 $ 7,546,000 $ 7,300,000 $ 5,445,000 $ 4,375,500 $ 9,450,000 $ 4,050,000 $ 65,376,223
Total 10-Year for Treatment Plant Program $ 13,125,000 $ 18,355,723 $ 18,312,000 $ 16,405,000 $ 9,946,000 $ 8,400,000 $ 12,720,000 $ 26,075,500 $ 51,135,500 $ 14,550,000 $ 189,024,723
Collection System R&R $ 6,141,238 $ 14,971,970 $ 14,943,000 $ 12,400,000 $ 12,700,000 $ 13,550,000 $ 13,850,000 $ 13,850,000 $ 13,450,000 $ 14,050,000 $ 129,906,208
Pump Stations $ 760,000 $ 1,435,000 $ 1,675,000 $ 1,770,000 $ 700,000 $ 1,600,000 $ 2,100,000 $ 1,000,000 $ 1,000,000 $ 450,000 $ 12,490,000
Reg.Compliance and Planning $ 1,070,000 $ 373,335 $ 300,000 $ 300,000 $ 300,000 $ 900,000 $ 600,000 $ 600,000 $ 300,000 $ 550,000 $ 5,293,335
Collection System Expansion $ 8,900,000 $ 800,000 $ 100,000 $ 500,000 $ 7,950,000 $ 4,400,000 $ 5,800,000 $ 5,500,000 $ 200,000 $ 100,000 $ 34,250,000
CADS-Development Sewerage $ 1,053,867 $ 1,100,000 $ 1,250,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,200,000 $ 1,200,000 $ 1,250,000 $ 11,453,867
Total 10-Year for Collection System Program $ 17,925,105 $ 18,680,305 $ 18,268,000 $ 16,070,000 $ 22,750,000 $ 21,550,000 $ 23,450,000 $ 22,150,000 $ 16,150,000 $ 16,400,000 $ 193,393,410
Future Recycled Water Development Planning $ 300,000 $ 350,000 $ 340,000 $ 400,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 2,890,000
Existing Filter Plant and ReW R&R $ 200,000 $ 150,000 $ 160,000 $ 100,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 2,110,000
Total 10-Year for Recycled Water Program $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 5,000,000
Vehicles&Equip Acquisition $ 600,000 $ 600,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 7,600,000
Buildings/District Property $ 1,307,410 $ 1,035,000 $ 321,000 $ 215,000 $ 215,000 $ 215,000 $ 215,000 $ 215,000 $ 215,000 $ 215,000 $ 4,168,410
Capital Legal Services $ 20,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 340,000
Asset Management Program Development $ 981,241 $ 1,160,815 $ - $ - $ - $ - $ 300,000 $ - $ - $ 450,000 $ 3,392,056
Information Tech Devt $ 900,000 $ 900,000 $ 828,000 $ 1,210,000 $ 425,000 $ 1,727,500 $ 1,727,500 $ 227,500 $ 1,227,000 $ 327,500 $ 9,500,000
Total 10-Year for General Improvements Program $ 3,808,651 $ 3,735,815 $ 1,989,000 $ 2,265,000 $ 1,480,000 $ 2,782,500 $ 3,082,500 $ 1,282,500 $ 2,282,000 $ 1,832,500 $ 24,540,466
Total 10-Year CIP for all four Programs $ 36,808,756 $ 41,271,843 $ 39,069,000 $ 35,240,000 $ 34,676,000 $ 33,232,500 $ 39,752,500 $ 50,008,000 $ 70,067,500 $ 33,282,500 $ 413,408,599
Ten-Year Capital Improvement Plan.
Comprehensive Wastewater Master 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
Debt Service Fund IFY 2016-17
Debt Service Revenue:
Reserve Account Bond Interest Income $42,497
Ad Valorem Tax(portion allocated to Debt Service) $3,748,310
$3,790,807
Debt Service Expense:
2009 Bond Interest Payment and Amortized Costs,less Tax Subsidy on BAB $1,275,346
6.8%reduction of tax subsidy due to congressional sequestration $28,342
Recycled Water Loan Interest Payment $9,363
Total Interest Payment and Amortization Costs $1,313,051
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)0&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 -
$4,000,000 -
$3,000,000 -
0
r) $2,000,000 -
$1,000,000 -
$0
oh of o° 01 O5 Oh 01 Qq. NII 13 1h NA 1q L1 tiq
Fiscal Year
■1994/1998/2002 Refunding Revenue Bonds 2009 Bonds ■Recycled Water Loan
185
Debt Program
Table 2-Debt Summary
1994119981=2 Refunding Recycled Water Loan
Total Total
Fiscal Amortization Total Debt Amortization Debt Debt
Year Principal & Interest Service Principal & Interest Service Principal Interest Service
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 $187,119
1999-00 $725,000 $1,221,898 $1,946,898 $114,900 $72,219 $187,119
2000-01 $1,245,000 $1,181,356 $2,426,356 $117,887 $69,232 $187,119
2001-02 $1,285,000 $1,195,057 $2,480,057 $120,952 $66,167 $187,119
2002-03 $1,330,000 $1,832,680 $3,162,680 $124,097 $63,022 $187,119
2003-04 $1,375,000 $1,790,547 $3,165,547 $127,323 $59,796 $187,119
2004-05 $1,995,000 $1,719,372 $3,714,372 $130,634 $56,486 $187,119
2005-06 $2,060,000 $1,641,214 $3,701,214 $134,030 $53,089 $187,119
2006-07 $2,135,000 $1,559,500 $3,694,500 $137,515 $49,604 $187,119
2007-08 $2,210,000 $1,472,113 $3,682,113 $141,090 $46,029 $187,119
2008-09 $2,300,000 $1,379,326 $3,679,326 $144,759 $42,360 $187,119
2009-10 $2,390,000 $190,068 $2,580,068 $1,255,607 $1,255,607 $148,522 $38,597 $187,119
2010-11 $3,460,000 $2,027,168 $5,487,168 $152,384 $34,735 $187,119
2011-12 $3,465,000 $1,888,601 $5,353,601 $156,346 $30,773 $187,119
2012-13 $3,605,000 $1,775,376 $5,380,376 $160,411 $26,708 $187,119
2013-14 $3,720,000 $1,941,016 $5,661,016 $164,582 $22,538 $187,119
2014-15 $3,865,000 $1,474,513 $5,339,513 $168,861 $18,258 $187,119
2015-16 $2,210,000 $1,375,080 $3,585,080 $173,251 $13,868 $187,119
2016-17 $2,300,000 $1,275,346 $3,575,346 $177,756 $9,363 $187,119
2017-18 $2,405,000 $1,198,221 $3,603,221 $182,377 $4,742 $187,119
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
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