HomeMy WebLinkAbout10.a.1)b) Receive District Budget for Fiscal Year 2017-18 . R
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Centr CEosta S
Board Directors
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m TadJ.Pilecki Michael R.McGill James A.Nej edly Paul H.Causey
Director Director Director
DISTRICT MANAGEMENT
Roger S. Bailey General Manager
Ann Sasaki Deputy General Manager, Director of Operations
Philip Leiber Director of Finance and Administration
Jean-Marc Petit Director of Engineering and Technical Services
Elaine Boehme Secretary of the District
Kent Alm District Counsel
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Table of Contents
Message from the General Manager
Introduction
DistrictOverview........................................................................................................................................................l
Vision,Mission,and Values.......................................................................................................................................2
OrganizationalStructure.............................................................................................................................................3
Effective Utility Management Attributes....................................................................................................................4
FY 2016-18 Strategic Plan and Initiatives..................................................................................................................5
Financial Planning Process........................................................................................................................... 9
FinancialPlanning Policies ........................................................................................................................ 11
FinancialSummary ..................................................................................................................................... 13
Overview ..................................................................................................................................................................13
Sourceof Funds........................................................................................................................................................13
Useof Funds.............................................................................................................................................................13
SewerService Charge...............................................................................................................................................15
Operations and Maintenance Budget Overview.......................................................................................................15
Salariesand Benefits ................................................................................................................................................17
BudgetedFull-Time Equivalents..............................................................................................................................20
Variances in the Operations and Maintenance Budget.............................................................................................20
Operating Departments Summary............................................................................................................................23
Historical Variances in O&M Spending...................................................................................................................24
CapitalImprovement Budget(CIB).........................................................................................................................25
Historical Variances in Capital Spending.................................................................................................................26
ReserveProjections..................................................................................................................................................27
DebtService.............................................................................................................................................................28
OperatingDepartments.............................................................................................................................. 31
AdministrationDepartment......................................................................................................................................33
Engineering and Technical Services Department.....................................................................................................59
OperationsDepartment............................................................................................................................................73
Self-Insurance Program.............................................................................................................................. 95
Capital Improvement Program...................................................................................................................103
Ten-Year Capital Improvement Plan.........................................................................................................195
DebtProgram...............................................................................................................................................213
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General Manager Budget Message
Board of Directors:
I am pleased to present the Central
Contra Costa Sanitary District's FY
2017-18 combined budget. The
F Operations and Maintenance,
Capital Improvement, Self-
Insurance, and Debt Service
budgets are all included in this
document to provide an easy and
transparent format for our
customers.
Acknowledging our Achievements
During the current fiscal year,we made a conscious effort to afford the
Board more time, including more budget-related meetings and special
workshops,to deliberate over critical policy issues. This included
workshops on the long-term financial plan, as well as the
-� Comprehensive Wastewater Master Plan. Additionally,the Board
y. -d6 F reviewed the Statement of Investment Policy and Travel Expense
Reimbursement Policy and revised the Asset Management Policy this
last fiscal year in preparation for the new budget. These policies are
consistent with best practices adopted by most of the leading
� - -- municipalities and public utilities across the country. The Board has
continued to earmark an additional$2.5 million to mitigate the
Unfunded Actuarial Accrued Liability (URAL) and the liability
associated with Other Post-Employment Benefits (OPEB). These
actions,paired with the formation of the 115 Section Pension Trust
_ r F Fund, further strengthen the District's financial resilience. As the
District prepares for large and needed infrastructure replacements and
the potential for further exposure to the bond market,we feel this
budget puts us in a strategic position.
The Budget reflects the Board's policies and provides the resources
necessary to accomplish Central San's mission to protect public health
and the environment, and to achieve the following goals of our
= Strategic Plan:
., 1. Provide exceptional customer service
2. Strive to meet regulatory requirements
3. Be a fiscally sound and effective water sector utility
4. Develop and retain a highly trained and innovative
workforce
5. Maintain a reliable infrastructure
6. Embrace technology, innovation and environmental
sustainability
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General Manager Budget Message
The past fiscal year has been productive and successful for Central San. Our work is complex and not
accomplished without highly trained and skilled staff. Our scientists, engineers, operators, and other
operational and administrative staff are laser focused on achieving our Strategic Plan goals, while
maintaining the best reliability record in the Bay Area. We are proud of the work we do. A few of our
major accomplishments include:
Provide exceptional customer service
r Successful completion of the second Central Implementation of Machine Shop and
p reorganization improve
San Academy, a program which focuses on Welding Shop g to prove
educatingour customers on the mission of workflow and materials storage.
Redesigned the standard Proposition 218 Rate
Central San and how it is fulfilled. g p
Hosted a large-scale, award-winning 70th Notice to customers, into a communication
AnniversaryOen House Event tool that increases customer awareness of
p an Central San's work needs and future plans.
educational outreach opportunity that was
attended by over 1,000 customers.
Developed video public service Develop and retain a highly trained and
announcements that televised important and innovative workforce
timely Central San programming,operational 0 Implementation of a new Mentorship Program
support and pollution prevention messages for employees.
reaching tens of thousands of viewers. C Completion of a District-wide Classification
Grew educational outreach through our Study and a Total Compensation Study.
publications and programs reaching more Completion of a Supervisory Academy for
students with science,technology, engineering, employees.
and mathematics(STEM),pollution Partnering with Earn&Learn East Bay to
prevention information, and career increase student exposure and engagement
development information. with STEM careers, awarding Central San the
Youth Advocacy Award from the Workforce
Strive to meet regulatory requirements Development Board of Contra Costa County.
19 consecutive years of 100%compliance
with our National Pollutant Discharge Embrace technology, innovation and
Elimination System permit. environmental sustainability
Increased collection at the Household Implementation of new software and hardware
Hazardous Waste(HHW) Collection Facility to improve operational efficiency, including
and pharmaceutical drop-off sites. CityWorks CMMS.
Installation of solar panel projects at the HHW
Be a fiscally sound and effective water Collection Facility and the Collection System
sector utility Operation facilities.
D Continuing our legacy of award-winning Expansion of our Residential Recycled Water
service.Awards we received this year include: Fill Station, and commercial truck fill station.
Achievement of Excellence in Procurement a Recertification as a Green Business and
Award(6th consecutive year),CWEA- San awarded the Green Business of the Year from
Francisco Chapter Collection System of the the San Ramon Chamber of Commerce.
Year,Plant of the Year,Public Outreach
Program of the Year,Gimmick&Gadget
Award and Safety Program of the Year, CAFR
Award(16th consecutive year).
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General Manager Budget Message
Continuing Our Progress
The FY 2017-18 budget will enable us to build upon those and other achievements in the most optimal
manner. We will continue our commitment to maximizing efficiency and productivity, and providing
the highest quality services for our customers.
I want to thank the Board for providing the vision and resources necessary to achieve these goals and
respond to future challenges.
Finally, I want to thank our 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 onus for a very critical service, and
accordingly,the proposed Budget represents our commitment to excellence. By planning for the future,
making sound financial decisions, implementing new technologies and processes, and maintaining a
highly skilled and dedicated workforce, Central San will remain aworld-class organization that
provides our customers with exceptional service and value,now and well into the future.
6GReRoger S.Bailey
nera!Manager
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District Overview
%min"
uosun say
tsburg Introduction
Martinez
0
Concord The Central Contra Costa Sanitary District
- (Central San) was established in 1946 and
Clayton is located about 30 miles east of San
Francisco. Central San provides
wastewater services for approximately
aC 481,600 residents and more than 3,000
Lafayette businesses within a 145-square mile area
A14o of central Contra Costa County. This area
includes Danville, Lafayette,Martinez,
- . Moraga, Orinda, Pacheco, Pleasant Hill,
Danville San Ramon, Walnut Creek, and
unincorporated areas within central Contra
anRp Costa County.Central San also treats
wastewater for residents of Concord and
Clayton under a 1974 contract with the
City of Concord.
Central Sari serves 481,600 customers thin.its 145-square-mile service area.
Sewage collection and wastewater treatment;Household Hazardous 1 a-ste(HHW)disposal
for 340,700 people
Wastewater treatment&HHW disposal for 140,900 people in Concord&Clayton by contract
HW disposal only
Central San headquarters,treatment plant,HHW Fad I Ity
Residential Recycled Vater Fill Station
Collection System Operations headquarters
Central San operates and maintains more than In addition to its wastewater and recycled water
1,500 miles of sewer pipelines, 19 pumping responsibilities, Central San operates and
stations, and a wastewater treatment plant that maintains a Household Hazardous Waste
cleans and disinfects an average of 34 million Collection Facility that collects,recycles, or
gallons of wastewater per day. Most of this safely disposes of more than 2 million pounds
treated effluent is discharged into Suisun Bay. of hazardous waste from approximately 24,000
Approximately 2.5 million gallons per day residential and small business customers each
receives further treatment to produce recycled year; and a Pharmaceutical Collection Program
water that is ideal for non-potable purposes with 13 locations that collect and safely dispose
such as landscape irrigation and industrial of more than 12,5010 pounds of unwanted drugs
processes. each year.
Since inception, Central San's Residential Fill
Station has distributed nearly 20 million gallons
of recycled water to our residential customers.
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VISION , MISSION , VALUES
SUR VISION
To be a h ig h-performa n ce organisation that provides exceptional
customer service and regulatory compliance at responsible rates
OUR MISSION
To project public health and the environment
CUR VALUES
PEOPLE PRINCIPLES
Value customers and employees o Be truthful and honest
• Respect each other e Be fair, kind and friendly
Work as a team ■ Take ownership and responsibility
• Celebrate our successes and learn
from our challenges LEADERSHIP AND COMMITMENT
• Work effectively and efficientlyCOMMUNITY � bromate a passionate and
• Value water sector partners empowered workforce
• Faster excellent community relationships Encourag�continuous growth and
• Be open, transparent and accessible development
• Understand service level expectations Inspire dedication and top-quality
• 8uifd partnerships results
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Organizational Structure
Organizational tru tur Central San is governed by a Board of Directors
whose five members are elected on a
Electorate non-partisan basis and serve a four-year term.
The Board appoints the General Manager, the
Secretary of the District, and the Counsel for
Board the District.
Members
Central San is organized into three departments:
Counsel
Administration, Engineering and Technical
forthe
District Services, and Operations. Its current 290
General budgeted, full-time employees are led by a
Manager General Manager, a Deputy General Manager,
two Department Directors, and 12 Division
Managers.
Central San's main headquarters, Board Room,
Deputy Dir_ctor
and treatment plant are located at 5019 Imhoff
Place in Martinez. Central San's collection
Manager Administration system operations are headquartered at 1250
Springbrook Road in Walnut Creek.
Strategic Plan Su�rnrnary
For FY 2016-18, Central San implemented a two-year Strategic Plan that establishes policy
direction that will enable Central San to increase efficiencies and continue in its role as a steward of
the environment. The Strategic Plan outlines Central San'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 • Expanded challenges associated with employee
and public awareness recruitment and retention
• Aging infrastructure • Security and emergency response concerns
• Stringent 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 10 attributes
that provide a succinct indication of where effectively managed utilities should focus and what they
should strive to achieve.
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Effective Utility Management Attributes
Product Quality Infrastructure Strategy and Performance
Produces "fit for purpose"water that meets or Understands the condition of and costs
exceeds full compliance with regulatory and associated with critical infrastructure assets.
reliability requirements and is consistent with
customer, public health, ecological, and economic Enterprise Resiliency
Ensures utility leadership and staff work together
needs.
internally, and with external partners, to
Customer Satisfaction anticipate, respond to, and avoid problems.
Provides reliable, responsive, and affordable
services in line with explicit, customer-derived Water Resource Sustainability
service levels. Ensures the availability and sustainable
management of water for its community and
Employee and Leadership Development watershed, including water resource recovery.
Recruits and retains a workforce that is
competent, motivated, adaptive, and safety Community Sustainability
focused. Takes an active leadership role in promoting and
organizing community sustainability
Operational Optimization improvements through collaboration with local
Ensures ongoing, timely, cost-effective, reliable, partners.
and sustainable performance improvements in all
facets of its operations in service to public health Stakeholder Understanding and Support
and environmental protection. Engenders understanding and support from
stakeholders (anyone who can affect or be
Financial Viability affected by the utility), including customers,
Understands the full life-cycle cost of utility oversight bodies, community and watershed
operations and the value of water resources. 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 visit centralsan.org
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FY2016=18 Strategic Plan and Initiatives
Strategy Initiative _ EUM Attribute Value
Provide high quality customer service. Customer Community
Satisfaction
Invest in business process changes and Customer
technologies to effectively increase Satisfaction Leadership and
access to District information and Operational Commitment
FosterCustomer promote customer care, convenience Optimization
Engagement and and self-service.
Awareness Increase customer understanding and Stakeholder
support for key issues facing t. Understanding and Community
Support
Build and maintain relationships with� Stakeholder
Federal,State and Local Elected Understanding and Community
Officials and key stakeholder groups Support
Foster employees'understanding of Customer
District operations and their role in our Satisfaction People
Improve success.
InterdepartmentalEmployee and
Collaboration Leadership Increase internal partnerships. p People, Community
Development
-Goal 2-Strive to Meet Regulatory Requirements
Strategy Initiative EUM Attribute Value
Renew treatment plant NPDES permit. Product Quality Principles
Meeting existing regulations and plan
for future regulations. Product Quality Principles
Strive to Achieve Foster relationships with regulatory Stakeholder
100% Permit agencies. Understanding and Community
Support
Compliance in Air, Monitor and track proposed and Stakeholder
Water, Land and pending legislation/regulatory change Understanding and Community
Other Regulations that may impact District Operations. Support
Actively manage greenhouse gas Community
emissions in the most cost-effective Sustainability Principles
and responsible manner.
Complete the collection system
scheduled maintenance on time and � Infrastructure Leadership and
optimize cleaning schedules to improve Strategy and Commitment
Strive to Minimize Performance
the Number of efficiencies.
Sanitary Sewer Continue the pipeline condition
Overflows assessment and cleaning quality Infrastructure Leadership and
assurance program using the system- Strategy and Commitment
wide CCTV program. Performance
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r9TA I In n;
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Strategy Initiative EUM Attribute Value
Ensure rate structure is consistent with Financial Viability Community Principles
cost of service principles. y
Improve the application and
processing of capacity fees for Financial ViabilityCommunity Principles
Conduct Long- consistency across user classes.
Range Financial Develop along-range debt
Planning management policy Financial Viability Principles
Develop alternatives for new
revenues and funding sources (i.e., Financial Viability Leadership and
interagency agreements, services, y Commitment
recycled water).
Perform targeted audits of
critical/high-risk functions or Enterprise Principles
processes. Resiliency
Perform optimization studies of
Manage Costs treatment plant and field operations Operational Leadership and
g Optimization Commitment
to reduce costs.
Evaluate and implement risk
management practices to minimize Enterprise Resiliency p Princi les
loss.
• . - - • • • ' - - .' rte■ i[ •.�:ii ii 6111,: ®ML•J9 c•J1
Strategy Initiative EUM Attribute Value
Assess develop,and implement Ensure Adequate � p� Employee and p People, Leadership
Staffingand District-wide training needs. Leadership and Commitment
Training to Meet DevelopmentEmployee and
Current and Future People, Leadership
Operational Needs Develop and train our future leaders. Leadership and Commitment
Development
Cultivate a positive work culture and Employee and People, Leadership
Enhance promote teamwork Leadership
p Development
and Commitment
Relationships with _ p
Employees and Sustain and grow collaborative Stakeholder
Bargaining Units relationships with the labor Understanding and People, Community
bargaining units Support
Achieve consistent improvement on Employee and People, Principles,
State of California and Bay Area Leadership Leadership and
Meet or Exceed Industry Injury Rate Development Commitment
Industry Safety
Standards Enhance the safety g p culture through Employee ee and
improved training and Leadership People, Principles
communications Development
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• •
Strategy T Initiative EUM Attribute Value
Implement Board-approved
recommendations from the Infrastructure
Strategy and Principles, Community
Comprehensive Wastewater Master
Plan and Condition Assessment. Performance
Manage Assets Update the Consequence of Failure Enterprise Principles, Leadership
Optimally Matrices. Resiliency and Commitment
Throughout Their Implement the reliability centered Infrastructure Leadershipand
Lifecycle Strategy and
maintenance (RCM) program. Commitment
Performance
Manage and maintain current Infrastructure Leadershipand
equipment and vehicle fleet to Strategy and
Commitment
provide maximum value. Performance
Integrate the data from the Asset
Management Program into the � Infrastructure
Mana
g g gy Strate and Leadership and
analysis of long-term capital Commitment
Facilitate Long- improvement needs. Performance
Term Capital
Renewal and Implement business case
evaluations, including life-cycle cost, Infrastructure
Replacement Leadership and
into proposals for new CI P projects Strategy and
to determine most cost-effective Performance Commitment
projects and solutions.
Enhance our capability to mitigate,
Protect District prepare, respond, and recover from Enterprise Principles
Personnel and emergencies. Resiliency
Assets from Evaluate and implement appropriate
Threats and improvements to our SecurityPro Enterprise
Emergencies p gram ResiliencyPrinciples
to meet new or evolving threats.
Strategy Initiative EUM Attribute Value
Explore partnering opportunities Water Resource Community
Augment the (e.g., CCWD and EBMUD). Sustainability
Region's Water
Supply Develop a Satellite Water Recycled Water Resource Community, Leadership
Facilities (SWRF) Program. Sustainability and Commitment
Evaluate Business
Processes and Perform business process mapping Operational Leadership and
Optimize Business and re-engineering. Optimization Commitment
Processes
Explore opportunities for self-
Reduce Reliance on generation, conservation and
Non-Renewable efficiency based on the Board- Community Leadership and
Ener approved Comprehensive Sustainability Commitment
Energy
Wastewater Master Plan.
Expand and improve the use of cost
Encourage h effective mobile computing and � Operational Leadership and
cou age t e Optimization Commitment
Review and Testing communication technologies.
of Promising and Continue developing and investing
Leading in cost-effective innovation, Operational Leadership and
Technology technology and applied research Optimization Commitment
and development.
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Financial Planning Process
By law, Central San uses an enterprise fund to account for its operations. Central San currently
has one enterprise fund which is comprised of four internal sub-funds:
• Operations and Maintenance (O&M) Running Expense Fund - This fund provides for the general
operations, maintenance and administration of Central San. Sewer Service Charge (SSC) revenues are
collected by the Contra Costa County Tax Assessor's Office and are remitted to Central San in two
installments in April and December of each year. Central San provides several services, including
wastewater treatment, to the City of Concord and is reimbursed annually for these services. In order
for Central San 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(Capital 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 expansion needs.
The City of Concord reimburses Central San for a proportional share of the expenses related to
projects impacting the services the City has contracted with Central San to provide. Property Tax and
SSC revenues, which comprise a significant portion of annual capital project revenues, are also
collected by the Contra Costa County Tax Assessor's Office and are remitted to Central San in two
installments in April and December of each year. In addition, connection fees received from permits
are allocated to the capital fund. In order to meet the cash flow needs of the capital projects program,
Central San 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
Central San's insurance coverage. Central San 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).
Central San is self-insured for three events up to $500,000 per occurrence for its general and
automobile liability program, for a total of$1.5 million. Maintaining aself-insured retention reduces
Central San's insurance premium expense. In order to help mitigate the financial impacts and maintain
uninterrupted service in the event of an emergency or catastrophic event, Central San 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 Governmental Accounting Standards Board (GASB) 10 liability amount.
• Debt Service Fund - This fund accounts for activity associated with the payment of Central San's
long-term bonds and loans. This is due primarily to a relatively low annual debt service. Central San's
total debt budget for FY 2017-18 is $3.8 million. A portion of Central San's Ad Valorem tax revenue
is the primary funding source for the Debt Service Fund.
The revenue sources to support this budget include the following:
• 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)
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Financial Planning Policies
The significant policies that play a role in managing Central San's finances 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 Central San's reserve funds. Fiscal reserves provide working capital for O&M
activities; funding for long-term capital improvement requirements; fulfillment of legal, regulatory and
contractual obligations; mitigation of risk and liability exposures; and cash flow emergencies. Table 10
shows projected reserve balances as of June 30, 2016 and June 30, 2017.
• For the O&M 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 retention,
currently at $500,000. In addition, to help mitigate the financial impacts and maintain uninterrupted
service in the event of an emergency or catastrophic event, Central San maintains an Emergency Fund
Reserve balance of$5 million in the self-insurance fund.
Debt Policy
One of Central San's FY 2016-17 strategic goals is to formalize a debt policy for Central San. Staff has
developed, and expects to present by summer of 2017, a debt policy for Board adoption that will set the
parameters for the responsible and prudent use of debt to fund a part of Central San's capital spending in
the coming years. Previously, Central San has utilized a pay-as-you-go philosophy and used debt
financing for large capital improvements brought about by regulatory changes or other unforeseen
factors. Currently, Central San is repaying a State of California Water Reclamation Loan and 2009
Revenue Bonds. As of June 30, 2016, total outstanding debt was $31.7 million.
Debt Restrictions currently include the following:
• Revenue Pledge and Covenant—Central San pledges Property Tax Revenue along with its ability to
raise Sewer Service Charge(SSC)rates.
• Debt Service Coverage Ratios (DSCR) are adhered to.
• Central San's DSCRs are much higher than required. This favorable coverage ratio is a factor in
Central San's very strong "AAA" credit ratings.
Investment Policy
Central San's investment policy is based on state law and prudent money management. All investments
are in accordance with Central San's investment policy and Sections 53646 and 53601 of the California
Government Code. Central San has formal agreements with Contra Costa County allowing them to act
as Central San's banker, and they invest all Central San funds. Securities are held in a custodial account
separate from the County. The investment policy applies to all Central San funds and investment
activities except for the GASB 45 Trust Investments.
Although not required by law, the investment policy is presented to the Board of Directors annually.
Central San's priorities are in the following order: safety, liquidity and yield. The policy addresses
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Financial Planning Policies
issues such as permitted investments, banks and dealers, maturities, diversification, risk, delegation of
authority, prudence, controls, reporting and performance evaluation.
The GASB 45 Trust Investment Guidelines are also presented to the Board of Directors annually. The
GASB 45 Trust Investments are longer-term investments made to attain moderate earnings. U.S. Bank is
the trustee of the trust, HighMark Capital is the Investment Manager, and Public Agency Retirement
Services (PARS) is the Trust Administrator and Consultant.
During FY 2016-17, Central San has been working to establish a pension trust similar to the GASB 45
Trust. Funding a Section 115 pension trust, rather than a direct payment to the Contra Costa County
Employees' Retirement Association(CCCERA), gives Central San greater retirement payment
flexibility in the future, while still reducing its GASB 68 pension liability on the current financial
statements.
Budget Calendar
JULY/OCTOBER
Identify Issues
Prior Year SSC Placed on Tax Roll
Calculate d r i n i trativ OverheadMARCH -r
r� E�'IB EI ''�JAI Al
�� E & Refine Ise
Conduct Board of Directors Meetings,t * Conduct Capital Budget Workshop
Workshops and Board Committee Meetings . Develop Financial Projections
Capacity& 'Developer Fee Outreach * Update Capacity& Developer Related d Fes,
•
Conduct Public lis Hearin Fates and Charges
Adopt Final Budget and Resolution Update Rec cled Water Rates
JANUARY/MARCH
*Conduct Fin nc al Planning Workshop
ho
*Receive Board of Directors' Direction
*Prepare Prop 218 Plan
Prop 218 Outreach
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Financial Summary
The FY 2017-18 Budget incorporates Central San's Strategic Goals and Initiatives and provides the
resources necessary to advance the Strategic Plan and meet the challenges Central San faces as it strives
to increase service quality and minimize cost to its customers. At the same time, the Budget allows
Central San to accomplish its mission in the most cost-effective and financially sustainable manner to
ensure the best value to our customers.
Central San's FY 2017-18 total budget is $137.2 million, an increase of$5.9 million or 4.5%over last
year's budget of$131.4 million. As shown in Table 1, the main driver for the increase in the total Budget
is an increase in Sewer Construction spending from$36.8 million in FY 2016-17 to $42.8 million in FY
2017-18, representing a 16.2% increase. The O&M Budget is $89.7 million or $0.1 million less than the
current FY 2016-17 Budget of$89.8 million. Changes included within the flat overall budget include the
following: salaries and wages increase from the 4.4% salary adjustment, consistent with bargaining unit
Memorandum of Understanding, overset in part by reductions in benefit costs, so that total labor-related
costs increase by $0.7 million. This is offset by a $0.8 million decrease in other cost for chemicals,
outside services and funding of self-insurance. The Self-Insurance Fund is set at $936,500 to cover the
costs of premiums and estimated losses based on historical trends.
Table 1 - FY 2017-18 Total Budget
Expenditures Budg- o
FY 2016-17F 'Puget
Budget PercentBudget Variance Variance
pe rations and Maintenance 8 181OY 18 8917131587 ( 7,P331) -0.1
Sewer Construction 36,8081756 4217741000 5,965,244 16.2%
Debt Service 3,790,807 318191099 28,292 0.7%
Self-insurance 481000 9361500 (11,500) -1.
Total Budget 131.p3.58,481 137p43.p186 .5.p884,705 4.5
Sources of Funds
The sources of funds (revenues) for FY 2017-18 are shown in Figure 1. The Sewer Service Charge is the
largest source of revenue at $89.2 million, followed by revenue from the City of Concord and tax
revenue.
Uses of Funds
The uses of funds (expenditures) for FY 2017-18 are shown in Figure 2. Two expenditure categories,
O&M and Sewer Construction, account for over 95% of the total budget.
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Financial Summary
Figure I-Where the Money Comes From
Total Funding sources of: 1391.532p599
Household Hazardous
Other R e,,.,,e nu e VV a ste, 595 3,DDD,1,1b' R e cyi:I e d W ater.,
S o u rces:,
53735DID.1 Dll�
1 ww
papa::t-�Fees,
Tax R eve n ue.,
I S.S1?x,39!r 1
Sega erSpice-Ch arge,
t-r c'7 Concord.., U9.199.000.64%
15%
FY 2017-18 Total Funding Sources
Figure 2-Where the Money Goe5.
Total-unding Uses of., 5 138,532,599
1-c- Insurance, Co ntr i b utio n to
Reser)es, 51,299,413.,
D,e 11t S e r'; e,
Sew e r Co n struct ion..
X217741DDD.31,xc'
Operations arid
rvlajntenance�,
$4�,713,597,,65xc
FY 2017-1 Total Fu ndi ng U ses
A comparison of funding sources from FY 2017-18 to FY 2016-17 follows.
14
Financial Summary
Figure la-Where the Money Corn e 5 From
Comparing FY 2016-17 with FY 2017-18
$131r343r455 138r532_r599
Sources of Funds
sloo,ow,ow
COD
11r I a
lV 0crt
1 V I 9K..V DID
1.l'1 .ti r::s
Il Y 1 V Y'1 1'1 Y V
C1 V Y V 1 V Y V
V I V L•V I V V V
V®V Y V
1f J,�I
Y77,,1 V Y V 1 V Y L•
1LJ,J,'
'IiY I V Y V I V Y V
{a? e c_�.er 1'a La te,c L c ncof-d Pro pemi—ax a c y F ee_ _ Her e
Ii ar;a R a,enue
Sewer Service Charge (SSC)
Table 2 shows the Board-approved SSC for FY 2017-18 compared to the FY 2016-17 rates. The rates
for FY 2017-18 have as a foundation the recent Cost of Service Study, reflective of updates to the
financial plan and costs for FY 2017-18. The rates were approved by the Board of Directors in April
2017. Table 1 c indicates the total collected SSC and which programs it is funding. Approximately
84.3% of the SSC revenue is allocated to the O&M Budget, and the remaining 15.7% is allocated to the
Capital Improvement Budget(compared to 85.7% and 14.3% respectively in FY 2016-17).
Table 1c - Approved Annual Sewer Service Charge
To O&M 7lip 100,000 85.7% $7512201700 84.3 $41120700 6
To Capita I $11Y820)000 14. % $139671300 15.7 1147Y00- 1
Total Collected $82,920,000 100.0 $89,188..000 1.00.0%1 $6,268,000
Table 2 - Approved Annual Sewer Service Charge
M Account Description FY 2015-16 FY 2016-17 FY 2017-18
RJWO*.i V — -M
Single Family Residence $471 $503 $530
Multi-Family Residence $463 $487 $513
Effective Date 07/01/15 07/01/16 07/01/17
O&M Budget Overview
The total O&M revenue for FY 2017-18 is projected to be $94.7 million. Compared to the FY 2016-17
budget amount of$89.8 million, revenue has increased by 5.4%, due to the following:
15
Financial Summary
" While the SSC rates are increasing, the O&M allocation of SSC is decreasing from 85.8% to 84.3%,
with the amount allocated to Capital Projects increasing from 14.2% to 15.7%. The net result of these
changes is an increase in the total O&M SSC revenue of$4.1 million, or 5.8%.
The City of Concord primarily shares a flow portion of treatment plant, environmental and regulatory
compliance expenses and is charged administrative overhead and a finance charge. City of Concord
revenue towards O&M costs is expected to be $15.2 million in FY 2017-18, a 2.8% change which is
mainly due to an overall flat O&M Budget for FY 2017-18.
The total O&M expenses are projected to be $89.7 million in FY 2017-18, compared to $89.8 million in
FY 2016-17. This reflects a minor decrease of$0.1 million or-0.1%. Central San has achieved a flat
O&M budget that addresses critical needs and provides funding for key activities. Table 3 and Figure 3
show the FY 2017-18 O&M Budget by expense category.
Table 3 - FY 2017-18 Budgeted O&M Revenues and Expenditures
Revenue:
Sewer'Service Charge 71110010007 73,205,000 775,220,700 411201700 _ 5.81
Concord SSC 1417901000 1419501000 1512001000 4101000 2.5
Permit&Inspection Fees 114301000 1,7151000 117241000 2941000 20.6%
Lease Rental Income 6161200 6051000 6121000 (4,200) -0.7
HHW Reimbursement 5551000 _ 8231000 5531000 (35,000) -3.9%
Storm ater/Pollution Prevention 3101000 3501000 3401000 301000 9.7%
Interest Income 2331000 751000 751000 (155,000)7-66.5%
Recycled Water 100,00325,000 3351000 2351000 235.0��
Other 3501000 355,754 2961000 (54,000) -15.4
Total Revenue 89,817,200 92,406,754 94,658,700 4,841,500 5.4
Expenditures:
Salaries&'Mages 3311551707 3219441215 3417971625 116351921 4.9%
Benefits&Cap O/H Credit 14,163,311 1419221371 1216551155 (1,505,156) -10.6%
Salary&Benefits(Active
Employees) 47,322,018 47,866,589 47,452,783 130,765 0.3%
Benefits(Retirees) 5,362,300 51F053,975 519461000 5531700 10.9%
Retirement UAAL 111F7411F700 1114531177 1116791261 (62,439) -0.5%
Additional UAAL 21500,000 215001000 215001000 - 0.0%
Total UAAL 14,241,700 13,953,177 14,179,261 (62,439) - .4%
Total Labor Related Costs 66,926,018 66,903,744 67,578,044 652,026 1.0%
Chemicals 119201000 114611300 114521000 (435,000) -22.8%
Utilities 413151790 415701615 416391790 324,000 7.5%
Repair&Maintenance 512221552 415441750 512991754 761902 _ 1.5%
Hauling&Disposal 9411050 9321550 110231975 521925 5.5%
Professional&Legal Fees 6301750 6031470 5071600 1761550 25.0
Outside Services 319501175 315071902 31F4521717 (527,455) -13.3%
-Self Insurance Fund 9201000 9201000 5551000 (335,000)E-36.4%
Materials&Supplies 211001025 119241255 210591325 (40,700) -1.9%
Other Expenses 215541255 213551104 217551352 (65,576) -2.4%
**Total O&M 22,884,900 21,150,279 22,135,543 (749,357) -3.3%-
Total Expenditures 89,810,918 88,054,023 89,713,587 (97,331) -0.1%
Contribution to Reserve 6,282 4,352,731 4,945,113 (14,070) -224.0%
**Includes cost for the production and distribution of recycled water.
16
Financial Summary
Figure 3 - FY 2017-18 O&M Budget by Expense Category
Operations
i i Expense
r
(in thousands) i Budget
F,i Piri
Salaries &Wages $33J.59 $34.p798 3
Medical $11.p7521 $12.p.536 14
Roti re rel e rpt UAA L $11.p742 $11.p67913
Retirement Normal Cost $5.F925 r121 6
Unfunded Liability Contribution $2, ' $2.p5W 3
Other Benefits
Vacancies Cap CAH 1183' 1%
Chemicals &Utilities r Gr 1.2-2 7%,
All Other .p346 r 202 6
Repair&Maintenance $5.p223. $51300 i
Outsi d e Se ref i ce s $319' $3.p453 4
Materia Is&Su ppl i es $2J00 $21 9 2
Tota I $W.P811 J14 1
Outsii deServke� Ill ate ri ats
4 Su pplies.'2
Repair& _-
M a i ntelarce,6
Al 10th er,61,�
Ch e m icals& ._Sa I ar ies&W a-ea
Uti I itis _.. 3
Other Bene--ts
Vacancies/Cap
1
U nfu n d e1 L abilitq
Cointrii but c r7, % ITL,13.
Retirement Normal yam.
cost..6ya
Salaries and Benefits
Total salaries and benefits for active employees are projected to be $56.5 million in FY 2017-18,
including both the O&M Fund and the Sewer Construction Fund. Compared to $56.6 million total
salaries and benefits in FY 2016-17, this is a $0.2 million or 0.3% decrease, as shown in Table 4.
Benefits for retirees are projected to be $5.9 million in FY 2017-18, compared to $5.4 million in FY
2016-17, an increase of$0.6 million or 11%.
Table 5 shows the allocation of Central San salaries and benefits to the O&M Fund and the Sewer
Construction Fund.
17
Financial Summary
Table 4 - Salaries and Benefits
Budget •
IFWWI
PP'FY 1 1 1 . -_ Percent
' • p �• • - Projected f •.
Salaries $3311581707 $3219441218 $34,797,628 1,6381921 4.9
O&M Salaries $33,158,707 $32,944,218 $34,797,629 1,639,921 4.9
Benefits-Active Employees
Workers'Corn pensation $4021948 $374,075 $4151320 $121372 3.1
Medical& Health $618451900 $6614691371 $7,0941079 $2481179 3.
Dental $5291909 $5291379 $5231098 ($6,811) -1.3
Retirement- Normal cost $5,925,249 , 5,513,098 $511211070 ($804,179) -13.66%
Deferred Comp/Medicare $212664,571 $211461672 $213961058 $1311487 5.8
Other Benefits $2091627 $174,057 $1981733 ($10,894) -5.
PEB Contribution (future
contribution only;does not include
retiree healthcare premiums) $215281700, $218071022 115781000 ($950,700) -37.
Accrued Compensated Absence $360,000 $42:51000 $450,000 $901000 25.0%
Benefit Vacancy Factor ($1,159,000) 0 ($1,149,000) 10Y000 -0.9
&III Benefits(Acture Employees) 17,907,9D4 19,539,674 16,627,358 gj, 80546) -7.
Capitalized Administrative
Overhead Credit (3,744,593) (3,66166JF303) (31972,203) (227,6610) 6.1
O&M Benefits and Cap H Credit
(Acture) 14,163.311 14,922.p371 12.655.155
(1,509.356) -10.6%
Capital Salary a nd Benefits** 9,311,425 9,110,890 91004,767 (306,6658) -3.3
&M and Capital Salaries and
Benefits(Active)1 56,633,443 56,977,479 56,457 f55O (175,993) -0.3
Benefits- Retiree
Retiree ,Medical $4,9166,000 $4,664516620 $514411500 $5251500 10.7%
Retiree Cental $3501200 $3491850 $397,800 $47,600 13..6%
Retiree Life $9661100 $881508 $1061700 $10,6600 11.0%
Retiree Benefits 5136 2,300 5,083,979 5,946,000 593f7OO 10.9%
URAL
Retirement UAAL 1117411700 1114531177 $1116791261 ($62,439) -0.5
Additional U AA L $215001000 $2,5001000 1 $21500,000 0 0.0
Total U4L 14,241,700 13,95317714,17 . 1 (62,439) -0.4
Total O&M and Capital Salaries and
Benefits(Active and Retiree) 76,237,443 76,014,634 76,582,911 345,369 0.5
Comprised of capitalised sala ries, benefits and a d m i mstrative overhead charged to District Capital projects.
18
Financial Summary
Table 5 - Salaries and Benefits by O&M Budget and Sewer Construction Budget
Operations&Maintenancz- Sewer Constructlig,-r- -
FY 2016-17 FY 2017-18 Variance FY 2016-17 FY 2017-18 Variance FY 2016-17 FY 2017-18 Variance
Budget Budget Budget Budget Budget Budget
Salaries $3212171344 $33,739,967 $115221623 2,955,114 2,776,702 ($178,412) $35,172,458 $36,516,669 $1,344,211
Salary Vacancy ($440,000) ($413,000) $271000 ($36,000) ($30,000) $6.1000 ($476,000) ($443,000) $33;000
Overtime $11059)363 $110951661 $36)298 $125)273 $1061145 ($19,128) $11184,636 $112011806 $171170
Standby $3221000 $3751000 $53,000 $0 $0 $0 $3221?000 $3751000 $53,000
Total Salaries $33,159,707 $34,797,629 $1,639,921 $3,044,397 $2,952,947 ($191,540) $36,203,094 $37,650,475 $1,447,391
Current $1910661904 $17,7761358 ($1,290,546) $2,522,445 $2,179,717 ($342,728) $21,589,349 $19,956,075 ($1,633,274)
Employee
Benefits
Benefit Vacancy ($1,159,000) ($1,149,000) $10,000 $0 $0 $0 ($1,159,000) ($11149J000) $10,000
Total Benefits $17,907,904 $16,627,359 ($1,290,546) $2,522,445 $2,179,717 ($342,728) $20,430,349 $18,807,075 ($1,623,274)
(Active
Employees)
Total Salaries $51,066,611 $51,424,996 $359,375 $5,566,932 $5,032,564 ($534,269) $56,633,443 $56,457,550 ($175,893)
and Benefits
(Active
Employees)
Retiree Benefits $ 5,362,300 $ 5,946,000 $583,700 $0 $0 $0 $5,362,300 $5,946,000 $583,700
UAAL $ 14,241,700 $ 14,1791261 ($62,439) $0 $0 $0 $14,241,700 $14,179,261 ($62,439)
Total Benefits $19,604,000 $20,125,261 $521,261 $0 $0 $0 $19,604,000 $20,125,261 $521,261
for Past Service
Capitalized ($3,744,593) ($3,972,203) ($227,610) $3,744,593 $3,9721203 $2271610 $0 $0 $0
Administrative
OH
Total Salaries&, $66,926,019 $67,578,044 $652,026 $9,311,425 $9,004,767 ($306,659) $76,237,443 $76,582,811 $345,369
Benefits(Active
and Retiree)
19
Financial Summary
Budgeted Full Time Equivalents
Table 6 shows budgeted full time equivalents.
Table 6 - Budgeted Full Time Equivalents
PW FY 2016-17 FY 2017-18
Regular Employees (e cIudirig R ) 290.0 290.0
Limited Duration Employees
-Summer Students 30.0 .31.0
Co-ops 10.,E 9.5
Variances in the O&M Budget
Overall changes in O&M Costs
O&M costs overall are essentially flat from FY 2016-17 to FY 2017-18. Salaries increase $1.6 million,
offset by benefit cost decreases of$0.8 million and other cost reductions of$1.0 million, for a net
decrease of$0.1 million. These changes are discussed further below the chart.
Table 6a — O&M Cost Comparison by Year
O&M Expenses by Category
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000$0
.
V) - J a-JV) V)ai Q o +� O a� s U U W
to
ra U o +- 4-J •>
oCz
a� m N _
+
ca a� U o6
U0 DC O U •E .� O
QC M ca
,i
NO
■FY 2016-17 Budget FY 2017-18 Budget
O&M Salaries
Central San salaries are $34.8 million in FY 2017-18, compared to a budget of$33.2 million in FY
2016-17. This is an increase of$1.6 million or 4.9%. The primary driver of this increase is a 4.0%
assumed cost of living adjustment during 2018 (which is a placeholder, pending negotiations and the
adoption of new Memoranda of Understanding). Additional costs are due to filling vacant positions,
merit increases for newer employees, and standby pay for the Information Technology staff. These
additional costs are offset by the larger than average number of retirements in FY 2016-17, creating
vacant positions that will be filled by lower paid employees.
20
Financial Summary
Central San Benefits
Central San benefits for the O&M budget are $36.7 million in FY 2017-18, compared to a budget of
$37.5 million in FY 2016-17. This is a decrease of$0.8 million or 2.0%. The primary benefit rate
assumptions include the following:
• Kaiser- Decrease of 4.0%.
• Health Net - Increase of 10.0%.
• CCCERA - Retirement rate decreasing 7.6% for legacy employees and 11.2% for PEPRA employees,
offset by higher pensionable wages. An additional $2.5 million is to be paid towards the unfunded
liability in retirement and/or Other Post-Employment Benefits (OPEB) Trust.
• Delta Dental - Decrease of 3.0%.
• Long-Term Disability -No rate increase.
• Employee Assistance Program- Increase of 3.0%.
• Workers' Compensation - Estimated 10%rate increase.
• Life Insurance -No rate increase.
Capitalized Administrative Overhead
The Capitalized Administrative Overhead rate, a credit given for capital work to the O&M budget for
non-work hours and overhead, increased from 118%to 123% for FY 2017-18. The Capitalized
Administrative Overhead budget is -$4.0 million in FY 2017-18, compared to a budget of-$3.7 million
in FY 2016-17. This is a decrease in the budget of$0.2 million or 6.1%.
All Other O&M Expenses
The remaining O&M non-labor expenses total $22.1 million in FY 2017-18, compared to a budget of
$22.9 million in FY 2016-17. This is a decrease of$0.7 million or 3.3%. Additional information is
included in the individual Division budgets. The areas of most significant changes include:
• Chemicals - This expense was reduced 22.8% due to lower usage of chemicals in the Plant and
Pumping Stations.
• Utilities - This expense increased 7.5% due to higher use of electricity from PG&E as the
Cogeneration System meets the emissions limitations.
• Repairs & Maintenance - This expense increased 1.5% overall due to higher software license renewals
fees and higher pump repair expenses.
• Hauling & Disposal: - This expense increased 8.8% overall due to higher household hazardous waste
disposal rates and for increases in janitorial services.
• Professional & Legal Fees - This expense increased 28% due to budgeting for internal audits and for
the new contract for legal services.
Outside Services - This expense was reduced 13.3% due to less need for temporary services as
vacancies are filled, agenda software purchased in FY 2016-17 that is not in the FY 2017-18 budget,
and BACWA-related expenses moving to Other Expenses.
• Self-Insurance Expense - This expense was reduced 36.4%, and funds the requirements for the
payment of premiums and estimated losses based on historical trends.
• Materials & Supplies: - This expense was reduced 1.9% due in part to fewer purchases of emergency
equipment and supplies.
21
Financial Summary
• Other Expenses - This expense was reduced by 23.6% due to the removal of one-time expenses in FY
2016-17 related to Comprehensive Wastewater Master Plan outreach, mailing of Proposition 218
notices, and the Fall 2016 Board Election. Offsetting these reductions was the transfer of BACWA-
related expenses to this category.
• Conferences - This expense is included in the Other Expenses category. District wide conferences
presented in the budget book in FY 2016-17 represented out-of-state conferences; FY 2017-18 will
also include in-state conferences. The out-of-state and board conferences expense was reduced 10%
from $116,000 in FY 2016-17 to $104,000 in FY 2017-18 due to a reduction in travel and the number
of conferences, as shown in Table 7.
Table 7 - Conferences
i i
--FM2016,-17 Budget R F i Variance rri
Board Conferences ,oro $45.p000 ($5.r000) -10
District Wide Conferencesf Out-
o f-State* $66.p350 %450 ( Gr ) -1
District Wide Conferrencesr In-
State $170.p675 n/,a n/a
Total S116,350 S275,125 n1a n1a
22
Financial Summary
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 — O&M Budget by Department
Budgetto
FY 2016-17 2016-17 1Budget
Account Description Budget Projected Budget Variance Variance
Administration
Communications Services and $2,124,485 $2,001,735 $1,979,369 ($145,116) -7%
Intergovernmental Relations
Finance $2,507,401 $2,356,274 $2,570,983 $63,582 3%
Human Resources $12,104,264 $11,983,254 $12,579,787 $475,523 4%
Information Technology $3,700,951 $3,628,293 $3,938,582 $237,631 6%
Purchasing and Material Services $1,763,107 $1,653,056 $1,958,932 $195,825 I 11%
Risk Management $2,008,786 $1,778,684 $1,604,720 ($404,066) -20%
Office of the General Manager/ $3,619,999 $3,777,590 $2,629,493 ($990,506) -27%
Office of the Secretary of the District
Total $27,828,993 $27,178,886 $27,261,866 ($567,127) -2%
Budget •
FY 2016-17 2016-17 1Budget
L—-%-Account Descriptio a Budget Projected Budget Variance Variance
Engineering and Technical Services Department
Capital Projects Division $1,199,904 $1,106,868 $766,422 ($433,482) -36%
Environmental and Regulatory $8,243,342 $8,306,851 $8,451,520 $208,178 3%
Compliance Division I I
Planning and Development Services $6,455,894 $6,711,072 $7,816,395 $1,360,501 21%
Division 4 I
Total $15,899,140 $16,124,791 $17,034,337 $1,135,197 7%
Budget to
FY 2016-17 FY 2016-17 FY 2017-18 Budget Percent
L—Account Description Budget Projected Budget Variance Variance
Operations
,Collection System Operations $14,472,053 $13,996,623 $14,156,213 ($315,840)-2%
Plant Maintenance $14,035,700 $13,492,023 $14,138,658 $102,958 1%
Plant Operations $14,859,845 $15,101,915 $14,886,976 $27,131 0%
District Safety Program $913,468 $880,955 $916,895 $3,427 0%
Recycled Water Program $1,801,719 $1,278,830 $1,318,642 ($4831077) -27%
Total $46,082,785 $44,750,346$45,417,384 ($665,401)-1%
Total All Departments $89,810,918 $88,054,023F_$89,713,587 ($97,331) 0%
23
Financial Summary
Historical Variances in O&M Spending
The table below shows historic O&M budgeted and actual amounts. As noted, there have been variances
averaging 2.7% (spending was 97.3% of budget) over the last five completed years. In the development
of the FY 2017-18 budget, additional attention was paid to reviewing the budget on a line-by-line basis,
with the budgeted amount evidenced by detailed support and a comparison to FY 2016-17 projected
spending.
Table 8a — Historic O&M Budget vs. Actual Spending in millions (Five-Year Trend)
O&M Budget Achievement
$100 100%
$90 90%
$80 80%
$70 70%
$60 60%
$50 50%
$40 40%
$30 30%
$20 20%
$10 10%
$0 0%
2015-16 2014-15 2013-14 2012-13 2011-12
BUDGET ACTUAL %
24
Financial Summary
Capital Improvement Budget (CIB)
Sewer Construction Fund revenues are projected to increase $4.4 million, from$34.9 million in FY
2016-17 to $39.3 million in FY 2017-18. This increase is due primarily to an increase in sewer service
charges of$2.1 million, resulting from additional revenue available from the 5.37% rate increase
effective July 1, 2017. Capital expenditures for FY 2017-18 are $42.8 million, a $6 million increase over
the FY 2016-17 budget of$36.8 million. Central San will draw approximately $3.4 million from capital
reserves in FY 2017-18 with expenditures exceeding revenues by that amount. Funding the Sewer
Construction Fund (Capital Improvement) - Working Capital Reserves is consistent with Board Policy
(BP) 017, described subsequently. Table 9 below is a summary of the projected FY 2017-18 CIB
revenues and expenditures. Further details are included in the Capital Improvement Program Section.
Table 9 - Sewer Construction Fund Revenues and Expenditures
Capacity Fees $GpO5OpOOO $Sp 7r rr ($160.pOOO) -3
Pumped Zone Fees $400rOOO $498.pOOO $513.pOOO $113.pOOO 28
Interest Income $22,5.pOW $37-5.pCOO3861 o $161.pOOO 72
Ad Valorem Taxes $11.F08O.F000 $111 1 1 r f ro 1rO2OpOOO
ISewer Service Charge I $1118201 J%2.rO5OrOW $13.,967.,300 $2r 147.,300 1.9
Reimbursements
City of Corgi card rS50r o $4.p3WpOOO $6.pOWpOW $1.p45OpOW 32%
Recycled Water Sales $300.pOOO $3 715 00 $38.p500 ($261.p500) -8
Deve l ape r Fe e s&CFS a rge s 7% 26r 95 0 23r ( 21 ) -1
Total Revenue $34.,905.,400 $35.p287.p 355 S39.p327.p .p4 .p13
Expenditures
Cal I e cti on Syste m Frogs m $17192511 $17.p355.r3O4 $18.p492r 661895 3
Treatm e rpt EI a rpt Rrogra m $13.p12,5.pOOO $14J65JO6 $1-8.pO4-5.pOOO $419201 37%
General Improvements
Program $3.pW8.r551 $3.r689.r7O7 $4.r277.rODO �45%349 12
R cl ed Fater Program $500.rOOO $484.r385 60r ($40.pOOO) -8
Contingency 1r r 1r r 1 3
Total Expenditures, S36.p8N.J56 $35.p 704.p502 $42.p774.pOOO 55,965,244 16
;ewer Construction Funds Available
Rroj ate d Revenue $391327r
Projected Expenditures $42.J74.rOOO
(Draw from Reserves) ($3.r446r209)
The FY 2017-19 budget amount does not include any carryfonevard from past fiscal years;the
Board will be notified of any carryfonevard amount after the close of the current fiscal year.
25
Financial Summary
Historical Variances in Capital Spending
The table below shows historic Capital budgets and actual spending amounts. As noted, there have been
variances, with overall spending averaging 91% of budget over the last five years, 94.2% over the last 6
years (excluding FY 2012-13) and 92.6% over the last seven years. Commencing with FY 2016-17 and
the transition from the overall allocations by program approach to individual budgets by project, there is
an expectation that spending will be closer to the budgeted level.
Table 8b — Historic Capital Budget vs. Actual Spending (Five-Year Trend)
986
6
91
3
FY 10 11 FY11/12 F 1 13 F Y13 14 FY14/1 Y15/16 F 1. 17
26
Reserve Projections
Board Policy 017 set targets for each of Central San's reserve funds. Fiscal reserves provide working
capital for O&M activities; funding for long-term capital improvement requirements; fulfillment of
legal, regulatory and contractual obligations; mitigation of risk and liability exposures; and cash flow
emergencies. These reserves are fully funded as of FY 2016-17 but are adjusted annually based on
changes in the targeted balance calculation.
For the O&M 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, Central San maintains an
Emergency Fund Reserve balance of$5 million in the self-insurance fund.
Table 10 presents a summary of Central San's current reserve balance projections compared to the
Board Policy targets.
Table 10-Reserve Projections
InsuranceSevde_r� Self '�Vr
Construction
JA Fund (Capital) Fund Totals
Projected Balance as of June 30., 2017 $39,.223'779 ,135,,597 , .p $701&59137.5
Change in Re Serve $4.p945JU _( 3 r 5p 200) ($20%5Qq)n $1.p289.p413
Reference.- Table 3 Table 9 Self See Figure 2
Insurance
Table 1
Yrojected Balance as of arms ., 2018 X116818191 $21.p68%3-97 $Gp290p5OO $72.p 148.p 788
Reserve Policy Target end of June J S37.p390.p661 S21.p387.pO6O
12017
Variance from Policy Target at June S $3.v748.p537L $0 $SpS91.pfi54
2017
* Capital target for June 3 0., 2019 sir i I I be reduced due to planned borrow-Ing in FY201 .
Source: Final Pass FY1711B Budget
27
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 are included in the Debt
Program Section. Figure 4 depicts all existing debt payments for Central San. Future planned debt
issuances, contemplated every few years commencing in FY 2018-19, will add to this debt profile.
Figure 4 - Debt Service Payment Schedule
5415 C%
1 1 C V
DOD
11 Y Y Yd000
52-,50D,00
$ '5w�000
1.,{ �.r�DO
f �r .ti rsr
V.'J1
XV A
Tota I
—Y mmm (Excludes
Schedule-E-xis-tirigithousands) Principal Interest r F
yrnent)
201&17 $2.p 3Mp OW 1r 6921140 3 F 9 9 2'14O
2017-18 2.p4O5.pOOO 11 15ron 4r 20p-015
2019-19 2.r4WrOUO 1r.5201323 4r OOr 3 23
2019-2-0 2rr 1r417r 3p-997.r790
2020-21 2frD 112941490 3 p 9 7914-9
`
202-1--22 2.p7&5.pOOO 1r 1.521 226 3p-937p226
2022-23 2,?9MpOOO 999.F788 3 p 9'9 9'r 288
2023-24 3 p0l.5.pOOO 83r 343 3 p 954p 343
2024-25 1,F905.F000 721rB .5 2'52Gr S'9
2025-26 I 1,975,000 59-5p995 2.p5 70?9 95
2025-27 -T 2 �05O 000 461'9 93 2r.521r 9 9
20127-28 j 2'145 r 000 322p424 2146 71424
Totall W,,235, $12.,633,422 -1, ,422
An important financial performance metric is the Debt Service Coverage Ratio. The Board target
coverage ratio is 2.0. As shown in Figure 5, Central San will meet the overall Debt Service Coverage
Ratio of 2.0 as required.
28
Financial Summary
Figure 5 - Debt Service Coverage Ratio
�Adj wed Net
_Y YY Rei�enue Debt
Cover%D e R at b
L.4r YY
._Y
2.'0 CNet Revenue
Drat Service
Covef%e
N � N
Net Revenue:This ratio must be above 1.00 to meet the Debt Rate Covenant(Net Revenue/Total Debt Service).Adjusted
Net Revenue=Net Revenue less Capital Improvement Fees(Connection Fees)and City of Concord Capital Charges.This ratio must be
above 1.25 to meet the Debt Rate Covenant(Adjusted Net Revenue/Total Debt Service).
29
Financial Summary
Page Intentionally Blank
30
Operating Departments
On a day-to-day basis, the three Operating Departments carry out the mission of Central San to protect
public health and the environment by providing exceptional customer service in the operation of our
wastewater collection, treatment, recycled water, and household hazardous waste collection facilities.
The departments are guided by Central San's Strategic Plan which provides direction and initiatives to
help guide us in achieving our goals and objectives.
The following sections describe the responsibilities of each department and their operating budget needs.
The total operating budget for Fiscal Year 2017-18 is $89.7 million.
31
Page Intentionally Blank
32
Administration Department
A
r P
9
I r
0
C. .il
K 4 f IF
r
The Administration Department consists of the Office of the General Manager,
the Office of the Secretary of the District, General Counsel, Human Resources,
and Administrative Services. The primary function of the Administration
Department is to provide services that support the efficient operation of Central
San, 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 Central San'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:
• Communication Services and Intergovernmental Relations
• Finance
• Human Resources
• Information Technology
• Purchasing and Materials Services
• Risk Management
• Office of the General Manager
• Office of the Secretary of the District
Administration Department—Communication Services and Intergovernmental Relations
Communication Services and Intergovernmental Relations
OVERVIEW
This Division supports Central San's internal and external communication, government relations,
community outreach, media relations, Central San publications, and student educational programming.
It also oversees a contracted, full-service reprographics center which serves all Central San workgroups.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central San goals:
_JL
' • •
Hosted a large-scale, award-winning 70th Anniversary outreach event that
brought over 1,000 customers to Central San facilities to learn more about
programs, services, operational work, and to take tours of the treatment
plant and Household Hazardous Waste Collection Facility.
Grew educational outreach through Central San's publications and
programs reaching more students with Science Technology Engineering
and Math Program, pollution prevention, and career development
information.
Goal 1 - Developed video public service announcements that televised important
Provide Exceptional and timely Central San customer messages and information reaching tens
Customer Service of thousands of service area viewers.
Redesigned the standard Proposition 218 notice to customers, to a
communication tool that increases customer awareness of Central San's
work, needs, and future plans.
Provided compelling outreach and engagement for the Comprehensive
Wastewater Master Plan and its large infrastructure improvements.
Successful completion of the second Central San Academy, a program
which focuses on educating our customers on the mission of Central San
and how it is fulfilled.
Goal 3 - 0 Negotiated $15,000 off the annual cost of Central San's newsletter to the
Be A Fiscally Sound and
Effective Water Sector Utility public: Pipeline.
Goal 6 - Educational outreach conducted to staff on the environmental and cost
Embrace Technology, saving benefits of printing in black and white and reducing paper printing.
Created accounts for social media sites: Facebook, Twitter, YouTube and
Innovation and
Environmental blo , rerouting resources to produce one Pipeline to reach different
Sustainability demographics.
New logo to elucidate and modernize Central San's community presence.
34
Administration Department—Communication Services and Intergovernmental Relations
Fiscal Years 2017-18 Key Metrics
0►� rap
Number of students served by our education programs Greater than 2,200 per year
Number of Central San employees attending annual customer service At least 50% of all Central
training San staff
Number of participants on treatment plant tours Greater than 150
p p p participants per year
Number of participants at speaker bureau presentations Greater than 400
participants per year
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
Number of students attending Citizens Academy Greater than 30
participants per session
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
• . IUM Attribute
Ilk
Invest in business process changes, and
technologies to effectively increase access to Customer
Central San information and promote Satisfaction
customer care, convenience, and self-service
Increase customer understanding and support Stakeholder
Foster Customer g pp Understanding
Engagement and for key issues facing the Central San and Support
Awareness
Goal 1 - Build and maintain relationships with federal, Stakeholder
Provide state and local elected officials and key Understanding
Exceptional stakeholder groups and Support
Customer Service
Provide high quality customer service Customer
Satisfaction
Foster employees' understanding of Central Customer
Improve San operations and their role in our success Satisfaction
Interdepartmental
Collaboration Employee and
Increase internal partnerships Leadership
Development
Goal 4-
Develop and Enhance Employee and
Retain a Highly Relationships with Cultivate a positive work culture and promote y
ees and teamwork Leadership
Trained and Employees Development
Innovative Bargaining Units
Workforce
35
Administration Department—Communication Services and Intergovernmental Relations
Goal 6 -
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and re- Operational
Innovation and Optimize Business engineering Optimization
Environmental Operations
Sustainability
Budget Overview by Expense Category
Account FY 2016-T7 FY 2016-l'u? IFY 2017-18 Budget to
i i Pi i nt
Description
+ Budget Projected
■ g,i i i Variance Budget Variance
M- Variance Variance
Salaries& $664,176 1 P 600 $676a1862 $15)362 2 12;6 2°
Wages
Employee 61V D4 $603x230 $471)302 ( 31 a928) ( 2a 602) -8
Benefits
Repairs & VPDO 1 x600 1 POO 0 0'
Nlaintenenee
Professional & $2x600 $21600 $2x600 0 0' 0 0'
Legal Services
Ouls�de D9)DD0 $340)SW $399P11000 5°8 a D0 17% ($1 Oa 0D0) -2"
Senices
MatenaLs 61 x676 61 x676 $61)675 0 0' 0 0'
B 11-es
Other 721230 $431 x2300 x930 ($641300) -15 ( 1061300) -22
E
Total $2,124,485 $2.0011735 81.9 701360 ($221366) -1 ($1461116) -7
Personnel Requirements
Communication Services and Intergovernmental 1.00 1.00
Relations 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 6.00
Limited Duration Employeez1 1
Graphic Design Summer Student 1.00 1.00
Total 1.00 1.00
Significant Budget Adjustments
The Communication Services and Intergovernmental Relations Operating Budget for FY 2017-18 is
$2.0 million, a $145,000 or 7% decrease over last year's budget. Outside of the overall changes in wages
and benefits, discussed elsewhere, the main drivers for the change include renegotiation of the Pipeline
customer newsletter contracts to reduce costs, further reduction of costs by changing the numbers of
36
Administration Department—Communication Services and Intergovernmental Relations
issues for the publication from three to two newsletters per year, and the absence of a Proposition 218
Notice to customers in 2017, as typically the notice is only provided every two or more years.
37
Administration Department—Finance
Finance
OVERVIEW
This Division is responsible for maintaining internal controls over financial reporting of all Central San
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 at Central San. Monthly financial statements are prepared,
reviewed, and analyzed by the Division and submitted to the Board of Directors for their review.
Central San 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
which is submitted to the Board of Directors and the Government Finance Officers Association.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central San goals:
me
Maintained a AAA credit rating with Standard & Poor's.
Maintained a ratio of net operating revenue over debt service of at least
2:1.
Implemented new rate structure and rate setting model.
Maintained service affordability by keeping the sewer service charge below
the median of other Bay Area agencies.
Addressed the unfunded liabilities by fully funding the Other Post-
Goal 3 - Employment Benefits annual required contribution and paying an additional
Be a FiscallySound and $2.5 million toward the unfunded liability.
Implemented new IRS Section 115 Pension Trust in order to fund an
Effective Water Sector Utility additional $3.4 million in unfundedp ension liabilities and have more control
over market volatility.
Received an unmodified (clean)audit opinion on the financial statements.
16th year of receiving the Government Finance Officers Association award
for financial reporting excellence.
Adopted updated Investment Policy for Central San.
Developed and drafted Debt Management Policy in accordance with SB
1029 (pending Board review).
Goal 6 - Streamlined the budget development process by consolidating four budgets
Embrace Technology, into one document.
Innovation and
Environmental Sustainability Implemented new tool to improve financial reporting (COGNOS).
38
Administration Department—Finance
Fiscal Year 2017-18 Key Metrics
Ar
Metric Targetr__
Standard and Poor's Credit Rating AAA
Debt service coverage ratio Greater than 2.0 times
Maintain service affordabilitySewer Service Charge less than median of
Bay Area agencies
Actual reserves as a percentage of target 100%
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
ItISM
Foster employees' understanding of Central Customer
Goal 1 -
Provide Improve San operations and their role in our success Satisfaction
Exceptional Interdepartmental Employee and
Customer Service Collaboration Increase internal partnerships Leadership
Development
Ensure rate structure is consistent with cost of Financial Viability
service principles
Improve the application and processing of
Goal 3 - Conduct Long capacity fees for consistency across user Financial Viability
Be a Fiscally Range Financial classes Sound and Planning Develop a long-range debt management
Effective Water policyFinancial Viability
Sector Utility
Develop alternatives for new revenues and Financial Viability
funding sources
Manage Costs Perform targeted audits of critical/high risk Enterprise
g functions Resiliency
Goal 4-
Develop and Enhance Employee and
Retain a Highly Relationship with Cultivate a positive work culture and promote y
ees and teamwork Leadership
Trained and Employees Development
Innovative Bargaining Units
Workforce
Goal 6 -
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and re- Operational
Innovation and Optimize Business engineering Optimization
Environmental Operations
Sustainability
39
Administration Department—Finance
Budget Overview by Expense Category
IWAccount T FY 2 016-1-)"FY 2 016-1-77FY 2 017-18 Budget
Percent
i i i nt
Description Budget
i i Budget Projected
i Variance Budget Variance
Variance Variance
Salaries& $121552209 V;030;800 1r ,3"11 $1917511 19%, $67a 102
Wages
Employee 9771212 $9371389 $93320+92 ( 4x297) 0 ($44,12-D)
Benefits
Repairs& 1)DDD 12000 $500 1 D0 0 0
,Maintenance
Professional & $113175D 130)250 $2-25)750 $952 500 73 $112100D 98
Legal Services
Outside $2232500 $2342305 14 p ($88,405) -3B" ($77;6,00) -3
Services
Material & $VDD W800 $VDD 0 0 0 0
Supplies
Other $26293D 132230 33P 130 $19P900 150 , 00 23'
[Expenses
Total $2,507,401 $2a3562274 $2a5702983 2142 X00 0 $63a582 3
Personnel Requirements
i i •�(� FY 2016-171
Accountant 3.00 3.00
Accounting Technician III 3.00 3.00
Finance Administrator 2.00 2.00
Finance Manager 1.00 1.00
Payroll Analyst 1.00 1.00
Total 10.00 10.00
Significant Budget Adjustments
The Finance Operating Budget for FY 2017-18 is $2.6 million, a $64,000 or 3% increase over last year.
Outside of the overall changes in wages and benefits, discussed elsewhere, the main drivers of the
change were due to additional funds added in Professional Services for internal audits, and Other
Expenses for tuition reimbursement requests, offset by lower Outside Services for temporary help
budgeted in FY 2017-18.
40
Administration Department—Human Resources
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 2016-17 Accomplishments
This Division had several accomplishments related to the following Central San goals:
Filled 31 vacancies.
Held various HR related topic"brown bags" open to all Central San
employees.
Scheduled 5 mandatory HR related trainings for all supervisors and
managers.
Developed and implemented Mentorship Program.
Developed Ethics/Code of Conduct Training for all Central San staff.
Conducted a Technical Writing Workshop for 30 Central San employees.
Conducted a Project Management Boot Camp for 25 Central San employees.
Implemented Management Academy for 25 Central San employees.
Developed an Educator Externship in conjunction with the County Workforce
Goal 4- Development Board.
Develop and Retain a Implemented a streamlined Section 125 Flexible Spending Account plan
Highly Trained and which includes a debit card, mobile app, and third party administrator
Innovative Workforce processing all claims.
Implemented a mobile app (Ben IQ)which contains information on all Central
San benefit plans.
Conducted a Request For Proposal for Wellness provider, formalized the
Wellness Committee by developing a Charter, created a Wellness Newsletter,
and developed brand for all Wellness related communication.
Joined CSAC-Excess Insurance Authority pool and Central San participated
in their Dental and Employees Assistance Program plans which resulted in an
annual cost savings of approximately$82,000.
Implemented Hartford Supplemental Life Insurance.
Completed a Total Compensation Study.
41
Administration Department—Human Resources
Fiscal Year 2017-18 Key Metrics
ko,.
Average time to fill vacancy (from request to hire) Less than 60 days
Percentage turnover rate to remain at or below industry Less than 3.4%
average _
Average annual training hours per employee Track in FY 2016-17, set target for FY2017-18
Actual versus budgeted usage of tuition reimbursement Greater than 80%
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
Goal StrategyAttribute
Goal 1 - Foster employees' understanding of Central Customer
Provide Improve San operations and their role in our success Satisfaction
Exceptional Interdepartmental Employee and
p
Customer Service Collaboration Increase internal partnerships Leadership
Development
Develop and implement District-wide Employee and
Ensure Adequate training needs LeadershipDevelo Development
Staffing and p
Training to Meet
Goal 4- Current and Future Employee and
Develop and Operational Levels Develop and train our future leaders Leadership
Retain a Highly Development
Trained and
Innovative Cultivate ap ositive work culture and Employee and
promote teamwork
Workforce Enhance Leadership Relationship with Development
Employees and Stakeholder
Bargaining Units Sustain and grow collaborative relationships Understanding and
with the labor bargaining units g
Support
Goal 6 -
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and re- Operational
Innovation and Optimize Business engineering Optimization
Environmental Operations
Sustainability
42
Administration Department—Human Resources
Budget Overview by Expense Category
Acco u nt FY 20-16-1 9 FY 2016-17 T FY 2017-18 Budget i Percent i i i
r,
` p o Budget P o ` Budget� i P�+ i i d Budget
�1 Variance
ho
i 'Variance
Salaries& X727;-8 $623; 1 aa3a3 $425,Er2.3 6M $321;44644
Wages
Employee 3a 1021572 $31358)411 $215537199 ($8053212) -24% ($5401373) -18
Benefits
Retire $57362, 005A3� 978 $5,946,000 S ?022 17 $583)700 11
Ben efits-
*Additional 7 5 00X0 a 5003{000 $215001000, 0 0' 0 0'
UAAL
Repairs& SO 0 $7;S00 $7,500 NIA $7).500 NIA
Maintenance
Professional & S1261100 8 3a 500 166)450 $82395D 00' $40)350 32%
Leal Services
Outside 4 3 3 00 $302)300 1 a2DD 1 ;190D $6 3`000
ervl c es
Materials & 1 B a 000 $20350D MAD ($500) -2% a 000 11%
Supplies
Oth er 1 V 15 1 1; 5 $18;115 a 4 0 0%-
Expenses -
E penses
Tota I $123 1043264 11 a 08 3x 54 WN0a 8 7 $5K533 5' $4753523 4
Personnel Requirements
Human Resources Analyst 3.00 3.00
Human Resource Manager 1.00 1.00
Senior Administrative Technician 1.00 1.00
Total 5.00 5.00
Significant Budget Adjustments
The Human Resources Operating Budget for FY 2017-18 is $12.6 million, a $0.5 million or 4% increase
over last year. This budget also includes funding for retiree benefits and the Other Post Employee
Benefit(OPEB) contribution. The change in Salaries is related to the standard COLA increases and the
moving of Accrued Compensated Absences and Unemployment Expenses to Human Resources, while
offset by the transfer of a Training Coordinator(Human Resource Analyst) position to the Office of the
General Manager for use as a Management Analyst position. The change in Employee Benefits is
mainly due to a decrease in the required OPEB contribution, while the increase in Retiree Benefits is due
to an increase in medical rates and new retirees. The increase in Professional & Legal Services is due to
the Wellness program moving over from Risk Management, and the increase in Outside Services is due
to labor negotiations and for a training consultant.
43
Administration Department—Information Technology
Information Technology
OVERVIEW
This Division supports all computer hardware, software, and telecommunications needs at Central San
and assists with improvement and automation of Central San business processes.
Fiscal Year 2016-17 Accomplishments
This Division had many accomplishments related to the following Central San goals:
• .
Accomplishment
Centralized requests for IT support through a Helpdesk website portal and
single phone extension to ensure timely replies and exceptional customer
Goal 1 - service.
Provide Exceptional IT staff relocated to single office area for better communication and
Customer Service
collaboration.
Assumed control of mobile device program administration, transitioned from
Purchasing & Materials Services.
Installed new Wonderware SCADA servers for pumping stations.
Rolled out more than 50 iPad tablets to staff for use with the new Cityworks
CMMS system to improve efficiency and access to information in the field.
Rolled out 8 Microsoft Surface tablets to Source Control staff to automate
inspection process and provide current information in the field.
Implemented conference room improvements including installation of 10
Smartboards.
Implemented Microsoft Office 365 cloud tools including Office, Skype for
Goal 6 - Business, Microsoft Onedrive, Sharepoint and other tools.
Embrace Technology, Provided staff training on tablet computers, smartboards, Office 365, Cognos
reporting tools and more.
Innovation and
Environmental Acquired racks ace in City of Rocklin and installed remote storage
Sustainability equipment which is now being used to backup critical business systems
remotely in real-time.
Replaced and configured aging network switches in plant with new industrial
switches.
Improved Wi-Fi connectivity throughout our office buildings.
Installed cell phone amplifiers in most work trucks at Collection System
Operations to boost signals in remote areas.
Installed and configured IT Pipes CCTV system in video trucks.
Replaced old SunGard Reports with more than 20 new and improved
business and financial reports.
Implemented many security improvements.
44
Administration Department—Information Technology
Fiscal Year 2017-18 Key Metrics
dMV ROPMW"s
Information System uptime (excluding planned maintenance) 100%
Data Backup and Recovery - Zero Lost Data
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
Invest in business process changes, and
Foster Customer technologies to effectively increase access Customer
Engagement and to Central San information and promote Satisfaction
Awareness customer care, convenience, and self-
Goal 1 — service
Provide Foster employees' understanding of Central Customer
Exceptional g
Customer Service Improve San operations and their role in our success Satisfaction
Interdepartmental Employee and
Collaboration Increase internal partnerships Leadership
Development
Goal 4—
Develop and Enhance Employee and
Retain a Highly Relationship with Cultivate a positive work culture and
Leadership
Trained and Employees and promote teamwork
Innovative Bargaining Units Development
Workforce
Protect Central Enhance our capability to mitigate, prepare, Enterprise
Goal 5— San Personnel and respond and recover from emergencies Resiliency
Maintain a Reliable Assets from
Infrastructure Threats and Evaluate and implement appropriate
Emergencies improvements to security program to meet Enterprise
new or evolving threats Resiliency
Evaluate Business
Processes and Perform business process mapping and re- Operational
Optimize Business engineering Optimization
Goal 6— Operations
Embrace
Technology,
Innovation and
Environmental Encourage the
Sustainability review and testingExpand and improve the use of cost Operational
effective mobile computing and p
of promising and communication technologies
Optimization
leading technology g
45
Administration Department—Information Technology
Budget Overview by Expense Category
W Account'WIFY 2016-17N FY 2016-1 IT Y 21517-18 Budoet to Pe rc e nt Budget to Pe rcent
Description B ud get Projected Budget Projected Variance Budget Variance
L Variance Variance
Salaries & $1)393)793 $1;431)70D $1)508)7D4 $77)W4 5% $114)911 8%
la es
Employee $1)1957703 $111471368 $1-1219,553 $721185 6% $23)850 2%
B e n ef it!3,
Uti I ities: $95040 $1�02 60D $146,440 S43,8410 43% $51400 54%
Repairs & $7677650 $765)650 $886,750 $121 a 100 16% $11%1 DO 16%
F
1-.,laintenance
1--,
Outside $196)000 $125)000 $12 5)000 so 0% ($7'1)ODO) -36%
S ervi c es;
Pylate rials & $10)2,00 $181200 $6)200 ( 121 000) -66% ($4)000) -39%
Supplies
Other $42,565 S37;77-5 $457935 $8;160 99% $3)370 8%
Expenses
Total SM00.9511 3PGx293 $3a938)582 S310)289 9% $237)631 6%
Personnel Requirements
pr
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
Limited Duration Employees IFY 2016-17 IFY 2017-18
�NComputer Technician Summer Student 1.00 0.00
Total 1.00 1 0.00
Significant Budget Adjustments
The Information Technology Operating Budget for FY 2017-18 is $3.9 million, a $0.2 million or 6%
increase over last year. Outside of the changes in wages and benefits, discussed elsewhere, the main
drivers 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 and Operations budget in Repairs & Maintenance, the
addition Wads in Utilities offset by decrease cost in Outside Services for less need for consultants &
temporary employees.
46
Administration Department—Purchasing and Materials Services
Purchasing and Material Services
OVERVIEW
This Division provides the necessary materials, supplies, equipment, services and information to support
Central San operations. The Division is responsible for contracting and procurement for all Central San
departments (except construction contracts), ensuring compliance with applicable federal, state and local
regulations. Central San's warehouse inventories, receives, and distributes supplies, materials and
equipment to all departments in addition to inventory control analysis and surplus disposition.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central Sangoals:
Completed Enterprise Resource Program system optimization session with
" SunGard, completed select improvements and identified limitations.
Pursuing alternative contract management software solutions where
"
limitations in existing system were present.
Promoted open competition and equal opportunity for qualified suppliers and
" service providers by successfully soliciting and awarding high-level service
Goal 3 - " and commodity-based contracts.
Be a FiscallySound and Progressed on potential implementation of California Uniform Construction
Cost Accounting streamlined bidding procedures with completion of
Effective Water Sector
Utility consultant's study. Pending further steps in lightht of California court case
allowing unlimited force account work instead of this streamlined approach.
" Streamlined purchase requisition approval process by reducing the number
of approval levels and assigning approval levels by position where possible.
Continued inventory cycle count program and maintained a 97 percent
" accuracy rate.
Trained and transitioned mobile device program to IT.
Provided procurement card refresher training to all users.
Goal 6 - Earned the Achievement of Excellence in Procurement Award for
Embrace Technology, innovation, professionalism, productivity, e-procurement, and leadership
attributes of the procurement organization for the sixth consecutive year.
Innovation and
Environmental Pilot tested a transmittal memo with Capital Projects Division for eventual
Sustainability rollout District-wide. This memo consolidates the information needed to
process a consultant agreement so it can be captured in one place.
Fiscal Years 2017-18 Key Metrics
I: Ir
IMM
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
47
Administration Department—Purchasing and Materials Services
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
Goal StrategyAttribute
Invest in business process changes and
Foster Customer technologies to effectively increase access Customer
Engagement and to Central San information and promote Satisfaction
Awareness customer care, convenience, and self-
service
Goal 1 -
Provide Exceptional Foster employees' understanding of Customer
Customer Service Central San operations and their role in our Satisfaction
Improve success
Interdepartmental
Collaboration Employee and
Increase internal partnerships Leadership
Development
Goal 4- Enhance
Develop and Retain Employee and
a Highly Trained I Relationship with Cultivate a positive work culture and Leadership
g y Employees and promote teamwork p
and Innovative Bargaining Units Development
Workforce g g
Goal 6 -
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and re- Operational
Innovation and Optimize Business engineering Optimization
Environmental Operations
Sustainability
Budget Overview by Expense Category
WAccountnY 2016-17 FY 2016-1 FY M 7-18 Budget to Percent Budget
Pe rce nt
i p � Budget
d`i P o i i�l Budgi P �- rii cti d Varianci Budget
i * Variance
Variance
Variance
Salaries& $85,7160D $846)5DO 1 a 1 a07 $154)579 1 $14:3)479 17
'A.raoes
E m p I oye e78 . D7 $750x456 $834a953 $84P497 11% $52a 7
Benefits
Repairs & $237 1,5a 8a DDD 87 D
Maintenance
Professional & S35X0 5aDOO 5aDOO WAD 6DD 0 D
Legal Services
Outside . 9-GGG x200 9x000 $19a8W 1 0
Services
Materials 14t000 14A0 S14.000 D D D D
Supplies
Other 1P900 $12)9W 1a900 aoo-o 70 D D
Expenses
I-
Total 1 d 7631 1 G7 $1)653)D56 $1a968 93 _1 5� 8 76 19 $195)825 11
48
Administration Department—Purchasing and Materials Services
Personnel Requirements
• • • EFY 2016-172017-18
Materials Coordinator 2.00 1.00
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 2.00
Total 8.00 8.00
- •I t • i a A&J@Ly=- FY 2016-171
PF
Warehouse Summer Student 1.00 1.00
Total 1.00 1.00
Significant Budget Adjustments
The Purchasing and Materials Services Operating Budget for FY 2017-18 is $2.0 million, a $0.2 million
or 11% increase over last year. Wages and benefits increased related to the cost of living adjustments
agency-wide, and an upcoming recruitment which will provide an overlap with the incumbent to ensure
optimal transition for succession planning.
49
Administration Department—Risk Management
Risk Management
OVERVIEW
This Division protects Central San 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 Central San's Emergency Preparedness and
Response Programs.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central Sas:
ccomollisIlwan4,
Prepared and presented Risk Management Annual Report.
Reduced the average cost of overflow claims to under$5,000 (to 3/31/17).
Goal 3— Reduced the average cost of other liability claims to under$2,500 (to
Be a Fiscally Sound and 3/31/17).
Effective Water Sector Provided Temporary Modified Duty to 93% of employees with occupational
Utility injuries.
Initiated Public Assistance application process through California Office of
Emergency Services for January 2017 Winter Storms.
Initiated work on the Security Assessment Master Plan.
Goal 5— Conducted physical security assessments of all Central San facilities.
Maintain a Reliable Updated the Emergency Operations Plan.
Infrastructure Continued development of Continuity Plan.
Prepared and presented Emergency Management Annual Report.
Fiscal Years 2017-18 Key Metrics
1,Mbm NNW
Workers Compensation experience modifier Less than 1.0
Return to Work Provide modified duty for greater than
80% of occupational injuries
Self-insurance reserves as a percentage of target 100%
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
50
Administration Department—Risk Management
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
L I Fe . .
GOAL 1 — Foster employees' understanding of Central Customer
Provide Improve San operations and their role in our success Satisfaction
Exceptional Interdepartmental Employee and
Customer Service Collaboration Increase internal partnerships Leadership
Development
Goal 3—
Be a Fiscally Evaluate and implement risk management Enterprise
Sound and Manage Costs practices to minimize loss Resiliency
Effective Water
Sector Utility
Goal 4— Enhance
Develop and Retain Employee and
a Highly Trained Relationship with Cultivate a positive work culture and promote Leadership
g y Employees and teamwork
and Innovative Bargaining Units Development
Workforce g g
Manage Assets
Optimally Up date the Consequence of Failure Matrices Enterprise
Throughout Their Resiliency
Lifecycle
Goal 5—
Maintain a ReliableEnhance our capability to mitigate, prepare, Enterprise
Protect Central emergencies Resiliency
Infrastructure San Personnel and respond and recover from emer g y
Assets from =�
Threats and Evaluate and implement appropriate Enterprise
Emergencies improvements to security program to meet
new or evolving threats Resiliency
Goal 6 -
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and re- Operational
Innovation and Optimize Business engineering Optimization
Environmental Operations
Sustainability
51
Administration Department—Risk Management
Budget Overview by Expense Category
Account FY Al * BudgetPercent
Description
i Budget p o i id Budget
dgi P role
.ii Variance Budget Variance
T * Variance Variance
Salaries & $238a $206;600 40;14 $33a 1 1 P205 1°°
Wages
Employee $228a302 $2181914 196)621 ($221203) -10' ($31)771) -14
rRenefits
p airs & MAD MAID 77 0 $4175DD 259% $22;S00
I'daIritenanee
Professional 1 1 8 00 38 a 120 $28a00 ($9a320) -24 ($331000) -53
Legal Services
Outside X08)000 $3501000 1.20x 00 ST3PIODD 21' 1 P00 4
Services
Self-Insurance $0201000 $020)000 585)000 ($335)000) - ($335)000) -36%
Expense
r/1 ateri a I s & 10 000 18 7 000 1 OOD 298 0M -4
Supplies
Other $13165G $11105D 14)650 $31600 33 1 a 000 7
Expenses
Total VXV86 $1 J781684 $1,6D4,720 1 ($17319&4 -10% (W40 0 ) -20'
Personnel Requirements
W1
Risk Management Administrator 1.00 1.00
Risk Management Analyst 0.00 1.00
Risk Management Technician 1.00 0.00
Total 2.00 2.00
luau
Clerical Summer Student 1.00 0.00
Total 1.00 0.00
Significant Budget Adjustments
The Risk Management Operating Budget for FY 2017-18 is $1.6 million, a $0.4 million or 20%
decrease from the FY 2016-17 budget. Outside of the overall changes in wages and benefits, discussed
elsewhere, the main drivers for change are a reduction in the self-insurance expense and employee
benefits due to the turnover of an employee with anticipated replacement of an employee with a lower
cost benefit package. The increases to the Repairs and Maintenance and the Materials and Supplies
lines items reflect anticipated purchases and maintenance of non-capital security devices. The
Professional and Legal Services decrease is due to the Wellness Program being moved to Human
Resources budget in FY 2017-18.
52
Administration Department—Office of the General Manager and Office of the Secretary of the District
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 Central San. The General
Manager reports directly to the Board of Directors and provides general oversight to all Central San
operations, interagency relations, legislative activities, communications, and the Strategic Plan.
Office of the General Manager - Fiscal Year 2016-17 Accomplishments and
Fiscal Year 2017-18 Strategic Initiatives
The General Manager oversees all operations of Central San. This office provides direction, support and
resources to the Departments to effectively and efficiently accomplish the Mission, Vision and Goals of
Central San. The accomplishments and Fiscal Year 2017-18 Strategic Initiatives for Central San are
embodied in each of the individual Divisions and Programs. Highlights of Central San's
accomplishments are included in the General Manager's message at the beginning of the Budget Book.
Central San also documented major efficiency and operational improvements in a report entitled
"Optimizations and Opportunities,", and documented over 200 standard operating procedures District-
wide.
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 Central San, and coordinates ethics training and Brown Act training for the
Board of Directors and staff. It also manages Central San's Records Management Program and
responds to Public Records Act requests.
53
Administration Department—Office of the General Manager and Office of the Secretary of the District
Office of the Secretary of the District
Fiscal Year 2016-17 Accomplishments
The Office of the Secretary of the District had several accomplishments related to the
followin Central San oats:
• . ` • •
• Coordinated meetings for Board of Directors liaisons with representative
cities and agencies.
Updated "Guide to the Board Meeting Process"for use by staff.
Adopted Board Code of Ethics/Conduct Policy and coordinated Board Self-
Assessment Workshop.
Goal 1 — Installed monitor in lobby for customer information and standardized clock for
Provide Exceptional bid openings.
Customer Service Addition of single-camera video recording equipment for videotaping Board
Meetings for better transparency with the public.
Board Room upgrades to provide staff and Board with USB ports for
charging tablets.
Facilitated Electronic Document Management Advisory Group, comprised of
employees District-wide to develop and modify procedures standardizing the
organization, input and management of electronic documents.
Goal 3—
Be a Fiscally Sound and Reducedublication costs for legal notices to contractors.
Effective Water Sector p g
Utility
Piloted NovusAgenda management software for Board and Committee
Goal 6— agendas.
Embrace Technology, Incorporated use of Smart Board technology in Board Workshops and Board
Committee meetings.
Innovation and
Environmental Updated 2016 Board Member Handbook.
Sustainability Conducted employee workshop on use of Laserfiche electronic document
management software.
Fiscal Year 2017-18 Key Metrics
cr"
Number of students attending Citizens Academy Greater than 30 participants per session
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
54
Administration Department—Office of the General Manager and Office of the Secretary of the District
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
INT"
Invest in business process changes and
technologies to effectively increase access Customer
to Central San information and promote Satisfaction
customer care, convenience, and self-
Foster Customer service
Engagement and
Awareness Increase customer understandingand Stakeholder
Understanding and
Goal 1 — support for key issues facing Central San Support
p
Provide Exceptional pp
CustomerCustomer Service Provide high quality customer service
Satisfaction
Foster employees' understanding of
Central Sanoperations and their role in our Customer
Improve
Satisfaction
success
Interdepartmental Employee and
Collaboration
Increase internal partnerships Leadership
Development
Goal 4— Enhance
Develop and Retain Employee and
a Highly Trained Relationship with Cultivate a positive work culture and Leadership
g y Employees and promote teamwork p
and Innovative Bargaining Units Development
Workforce g g
Goal 6—
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and re- Operational
Innovation and Optimize Business engineering Optimization
Environmental Operations
Sustainability
55
Administration Department—Office of the General Manager and Office of the Secretary of the District
Budget Overview by Expense CategoryAccount Y 2U 1 6-177IF721016-77 r-T"2017-18 Budget to Percent Budget 01O
Percent i scription _�i i i i Pr i -! i ! i * Variance
0-1
i Variance
a I a rl es & I a 50 x 6 1 a696a 00 1 a3 6aI016 ( 3'D 84) -1 ($136;3-10) -0
Wages
Employee $067x263 1.411 a g 8 0 619a 671 ($792x409) -66' ($347x602) -36
E en efits
Director Fees $1681666 $152)055 $1681631 $16)576 11% 76 0
&Expenses
Repairs & 10100 $5.400 101800 51400 100% 0 0
Maintenance
Professional & 1461000 1601000 15 0.000 0 0' 6a 000 0
Legal ervi ee!3
Outside $2461000 $117p" $1461000 $281700 4 ($100)000) -41
Services
Materials & Da 160 Oa 160 O 150 0 0' 0 0'
� upplieS
Oth er 65%906 $323;906 $148,;325 175 a 5 8 0) -.54% ($411;,5,80) -7
Expenses
Total $3)6101000 $31777)590 $2Y6291493 ( 1)148 a 007) -30'° ( OOOa 606) -27%
Personnel Requirements
q .b I
- • FY 2016-171
A IW
Administrative Services Supervisor 1.00 1.00
Assistant to the Secretary of the District 1.00 1.00
Director of Finance &Administration 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 3.00 3.00
Senior Administrative Assistant 1.00 1.00
Management Analyst 0.00 1.00
Total 10.00 11.00
Limited • • • 12017-18
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's Operating Budget for FY
2017-18 is $2.6 million, a $1.0 million or 27% decrease over FY 2016-17. The changes in Salaries and
Benefits are related to the standard COLA increases and the moving of Accrued Compensated Absences
56
Administration Department—Office of the General Manager and Office of the Secretary of the District
and Unemployment Expenses to Human Resources, while offset by the transfer of a Training
Coordinator(Human Resources Analyst)position to the Office of the General Manager for use as a
Management Analyst position. Other drivers for change are the transfer of the NovusAgenda Software
and support to IT and no Board election expenses for FY 2017-18.
57
Administration Department—Office of the General Manager and Office of the Secretary of the District
Page Intentionally Blank
58
Engineering and Technical Services Department
y J
1 _
_ a
L
FFF�
` t.i - -
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, mainline plan review,
and program management in resource recovery; environmental compliance
monitoring of industrial businesses; regulatory compliance and permit
monitoring; laboratory analysis and management of the Household Hazardous
Collection Waste Facility.
The Divisions that comprise this Department include:
• Capital Projects
® Environmental and Regulatory Compliance
• Planning and Development Services
Engineering and Technical Services Department—Capital Projects
J
Capital Projects Division
OVERVIEW
This Division conducts and manages the design, public bidding, and construction of projects to improve
or rehabilitate our wastewater treatment plant, pumping stations, collection system pipelines, general
facilities modifications, safety improvements, and recycled water infrastructure projects. In addition,
this Division oversees the computer aided design (CAD) and survey groups and works as one of the
primary engineering resources at Central San.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the followingCentral San oals:
• .
omplishment AOL
•
Goal 1 — Received 100% average customer satisfactory feedback on the Lafayette
Provide Exceptional Sewer Renovations—Phase 10 Construction Project.
p Received 94% average customer satisfactory feedback on the North Orinda
Customer Service Sewer Renovations—Phase 6 Construction Project.
Construction progress of the Pleasant Hill Grayson Creek Trunk Sewer
Project (total project cost of$13.7 million). This project will help relieve the
capacity limited sewers in Pleasant Hill and allow for future renovations and
coordination with the anticipated paving program in Pleasant Hill, specifically
Pleasant Hill Road. As of April 2017, 70% of the 10,000 feet of sewers have
been installed.
Replaced approximately 3.0 miles of various sewer mains (primarily 6-inch
vitrified clay sewers)with 8-inch sewers in Lafayette, Orinda, and Walnut
Creek.
Goal 5— Designed, bid, and awarded three collection system sewer replacement
Maintain a Reliable projects, totaling up to 5 miles of new sewers, for Walnut Creek, Lafayette,
Infrastructure and Martinez.
Completed construction of three treatment plant projects (Safety
Enhancements- Phase 4, Laboratory Chiller Replacement, and the Sub 16
Switchgear electrical project).
Started construction of two critical treatment plant projects (Headworks
Screening Upgrades and the Pump and Blower Building Seismic).
Initiated the design of the Solids Handling Facilities Improvements—Phase 1
project, which will replace the aging wet scrubber on the incinerators and
other critical equipment replacement in the Solids Conditioning Building at
the treatment plant, such as the centrifuges.
Design and bid two treatment plant projects (Fire Protection System Phase 2
Goal 6— and Piping Renovations Phase 9).
Embrace Technology, Design, bid, and awarded the Cogen Energy Optimization Project to increase
energy efficiency and reduce emissions for the treatment plant.
Innovation and
Environmental Built a pilot-scale facility and began testing on a newer air pollution control
Sustainability technology.
Issued a request for interest in innovative BioEnergy projects, such as
gasification and other thermal solids energy production projects.
60
Engineering and Technical Services Department—Capital Projects
Fiscal Years 2017-18 Key Metrics
MeNric., Target
Miles of pipeline replaced Greater than 1% of assets
Capital expenditures as a percentage of capital budgeted cash flow Greater than 90%
Average customer satisfaction rating Greater than 95%
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of evaluations completed on time 100%
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
--FEUM Attribute
Provide high quality customer service by
Foster Customer conducting public meetings and private
Engagement and home owner meetings on collection Customer
system renovation projects, including full Satisfaction
Awareness time inspection on easement
Goal 1 - construction activities
Provide Exceptional Foster employees' understanding of Customer
Customer Service Central San operations and their role in Satisfaction
Improve our success
Interdepartmental
Collaboration Employee and
Increase internal partnerships Leadership
Development
Goal 4 - Enhance Employee and
Develop and Retain a Relationship with Cultivate a positive work culture and
Leadership
Highly Trained and Employees and promote teamwork and training
Development
Innovative Workforce Bargaining Units
Manage Assets Implement Board approved capital
g projects and design new projects based Infrastructure
Optimally
Throughout Their on the condition assessments provided Strategy and
Lifecycle under the Comprehensive Wastewater Performance
y Master Plan (CWMP) Evaluations
Goal 5 - Integrate the data from the Asset Infrastructure
Maintain a Reliable Management Program into the analysis Strategy and
Infrastructure Facilitate Long-Term of long term Capital Improvement needs Performance
Capital Renewal Implement business case evaluations,
and Replacement including life-cycle cost, into proposals Infrastructure
for new CIP projects that were not Strategy and
identified in the CWMP to determine Performance
most effective projects and solutions
Goal 6 - Evaluate Business
Embrace Technology, Processes and Perform business process mapping and Operational
Optimize Business
Innovation and develop program management p
� Optimization
Environmental procedures
SustainabilityOperations
61
Engineering and Technical Services Department-Capital Projects
Budget Overview by Expense Category
• 1 • 1 • 117-18' Budget to Percent Budgetto Percent
Description Budget Projected Budget Projected Variance Budget Variance
Variance Variance
Salaries & $178791280 $178987780 $178871522 ($11,258) -1% $8,242 0%
Wages
Employee ($887,526) ($929,855) ($1,279,905) ($350,050) 38% ($392,379) 44%
Benefits �
Utilities $247000 $177043 $217600 $47557 27% ($27400) -10%
Repairs & $197500 $31050 $37500 $450 1 15% ($16,000)' -82%
Maintenance
Professional & $0 $0 $0 $0 N/A $0 N/A
Legal Services
Outside $731225 $471950 $441725 ($31225) -7% ($28,500) -39%
Services
Materials & $32,300 $311700 $30700 1 ($11000) -3% ($11600) -5%
Supplies
5
Other $591125 $381200 $581280 $201080 53% ($845) -1%
Expenses _
Total $1,199,904 $1,106,868 $766,422 ($3401446) -31%1 ($433,482) -36%
*The staff in this Division is budgeted with the Capital Improvements Program. As a result, 85% of their salary and
benefit expenses are paid for by the projects identified in the Capital Improvements Budget.
Personnel Requirements
Regular • • 12017-18
Administrative Services Supervisor 1.00 0.00
Administrative Assistant 1.00 2.00
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 III 1.00 1.00
Engineering Technician 1/11 1.00 0.00
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 28.00
Limited Duration Employees12017-18
Engineering Assistant Summer Student 3.00 4.00
Co-op 3.00 3.00
Total 6.00 7.00
62
Engineering and Technical Services Department—Capital Projects
Significant Budget Adjustments
The Capital Projects Budget for FY 2017-18 is $766,000, a $0.4 million or 36% decrease over last year.
Outside of the overall changes in wages and benefits, discussed elsewhere, the decrease in costs were
mainly due to the transfer of repairs and maintenance of software to the Information Technology
Division and the reduced outside services expenses for the Survey group.
63
Engineering and Technical Services Department—Environmental and Regulatory Compliance
Environmental and RegulatoryCompliance Division
OVERVIEW
This Division oversees and ensures that Central San activities and operations are in compliance with
applicable federal, state, and local environmental laws, regulations, and policies. The Division ensures
Central San's permitted businesses and industrial customers comply with all applicable requirements to
protect the environment as well as Central San's assets; manages the Household Hazardous Waste
Collection Program and Residential Recycled Water Fill Station; receives and interprets laboratory data
and applies results to regulatory requirements, ensuring 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 Central San before boards,
political bodies, committees, and the general public.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central San goals:
Prepared all NPDES required reports to the Regional Water Quality Control
Board (individual NPDES Permit, Nutrient Watershed Permit).
Prepared NPDES Report of Waste Discharge for the Regional Water Quality
Control Board.
Goal 2 - Prepared all required reports to satisfy Title V Permit requirements.
Meet All Regulatory
w Prepared the 2016 greenhouse gas inventory to the California Air Resource
Requirements Board.
Developed and implemented a permit matrix of all regulatory permits within
Central San.
Created new standard operating procedures for workflows related to
preventing and responding to potential violations.
w Completed all required monitoring and analyses.
Goal 6 -
Embrace Technology, 24,000 visits to the Household Hazardous Waste Collection Facility by
Innovation and residents, small businesses, reuse customers, and retail partners (through
Environmental March 2017).
Sustainability
Fiscal Years 2017-18 Key Metrics
rMT21W
NPDES Compliance Zero violations
Title V Compliance Zero violations
Recycled Water Title 22 Compliance Zero violations
Annual source controls inspections completed on time 100%
Operating expenditures as percentage of operating budget Greater than 90%
Percentage of evaluations completed on time 100%
64
Engineering and Technical Services Department—Environmental and Regulatory Compliance
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
I JTU—M Attribute
. -. Initiativitr
Foster employees' understanding of Customer
Goal 1 - Central San operations and their role in Satisfaction
Improve
Provide Interdepartmental our success
Exceptional Collaboration Employee and
Customer Service Increase internal partnerships Leadership
Development
Implement new Treatment Plant NPDES Product Quality
y
Meet existing regulations and plan for Product Quality
future regulations
Goal 2 - Strive to Achieve Stakeholder
100% Permit Foster relationships with regulatory
Strive to Meet agencies Understanding and
Regulatory Compliance in Air, Support
g � Water, Land and
Requirements Other Regulations Monitor and track proposed and pending Stakeholder
legislation/regulatory changes that may Understanding and
impact Central San operations Support
Actively manage GHG emissions in the
most cost effective and responsible Community
p Sustainability
manner
Goal 4 -
Develop and Enhance Employee and
Retain a Highly Relationship with Cultivate a positive work culture and y
ees and promote teamwork Leadership
Trained and Employees Development
Innovative Bargaining Units
Workforce
Goal 6 -
Embrace Evaluate Business
Technology, Processes and Perform business process mapping and Operational
Innovation and Optimize Business re-engineering Optimization
Environmental Operations
Sustainability
65
Engineering and Technical Services Department—Environmental and Regulatory Compliance
Budget Overview by Expense Category
.F� • 1 • 1 • 117-181 Budget to Percent Budget • Percent
Description Budget Projected Budget Projected Variance Budget Variance
Variance Variance
Salaries & $3,4127647 1 $375417347 $375427344 $997 0% $1291697 4%
Wages
E m ployee $276727956 $2)7191694 $2)670)133 ($49)561)1 -2% ($2)823) 0%
Benefits
Utilities $32700 $137822 $247300 $107478 76% ($87400) -26%
Repairs & $106500 $83)300 $110)000 $26700 32% $3,500 3%
Maintenance
Hau I i ng & $4237000 $431)600 $474)925 $43)325 10% $51,925 12%
Disposal
Professional& $6,000 $57000 $6,000 $1,000 20% $0 0%
Legal Services
Outside $8597200 $7967301 $5707500 ($2257801) -28% ($2887700) -34%
Services
Materials & $2867700 $2937200 $300,200 $77000 2% $137500 5%
Supplies
Other $1337639 $4227587 $1477302 ($2757285) -65% $137663 10%
Expenses
Other $310,000 $0 $6057816 $6057816 N/A $2957816 95%
Expenses-
BACWA
Total $8)243)342 $8)306)851 $8)451)520 $144)669 2% $208,178 3%
66
Engineering and Technical Services Department-Environmental and Regulatory Compliance
Personnel Requirements
-Regular Status Employees12017-18
Administrative Assistant 1.00 1.00
Assistant Engineer 2.00 2.00
Associate Engineer 1.00 1.00
Chemist 1/11 5.00 5.00
Chemist III 1.00 1.00
Environmental and Regulatory Compliance Division 1.00 1.00
Manager
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
Limited Duration Employees12017-18
Laboratory Assistant Summer Student 1.00 2.00
Co-op 2.50 1.50
Total 3.50 3.50
Significant Budget Adjustments
The Environmental and Regulatory Compliance Operating Budget for FY 2017-18 is $8.5 million, a
$0.2 million or 3% increase over last year. Outside of the overall changes in wages and benefits,
discussed elsewhere, the main drivers for the change is the decrease in utilities and outside services, and
the increase in regulatory fees.
67
Engineering and Technical Services Department—Planning and Development Services
PlanningDevelopmentand Services Division
OVERVIEW
This Division provides planning and applied research for Central San'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, 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 2016-17 Accomplishments
This Division had several accomplishments related to the following Central San goals:
Completed the Comprehensive Wastewater Master Plan for the collection
system and the treatment plant and incorporated its recommendations into
the Capital Improvement Plan.
Completed implementation of a new CMMS platform called Cityworks®. CSO
and Plant Maintenance are now on the same platform.
Goal 5 - Completed asset register for Pumping Stations and Treatment Plant assets.
Maintain a Reliable Completed implementation of Infoworks®hydrodynamic model and flow
Infrastructure calibration. The output was included in the Comprehensive Wastewater
Master Plan and training on its use will continue.
Completed implementation of I nfoMaster software, used to prioritize and
schedule pipe rehabilitation in FY2017-18 CIP.
Commenced studies to optimize treatment plant secondary and solids
processes. The goals include reduced future capital projects work and
increased operating efficiencies.
Awarded a $1.2 million grant from the Department of Energy for a multi-
Goal 6 - agency coalition to plan and design a 3-5 dry ton per day innovative
Embrace Technology, hydrothermal bioenergy pilot project.
Innovation and Pursuing public-private partner interest in a Bioenergy Facility that will
Environmental produce renewable energy and process a portion of Central San's solids.
Sustainability Pursuing private-partner interest in leasing treatment plant property for solar
farm development.
Fiscal Years 2017-18 Key Metrics
4Target J
Average customer satisfaction rating on permit counter o
interactions Greater than 95/o
Complete implementation of the (nfoMaster® By the First Quarter of 2017
kWh of solarower produced at CSO and HHW Greater than 200 kWh per year
p p (reported as a rolling average)
Pilot Test new and promising technology Greater than 3 pilot tests or reviews per
p g gy year
Present research papers and finding Greater than 3 papers per year
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
68
Engineering and Technical Services Department—Planning and Development Services
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
. -. Initiativii
ITU—M Attribute
Invest in business process changes and
technologies to effectively increase Customer
Foster Customer access to Central San information and Satisfaction
Engagement and promote customer care, convenience
Awareness and self-service
Goal 1 - Provide high quality customer service Customer
Provide
Satisfaction
Exceptional Foster employees' understanding of
Customer Service Central San operations and their role in Customer
Improve our success Satisfaction
Interdepartmental
Collaboration Employee and
Increase internal partnerships Leadership
Development
Ensure rate structure is consistent with Financial Viability
Goal 3 - cost of service principles
Be a Fiscally Conduct Long Improve the application and processing
Sound and Range Financial of capacity fees for consistency across Financial Viability
Effective Water Planning user classes
Sector Utility Develop alternatives for new revenues
and fundingFinancial Viability
sources
Goal 4 -
Develop and Enhance Employee and
Retain a Highly Relationship with Cultivate a positive work culture and y
Leadership
Trained and Employees and promote teamwork
y Development
Innovative Bargaining Units
Workforce
Integrate the data from the Asset Infrastructure
Management Program into the analysis Strategy and
Goal 5 - of long term Capital Improvement needs Performance
Maintain a Facilitate Long-Term
Reliable Capital Renewal
and Replacement Implement business case evaluations, Infrastructure
Infrastructure including life-cycle cost, into proposals
for new CI P projects to determine most Strategy and
p � Performance
effective projects and solutions
Evaluate Business
Processes and Perform business process mapping and Operational
Goal 6 - Optimize Business re-engineering Optimization
Embrace Operations
Technology,
Innovation and Explore opportunities for self-generation,
Environmental Reduce reliance on p pp g
Sustainabilit Non-Renewable conservation and efficiency based on the Community
y approved Comprehensive Wastewater Sustainability
Energy Master Plan
69
Engineering and Technical Services Department—Planning and Development Services
Budget Overview by Expense Category
• 1 • 1 • 117-18' Budget to Percent Budgetto Percent
Description Budget Projected Budget Projected Variance Budget Variance
Variance Variance
Salaries & $376857044 $379297544 $474647830 $5357286 14% $7797786 21%
Wages
E m ployee $17707926 926 $1,868,458 $2)278)748 $410)290 22% $5077822 29%
Benefits I _
Utilities $1207400 $1367500 $1377300 $800 1%' $16900 14%
Repairs & $59400 $307850 $59400 $28550 93% $0 0%
Maintenance
Professional& $1157000 $161,000 $165,000 $4,000 2% $507000 43%
Legal Services
O uts ide $579,100 $472)350 $569542 $97,192 21% ($97558) -2%
Services
Materials & $37550 $377550 $47550 $10)000 27% $101000 27%
Supplies
Other $88,474 $747820 $94)025 $19)205 26% $57551 6%
Expenses
Total $674557894 $677117072 $778167395 $171057323 16% $173607501 21%
70
Engineering and Technical Services Department-Planning and Development Services
Personnel Requirements
-Regular Status • • 12017-18
Administrative Assistant 1.00 1.00
Administrative Services Supervisor 0.00 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 Assistant 1/11 3.00 2.00
Engineering Technician 1/11 1.00 1.00
GIS Analyst 2.00 2.00
GIS/CMMS Administrator 1.00 1.00
Maintenance Planner 1.00 1.00
Management Analyst 0.00 1.00
Planning and Development Services Division Manager 1.00 1.00
Program Manager 1.00 1.00
Senior Engineer 4.00 4.00
Senior Right-of-Way Agent 2.00 2.00
Total 35.00 36.00
Limited Duration Employees.,
12017-18
Engineering Assistant Summer Student 6.00 8.00
i
Co-op 4.00 4.00
Total 10.00 12.00
Significant Budget Adjustments
The Planning and Development Services Operating Budget for FY 2017-18 is $7.8 million, a $1.4
million or 21% increase over last year. Outside of the overall changes in wages and benefits discussed
elsewhere, the increase is substantially due to the reclass of capitalized labor, benefits, and
administrative overhead from Capital Projects Development Sewerage to Operations & Maintenance
mid-year in FY 2016-17 and FY 2017-18.
71
Engineering and Technical Services Department—Planning and Development Services
Page Intentionally Blank
72
Operations D
7-1
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s
The Operations Department consists of three Divisions, Central San's Safety
Program, and the Recycled Water Program who 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 and
to divert a portion of the wastewater to produce Title 22 recycled water. 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 that comprise this Department include:
® Collection System Operations
• Plant Maintenance
® Plant Operations
• Central San Safety Program
• Recycled Water Program
Operations Department—Collection System Operations
Collection System Operations Division
OVERVIEW
This Division is responsible for cleaning, maintaining and repairing of over 1,500 miles of collection
sewers, trunk sewers and force mains in Central San's vast collection system, as well as maintaining the
recycled water distribution system. The Division is also responsible for the maintenance of all
Central San vehicles.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central San goals:
& 611,11411 Afflima
M -.
Goal 1 —Provide Exceptional 'Responded to 281 customer service phone calls.
Customer Service Achieved an average customer service satisfaction rating of 3.94 out of 4.0.
Average response to all emergency service calls was 37 minutes.
Sanitary sewer overflows were 2.83 per 100 miles and there were no
Goal 2—Strive to Meet All capacity related overflows.
Regulatory Requirements Cleaned 819 miles of sanitary sewers.
•Televised 180 miles of sanitary sewers.
Completed over 901 services on Central San vehicles and equipment; on
schedule 100% of time.
Completed over 21,200 cleaning schedules and work orders; completed on
Goal 5—Maintain a Reliable schedule 99% of the time.
Infrastructure Consolidated CCN databases and replaced software with a more user
friendly, remotely accessible software.
Installed vaults in Clyde force main with removable sections of pipe to better
TV and clean the force main.
Fiscal Years 2017-18 Key Metrics
Metric Target 0111
J M&
Average onsite response time for collection system emergency Less than 20 minutes
calls, during working hours
Average onsite response time for collection system emergency Less than 30 minutes
calls, after hours
Average customer service rating for emergency calls At least 3.8 out of 4.0
Sanitary sewer overflows Less than 3.0 spills per 100 miles of
pipeline
Spills to public water Less than 3
Percent of spills less than 500 gallons Greater than 95%
Pipeline cleaning schedule changes completed on time Greater than 95%
Pipeline cleaning quality assurance/quality control (QA/QC) At least 3% of pipelines cleaned on an
annual basis
Pipeline cleaning QA/QC passing rate Greater than 98%
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
74
Operations Department—Collection System Operations
Fiscal Year 2017-18 Strategic Initiatives
This DEDURLivision will support the following Central San Goals and Strategies:
Strategy Initiative EUM Attribute
Foster Customer
Engagement and Provide high quality Customer Satisfaction
customer service.
Awareness
Goal 1 —Provide Foster employees'
Exceptional Customer understanding of
p
Service Improve Central San operations Customer Satisfaction
Interdepartmental and their role in our
Collaboration success.
Increase internal Employee and
partnerships. Leadership Development
Complete the collection
system scheduled
maintenance on time and Infrastructure Strategy
optimize cleaning and Performance
schedules to improve
Goal 2—Strive to Meet
Regulatory Strive to Minimize the efficiencies.g rY Number of SSOs Continue the pipeline
Requirements
condition assessment
and cleaning quality Infrastructure Strategy
assurance program using and Performance
the system-wide CCTV
program.
Goal 3— Be a Fiscally Perform optimization Sound and Effective Manage Costs studies of treatment plantand field operations to Operational Optimization
Water Sector Utility p
reduce costs.
Goal 4— Developand
Enhance Relationship Cultivate a positive work
Retain a Highly Trained with Employees and culture and promote Employee and
and Innovative y Leadership Development
Workforce Bargaining Units teamwork.
Manage Assets Optimal) Manage and maintain
Goal 5—Maintain a y current equipment and Infrastructure Strategy
Reliable Infrastructure Throughout Their vehicle fleet to provide and Performance
Lifecycle maximum value.
Goal 6—Embrace
Technology, Evaluate Business Perform business
gy Processes and Optimize process mapping and Operational Optimization
and Environmental Business Operations re-engineering.
Sustainability
75
Operations Department—Collection System Operations
Budget Overview by Expense Category
Account
* to
Budget to
P
Description Budget Projected Budget
Variance Variance
Salaries a167a988 $5192-2)400 6a 164)374 $241,W4 4 $56a 1
Wages
Employee $6)433;376 $51410)598 $5)0871527 ($323,071) -6' ($345,848) -6
Benefits
Utilities 139)400 141)460 142)400 $11000 1 3,000
Repairs& $1)631)!5D2 $11447)60D $1)62413D4 176X4 1 ($73198) 0%
Maintenance
Hauling & 131)000 1 a DO $1131; $81800 7 0 0
Disposal
Professional 6a00D 7)600 ST7500 0 0 p500 50
Leel Services
Outside $106 7DO $152546 $110,600 ($41,946) -27%1 , 00 4
Services
Idaterials & $774)16D $670)313 $749.550j 12% ($2416 -
Supplies
Oth er $142X8 8 1 a166 $1381958 16)92 14 (VAD)
Expenses
Teta 1 $14)472)053 $131996)623 $14)1561213 1691690 1% ( 3161840) -
76
Operations Department-Collection System Operations
Personnel Requirements
Regular Status Employees12017-18
Administrative Assistant 1.00 1.00
Senior Administrative Assistant 0.00 1.00
Administrative Services Supervisor 1.00 0.00
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 2.00 2.00
Field Operations Superintendent 1.00 1.00
Maintenance Crew Leader 18.00 18.00
Maintenance Crew Member 1/11 18.00 18.00
Maintenance Supervisor 4.00 4.00
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 56.00 56.00
Limited Duration Employees12017-18
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 2017-18 is $14.2 million, a $316,000 or 2%
decrease over the prior year. Outside of the overall changes in wages and benefits, discussed elsewhere,
the other main contributor to adjustments for this year's budget is the cost of bypass pumping at the
Miner Road sinkhole. This increase in cost is offset by reductions of outside services for a recycled
water tanker to mitigate drought restrictions and the completion of rodder truck rebuilds in FY 2016-17.
Central San has contracted with Rain for Rent to rent pumps and perform off hours bypass pumping.
77
Operations Department—Plant Maintenance
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 Division also consists of a Reliability Engineering Work-group
which provides technical support for maintenance planning and manages the Preventative Maintenance
Program, and the Pumping Station Workgroup which operates and maintains the 19 pumping stations.
Fiscal Year 2016-17 Accomplishments
This Division had several accomplishments related to the following Central Sangoals:
0 Accomplishment-, �m urmmmmq
Goal 2—Strive to Meet �Maintained all equipment and systems to achieve the National Association
Regulatory Requirements of Clean Water Agencies (NACWA) Peak Performance Platinum Award for
J the 19th consecutive year.
• Implemented new Cityworks Maintenance Management System for the
treatment plant and pumping stations. The Computerized Maintenance
Management System (CMMS) includes updated and enhanced asset
register; asset hierarchy; and reporting and visibility into asset and work
order information.
Completed training on Reliability Centered Maintenance (RCM) and
analysis of two systems. This effort established a framework for
Central San to improve maintenance efficiency and functional reliability of
assets. This included a systematic approach to developing a
comprehensive maintenance program based on asset criticality and
consequence of failure. It also establishes a repeatable program with
Goal 5—Maintain a Reliable documented processes and procedures.
Infrastructure Developed a training book for the Mechanical Shop that contains
information on Shop-specific skills required for all positions.
Pumping Station staff cross trained on north and west routes.
Expanded use of condition-based and predictive technologies to identify
potential problems. Some examples include:
Digital Low Resistance Ohmmeter(DLRO) meter use on electrical
equipment.
Use of Dissolved Gas Analysis (DGA)testing on transformers.
Use of stray current detection.
Ultrasonic probe tester to be used in conjunction with the thermal
image preventative maintenance.
Installed motor quick disconnects on key pumping station motors, auxiliary
boiler blower motors and waste heat boiler rotary air lock motors.
Installed shaft grounding rings on certain motors to help minimize premature
motor bearing failure from Variable Frequency Drive stray current.
Goal 6—Embrace Fabricated bar screen lifting device to simplify process of replacing worn out
Technology, Innovation and bar screen grinder in the Treatment Plant Headworks.
Environmental Sustainability Designed variations of control handles to custom fit each rodder truck
operator.
Designed and fabricated three-legged sling with hooks to save time and
manpower for rodder truck operators to load 1,400 feet of coiled rod.
Created cone-type diverters to protect gearbox seals, reducing the amount
of times the gearboxes must be rebuilt.
78
Operations Department—Plant Maintenance
Fabricated bracing and fiberglass platforms for emergency bypass
Goal 6–Embrace vaults to allow for connection by only one person.
Technology, Innovation and Designed and fabricated a piping system, water separator and waste
Environmental Sustainability chute for the grit washers which makes their maintenance less time
consuming and safer.
Fiscal Year 2017-18 Key Metrics
c3w , -
Safety work orders completed on time 100%
Regulatory Title V work orders completed on time 100%
Planned treatment plant preventative maintenance completed Greater than 95%
on time
kWh of electricityproduced Greater than 18 million kWh per year
_ p (reported as a rolling average)
_Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
EUM Attribute
Foster employees'
understanding of
Goal 1 –Provide Improve Central San operations Customer Satisfaction
Exceptional Customer Interdepartmental and their role in our
Service Collaboration success.
Increase internal Employee and
partnerships._ Leadership Development
o Actively manage
Goal 2–Strive to Meet Strive to Achieve 100/o greenhouse Permit Compliance in Air, g gas
Regulatory Water, Land and Other emissions in the most Community Sustainability
Requirements Regulations cost effective and
g responsible manner.
Goal 3– Be a Fiscally Perform optimization Sound and Effective Manage Costs studies of treatment plantand field operations to Operational Optimization
Water Sector Utility p
reduce costs.
Goal 4– Develop and Enhance RelationshipCultivate a positive work
Retain a Highly Trained Employee and
and Innovative with Employees and culture and promote Leadership Development
Workforce Bargaining Units teamwork.
' Implement Board
approved
Manage Assets Optimally recommendations of the Infrastructure Strategy
g p y
Goal 5–Maintain a Throughout Their Wastewater Master Plan and Performance
and Condition
Reliable Infrastructure Lifecycle Assessment.
Implement the Reliability Infrastructure Strategy
Centered Maintenance
and Performance
Program.
Goal 6–Embrace —�
Technology, Evaluate Business Perform business
gy Processes and Optimize process mapping and Operational Optimization
and Environmental Business Operations re-engineering.
Sustainability ,
79
Operations Department—Plant Maintenance
Budget Overview by Expense Category
+ t Budget to Percent Budget to Percent
Description Budget ectad
*c atedVariance
w.Plant
Salaries & $512 5 9-3 G6 4 992 OGG $5x501 a48G $509x480 10% $242 174 5
Wages
Employee $4,355,893 $411961522 $4)304)14 1 C}7a 0 3 ($51,751) -1
Benefits
Chemicals D mD 341;300 3GDP 000 ( 41 x300) -1 ( 1 a )
Utilities 518255D $5057250 $508,15,0 7900 1 ($10;40D) -2%
rRep a I rs;& x411a DD x346,300 $2,408300 $6,2aG00 ($8P000)
Maintenance
Hauling & $13818DD158180D 158)800 0 0 0,00D 14
Disposal
Professional & D 0 /A $0 NIA
Leel Services
Outside 37a65D $2542650 $257)750 $3)100 1% $20210D 8
Services
Materials & 5 9a 0D %2 P 0 0 $202 DDD 4
Supplies
Other 140x 001 1381001 $140)836 $2)835 $835 1
Expenses
Total $14,D35,7DD $1314921023 $14)138)658 $646)635 15 1 D2,958 1
*
Reallocated
80
Operations Department-Plant Maintenance
Personnel Requirements
-Regular Status Employees12017-18
Assistant Engineer M 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 3.00 3.00
Maintenance Technician 1/11 2.00 2.00
Maintenance Technician III 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 46.00 I 46.00
Limited Duration Employees12017-18
Laborer Summer Student 10.00 10.00
Engineering Assistant Summer Student 1.00 0.00
Co-op 1.00 1.00
Total 12.00 11.00
Significant Budget Adjustments
The Plant Maintenance Operating Budget for FY 2017-18 is $14.1 million, a $103,000 or 1% increase
over the prior year. Outside of the overall changes in wages and benefits, only minor adjustments to
other expense categories were made.
81
Operations Department—Plant Operations
Plant Operations Division
OVERVIEW
This Division operates and maintains Central San'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 34.8
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 2016-17 Accomplishments
This Division had several accomplishments related to the followin Central San goals:
•
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 19th consecutive year for full compliance with all federal, state and regional water
quality standards.
Goal 2—Strive to The treatment plant met all Clean Air Act requirements.
Meet Regulatory *The treatment plant met all Recycled Water Title 22 Regulations.
Requirements .Assisted with preparations and testing for 129 Sewage Sludge Incinerator
Regulations.
Collaborated with Regulatory Workgroup to reduce furnace bypass events from 15 in
—�—FY 2015-16 to 1 in FY 2016-17.
Goal 3—Bea I •Implemented Cogeneration British Thermal Unit(BTU)control to save energy and
Fiscally Sound and simplify operation.
Effective Water , •Collaborated with Capital Projects Division to reduce wasted aeration air by replacing
Sector Utility _ and tuning the air wastingvalve.
Installed redundant fiber optic network lines and new control system network switches
to increase the reliability of the treatment plants control system network.
Targeted sludge retention time (SRT)control using laboratory data and calculated
sludge wasting rates to achieve consistent SRT and sludge volume index.
Created a button in supervisory control and data acquisition (SCADA)system to
Goal 6—Embrace streamline switch from normal operation to wet weather, reducing opportunity for
Technology, errors.
Innovation and Updated wet weather manual to be more comprehensive and capture lessons from
Environmental past events.
Sustainability Used three filters instead of four to reduce the number of backwashes in the
Filter Plant, decreasing the amount of time between filters, thereby reducing labor
and energy costs.
Implemented cogeneration control mode that automatically limits cogeneration based
on fuel usage, minimizing excess Pacific Gas and Electric import power usage and
natural gas usage.
Fiscal Year 2017-18 Key Metrics
NPDES Compliance Zero Violations
Title V Compliance Zero Violations
Recycled Water Title 22 Compliance Zero Violations
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time 100%
82
Operations Department—Plant Operations
Fiscal Year 2017-18 Strategic Initiatives
This Division will support the following Central San Goals and Strategies:
• . -• Attribute
Foster employees'
understanding of
Goal 1 —Provide Improve Central San operations Customer Satisfaction
Exceptional Customer Interdepartmental and their role in our
Service Collaboration success.
Increase internal Employee and
partnerships. Leadership 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 Water, Land and Other re Permit Compliance in Air, requirements for
Regulatory p regulatory compliance.
g y
Requirements Regulations Actively manage
greenhouse gas
emissions in the most Community Sustainability
cost effective and
responsible manner.
�
Goal 3— Be a Fiscally Perform optimizationstudies of treatment plant
Sound and Effective Manage Costs and field operations to Operational Optimization
Water Sector Utility p
reduce costs.
Goal 4— Develop and Enhance Relationship Cultivate a positive work
Retain a Highly Trained with Employees and culture and promote Employee and
and Innovative y Leadership Development
Workforce Bargaining Units teamwork.
Goal 6—Embrace Evaluate Business Perform business
Technology, Innovation Processes and Optimize process mapping and Operational Optimization
and Environmental Business Operations re-engineering.
Sustainability
83
Operations Department-Plant Operations
Budget Overview by Expense Category
Accountto P erc ent Budget
Description Budget P roi ected Budget
(Rieallocated Variance Variance
vv/Plant
Salaries& a 161;486 S5,7371 1 DO $5;391;494 $20a294 0 a 8 4
Wages
Employee 4aDD12927 $47234a64-4 $32793;932 ($4-40;712) -1D ($207x995) -
enefits
Utilities $3x211 0a 37479AG 3g484;6GO 5; DO D' 3x900
Repairs & $0a 0D $53120D U x .00 ( - (Wa DDO) -
Maintenance
Hauling $238 a D 10a DOD $249;DDO MAD 19 11 a DDO 5
Disposal
PF
Legal Services
Outside WAD $64a OOD 4 a DDO ( a 01)D) -84' ( 8 a DDO) -48
ervi c es
Materials 15 w 9 OG $138900 147a $9 OGG ($5a
Supplies
Other $560-632 $5G1X97171;850 $169,879 111x218 0
Expenses
Total' $14,859,845 1 $15a1 G 1 a91 5 $14A6;976 ($214;939)1 -1 7a 181 0
*
Reallocated
84
Operations Department-Plant Operations
Personnel Requirements
Regular Status Employees12017-18
Administrative Assistant 2.00 2.00
Administrative Services Supervisor 1.00 1.00
Associate Control Systems Engineer 2.00 0.00
Control Systems Engineer 0.00 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 2.00
Plant Operator 111 5.00 5.00
Senior Engineer 1.00 1.00
Senior Plant Operator 14.00 14.00
Shift Supervisor 7.00 7.00
Total 39.00 39.00
Limited Duration Employees12017-18
Clerical Summer Student 1.00 0.00
Total 1.00 0.00
Significant Budget Adjustments
The Plant Operations Operating Budget for FY 2017-18 is $14.9 million, a $27,000 or less than a 1%
increase over the prior year. Outside of the overall changes in wages and benefits, discussed elsewhere,
there are two significant contributors for adjustments to this year's budget. Overall chemical costs have
been reduced and Public Agency Fees have increased with the addition of$150,000 for the Bay Area
Air Quality Management District's Health Risk Assessment and Risk Reduction Plan.
85
Operations Department—Safety Program
Safety Program
OVERVIEW
The Safety Workgroup oversees and administers the Safety Program. The primary objective of the
Safety Program is to reduce injuries, accidents, and environmental impact while ensuring compliance.
The Safety Work-group 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 2016-17 Accomplishments
This Program had several accomplishments related to the following Central San goals:
omplishment
Goal 4—Develop and Retain a Conducted 120 hours of classroom training on 33 safety subjects and
Highly Trained and Innovative completed 323 Safety Tailgates.
Workforce Recipient of the 2016 California Water Environment Association's Safety:
Plant of the Year Award.
Worked closely with Capital Projects Division to provide design reviews,
Goal 5—Maintain a Reliable submittal reviews, contractor orientations, and construction safety
Infrastructure oversight.
Implemented Voice over Internet Protocol emergency paging.
Goal 6—Embrace Removed over 19.1 tons of hazardous waste.
Technology, Innovation and Conducted District-wide evacuation drill as part of the Great California
Environmental Sustainability Shake-Out.
Fiscal Years 2017-18 Key Metrics
Metric�k
Employee injury and illness lost time incident rate Less than BLS California Sewage
Treatment Facilities Rate
Operating expenditures as a percentage of operating budget Greater than 90%
Percentage of performance evaluations completed on time_ 100%
86
Operations Department—Safety Program
Fiscal Year 2017-18 Strategic Initiatives
This Program will support the following Central San Goals and Strategies:
MW
Initiative.' EUM Attribute
Foster employees'
understanding of
Goal 1 —Provide Improve Central San's operations Customer Satisfaction
Exceptional Customer Interdepartmental and their role in our
Service Collaboration success.
Increase internal Employee and
partnerships. Leadership Development
Enhance Relationship Cultivate a positive work
ees and culture and promote Employee and
with Employees Leadership Development
Bargaining Units , teamwork.
r
Goal 4—Developand Achieve consistent
improvement on State of Employee and
Retain a Highly Trained � California and Ba Area Leadership Development
and Innovative Y p p
Workforce Meet or Exceed Industry _Industry Injury Rate.
Safety Standards Enhance the Safety
Culture through improved Employee and
training and Leadership Development
communications.
Enhance our capability to
p Y
mitigate, prepare, Enterprise Resiliency
respond and recover from
Protect Central San
Goal 5—Maintain a Personnel and Assets emergencies.
Reliable Infrastructure from Threats and Evaluate and implement
Emergencies appropriate
improvements to security Enterprise Resiliency
program to meet new or
evolving threats.
Goal 6—Embrace Evaluate Business Perform business
Technology, Innovation Processes and Optimize process mapping and Operational Optimization
and Environmental Business Operations re-engineering.
Sustainability
87
Operations Department—Safety Program
Budget Overview by Expense Category
Account FY 2016-17 FY 2016-17 FY 2017-18 Budget to Percent Budget
Description Budget Pro] Projected
Variance Variance
Salaries & a a7 $364a 0% $141166
Wages I
Employee 312J59 $321 x380 317x020 ($4x300) -1 $4,261 1
B en etlts
Chemicals 0 NIA NIA
Uti I iti es 0 0 NIA 0 NIA
Repairs 7 1 a 0`00 71 POW $73 a $2;5W 4 $2a 4
Maintenance
Hauling 1 O)250 $10)250 1 O1250 0 0' 0 0
Disposal
Professional & $2;5DO 2a 500 $2;500 0
Legal Services
Outside 8 7a 000 $39)500 8 a 000 $28)50D 72' ($19,000) -22'
Services
Materials & 34.500 28 x5-00 27;500 ( 1 a 000) ($7x000) -20
['Supplies
Other $451575 W,125 $54ID75 $9)950 23'° 8 a 500 10
Expenses
Total $9131468 $880.955 1 $9161895 1 $35)94D 1 4' $31427 1 0''
Personnel Requirements
Regular • • 12017-18
Operations Safety Specialist 2.00 2.00
Safety Officer 1.00 1.00
Total 3.00 3.00
Significant Budget Adjustments
The Safety Program Operating Budget for FY 2017-18 is $0.9 million, a $3,000 or less than a 1%
increase over the prior year. Outside of the overall changes in wages and benefits, only minor
adjustments to other expense categories were made.
88
Operations Department—Recycled Water Program
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 commercial and municipal 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 2016-17 Accomplishments
This Program had several accomplishments related to the following Central San goal:
lk
AccomplishmMt A -AW
Implemented the automated Commercial Recycled Water Fill Station and
integrated it into the overall Truck Fill Program.
Served over 17,600 customers and delivered 4 million gallons of recycled
water at our Residential Fill Station (as of April 2017).
Goal 6—Embrace Connected three new businesses to the recycled water distribution system
Technology, Innovation and for landscape irrigation, including the Concord Hilton.
Environmental Sustainability Completed a Planning Agreement with Diablo Country Club fora 0.4 MGD
Satellite Water Recycling Facility (SWRF)and initiated the environmental
review process for the project.
Pursued follow-up conversations on the long-term opportunities identified
in Central San's 2016 Wholesale Recycled Water Opportunities Study.
Continued pursuit of grant funding for existing and planned projects.
Fiscal Years 2017-18 Key Metrics
0 iTA M Target
Recycled Water Title 22 Compliance I Zero Violations
Total gallons of recycled water distributed to external customers Greater than 240 million gallons per
year
Maximum residential fill station customer wait time 15 minutes
Gallons of recycled water distributed at the residential fill station Greater than 14 million gallons per
year
Gallons of recycled water distributed at the truck fill program Greater than 4 million gallons per year
Operating expenditures as a percentage of operating budget Greater than 90%
89
Operations Department—Recycled Water Program
Fiscal Year 2017-18 Strategic Initiatives
This Program will support the following Central San Goals and Strategies:
Strategy Initiative'%%-
99 - EUM Attribute
Goal 1 —Provide Foster Customer Provide high quality
Exceptional Customer Engagement and Customer Satisfaction
Service Awareness customer service.
Meet existing regulations
Goal 2—Strive to Meet Strive to Achieve 100% and plan for future Product Quality
Regulatory Permit Compliance in Air, regulations.
g � Water, Land and Other I Stakeholder
Requirements Regulations Foster relationships with Understanding and
g regulatory agencies. g
Support
Explore partnering Stakeholder
Goal 6—Embrace opportunities (e.g. CCWD Understanding and
Technology, Innovation Augment the Region's and EBMUD). Support
and Environmental Water Supply Develop a Satellite Water Resource
Sustainability Recycled Water Facilities Sustainability
y
90
Operations Department—Recycled Water Program
Budget Overview by Expense Category
Treatment
Account FY 2016-17 FY 2016-17 FY 20,17-18 Budget to Percent Budget to Percent
Description B u d ge
Budget
Variance I�ariance
Salaries& $274,733- 178P7 $228;4-4,0 $491740 ($46,293) -17
Wages
Employee 00140 1 76150D $231,580 $551080 31% $31)178 1
Benefits
Chemicals $8 4,000- a $84700 $9;00D 1 0
rutilities $175-000, 1751 DOD 1751 DOD 0 D 0°
Maintenance
Hauling & D () N/A 0 NIA
Disposal
Professional & SO D 0 N/A NIA
Legal Services
Outside D 5DO N/A $500 NIA
Services
Materials & V a D0 0D $1;000 0D 4 ( 0
Supplies
Other D D a DO s6pD N/A a DO NIA
Expenses
Total 741 A38 $609190 $73311 0 1 3a D D ($8a318) -1' ,
91
Operations Department—Recycled Water Program
Distribution (including Distribution, Residential Fill, SWRF)
Account FY 2016-17 FY 2016-17 FY 2017-18 Budget to Percent Budget
Description Budget P rolProjected
Variance Variance
Salaries .;41 1')147 88`x 50 ($160;497) ($299;764) -61%
Wages
Employee $276;746 1)850 102x048 53X9 1136 ($1 73;798) 3
B en eflts
Chemicals 0 0 IIIA NIA
r 0 0 ITA 0 NIA
ep a I rs $23;700 P $23p 21 7000 1 ($700
Maintenance
Hauling 0 0 N/A 0 NIA
Disposal
Professional & 14;000 14a 14;000 0 0' 0
Legal Services
Outside $2021500 $2D2)000 $2021000 0 0'° ($500) 0'
Services
Materials & $4;8197 1)900 ;000 -000 158 3
Supplies
Other 501024 $501024 $501024 0 0'° 0 0'
Expenses
Total 1 XDA 1 a9,30 $585;522 ( 83;408 -12%1 ( 474;759)
Total Roc WMW SI1,801319 1_1, 78)830 $1-1318-1642L 539.81 % ($483®077)1 27X]
Personnel Requirements
Several Divisions support the Recycled Water Program. Personnel for the Recycled Water Program are
shown in their respective Divisions, and total 2.35 full time equivalents. A portion of their labor costs, as
appropriate to their time spent on the Program, are included in the Recycled Water Budget. In addition,
the Budget includes funding for eight temporary staff to manage the residential fill station.
-Regular • • 1 1
Program Manager 0.50 0.50
Engineering and Technical Services Department Staff 2.00 0.70
Operations Department Staff 1.00 1.15
Total 3.50 2.35
Limited Duration Employees12017-18
Fill Station Temporary 8.00 8.00
Total 8.00 8.00
Significant Budget Adjustments
The Recycled Water Program Operating Budget for FY 2017-18 is $1.3 million, a $483,000 or 46%
decrease over the prior year. The reduction in cost is related to reduced labor expenses for Distribution,
Residential Fill and SWRF. These reductions are a result of less staff time than anticipated working on
92
Operations Department—Recycled Water Program
recycled water in FY 2016-17, due both to vacancies for a portion of the fiscal year and reduced,
drought-related, demand for recycled water. In FY 2017-18, the Recycled Water Program will be fully
staffed.
Financial Summary for Recycled Water Program
Recyled Water Expense Summary FY 1 Budget
Treatment Plant O&M $733.1120
Treatment Plant Capita 1 $330.1000
Distribution OM $585JF522
Distribution Capital 130JFOOO
Total Combined Expense $1,779,642
Recyled Water Revenue Summary FY Budget
Treatment Plant (Value not charged) 463JF411
Zone 1 Re en ue 373JF500
Residential FML tVa I ue not charged) $83, 79
Satellite Reimbursement $1411900
City of Concord Reimbursement $404,237
Total Combined Revenue $1,466,929
93
Operations Department—Recycled Water Program
Page Intentionally Blank
94
Self-Insurance Program
Self-Insurance Program
Central San 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). Central San 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, Central San 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, Central San 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, Central San 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 2017-18 SIF
budget. The SIF revenue for FY 2017-18 is projected to be $727,000, and expenses are projected to be
$936,500, resulting in net SIF reserves of$6,504,879. The budgeted revenues include the allocation of
$585,000 from the FY 2017-18 O&M Budget to the SIF.
Sub-Fund A: Actuarially-Based Risks
Sub-Fund A is used to pay claims and expenses within Central San'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. Central San obtained an actuarial review of its self-insured general liability and automobile
liability risks in October 2016. The next actuarial report will be performed in August 2018 using loss
data through June 30, 2018.
The Board established a policy to maintain the Sub-Fund A reserve at three times the amount of Central
San'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 2017-18 of$15,462 with expenses of$345,000 for a reduction
of$329,538. This amount will be transferred from Sub-Fund C in order to maintain the minimum
reserve at $1.5 million.
95
Self-Insurance Program
Sub-Fund 13: Non-Actuarially-Based Risks
Sub-Fund B has been retired and all reserves for these risks were transferred to Sub-Fund C in
FY 2015-16.
Sub-Fund C: Non-GASB 10 Risks
This Sub-Fund C 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 3 shows budgeted revenue for FY 2017-18 of$711,538 which includes a transfer from the O&M
Fund.
96
Self-Insurance Program
Tables and Figures
Table 1 - Self Insurance Fund (SIF) July 1, 2012 - June 30, 2018
Am um a 1j, jjudget
Revenues: 744"M
.S 1:: Allocationfrom O Fond �r000 6001000 650,000 . 1r r0 0r0�0 1' '
Allocation from H HW $21.p183 52-1 o 2-3 6, 2_1r 1&7 1r .pODO 7.�'r000
insurance
Subrogation Recovery $1.p349.p322 523,212 5165,1.95D $6.r18G 1r 0
InterIntereA Income 15r. 9 $1,0elso $10.r834 $29.r43L2 $44.p469 $67.rOOO
Total Revenue l235�7 S554r 529 $847.p971 $1,556,543 $lj,037.p%g $7 7rO o 0
Expend itoros
toirns AcijUstirig $1.p218.p301 5766 52191377 0 0
InsuranceConsulting 0 zrmo
Loss Payments $0x991 $115,501 528 0..619 $iMr74.5 6 0..0 0 0 $265.rOOO
Legs I Services $266j.900 r591 514&r_5W $69.r798 A.2.r5GO 21r5M
Techs n i ca I,services $24.r85G $42.r167 $2071793 $1121190 $15.rOOO $75r000
nsu ra rice Prern i U ms $424.r419 $499.r713 72.r230 $529.r884 $545.rOOO $ 75.1
Total Expenses S 2a 3 8 o a 46 7 $85.8j'3& $1_r-333.p519 $1fi00j M $U2.pSM $936.p5W]
I-r Revenue Over Exp ($1441 O3) ( o 4�11-0) ( S 5 4$) ( �0 7 3) 1% ($20%5W)
Deserves:
Beginning o f Year $4.p827.p335 $4.p582.r542 r478r53 2 $3.r992.r9M 6r 2981911 Gr 714r 380
LRe:serve Policy Transfer ' ' 2r35Or000 $0
Revenue over Expense ($1441593) ( 204r110) ($4&5-r548) ( r073) 1514159 ( 209r5W)
End of Year Iry l a478r.�32 3a2.p p911 ,714ffi�=
Hncommittod Reserves:
Actuarial Rosor vos-GASH 10(Fond $1.pOOOpOOO $1.pOOOrOOO $1.rOOOrOOO 1r. r000 $1.prvWpOOO $1.prvWrOOO
A)
Non-Actuarial Reserves-GASB 10 $2.p4OOpOOO $2r400r000 52.r4OOpOOO
(Fund B,
Non-Actuarial Reserves-GASH 10 $1.r282.r542 jLr07&r532 $592,99 r798r910 5r214,379 $5.pOG4.r87q
(Fund C,
Total Deserves ,682,642 .p478�S32 3r992r9 M $6,29%910 1714!379 1 504.p879
Charge,in Dosorvos ($144,703)1 (Wa110 ( 5, ) $2,,M5,9M I $415,4W ($209,!M)l
97
Self-Insurance Program
Table 2 - SIF - Sub-Fund A-Actual FY 2015-16, Projected FY 2016-17 and
Budgeted FY 2017-18
FY 20715- 6 FY 201&-17 FY 2017-18
escription
r Projected
Actuarial Reserves- FASB 10-Beginning of Year $1.F00O.F0001 $1,5WOWr
Revenues: $01
O&M sol 0
I S u b rrogati o n Re cove ry $6..136 $1r5 0
Interest $6p544 $10.pG82 $15.p462
Tota I Reye n n e $12.,7301 $12,192, $15-r
Losses8999?745 $4.5.pDOO $2,50.pOOO
Leg,al Services $59.rOZ5 $1.rODOr
Tech ni 1112r1 15.5 $7,5.pOOO
Tot-a1 Exile nse 551.,059.,960E—
s�
Ilk
Reye n n e Over Expen sue (51.pO47.p231) ( ( 3 %538)
R-sewes:
Transfer(to)/f ramSub-Fund C $1.pO47.p 231 Wp818 $329.p539
Reserve increase transfer from Fund r000
Total Reserves Projected End of Yearl SILSM,0001 51MVOW1itMM
Note: Sub Fund A was increased from$1.0M to$1.5M in FY2015-16 as part of the Reserve Policy
adopted by the Board(BP 017). Reserve is for three occurrences.
98
Self-Insurance Program
Table 3 - SIF - Sub-Fund C-Actual FY2015-16, Projected FY2016-17 and
Budgeted FY 2017-18
i
r
Beginning reserves 1 r79Sr910 5p2_14p379
Revenues:
$1.,soo.,Ooo 9 20.p 5$ 1OOO
Subrogation Recovery
$0-
Insurance Recovery from HHW Part $21.p945 $72.pO()O75.5
rite rre st $21y8O $33.p7871 11.E 38
Total Rewnue $115431814 SIL,02Sp787 $711.p538
Expenses:
Losses 1 pOOO 1.5-1000
Legal $10.p773 $1,p5 00 $11500
Technical . 0 0 0
Insurance Premiums $529.rgm $545pDDO 75000
I nsu ra n ce Consu Iti fig S e rr i ce s �O sol $0
Claims Adjustment $0 01 $0
Tota I Expenses $WfiaS71 S%1,MM"
$5911&WJ
Revenue Over Expen 5110031157 $464.v287 S120,038
Tra nsfer(to)/f ro m S u b-F u n d A (,$1.rG47.r231) (=Wr818) ($3 291. 38)
Tra nsfer(to)/fro m S u b-F u n d r $2.r4OOpOOO $0 $0
Reserve Increase to Sub-Fund A 05Wr000) so 0
Deserve Policy Transfers $213501 0 $0
IF
Total Fie 5e rve 5 Projected End of Year1 X1910 S121+41379 S5,004,879
Note: Sub Fund C was increased to$5.OM in FY2015-16 as part of the Reserve Policy adopted by
the Board(BP 017).
99
Self-Insurance Program
Figure I - History of Revenue! Expense and Reserve Balance
W W Vi•i®W Wi'L w
$2.DD{)j DID D
Sl.�ODDJISD D J I
5D
FY 2D15-14 FY 2014-15 FY 2015 17 FY 2y17-19
Actual Act u a 9 'tual Pro eyed B ud,D et
m Tota I Revenue, m T ot aE z Is e i-i-::e m—ota I R esenes Proi ected E nd c"'-1ear
Fig u re 2- H isto,ry of Lo ss Payor e nt & I n su ra n c e Pre m i u ms
SLOMOC,^w
M
.56 0 ,w e-1�e-1
L•- %.-w
5.
F 2 13 14 FY 2014-15 FY 2015-16 FY 2016r-17 FY 2017-19
Actua, Actual Actual Projected Budget
0 Loss P ay meats 0 Imsurante Premiums
100
Self-Insurance Program
Figure 3- Reserves by Sub-Fund
s6JOWJ000
ssfOw�000
-54,OW,000
ss,000,000
S2,000,000
SIJ000.,000 I I I k 11 PIE
so
FY 2013=-14 FY 2014-15 FY 2015-16 FY 201&-17 7 FY 2017-19
Actual Actual Actual Pro ected B udgg et
0 Actuarial R eserves-GASB I D(Fund A)
m Actuarial R eserves- GASB I D Fun d B)
m Actuarial R eserves-GASB I D(Fun d C)
Figure 4- History of Reserves
%..W0,000
57.,DDQ,DD D
S�.DDD..000
$5.10DO,1000
$4..000,000
sa.,COD.,000
FY 2013-14 FY ZD14-15 FY 2DI-5-16 FY 2DI&-27 FY 21 17-18
Actual Actual Actual Projected B udg et
, Actuarial Reserves- GASB 10(Fund A)
•Actuarial R esff ves- GASB 10(Fund B)
•Actuarial R serves- GASB 10(Fun dC)
101
Self-Insurance Program
Page Intentionally Blank
102
Capital Improvement Program—Summary
Capital Improvement Program
Summary
Central San funds an extensive Capital Improvement Program designed to preserve, maintain, and
enhance Central San'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 Central San's fixed assets (pipelines, buildings, facilities, and equipment) or
significantly extend their useful life.
The Capital Improvement Budget (CIB) provides a detailed presentation of the project cost estimates
proposed for the first year of the 10-year plan beginning July 1, 2017. For Fiscal Year(FY) 2017-18, the
CIB shows planned expenditures of approximately $42.8 million from the Sewer Construction Fund.
These expenditures are for planning, design, and construction of capital projects within the following
four CIB programs: 1) Collection System; 2) Treatment Plant; 3) General Improvements Program; and
4) Recycled Water.
The total estimated budget to fund ongoing projects and for new projects identified in the FY 2017-18
CIB is $305.7 million, which includes approximately $42.8 million in FY 2017-18, $40.8 million in FY
2018-19, and $222.1 million to complete these projects in future fiscal years. In addition, as of the date
of this report, staff anticipates that $3.1 million of carryforward funding will be available from FY2016-
17. The ten-year CIP is estimated at $872.7 million, as shown below in Table 1:
CIB Table 1: FY 2017-18 Capital Improvements Budget per Pro ram
r 1 r V' �otal Estimated
IN Future FYs • Budget
Program FY 1 118-19 Complete Required to Total
Projects • •
AA M.-L JL (3) Projects MMM601F___,�
AM&Mk (1)+(2)+(3)
Collection System $1874927000 $1771807000 $5070827000 $8577547000 $35372497000
Treatment Plant $1870457000 $1877077000 $14270087000 $17877607000 $44675217000
General $472777000 $279127000 $1772657206 $2474547206 $2970247000
Improvements
Recycled Water $4607000 $5407000 $1277777000 $1377777000 $2478737000
Contingency $175007000 $175007000 $0 $370007000 $1970007000
Totals: $4237743000 $4038393000 $22231323206 $30537453206 $87236673000
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 adopted under Resolution 2016-046. The 10-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 rate decisions.
103
Capital Improvement Program—Summary
Acronyms and Abbreviations in the CIB/CIP
Acronvrns and Abbreviations in the CIB/CIP
A/N Aeration and Nitrification DWR Department of Water Resources
AB Assembly Bill EIR Environmental Impact Report
ADA Americans with Disabilities Act Elec Electrical
ADWF Average Dry Weather Flow EOC � Emergency Operations Center
AFY Acre-Feet per Year EPA Environmental Protection Agency
ARB - Air Resources Board ERP Enterprise Resource Planning
ArcSNAP Old Sewer Network Analysis Program FCD Contra Costa County Flood Control and
ASB Auxiliary Steam Boiler Water Conservation District
AWWF Avera g e Wet Weather Flow Fund �� Sewer Construction Fund
_
B&G Buildings and Grounds FY Fiscal Year—July 1 through June 30
BAAQMD Ba Area Air Quality Management GDI [ Geographic Data Integration
Bay y g
District GHG Greenhouse Gas
BACWA Bay Area Clean Water Agencies GI General Improvements Program
CAA Clean Air Act GIS _ Geographic Information Systems
CAD Contractual Assessment District GPS Global Positioning System
CAFR i Comprehensive Annual Financial HOB Headquarters Office Building
E Report HTE SunGard Program
CaIOSHA California Occupational Health and HVAC Heating, Ventilating, and Air
Safety Administration Conditioning
CARIB California Air Resources Board 1/0 Input and Output
CASA California Association of Sanitation IEEE Institute of Electrical and Electronics
Agencies _ Engineers
CBC California Building Code IFCO � Industrial Furnace Company
CCCERA Contra Costa County Employees InfoWorks New Sewer System Hydrodynamic
Retirement Association Model
CCCSD Central Contra Costa Sanitary District IT _� Information Technology
CCTV Closed Circuit TV LT Long Term
CCWD Contra Costa Water District M1 Manhole 1
CEC California Energy Commission MCC Motor Control Center
CECs Constituents of Emerging Concern MGD Million Gallons per Day
CIB Capital Improvement Budget MH F Multiple Hearth Furnace
CIP Capital Improvement Plan—covers 10 NACWA National Association of Clean Water
years _ Agencies (formerly AMSA)
CIPP Cured-in-Place Pipe NFPA National Fire Protection Agency
CNWS Concord Naval Weapons Station NPDES National Pollutant Discharge Elimination
CO2 Carbon Dioxide System
Co-Gen Cogeneration O&M !� Operations & Maintenance
COP Certificates of Participation PE _� Primary Effluent
_CS Collection System _ PG&E Pacific Gas & Electric Company
CSO Collection System Operations Ph � Phase
CSOD Collection System Operations Division PLC Programmable Logic Controller
CWMP Comprehensive Wastewater Master POB Plant Operations Building
Plan POD Plant Operation Division
DAF Dissolved Air Flotation PPE Personal Protective Equipment
DI De-Ionized or Discrete Input PS Pumping Station
District Central Contra Costa Sanitary District PTW Power Tools for Windows (software
DP District Project _ program)
DTSC Department of Toxic Substances RFP Request for Proposal
104
Capital Improvement Program—Summary
Acronym-c. and A- iat, CIB/CIP
RUE Residential Unit Equivalent
RW or Recycled Water
ReW
RWQCB� Regional Water Quality Control Board
SCADA Supervisory Control and Data Acquisition
SCB Solids Conditioning Building
SCF Sewer Construction Fund
SSC Sewer Service Charge
SSMP Sewer System Master Plan
SSO Sanitary Sewer Overflow
TP Treatment Plant
USACE United States Army Corps of Engineers
USEPA United States Environmental Protection
Agency
V Volt
105
Capital Improvement Program—Summary
CIB/ C Location Map
YOUR DOLLARS ATW :
A Focus ON CRITICAL INFRASTRUCTURE
PUMP TTI N T'7
i-, ` TREATMENT PLANT
�. 2017-2019:Upgrades -
Ir a
at the trea#m nt plant a
r.
- r of the sol ids ha ndlin g
fa([H1.hes and odor(onttol Y
equ ipnrent,hlpfoyed 1
y e6haneed secu rlty,and
de lapn t of lrrnovatrwe "
bioer eFgy pro jem.
. - ,.-. •fit
IL
LLECTION SYSTE&4S/
2017-2011;(ewral San will opgrade lye of aur 19 pump ' STREET PIPE
station Sr which a re(ritual fOr conwyin g wastewater to � EPL CEJ E N X
I he treat ment plait from areas where the terrain utret
it to be p!urnKd oyer hiller$0 Met IWO'at a rats as hN h a5
33,D00 gallons per minute.The We pumpstations set for
repel eMnt allyl M00tiOn are n-early 50years-ar elder. Hill.
Th-ey wi Il be upgraded with new-techno logy equi pfwnt
that Is more rellable and telly eneegy costs,Six as °
soph isticaxed variable-fregoenc y d rrwe5 to mare effi€iientl y
nialch the power demand to theftw-
k+4tA4Wrr Comm I
•
MP
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106
Capital Improvement Program—Summary
CIP A
Construction Progress on the Pleasant Hill Grayson Creek Trunk Sewer Project: The total
estimated project budget is $13.7 million and construction started in 2016. This project, started in June
2016, will install approximately 10,000 feet of 18-to 24-inch diameter sewers and abandon several
sewers along Grayson Creek. The new sewers will also provide a backbone system enabling future
sewer replacement of the 60-plus-year-old residential sewers in the Gregory Gardens neighborhoods.
Most residential construction on Westover Drive and Kathleen Drive has been completed.
Approximately 70% of the pipe has been installed.
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Central Contra Costa hment
Sanitary Di5tria Pleasant HitI -Grayson Creek Trunk Sewer
District Project 8412 �
Pipeline Ir)stalled
RernaiTling Pipeline To Be Installed
Pleasant Hill Grayson Creek Project Map
107
Capital Improvement Program—Summary
• Continuing Collection System Sewer Replacement by Completing the Lafayette Phase 10 and
North Orinda Phase 6 Sewer Renovation Projects: These projects have replaced or rehabilitated a
total of 17,580 of sewers, of which most were old 6-inch vitrified clay pipes. Construction comprised
of sewer replacement, new manholes, and other infrastructure improvements on public right-of-way
and easements in Lafayette and Orinda. Trenchless technology was utilized where possible for cost
effectiveness and to minimize construction impacts.
• Completed Construction of the Substation 16 Switchgear Replacement Project to Maintain
Reliable Infrastructure at the Treatment Plant: The existing electrical switchgear that powers the
Headworks Facility and influent pumps at the treatment plant required immediate replacement. Central
San pre-purchased the electrical equipment and had all systems in place and commissioned prior to
December of 2016.
71
mop1
-Mrs
.F.r
Bibb
AMd.
New electrical switchgear for the electrical Substation 16 project
• Started Construction of the Headworks Screening Upgrade Project to Remove Screening
Materials and Improve the Liquid Process at the Treatment Plant: The Headworks project will
remove the screenings and plastics from the influent wastewater. Removal and disposal of screenings
will protect downstream facilities, extend equipment life, and reduce maintenance of process water
equipment.
• Started Construction of the Blower Building Seismic Project to Improve the Sustainability of the
Treatment Plant: The Seismic project will bring the Pump and Blower Building in line with current
structural and building code standards. This building contains several critical electrical and mechanical
systems required to operate the treatment plant.
108
Capital Improvement Program—Summary
CIB Project Prioritization
The projects included in the FY 2017-18 CIB have been prioritized to ensure the best use of available
and approved funds. Each project was evaluated using a prioritization scoring system that includes input
from stakeholders within the Operations and Engineering Departments. The prioritization scoring
system uses existing Central San prioritization strategies, including guidelines developed by the Water
Environment Research Foundation(now referred to as the Water Environment & Reuse Foundation,
WE&RF), and prioritization procedures like other NACWA member agencies.
Each project is assigned a priority ranking of Critical,Very High, High, or Medium based on the
project's score. The criteria used to develop the scores take into consideration the "triple bottom line
plus," or social, environmental, financial, and technical benefits, of the project and their applicability to
Central San's Vision, Mission, and Values. New projects that were identified as part of the
Comprehensive Wastewater Master Plan were prioritized through discussions and workshops with
Central San staff. The new projects were then scheduled into the Capital Improvement Plan (CIP)based
on their relative priorities as follows:
• New projects in the CIB (FY 2017-18 through FY 2018-19) were "Critical"priority.
• New projects in the 3 to 5-year timeframe (FY 2019-20 through FY 2021-22) were considered"Very
High" or"High"priority.
• New projects in the 6 to 10-year timeframe (FY 2022-23 through FY 2026-27) were considered
"High" or"Medium" priority.
Criteria were categorized into three categories: 1) Essential Commitments, 2) Project Benefits, and 3)
Operational Reliability, as summarized below:
Criteria Category:
Complies with Regulatory Requirements and Mandates
Meets Commitment with Outside Agency or Existing Contract
Reduces Potential Health or Safety Hazards
Implements Board of Directors' Policy/Priority
Increases Capacity to Meet Projected Build-out
Criteria Category: Project Benefits
Impacts 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
Criteria CategoryL. Operational pliability
.L _s�;
Consistent with Asset Management Program
Improves Reliability and System Performance
Improves Facility-Wide Resiliency
109
Capital Improvement Program—Summary
CIB J Major Project Emphasis
Although the CIB is comprised of budgets for many individual projects, each year there are several
major projects that together account for most of the total capital budget. In FY 2017-18 the emphasis
will be on 13 large projects (those projects over $750,000), which together account for $27,454,000 or
67% of the total CIB budget for the year(not including CIB contingency). Each major project is
summarized, including the FY 2017 18 budget:
1. Headworks Screening Upgrades
FY 2017-18 Budget: $5,720,000 Estimated total project cost: $872207000
Estimated completion date: Dec-18
This project will replace the existing climber screens with multi-rake fine screens and construct a new
screenings removal system and other mechanical and electrical improvements at the treatment plant
Headworks facility.
2. Pump & Blower Building Seisnic Unarade
FY 2017-18 Budget- $2,358,000 Estimated total project cost: $677827000
Estimated completion date: May-18
This project is part of Central San's seismic improvement plan based on the Treatment Plant Vulnerability
Assessment. The project will retrofit the Pump and Blower Building to meet current seismic design standards.
3. Solids • • Facility Improvements
.dEhL R
FY 2017-18 Budget: $2,625,000 Estimated total project cost: $6674397000
Estimated completion date: Dec-24
This project will improve the solids handling facilities at the treatment plant by replacing the old centrifuges,
improve sludge blending, and most importantly replace the vintage wet scrubber on the incinerators. Other
improvements are being evaluated and considered under this project, such as ash handling and facility
improvements.
4. Piping Renovation-Phase 9-..l
FY 2017-18 Budget: Estimated total project cost: $175007000
$170757000 Estimated completion date: Oct-18
This phase of the Treatment Plant Piping Renovations Project will include replacement of various old piping
and other mechanical and associated controls equipment throughout the entire treatment plant.
5. Pleasant Hill-Grayson Creek Trunk Sewer,-i
FY 2017-18 Budget- Estimated total project cost: $1377007000
$8007000 Estimated completion date: Sept-17
This project is currently under construction and will install approximately 10,000 feet of 18 to 24-inch sewers in
the City of Pleasant Hill and the City of Martinez. In addition, the project will redirect the wastewater flow from
Grayson Creek to the newly installed system and abandon several deficient sewers by the creek.
110
Capital Improvement Program—Summary
6. Walnut Creek Sewer Renovations-Phase 11
ARL A�
FY 2017-18 Budget: $2,181,000 Estimated total project cost: $379347000
Estimated completion date: Jan-18
This project will replace or rehabilitate up to 9,100 feet of small diameter sewer mains located in the public
right-of-way and easements within unincorporated and City limits of Walnut Creek.
7. • StationUpgrades
FY 2017-18 Budget: $886,000 Estimated total project cost: $3374717000
Estimated completion date: Jun-22
This project will make several structural, mechanical, electrical, and instrumentation improvements at the
Martinez, Maltby, Fairview, Moraga, Flushkleen, and Orinda Crossroads pump stations as found under recent
condition assessments. Replacement includes generators, piping, diesel engines, transfer switches, electrical
equipment and other critical items found to be deficient or nearing the end of its useful life.
8. Lafayette Sewer Renovations-Phase 11 M�� A,i W
FY 2017-18 Budget: $3,300,000 Estimated total project cost: $379507000
Estimated completion date: Feb-18
This project will replace or rehabilitate up to 8,400 feet of small diameter sewer mains located in the public
right-of-way and easements within the City of Lafayette.
9. South OrindaRenovations-
FY 2017-18 Budget: $1,500,000 Estimated total project cost: $377527238
Estimated completion date: Jun-19
This project will replace or rehabilitate small diameter sewer mains located in the public right-of-way and
easements within the City of Orinda. Nearby sites in the Town of Moraga or City of Orinda may be added to this
project.
10. Walnut Creek Sewer RenovatiogLj-
,a, AW Paa s e 12
FY 2017-18 Budget: $1,000,000 Estimated total project cost: $379007000
Estimated completion date: Jun-19
This project will replace or rehabilitate small diameter sewer mains located in the public right-of-way and
easements within the City of Walnut Creek. Nearby sites in the Alamo, Rossmoor, or Danville may be added to
this project.
FY 2017-18 Budget- $3,470,000 Estimated total project cost: $470957000
g Estimated completion date: Jun-18
This project will replace or rehabilitate small diameter sewer mains located in the public right-of-way and
easements within the unincorporated or City limits of Martinez.
12. Server Room Relocation
FY 2017-18 Budget: $1,000,000 Estimated total project cost: $177357430
Estimated completion date: Jun-18
This project will relocate the main Central San data center and IT infrastructure from the plant operations
building basement to a secure and centralized location. The server room is used for all Central San IT
operations, excluding the treatment plant.
111
Capital Improvement Program—Summary
Management13.Asset
FY 2017-18 Budget: $950,000 Estimated total project cost: $374397185
Estimated completion date: Jun-19
This project will develop a comprehensive asset management program that optimizes the lifecycle of Central
San's assets and delivers high quality, reliable services in a sustainable manner for customers with an
acceptable level or risk. This year, the new CityWorks®CMMS will continue to be improved, consolidate the
CCTV databases, continue coordination and update of standard operating procedures, O&M manuals, shop
drawings, and other reports. In addition, develop and start the implementation of a program management
software (PMIS)system to deliver the projects included in the Capital Improvements Program on time and on
budget.
112
Capital Improvement Program—Summary
CEQA COMPLIANCE
The CIB is exempt from the California Environmental Quality Act (CEQA) because it is a planning
study (Central San CEQA Guidelines Section 15262). Some projects included in this CIB are
designated as exempt under CEQA. If appropriate, a Notice of Exemption may be filed for such
projects following a future action of the Board of Directors, such as an award of a construction
contract. Other projects in the CIB are designated as needing a "Negative Declaration" or
"Environmental Impact Report" to comply with CEQA. Non-exempt CEQA projects will be
considered for Board approval on a case by case basis after preparation and certification of the
appropriate CEQA documentation.
The table below presents the CEQA compliance status of projects for which staff is requesting an
authorization of sewer construction funds. The types of CEQA documentation anticipated being
required for each project are listed below:
• Exemption: Staff will recommend an Exemption finding, if still appropriate, when each project
receives approval consideration at a future Board of Directors meeting.
• Negative Declaration: Staff will prepare a Negative Declaration for the project. Board of
Directors' consideration of approval of the project would follow its approval of the Negative
Declaration.
• Environmental Impact Report (EIR): Staff will direct preparation of an EIR. Board of Directors'
consideration of approval of the project would follow certification of the EIR.
• CEQA Documents Completed: For these projects, CEQA compliance has already been achieved
through documents previously prepared and approved.
113
Capital Improvement Program—Summary
CEQA Compliance Summary for Fiscal Year 2017-18
Mr -CEQA Document Required
Program/Projecl-f 'Exe ption
for Completed
COLLECTION SYSTEM PROGRAM
5991 Pleasant Hill Sewer Renovations - Phase 2 X
6602 South Jackson Contractual Assessment District (CAD) X
6603 North Jackson Contractual Assessment District (CAD) X
8412 Pleasant Hill - Grayson Creek Trunk Sewer X
8417 Survey Monument Install X
8418 Collection System Modeling Support X
8419 Collection System Planning X
8420 Development Sewerage X
8422 Walnut Creek Sewer Renovation - Phase 11 X
8430 Lafayette Sewer Renovation - Phase 11 X
8433 S. Orinda Sewer Renovation - Phase 6 X
8434 Collection System Urgent Repairs X
8435 Walnut Creek Sewer Renovation - Phase 12 X
8436 Pump Station Upgrades X
8437 Martinez Sewer Renovation - Phase 5 X
8440 Pipe Burst Blanket Contract X
8441 CI PP Blanket Contract X
8442 Pump Station Equipment& Piping Replacement- X
Phase 2 _
8443 Large Diameter Pipeline Inspection Program X
8444 Force Main Inspection Program X
8445 North Orinda Sewer Renovation - Phase 7 X
8446 Lafayette Sewer Renovation - Phase 12 X
8447 Pump Station Security Improvements X
8448 Manhole Modification Project X
TBD Collection System Sewer Renovation X
TREATMENT PLANT PROGRAM
7291 Pump & Blower Building Seismic Upgrade X
7292 Switchgear Refurbishment- Phase 2 X
7301 Treatment Plant Planning X
7304 PLC System Upgrades X
7314 Treatment Plant Urgent Repairs X
7315 Applied Research & Innovations X
7317 Plant Control System Network Upgrades X
7319 Lab Upgrades and Repair X
7320 Plant Energy Optimization (CoGen) X Alternative energy sources may
require a Negative Declaration or
_ EIR.
7322 Fire Protection System - Phase 2 X
7326 Equipment Replacement X
114
Capital Improvement Program—Summary
• • • - Exemption
Completed
7327 Headworks Screenings Update X
7328 Influent Pump Electrical Improvements X
7329 Furnace Burner Upgrades X
7330 Piping Renovation - Phase 9 X
7339 Plant Control System 1/0 Replacement X
7341 Walnut Creek/Grayson Creek Levee Rehab Contra Costa County Flood
Control and Water Conservation
District will be the Lead Agency,
so will determine the appropriate
CEQA documentation.
7348 Solids Handling Facility Improvements - Phase 1 X
7349 Aeration and Energy Upgrades X
7351 Mechanical and Concrete Renovations X
7352 UV Disinfection Upgrades X
7353 Outfall Improvements - Phase 7 X
7354 Treatment Plant Security Improvements X
7355 Odor Control Upgrades- Phase 1 X
7356 Land Acquisition X Land acquisition for capacity-
related facilities may require a
Negative Declaration or E I R.
7357 Plant-Wide Instrumentation Upgrades X
7358 Innovative Bioenergy Demonstration X Planning is exempt; more
information is needed on future
aspects of this project to
determine the appropriate CEQA
_
documentation.
7359 Solids Conditioning Building Roof Replacement X
7360 Existing Plant Facilities As-Is Drawings X
TBD Treatment Plant Safety Enhancement- Phase 5 X
TBD Plant Operations Building (POB) Seismic Upgrades X
GENERAL IMPROVEMENTS PROGRAM
8207 General Security and Access X
8227 Geographic Data Integration (GDI) Treatment Plant X
8230 Capital Legal Services X
8236 District Easement Acquisition X
8238 Asset Management Program Development X
8240 Information Technology (IT) Development X
8243 Server Room Relocation X
8247 Property and Building Improvements X
8516 Equipment Acquisition X
8517 Vehicle Replacement Program X
TBD Cyber Security X
115
Capital Improvement Program—Summary
RECYCLED WATER PROGRAM
7306 Zone 1 Recycled Water X
7346 Recycled Water Distribution System Surge Analysis X
7361 Filter Plant Improvements X
116
Capital Improvement Program—CIB Collection System Program
CIB - Collection System P
The major points of emphasis for the Collection System Program in FY 2017-18 are:
• Renovate sewers as they reach the end of their useful lives to avoid structural failure, reduce dry-
weather overflows, and control maintenance costs;
• Upgrade the sewer system for future renovations;
• Improve the reliability and operations of the pumping stations; and
• Help reduce sanitary sewer overflows (SSOs) by replacing old and high maintenance sewers.
The process for project identification, prioritization, and scheduling includes seven major components:
• Reduce impacts to customers/residents and the communities;
• Results from Central San's InfoMaster model, which is an advanced GIS integrated risk-based
analytical asset management and capital planning tool;
• Results from Central San's TV inspection program that identify lines in need of rehabilitation or
replacement;
• CSO maintenance records including overflows and stoppages;
• The Pumping Station Inventory Update, which identified necessary reliability improvements;
• Collection System Master Plan, which identified capacity limitations in the collection system; and
• Coordination with capital improvement programs for paving and pipeline projects of other
agencies/utilities.
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 InfoMaster and 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 the following projects,
and planned expenditures.
Example of project driver(s)
Each project is described on the following pages. Each project
Aging Capacity summary includes project name, description, prioritization, purpose,
Infrastructure location, budgetary information and drivers (i.e.; what
is the main
impetus for a project). The main driver(s) for each project is (are)
Regulatory Sustainabilityidentified by highlighting in orange background color and bold text.
g y Drivers that are not as significant or not relevant are displayed in
( ) g
gray.
All projects in this program are summarized, including planned expenditures, in the following table 2:
117
Capital Improvement Program-CIB Collection System Program
CIB Table 2 - FY 2017-18 Collection System Program Budget/Project Summary:
- :1••- •
..�Iumlber lErprojec Date 4L FY2017-18 Am. FY 2018-19 Future FYs MONEL 9W Ota I
5991 Pleasant Hill Sewer Renovation-
Phase 2 $300,000 $560,000 $800,000 $1,883,000 $3,543,000
6602 South Jackson Contractual
Assessment District CAD $333,867 $0 $0 $0 $333,867
6603 North Jackson Contractual
Assessment District CAD $0 $400,000 $0 $0 $400,000
8412 Pleasant Hill -Grayson Creek Trunk
Sewer $12,900,000 $800,000 $0 $0 $13,700,000
8417 Survey Monument Install
$250,000 $50,000 $60,000 $480,000 $840,000
8418* Collection System Modeling Support
$0 $100,000 $100,000 $800,000 $1,000,000
8419 Collection System Planning
$670,000 $200,000 $200,000 $1,600,000 $2,670,000
8420* Development Sewerage Support
$0 $450,000 $600,000 $3,000,000 $4,050,000
8422 Walnut Creek Sewer Renovation-
Phase 11 $1,753,000 $2,181,000 $0 $0 $3,934,000
8430 Lafayette Sewer Renovation-Phase
11 $650,000 $3,300,000 $0 $0 $3,950,000
8433 S.Orinda Sewer Renovation-Phase 6
$102,238 $1,500,000 $2,150,000 $0 $3,752,238
8434 Collection System Urgent Repairs
$316,000 $100,000 $300,000 $2,050,000 $2,766,000
8435* Walnut Creek Sewer Renovation-
Phase 12 $0 $1,000,000 $2,900,000 $0 $3,900,000
8436 Pump Station Upgrades
$450,000 $886,000 $1,746,000 $30,389,000 $33,471,000
8437 Martinez Sewer Renovation-Phase 5
$625,000 $3,470,000 $0 $0 $4,095,000
8440* Pipe Bursting Contract 2017-2020
$0 $700,000 $250,000 $250,000 $1,200,000
8441* CIPP Contract 2017-2022
$0 $300,000 $100,000 $11400,000 $1,800,000
8442* Pump Station Equipment&Piping
Replacement-Phase 2 $0 $0 $100,000 $800,000 $900,000
8443* Large Diameter Pipeline Inspection
Program $0 $200,000 $200,000 $1,600,000 $2,000,000
8444* Force Main Inspection Program
$0 $75,000 $75,000 $390,000 $540,000
8445* North Orinda Sewer Renovation-
Phase 7 $0 $600,000 $3,100,000 $0 $3,700,000
8446 Lafayette Sewer Renovation-Phase
12 $0 $600,000 $3,100,000 $0 $3,700,000
8447* Pump Station Security Improvements
$0 $131,000 $249,000 $21240,000 $2,620,000
8448* Manhole Modifications
$0 $400,000 $400,000 $3,200,000 $4,000,000
TBD* Collection System Sewer Renovation
$0 $489,000 $750,000 $0 $1,239,000
Total Program $18,350,105 $18,492,000 $17,180,000 $50,082,000 $104,104,105
*New Project included in FY 2017-18
118
Capital Improvement Program—CIB Collection System Program
Pleasant Hill Sewer Renovation - Phase 2
Project Name Pleasant Hill Sewer Renovation - Phase 2 Project No. '15991
Program: Collection System Phase D
Project Manager: Nancy Molina Priority Rank Very High
Department/Division: Engineering/Capital Projects Ranking Score 60
Concord % 0%
Purpose: Project Drivers
To replace and renovate small-diameter sewers within the Cit of Aging Capacity
p y
Pleasant Hill. Infrastructure
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe y } .
segments that range in e from new to more than 100 ' '``
g g g
years old. Some of the pipe segments are at or near the WE r. * .
end of their useful life as evidenced by their need for . a Y-
frequent maintenance, high rate of infiltration, and/or
threat of structural collapse.
� t
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% of the dry-weather sewer system overflows
(SSOS).
h� w
Central San implemented a sewer renovation program in 4W
1991 to replace 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 customers.
Description:
The Pleasant Hill Sewer Renovations - Phase 2 Project will replace or rehabilitate small diameter sewers
located in both public right-of-way and easements within the City of Pleasant Hill.
Location(s): City of Pleasant Hill
• - Budgel__-_
Phase: Budget-to-Date TFY 2017-18 FY 2018-19 Future FYs Total
Planning: $1837000 $0 $0 $0 $1833000
Design: $1177000 $2507000 $0 $0 $3673000
Construction: $0 $31070001 $8007000 $178837000 $239933000
FY Total: $3007000 $5607000 $8007000 $178837000 $335433000
119
Capital Improvement Program—CIB Collection System Program
South Jackson Contractual Assessment District (CAD)
Project • • • No. .61
Program: Collection System Phase C
Project Manager: Russell Leavitt Priority Rank N/A
Department/Division: Engineering/Planning & Development Ranking Score N/A
Concord % 0%
wr Project Driver
Purpose:
To provide a financing mechanism for the extension of public Aging Capacity
Infrastructure
sewers into areas that are currently served by septic tanks, referred
to as Contractual Assessment Districts (CADs). Regulatory Sustainability
Drivers:
w
In certain instances, the cost to extend public sewers into
an area serviced by septic tanks can be an extreme
financial burden for one owner or even a small group of
owners.
r
At
ed the CAD Program to address this r
Central San developed s
p g
financial 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 •
RP 4M m j CAD
amount is reimbursed to Central San. __ BOUNDARY
EXIST,
SEWER
* 1
Description:
SEWER
The South Jackson Way CAD in Alamo will install
approximately 1,200 feet of 8-inch sewer and infrastructure to serve 22 properties.
Location(s): Alamo
• • • =
Phase: Budget-to-Date IFY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $333,867 $0 $0 $0 $3333867
FY Total: $333,867 $0 $0 $0 $3333867
120
Capital Improvement Program—CIB Collection System Program
North Jackson Contractual Assessment District (CAD)
Project • • AD ProjectNo. .61
Program: Collection System Phase C
Project Manager: Russell Leavitt Priority Rank N/A
Department/Division: Engineering/Planning & Development Ranking Score N/A
Concord % 0%
Project Drivers
Purpose.
Aging W"r
Capacity
To provide a financing mechanism for the extension of public Infrastructure
sewers into areas that are currently served by septic tanks, referred
to as Contractual Assessment Districts (CADs). Regulatory Sustainability
Drivers:
In certain instances, the cost to extend public sewers into
an area serviced by septic tanks can be an extreme
financial burden for one owner or even a small group of
owners.
Central San developed the CAD Program to address this
IE
financial 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 r�
the customers property tax bills each year until the entire
amount is reimbursed to the District.
F
LES: y
0 =AFWA Omni" POTENTAL SEWER
Description: POTENrML PAF=PANT
eX"NO
SEVMR
The North Jackson Way CAD in Alamo will install up to
1,150 feet of 8-inch sewer and infrastructure to serve up to 14 properties.
Location(s): Unincorporated Alamo
F'M
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design:1 $0 $0 $0 $0 $0
Construction: $0 $4007000 $0 $0 $4003000
FY Tota l:1 $0 $400,000 $0 $0 $4003000
121
Capital Improvement Program—CIB Collection System Program
Pleasant Hill - Grayson Creek Trunk Sewer
Project • • No.
Program: Collection System Phase C
Project Manager: Nancy Molina Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose: ProjectP ' Drivers
Reduce potential SSOs and replace old 6-inch sewer mains. Aging Capacity
Infrastructure
Drivers:
A sewer relief project was identified in the 2010 Collection System Regulatory Sustainability
Master Plan to address modeled wet weather capacity deficiencies
in Pleasant Hill. Central San staff recently re-evaluated and
confirmed the need for the project based on actual flow data W
and condition assessments of the trunk sewers along Grayson
Creek.
The new relief trunk sewer will divert flows to reduce the risk
4
of SSOs and will provide an opportunity to replace and
renovate old 6-inch sewer mains In nearby Pleasant Hill areas.
Some of the additional sewer replacement work planned under
the Pleasant Hill Corridor Project, scheduled to start in 2017,
was included in this project to avoid significant paving !
reconstruction on Pleasant Hill Road.
do9
4
Description: JAL,
The following are major elements included in the project:
® Install sewers ranging from 8-inches to 24-inches in diameter to divert wastewater flows from
existing capacity-deficient sewers, and connect to the existing 36-inch interceptor on Ardith Drive
® Abandon existing sewers near Grayson Creek and re-direct wastewater flows to new trunk sewer
• Renovate and replace small diameter sewers in the nearby Pleasant Hill Road area
• Coordinate improvements with City of Pleasant Hill paving projects
Location(s): Cities of Pleasant Hill and Martinez
or
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design:i $1,400,000 $0 $0 $0 $134003000
Construction: $11,500,000 $800,000 $0 $0 $1233003000
FY Total $121900,000 $800,000 $0 $0 $1337003000
122
Capital Improvement Program—CIB Collection System Program
Survey Monument Install
Project • • No.
Program: Collection System Phase C
Project Manager: Greg St. John Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose:
To provide resources to reference and replace survey monuments Aging Capacity
p p Y Infrastructure
that were removed or damaged during the construction process.
Drivers: Regulatory Sustainability
Sewer renovation projects frequently remove survey monuments
either because the monument lies directly in the path of
the new sewer or in the pavement restoration zone.
Survey monuments must be replaced according to
�
California law (§8771 Business and Professions Code). 6 -
Survey monument installations are required throughout
FST
h
Central San's service area in the locations of sewer ]
renovation capital improvement projects.
Description: Akb
i
This project will allow Survey staff to work with a
contractor to restore survey monuments that were - �
removed or damaged during sewer renovation projects.
Location(s): Miscellaneous locations throughout the
Service Area
Project • •
1&
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
250 000 50 000 60 000 480 000
� Construction:11 $ $ $ $ $840,000
FYTota 1:� $250,000 $507000 $607000 $4807000 $8403000
123
Capital Improvement Program—CIB Collection System Program
Collection System MSupport
Project Name Collection System Modeling Support Project No. 8418
Program: Collection System Phase C
Project Manager: Justin Waples Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 65
Concord % 0%
Purpose: Project Drivers MORI
Aging Capacity
To maintain and update the InfoWorks®hydrodynamic collection Infrastructure
system model.
Drivers: Regulatory Sustainability
A new InfoWorks® ICM hydrodynamic collection system model
was configured and calibrated for 190 miles of the trunk
sewer system. The new model replaced an old steady-state
static model that was no longer supported by vendors and did
not offer the same level of accuracy or useful output
information that is available with new vendor-supported
state-of-the-art hydrodynamic models.
The model is used for several critical Central San operations
such as evaluating sewer capacities, identifying capacityIP
deficiencies, developing sewer sizing criteria, evaluating
impacts from increased flows due to development and
special discharges, evaluating re-routing options, and
providing hydraulic grade line information that could be
helpful during emergencies or for sewer renovation work.
t
Description:
The following are major elements included in the project:
• Complete migration from the previous steady state static model to the new InfoWorks® ICM model
• Complete expansion of the trunk sewer model into high priority development areas where anticipated
sewer capacity evaluations will be required
• Identify critical areas with model predicted surcharge conditions and install level monitors or smart
manhole covers
Location(s): Collection System
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $1007000 $1007000 $8007000 $130003000
FY Total: $0 $1007000 $1007000 $8007000 $130003000
124
Capital Improvement Program—CIB Collection System Program
Collection System Planning
ProjectF�
• • • Project No. 8419
Program- Collection System Phase P
Project Manager- Michael Penny Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 70
Concord % 0%
Purpose: PW
To complete technical evaluations to address regulatory drivers, Aging Capacity
p g Y Infrastructure
assess collection system replacement needs, evaluate sewer
capacities, and investigate optimization opportunities.
Regulatory Sustainability
Drivers:
There are several important collection system and pump stations
planning efforts. Regulatory planning efforts include updates to -
the Sewer System Management Plan (SSMP), required by the
San Francisco Regional Water Quality Control Board. Sewer
capacity is an important consideration for new development and
-
special discharge requests to ensure that major capacity
limitations and potential improvements triggered from new flows *-
are identified. The InfoWorks® collection system dynamic model
4
is used to assess the capacity of gravity sewers and to provide r
design information for sewer renovation capital projects.
Occasional flow and level monitoring are used for model -�
calibration and to verify sewer hydraulic conditions. An
InfoMaster® sewer replacement risk model is maintained by staff and used to update the long-term
strategy for sewer replacement and to confirm long-term capital improvement plan project costs and
timing.
Description:
The following are major elements included in the project:
® Updates to the SSMP
® Perform capacity evaluations for proposed developments and special discharge requests
• Update InfoMaster sewer replacement risk model and long-term sewer replacement strategy
• Evaluate new technologies and pilots applicable to collection system/pump station operations and
maintenance to reduce operations and maintenance costs.
Location(s): Collection System and Pump Stations
Project Budget A
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $670,000 $200,000 $200,000 $1,600,000 $236703000
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FY Total: $670,000 $200,000 $200,000 $1,600,000 $236703000
125
Capital Improvement Program—CIB Collection System Program
Development Seweraqe Support
L Project Name levelopment Sewerage Support Project No. TBD
Program: Collection System Phase
Project Manager: Tom Godsey Priority Rank N/A
Department/Division: Engineering/Capital Projects Ranking Score N/A
Concord % 0%
Purpose: `
Top rovide for app appropriate riate cap italization of Central San force Aging Capacity
account labor and other expenses for planning, design, and Infrastructure
construction of developer installed sewer facilities.
Regulatory Sustainability
Drivers:
Central San requires property owners to pay for main
Standard
sewer extensions needed to serve theirproperty. Where
sewers are designed and installed b developers or other SpecifIcationsg Y pfor
�-
private parties, Central San planning, plan review, right- sign and Construction
of-way, inspection and record drawing/mapping efforts
are required to ensure that contributed sewers meet the =�
Central San's Standard Specifications for Design and
Construction. These activities are capitalized under this
proj ect.
A portion of the revenue collected for plan review, right 20
-
of-way, and inspection is credited to the Sewer
Construction Fund and offsets some of the expenditures
made under this capital project.
Description:
This is a cost-neutral project offset by development fees. The costs for the sewer infrastructure will be
ultimately paid by the developers. This project will be used to fund right-of-way, survey, and consultant
costs for developer installed sewer facilities.
Location(s): Miscellaneous locations throughout the Collection System
Project Budget A
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design:, $0 $0 $0 $0 $0
Construction: $0 $450,000 $600,000 $3,000,000 $430503000
FY Total: $0 $450,000 $600,000 $3,000,000 $430503000
126
Capital Improvement Program—CIB Collection System Program
Walnut Creek Sewer Renovation - Phase 11
ProjectF_ • •n-Phase 11 Project No.
Program: Collection System Phase
Project Manager: Mark Wenslawski Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose. 7
!ingT replace an renovate small-diameter sewers within he City of AgCapacity
Infrastructure
Walnut Creek.
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe
segments that range in age from new to more than 100
ears old. Some of the pipe segments are at or near the
Y pp g
end of their useful life as evidenced by their need for z
frequent maintenance, high rate of infiltration, and/or
threat of structural collapse.
More than 300 miles of the small-diameter sewers in the
�1
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 ofV.
_
over 90% of the dry-weather SSOs. ..e `.-�, -_
�*
.0 ,�`Central San implemented a sewer renovation program in
1991 to replace 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 customers.
Description:
The Walnut Creek Sewer Renovation- Phase 11 Project will replace or rehabilitate approximately 9,100
feet of small diameter sewers located in both public right-of-way and easements within the City of
Walnut Creek.
Location(s): City of Walnut Creek
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $1507000 $0 $0 $0 $1503000
Design: $3917000 $0 $0 $0 $3913000
Construction: $172127000 $271817000 $0 $0 $333933000
FY Tota $11753700 $271817000 $0 $0 $3393430001
127
Capital Improvement Program—CIB Collection System Program
Lafayette Sewer Renovation - Phase 11
Project • •n - Phase 11 Project No. 8430
Program: Collection System Phase D/
Project Manager: Amanda Schmidt Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose:Pur � � ' � '
p
To replace and renovate small-diameter sewers within the Cit of Ag n g Capacity
p Y Infrastructure
Lafayette.
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe segments that
range in age from new to more than 100 years old. Some
of the pipe segments are at or near the end of their useful
life as evidenced by their need for frequent maintenance, �4
high rate of infiltration, and/or threat of structural _ ;r
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% of the dry-weather SSOs.
Central San implemented a sewer renovation program in -`
1991 to replace 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 customers.
Description:
The Lafayette Sewer Renovation- Phase 11 Project will replace or rehabilitate approximately 8,500 feet
of small-diameter sewers located in both public right-of-way and easements within the City of Lafayette.
Location(s): City of Lafayette
Phase:11 Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $150,000 $0 $0 $0 $150,000
Design: $400,000 $0 $0 $0 $400,000
Construction: $100,000 $3,300,000 $0 $0 $39400,000
FY Total: $650,000 $3,300,000 $0 $0 $399509000
i
128
Capital Improvement Program—CIB Collection System Program
South Orinda Sewer Renovation - Phase 6
F_ Project Name South Orinda.Sewer Renovation - Phase 6 Project No. 8433 nL
Program: Collection System Phase D/C
Project Manager: Mark Wenslawski Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose.
To replace and renovate small- Aging Capacity
diameter sewers within the southern Infrastructure
portion of the City of Orinda.
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe segments that
range in age from new to more than 100 years old. Some
of the pipe segments are at or near the end of their useful
life as evidenced b their need for frequent maintenance F
y q
high rate of infiltration, and/or threat of structural +�
collapse.
More than 300 miles of the small-diameter sewers in the
ry
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% of the dry-weather SSOs.
Central San implemented a sewer renovation program in
1991 to replace small-diameter sewers to control future r-
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 customers.
Description:
The South Orinda Sewer Renovation - Phase 6 Project will replace or rehabilitate approximately 8,500
feet of small-diameter sewers located in both public right-of-way and easements within the southern
portion of the City of Orinda, south of Highway 24.
Location(s): City of Orinda
Project Bud �ns
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $102)238 $47762 0 0 $1503000
Design: $0 $500,000 $0 $0 $5003000
Construction: $0 $952,238 $2,150,000 $0 $331023238
FY Total: $102,238 $1,500,000 $2,150,000 $0 $337523238
129
Capital Improvement Program—CIB Collection System Program
Collection System Urqent Repairs
rf_
-Project NaMe__: - Collection System Urgent Repairs Project No. 8434
Program: Collection System Phase C
Project Manager: Amanda Schmidt Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 75
Concord % 0%
Purpose:
To restore androtect sewers that are discovered in the field to be Aging Capacity
p
damaged or near failure. Infrastructure
Drivers: Regulatory Sustainability
During severe wet weather events, sewers at various locations may
be discovered to be damaged or near failure. In some cases, landslides or soil erosion may undermine
the sewers because of excessive precipitation and flooding. Additionally, seismic events or other
unexpected hazards may trigger a sewer failure or cause significant damage. Repair and restoration of
these sewers is typically time sensitive.
Central Sanerforms CCTV inspections of over 200 miles of
p p � -
sewers per year and cleans almost 900 miles of sewers per
p Y p _ � _• - -
year. During these extensive maintenance practices, field staff
or contractors may discover damaged sewers that require }
immediate attention. Many of these sewer improvements r _
cannot wait for incorporation into a capital improvement -A s
project and some of them are beyond the repair capabilities of
the Collection System Operations crews.
Y p
This project will include bidding and executing a blanket
contract that will allow Central San to use a contractor for urgent sewer repair work.
Description:
Urgent projects may be triggered by the any of the following:
• Damaged or failed sewers identified during routine cleaning and CCTV operations
• Damaged or failed sewers caused by unexpected hazards, seismic events, flooding, wet weather
events, soil erosion, and/or landslides
• Safety hazards and site conditions that pose a serious threat to collection system infrastructure
Location(s): Miscellaneous locations throughout the Collection System
_ J:fm • _
Phase: Budget-to-DateFY 2017-18 FY 2018-19 Future FYs Total
Planning: $50,000 $0 $0 $0 $503000
Design:� $200,000 $0 $0 $0 $2003000
g
Construction: $66,000 $100,000 $300,000 $2,050,000 $235163000
FY Total: $316,000 $100,000 $300,000 $2,050,000 $237663000
130
Capital Improvement Program—CIB Collection System Program
Walnut Creek Sewer Renovation - Phase 12
Project • •n - Ph. 12 Project No.
Program: Collection System Phase D/C
Project Manager: Nancy Molina Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Pip_&
Purpose: rnDrivers
To replace and renovate small-diameter sewers within the Cit of Aging Capacity
p y Infrastructure
Walnut Creek. '
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe segments that
range in age from new to more than 100 years old. Some
of the pipe segments are at or near the end of their useful
life as evidenced by their need for frequent maintenance,
high rate of infiltration, and/or threat of structural
r �
collapse.
More than 300 miles of the small-diameter sewers in the lid
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% of the dry-weather SSOs.
Central San implemented a sewer renovation program in
1991 to replace 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 customers.
Description:
The Walnut Creek Sewer Renovation- Phase 12 Project will replace or rehabilitate small diameter
sewers located in both public right-of-way and easements within the City of Walnut Creek.
Location(s): City of Walnut Creek
Phase:] Budget-to-DateFY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $1507000 $0 $0 $1503000
Design: $0 $4507000 $0 $0 $4503000
Construction: $0 $400,000 $2,900,000 $0 $333003000
FY Total: $0 $170007000 $279007000 $0 $339003000
131
Capital Improvement Program—CIB Collection System Program
Pump Station Upqrades
Project Name _,,Lump Station Upgrades Project No. 8436
Program: Collection System Phase D
Project Manager: Amanda Schmidt Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 70
Concord % 0%
Purpose:
Aging Capacity
2FnW1M1
To address aging infrastructure needs at the Martinez, Fairview, Infrastructure
Maltby, Moraga, Flushkleen, and Orinda Crossroads Pump
Stations.
Regulatory Sustainability
Drivers:
As part of the CWMP, there has been a comprehensive condition assessment of the pump stations that
has identified several structural, mechanical, electrical, and instrumentation improvements needed at the
Martinez, Fairview, Maltby, Moraga, and Orinda Crossroads pump stations. Also, an Arc Flash Study
identified several improvements required at these pump stations. This project, previously referred to as
the Moraga/Crossroads Pump Station Project (8436), was 4
combined with Fairview/Maltby Project j `}
(8429).
Description:
The following are major elements included in this project: -
I � .
• Potentially add grinder(s) at Moraga Pump Station
• Rehabilitate or replace corroded steel dry pits at the Fairview &
Maltby Pump Stations
® Replace backup generators and ATS improvements
• Increase capacity of diesel engine day tank at Orinda
Crossroads Pump Station
• Construct surge tank canopy at Orinda Crossroads Pump Station
Replace wet weather diesel engines at Moraga and Orinda Crossroads Pump Stations
Rehabilitate or replace flow meters at Martinez, Fairview, and Maltby Pump Stations
Recondition or replace pumps, valves, and gates, and repair/recoat piping and concrete
® Major electrical/controls replacement, including Arc Flash Study recommendations
Replace worn control panels and seismically brace control panels and electrical cabinets
e Improve safety devices such as replacement of gas detection systems and eye wash stations
Location(s): Martinez, Fairview, Maltby, Moraga, Flushkleen, and Orinda Crossroads Stations
Phase: Bgud et-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $4507000 $0 $0 $0 $450,000
Design: $0 $8867000 $177467000 $0 $29632,000
Construction: $0 $0 $01 $3073897000 $3093899000
FY Total: $45070001 $8867000 $177467000 $3073897000 $33,471,000
132
Capital Improvement Program—CIB Collection System Program
Martinez Sewer Renovation - Phase 5
• • • • •
. 8437
Program: Collection System Phase C
Project Manager: Mark Wenslawski Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose:
To replace and renovate small-diameter sewers within the Cit of Aging Capacity
p y
Martinez. Infrastructure
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe segments that
range in age from new to more than 100 years old. Some
p
of the pipe segments are at or near the end of their useful
life as evidenced by their need for frequent maintenance,
e n.
high rate of infiltration, and/or threat of structural -i
collapse.
�a
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% of the dry-weather SSOs.
Central San implemented a sewer renovation program in
1991 to replace 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 customers.
Description:
The Martinez Sewer Renovation- Phase 5 Project will replace or rehabilitate approximately 8,700 feet
of small diameter sewers located in both public right-of-way and easements within the City of Martinez,
north of Highway 4 and near the downtown area.
Location(s): City of Martinez
(- . - _ =err •a
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $150)000 $0 $0 $0 $150,000
Design: $4757000 $0 $0 $0 $475,000
Construction: $0 $37470,000 $0 $0 $3,470,000
FY Total: $625,000 $37470,000 $0 $0 $4,095,000
133
Capital Improvement Program—CIB Collection System Program
Pipe Burst Blanket Contract 2017-2020
Project Name ,Lipe Burst Blanket Contract 2017-2020 Project No. 8440
Program: Collection System Phase D/C
Project Manager: Paul Seitz Priority Rank Critical
Department/Division: Operations/Collection System Operations Ranking Score 75
Concord % 0%
Pur pose: Project Drivers
T _
Use pipe bursting to repair any urgent pipelines which require Aging Capacity immediate action. Infrastructure
Drivers: Regulatory Sustainability
Urgent pipeline projects which require immediate repairs may arise
anytime during a fiscal year. Some of these repairs cannot {
be completed by Central San's Collection System
Operations Division, and there is typically not enough
time to wait for incorporation into a sewer renovation
proj ect.
Description:
This project will include bidding and executing a blanket
contract that will allow Central San to use a contractor to
perform urgent pipe bursting work. -
Pipe burst repairs may be triggered by one of the
following situations:
® Structural failure of a pipe
• Imminent threat of pipe break or collapse
® Potential for a SSO
Location(s): Miscellaneous locations throughout the Collection System
Project • •
Phase: Budget-to-Date17,FY2017-18 FY 2018-19 Future FYs Total
Planning: $0 $50,000 $0 $0 $509000
Desi n:11 0 $150)000 0 0 $1509000
Construction: $0 $500,000 $250,0001 $250,000 $190009000
FYTotal:11
$0 $700)000 $250)000 $250)000 $192009000
134
Capital Improvement Program—CIB Collection System Program
Cured-In-Place Pipe (CIPP) Contract 2017-2020
Project Name CIPP-Contra t-2017-2020 Project No. 8441
Program: Collection System Phase D/C
Project Manager: Paul Seitz Priority Rank Critical
Department/Division: Operations/Collection System Operations Ranking Score 75
Concord % 0%
Purpose: ' "
Drivers
Use cured-in-place pipe (CIPP) technology to repair an urgent Aging
Capacity
pipelines which require immediate action. Infrastructure
Drivers: Regulatory Sustainability
Urgent pipeline projects which require immediate repairs may arise
anytime during a fiscal year. Some of these repairs cannot
be completed by Central San's Collection System
Operations crews and there is typically not enough time
to wait for incorporation into a sewer renovation project.
Description:
This project will include bidding and executing a blanket
contract that will allow Central San to use a contractor to
perform urgent CIPP work.
CIPP repair work may be triggered by one of the
following situations:
® Structural failure of a pipe
• Imminent threat of pipe break or collapse
® Potential for a SSO
Location(s): Miscellaneous locations throughout the Collection System
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design:1 $0 $1007000 $0 $0 $100,000
Construction: $0 $2007000 $1007000 $174007000 $1,700,000
FY Total: $01 $30070001 $1007000 $1740070001 $178007000
135
Capital Improvement Program—CIB Collection System Program
Pump Station Equipment & Pipinq Replacement - Phase 2
Project Name PS-Equipment& Piping Replacement Project No. 8442
Program: Collection System Phase C
Project Manager: Clint Shima Priority Rank Very High
Department/Division: Operations/Plant Maintenance Ranking Score 60
Concord % 0%
Purpose: Project Driver
To replace or recondition failed and obsolete pumps, i in , valves, Aging Capacity and other pump station equipment; to provide proper emergency Infrastructure
response equipment and critical spare parts at pump stations.
Regulatory Sustainability
Drivers:
This project has been an ongoing replacement of aging equipment and piping in poor condition at the
pumping stations.
Additionally, emergency response equipment and critical spare parts are identified to improve resiliency
and reliable operations during emergency conditions, power failures, and severe wet weather conditions.
Selection of equipment is completed by Operations, ^.
Maintenance, and Engineering staff, and in coordination with
the ongoing Asset Management Program.
Description:
The following are major elements included in the project: 4
• Install control and isolation valves for shutdown and pump 'ar-s
station protection
• Revise control strategies and equipment response times `
• Flood protection measures and critical equipment
• Emergency bypass pumping equipment and piping _
• Recondition major equipment to meet original factory
specifications
• Purchase critical spare parts for major pump station equipment
Location(s): Miscellaneous Pump Stations
Phase:, Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design:9 $0 $0 $0 $0 $0
Construction: $0 $0 $100,0001 $800,000 $900,000
FY Total: $0 $0 $100,000 $800,000 $900,000
136
Capital Improvement Program—CIB Collection System Program
Large Diameter Pipeline Inspection Program
Project Name Large Diameter Pipeline Inspection Project No. 8443
Program: Collection System Phase P
Project Manager: Justin Waples Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 70
Concord % 0%
Purpose:
To assess the condition of large-diameter trunks and interceptors Aging Capacity
g p Infrastructure
and confirm the timing for replacement needs.
Drivers: Regulatory Sustainability
Central San owns 76 miles of wastewater trunks and interceptors
ranging from 24 to 102 inches in diameter. The typical lifespan of large diameter sewer pipes ranges
from 50 and 100 years depending on pipe material, hydraulic and operating conditions, and
environmental conditions. Nearly half of Central San's large-
diameter pipes are over 50 years old and may be approaching their
useful life.
93
Although Central San performs CCTV inspection of large-diameter
pipelines; CCTV inspection is not always practical and does not
always provide an accurate condition assessment. For example,
CCTV cannot detect external corrosion and cannot assess the
condition of the pipe invert when sediment is present. A
combination of CCTV inspection, enhanced CCTV with laser
profiling, sonar, and visual walk-over surveys are recommended to
assess the condition of large-diameter pipelines. Inspection
information can be used to ensure that Central San is replacing large diameter pipelines prior to failure
and avoid premature replacement of old pipelines that may be in good condition.
Description:
A phased large diameter inspection program was developed and prioritized based on pipeline age and
consequence of failure:
® Inspect nine force mains of high-risk large diameter pipelines every five years;
® Inspect six miles per year of medium risk large diameter pipelines for the first three years; followed
by three miles per year after the first three years (7-year inspection frequency)
® Inspect eight miles per year of low-risk large diameter pipeline (7-year inspection frequency)
Location(s): Miscellaneous locations throughout the Collection System
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $200,000 $200,000 $1,600,000 $230003000
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FY Total: $0 $200,000 $200,000 $1,600,000 $230003000
137
Capital Improvement Program—CIB Collection System Program
Force Main Inspection Program
r Project Name 11�Force Main Inspection Program Project No. 8444
Program: Collection System Phase P
Project Manager: Justin Waples Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 65
Concord % 0%
Purpose: Project Drivers
To assess the condition of force mains and confirm the timing for Aging Capacity
replacement needs.
Infrastructure �
7
Drivers: Regulatory Sustainability
Central San maintains 31 force mains with a combined length of
approximately 23 miles. More than 65% of the force mains are made of metallic materials which are
prone to corrosion. The typical service life for force mains ranges from 50 to 100 years. Over half of the
existing force mains were installed 40 or more years ago. The remaining service lives of individual force
mains are difficult to estimate without inspection-based condition assessment results.
Force main failure methods include internal corrosion, external -
corrosion, mechanical failures due to high pressure and surge
a
events or due to external loads and stresses, and force main r..
material or installation defects. Recommended force main
inspection methods include CCTV inspection, pressure transient „
monitoring, acoustic leak detection, and electromagnetic
.
ins ection
p
{
Description.
A phased force main inspection program was developed and
prioritized based on force main age and consequence of failure:
• From FY 2017-18 through FY 2019-20, inspect force mains at Moraga, Orinda Crossroads, Lower
Orinda, Bates Blvd, and Wagner Ranch Pump Stations
• From FY 2020-21 through FY 2026-27, inspect force mains at San Ramon, Martinez, Fairview,
Maltby, Clyde, Concord Industrial, and Acacia Pump Stations
• Other pump stations have a lower risk and will be inspected in a later phase
Location(s): Miscellaneous locations throughout the Collection System
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $757000 $757000 $3907000 $5403000
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FYTotal:1 $0 $757000 $757000 $3907000 $5403000
138
Capital Improvement Program—CIB Collection System Program
North Orinda Sewer Renovation - Phase 7
Project Name North Orinda Sewer Renovation - Phase 7 Project No. 8445
Program: Collection System Phase PID
Project Manager: Mark Wenslawski Priority Rank Very High
Department/Division: Engineering/Capital Projects Ranking Score 60
Concord % 0%
RIM"Project Drivers A_
Purpose: Fm
To replace and renovate small- Aging Capacity
diameter sewers within the northern Infrastructure
portion of the City of Orinda.
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe
segments that range in age from new to more than 100
years old. Some of the pipe segments are at or near the k
end of their useful life as evidenced by their need for
frequent maintenance, high rate of infiltration, and/or
threat of structural collapse.
E
More than 300 miles of the small-diameter sewers in the
collection system were constructed prior to 1956. The u
F
methods and materials of construction used at that time do
not currently perform well, and they are the source of
over 90% of the dry-weather SSOs.
Central San implemented a sewer renovation program in
1991 to replace 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 customers.
Description:
The North Orinda Sewer Renovation - Phase 7 Project will replace or rehabilitate small-diameter sewers
located in both public right-of-way and easements within the northern portion of the City of Orinda,
north of Highway 24.
Location(s): City of Orinda
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $1857000 $0 $0 $1853000
Design: $0 $4157000 $0 $0 $4153000
Construction: $0 $0 $371007000 $0 $331003000
FYTotal:1 $0 $600,000 $371007000 $0 $337003000
139
Capital Improvement Program—CIB Collection System Program
Lafayette Sewer Renovation - Phase 12
Project4,L • •n - Phase 12 Project No. 8446
Program: Collection System Phase P/D
Project Manager: Amanda Schmidt Priority Rank Very High
Department/Division: Engineering/Capital Projects Ranking Score 60
Concord % 0%
Purpose:
To replace and renovate small-diameter sewers within the Cit of Aging Capac7ity
p y Infrastructure
Lafayette.
Drivers: Regulatory Sustainability
Central San's 1,500+mile collection system has pipe
segments that range in age from new to more than 100
5
years old. Some of the pipe segments are at or near the t
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% of the dry-weather SSOs.
orb=
Central San implemented a sewer renovation program in
1991 to replace 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 customers.
Description:
The Lafayette Sewer Renovation- Phase 12 Project will replace or rehabilitate small-diameter sewers
located in both public right-of-way and easements within the City of Lafayette.
Location(s): City of Lafayette
Project Budget
Phasef Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $1857000 $0 $0 $1853000
Design: $0 $4157000 $0 $0 $4153000
Construction: $0 $0 $371007000 $0 $331003000
FY Total: $0 $6007000 $371007000 $0 $337003000
140
Capital Improvement Program—CIB Collection System Program
Pump Station Security Improvements
Project Name _,,Lump Station Security Improvements Project No. 8447
Program: Collection System Phase D
Project Manager: Sasha Mestetsky Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose: _ Project Drivers
To improve physical security at the pump stations and to protect Aging Capacity
existing critical assets. Infrastructure
Drivers: Regulatory Sustainability
In addition to worker safety, there are many critical assets that
require physical security improvements to minimize the risk.
In FY 2016-17, a comprehensive security study was completed for major Central San facilities that
utilized the principles of American Water Works Association J100 Risk Analysis and Management for
Critical Asset Protection methodology (RAMCAP9 J100). J100 is a comprehensive approach that
enables the estimation of relative risks across multiple assets while considering both malevolent and
natural hazards. The RAMCAP method is a 7-step process
including: 1) Asset Characterization; 2) Threat Characterization; 3)
Consequence Analysis; 4) Vulnerability Analysis; 5) Threat
Analysis; 6) Risk/Resilience Analysis; and 7) Risk/Resilience
Management.
Description:
Findings from this study related to the pump stations will be
implemented under this Project. Some improvements may be
implemented in collaboration with the treatment plant and general security improvement projects that
were also identified under the same study. In general, recommendations included:
• Increased surveillance and intrusion detection
• Access control improvements
• Perimeter fencing repair
• Increased signage
• Other miscellaneous security improvements
Location(s): Miscellaneous Pump Stations throughout Central San's Service Area
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $04 $0 $0
Design! $0q $131,000 $249,000 $0 $3803000
Construction: $0 $0 $0 $2,240,000 $232403000
FY Total: $0 $131,000 $249,000 $2,240,000 $236203000
141
Capital Improvement Program—CIB Collection System Program
Manhole Modifications
Project-r
• Station Security Improvements • •
. 8448
Program: Collection System Phase C
Project Manager: Sasha Mestetsky Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose: .,...2roject Drivers
To replace, repair or raise manhole covers and to blocks to match Aging Capacity
p p p Infrastructure
roadway elevations in coordination with pavement restoration plans
with agencies or existing conditions. Regulatory Sustainability
Drivers:
Central San's collection system includes over 37,000 manholes. Many of these manholes are in paved
roadways, public right-of-way and private roadways, throughout the entire service area. Continual
replacement of manhole covers or repairing top blocks are needed on a yearly basis as the system ages
or the roadways are rebuilt.
Description:
This project will fund the replacement or raising of manhole covers and repairing top blocks either
through construction projects or reimbursements through other agency contractors or agreements.
Location(s): Entire Service Area
Project Budget A L
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $400,000 $400,000 $3,200,000 $430003000
FY Total: $0 $400,000 $400,000 $3,200,000 $430003000
142
Capital Improvement Program—CIB Collection System Program
Collection System Sewer Renovation
Project Name V'Collection System Sewer Renovation Project No. _1W TBD
Program: Collection System Phase P/D
Project Manager: Sasha Mestetsky Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 0%
Purpose: ' -
To plan and initiate design for additional sewer replacement Aging Capacity
p g p Infrastructure
projects for collection system sewers that are near the end of their
useful life.
Regulatory Sustainability
Drivers:
Central San's collection system includes 1,500+miles of gravity sewers and over 37,000 manholes.
Pipeline sizes range from 4 to 102 inches in diameter, and pipe materials vary throughout the system.
The InfoMaster® sewer replacement risk model was used to project the timing for the renewal of each
of the gravity sewers for the next 100 years. Nearly all of Central San's sewers will reach the end of
their service life within the next 100 years. The bulk of the
replacement is recommended beyond the 10-year CIP. 60,000,000
50.00,000
Continual replacement will provide the best possible protection 40.000 000
against SSOs. The InfoMaster® sewer replacement risk model was 30.000,000a
developed to prioritize the timing for sewer replacement and to 20 0 O
CO
develop a risk-based sewer replacement program. To meet X0,0
increased replacement rates in 20-50 years, this program ramps up
-1M MQ n
the replacement rate. In the first five years, we will replace an .....N"�r+l r:I rW ry N NEN e*k r4
"�Kr It Ln 0`"rW W" r.ill r, NW W M M
O C]CO O C]O � C3 � t7 G
rl � r�+i r*t
average of 7.6 miles per year followed by approximately 8.6 miles Fore tWar
per year for the next five years. Replacement for years 10 through 20 in the CIP increases to 18.4 miles
per year.
Description:
This project is for pipeline selection planning and some preliminary design work for new sewer
replacement projects. Additional sewer replacement projects will be developed and may be split into
individual projects for final design and construction.
Location(s): Miscellaneous locations throughout the Collection System
P
•W
: • •
Phase:, Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $100,000 $1507000 $0 $2507000
Design: $0 $389,000 $6007000 $0 $9897000
Construction: $0 $0 $0 $0 $0
FY Total: $0 $4897000 $7507000 $0 $1 239 000
143
Capital Improvement Program—CIB Treatment Plant Program
CIB - Treatment Plant Program
The major points of emphasis for the Treatment Plant Program in FY 2017-18 are:
• Replace equipment as they reach the end of their useful lives to avoid structural and mechanical
failures, reduce downtime, and control maintenance costs;
• Upgrade District facilities to seismic building codes and standards;
• Respond to regulatory requirements related to air emissions pending regulations.
The Treatment Plant Program continues with asset preservation, future regulatory compliance, major
renovations, seismic strengthening, and is comprised of the following major projects, and planned
expenditures:
Asset Rehabilitation and Replacement Projects:
Projects in this subprogram are targeted at asset preservation, rehabilitation, and replacement. The main
projects in this program are the Piping Renovations Project-Phase 9, which will improve the process
reliability of the treatment plant by renovating and/or replacing various piping, instrumentation, and
equipment. Other projects include Plant Energy Optimization focused on the cogeneration equipment,
Urgent Repairs, UV Disinfection Equipment Upgrades, and Plant Electrical and Instrumentation
Upgrades. The construction of the Headwork's Screenings Upgrade projects will continue from the
previous year. Continue and complete the design of the Solids Handling Facility Improvements Phase 1
project which includes, sludge blend tanks, solids dewatering equipment replacement(feed pumps,
centrifuges, cake pumps), wet and dry scrubber, and ash handling improvements.
Regulatory Compliance/Planning/Safety Projects:
This subprogram includes projects that emphasize preparing for future regulations and treatment plant
planning, which includes pilot testing various new technologies. This includes completing the
construction of the Seismic Upgrades for the Pump and Blower Building to retrofit the building to
current design standards. Work-will be implemented to comply with pending new air permitting
requirements and install incinerator emissions improvements. Safety and security improvements will
continue under this subprogram. Solids Handling Building and multiple hearth furnaces seismic
improvements evaluation and design will continue under the Solids Handling Facility Improvement
Project Phase 1. The Plant Operations Division (POD) office building seismic improvement project will
also be started. An odor control project will also be started.
Expansion Projects:
There are no projects in the Expansion program in FY 2017-18.
Sustainability/ Resiliency /Energy Projects:
Under this subprogram, Aeration and Energy related projects, and the development of innovative
BioEnergy project based on a public private partnership (P3) approach will be initiated next Fiscal year.
144
Capital Improvement Program—CIB Treatment Plant Program
Example of project driver(s)
- V-1016, Each project is described on the following pages. Each project
Ain summary includes project name, description, prioritization, purpose,
Aging Capacity location budgetary information and drivers (i.e.; what is the main
Infrastructure � g Y
impetus for a project). The main driver(s) for each project is (are)
Regulatory Sustainabilityidentified by highlighting in orange background color and bold text.
g y Drivers that are not as significant or not relevant are displayed in
( ) g
gray.
All projects in this program are summarized, including planned expenditures, in the following table 3:
145
Capital Improvement Program-CIB Treatment Plant Program
CIB Table 3 - FY 2017-18 Treatment Plant Program Budget/Project Summary
• - 1 1 F
Pump&Blower Building Seismic
7291 Upgrade $4,424,000 $2,358,000 $0 $0 $6,782,000
7292 Switchgear Refurbishment- Phase 2 $420,000 $350,000 $200,000 $220,000 $1,190,000
7301 Treatment Plant Planning $0 $500,000 $500,000 $1,500,000 $2,500,000
7304 PLC Systems Upgrades $435,000 $140,000 $110,000 $880,000 $1,565,000
7314 Treatment Plant Urgent Repairs $115,000 $450,000 $200,000 $1,200,000 $1,965,000
7315 Applied Research &Innovations $257,274 $300,000 $400,000 $2,800,000 $3,757,274
Plant Control System Network
7317 Upgrades $260;000 $70,000 $100,000 $0 $430,000
7320 Plant Energy Optimization (Co Gen) $718,000 $376,000 $0 $0 $1,094,000
7322 Fire Protection System- Phase 2 $840,000 $360,000 $0 $0 $1,200,000
7326 Equipment Replacement $866,000 $350,000 $250,000 $0 $1,466,000
7327 Headworks Screenings Upgrade $2,500,000 $5,644,000 $76,000 $0 $8,220,000
Influent Pump Electrical
7328* Improvements $0 $100,000 $650,000 $3,860,000 $4,610,000
7329 Furnace Burner Upgrades $370,000 $400,000 $0 $0 $770,000
7330 Piping Renovation- Phase 9 $241,000 $1,075,000 $184,000 $0 $1,500,000
Plant Control System 1/0
7339 Replacement $320,000 $200,000 $550,000 $3,300,000 $4,370,000
Walnut Creek/Grayson Creek Levee
7341 Rehab $0 $100,000 $500,000 $500,000 $1,100,000
Solids Handling Facility
7348 Improvements- Phase 1 $2,350,000 $2,625,000 $8,200,000 $53,264,000 $66,439,000
7349* Aeration and Energy Upgrades $0 $300,000 $1,000,000 $57,217,000 $58,517,000
7351* Mechanical and Concrete Renovations $0 $210,000 $590,000 $5,306,000 $6,106,000
7352* UV Disinfection Upgrades $0 $400,000 $500,000 $0 $900,000
7353* Outfall Improvements- Phase 7 $0 $200,000 $350,000 $3,873,000 $4,423,000
Treatment Plant Security
7354* Improvements $0 $87,000 $170,000 $1,530,000 $1,787,000
7355* Odor Control Upgrades-Phase 1 $0 $150,000 $1,787,000 $2,048,000 $3,985,000
7356* Land Acquisition $0 $0 $0 $2,800,000 $2,800,000
7357* Plant-Wide Instrumentation Upgrades $0 $100,000 $190,000 $1,710,000 $2,000,000
7358* Innovative Bioenergy Demonstration $0 $200,000 $200,000 $0 $400,000
Solids Conditioning Building Roof
7359* Replacement $0 $500,000 $600,000 $0 $11100,000
7360* Existing Plant Facilities As-Is Drawings $0 $0 $0 $0 $0
Treatment Plant Safety Enhancement
TBD* Phase 5 $0 $100,000 $100,000 $0 $200,000
Plant Operations Building(POB)
TBD* Seismic Upgrades $0 $400,000 $1,300,000 $0 $11700,000
Total Program $14,116,274 $18,045,000 $18,707,000 $142,008,000 $192,876,274
*New Project included in FY 2017-18
146
Capital Improvement Program—CIB Treatment Plant Program
Pump and Blower Building Seismic Upqrade ___Vr__
Project Name Pump and Blower Building Seismic Upgrade Project No. 7291
Program. Treatment Plant Phase C
Project Manager:�Jason DeGroot Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 100%
Purpose: lb _ Project Drivers
To improve the seismic safety of the Pum and Blower Building. Aging Capacity
p Y p g Infrastructure
Drivers: Regulatory Sustainability
In January 2008, the State of 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 for the =
treatment plant facilities (Martinez Wastewater Treatment - -
Plant Seismic Vulnerability Assessment of Selected -
Facilities, December 2009). Included in the evaluation
were recommendations to bring the Pump and Blower
Building up to date with current seismic design standards.
The Pump and Blower Building houses several critical
Central San equipment necessary for plant operation
including the aeration turbines, primary effluent pumps, r
standby effluent pumps, final effluent pump, plant air
system, 3W pumps, and critical electrical rooms.
Description:
Construct seismic improvements to the Pump and Blower Building as recommended by the 2009
Vulnerability Assessment to improve seismic safety.
Location(s): Pump and Blower Building
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design:1 $715,000 $0 $0 $0 $7153000
Construction: $377097000 $2,358,000 $0 $0 $630673000
FY Total: $474247000 $2,358,000 $0 $0 $637823000
147
Capital Improvement Program—CIB Treatment Plant Program
Switchqear Refurbishment - Phase 2
Project • •ishment—Phase 2 Project No. 7292
Program: Treatment Plant Phase C
Project Manager: Mark Cavallero Priority Rank Critical
Department/Division. Operations/Plant Maintenance Ranking Score 70
Concord % 100%
roject Drivers
Purpose.
To refurbish electrical switchgears to maintain the reliability of Aging Capacity
g y Infrastructure
critical electrical infrastructure at the treatment plant.
Drivers: Regulatory Sustainability
The electrical switchgear throughout the treatment plant
was installed in the 1970s and has been well maintained "I off too
usingpreventive techniques, such as thermographic
p q �
imaging, to identify potential problems and correct them_ as
prior to failure.
Inspections in 2003 and 2004 showed that several 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. r.A,p,ie,ha
Description:
E..rb
This project is a multi-year program to repair and replace
plant electrical equipment, including:
Refurbish approximately 66 480V circuit breakers over
a 5-year period
* Replace 2400V circuit breakers and air breakers at key substations (e.g. Substations 52 and 82)
Replace protective relays for various switchgear throughout the treatment plant
Location(s): Miscellaneous areas around the treatment plant
Project Budget A
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $420,000 $3507000 $2007000 $2207000 $11190,000
FY Total: $4207000 $3507000 $2007000 $2207000 $111903000
148
Capital Improvement Program—CIB Treatment Plant Program
Treatment Plant Planninq
Project Name TreatmentPlantPlanning Project •
Program. Treatment Plant Phase P
Project Manager: Nitin Goel Priority Rank Critical
Department/Division. Engineering/Planning & Development Ranking Score 85
Concord % 100%
PProject Drivers,
Purpose:p
To complete technical evaluations to address regulatory drivers, Aging Capacity assess aging infrastructure needs, evaluate capacity needs, and Infrastructure
investigate opportunities to optimize operation of existing facilities.
Regulatory Sustainability
Drivers:
As wastewater regulations develop and new treatment technologies become available, process
modifications may be needed. This project includes technical
evaluations to address regulatory initiatives and maintain � =
permit compliance (e.g. Suisun Bay nutrient modeling work _
and NPDES required studies and reports).
As flows and contaminant loads and concentrations change
over time, capacity evaluations are needed to confirm
capacity ratings of existing facilities and identify any
potential capacity improvements required to manage dry
weather and wet weather flows and loads. Technical
evaluations are completed to support plant operations by
evaluating optimization opportunities to improve the
reliability and performance of existing treatment plant
processes and facilities.
Description:
The following are major elements included in the project:
• Investigate and optimize performance of existing secondary treatment facilities
• Support and evaluate BACWA Nutrient Watershed Permit technical evaluations
• Evaluate renewable energy opportunities for the treatment plant to reduce imported fuels and
greenhouse gas emissions.
Location(s): Miscellaneous areas around the treatment plant
Project • • -
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $500,000 $5007000 $1 ,500,000 $235003000
Design: $0 $0 $0 $0 $0
Construction: 0 0 0 01 0
FY Tota 1: $0 $5007000 $5007000 $175007000 $235003000
149
Capital Improvement Program—CIB Treatment Plant Program
PLC System U
Project • • •es Project No. 7304
Program: Treatment Plant Phase C
Project Manager: Chuck Burnash Priority Rank Very High
Department/Division. Operations/Plant Operations Ranking Score 50
Concord % 100%
Purpose: Project
AgingTo upgrade Programmable Logic Controller(PLC) s stem to Infrastructure Capacity
current technology for increased performance and improved
compatibility to develop and maintain programming standards.
Regulatory Sustainability
Drivers:
The first PLCs were installed at the treatment plant in the 7!
mid-1980s. The number of PLCs has increased from the
original two PLCs to more than 30 PLCs. Programming
software for the newer PLCs no longer runs efficiently on
the older programming units.
f;
d
Description: _
The following are major elements included in the project:
a 3
• Upgrade hardware and software necessary to maintain
new PLC applications
• Replace older computers with newer computers
II
capable of runningcurrent software
• Upgrade older PLC models to maintain compatibility
with new equipment, instrumentation, and controls
• Develop and document programming standards for PLC and SCADA
Location(s): Miscellaneous areas around the treatment plant
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $96,700 $0 $0 $0 $963700
Construction: $3387300 $1407000 $1107000 $8807000 $1,468,300
FY Total: $4357000 $1407000 $1107000 $8807000 $135653000
150
Capital Improvement Program—CIB Treatment Plant Program
Treatment Plant Urqent Repairs
Project •ent Repairs ProjectNo.
Program: Treatment Plant Phase C
Project Manager: Craig Mizutani Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 80
Concord % 100%
Purpose: M%;J;OZMM=PW
Toerform immediate electrical mechanical and other Aging Capacity
p
miscellaneous urgent repairs within the Treatment Plant. Infrastructure
Drivers: Regulatory Sustainability
Urgent treatment plant projects which require immediate -
repairs or replacement may arise anytime during the
current fiscal year. Due to the significance and/or timing
of unexpected failures, some of these repairs or '
replacements cannot be completed by Central San's Plant _
Maintenance staff and cannot wait for incorporation into a
capital improvement project.
w a
This project will include bidding and executing a blanket
contract that will allow Central San to use a contractor for
urgent treatment plant construction work.
f
Description:
Urgent projects may be triggered by the any of the
following:
• Equipment or process piping failure
• Compliance with regulatory or code issues
• Safety hazards
• Unexpected damage due to excessive flooding, seismic events, or other unexpected hazards.
Location(s): Miscellaneous areas around the treatment plant
Phase: Budget-to-Date FY 2017-18 FY 2018-19Future FYs Total
Planning: $50,000 $0 $0 $0 $503000
Design: $657000 $357000 $0 $0 $1003000
Construction: $0 $4157000 $2007000 $1 ,200,000 $138153000
FY Total: $1157000 $4507000 $2007000 $172007000 $139653000
151
Capital Improvement Program—CIB Treatment Plant Program
Applied Research & Innovations
,ProjectName Applied Research & Innovations • •
. 7315
Alk-
Program: Treatment Plant Phase P
Project Manager: Nitin Goel Priority Rank Very High
Department/Division. Engineering/Planning & Development Ranking Score 50
Concord % 100%
Project Drivers
Purpose:
Aging Capacity
To implement applied research projects that evaluates promising Infrastructure
technologies, processes, and innovations.
Regulatory Sustainability
Drivers:
One of Central San's goals is to embrace innovation and
to be a leader in the wastewater industry. There are
several emerging and innovative nutrient removal and
solids handling technologies in the wastewater industry
that may offer significant capital cost or operations and
maintenance savings and reduced footprint requirements
when compared to conventional technologies. In addition,
4_
there are frequently innovations in equipment and
instrumentation that may be beneficial to pilot.
Prior to implementing any major renovations for nutrient
removal or converting solids handling technologies, staff r
will evaluate the feasibility of emerging technologies and -
implement applied research pilots. These pilots will help _
verify the compatibility with wastewater and facilities,
increase understanding of the technology, and help
determine whether to consider that technology in lieu of proven, conventional technologies.
Description:
Examples of some applied research opportunities being considered include:
• Nutrient removal technologies such as membrane aerated bioreactors or aerobic granular sludge
• Solids handling technologies such as hydrothermal liquefaction or supercritical water oxidation
Location(s): Miscellaneous areas around the treatment plant
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYsTotal
Planning: $257,274 $3007000 $400,000 $278001000 $3,757,274
Design:1 $0 $0 $0 $0 $0
Construction:9 $0 $0 $0 $0 $0
FY Total: $2577274 $3007000 $400,000 $27800,000 $3,757,274
152
Capital Improvement Program—CIB Treatment Plant Program
Plant Control System Network Upgrades
Project Name' L Plant Control System Network Upgrades Project No. 7317
Program: Treatment Plant Phase C
Project Manager: Nate Morales Priority Rank Very High
Department/Division. Operations/Plant Operations Ranking Score 50
Concord % 100%
IP I -
Purpose. - oject Drivers --J6
AL..J
To upgrade the Plant Control System Ethernet Network to Aging Capacity
pg y
Industrial Ethernet standards. Infrastructure
Drivers: Regulatory Sustainability
In 2006, Central San's treatment plant installed a new
Ethernet based Supervisory Control and Data Acquisition
(SCADA) system. At the time the S CADA system was
installed, Ethernet was limited to the servers only and was
redundant. Over time, the Ethernet system expanded to
the entire treatment plant, but the redundancy was not
maintained. Currently, the primary path for treatment .
plant data traffic runs over the Ethernet system that is
neither redundant nor sufficiently reliable to meet control
system standards.
Description: .
The following are major elements included in the project
to meet industry standard redundancy and reliability
standards:
• Install and configure industrial type Ethernet switches
® Install fiber optic lines for the Treatment Plant Control System
• Install industrial wireless network
• Install software to allow for remote programming and maintenance
Location(s): Miscellaneous areas around the treatment plant
Phase:11 Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $260,000 $70,000 $100,000 $0 $430,000
FY Total: $2607000 $70,000 $1007000 $0 $430,000
i
153
Capital Improvement Program—CIB Treatment Plant Program
Plant Ener Optimization
Project • Optimization Pr• No. 7320
Program- Treatment Plant Phase C
Project Manager: Craig Mizutani Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 70
Concord % 100%
Purpose: • ' Drivers
To increase energy efficiency, on-site energy production, and Aging Capacity
decrease greenhouse as emissions for the treatment plant. Infrastructure
g g
Drivers: Regulatory Sustainability
The implementation of Assembly Bill 32 (California Global
Warming Solutions Act of 2006) encouraged energy
consumers to evaluate their energy use and develop r
carbon offsetting efficiencies to comply with new
regulations. _
Several potential energy efficiency measures are being --
.-
identified by Central San staff. These concepts require
further evaluation and an understanding of potential
implementation issues prior to execution. Some of the
improvements are being coordinated with PG&E to u
0 4k
identify potential rebate, on-bill financing, and other
funding opportunities.
Description:
Some energy efficiency measure concepts being
considered include:
• Install evaporative cooler and carbon monoxide catalyst to maximize cogeneration capacity
• Replace cogeneration injection water reverse osmosis system
Replace existing lighting with LED lights
Chemically enhanced primary treatment
Replace some existing motors with ultra-high efficiency motors
Control system modification such as wet well operating level adjustments
Alternative energy sources, i.e., wind, solar, gasification, FOG
Location(s): Miscellaneous areas around the treatment plant
Project • •
Phase: Budget-to-Date FY 201 7-1 8 FY 2018-19 Future FYs Total
Planning: $807000 $0 $0 $0 $80,000
Design: $3207000 $0 $0 $0 $3203000
Construction: $318,000 $3767000 $0 $0 $6943000
FY Total: $7187000 $376,000 $0 $0 $1 ,094,000
154
Capital Improvement Program—CIB Treatment Plant Program
Fire Protection System - Phase 2
Project • •n System - Phase 2 Project No.
Program: Treatment Plant Phase C
Project Manager: Jay Lin Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 65
Concord % 100%
Purpose: M U ice] -
To upgrade or replace treatment plant fire alarm systems. Aging Capacity
Infrastructure
Drivers:
Much of the fire alarm system was built in the late 1970s, and the Regulatory Sustainability
fire alarm control panel was upgraded in the early 2000s. There are
seven existing fire systems (alarm, monitoring, and
suppression types) at the treatment plant. The existing fire -
systems are the primary notification to the control room
operators and occupied buildings in the event of a fire.
Wiring and devices on the fire alarm system continue to
be problematic and are In frequent need of repair. Repairs
to the fire alarm system have become extremely complex
and difficult; therefore, long-term reliable improvements
to the fire alarm system are needed.
Description:
Staff anticipates the recommended improvements will be
implemented over a multi-year fire improvement
program:
gigs,
• Phase 1 of the project, completed in 2013, replaced the outdated Headquarters Office Building fire
system and corrected limited treatment plant deficiencies
• Phase 2 includes a comprehensive evaluation and implementation of recommended improvements for
life safety of occupied (public and staff) areas of all staffed and critical process areas in the treatment
plant
Location(s): Miscellaneous areas around the treatment plant
ProjectBudget
Phase:, Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $40,000 $0 $0 $0 $403000
Design:11 $2007000 $0 $0 $0 $2003000
Construction: $6007000 $3607000 $0 $0 $9603000
FY Total: $8407000 $3607000 $0 $0 $132003000
155
Capital Improvement Program—CIB Treatment Plant Program
Equipment Replacement
Project • •ment Replacement ProjectNo.
Program: Treatment Plant Phase C
Project Manager: Craig Mizutani Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 80
Concord % 100%
Purpose: Ilp • ' '
To replace aging piping systems, mechanical equipment, and minor Aging Capacity
process support facilities throughout the treatment plant. Infrastructure
Drivers: Regulatory Sustainability
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 to reduce maintenance costs,
increase reliability, and improve operations through
�I
replacement or reconditioning of technologically obsolete,
worn out, maintenance intensive equipment, or equipment
that is no longer serviceable or supported by its
manufacturer.
Description:
This project is a multi-year program to repair and replace
equipment, such as:
• 3 WHP and 3 WLP pumps and impellers
• Miscellaneous steam system components, traps, and 3
accessories
• Miscellaneous air conditioning systems for motor control center rooms
• Various small pumping systems and generators
Miscellaneous support equipment such as cranes, elevators, etc.
Other equipment in need of immediate repair as identified through the Asset Management Program,
maintenance, and operations groups
Location(s): Miscellaneous areas around the treatment plant
ProjectBudget
Phase: Budget-to-Date FY 2017-18FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $866,000 $350,000 $250,000 $0 $1,466,000
FY Tota 1: $866,000 $350,000 $250,000 $0 $1,466,000
156
Capital Improvement Program—CIB Treatment Plant Program
Headworks Screenings Upgrade
Project Name Headworks Screenings Upgrade Project No. 7327
Program: I Treatment Plant Phase C
Project Manager:TJason DeGroot Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 75
Concord % 100%
Purpose: 6Project Drivers
To separate and remove screenings and plastics from the influent Aging Capacity
wastewater. Infrastructure p y
Drivers: Regulatory Sustainability
The current screenings operation utilizes coarse bar screens
installed approximately 25 years ago at the Headworks to
separate screenings. The screenings are then processed by
grinders and reintroduced immediately downstream of the
screens. This operation does not remove any of the
. f
plastics in the wastewater which contribute to fouling of -
numerous liquid and solids stream processes and
q p
equipment, and may contribute to furnace acid gas
emission impacting future regulations. Screenings
removal will optimize operations, protect downstream
treatment plant facilities, extend downstream equipment
life, minimize screenings downtime due to grinder hopper
overload, and reduce equipment maintenance.
Description:
The project investigated the current headworks screening operation and recommended the most strategic
and cost-effective screenings removal improvements. This p1roject includes the following major
elements:
• Replace four existing 3/4-inch barscreens with four new multi-rake 1/4-inch barscreens
• Install new screenings washer/compactors, sluiceway, and screenings handling facility
• Replace two existing 4-inch bar racks with two re-purposed existing 3/4-inch barscreens, hoppers and
grinders
Location(s): Headworks
Project • • -
Phase:� Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $200,000 $0 $0 $0 $200,000
Design: $7507000 $0 $0 $0 $750,000
Construction: $15507000 $5,644,000 $767000 $0 $71270,000
FY Total: $25007000 $5,644,000 $76,000 $0 $8,220,000
157
Capital Improvement Program—CIB Treatment Plant Program
Influent Pump Electrical Improvements
Project • Electrical Improvements • •
. 7328
Program: Treatment Plant Phase D
Project Manager: Jay Lin Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 65
Concord % 100%
Project Drivers
Purpose.
To address aging electrical components of the influent pumps and Aging Capacity
Infrastructure
improve reliability.
Drivers: Regulatory Sustainability
The influent pump facility is critical to operations. During
wet weather, some of thecone um s wastewater to the
p p Y
holding basins. Without the pumps, wastewater cannot be ,
treated or stored in the basins.
The influent pump motors are in a dry pit room below
grade that is susceptible to flooding. A leak in the piping
or flooding of the connected tunnels would potentially
submerge the motors and the entire Plant would
experience a catastrophic shutdown. Electrical
improvements are recommended to improve reliability
and resiliency.
i
The influent pumps PLCs and variable frequency drives
VFDs are outdated technology installed over 20 years ago
and are becoming increasingly difficult to maintain. The
VFDs are essential to managing flows, particularly during vet weather storm events. Also, the rooftop
Chiller is beyond its useful life and severely corroded.
Description:
Several major improvements in the influent pumping process area are included:
• Replace Influent Pumps VFDs and upgrade Influent Pumps PLCs
• Replace Influent Pumps motors with immersible motors that can withstand flooding
• Replace Headworks Rooftop Chiller and related piping
Location(s): Influent Pump Station, Headworks
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $1007000 $0 $0 $100,000
Design: $0 $0 $650,000 $0 $650,000
Construction: $0 $0 $0 $3,860,000 $31860,000
FY Total: $0 $100,000 $650,000 $3,860,000 $4,610,000
158
Capital Improvement Program—CIB Treatment Plant Program
Furnace Burner Upgrades
Project • • •es Project No. 7329
Program- Treatment Plant Phase C
Project Manager: Craig Mizutani Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 100%
Purpose: 6., • ' '
To improve the operational flexibility of the existing multiple hearth Aging T
Capacity
furnaces to comply with emission requirements and reduce Infrastructure
supplemental fuel energy consumption.
Regulatory Sustainability
Drivers:
The furnaces were constructed during the early 1970s and
became fully operational in 1985. They were originally
designed to incinerate commingled solid waste and t
sludge, however, they have historically only incinerated
wastewater solids. As a result, some of the burners are not
optimally sized for the actual furnace loading or for
current landfill gas usage, which results in increased
difficulty for consistently maintaining proper _
temperatures in the furnace. 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 also -
developed leaks that require continued attention to meet r a+
Bay Area Air Quality Management District leak
guidelines.
Description:
The following elements are included in the project:
• Replace original gas fuel system piping using welded joints
• Evaluate diesel fuel as an additional furnace fuel source for emergency use
® Replace fuel system components for two to four of the Afterburners (top hearth) and decrease burner
output to low NOx/high mix burners for improved temperature control
Location(s): Solids Conditioning Building
Project Bud -M
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $30,000 $0 $0 $0 $307000
Design: $150,000 $0 $0 $0 $1507000
Construction: $190,000 $400,000 $0 $0 $5907000
FY Total: $370,000 $400,000 $0 $0 $7707000
159
Capital Improvement Program—CIB Treatment Plant Program
Pipinq Renovation - Phase 9
Project • • Renovation - Phase 9 ProjectNo. 7330
Program: Treatment Plant Phase D/C
Project Manager: Craig Mizutani Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 65
Concord % 100%
Purpose: ' • 9=W�l
To inspect, rehabilitate and replace above-grade and below-grade Aging Capacity
piping and related systems at the treatment plant. Infrastructure
Drivers: Regulatory Sustainability
During the main treatment plant improvements project in
the 1970s (Stage 5A project), numerous above-grade and
below-grade piping systems were installed throughout the
treatment plant. These pipes convey wastewater, sludge,
steam, air, and other utility services between various
process areas. Many of these piping systems have been in
operation for over 40 years without any major r
rehabilitation or replacement. Some piping systems are
leaking due to corrosion and the condition of some
4
systems is unknown because they have not been visually
inspected.
Description: - - _
The following are some of the elements included in the
proj ect: all
• Replace miscellaneous chemical systems piping
• Replace diesel piping, valves, and pumps
• Replace boiler feedwater valves and steam flow transmitters
• Replace miscellaneous sludge piping and valves, floor drains, and water piping
Location(s): Miscellaneous areas around the treatment plant
dO 4
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $241 )000 $0 $0 $0 $241,000
Construction: $0 $1 ,075,000 $184,000 $0 $1,2599000
FY Total: $241 )000 $170757000 $184)000 $0 $195009000
160
Capital Improvement Program—CIB Treatment Plant Program
Plant Control System 1/O Replacement
�'—Project Name Plant-'mConir'o'i System 110 Replacement Pro4ect No. 7339
Program: Treatment Plant Phase P
Project Manager: Nate Morales Priority Rank Very High
Department/Division: Operations/Plant Operations Ranking Score 55
Concord % 100%
Purpose:
To upgrade obsolete Programmable Logic Controller(PLC) Input Aging Capacity and Output (I/O) cards and associated hardware with current Infrastructure
technology to maintain reliable operation and vendor support.
Regulatory Sustainability
Drivers:
PLC I/O cards are critical for equipment and -
instrumentation communication to the treatment plant -
control system for process control and monitoring. The
first Treatment Plant PLC I/O card was installed in the
mid-1980s. The number of I/O cards in use has increased �� '+
} r
from only a few to nearly 1,800 cards. Approximately J
1,100 of these I/O cards are currently obsolete.
Replacement units cannot be purchased from the
manufacturer, nor are they fully supported. Central San
maintains an inventory of over 100 spare I/O cards to
reactively replace units as they fail. t
Description: -
The following are major elements included in the project:
• Replace and update obsolete I/O cards
• Replace I/O card mounting racks
• Replace communication modules
Replace power supplies with modern, vendor-supported products.
Location(s): Miscellaneous areas around the treatment plant
Project • • -
Phase:� Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $200,000 $0 $0 $0 $200,000
Design: $120,000 $200,000 $80,000 $0 $400,000
Construction: $0 $0 $470,000 $3,300,0001 $3,7709000
FY Total: $3207000 $2007000 $5507000 $3,3007000 $493709000
161
Capital Improvement Program—CIB Treatment Plant Program
Walnut Creek/Grayson Creek Levee Rehab
Project • • Project No.
Program: Treatment Plant Phase D
Project Manager: Dan Frost Priority Rank High
Department/Division. Engineering/Planning & Development Ranking Score 40
Concord % 100%
ProjectDrivers
Purpose:
Aging Capacity
To reduce the risk of flood damage to the treatment plant by raising Infrastructure
levees through a project led by the Contra Costa County Flood
Control and Water Conservation District(FCD). Regulatory Sustainability
Drivers:
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, and currently owned
and maintained by the FCD. Overtopping of the levees
could catastrophically disable plant operations, result in
significant facility damage, negatively 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 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 at least a 200-year storm with three feet of
g
freeboard, consider the potential for sea level rise, and
climate change.
Description:
Due to the critical nature of the plant facilities, the levees will be raised to provide a protection level of a
200 to 500-year storm with adequate freeboard. The FCD will be the lead agency, and Central San will
provide support for design review and construction coordination. Both agencies have agreed to equally
share the estimated project cost of$2.2 million. Central San anticipates accepting and storing soil on
buffer property that can be used as levee material to provide in-kind contributions of up to $500,000.
Staff will continue to evaluate in-kind financial contributions.
Location(s): Along the Walnut and Grayson Creek Levees, Kiewit Buffer Property
Phase: Budget-to-Date FY 201 7-1 8 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $100,000 $0 $0 $1007000
Construction: $0 $0 $5007000 $500,000 $170007000
FY Total: $0 $1007000 $500,000 $5007000 $171007000
162
Capital Improvement Program—CIB Treatment Plant Program
Solids Handling Facility Improvements - Phase 1
-Project Name = Solids Handling Facility Improve m_Znts Project No. 7348
Program: I Treatment Plant Phase D
Project Manager: Nathan Hodges Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 75
Concord % 100%
Purpose: 4=3
To rehabilitate and replace the sludge dewatering, sludge handling, Aging Capacity
sludge blending, ash handling, and furnace air pollution control Infrastructure
g g� g�
equipment.
Regulatory Sustainability
Drivers:
The existing furnaces have significant remaining useful
life; however, other solids equipment requires
improvements. The centrifuges and cake pumps have
been in service for over 25 years, are costly to maintain,
ands are arts are difficult to obtain. Mixing
}
p p g
improvements are recommended for the sludge - -`
p
blending/storage tanks for reliable dewatering. Ash
handling equipment is in poor condition and upgrades are
recommended to reliably meet ash regulatory
requirements. A more efficient wet scrubber and other air
pollution control improvements will be needed to reliably
comply with current and future air regulations. Lime
reduction testing is recommended to reduce solids furnace
loading to delay potential future capacity limitations. The
Solids Conditioning Building that houses the furnaces,
cogeneration unit, and other critical equipment does not
meet current seismic standards.
Description:
The following are major elements included in the project:
• Replace wet scrubber with a new venturi scrubber capable of waste heat boiler bypass
• Replace centrifuges, cake pumps, and sludge blending, storage, and mixing systems
• Ash handling improvements to reduce fugitive ash emissions and improve reliability
0 Seismic improvements for the furnaces and Solids Conditioning Building
Location(s): Solids Conditioning Building
Project • • .
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $273507000 $276257000 $1 )0007000 01 5 975 000
Construction: $0 $0 $'7,200,000 $53,264,000 0 $60,464,000
FY Total: $2,3507000 $27625,000 $8,200,000 $53,264,000 $66,439,000
i
163
Capital Improvement Program-CIB Treatment Plant Program
Aeration and Ener Upgrades
Project Name Aeration and Energy Upgrades Project No. 7349
Program- Treatment Plant Phase P
Project Manager: Craig Mizutani Priority Rank Very High
Department/Division. Engineering/Capital Projects Ranking Score 60
Concord % 100%
Purpose:
To improve the secondary treatment aerations stems and modify Aging Capacity
p rY Y Y Infrastructure
the waste heat recovery system to produce power.
Drivers: Regulatory Sustainability
The existing energy recovery system uses waste heat from
the incinerator and cogeneration turbine to produce steam
primarily for steam-driven aeration blowers. The existingMom '
,
aeration system is from the 1970s. It is outdated, - All
inefficient, experiences significant air leaks, and has 4
t
limited turndown capabilities. The existing steam piping
j
and valves are corroding and require replacement.
Although it is advantageous to recover waste heat for
generating steam for secondary aeration, it also creates a -
g g Y
IRVIN
complicated interconnection. Disruptions in solids F
p p
handling and steams stems can impact the reliability of "
-
the secondary process. Similarly, disruptions in blower
operation can impact the operation of the boiler and steam -
system impacting solids emission controls. Separating this
interconnection improves operational resiliency. .
Description:
Several major aeration and energy related improvements are: included:
® Replace the steam-driven aeration turbine blowers with new electric blowers and Variable
Frequency Drives
Install dedicated electric blowers for pre-aeration air demands
Replace the plenum and stone diffusers with high efficiency diffusers and aeration piping
Replace existing anaerobic selector mixers and construct foam control improvements
Replace the waste heat boilers with heat exchangers and an Organic Rankine Cycle turbine
Location(s): Pump &Blower Building, Primary/ Secondary Facilities, and Other Areas
�`Moiect • • -
Phase: Budget-to-Date FY 2017-118 FY 201 8-1 9 Future FYs Total
Planning: $0 $300,000 $1 ;000;000[ $1 ,926,000 $352265000
Design: $0 $0 $0 $5,559,000 $555595000
Construction: $0 $0 $0 $49,732,000 $49,732,000
FY Total: $0 $300,000 $1 ,000;000 $57;217,000 $58,51 75000
164
Capital Improvement Program—CIB Treatment Plant Program
Mechanical & Concrete Renovations
Project •ncrete Renovations ProjectNo.
Program: I Treatment Plant Phase D
Project Manager:TCraig Mizutani Priority Rank Very High
Department/Division: Engineering/Capital Projects Ranking Score 60
Concord % 100%
Purpose:
To rehabilitate or replace gates and other mechanical equipment, Aging Capacity
and to rehabilitate existing concrete structures with cracked or Infrastructure
spalling concrete. I
Regulatory Sustainability
Drivers:
The gates, concrete and other miscellaneous equipment and
surfaces within the Headworks, Pre-Aeration, and Primary
Treatment areas are exposed to corrosive environments. } " IJ -,
Slideg able ates throughout these areas are essential for being k
g g to stop and re-direct flows as required for preventive
maintenance of facilities and for emergency and wet weather , t ..
scenarios. Many of the slide gates have unreliable actuators, .
show signs of corrosion, have deteriorating seals and f
wedges, and in some cases, have been inoperable.
Additionally, there are some structures and concrete surfaces
that have spalling concrete, corroded reinforcing bars, and
show signs of significant cracking. Some concrete areas
g g g
require coating to prevent further corrosion. This project is to
address these aging infrastructure needs and improve the
safety and reliability of existing equipment and structures.
Description:
Several major elements are included in this project:
• Repair concrete for the West Gallery, Structure D, Primary Effluent Channel, Influent Structure, and
Influent Structures 1 and 1A
• Replace or rehabilitate influent structure gates, influent structure 1 and 1A gates, pre-aeration gates,
primary influent gates, and primary effluent channel stop plate
Perform grit characterization and performance testing to confirm grit removal performance and
improve grit management
Replace or rehabilitate existing primary collector chain and flights, embedded rails, grit pumps, and
primary scum piping and grinders
Location(s): Headworks, Pre-Aeration, and Primary Treatment Areas
11 1
Project • -
ll
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $2107000 $0 $0 $210,000
Design: $0 $0 $590,000 $0 $5907000
Construction: $0 $0 $0 $57306,000 $573067000
FY Total: $0 $2107000 $590,000 $57306,000 $671067000
165
Capital Improvement Program—CIB Treatment Plant Program
UV Disinfection Upwades
Project Name UV Disinfection Upgrades Project No. 7352
Program: Treatment Plant Phase C
Project Manager: Nathan Hodges Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 65
Concord % 100%
Purpose:
To rehabilitate com onents of the ultraviolet UV disinfection Aging Capacity
p Infrastructure
system and improve reliability.
Drivers: Regulatory Sustainability
The UV system was constructed in the mid 1990s. The old
denitrification tanks were re-purposed for constructing the
UV channels and some piping modifications were
completed to route secondary effluent to the UV system.
The existing UV technology is old, inefficient, and does
not have the same controls capabilities and automated
cleaning capabilities as newer UV technology. The t
existing system requires significant cleaning and
maintenance. The existing electrical connections are worn
and in some cases, have failed. Until the existing UV
system can be replaced, there are several improvements t -
needed to improve the reliability of the existing
disinfection system.
a
Description:
Several major elements are included in this project:
Replace some of the conduits between the ballasts and UV banks to improve reliability of the
disinfection system
Repair and replace components of the existing UV chemical cleaning system to improve reliability
and safety of chemical cleaning system
® Rehabilitate or replace the UV inlet gates actuators, stems, and seals to address leaking that occurs
during UV basin shutdown
Location(s): UV Disinfection
Project Budget F
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $4007000 $5007000 $0 $9003000
FY Total: $0 $4007000 $5007000 $0 $9003000
166
Capital Improvement Program—CIB Treatment Plant Program
Outfall Improvements - Phase 7
ProjectOutfall Improvements • •
. 7353
Program: Treatment Plant Phase P
Project Manager: Jason DeGroot Priority Rank Very High
Department/Division: Engineering/Capital Projects Ranking Score 55
Concord % 100%
Purpose:
To inspect the land and submarine portions of the Outfall pipeline to
address repairs required and to meet regulatory requirements. Ag'ng Capacity
Infrastructure p y
Drivers:
The District's National Pollutant Discharge Elimination System Regulatory Sustainability
(NPDES) permit requires proper operation and maintenance of the
Outfall pipeline that discharges treated final effluent to
Suisun Bay. Every 5 to 10 years, the 3.5 mile, 72-inch
reinforced concrete Outfall pipeline built in 1958 is drained
and inspected to verify pipeline alignment and condition of
the pipeline and seals. As part of the last Outfall
Improvements Project in 2012, over 1,500 pipe joints were
inspected, and 368 joints were repaired with new seals. Of
i T
the 1,500 joints, approximately 950 have been replaced to a
date. -
During the inspection and improvements, final effluent is
routed to the Wet Weather Holding Basins and temporarily
discharged for approximately 12 weeks through the
overflow weir structure to Walnut Creek in accordance with permit requirements.
Description:
It's been five years since the last Outfall inspection, and it is time to re-evaluate the Outfall condition as
stated in the existing NPDES permit. This project will include similar elements as past Outfall
Improvements projects:
• Coordinate Outfall inspection and temporary bypass approval with the San Francisco Regional Water
Quality Control Board (RWQCB), and obtain all other necessary permits
• Test the land portion of the Outfall and install new Weco seals as required like past inspections
Ballast the submarine portion of the Outfall and perform remote operated vehicle (ROV) inspection,
and improve protection from boat anchors in Suisun Bay as required
Update Outfall pipeline survey data, inspect inclinometers, and repair vertical survey markers
Location(s): Outfall, Martinez, Suisun Bay
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $200,000 $21 )000 $0 $221,000
Design: $0 $0 $329,000 $91 )000 $420,000
Construction: $0 $0 $0 $377827000 $3,782,000
FY Total: $0 $200,000 $3507000 $37873,000 $494239000
167
Capital Improvement Program—CIB Treatment Plant Program
Treatment Plant Security Improvements
.ProjectName Treatment Plant Security Improvements • •
. -410L 7354
Program: Treatment Plant Phase D
Project Manager: Jay Lin Priority Rank Very High
Department/Division. Engineering/Capital Projects Ranking Score 60
Concord % 100%
Purpose:
.- Project Driver
To improve physical security at the treatment plant and to protect
existing critical assets. Aging Capacity
Infrastructure
Drivers:
In addition to worker safety, there are many critical assets that Regulatory Sustainability
require physical security improvements to minimize the risk. J
In 2016-2017, a comprehensive security study was MORIN
completed for major District facilities that utilized the
principles of AWWA J100 Risk Analysis and
Management for Critical Asset Protection methodology
(RAMCAP9 J100). J100 is a comprehensive approach
that enables the estimation of relative risks across
multiple assets while considering both malevolent and
natural hazards. The RAMCAP method is a 7-step e1
process including: 1) Asset Characterization; 2) Threat
Characterization; 3) Consequence Analysis; 4) - s
Vulnerability Analysis; 5) Threat Analysis; 6) `-
Risk/Resilience Analysis; and 7) Risk/Resilience �._ , 1
k
Management.
ti
Description:
Findings from this study related to the Treatment Plant will be implemented under this project. Some
improvements may be implemented in collaboration with the pump station and general security
improvement projects that were also identified under the same study. In general, recommendations
included:
• Increased surveillance and intrusion detection
• Access control improvements
® Perimeter fencing repair
• Increased signage
® Other miscellaneous security improvements
Location(s): Miscellaneous areas around the treatment plant
Project • • -
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $87,000 $170,000 $0 $257,000
Construction: $0 $01 $0 $1 ,530,000 $1,530,000
FY Total: $0 $87,000 $170)000 $1 )530)000 $1,787,000
168
Capital Improvement Program—CIB Treatment Plant Program
Odor Control Upgrades - Phase 1
Project Name Odor Control Upgrades - Phase 1 Project No. 7355
Program: Treatment Plant Phase P/D
Project Manager: Craig Mizutani Priority Rank Very High
Department/Division: Engineering/Capital Projects Ranking Score 60
Concord % 100%
Purpose:
To replace existing odor controls stems for the Headworks, Pre- Aging Capacity
p g y �
Aeration tanks, and primary effluent channel. Infrastructure
Drivers: Regulatory Sustainability
Central San's Odor Control Facilities Plan was last
updated in 2006. The update was based on an established
odor threshold of 20 dilutions to threshold(D/T). To meet
k
this D/T goal at the treatment plant and to address aging
equipment, upgrades are recommended to the Headworks
and Pre-Aeration Odor Control Units (OCUs). The
existing odor control systems use outdated technology
with corrosive sodium hypochlorite systems. The odor -
i
control towers, ductwork, and fans are experiencing ok
significant wear and require replacement. In addition,
nearby surfaces such as building roofs are experiencing
significant corrosion. Alternative odor control
technologies will be considered that do not use sodium
hypochlorite and that will minimize visible misting.
Description:
Several major elements are included in this project:
• Update the Odor Control Facilities Plan and confirm odor control threshold requirements for design
• Replace the Pre-Aeration Odor Control Unit (OCU)
• Replace the Headworks Odor Control Unit (OCU)
Location(s): Headworks, Pre-Aeration, Primary Effluent Channel
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $150,000 $0 $0 $1503000
Design:] $0 $0 $3797000 $0 $3793000
Construction: $0 $0 $174087000 $2,048,0001 $3,456,000
FY Total: $0 $1507000 $177877000 $270487000 $3,9853000
169
Capital Improvement Program—CIB Treatment Plant Program
Land Acquisition
Project Name Land Acquisition ProjectNo.
Program- Treatment Plant Phase C
Project Manager- Tom Godsey Priority Rank High
Department/Division. Engineering/Planning & Development Ranking Score 50
Concord % 100%
Purpose: Project Drivers
To investigate and acquire land that may be beneficial to Central Aging Capacity
g q Y
San for future facilities and/or buffer property. Infrastructure
Drivers: Regulatory Sustainability
Although the existing treatment plant site is expansive,
much of the site is dedicated for existing facilities, wet
weather wastewater storage, or is reserved for identified - -
potential future facilities.
Although Central San owns some of the buffer properties
surrounding the treatment plant, there are additional
properties around the treatment plant site and along „
Central San's Outfalli eline that are not owned b the - -�
pp Y
Central San. ;4
If the opportunity arises, these properties may be
beneficial to Central San as buffer property, for improved L. `
control and access to Central San facilities and assets or
$-
for siting additional future facilities that there may not be -
adequate space for currently.
Description:
This project will fund the investigation and acquisition of lands that are beneficial to Central San.
Location(s): Areas surrounding the treatment plant, outfall, and buffer properties
'427•y• • • -
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $2,800,000 $2,800,000
FY Tota l: $0 $0 $0 $278007000 $238003000
170
Capital Improvement Program—CIB Treatment Plant Program
Plant-Wide Instrumentation Upgrades
Project Name Plant-Wide Instrumentation Upgrades 1W Project No. 7357
Program- Treatment Plant Phase P
Project Manager: Jay Lin Priority Rank Very High
Department/Division. Engineering/Capital Projects Ranking Score 60
Concord % 100%
Purpose:
To install new instrumentation for improved monitoring, control,
and optimization of Central San facilities. `ging Capacity
Infrastructure
Drivers:
Collection and leveraging of data is becoming increasingly useful Regulatory Sustainability
for wastewater operations, design, and optimization. As Central San
considers future equipment upgrades, potential nutrient
removal technologies, and solids handling technologies,
it's important to collect data that will be useful for the -
evaluation and design of those facilities. There are also
return streams that Central San has limited data for but
could be helpful when evaluating future improvements. In
�.
the meantime, there are opportunities to optimize existing
processes and possibly reduce operations and
maintenance costs, however, key instruments are required
to evaluate these opportunities.
Energy management and energy efficiency measures are -- i
crucial elements for striving towards net zero energy. Power meters installed at the Motor Control
Centers and key equipment can be useful for identifying optimization opportunities. The concept of"Big
Data" is becoming increasingly popular and is aimed to leveraging data to analyze trends to predict how
a given process will perform in the future and proactively make process adjustments.
Description:
The following elements are included in the project:
• Develop instrumentation upgrades strategy and phasing plan
• Install flow meters for improved monitoring of return streams
• Install power meters for Motor Control Centers and key equipment
• Install air flow meters for tracking channel aeration demands
• Install other miscellaneous instruments for improved process monitoring, control, and optimization
Location(s): Miscellaneous areas around the treatment plant
Project • • -
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $100,000 $0 $01 $100,000
Design: $0 $0 $190,000 $0 $190,000
Construction: $0 $0 $0 $1710;0001 $1,710,000
FY Total: $0 $100)000 $1907000 $1710;000 $2,000,000
171
Capital Improvement Program—CIB Treatment Plant Program
Innovative Bioenerqy Facility
Project •vative Bioenergy Facility ProjectNo.
Program: Treatment Plant Phase P
Project Manager: Melody LaBella Priority Rank Critical
Department/Division. Engineering/Planning & Development Ranking Score 65
Concord % 100%
is aoPurpose: 99
To implement a bioenergy project that will both produce renewable Aging W. -
energyand process a portion of Central San's wastewater solids. Infrastructure
p
Drivers: Regulatory Sustainability
Assembly Bill (AB) 32, California's landmark greenhouse (GHG)
reduction legislation, imposed a 25,000-metric ton CO2-eq
trigger for participation in the GHG Cap and Trade Program.
Thus, Central San has modified its operation in some years to Central Contra Costa Saatary Vrstr1cf
maintain treatment plant anthropogenic (fossil-fuel derived) REQ 0EST FOR INTEREST
GHG emissions under that trigger. In some years, this has
required shutdown of the Cogeneration Facility (Cogen),
resulting in increased purchase of grid power, higher PG&E
demand charges, and loss of resiliency provided by onsite
power.
A bioenergy project sized to meet Central San's base electrical REQUEST FOR INTEREST(RFI)IIIA PURL C-PRIVATE
PARTNERSHIP FOR DEVELOPMENT AND IMPLEMENTATION
demand(-2.8 megawatts), could allow shut down of the OF A FULL-SCALE MEN ERiY FACILIrf
cogeneration unit, reduce purchases and import of natural gas, ARRIL 20,2017
reduce emission of regulated GHGs, and enable Central San to R(SK00 DoWwE
achieve its goal of achieving net zero energy. Such a project
could also benefit Central San by processing a portion of deiwatered wastewater solids. Diverting some
of the dewatered solids away from the exiting incinerators would help relieve limited incinerator
capacity and diversify solids handling.
Description:
This project will provide the planning phase funds to complete an evaluation of how a bioenergy project
would interconnect with existing treatment plant operation and how the treatment plant's energy
management system would need to be reconfigured. For example, since the cogeneration unit currently
supplies more than 40% of the treatment plant's steam demand, either the treatment plant needs to move
away from its steam reliance or that steam supply must be made up from the innovative bioenergy
facility or from additional Auxiliary Boiler capacity.
Location(s): Solids Conditioning Building and Nearby Areas
Project • •
Phase: Budget-to-Date FY 201 7-1 8 FY 201 8-1 9 Future FYs Total
Planning: $0 $200,000 $2007000 $0 $400,000
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FY Total: $0 $200,000 $200,000 $0 $400,000
172
Capital Improvement Program—CIB Treatment Plant Program
Solids Conditioninq Building Roof Replacement
Project • •f Replacement ProjectNo. 7359
Program: Treatment Plant Phase D/C
Project Manager: Craig Mizutani Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 70
Concord % 100%
Purpose. 0 . W
To replace the roof for the Solids Conditioning Building. Aging Capacity
p g g Infrastructure
Drivers:
In January 2017, Central San experienced significant rainfall. Regulatory Sustainability
During these wet weather conditions, several roof leaks were
identified at the Solids Conditioning Building. Some of
the leakage is over critical electrical equipment. Failure of
this equipment could result in significant disruptions to
operations as well as create safety hazards. There are also
several other critical assets in this building, including one
of the two plant control rooms.
Over the last 10 years, several repairs have been made to
the roof to extend its useful life and repair significant
leaks; however, the entire roof is old, in poor condition,
and requires replacement. Temporary measures have been - -�-
implemented to protect the electrical equipment from � E ``
water damage; however, a roof replacement is
recommended as the long-term solution.
Description:
Replace the roof for the Solids Conditioning Building.
Location(s): Solids Conditioning Building
• �r7MV
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $5007000 $6007000 $0 $131003000
Construction: $0 $0 $0 $0 $0
FY Total: $0 $5007000 $6007000 $0 $131003000
173
Capital Improvement Program-CIB Treatment Plant Program
Existinq Facilities As-Is Drawinqs
Project • Facilities As-is Drawings ProjectNo. 7360
Program: Treatment Plant Phase C
Project Manager: Craig Mizutani Priority Rank N/A
Department/Division. Engineering/Capital Projects Ranking Score N/A
Concord % 100%
Purpose.
i
To develop as-is drawings in electronic computer- Aging Capacity
aided design Infrastructure
(CAD) format for existing facilities.
Drivers: Regulatory Sustainability
Central San has limited as-built drawings for existing
facilities, particularly for facilities that were constructed
over 40 years ago. Additionally, there are some facilities
that Central San has hard copy as-built drawings for butT �
does not have them in CAD format. "To Maw"Pow Slaw M
fthup
01=COMMfL tel:01VU0 1W.
Most of Central San's facilities are over 40 years old. As
these existing facilities require rehabilitation or all"
RON I
replacement, it will be important to have as-is CAD ..�
drawings for implementation of capital improvement
projects. Additionally, it is important from an operations
and resiliency standpoint to have as-is conditions .#:
documented and readily available for addressing potential
urgent improvements as they arise.
Description:
Compile available past project information, perform field investigations as required, and develop as-is
CAD drawings for existing facilities. Currently, the focus for as-is drawings will be electrical facilities
and treatment plant process areas where improvements are anticipated within the next five years.
Location(s): Miscellaneous areas around the treatment plant
Phase: Budget-to-Date FY 2017-1 8 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FY Total: $0 $0 $0 $0 $0
174
Capital Improvement Program—CIB Treatment Plant Program
Treatment Plant Safety Enhancements - Phase 5
Project Name TP Safetyknhancements - PhaseF4k---9 Project No. W TBD -1W
Program- Treatment Plant Phase C
Project Manager: Craig Mizutani Priority Rank Very High
Department/Division. Engineering/Capital Projects Ranking Score 60
Concord % 100%
Purpose. P Project Drivers JW
To enhance treatment plant safety through identification of safety Aging Capacity
Infrastructure
concerns, repairs, and capital improvements.
Drivers: Regulatory Sustainability
Central San and the treatment plant have very proactive
safety programs that are administered by separate
committees. These committees are responsible for
addressing safety concerns at the treatment plant as
identified by the craftsmen or to respond to the ever-
changing regulatory requirements. Often this response
will require construction of a capital project.
The first three phases of this program addressed various
safety repairs and improvements.
Description:
The project will include minor treatment plant facility
improvements for safety.
In addition, the project will be coordinated with safety
improvements identified in the General Improvements program and the costs will be assigned to their
respective program.
Location(s): Miscellaneous areas around the treatment plant
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $100,000 $1007000 $0 $200,000
FY Total: $0 $1007000 1 $100,000 $0 $200,000
175
Capital Improvement Program—CIB Treatment Plant Program
Plant Operations Buildinq (POB) Seismic Upgrades
Project • : Seismic Upgrades'---- • •
Program: Treatment Plant Phase D
Project Manager: Jason DeGroot Priority Rank Critical
Department/Division. Engineering/Capital Projects Ranking Score 75
Concord % 100%
Purpose: PP .- Project Drivers_,,,,w
To improve the seismic safety of the Plant Operations Building. Aging Capacity
Infrastructure
Drivers:
Regulatory Sustainability
In January 2008, the State of 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 for the treatment plant
facilities (Martinez Wastewater Treatment Plant Seismic
Vulnerability Assessment of Selected Facilities,
December 2009 . Included in the evaluation were
recommendations to bring the Plant Operations Building
up to date with current seismic design standards.
The Plant Operations Building houses staff for the Plant
Operations and Plant Maintenance Divisions, the main F
Plant Control Room, Plant Control System servers, Board
Room, and the Multipurpose Room which also serves as
Central San's Emergency Operations Center.
Description:
Construct seismic improvements to the Plant Operations Building as recommended by the 2009
Vulnerability Assessment to improve seismic safety.
Location(s): Plant Operations Building
Project • •"
Phase:, Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $400,000 $0 $0 $400,000
Construction: $0 $0 $173007000 $0 $133003000
FY Total: $0 $4007000 $173007000 $0 $1,7003000
176
Capital Improvements Program—CIB General Improvement Program
CIB - General Improvements Program
The General Improvements Program is primarily concerned with property, administrative buildings,
management information systems including information technologies (IT), asset management, as well
as new equipment and vehicle needs of Central San.
Vehicle Replacement Program
The Capital Improvement Budget(CIB) includes a yearly allowance for the vehicles replacement
budget. Specific vehicles are replaced each year as approved through the annual budget process.
Equipment Acquisition
The Equipment subprogram comprises the items budgeted and purchased under the annual District
Equipment Budget, which is included in this document. The CIB includes an allowance for the
equipment budget. Specific equipment items are approved through the annual budget process.
Management Information Systems
The Management Information Systems subprogram reflects the importance of information
technology (IT) in the daily operation of Central San. Central San has developed an IT Master Plan
that envisions implementing specific improvements and extends several years into the future. An
allowance to meet anticipated future information technology needs has been included in the ten-year
Capital Improvement Plan. Funding for upgrades of Central San's Geographic Data Integration
systems and Enterprise Resource Planning software platform are included in the CIB.
General Projects
This subprogram includes improvements to the Headquarters Office Building, Collection System
Operations building and other properties, CIB legal expenses, easement and right-of-way acquisition,
and projects related to District property improvements.
Asset Management
Central San has invested significant resources in its assets, and the purpose of the Asset Management
Program, which includes Treatment Plant, Collection System, General Improvements, and Recycled
Water assets, is to optimize the lifecycle of these assets to deliver high quality and reliable services in a
sustainable manner for customers with an acceptable level of risk.
Example ofproject driver)
Each project is described on the following pages. Each project
summary includes project name, description,prioritization, purpose,
Aging Capacity location, budgetary information and drivers (i.e.; what is the main
Infrastructure impetus for a project). The main driver(s) for each project is (are)
identified by highlighting in orange background color and bold text.
Regulatory Sustainability Driver(s) that are not as significant or not relevant are displayed in
gray.
177
Capital Improvement Program-CIB General Improvements Program
All projects in the General Improvements Program are summarized; including all past, current, planned
budgets required to complete each project as shown on the following table 4:
CIB Table 4 - FY 2017-18 General Improvements Program Budget/Project Summary
• - 1 1 .� TotalJK7
-Date- AIL
JA
8207 General Security and Access $47,616 $67,000 $82,000 $692,000 $888,616
Geographic Data Integration (GDI)
8227 Treatment Plant $265,000 $160,000 $0 $0 $425,000
8230 Capital Legal Services $138,665 $20,000 $20,000 $160,000 $338,665
8236 District Easement Acquisition $143,047 $50,000 $50,000 $400,000 $643,047
Asset Management Program
8238 Development $1,989,185 $950,000 $500,000 $0 $3,439,185
Information Technology(IT)
8240 Development $2,418,794 $730,000 $830,000 $5,513,206 $9,492,000
8243 Server Room Relocation $455,430 $1,000,000 $280,000 $0 $1,735,430
8247* Property and Building Improvements $0 $400,000 $250,000 $2,500,000 $31150,000
8516 Equipment Acquisition $526,000 $150,000 $150,000 $1,600,000 $2,426,000
8517 Vehicle Replacement Program $524,000 $675,000 $650,000 $5,600,000 $7,449,000
TBD* Cyber Security $0 $75,000 $100,000 $800,000 $975,000
Total Program $6,507,737 $4,277,000 $2,912,000 $17,265,206 $30,961,943
*New Project included in FY 2017-18.
178
Capital Improvements Program-CIB General Improvement Program
General Security and Access
r1-__
• --A
• • No.
Program: I General improvements Phase C
Project Manager: Craig Mizutani Priority Rank Very High
Department/Division: Engineering/Planning & Development Ranking Score 60
Concord % TBD
Purpose:
Project
To improve safety for employees and the public, meet safety
standards, reduce Central San's exposure to liability, reduce Aging Capacity
property loss, and reduce operations and maintenance expenses. Infrastructure
Drivers: Regulatory Sustainability
Central San has experienced property losses in the past. Security
system improvements are routinely identified and refined.
It is possible that additional security measures for
essential public service facilities may be required.
Additionally, in 2016-2017, a comprehensive security
study was completed for major District facilities that
utilized the principles of AWWA J100 Risk Analysis and
Management for Critical Asset Protection methodology
gY
R
(RAMCAPO J100). BOO is a comprehensive approach
that enables the estimation of relative risks across w
multiple assets while considering both malevolent and
natural hazards. The RAMCAP method is a 7-step process
including: 1) Asset Characterization; 2) Threat
Characterization; 3) Consequence Analysis; 4)
Vulnerability Analysis; 5) Threat Analysis; 6)
Risk/Resilience 7 Analysis; and Risk/Resilience
Y )
Management.
Description:
Findings from this study that are applicable to non-treatment plant and properties will be implemented
under this Project. Some improvements may be implemented in collaboration with the capital projects
that were also identified under the same study. General security improvements include:
• Additional cameras for surveillance, alarm system upgrades for intrusion, and associated systems
• Access control improvements and additional card readers
• Perimeter fencing repair and gates
• Increased signage, improved lighting, and other miscellaneous security system improvements
Location(s): District-wide
•. Budgetject
Phase: Budget-to-Date FY 201 7-1 8 WFFYY '2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $477616 $677000 $827000 $6927000 $888,616
FY Total: $477616 $677000 $827000 $6927000 $888,61 6
179
Capital Improvements Program—CIB General Improvement Program
Geo,araphic Data Intearation (GDI) Treatment Plant
Project • No.
Program: General Improvements Phase P
Project Manager: Carolyn Knight Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 65
Concord % 100%
Purpose.
To support the asset management program by providing an effective Aging Capacity
Infrastructure
means of accessing treatment plant asset data through an interactive
map linked to multiple datasets. Regulatory Sustainability
Drivers:
So
After successful implementation of the collection system
GDI, it was determined that a similar web interface for '-Pr
� y
`•,� 1 4 7
the Treatment Plant would provide efficient access to e
asset drawings and data. a F
A pilot Treatment Plant GDI was developed and is
currently used by staff. r
Description: rid
- LN
�
The following major tasks are included in this project: �
�
r*
FM PL
�,
• Implement a geographically based asset management
tool for the treatmentp lant
• Work with staff to optimize interface and functionality
for accessing asset data
• Organize and gather asset data and link to Treatment Plant GDI
Location(s): Treatment Plant
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning:111 $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
�
Construction: $2657000 $1607000 $0 $0 $425,000
FY Total: $265,000 $160,000 $0 $0 $425,000
180
Capital Improvements Program—CIB General Improvement Program
Capital Legal Services
Projectp�
• • . • No.
Program- General Improvements Phase P
Project Manager- Russell Leavitt Priority Rank N/A
Department/Division: Engineering/Planning & Development Ranking Score N/A
Concord % 50%
Purpose.
To streamline therocessin of legal bills. Aging Capacity
p g g Infrastructure
Drivers:
Regulatory Sustainability
In the past, legal expenses were charged to individual
capital projects. This process required extra staff time
each month to review legal bills and get approvals
from several different project managers.
Description:
Capital legal service expenses are no longer charged to
individual capital projects. Instead, the processing of
legal bills is streamlined by charging legal expenses to
one capital account with four charge numbers for the
four programs. This reduces the amount of time all
parties musts end processing the legal bill.
y
Location(s): District-wide
Project • • -
ML
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $138)665 $20,000 $20,000 $1607000 $338,665
Design:q $0 $0 $0 $0 $0
Construction: $0 $0 $0 $01 $0
FY Total: $138;665 $20,000 $20,000 $160;000 $338,665
181
Capital Improvements Program—CIB General Improvement Program
District Easement Acquisition
• • • • • 'In Me
Program: General Improvements Phase P
Project Manager: Tom Godsey 7Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 65
Concord % TBD
Purpose: Project
To improve or acquire new property land rights for existing or new Aging Capacity
Infrastructure
sanitary sewers that are located on private properties and are not
associated with a current capital project for sewer renovation work.
Regulatory Sustainability
Drivers:
As capital projects are designed, sanitary sewer easements -,
may have to be acquired for those specific projects. This
project provides funds for the acquisition of easements for
projects where specific funds are not identified within the
sewer renovation capital improvement projects in the
Capital Improvement Budget(CIB).
Description:
Examples of easements that may be acquired through this
project include:
t
• Easements for existing sewers where no easements
currently exist
• Easements for sewers relocated through other public
agency projects
• Upgraded easements or access rights for existing sewers
• Upgraded easements for Central San's Outfall pipeline
• Easements for recycled water distribution pipelines
Location(s): District-wide
ProjectBudget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $143,047 $50,000 $50,000 $400,000 $643,047
Design: $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FY Total: $143,047 $507000 $50,000 $400,000 $643,047
182
Capital Improvements Program—CIB General Improvement Program
Asset Management Program Development
Project •Lement Program Development • •
Program- General Improvements Phase C
Project Manager- Dana Lawson Priority Rank Critical
Department/Division: Engineering/Planning & Development Ranking Score 70
Concord % 50%
Purpose:
To develop a comprehensive asset management program that
Project Drivers
Aging
optimizes the lifecycle of Central San assets and delivers high Infrastructure Capacity
quality and reliable services in a sustainable manner for customers
with an acceptable level of risk. Regulatory Sustainability
Drivers:
In FY 2014-15, a consultant was contracted to develop an asset management implementation plan and
Board Policy 15 was adopted regarding asset management.
The Asset Management Implementation Plan Dashboard
Summary Report was published in March 2015. The
elements identified were assigned by staff to existing CSO
projects where applicable, included in maintenanceminim
efforts as continuous improvement tasks, and the "`�1�~
#r.+l+aa
9'
remaining elements are being completed under this
proj ect.
Description:
Frrl..
��•a �
Implementation will require Central San staff time . 4 -�E - ._ _��_ T
.#.r.t+•E+r r•a+-,.s_r.!- h..y.:.+s.r-. s•:.ya:' FES •-{y..R • yea.+
_-r.+k.Fi-F Y.••w•+r♦f!' i+r+i:�4n _-�- � .•:*a upy y+
over the next two years to accomplish tasks such as
.rt,#...� w+ i r+r�t—•a i.,.li{'r.-r-a; S�Mlla� � #�+ • f�i}+'� �
the following: - - -
• Complete implementation of new CityWorks CMMS and improve functionality during roll-out
• Continued coordination and update of standard operating procedures, O&M manuals, shop, drawings,
and other reports
• Drafting to consolidate treatment plant as-built drawings and information
• Consolidate CCTV databases
• Update Asset Management Plan
• Utility locating and condition assessments of critical treatment plant piping
• Develop program management standards, and implement a Program Management Information
System(PMIS).
Location(s): District-wide
• • • -
Phase:� Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $171897185 $0 $0 $0 $1,189,185
Design: $0 $0 $0 $0 $0
Construction: $8007000 $9507000 $5007000 $0 $2,250,000
FY Total: $179897185 $9507000 $5007000 $0 $3,439,185
183
Capital Improvements Program—CIB General Improvement Program
Information Technoloci (IT) Development
Project Name Information • • •y (IT) Development Pr• - No. 8240
Program: General Improvements Phase C
Project Manager: John Huie Priority Rank Critical
Department/Division: Administration/Information Technology (IT) Ranking Score 70
Concord % 50%
Purpose: Project
To replace and upgrade information technology infrastructure Aging Capacity
p pg gy Infrastructure
and software as needed.
Regulatory Sustainability
Drivers:
An Information Technology Development Plan was ON _
developed to centralize efforts and funding in the - -�
development of computer and telecommunication
technology within Central San. Central San budgets IT on
Y
an annual basis.
The IT Master Plan was approved in 2015 and its
implementation is within the Capital Improvement
Budget (CIB) and the 10-year Capital Improvement Plan_
(CIP).
Description: _
This project is the implementation of the IT Master Plan.
Location(s): District-wide
• • •
-
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $2,4187794 $7307000 $8307000 $575137206 $9,4923000
FY Tota l: $274187794 $7307000 $830,000 $5,513,206 $934923000
184
Capital Improvements Program—CIB General Improvement Program
Server Room Relocation
• p�
• • • • • No.
Program: General Improvements Phase D/C
Project Manager: Jay Lin Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % 50%
Purpose: . Project Drivers
Aging Capacity
To relocate all servers, network, and other related computer Infrastructure
equipment from its current location in the Plant Operations Building
(POB) basement to more suitable location. Regulatory Sustainability
Drivers:
The server and equipment in the POB basement is critical
for day-to-day Central San operations, customer service,
communication, and information management.
This project was initiated after a mai or IT server failure at
the main network facility in the POB basement. The
existingserver room is a decommissioned laboratory
rY
room which is vulnerable to failures of nearby water and
wastewater process pipelines. Several alternatives for
relocation of the server room to a more reliable and -_
resilient location are being evaluated.
Description:
The following are major elements included in the project.
• Relocation of server, network, and related computer equipment to an existing or new Central San
facility
• Re-routing of communication cabling and conduits to the new facility
Location(s): Treatment Plant
• Wre F 0 or Z-1Z M-ENqq*
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $85,000 $0 $0 $0 $85,000
Design: $250,000 $0 $0 $0 $250,000
Construction: $120,430 $1 )000)000 $280,000 $0 $1,400,430
FY Total: $455,430 $1 ,000,000 $280,000 $0 $1,735,430
185
Capital Improvements Program—CIB General Improvement Program
Property and Buildinq Improvements
Project Name Property and Building Improvements Project No. 8247
Program: General Improvements Phase D/C
Project Manager- Tom Godsey Priority Rank Critical
Department/Division: Engineering/Capital Projects Ranking Score 65
Concord % TBD
Purpose: • ' '
Protect and enhance Central San's property through needed building Aging Capacity
improvements and replacement work. Infrastructure
p
Drivers: Regulatory Sustainability
Central San owns various properties surrounding the ,
treatment plant that require occasional additions, - "
improvements, and replacements, including the Imhoff ;
Triangle, the Kiewit parcel, 4849 Imhoff, 4737 Imhoff,
and others. The Kiewit parcel has served as a buffer zone
for the treatment plant. The Imhoff properties also serve as
a buffer between the treatment plant and nearby 4
neighborhoods, and are used as rental property and to ,
house some Central San work groups and equipment.
Central San also owns several buildings on its Treatment
Plant site in addition to the Collection System Operations
Building and Vehicle Maintenance Shop that house
additional staff and equipment.
Description:
This project will fund needed improvements to Central San's buildings, buffer properties, rental
properties, and the surrounding parking lots and grounds. The project may be combined with other
security and similar work in other capital projects.
Location(s): District-wide
Project • • -
Phase:j Budget-to-Date FY 201 7-1 8 FY 201 8-1 9 Future FYs Total
Planning:1 $0 $50,000 $0 $00 $503000
Design: $0 $1507000 $0 $0 $150,000
Construction: $0 $200,000 $250,000 $2,500,000 $23950,000
FY Total: $0 $4001000 $250,000 $2,500,000 $3,1 503000
186
Capital Improvements Program—CIB General Improvement Program
Equipment Acquisition
Equipment Acquisition •i e f&t NN•
Program: General Improvements Phase C
Project Manager: Amal Lyon Priority Rank Very High
Department/Division: Administration/Finance Ranking Score 55
Concord % TBD
Purpose: Wi •
I
To provide new, safe, and cost- Aging Capacity
effective equipment for operations Infrastructure
and maintenance of Central San facilities. �
Drivers: Regulatory Sustainability
A project is developed on a yearly basis to procure new
equipment required for operations and maintenance of
assets throughout Central San.
Description:
z
The following new equipment is scheduled to be F
purchased in FY 2017-18: _ ""
High Current Primary Injection Test $117500
System (Electrical Shop)
All-Test PRO 5 Motor Circuit Analyzer $19,545 ' ' -
y -
(Electrical Shop) C
Emerson 475 Field Communicator $67540
(Instrument Shop)
Cushman Titan 36 Volt Flatbed Cart $97102
(Mechanical Maintenance Shop) _
Scotchman 50514-EC Ironworker $177665 f
Mechanical Shop)
Portable Mobile Generator $767000
(Pumping Stations)
Contingency $97648
GRAND TOTAL $150,000
Location(s): District-wide
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $5267000 $1507000 $1507000 $176007000 $254265000
FY Total: $5267000 $1507000 $1507000 $176001000 $23426,000
187
Capital Improvements Program—CIB General Improvement Program
Vehicle Replacement Program
Project •lacement Program ProjectNo.
Program: General improvements Phase C
Project Manager: Amal Lyon Priority Rank Very High
Department/Division: Administration/Finance Ranking Score 55
Concord % TBD
Purpose.
- Aging Capacity
To provide safe and cost-effective vehicle replacement. Infrastructure
Drivers: Regulatory Sustainability
Central San will budget and acquire vehicles under this
project and use asset management principles and historic
replacement costs to provide an effective vehicle
replacement strategy. Staff, comprised of engineering and -
operations, has forecasted approximately $7.4 million in
vehicle replacement from FY 2016 - 2026. A yearly
budget (avg. costs in FY 2016- 2026 plan) will be used to
fund the project. Underspending in a year will result in a
carryforward to future years. This approach will also
recognize that due to long lead times, especially on
specialized vehicles such as vac and rodding trucks, the
budget for this program can carry forward to the next
fiscal year when delivery may take place. �
Description: .
�+k� `�;*+'y"'1:."4:. 11��1,d J'7V�''.rr,-a„ '�•+-e may', �7s�'1 �'k
v--„��F_;6+��1��. _amu '" ".��'i+: al°E 1 i Y r ti, '•.^'I,,�IyQ;','.r;a�3'ti ~ ,�_
The following vehicles are scheduled to be purchased in
FY 2017-18:
Three Quarter-Ton 4x2 Van $367250
Small Sport Utility, 4 Seater $327000
Three Quarter-Ton 4x2 Truck w/Lift Gate $407000
Three Quarter-Ton 4x4 Truck w/Lift Gate $417000
Half-Ton 4x4 Truck(2 Qty.) $827000
Construction Crew Truck(War-Wagon) $2407000
Boom Truck $1857000
Contingency $187750
GRAND TOTAL $6753000
Location(s): District-wide
•
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $0 $0
Design: $0 $0 $0 $0 $0
Construction: $524,000 $675,000 $650,000 $5,600,000 $734493000
FY Total: $524,000 $675,000 $650,000 $5,600,000 $734493000
188
Capital Improvements Program—CIB General Improvement Program
Cyber Security
• p�
• • No.
Program: General Improvements Phase C
Project Manager: John Huie Priority Rank Critical
Department/Division: Administration/Information Technology (IT) Ranking Score 65
Concord % 50%
Purpose:
Drivers
p
To assess cyber security threats and make improvements tocyber Aging Capacity
Infrastructure
security controls.
Drivers: Regulatory Sustainability
Cyber security is the top threat facing business and r 1001011 ,IV
critical infrastructure in the United States, according to 1101000
reports and testimony from the Director of National SELU
4
p Y _
Intelligence, the Federal Bureau of Investigation and the
Department of Homeland Security (Source: American - -
Water Works Association). Within the last two decades,
cyber security threats including cyber terrorism have
grown to a problem of concern. It is important that
Central San maintains a robust cyber security system to
prevent against cyber terrorism.
Cyber security improvements will be required to enhance
Y Y p q
the security and resilience of critical information
technology infrastructure, protect Central San data and
critical systems by deploying and maintaining appropriate
security controls, and to promote security awareness
among Central San employees.
Description:
This is an annual program that will assess cyber security threats and implement improvements to cyber
security as necessary.
Location(s): District-wide
Proje t R11rinat
Phase:� Budget-to-Date FY 201 7-1 8 FY 2018-19 Future FYs Total
Planning: $0 $0 $0 $00 $0
Design: $0 $0 $0 $0 $0
Construction: $0 $75,000 $100)000 $80070001 $9757000
FY Total: $0 $757000 $100)000 $800,000 $9757000
189
Capital Improvement Program—CIB Recycled Water Program
CIB - Rec cled Water Programy
Central San currently produces over 600 million gallons per year of recycled water use at the treatment
plant site, for irrigation customers, and for a range of commercial uses. Over 200 million gallons per
year of recycled water is provided to a variety of customers in Pleasant Hill, Concord, and near Central
San's treatment plant in Martinez. Recycled water is used for landscape irrigation at schools, parks,
private businesses, golf courses, street medians, and for commercial applications such as truck washing,
concrete manufacturing, dust control, and toilet and urinal flushing. Central San uses over 300 million
gallons per year at the treatment plant for process water and landscape irrigation for Central San
properties. Central San continues to pursue several projects as described in the following pages.
The major emphasis of the Recycled Water Program for the next fiscal year will be to begin planning
and preliminary design for improvements to Central San's existing recycled water treatment facilities
and related support facilities, to address aging infrastructure needs and maintain reliable recycled water
service to customers and for use at Central San's treatment plant. Central San will also continue efforts
to add new cost effective customers in Central San's Zone 1 service area, pursue outside funding
assistance (such as federal and state grants for all District recycled water projects), and work with water
supply agencies to develop recycled water supply alternatives.
Example of project driver(s)
. _ Each project is described on the following pages. Each project
summary includes project name, description, prioritization,
Aging Capacity purpose, location, budgetary information and drivers (i.e.; what is
Infrastructure the main impetus for project). The main drivers for each
p p J ) ( )
project is (are) identified by highlighting in orange background
Regulatory Sustainability color and bold text. Driver(s) that are not as significant or not
relevant are displayed in gray.
CIB Table 5 - FY 2017-18 Recycled Water Program Budget/Project Summary
Project • • - -• FY 1 118-
1VI • • .
Number • . 19
7306 Zone 1 Recycled Water $4677894 $307000 $407000 $4007000 $9377894
Recycled Water
7346 Distribution System Surge
Analysis $557000 $1007000 $0 $0 $1557000
7361* Filter Plant Improvements $0 $3307000 $5007000 $1273777000 $1372077000
Total Program $522,894 $460,000 $540,000 $12,777,000 $143299,894
*New Project for FY 2017-18.
190
Capital Improvement Program—CIB Recycled Water Program
Zone 1 Recycled Water
Project • • • No. 7306
Program. Recycled Water Phase C
Project Manager: Justin Waples Priority Rank Very High
Department/Division: Engineering/Planning & Development Ranking Score 50
Concord % 100%
Project Drivers
Purpose: Aging
To provide recycled water for landscape irrigation and other
Infrastructure Capacity
identified users within in the Zone 1 Project area, which includes
Pleasant Hill and portions of Concord and Martinez. Regulatory Sustainability
Drivers:
In 2001, Central San completed the Zone 1
Implementation Plan that provided estimated connection
costs and revenues for customers identified in the Zone 1 ,
Project Agreement with Contra Costa Water District.
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. --
� w
Central San staff evaluates potential new recycled water
landscape irrigation sites near the existing recycled water
distribution pipelines. New customers will continue to be
added to the recycled water distributions stem where
y y
technically and economically feasible.
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, which includes
Pleasant Hill and portions of Concord and Martinez.
Location(s): Zone 1 Recycled Water Distribution System- Pleasant Hill, Concord, Martinez
IF-
ProjectBudget---..i--
Phase:� Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $117,000 $0 $0 $0 $117,000
Design: $0 $0 $0 $0 $0
Construction: $350,894 $30,000 $40,000 $400,0000 $820,894
FY Total: $467,894 $30,000 $40,000 $400,000 $937,894
191
Capital Improvement Program—CIB Recycled Water Program
Recycled Water Distribution System Surge ,Analysis
Project • Water Surge • • 7346
Program: Recycled Water Phase P
Project Manager: Justin Waples Priority Rank Critical
Department/Division- Engineering/Planning & Development Ranking Score 65
Concord % 100%
- ,
Purpose: Aging
To conduct a pressure transient and surge analysis of the recycled
Infrastructure Capacity
water distribution system.
Regulatory Sustainability
Drivers:
The recycled water distribution system has experienced
several pipeline breaks over the last few years. An
analysis of pressures within the recycled water
distribution system during different operating conditions
is recommended to confirm whether or not the existing
recycled water surge tank is adequately sized given
current recycled water demands and operations, and to
optimize pumping operations and controls if required.
Description:
}
Several elements are included in this project:
• Monitor and evaluate pressure in the recycled water
distribution system
• Evaluate the size and optimization of recycled water
surge tank and pumps
• Evaluate opportunities to manage pressure transients
Location(s): Recycled Water Pumping, Zone 1 Recycled Water Distribution System
Project • • -
Phase:j Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $55,000 $100,000 $0 $04 $155,000
Design:l $0 $0 $0 $0 $0
Construction: $0 $0 $0 $0 $0
FY Total: $55,000 $1007000 $0 $0 $155,000
192
Capital Improvement Program—CIB Recycled Water Program
Filter Plant Improvements
Project • •vements Project No.
Program- Recycled Water Phase P
Project Manager- Dan Frost Priority Rank Critical
Department/Division- Engineering/Capital Projects Ranking Score 70
Concord % 100%
Purpose: Project Drivers
To rehabilitate and replace components of the existing filter plant Aging Capacity
recycled water facilities. Infrastructure p y
Drivers: Regulatory Sustainability
The recycled water facilities produce disinfected tertiary effluent
that meets Title 22 recycled water requirements and is used on-site
for utility water and is pumped offsite for various residential
and commercial recycled water uses. The filter plant and
related facilities were constructed in the mid-1970s and
some components have been replaced over time under
subsequent projects. The existing filter plant media has been
partially replaced on a routine basis over the years. The last -
partial media replacement effort was 15 years ago. The
electrical and instrumentation infrastructure is mostly i • ;
original, are showing signs of significant wear, and require i
replacement to ensure reliable utility water/recycled water
production. Opportunities to minimize energy demands and
reduce chemical dosing requirements will be included in the .
rehabilitation project in addition to replacing chemical
piping, valves, and pumps that are in poor condition. -
Description:
Several major elements are included in this project:
Rehabilitate and replace various electrical equipment (MCCs, switchgear, substation), PLCs, and
instrumentation at the filter plant
Replace filter media
Inspect and repair or replace filter underdrain system as required
Replace or rehabilitate coagulant flash mixing, backwash gates, applied water valves, applied water
pumps, and other miscellaneous equipment and valves
Replace sodium hypochlorite piping and pumps at Hypo Site 2 used for disinfection compliance with
Title 22 requirements
o Replace filter plant alum coagulant feed pumps, piping, and storage tank
Location(s): Filter Plant
Project Budget
Phase: Budget-to-Date FY 2017-18 FY 2018-19 Future FYs Total
Planning: $0 $330,000 $3307000 $0 $6603000
Des ign:11 $0 $0 $1707000 $170857000 $132553000
Construction: $0 $0 $0 $11 ,292,000 $11 3292 3000
FY Total: $0 $3307000 $5007000 $12,377,000 $13,207,000
193
Capital Improvement Program—CIB Recycled Water Program
Page Intentionally Blank
194
Ten-Year Capital Improvement Plan
Central San has developed aten-year Capital Improvement Plan(CIP) for Central San's capital facilities
and financing needs which has been updated based on the Comprehensive Wastewater Master Plan. The
CIP is updated every year. Specifically, the plan identifies and prioritizes capital projects needed to
accomplish Central San's Vision, Mission, and Values. It also includes planning-level 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 Central San'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 Central
San's Vision, Mission, and Values.
• Financing - Plan for sufficient financial resources to complete the projects proposed in the CIP.
The following Ten-Year Capital Improvement Plan section provides a general description of the plan
and a discussion of potential, unbudgeted future capital projects. As projects develop and are prioritized,
they are 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 major projects for the ten-year CIP are provided in the
Capital Improvement Plan sections for each of the four programs.
CIP Budget Process
This CIP assumes that funds will be available to support the plan. These funds come from all revenue
sources as discussed in the Financial Summary section. The only two discretionary sources of revenue
are the sale of bonds or adjustment of the capital component of the SSC. This document is for planning
purposes only. The Board of Directors has not yet voted to issue bonds to fund this planned program.
The plan is currently funded on a year-by-year basis when the CIB for the upcoming fiscal year 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 CIP.
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. Central San's Board has not yet voted to sell bonds to fund this
planned program. The plan is 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.
195
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year CIP Drivers
Projects included in the Capital Improvement Plan(CIP) address one of more of the four major drivers
for implementing capital improvement projects: 1) Aging Infrastructure, 2) Regulatory, 3) Capacity, and
4) Sustainability. Most project scopes include several project elements that address a range of drivers but
from a capital improvement perspective due to location, timing, or type of work, make sense to group
into a single capital project. Below is a description for each of the four major drivers:
1. Aging Infrastructure
This project driver describes projects required to maintain the performance and reliability of existing
assets to ensure reliable conveyance and treatment of wastewater. Central San operates and maintains
several billion dollars of assets, and several projects in each program have been initiated or are in
progress to meet the replacement or rehabilitation needs for Central San's infrastructure.
2. Regulatory
This project driver describes projects required to reliably comply with regulatory requirements that are
designed to protect human health and the environment, and includes planning needed to anticipate
potential future regulatory requirements. Regulatory drivers that may trigger capital improvement
projects include potential changes in future state and/or federal water, air, and solids regulations.
Potential regulatory drivers 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 micropollutants, 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 solids handling/management and disposal
regulations; recycled water, including potential coordinated projects with water agencies on Title 22,
indirect, and even indirect or direct potable reuse opportunities; and collection system regulatory
requirements such as the reduction of sewer system overflows (SSOs). Occasionally, improvements are
also required to improve the reliability of existing facilities to ensure 100 percent compliance with
regulatory permits and to ensure protection of human health and the environment.
3. Capacity
This project driver describes projects required to increase capacity of existing facilities to accommodate
planned growth for the communities Central San serves. Capacity drivers that may trigger capital
improvement projects include potential upgrades required to accommodate planned new and in-fill
residential, commercial, and industrial growth and development within Central San's service area.
4. Sustainability/Energy/Optimization
This project driver describes projects to minimize life-cycle costs, maximize benefits, and achieve
economic stability through optimization, resiliency, resource recovery, and energy projects.
Sustainability drivers that may trigger capital improvement projects include upgrades to strive towards
net zero energy, recycled water projects to ensure the reliable supply of recycled water for use at Central
San and for use by Central San's customers, and upgrades to improve the resiliency of Central San
facilities. Improvements to strive towards net zero energy, or energy self-sufficiency, include energy
efficiency measures such as installing more energy efficient equipment or treatment processes, and
renewable energy projects such as solar or wind.
196
Capital Improvement Program—Ten Year Capital Improvement Plan
Comprehensive Wastewater Master Plan
Central San started working on a Comprehensive Wastewater Master Plan(CWMP) project in June
2016. This CWMP helped determine the future capital improvement needs, and priorities for Central
San's collection system, wastewater treatment plant, and recycled water facilities. This project was
completed in June 2017.
Most of Central San'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. Central San recognizes the need to address
aging infrastructure and, thus, is developing an Asset Management Plan. Due to potential changes in
future State and/or Federal water, air, and solids regulations, there was 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 micropollutants, 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
solids 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 is an updated Capital Improvement Plan(CIP) for the next 20-year
planning horizon. The recommended CIP includes descriptions, rationales, and estimated costs for
collection system and wastewater treatment plant capital improvement projects and on-going programs
to address aging infrastructure, meet existing and anticipated regulatory requirements, accommodate
planned growth, optimize energy use, and implement Central San's vision for a "plant of the future" that
is consistent with Central San's Strategic Plan. For example, the CWMP is a critical tool used by Central
San to implement the following strategies from Central San's Strategic Plan (FY2016-2018):
• 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 CIP through prioritization, risk
analysis, while focusing on the sustainability of customer service, environmental needs, and economic
demands.
197
Capital Improvement Program—Ten Year Capital Improvement Plan
The CWMP is also a critical tool for maintaining a high level of service, establishing long-term fiscally
responsible policies for our customers, and providing a clear direction for Central San. To accomplish
this, the CWMP:
1. Confirmed CIP projects, costs, and site layouts for future facilities.
2. Identified linkages among the major capital improvement projects and repair and replacement
strategies such that the projects can be re-sorted and re-scheduled as changes in planning assumptions
and needs occur.
3. Identified triggers for implementing applied research (if applicable), preliminary design, design, and
construction of the recommended capital improvement projects to determine efficient"just-in-time"
project implementation.
4. Identified new or updated policies, programs, and guidelines for the Board considerations 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. Confirmed and incorporate operations, maintenance, and energy management strategies.
6. Accelerated and coordinated 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 Central San's CIP. Central San's
CIP will be updated annually as projects are clarified and coordinated with Central San's CWMP.
198
Capital Improvement Program—Ten Year Capital Improvement Plan
CIP-Treatment Plant Program
The Treatment Plant Program includes projects that will address aging infrastructure needs, meet
regulatory requirements, address any hydraulic or process capacity deficiencies, and improve
sustainability or help meet sustainability related goals. The emphasis of the Treatment Plant Program for
the Ten-Year CIP will be on the repair and replacement of aging treatment plant infrastructure,
improving existing facilities to ensure reliable compliance with increasingly stringent regulatory
requirements, improving the resiliency of existing facilities against security threats and natural hazards
such as seismic and flooding events, and improving overall energy efficiency.
Central San staff will continue to evaluate treatment alternatives and applied research projects and pilots
to address potential nutrient removal regulations, to confirm the optimal long-term solids handling
strategy, and to strive closer to net zero energy in support of Board Policy 027—Energy.
The following tables identify major projects in the 10-year CIP Treatment Plant Program. The projects
have been grouped into one of three project categories: 1) Liquid Treatment Process, 2) Solids Handling
Process, or 3) General Treatment Plant and Safety Improvements.
Ten-Year Capital Improvement Plan Treatment Plant Program Projects:
Liquid Treatment Process
• V V
• • • •
T_
Implement improvements for wet weather
Headworks, Wet flow management and holding basin
Wet Weather Flow operation such as raw wastewater
g Basins g
Management 2022 to 2026 Weather Holding diversion pipeline, drain back pumping,
sixth influent pump, and improved basin
grading and drainage.
Construct up to two additional primary
sedimentation tanks and corresponding
� p Primaries p (g )
Prima Expansion 2023 to 2027 Pre-aeration, new re-aeration (grit removal tank,
improve wet weather grit handling, and
replace primary sludge pumps.
If required by regulations, construct
Nutrient Removal Primary chemically enhanced primary treatment Optimizations (BACWA 2020 to 2024 Sedimentation Tanks, (CEPT) and modify A/N tanks and
Level 1) A/N Tanks secondary treatment process tooperate
in split treatment mode with one half
performing nitrification.
199
Capital Improvement Program—Ten Year Capital Improvement Plan
Project • • • •
r r__
Increase secondary treatment wet
weather capacity to accommodate 20-
Secondary Treatment Secondary Clarifiers, year wet weather storage event. This
Hydraulic 2024 to 2028 UV Channel, Final includes a mixed liquor flow split structure
y for the secondary clarifiers, up to two
Improvements Effluent Channel additional secondary clarifiers, and mixed
liquor channel improvements such as new
gates.
Increase wet weather capacity through
UV Disinfection and Final Effluent
UV Hydraulic UV Channel, Final Channel to accommodate 20-year wet
y 2019 to 2021 weather storage event. This includes low
Improvements Effluent Channel liftum s to alleviate UV channel
p p
hydraulic bottlenecks and installing a new
parallel final effluent pipe.
UV Disinfection Replace the aging existing UV
Replacement 2019 to 2024 UV Channel Disinfection process with a new, more
p energy efficient UV Disinfection process.
Inspect the condition of several large-
diameter, critical pipelines on the
treatment plant site such as primary
Condition Assessment effluent, mixed liquor, secondary effluent,
of Buried Pipelines 2019 to 2021 Treatment Plant final effluent pipelines, and wet weather
bypass pipelines. These inspections will
require complicated shutdowns and
temporary bypass pumping and piping.
Ten-Year Capital Improvement Plan Treatment Plant Program Projects:
Solids Handling Process
• • • Desg!ption�)
If a Bioenergy project such as gasification
has not been proven as a long-term
solution, then Central San could initiate
potential upgrades to the existing Solids
Handling Facilities such as installation of
Solids Handling Facility 2021 to 2028 Solids Conditioning two anaerobic digesters and high
Improvements— Phase 2 Building strength waste receiving facility. In
addition, rehabilitation of aging critical
electrical infrastructure, replacement of
the cogeneration turbine will be required,
and other miscellaneous solids handling
facility equipment will require upgrades.
200
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year Capital Improvement Plan Treatment Plant Program Projects:
General Treatment Plant and Safety Improvements
Project • • Description_j
Present Continued hardware and software
PLC Systems Upgrades through 2027 Treatment Plant replacement and upgrades to maintain
g programmable logic controllers (PLCs).
Continued planning to identify potential
capital improvement projects required to
Treatment Plant Present Treatment Plant address aging infrastructure needs,
Planning through 2027 regulatory drivers, capacity deficiencies,
and sustainability and optimization
opportunities.
Treatment Plant Urgent Present Complete immediate electrical,
Treatment Plant mechanical, and other miscellaneous
Repairs through 2027 urgent repairs within the treatment plant.
Applied Research & Present Implement applied research projects that
Innovations through 2027 Treatment Plant evaluate promising and innovative
g technologies and processes.
Excavate and re-locate Surcharge Pile
Relocation Basin A South p
Surcharge Soil Pile 2020 to 2023 Surcharge Pile, soils to Basin A South and replace soil
cap.
Complete an evaluation and
implementation plan for upgrade and
Treatment Plant SCADA 2019 to 2023 Treatment Plant replacement of the supervisory control
Improvements and data acquisition (SCADA) system,
PLCs, and communications networks,
and determine workforce planning needs.
Complete resiliency evaluation of network
Treatment Plant system and evaluate needs for
Network Resiliency 2023 to 2027 Treatment Plant redundancy in communications,
Evaluation information systems, and process control
systems.
Fire Protection System Continue phased upgrades and
y 2019 to 2022 Treatment Plant replacement of the fire alarm systems
—Phases 3 through 6 throughout the treatment plant.
201
Capital Improvement Program—Ten Year Capital Improvement Plan
Project • •n Desc&tion
Implement upgrades to the Warehouse
Warehouse Seismic 2022 to 2025 Warehouse Building to meet current seismic design
Upgrades standards and improve overall seismic
safety.
Implement upgrades to the Laboratory
Laboratory Seismic 2022 to 2025 Laboratory Building Building to meet current seismic design
Upgrades g standards and improve overall seismic
safety.
Filter Plant, UV, Implement seismic upgrades to
Miscellaneous Seismic Headworks, Fuel Oil, g
Upgrades 2022 to 2025 Hypo Tanks, miscellaneous structures and process
g equipment around the treatment plant.
Substations
Treatment Plant Safet Continue to implement safety-related
y
Enhancements Phases 2019 to 2027 Treatment Plant enhancements around the treatment
plant to proactive) address safety
5 through 11 y y
concerns.
This program will fund aging
infrastructure projects around the
treatment plant. Aging infrastructure
needs will continue to be packaged
Aging Infrastructure 2019 to 2027 Treatment Plant together and implemented as spinoff
Replacement Program capital projects from this program (for
example, piping replacement projects,
equipment replacement, and
electrical/instrumentation/control systems
rehabilitation).
Install user-friendly human machine
Plant Operations & Lab interface (HMI)that integrates control
p 2019 to 2021 Treatment Plant system data and laboratory data for
Data Improvements improved process analysis, trending, and
optimizations.
202
Capital Improvement Program—Ten Year Capital Improvement Plan
CIP - Collection System P
The Collection System Program includes projects that will address aging infrastructure needs, meet
regulatory requirements, address any capacity deficiencies, and improve sustainability or help meet
sustainability related goals. The emphasis of the Collection System Program for the Ten-Year CIP will
be on rehabilitating and replacing aging sewers, new development and sewer expansion by developers
within Central San's service area, upgrading aging pump stations, and implementing large-diameter and
force main inspection programs. The inspection programs will help to update the condition of existing
infrastructure and to confirm the timing and cost of rehabilitation or replacement of large diameter
sewers and force mains. Overall, these projects are targeted at reducing the risk of sewer system
overflows (SSOs) in Central San's collection system.
Central San staff will continue to update the new collection system hydrodynamic model (Info Works®)
to confirm the need and timing for future projects required to alleviate capacity deficiencies.
Additionally, Central San staff will continue to update the sewer replacement strategy and update
collection system capital improvement aging infrastructure needs using the recently implemented
InfoMaster® sewer replacement and degradation model and through updated information obtained
through inspection programs, including Central San's annual closed-circuit television(CCTV) program,
annual cleaning efforts and data, and input from Collection System Operations staff.
The InfoMaster®program uses CCTV inspection scoring results, sewer cleaning frequency data, pipe
age, and other information to assign a likelihood of failure score to each pipe segment in the collection
system. The consequence of failure for each pipe segment was determined using factors such as pipeline
size, flow conditions, proximity to waterways, hospitals, schools, and roads. The overall risk of each
segment based on the likelihood of failure and consequence of failure scores, and a decision matrix
developed through workshops with staff were used to prioritize the replacement of each pipe segment.
The InfoMaster® then helps to develop a long-term sewer replacement strategy or program based on the
timing/prioritization, and cost for sewer replacement needs. Staff will then work to group sewers of
concern geographically and bid as capital projects.
The following tables identify major projects in the 10-year CIP Collection System Program. The
projects have been grouped into one of five project categories: 1) Collection System Rehabilitation and
Replacement(R&R), 2) Pump Stations, 3) Regulatory Compliance, 4) Collection System Expansion,
and 5) Contractual Assessment Districts (CADS) and Development Sewerage.
203
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year Capital Improvement Plan Collection System Program Projects:
Collection System R&R
Project Titi Year(s Location DescriptionW
Completed immediate repairs to restore
and protect sewers and address safety
hazards as issues are identified by field
Collection System Present Collection System crews.
Urgent Repairs through 2027 Improvements
ements include repairing damaged
or failed sewers identified during routine
cleaning operations, CCTV operations,
and during wet weather events.
Manhole Modification Present This program will fund manhole
Project through 2027 Collection System modifications and replacement
g throughout the collection system.
Present Implement pipe bursting repair projects to
Pipe Bursting Contract through 2027 Collection System address pipelines that require immediate
g action.
Present Implement cured-in-place (CIPP) repair
t
CIPP Contract through 2 t Collection System projects to address pipelines that require
g immediate action.
This program will fund rehabilitation and
replacement of aging sewers throughout
Collection System Present the collection system. Aging infrastructure
y Collection System needs will continue to be identified,
Sewer Renovation through 2027 prioritized by risk, and packaged into
capital projects by geographical areas
throughout the collection system.
204
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year Capital Improvement Plan Collection System Program Projects:
Pump Stations
Project • • • •
Rehabilitation and replacement of
Pump Station miscellaneous pumps, piping, valves, and
Equipment& Pi in Present Miscellaneous Pump other equipment identified in the field.
Piping through 2027 Stations Acquire necessary pump station
Replacement—Phase 2 emergency response equipment and
critical spare parts.
Pump Station PLC 2021 to 2023 Miscellaneous Pump Upgrade outdated PLC software
Upgrades Stations language for all 16 pump stations.
Flush Kleen, Implement major pump station upgrades
Buchanan North & � g
Pump Station to address structural, mechanical,
Improvements 2020 to 2023 South, Concord electrical, instrumentation, and other
p Industrial, and Other
Pimprovements.
Pump Stations
205
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year Capital Improvement Plan Collection System Program Projects:
Regulatory Compliance
--"Rwesc
Project TRW—, Year(s) Location OJ
Continued planning to identify potential
capital improvement projects required to
Collection System Present Collection System address aging infrastructure needs,
Planning through 2027 y regulatory drivers, capacity deficiencies,
and sustainability and optimization
opportunities.
Continued build-out of the collection
Collection System Present system modeled network to include areas
y Collection System of planned development, and other major
Modeling Support through 2027 upgrades and updates to the hydraulic
g Y
model.
Phased inspection program for large-
Large Diameter Pipeline Present Collection System diameter trunks and interceptors to
Inspection Program through 2027 update condition and prioritize
rehabilitation and replacement needs.
Force Main Inspection Present Phased inspection program for force
p Collection System mains to update condition and prioritize
Program through 2027 rehabilitation and replacement needs.
Implement miscellaneous relief projects
Wet Weather Capacity 2020 to 2027 Collection System for sewers identified by the collection
Improvements y system hydraulic model as having wet
weather hydraulic capacity deficiencies.
Ten-Year Capital Improvement Plan Collection System Program Projects:
CADS and Development Sewerage
Location Description
Development Sewerage Present Capitalized staff labor and expenses for
p g District-Wide the survey, right-of-way for construction of
Support through 2027 developer installed sewer facilities.
206
Capital Improvement Program—Ten Year Capital Improvement Plan
CIP - General Improvements Program
The General Improvement Program includes projects that will address aging infrastructure needs, meet
regulatory requirements, and improve sustainability or help meet sustainability related goals. This
includes implementing property and building improvements, addressing equipment needs, acquiring new
properties if required, covering capital project legal expenses, completing development of the Asset
Management Program, information management system and data management system upgrades, general
security improvements, and cyber security. Many of Central San's building are over 25 or more years of
age and are starting to require general building upgrades for the interior and exterior of the buildings
such as painting, replacing ceiling tiles, upgrading fixtures, replacing roofs, replacing worn furniture and
other equipment, and upgrading buildings to meet current seismic standards. The emphasis of the
General Improvement Program for the Ten-Year CIP will be on upgrading many of those aging
buildings. In addition, Central San will continue to require routine acquisition of new equipment, vehicle
replacement, security improvements, and information technology improvements, and improved cyber
security.
The following tables identify major projects in the 10-year CIP General Improvements Program. The
projects have been grouped into one of five project categories: 1) Vehicles and Equipment Acquisition,
2) Buildings and District Property, 3) Asset Management Program Development, and 4) Information
Technology Development.
Ten-Year Capital Improvement Plan General Improvements Program Projects:
Vehicles and Equipment Acquisition
OwrojectM • •n IMI Description
Present Acquisition of new equipment for
Equipment Acquisition through District-Wide operation and maintenance of District
2027 assets.
Vehicle Replacement Present Continued replacement and
Program through District-Wide acquisition of new District vehicles.
g 2027
207
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year Capital Improvement Plan General Improvements Program Projects:
Buildings and District Property
Project Titlld� Year(s) _X=Plocation cription -s
Present Improvements to Central San's
Property and Building through District-Wide buildings, buffer properties, rental
Improvements properties, and the surrounding
2027 parking lots and grounds.
Present Improve or acquire new property land
District Easement Acquisition through District-Wide rights for existing or new sanitary
q g sewers that are located on private
2027 properties.
Present Continued implementation of general
General Security and Access through District-Wide security improvements for District
2027 buildings and properties.
Ten-Year Capital Improvement Plan General Improvements Program Projects:
Asset Management Program Development
Project4411. V • •Fr P •tion
Present Implementation of a Program
Program Management Though District-Wide Management Information System to
Information System implement the CIP and coordination
2027 with the Asset Management Program.
g g
Ten-Year Capital Improvement Plan General Improvements Program Projects:
Information Technology Development
• • •nw) r Description
Information TechnologyPresent Continued implementation of District-
Development
through District-Wide wide information technology (IT)
Development 2027 improvements.
Present Improvements to enhance cyber
Cyber Security through District-Wide security and resilience of critical
2027 information technology infrastructure.
208
Capital Improvement Program—Ten Year Capital Improvement Plan
CIP - Rec cled Water Programy
The Recycled Water Program includes projects that will address aging infrastructure needs, meet
regulatory requirements, address any capacity deficiencies, and improve sustainability or help meet
sustainability related goals. The emphasis of the Recycled Water Program for the Ten Year CIP will be
on continued expansion of the Zone 1 Recycled Water Program in support of Board Policy 019 -
Recycled Water, implementing improvements to the existing recycled water filter plant and related
support facilities to address aging infrastructure to ensure reliable supply of recycled water, replacing
and installing new clear well liner and covers, and initiating ongoing rehabilitation and replacement of
recycled water distribution system assets.
Central San staff will continue to explore and plan for other potential recycled water projects and related
improvements and expansions that may be required. These other projects will likely involve the
wholesale of recycled water to a water purveyor. The following table identifies major projects in the 10-
year CIP Recycled Water Program.
Ten-Year Capital Improvement Plan Recycled Water Program Projects:
7rowiect • • • •
Continue to expand Zone 1 Recycled
Water Program, where cost-effective,
for landscape irrigation at schools,
Present to Zone 1 Area within parks, private businesses, golf
Zone 1 Recycled Water 2027 Concord, Martinez, courses, street medians, and for
and Pleasant Hill commercial applications such as truck
washing, concrete manufacturing,
dust control, and toilet and urinal
flushing.
Improve the existing Clearwell and
provide redundancy for recycled water
storage. This project includes
Clearwell Improvements 2023 to Recycled Water replacing the existing East Clearwell
p 2025 Facilities liner and cover and installing a cover
on the West Clearwell, which will
allow for preventive maintenance of
an offline Clearwell.
Implement a recurring rehabilitation
Zone 1 Area within and replacement program for recycled
Recycled Water Distribution 2020 to Concord, Martinez, water distribution system assets such
System Renovations 2027 as the recycled water surge tank,
and Pleasant Hill distribution piping, valves, and flow
meters.
209
Capital Improvement Program—Ten Year Capital Improvement Plan
Ten-Year CIP Expenditures
The Ten-Year CIP provides a basis for policy decisions concerning Central San's long-range Capital
Improvement Program and management of the Sewer Construction Fund. The Ten-Year CIP also serves
as the capital improvement expenditure basis for performing the fee analysis.
This plan includes projected expenditures totaling $872.7 million(in 2017 Dollars) over the 10-year
period from FY 2017-18 through FY 2026-27.
A summary of the planned expenditures by program, without inflation, for the Ten-Year CIP is included
in the Table 1 on the next page.
Illustration of a potential Central San Plant of the Future
Fvlv,Q-CEC Pq-rnowhl
Walgir
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N1 e�, mu rrl and EAM Cor&
- Pump.;Ya+,on
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t
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:7r .a - - r- Ria Fkmjd Prfit+wbo n L ire - -
'-fSLIPPod.'sem =r:1'klr�ti4�E�
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� ,F _ Capacity �,:Scnitwbet Ae placer'n4ni &U st-onab Irty
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n lnlr=rtrc'umf
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'
vcmmingy Rormvat ark:�)wrtctgoar DRAFT
AM Stpndtvy _. Add IrMuvnt Pump wid CDn vert PLANT OF FUTURE
7 P.!aT A�I+rw E Irr�+I�or°,.abF�Topa
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nT tmprQvginifn"d G ret Irfr X0VWriI1M 9z C;E',J.l I QN lam,-�O ,,S,-N,7,ARV p4}TR 1C T
J WASMWA TER VA5a
210
Table 1 -Ten Year Program Estimated Expenditure (2017-2027) -Summary by Program (in 2017 Dollars)
• • 1 1 •` a W&4*vIP411L A MMUIM. 1 1 1 1 1 1 •
1 2 3 4 5 6 7 8 9 10 Unescalated
Liquid Treatment Process $ 618701000 $ 413631000 $1317011060 $ 1071427940 $2416031000 $2911301000 $3171541000 $ 1110581000 $ 2014561000 $ 2210117000 $ 17314891000
Solids Handling Process Treatment $ 312251000 $ 814001000 $1914941000 $2475381000 $ 915817000 $ 1016151000 $ 513421000 $2410381000 $ 2410381000 $ 2410387000 $ 1531309,000
General Treatment Plant Improvements and Safety $ 7,9507000 $ 5,9447000 $177310,000 $ 1319337000 $12,000,000 $ 161784,000 $ 1511437000 $ 874731000 $ 107649,000 $ 1175371000 $ 1197237000
Total 10-Year CIP for Treatment Plant Program $ 18,045,000 $18,707,000 $50,505,060 $48,613,940 $46,184,000 $56,529,000 $51,639,000 $43,569,000 $ 55,143,000 $ 57,586,000 $ 446,521,000
Collection System Replacement and Rehabilitation (R&R) $ 1610001000 $ 1318501000 $22,8591000 $2378237000 $2871871000 $33,1481000 $367604,000 $4010491000 $ 40,2951000 $ 4312627000 $ 29810771000
Pump Stations $ 110171000 $ 210957000 $1111087000 $ 1215881000 $ 915381000 $ 118961000 $ 1001000 $ 1001000 $ 1001000 $ 1007000 $ 3876421000
Regulatory Compliance $ 6257000 $ 6351000 $ 170907000 $ 9907000 $ 111151000 $ 171157000 $ 9907000 $ 9901000 $ 9901000 $ 177401000 $ 1012801000
Contractual Assessment Districts (CRDs) - Development Sewerage $ 850,000 $ 600,000 $ 6001000 $ 600,000 $ 600,000 $ 6001000 $ 6001000 $ 6001000 $ 600,000 $ 600,000 $ 61250,000
Total 10-Year CIP for Collection System Program $ 18,492,000 $17,180,000 $35,657,000 $38,001,000 $39,440,000 $36,759,000 $38,294,000 $41,739,000 $ 41,985,000 $ 45,702,000 $ 353,249,000
Future Recycled Water Development Planning $ - $ - $ 751000 $ 75,000 $ 757000 $ 751000 $ 757000 $ 75,000 $ 751000 $ 757000 $ 6007000
Existing Zone -1 $ 30,000 $ 401000 $ 501000 $ 501000 $ 501000 $ 501000 $ 507000 $ 501000 $ 50,000 $ 507000 $ 4707000
Existing Recycled Water Treatment Facilities R&R $ 4307000 $ 5007000 $ 11085,000 $ 576461000 $ 57646,000 $ - $ 17522,000 $ 879747000 $ - $ - $ 237803,000
Total 10-Year CIP for Recycled Water Program $ 460,000 $ 540,000 $ 1,210,000 $ 5,771,000 $ 5,771,000 $ 125,000 $ 1,647,000 $ %09%000 $ 125,000 $ 125,000 $ 24,873,000
Vehicles Replacement $ 6757000 $ 6507000 $ 8007000 $ 8001000 $ 8007000 $ 8007000 $ 8001000 $ 8001000 $ 8001000 $ 8007000 $ 777257000
Equipment Replacement $ 1501000 $ 1501000 $ 2007000 $ 2001000 $ 2001000 $ 2007000 $ 2001000 $ 2007000 $ 2001000 $ 2001000 $ 179001000
Buildings and District Property $ 115171000 $ 6621000 $ 9967000 $ 4967000 $ 3501000 $ 3507000 $ 3501000 $ 3507000 $ 3501000 $ 3507000 $ 517711000
Capital Legal Services $ 20,000 $ 201000 $ 201000 $ 201000 $ 20,000 $ 201000 $ 207000 $ 201000 $ 201000 $ 201000 $ 2007000
Asset Management Program Development $ 111101000 $ 5007000 $ 1001000 $ 1001000 $ 1007000 $ 1001000 $ 100,000 $ 1001000 $ 100,000 $ 1001000 $ 274107000
Information Technology Development $ 8051000 $ 9307000 $ 173401000 $ 3287000 $ 178281000 $ 277031000 $ 3287000 $ 173287000 $ 3287000 $ 171001000 $ 1110187000
Total 10-Year CIP for General Improvements Program $ 4,277,000 $ 2,912,000 $ 3,456,000 $ 1,944,000 $ 3,298,000 $ 4,173,000 $ 1,798,000 $ 2,798,000 $ 1,798,000 $ 2,570,000 $ 29,024,000
Program Contingency $ 1,500,000 $ 115001000 $ 2,0001000 $ 2,000,000 $ 2,0001000 $ 27000,000 $ 21000,000 $ 21000,000 $ 2,000,000 $ 21000,000 $ 191000,000
Total 10-Year CIP for General Improvements Program $ 4237743000 $4038393000 $9238283060 $9633293940 $9636933000 $9935863000 $9533783000 $9932053000 $ 10130513000 $ 10739833000 $ 87236673000
211
Debt Program
Central San 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, Central San
is repaying a State of California Water Reclamation Loan and 2009 Revenue Bonds. Central San may
issue new bonds in the future based on the results of the Comprehensive Wastewater Master Plan that is
currently in process. Central San's Debt Service is presently funded by ad valorem tax and interest
income. Debt service is projected at$3.8 million,unchanged from Fiscal Year 2016-17. Table 1
summarizes the Debt Service Fund Budget.
Table 1 - Debt Service Fund Budget Summary
slip
De bt Se rvice Fu nd FY 2017-18
Debt Service Revenue:
Reserve Account Bond Interest Income r7
Ad Valorem Ta (portion allocated to Debt Service) $3.r77 r399
Total Revenue S3,81-9,
De bt Se rvi ce E pen s-e:
200 Bond Interest Payment and Amortized Costs, Less Subsidy on B Bs 1.r198r221
6.9% reduction of tax subsidy due to congressional sequestration $28.p759
Recycled Water Loan Interest Payment $4.p742
Tota I I me re 5t Paym a nt a n d Aro orti zati on Costs Slp231J22
20013 Bond Principal Payment $?_.r4O-5.pOW
Recycled Water Princip-al Payment $1.92.p377
Total Pri n ci pea I Payments S2.p 587.p377
Tota I De bt Se rvi ce I me re st., Aro orti ze d Cost a nd Pri n ci pa I Payor a ntsS3.P-919.P099
Reserves:
Fund Balance-Beginning of Year -
Revenue over Expense -
Tr a n s fe r-to/fr-o m O&M or Capital -
Fund Balance-End of Year
Revenue Bonds
The 2009 Wastewater Revenue Certificates of Participation, Series A and Series B (Bonds) were issued
for $19.6 million and $34.5 million, respectively,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
213
Debt Program
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 $30.0 million in new proceeds with yields ranging from .40%to 3.79%.
The two bonds total $54.1 million, and are secured by a pledge of tax and net (revenues of the)
wastewater system. Both bonds will be fully amortized September 1, 2029.
Reclamation Loan
Central San entered into a contract with the State of California State Water Resources Control Board
(Board), which advanced Central San $2.9 for design and construction costs for projects related to
recycled water treatment programs. Central San must repay advances from the Board over a 20-year
period ending in Fiscal Year 2017-18. Figure 1 and Table 2 summarize Central San's debt service
obligations. Figure 1 shows debt service on currently outstanding debt; debt service costs for future debt
would be additive.
Figure 1 - Debt Service by Type
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Ln Q0 rl- 00 01) O rI N m � Un Q0 rl- 00 rn O rI N m u1 (Z r*_ M M O rI N m � Un (10 r*_ M M O
01 01 01 01 0 0 0 0 0 0 0 0 0 0 0 rl rl rl rl rl rl rl rl rl � N N N N N N N N N N M
�n l0 I, 00 O1 O rl N r� 4 Ln � � 06 O1 O rl N c; 4 Ln l0 r*_ 00 O1 r
O � N r� 4 Ln l0 I- 00 O1
O1 O1 O1 M M M 0 0 0 0 0 0 0 0 0 0 rl rl rl rl rl rl rl rl r- r- N N N N N N N N N N
01 01 01 01 01 01 O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O
rl rl c-I rl rl rl N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N
■1994/1998/2002 Refunding Revenue Bonds ■2009 Bonds ■Recycled Water Loan
214
Debt Program
Table 2 - Debt Summary
199999812002 Refunding Revenue BDnds 20019 Bonds Recycled Water Loan
Amcm7.oration
Fiscal Year Principal -Aimortization Total Debt Pfincr-pal &Lnt-erest Total Debt Pn-nctpal Interest Total Debt
Interest Service SeMce senice
1994-95 W8,127 S688.12-7
1995-% $1.45U-340 S 145 ,53`0
1996-97 5755,000 51,459,741 S2214 141
1142 -5
1997-9S $7901000 5 1,4 2 1S-�
72 412, 'A
1999-99 SS3115,000 S1,150.1�- S13985,177 S 139.194 S47,925 S187,119
V000 S 1,22 1 TS98 S 1,'946:598 S 114,900 S72r219 S I S .119
2000-01 S1.245.(*O S 1,l l,31S 2;.4 2 6 1.3,5 6 S11707 S 6 9 r-1 3?
-1001-01 SUSMOO S1,195,057 52,480,051 S120,952 S456,167 S187,119
1002-03 S1330000 51,53 680 S�162; J�
6SO S124097 $6 022 S197 119
S187,119
32S5M96
I003-0404 Sill 51000 S1,790,547 S 3'.165,547 S1,2311IJ 3
N04-05 $1,995,000 $%719-72 S3,714r372 S130 634 $364S6 S187.119
1�- 01 T t
2005-06 5ZO60,000 S1,641,21 14 S3,701,214 S13,00 55.3,089 S187,119
2006-07 S-) 1%
C. > -.� 44 13 S49(a4 S187 119
'1,15,000 S1,559,500 S-.�,694,500 SLU T T
A)c --3 52.210,WO 51,472.I H 53,682,11 S141,090 S46.029 SIIS-119
2005- S7 119
!F75 9 S 4 2,-3 6 0 sis
0952,300,000OOD l SS-3,679 326 S144
1009-10 S2r3190 000 S190068 S2 580;.069 5l,2551§07 S 1.2 5 5,607 5149 AJ22 538.597 S1S7*119
r
1010-114S7 16S S152394 S34 7.3%5 S187
S3.14,60tOOO S21027,168 S51r I I 119 T
2011-12 S3,46%000 $1*888,601 $3 315.3,60 1 515646 5.302773 5187,119
2012-13 3, 5:000 51,775"376 S5,380.3776 5160,411 S26,705 $I S7.rl 19
1013-145I57,119720 Dw Sl*94lrO16 $5661,016 $1&, 1SIS
SIR' IM $225T
119
201-t-15 5-3, r0 51.4 x.5 13 55.339,513 5165.561 SIS,258 S18711
2015-16 S2 IO OO S11375,090 SIN t5ntogo sl $13*865 SIS7,119
S2
2016.17 2,3M TOOO $1,275346 53r575,346 5177P156 591,363 S157,119
1017-1 2145,0S1,198,221 S3,603LI Sri S-1 ,742
51 S".119
1h Ak
2018-19 S2,490,DD0 $111031530 S.T5 ..:030
,019-?O ?,MW S 1,.ODD,9,96 S3,580.996
0,2 -?15000 59073S.31. 1 5 S :3
8
2021-22 SZ785,DW 5792 406 S.P%
�,577.4M
2022-23 S2P9M2MO S673;79,4 53794
t 573t
2023-24 S3,015,000 S549,015 53,564,015
*2024-25 S 1?905 31 -3Z $2 T-14,23-
1) `97 S 1'62."97
.025-26 S1,,975,.MO S.3 8 7 2.) - 1.7.1� ..)
2026-27 SZO60,000 SM,296 52,3601,296
2027+')8 UP 145 TDOO 5209A76 S2$3541576
2D25-29 523235, S I 15i05 9 S211
501059
2029-30 vrnior000 S 16,533 $2,3 t53.3
Final Payment made from Reserve Fu nd
N'c t e 009 Bond debt s e e reflects the onialrep aym ent sche dude am cunt s.Change s to GASB rLde s and s e clue stration
x
a f Build Amm'r.a B and refund s hav e than zed ar-ftW total debt.s en-ic e in,s ame ve ars-Actual debt senic e amounts are in the C-AIR
an.d audited,financ:W statements,
215