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2018-04-24 - Board of Directors Meeting Agenda Packet (B)
AGENDA YORBA LINDA WATER DISTRICT BOARD OF DIRECTORS REGULAR MEETING Tuesday, April 24, 2018, 6:30 PM 1717 E Miraloma Ave, Placentia CA 92870 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL Al Nederhood, President Brooke Jones, Vice President Andrew J. Hall, Director Phil Hawkins, Director J. Wayne Miller, Director 4. ADDITIONS/DELETIONS TO THE AGENDA 5. INTRODUCTIONS AND PRESENTATIONS 5.1. Elected Official Liaison Reports 5.2. Draft 2018 Asset Management Plan Update by Carollo Engineers, Inc. 5.3. Proposal for Budgeting, Operational Performance, and Citizen Engagement Software by OpenGov 6. PUBLIC COMMENTS Any individual wishing to address the Board is requested to identify themselves and state the matter on which they wish to comment. If the matter is on the agenda, the Board will recognize the individual for their comment when the item is considered. No action will be taken on matters not listed on the agenda. Comments are limited to matters of public interest and matters within the jurisdiction of the Water District. Comments are limited to three minutes. 7. CONSENT CALENDAR All items listed on the consent calendar are considered to be routine matters, status reports, or documents covering previous Board instructions. The items listed on the consent calendar may be enacted by one motion. There will be no discussion on the items unless a member of the Board, staff, or public requests further consideration. 7.1. Minutes of the Board of Directors Special and Regular Meetings Held April 10, 2018 Recommendation: That the Board of Directors approve the minutes as presented. 7.2. Minutes of the Board of Directors Workshop Meeting Held April 17, 2018 Recommendation: That the Board of Directors approve the minutes as presented. 7.3. Payments of Bills, Refunds, and Wire Transfers Recommendation: That the Board of Directors ratify and authorize disbursements in the amount of $970,548.52. 8. ACTION CALENDAR This portion of the agenda is for items where staff presentations and Board discussions are needed prior to formal Board action. 8.1. Removal of Lakeview Sewer Lift Station Recommendation: That the Board of Directors authorize staff to: (1) add the removal of the Lakeview Sewer Lift Station to the Terms and Conditions for Water and Sewer Service with Shea Homes for Tract 18061, Job No. 201719; and (2) utilize funds from the District's Sewer Capital Reserves to pay for construction. 9. DISCUSSION ITEMS This portion of the agenda is for matters that cannot reasonably be expected to be concluded by action of the Board of Directors at the meeting, such as technical presentations, drafts of proposed policies, or similar items for which staff is seeking the advice and counsel of the Board of Directors. Time permitting, it is generally in the District’s interest to discuss these more complex matters at one meeting and consider formal action at another meeting. This portion of the agenda may also include items for information only. 9.1. Budget to Actual Reports for the Month Ending March 31, 2018 9.2. Cash and Investment Report for Period Ending March 31, 2018 9.3. Projections for Conservation Reserve (Nederhood) and Budget Based Rate Structures and Staff Data Collection Efforts (Jones) 10. REPORTS, INFORMATION ITEMS, AND COMMENTS 10.1. Directors' Reports 10.2. General Manager's Report 10.3. General Counsel's Report 10.4. Future Agenda Items and Staff Tasks 11. COMMITTEE REPORTS 11.1. Interagency Committee with MWDOC and OCWD (Nederhood/Jones) · Next meeting scheduled May 24, 2018 at 4:00 p.m. 11.2. Joint Agency Committee with City of Yorba Linda (Nederhood/Jones) · Minutes of the meeting held March 19, 2018 at 4:00 p.m. · Next meeting scheduled June 4, 2018 at 4:00 p.m. at YL City Hall. 11.3. Joint Agency Committee with City of Placentia (Nederhood/Jones) · Next meeting yet to be scheduled. 12. INTERGOVERNMENTAL MEETINGS 12.1. OC LAFCO - April 11, 2018 (Nederhood - As Needed) 12.2. OCSD Board - April 11, 2018 (Hawkins/Jones) 12.3. MWDOC Board - April 18, 2018 (Nederhood/Jones) 12.4. OCWA Luncheon - April 18, 2018 (Jones/Miller/Nederhood) 12.5. OCWD Board - April 18, 2018 (Miller/Jones) 12.6. MWDOC Water Policy Forum - April 19, 2018 (Jones/Miller/Nederhood) 13. BOARD OF DIRECTORS ACTIVITY CALENDAR 13.1. Meetings from April 25 - June 30, 2018 14. ADJOURNMENT 14.1. A Board of Directors' Budget Workshop Meeting has been scheduled Thursday, April 26, 2018 at 4:30 p.m. The next Regular Board of Directors Meeting will be held Tuesday, May 1, 2018. Closed Session (if necessary) will begin at 5:30 p.m. and regular business at 6:30 p.m. Items Distributed to the Board Less Than 72 Hours Prior to the Meeting Pursuant to Government Code section 54957.5, non-exempt public records that relate to open session agenda items and are distributed to a majority of the Board less than seventy-two (72) hours prior to the meeting will be available for public inspection in the lobby of the District’s business office located at 1717 E. Miraloma Avenue, Placentia, CA 92870, during regular business hours. When practical, these public records will also be made available on the District’s internet website accessible at http://www.ylwd.com/. Accommodations for the Disabled Any person may make a request for a disability-related modification or accommodation needed for that person to be able to participate in the public meeting by telephoning the Executive Secretary at 714-701-3020, or writing to Yorba Linda Water District, P.O. Box 309, Yorba Linda, CA 92885-0309. Requests must specify the nature of the disability and the type of accommodation requested. A telephone number or other contact information should be included so the District staff may discuss appropriate arrangements. Persons requesting a disability-related accommodation should make the request with adequate time before the meeting for the District to provide the requested accommodation. ITEM NO. 5.2 AGENDA REPORT Meeting Date: April 24, 2018 Budgeted:Yes Total Budget:$100,000 To:Board of Directors Cost Estimate:$131,875 Funding Source:Operating Funds From:Marc Marcantonio, General Manager Account No:101-2700 Job No:J2017-15 Dept:Engineering Reviewed by Legal:N/A Prepared By:Danielle Logsdon, Associate Engineer CEQA Compliance:N/A Subject:Draft 2018 Asset Management Plan Update by Carollo Engineers, Inc. SUMMARY: Carollo Engineers, Inc. (Carollo) has completed the final draft of the Yorba Linda Water District's 2018 Asset Management Plan (AMP) Update. A copy of the AMP is attached. The AMP has identified all of the District's assets, the current condition of each asset, the asset risk assessment, and the financial forecast. DISCUSSION: Carollo has completed the final draft of the Yorba Linda Water District's 2018 Asset Management Plan (AMP) Update. Staff will utilize the AMP to assist in the planning and scheduling of asset replacement and refurbishment, in the planning of Capital Improvement Projects, and in the development of funding alternatives and financial plans to support a responsible R&R/Asset Management Program. Carollo will train staff on the asset management model that Carollo developed so that staff can update the AMP in the future and provide additional financial evaluations. Carollo representatives will present the AMP summary and results at this Board meeting. PRIOR RELEVANT BOARD ACTION(S): On September 12, 2017, the Board of Directors approved execution of a Professional Services Agreement with Carollo Engineers in the amount of $131,875 for engineering support services for the District's 2018 Asset Management Plan Update. ATTACHMENTS: Name:Description:Type: 2018_Asset_Management_Plan.pdf Backup Material Backup Material Yorba Linda Water District Asset Management Plan Update REPORT 2018 ASSET MANAGEMENT PLAN FINAL | April 2018 DRAFT Yorba Linda Water District Asset Management Plan Update REPORT 2018 ASSET MANAGEMENT PLAN FINAL | April 2018 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | i pw://Carollo/Documents/Client/CA/YLWD/10849A00/Deliverables/RPT01/03_Final/2018 Asset Management Plan - Final.docx Contents Introduction 1.1 Introduction and Background 1 1.2 Asset Management Plan Methodology 2 Summary of Assets 2.1 Asset Systems, Hierarchy, and Facilities 3 2.1.1 Asset Definition 5 2.1.2 Asset Hierarchy 5 2.2 Asset Replacement Cost Estimate 12 2.2.1 Replacement Cost Development Process 12 2.2.2 Estimated Asset Replacement Cost 12 2.3 Asset Installation Profile 13 Condition Assessment 3.1 Facilities and Equipment Condition and Remaining Life Assessment 16 3.1.1 Condition Assessment Process and Scoring 16 3.1.2 Condition Assessment Observations and Findings 19 3.2 Pipelines Condition and Remaining Life Assessment 28 3.2.1 Condition Assessment Process and Scoring 28 3.2.2 Condition Assessment and Remaining Useful Life Evaluation 32 Asset Risk Assessment 4.1 Risk Overview 35 4.2 Likelihood of Failure (LoF) 35 4.3 Consequence of Failure (CoF) 36 4.3.1 Facilities and Equipment 36 4.3.2 Pipelines 40 4.4 Risk Results 44 4.4.1 Facilities and Equipment 44 4.4.2 Pipelines 45 YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN ii | APRIL 2018 | FINAL Financial Forecast 5.1 Forecast Overview 48 5.2 10-Year Capital Improvement Program Forecast 48 5.3 Long-Term (100-Year) Capital Improvement Program Forecast 50 5.4 Financial Analysis 55 5.4.1 District 5-Year Budget 55 5.4.2 25-Year Funding Outlook 56 5.4.3 10-Year Funding Outlook 56 5.4.4 Shortfall Analysis 57 5.4.5 Financial and Reserve Analysis Summary 60 Conclusions and Recommendations 6.1 Findings and Conclusions 60 6.2 Asset Management Improvement Recommendations 61 6.3 Asset Renewal Model Tool 61 Appendices Appendix A Condition Assessment Protocol Appendix B 10-Year CIP Project Details Tables Table 2.1 Asset System Summary (as of November 2017) 7 Table 2.2 Facility List 7 Table 2.3 System Replacement Cost Estimate Summary 13 Table 2.4 Asset Installation Summary 14 Table 3.1 General Condition Scoring Descriptions 17 Table 3.2 Condition and Remaining Useful Life by Asset Type 18 Table 3.3 Pipeline Condition Criteria 28 Table 3.4 Pipeline Condition Scoring Descriptions 29 Table 3.5 Pipeline Remaining Useful Life Assumptions 31 Table 3.6 Pipeline System Condition and Remaining Life Results 32 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | iii pw://Carollo/Documents/Client/CA/YLWD/10849A00/Deliverables/RPT01/03_Final/2018 Asset Management Plan - Final.docx Table 4.1 Facility CoF Scoring System 37 Table 4.2 Equipment Type CoF Scoring System 39 Table 4.3 Pipeline CoF Scoring System 40 Table 4.4 Pipeline CoF Score Summary 41 Table 4.5 Facilities and Equipment Risk Summary 44 Table 4.6 Pipeline Risk Summary 45 Table 5.1 10- Year CIP Summary Table (by System) 49 Table 5.2 100-Year Forecast Summary ($ million) 51 Figures Figure 2.1 District Service Area Map 4 Figure 2.2 Asset Hierarchy 6 Figure 2.3 Water System Map 9 Figure 2.4 Wastewater System Map 10 Figure 2.5 Water System Pipeline Composition 11 Figure 2.6 Wastewater System Pipeline Composition 11 Figure 2.7 Asset Replacement Cost Estimate by System 13 Figure 2.8 Asset Installation Profile 15 Figure 3.1 CCTV Inspection Data Map 30 Figure 3.2 Water Pipeline Condition Map 33 Figure 3.3 Wastewater Pipeline Condition Map 34 Figure 4.1 Facility and Equipment Consequence of Failure Score Summary 39 Figure 4.2 Water Pipeline CoF Map 42 Figure 4.3 Wastewater Pipeline CoF Map 43 Figure 4.4 Risk Matrix Categories 44 Figure 4.5 Water Pipeline Risk Map 46 Figure 4.6 Wastewater Pipeline Risk Map 47 Figure 5.1 10-Year CIP Forecast 49 Figure 5.2 Long-Term Funding Forecast 52 Figure 5.3 Water Pipeline Rehabilitation/Replacement Forecast Map 53 Figure 5.4 Wastewater Pipeline Rehabilitation/Replacement Forecast Map 54 YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN iv | APRIL 2018 | FINAL Figure 5.5 Water & Sewer Combined Financial Forecast 55 Figure 5.6 25-Year Financial Forecast 56 Figure 5.7 10-Year Financial Forecast 57 Figure 5.8 Water Capital Replacement Fund 58 Figure 5.9 Sewer Capital Replacement Fund 58 Figure 5.10 Water Unrestricted Reserve Utilization 59 Figure 5.11 Sewer Unrestricted Reserve Utilization 59 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | v Abbreviations AACE Association for the Advancement of Cost Engineering AM Asset Management AMP Asset Management Plan Carollo Carollo Engineers, Inc. CCTV Closed Circuit Television CIP Capital Improvements Program or Project CMMS Computerized Maintenance Management System CoF Consequence of Failure ft Feet GIS Geographic Information System IIMM International Infrastructure Management Manual IS Information Systems LoF Likelihood of Failure LOS Level of Service LS Lift Station MG Million Gallons mgd Million Gallons per Day O&M Operation and Maintenance PACP Pipeline Assessment Certification Program PRS Pressure Regulating Station PS Pump Station psi Pounds per Square Inch R&R Rehabilitation and Replacement SCADA Supervisory Control and Data Acquisition YLWD / District Yorba Linda Water District 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 1 INTRODUCTION This Asset Management Plan (AMP) is intended to guide the maintenance, repair, and replacement of the Yorba Linda Water District's (YLWD or District) infrastructure assets in a cost-effective manner. The District is transitioning out of a period of new construction and into the long term management and upkeep of its existing infrastructure. This updated AMP aligns the District's priorities in an efficient and cost-effective manner for the sustainable management of its infrastructure into the future. This section provides an introduction to Asset Management at the District and the methodology used in developing this AMP report. 1.1 Introduction and Background The term Asset Management refers to a body of principles aimed at balancing risk while minimizing life cycle costs. Asset management principles reflect a holistic business approach. For the water and wastewater industry, this pertains to the physical assets of a utility: pipes, structures, equipment, etc. In simple terms, asset management encompasses: • Risk management. • Optimizing expenditures across capital, operations, and maintenance. • Responsible planning for asset rehabilitation and replacement. • Develop a scoring/rating system for maintenance staff to use to perform condition assessments. Over recent years, the use of Asset Management has expanded as a result of aging infrastructure, a transitioning workforce, and reductions in state and federal grants. As a utility management tool, Asset Management has emerged as a potential solution to help overcome the severe infrastructure deficiencies in the United States. In 2009, the District began its Asset Management program in order to validate its investments in its water and wastewater facilities. Moreover, the program was intended to serve as a communication tool, conveying strong environmental and fiscal stewardship on the part of the District staff to its Board, customers, and other utility stakeholders. The District identified a need to predict the cost and timing of repair and replacement projects, while minimizing the risk of failure of the assets. The program was also intended to provide a conduit for information sharing among District staff, while capturing valuable institutional knowledge from its engineering, planning, operations, and maintenance staff. In 2010, the District completed its first AMP to show the needed investments in its water and wastewater assets. Since then, the District's AMP has served as a rational and transparent plan to guide the management of its assets. Since the last AMP, the District has acquired wastewater assets from the City of Yorba Linda, which have been incorporated into the updated AMP. Combined with new construction and recent replacements of existing assets, the District's updated AMP is intended to provide an updated forecast and analysis of the needs of its entire water and wastewater asset portfolio. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 2 | APRIL 2018 | FINAL For this AMP update, the District decided to build upon the foundation that was started with the previous AMP, but also to expand the AMP scope to include additional assets. A few of the key changes to this AMP include: • Incorporation of recently acquired Yorba Linda sewers. • Expansion of the asset register to include information system (IS) Facilities, Supervisory Control and Data Acquisition (SCADA), Geographic Information System (GIS), and Administration and Operations Facilities. • Utilization of closed circuit television (CCTV) data to assess sewer pipe condition. • Inclusion of new condition data for certain facilities. The intent of expanding the AMP scope is to provide more information to support the budget cycle and renewal planning. 1.2 Asset Management Plan Methodology An AMP is a long-range planning document used to provide a rational framework for understanding the assets an organization owns, the services it provides, the risks it exposes, and the financial investments it requires. An AMP typically encompasses the current state (or condition) of the infrastructure assets, risk profile, and future capital needs to sustain the delivery of service to its customers. The results of an AMP are often used to drive the capital improvement plan and the financial plan, as well as identify opportunities to improve day-to-day operations of an organization. For the preparation of this AMP, a risk-based asset renewal (or reinvestment) prioritization was developed for the District's assets. Risk corresponds to each discrete asset’s potential to impact the District’s service. The risk determinations associated with the District’s facility and equipment assets are based on the results of the site visits and visual condition assessments. Below ground pipeline assets could not be visually assessed, so risk and the need for replacement were developed as a GIS-based model using the Innovyze® InfoMaster™ software. More detailed information on the condition and risk assessment processes are included in the following sections of this report. Rehabilitation and replacement projects are created based on the results of the risk assessments. Near-term projects are added to a 10-year capital forecast to address the assets that pose the highest risk or are in need of immediate attention. An additional 100-year capital forecast is also developed to estimate the long-term funding requirements of all District assets. These two forecasts allow the District to budget the necessary capital dollars for near-term rehabilitation and replacement projects, and adjust annual contributions to reserve funds to support longer term needs. Final implementation and timing of the Capital Improvements Program or Project (CIP) projects for asset renewal will be confirmed by District management through detailed asset investigations, coordination with future capacity expansion projects, and priority-based scheduling of projects. The report is organized into six sections, which are described below: • Section 1 - Introduction: Provides an introduction to Asset Management at the District and the methodology used to create this AMP report. • Section 2 - Summary of Assets: Summarizes the District's infrastructure assets including their estimated replacement cost. • Section 3 - Condition Assessment: Describes the condition of the assets (equipment, facilities, and pipelines) and the process used to perform the condition assessment. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 3 • Section 4 - Risk Assessment: Evaluates the risks associated with the District's assets • Section 5 - Financial Forecast: Presents the funding needed to sustain the assets in both near and long-term planning horizons, and the impact on the cash flows. • Section 6 - Conclusions and Recommendations: Summarizes the findings of the AMP report and presents recommendations for future AMPs. SUMMARY OF ASSETS This section summarizes the District's infrastructure assets included in the AMP and describes their extent, hierarchy, estimated replacement cost, and installation profile. The overall intent of this section is to summarize the assets the District owns and manages. 2.1 Asset Systems, Hierarchy, and Facilities The District owns and manages both water and wastewater (sewer) systems that serve the cities of Yorba Linda, portions of Brea, Anaheim and Placentia, and a small unincorporated area in the County of Orange. The District's total asset register includes more than 56,000 individual assets ranging from a single water pipeline to a buried concrete reservoir. Figure 2.1 shows a map of the District water and wastewater service areas. More information about the assets included in the AMP is presented in the following subsections. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 4 | APRIL 2018 | FINAL Figure 2.1 District Service Area Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 5 2.1.1 Asset Definition A key step in developing an AMP is defining what is considered to be an asset. Certain assets are obvious, such as a segment of pipe or a building. However, other more complex assemblages of assets allow a more discretionary determination to delineate what is considered the asset or assets to be included in the AMP. For example, a vertical turbine pump can be viewed as a single asset (the entire pump unit) or as three separate assets (pump column and bowls, pump head, and motor). Typical asset definitions consider the item's replacement cost, expected life, purpose or function, and criticality to operation. The determination of what is considered an asset was developed during a workshop with District staff on October 24, 2017. The project team reviewed available asset information from GIS and the previous AMP project to determine what was to be included in this AMP. The following bullets highlight the noteworthy decisions made with regard to the asset definition: • A pump unit is a single asset that comprises the pump and motor components. • Water distribution pipelines and customer meters are the only assets of the water distribution system. Components that are not classified as assets in the AMP include: fire hydrants, system valves, control valves, air vacuum valves, blow-off valves, fittings, service lines, and sampling stations. • Sewer collection pipelines, lift station force mains, and manholes are the only assets of the wastewater collection system. Components that are not classified as assets in the AMP include: service laterals, cleanouts, chimneys, fittings, and grease interceptors. • Interconnections and source connections were considered to be single assets. The valve, flow meter, and all other components are rolled into a single unit. • Pressure Regulating Stations assets were separated into individual assets for each pressure reducing valve and for the structure they are contained in (building or buried vault). • Mobile equipment was added as a new set of assets for this AMP. This includes trucks, vactors, trailers, and backhoes. • A single asset was added to each facility to represent the site and grounds. This asset represents the various site components such as pavement and fencing and are not included as individual assets. The asset definition can change over time as the District updates how it manages its assets. During the course of this project, the District began separating assets into smaller components for maintenance, replacement, and financial reporting. Future AMPs may consider the updated list of assets as well as fire hydrants and valves as individual assets should the District need to budget for individual maintenance or replacement of these assets. 2.1.2 Asset Hierarchy An asset hierarchy provides a structured framework for organizing and grouping the District's full list of assets. The purpose of organizing assets into a hierarchy is to help group similar assets and aggregate information throughout the AMP. The District's hierarchy groups assets to visually illustrate the focus areas that were used to analyze the assets during this project. The basic hierarchy is shown in Figure 2.2. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 6 | APRIL 2018 | FINAL The hierarchy divides the assets into three primary systems: water, wastewater, and support systems. Within each primary category are subcategories to separate the assets into two categories: Facilities and Equipment or Pipeline Systems (Distribution or Collection). The assets each of these subcategories are described below: • Pipelines (Distribution and Collection) - the pipelines and appurtenances (such as meters and manholes) that deliver water and collect wastewater from its customers. This infrastructure is primarily buried. • Facilities and Equipment - the facilities and their equipment that store and/or convey the water/wastewater or support the District's primary operations. These facilities include water booster pump stations, reservoirs, wells, pressure regulating stations, sewer lift stations, and the District's operations center. This infrastructure is primarily above ground, with the exception of the buried wells and reservoirs. Figure 2.2 Asset Hierarchy Within these subcategories, and not shown in the figure, are groupings of assets by facility or asset type (e.g., pump stations, reservoirs, water pipelines, or manholes). A summary of assets included within each system and subcategory is shown in Table 2.1 and a complete list of facilities/sites is included in Table 2.2. Figure 2.3 and Figure 2.4 include maps of the water and wastewater systems. A complete listing of all assets is included in the asset management model. The figures and tables represent the assets as of November 2017. Water System Distribution Pipelines Facilities and Equipment Wastewater System Collection Pipelines Facilities and Equipment Support Systems Facilities and Equipment 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 7 Table 2.1 Asset System Summary (as of November 2017) System Pipelines (Distribution and Collection) Facilities and Equipment Water • 352 miles of water pipelines (ranging in size from 2-inch to 39- inch in diameter), including 3,983 fire hydrants • 25,407 customer meters • 14 storage reservoirs • 12 booster pump stations • 11 production wells • 46 pressure regulating stations • 4 imported water connections • 10 emergency interconnections Wastewater • 266 miles of sewer pipelines (ranging in size from 4-inch to 24- inch in diameter) • 0.3 miles of pressurized force main (4-inch diameter) • 6,153 manholes • 2 lift stations Support • Administration/Operations Buildings • Richfield chemical facilities • Fleet and mobile equipment • IT Infrastructure (servers, SCADA) Table 2.2 Facility List System Facility Type Facilities Water Booster Pump Stations (12) • Box Canyon BPS • Elk Mountain BPS • Fairmont BPS • Hidden Hills BPS • Highland BPS • Lakeview BPS • Paso Fino BPS • Santiago BPS • Springview BPS • Timber Ridge BPS • Valley View BPS • Yorba Linda BPS Water Storage Reservoirs (14) • Bryant Ranch Reservoir • Camino de Bryant Reservoir • Chino Hills Reservoir • Elk Mountain Reservoir • Fairmont Reservoir • Gardenia Reservoir • Hidden Hills Reservoir • Highland Reservoir • Lakeview Reservoir • Little Canyon Reservoir • Quarter Horse Reservoir • Santiago Reservoir • Springview Reservoir • Valley View Reservoir Water Production Wells (11) • Well No. 1 • Well No. 5 • Well No. 7 • Well No. 10 • Well No. 11 • Well No. 12 • Well No. 15 • Well No. 18 • Well No. 19 • Well No. 20 • Well No. 21 YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 8 | APRIL 2018 | FINAL Table 2.2 Facility List (continued) System Facility Type Facilities Water Pressure Regulating Stations (46) • Adobe • Applecreek • Box Canyon • Brentwood • Bryant #1 • Bryant #2 • Citation • Clydesdale • Cornell • Cresthill • Del Rey • Dominguez • Fairmont • Hidden Hills #1 • Hidden Hills #2 • Hidden Oaks • Jefferson • Kilt • Kodiak #1 • Kodiak #2 • La Palma • Lakeview • Mission Hills • Oakvale • Paseo Del Prado • Platte • Red Pine • San Antonio #1 • San Antonio #2 • Stone Canyon • Stonehaven • Sumac • Sunwood • Timber Ridge • Trailside • Trentino • Van Buren • Villa Valente • Village Center • Wagon Wheel • Walnut • Willowbrook • Yorba Linda • Tiburon (1) • Foxtail (1) • Hamer (1) Water Import Water Connections (4) • OC-36 (Raw Water) • OC-51 • OC-66 • OC-89 Water Emergency Inter- connections (10) • City of Anaheim (#12) • City of Anaheim (#14) • City of Anaheim (#15) • City of Brea (Tolbert Ave.) • City of Brea (Vesuvius Dr.) • GSWC-YL System (Rifle Range Rd.) • GSWC-YL System (Crestknoll Dr.) • GSWC-YL System (East End Ave.) • GSWC-Placentia System (Lemke) • GSWC-Placentia System (Maria Ave.) Wastewater Lift Stations (2) • Green Crest LS • Lakeview LS Support Richfield Base • Building 1 (Operations Building) • Building 3 (Warehouse) • Building 2 (Mechanic/Meter Shop/Water Quality Lab) • Building 4 (Administrative Office) Notes: (1) Denotes PRS sites planned for abandonment. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 9 Figure 2.3 Water System Map YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 10 | APRIL 2018 | FINAL Figure 2.4 Wastewater System Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 11 Figure 2.5 and Figure 2.6 illustrate the distribution of materials and sizes of water and wastewater pipelines. A more detailed breakdown of length of materials is shown in Table 3.5. Both systems are primarily comprised of 6 or 8-inch diameter pipelines. The water system pipelines vary in size up to a maximum of 39-inches in diameter and include 10 different types of materials, with the majority being asbestos cement. Figure 2.5 Water System Pipeline Composition The wastewater system pipelines are primarily vitrified clay (VCP) and have a maximum diameter of 24-inches. Figure 2.6 Wastewater System Pipeline Composition - 20 40 60 80 100 120 140 160 180 2 3 4 6 8 10 12 14 16 18 20 24 26 27 30 33 36 39Linear MileageDiameter (inches) Polyvinyl Chloride (PVC) Copper (CO) Steel (STL) Ductile Iron (DIP) Cast Iron (CIP, CIL, CIN) Cement Mortar Lined Concrete (CML&C, CML&C STL, CML) Asbestos Cement (ACP) - 50 100 150 200 250 4 6 8 10 12 15 18 20 24Linear MileageDiameter (inches) Polyvinyl Chloride (PVC) Acrylonitrile Butadiene Styrene (ABS) Cast Iron (CIP) Ductile Iron (DIP) Asbestos Cement (ACP) Vitrified Clay (VCP) YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 12 | APRIL 2018 | FINAL 2.2 Asset Replacement Cost Estimate The asset replacement cost estimate is an integral part of an AMP, especially for developing budget projections. The replacement cost of each asset is used instead of the installation or purchase cost because the AMP is focused on future funding needs, not the funding history. The purpose of calculating the replacement cost is so that the District understands how much it will eventually cost to replace all assets. This number provides context to the CIP budget in comparison to the overall cost of the system. 2.2.1 Replacement Cost Development Process To create the replacement cost estimate, all District assets were assigned an estimated replacement cost in today’s dollars (2018). The estimated replacement costs are considered "project costs" which include the cost of the asset, the cost to design the asset (if applicable), and the cost to construct or install the asset. Costs were estimated using contractor bids from recent District projects, vendor quotes for similar equipment, data used in the previous Asset Management Plan, and Carollo's cost estimating library. It should be noted that the asset replacement costs are Class 5 planning level estimates, per the Association for the Advancement of Cost Engineering (AACE) International definitions. The cost estimates use asset data and various assumptions to develop the costs for each asset. For example, pipelines used a cost per linear foot that varied by diameter, pump costs varied by rated flow or horsepower, reservoir costs varied by capacity, and some types of assets used a default estimate. The District provided bids for recent projects and financial records. When available, historical asset values were escalated to 2018 dollars using the Engineering News Record (ENR) Construction Cost Index (CCI). The cost of assets included in near-term CIP projects were reviewed and adjusted to best represent the total cost of the project. The replacement costs of each asset are included in the asset management model. 2.2.2 Estimated Asset Replacement Cost The total estimated replacement cost of the District's assets is $1.07 billion. This includes the replacement of all assets in the asset register. The breakdown of replacement cost amongst the three asset systems is shown in Figure 2.7 and information about each facility type is shown in Table 2.3. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 13 Figure 2.7 Asset Replacement Cost Estimate by System Table 2.3 System Replacement Cost Estimate Summary System Pipelines (Distribution and Collection) Facilities and Equipment Water • Distribution pipelines - $420 M • Meters - $11 M • Storage reservoirs - $189 M • Booster pump stations - $28 M • Production wells - $31 M • Pressure regulating stations - $12 M • Imported connections and emergency interconnections - $0.3 M Wastewater • Collection pipelines - $290 M • Force mains - $0.3 M • Manholes - $62 M • Lift stations - $1 M Support • Richfield base ops. center - $25 M • Fleet and mobile equipment - $5 M Notes: (1) Values represent full project costs that include design and construction. Values shown in 2018 dollars. As illustrated by the pie chart, the water system accounts for nearly two-thirds of the total replacement cost at roughly $700 million. The pipeline systems make up nearly three-quarters of the total replacement cost, with the facilities and equipment as the remainder. 2.3 Asset Installation Profile The asset installation profile provides insight into the age of the system as a whole. The profile is an aggregation of the installation year and replacement cost for all assets. The profile illustrates the current replacement cost of the assets in the years they were installed, dating back to the earliest asset installation. It does not represent the actual capital investment that took place in any given year. The replacement cost is represented in the graph because it is the only common metric between all types of assets. Water $690,833,000 Wastewater $352,849,000 Support $29,892,000 YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 14 | APRIL 2018 | FINAL The installation profile is shown in Figure 2.8 and Table 2.4 illustrates the replacement value of the assets installed in each decade dating back to the 1920s. Table 2.4 Asset Installation Summary Decade Asset Age Range (years) Asset Installation Replacement Cost (1) Percentage of Total Replacement Cost 1920s 89-98 $0.4 M < 1% 1930s 79-88 $3 M < 1% 1940s 69-78 $2 M < 1% 1950s 59-68 $7 M 1% 1960s 49-58 $130 M 12% 1970s 39-48 $213 M 20% 1980s 29-38 $291 M 27% 1990s 19-28 $110 M 10% 2000s 9-18 $231 M 22% 2010s 1-8 $83 M 8% Notes: (1) Cost represents 2018 replacement cost estimates of each asset installed in each year. Value does not represent the actual expenditures in a given year. The District's oldest asset was installed in 1925 and is approaching 95 years in age. The 1960s are the earliest decade with significant asset installations. The installations increased in the 1970s and 1980s, dropped in the 1990s, and picked up again in the 2000s. Asset installations dropped off dramatically in the early 1990s and late 2000s, which corresponds with economic recessions. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 15 Figure 2.8 Asset Installation Profile $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 1925 (93) 1930 (88) 1935 (83) 1940 (78) 1945 (73) 1950 (68) 1955 (63) 1960 (58) 1965 (53) 1970 (48) 1975 (43) 1980 (38) 1985 (33) 1990 (28) 1995 (23) 2000 (18) 2005 (13) 2010 (8) 2015 (3)Current Replacement Cost (2018)Installation Year (Age) Asset Installation Profile Water Facilities and Equipment Water Pipelines Wastewater Facilities and Equipment Wastewater Pipelines Support System YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 16 | APRIL 2018 | FINAL CONDITION ASSESSMENT This section describes the condition of the assets (equipment, facilities, pipelines, and appurtenances) and the process used to perform the assessments. The intent of this section is to explain the current state of the assets. This section is separated into two condition assessment processes. The first half of the section covers the visual condition assessment of the facilities and equipment assets, while the second half covers the GIS evaluation of the water and wastewater pipelines. 3.1 Facilities and Equipment Condition and Remaining Life Assessment A condition assessment was performed on the majority of District facilities to assess the visual condition of the assets at each site. This section summarizes the methodology and results of the visual condition assessment that was conducted on November 30, 2017 and December 1, 2017. This section also contains descriptions, observations, and recommendations for each of the assessed sites. 3.1.1 Condition Assessment Process and Scoring A condition assessment protocol (CAP or protocol) defines the process for evaluating asset condition. The purpose of a CAP is to standardize the condition assessment process so that assessment results are consistent between sites and to make the process repeatable for District staff to use. The CAP was developed through a workshop with District staff on November 11, 2017. During the workshop, staff reviewed and discussed various scoring types and definitions that could be used in the field. The full CAP is included for reference in Appendix A. The site visits consisted of a visual condition assessment conducted by a multi-disciplinary engineering team accompanied by District staff. Throughout the assessment, the Carollo team asked questions of the District staff to capture anecdotal maintenance and performance history since maintenance records for individual asset were not available. This information was especially useful for assets that were not visible or readily accessible, such as buried reservoirs or the underground portion of the District’s wells. The condition assessment also considered other sources of available information, such as reservoir dive reports and pump efficiency test results. 3.1.1.1 Condition Descriptions The condition of each asset was evaluated using a one-through-five scoring system. One represents the best condition assets, while five represents the worst condition assets. The purpose of the score is to provide a common scale to rate all assets so they can be compared relative to one another. The definition of each score was customized to fit the various types of assets at each facility. The CAP in Appendix A includes the scoring definitions for each type of asset. For reference, Table 3.1 provides the general description of the condition associated with each score. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 17 Table 3.1 General Condition Scoring Descriptions Condition Score General Description (1) 1 (Best) New or Excellent Condition • Only normal maintenance required • Fully functional 2 Minor Defects Only • Minor maintenance required (5%) • Fully functional 3 Moderate Deterioration • Moderate maintenance required (10% – 20%) • Function not significantly affected 4 Significant Deterioration • Significant renewal / upgrade required (20%-40%) • Functions as needed but is unreliable 5 (Worst) Severe Deterioration • Over 50% of asset requires replacement • Barely functional for current conditions Notes: (1) Asset-specific score definitions are included in the CAP in Appendix A. 3.1.1.2 Remaining Useful Life Assumptions The remaining useful life of each asset was evaluated based on the original useful life expected for each type of asset, or the assessed condition of each asset depending on the information available. Table 3.2 shows the assumed condition based on remaining useful life for each type of asset. These assumptions were used to determine the rehabilitation or replacement timing for assets that were assessed and assigned a condition score. In specific cases where the age of an asset exceeded the original useful life for that type of asset, the condition-based remaining useful life was adjusted to account for the potential obsolescence and reliability issues associated with operating the equipment. For assets and sites that were not seen during the site visit and for fleet equipment, the remaining useful life was assumed to be the original useful life minus the age of the asset. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 18 | APRIL 2018 | FINAL Table 3.2 Condition and Remaining Useful Life by Asset Type Asset Type Original Useful Life (Years) Remaining Useful Life Based on Condition Score (Years) Condition Score 1 2 3 4 5 Civil and Structural Assets Building 50 50 35 20 3 1 Reservoir (2) 100 100 75 50 25 10 Concrete Structure 50 50 35 20 3 1 Steel Structure (e.g., canopy) 25 25 15 10 2 1 PRS Vault 50 50 35 20 3 1 Well Casing 50 50 30 15 5 1 Site Conditions (3) 50 50 30 20 2 1 Mechanical Assets Water Booster Pump 20 20 15 10 3 1 Wastewater Submersible Pump 20 20 15 10 3 1 Well Pump 40 40 25 10 5 1 Pressure Regulating Valve 25 25 20 10 3 1 Reservoir Valve 35 35 25 5 2 1 Chemical Equipment 15 15 10 5 2 1 Chemical Tanks 15 15 10 5 2 1 Engine 40 40 30 15 5 1 General Mechanical 20 20 15 10 3 1 Electrical and Instrumentation Assets IT Equipment 20 20 15 10 5 1 Variable Frequency Drive 30 30 15 10 5 1 Switchboard / MCC 30 30 15 10 5 1 Main SCADA 15 15 12 8 4 1 Remote SCADA 20 20 15 10 5 1 Flow Meter 15 15 10 7 2 1 Instrumentation 15 15 10 7 2 1 General Electrical 30 30 15 10 2 1 Fleet and Mobile Equipment Backhoe/Forklift 15 n/a (1) CCTV Truck 15 n/a (1) Dump Truck 15 n/a (1) Trailer 20 n/a (1) Truck 10 n/a (1) Vactor 20 n/a (1) Notes: (1) These assets were not visually assessed and condition scores were not assigned. (2) All District reservoirs are buried concrete. (3) Site Conditions represents pavement, fencing, yard piping, and other components of the site not represented as individual assets. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 19 3.1.2 Condition Assessment Observations and Findings The condition assessment team visited more than 40 of the District’s facilities including booster pump stations, reservoirs, source connections, wells, and the Richfield Base. The results of the condition assessment were used along with other sources of information such as reservoir dive reports, anecdotal information from District staff, and the District’s planned CIP to determine the necessary rehabilitation and replacement timing and needs. Limited operation and historical maintenance information was available for individual assets, therefore the input from District staff was relied upon to provide additional insight into condition. The following sections describe the main findings from each site visited during the condition assessment. 3.1.2.1 Booster Pump Stations The condition assessment team visited 11 of the District’s 12 booster pump stations (BPSs). The sections below include a brief description and summary of the findings for each of the BPS sites. Fairmont BPS The Fairmont BPS is currently under construction and was therefore not assessed. However, the pump station and its assets are included in the AMP’s analyses, and were assumed to have an installation year of 2018 and a condition score of one, since all the items are newly constructed or installed. Box Canyon BPS The Box Canyon BPS includes two electric vertical turbine pumps and associated valves and electrical equipment enclosed by a block wall. The roof over the majority of the station is open steel fencing, with a solid metal roofing material installed over most of the electrical equipment to protect it from the elements. In general, the assets at this site were found to be in fair to good condition with the exception of pump 2. The pump showed typical wear for an asset of its type and age, but District staff indicated that the pump is very inefficient due to being in a difficult application where the suction and discharge head on the pump fluctuates significantly, and needs to be replaced. Additionally, plywood has been installed as a temporary cover on a section of the roof that is over some electrical components. Staff indicated that they would like to remove the plywood and extend the metal roof to cover all of the electrical equipment. Elk Mountain BPS The Elk Mountain BPS includes three electric vertical turbine pumps and associated valves and electrical equipment enclosed in a subgrade concrete vault. The roof over the majority of the station is open steel grating, with a solid metal roofing material installed over the electrical equipment to protect it from the elements. The vault, including the steel grating and roofing material, along with the greater site are in good condition. The majority of the mechanical assets are approaching 20 years in age and are in fair condition with the expected level of wear visible. Due to their age, it is expected that the pumps and other mechanical components will need to be rehabbed or replaced within the next ten years. The surge tank was more recently replaced and is in good condition. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 20 | APRIL 2018 | FINAL Hidden Hills BPS The Hidden Hills BPS includes four electric vertical turbine pumps and associated valves and electrical equipment fully enclosed in a block building with a steel roof. Overall the mechanical, electrical, and structural assets were found to be in fair to good condition. Pumps motors 1, 2, and 3 were installed in the 2007/2008 time frame and show normal wear for their age including some corrosion due to water leakage at the seal, and some cracked concrete at the base. Pump 4 and the electrical equipment are older, but still operational and in fair condition. Based on their age and condition, the pumps and electrical components will likely require rehabilitation in the next ten years. Additionally, the District has noted that the pumps at this station will need to be upsized within the ten year timeframe to meet anticipated demands. Highland BPS The Highland BPS is a complex pump station that includes three electric vertical turbine pumps as well as two natural gas motor driven vertical turbine pumps and associated valves and electrical equipment. All of the equipment is fully enclosed in a block building with a steel roof. Additionally, the site includes a backup generator housed in a separate block building, an older storage building that previously housed chemical equipment, and a large steel surge tank. The main pump station building, pumps and other mechanical equipment, and electrical equipment were installed or constructed in 2010 and are in good condition. The assessment did not indicate the need for major rehabilitation of these assets within the next ten years. The emergency generator is slightly older, having been installed in 2003, and may require some minimal rehab within the next ten years. Lakeview BPS The Lakeview BPS is a complex pump station that includes three electric vertical turbine pumps, one natural gas motor driven vertical turbine pump, and associated valves and electrical equipment. Additionally, the site has a chemical system consisting of a hypochlorite generation system, chemical storage tanks, metering pumps, and chlorine residual analyzers. All of the equipment is fully enclosed in a block building with a steel roof. The main pump station building, pumps and other mechanical equipment, electrical equipment, and chemical system were installed or constructed in 2007 and are in good condition. The assessment did not indicate the need for major rehabilitation of these assets within the next ten years. It is expected that the chemical systems will require rehabilitation in the next ten years as they reach the end of their expected useful life. Additionally, the district indicated that work will be performed to modify the piping at the station to address water age and quality issues at the adjacent Lakeview reservoir. Paso Fino BPS The Paso Fino BPS includes two electric vertical turbine pumps, one natural gas motor driven vertical turbine pump, and associated valves and electrical equipment, the equipment is fully enclosed in a block building with a steel roof. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 21 The building, electric pumps, electrical system, and the site were originally constructed or installed in 2004 and are in good condition with minimal visible wear. The natural gas pump and propane tank were installed in 2009 and are also in good condition. The assessment did not indicate the need for major rehabilitation of these assets within the next ten years. Santiago BPS The Santiago BPS includes three electric vertical turbine pumps and associated valves and electrical equipment enclosed in a subgrade concrete vault. Additionally a natural gas engine driven pump is located above grade, with the engine enclosed in a steel cabinet. The roof over the majority of the concrete vault is open steel grating, with a solid metal roofing material installed over the electrical equipment to protect it from the elements. The vault, including the steel grating and roofing material, along with the greater site are in fair condition. The mechanical and electrical assets are operational and in fair condition but have surpassed their expected useful life and show moderate wear including significant corrosion at the mechanical seals. Due to their age and condition, it is expected that pumps 3 and 4, other mechanical components, and the electrical systems will need to be rehabilitated or replaced within the next ten years. Pumps 1 and 2 were replaced in 2010 and will not require rehabilitation or replacement within the next ten years. Springview BPS The Springview BPS includes three electric vertical turbine pumps and associated valves and electrical equipment enclosed in a subgrade concrete vault. The roof over the majority of the concrete vault is open steel grating, with a solid metal roofing material installed over the electrical equipment to protect it from the elements. The vault, including the steel grating and roofing material, along with the greater site are in fair condition. The mechanical assets are operational and in fair condition and show moderate wear including moderate corrosion at the mechanical seals. The pumps will reach the end of their expected useful life within the next ten years. The motor control center (MCC) is in fair condition but has surpassed its expected useful life having been installed in 1979 when the station was initially constructed. Due to their age and condition, it is expected that the pumps and other mechanical components as well as the electrical systems will need to be rehabilitated or replaced within the next ten years. The District plans to upsize the pump capacities during replacement. Timber Ridge BPS The Timber Ridge BPS includes three electric vertical turbine pumps, one natural gas motor driven vertical turbine pump, and associated valves and electrical equipment. The electric pumps and associated equipment is fully enclosed in a block building with a steel roof. The natural gas pump is located outside the building with the engine enclosed in a steel cabinet. The building and the greater site are in good condition. The mechanical assets are operational and in fair condition but will reach the end of their expected useful life within the next ten years. The MCC is in fair condition but nearing its expected useful life having been installed in 1986 when the station was initially constructed. Due to their age and condition, it is expected that the pumps and other mechanical components as well as the electrical systems will need to be rehabilitated or replaced within the next ten years. Within the near future, the District plans to replace the natural gas pump with a new engine driven pump enclosed in a new pump house because the current pump has significant deterioration. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 22 | APRIL 2018 | FINAL Valley View BPS The Valley View BPS includes two electric vertical turbine pumps, one natural gas motor driven vertical turbine pump, and associated valves and electrical equipment, the equipment is fully enclosed in a block building with a steel roof. The building, electric pumps, electrical system, and the site were originally constructed or installed in 2003 and are in good condition with minimal visible wear. The assessment did not indicate the need for major rehabilitation of these assets within the next ten years. Yorba Linda BPS The Yorba Linda BPS includes three electric vertical turbine pumps and associated valves and electrical equipment. The equipment is fully enclosed in a block building with a steel roof. The building, pumps, electrical system, and the site were originally constructed or installed in 2014 and are in very good condition with minimal visible wear. The assessment did not indicate the need for major rehabilitation of these assets within the next ten years. 3.1.2.2 Reservoirs The district’s system includes 14 buried concrete reservoirs. The condition assessment focused on the reservoir components and assets that were visible from the surface, the assessment team did not enter any of the reservoirs. Available reservoir dive reports provided by the District were reviewed to help determine the condition score assigned to each reservoir. Fairmont Reservoir The Fairmont reservoir was not visited due to the ongoing construction at the adjacent Fairmont BPS during the assessment, however it was found to be in fair condition based on a review of the December 2016 dive report. Notably, the report suggested that the District repair the duckbill nozzle on the north side of the baffle wall in the east bay as further degradation could obstruct the inlet sections to the east bay. Bryant Ranch Reservoir The Bryant Ranch Reservoir has a capacity of 2.3 million gallons and was constructed in 1986. Based on the condition assessment and review of the December 2016 dive report, the reservoir was found to be in good condition with the exception of the site fence. The steel fence surrounding the site is severely corroded and in need of replacement. Camino de Bryant Reservoir The Camino de Bryant Reservoir has a capacity of 3.2 million gallons and was constructed in 1992. A recent dive report was not available for this reservoir, based on the condition assessment the assets visible at the surface were found to be in good condition. Dive reports for other District reservoirs of a similar age indicated good condition. Chino Hills Reservoir The Chino Hills Reservoir has a capacity of 0.5 million gallons and was constructed in 1989. A recent dive report was not available for this reservoir, based on the condition assessment the assets visible at the surface were found to be in good condition. Dive reports for other District reservoirs of a similar age indicated good condition. Though not a condition issue, staff did note that the access gate is owned and controlled by a private home owner. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 23 Elk Mountain Reservoir The Elk Mountain Reservoir has a capacity of 6.0 million gallons and was constructed in 1992. A recent dive report was not available for this reservoir, based on the condition assessment the assets visible at the surface were found to be in fair condition. Dive reports for other District reservoirs of a similar age indicated good condition. One notable issue at the site is the concrete staircase leading from the parking area to the top of the reservoir, several stairs are missing treads and are uneven posing a potential safety concern. Gardenia Reservoir The Gardenia Reservoir has a capacity of 1.98 million gallons and was constructed in 2002. Based on the condition assessment and review of the November 2015 dive report, the reservoir was found to be in good condition. Hidden Hills Reservoir The Hidden Hills Reservoir has a capacity of 2.0 million gallons and was constructed in 2010. Based on the condition assessment and review of the December 2016 dive report, the reservoir was found to be in good to excellent condition. Though not a condition issue, it was noted that there is no bollard protection for the programmable logic controller (PLC) cabinets. Staff also noted that the inlet piping needs to be reconfigured for water quality reasons. Highland Reservoir The Highland Reservoir has a capacity of 6.0 million gallons and was constructed in 2010. Based on the condition assessment and review of the October 2017 dive report, the reservoir was found to be in good condition. Additionally, staff noted that the fencing along the east side of the entrance road is still the temporary fencing from when the site was constructed, and may be inside the District’s property line. Lakeview Reservoir The Lakeview Reservoir has a capacity of 8.0 million gallons and was constructed in 2007. A recent dive report was not available for this reservoir, based on the condition assessment the assets visible at the surface were found to be in good condition. Dive reports for other District reservoirs of a similar age indicated good condition. The site retaining wall should be monitored for stability as it was noted that the retaining wall and swale at west side has cracking and a joint has opened up, the wall at southwest corner has opened up with swale cracking, and that the south wall has a 1 to 2 inch transverse offset at the top of the wall. Little Canyon Reservoir The Little Canyon Reservoir has a capacity of 0.88 million gallons and was constructed in 1982. Based on the condition assessment and review of the December 2016 dive report, the reservoir was found to be in good condition. However, this reservoir has the greatest deficit and expansion is recommended by District Staff. Quarter Horse Reservoir The Quarter Horse Reservoir has three basins with a combined capacity of 7.27 million gallons Basin 1 and 2 were completed in 2004 and basin 3 in 2005. Based on the condition assessment and review of the October 2015 dive report, the reservoir was found to be in good condition. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 24 | APRIL 2018 | FINAL Santiago Reservoir The Santiago Reservoir has a capacity of 1.1 million gallons and was constructed in 1989. Based on the condition assessment and review of the December 2016 dive report, the reservoir was found to be in good condition. Springview Reservoir The Springview Reservoir has a capacity of 8.0 million gallons and was constructed in 1981. Based on the condition assessment and review of the December 2016 dive report, the reservoir was found to be in good condition. Valley View Reservoir The Valley View Reservoir has a capacity of 1.98 million gallons and was constructed in 2003. Based on the condition assessment and review of the November 2015 dive report, the reservoir was found to be in good condition. 3.1.2.3 Wells The District currently operates 11 electric and natural gas powered groundwater production wells. Each of the wells was visited during the site assessment. The site assessment focused only on the above ground assets at each of the well sites, the condition scores assigned to each of the wells were formulated from determined information provided by staff, the time since each well’s last major rehab, the design and current production capacity of each well, and other operational information. Well Number 1 Well Number 1 is a natural gas engine driven well with a design capacity of 1,800 gallons per minute (GPM) and a current operating capacity of 1,800 GPM. The well and well pump were rehabilitated in 2017 and are in excellent condition. The other equipment at the site was not rehabilitated or replaced at that time and is in fair to good condition. The condition assessment did not indicate the need for major rehabilitation of these assets within the next ten years. Well Number 5 Well Number 5 is a natural gas engine driven well with a design capacity of 2,300 GPM and a current operating capacity of 1,760 GPM. The well was originally constructed in 1950, the current well pump, building, engine, and other ancillary equipment was installed in 1996. Staff indicated that the pump, appurtenances, and angle drive were rehabilitated in 2010, however significant corrosion and coating failures are present on the pump head, at the mechanical seal, and on the angle drive. Concrete spalling is visible at the waste discharge and is beginning to form on the pump pad. Due to their age and condition, it is expected that the well and well pump will require further rehabilitation or replacement within the next ten years. Well Number 7 Well Number 7 is a natural gas engine driven well with a design capacity of 2,200 GPM and a current operating capacity of 1,750 GPM. The well was originally constructed in 1950, the current well pump, building, engine, and other ancillary equipment was installed in 1996. Significant corrosion and coating failures are present on the pump head and the angle drive. Severe concrete spalling and cracking is present on the pedestal and surrounding base. During the assessment District Staff indicated that they plan to rehabilitate this well in 2018. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 25 Well Number 10 Well Number 10 is an electric motor driven well with a design capacity of 1,800 GPM and a current operating capacity of 1,600 GPM. The site was originally constructed between 1991 and 1993. The equipment at the site was found to be in fair condition showing typical wear for its age. The condition assessment did not indicate the need for major rehabilitation of these assets within the next ten years. Well Number 11 Well Number 11 is an electric motor driven well with a design capacity of 1,600 GPM and a current operating capacity of 1,100 GPM. The site was originally constructed in 1990 and the well pump was rehabbed in 2009. Currently, the District uses this well as a backup for well 20 and it is typically only run once per quarter to meet Title 22 requirements. The equipment at the site was found to be in fair condition showing typical wear for its age. The condition assessment did not indicate the need for major rehabilitation of the well or pump within the next ten years, however the electrical and control systems will reach the end of their expected useful life in 2028. Well Number 12 Well Number 12 is an electric motor driven well with a design capacity of 1,200 GPM and a current operating capacity of 1,140 GPM. The site was originally constructed in 1996 and the well and well pump were rehabbed in 2010. The equipment at the site was found to be in fair condition with most assets showing typical wear for their age. Some cracked and spalled concrete was noted on the pump pedestal and the pad. The condition assessment did not indicate the need for major rehabilitation of the well or pump within the next ten years. Well Number 15 Well Number 15 is an electric motor driven well with a design capacity of 1,200 GPM and a current operating capacity of 1,150 GPM. The site was originally constructed between 1997 and 1999 and the well pump was rehabbed in 2017. The equipment at the site was found to be in fair condition with most assets showing typical wear for their age. The condition assessment did not indicate the need for major rehabilitation of the well or pump within the next ten years. The chemical systems at the site including the hypochlorite tanks, chemical feed pumps, and chlorine residual analyzer are nearing the end of their expected useful lives and will require rehabilitation or replacement within the next ten years. Well Number 18 Well Number 18 is a natural gas engine driven well with a design capacity of 2,200 GPM and a current operating capacity of 2,290 GPM. The site was constructed between 2003 and 2005, and the visible equipment is in fair to good condition. The condition assessment did not indicate the need for major rehabilitation of this site within the next ten years. Well Number 19 Well Number 19 is an electric motor driven well with a design capacity of 2,100 GPM and a current operating capacity of 1,900 GPM. The site was constructed between 2005 and 2007, and the visible equipment is in good condition. The condition assessment did not indicate the need for major rehabilitation of this site within the next ten years. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 26 | APRIL 2018 | FINAL Well Number 20 Well Number 20 is an electric motor driven well with a design capacity of 3,000 GPM and a current operating capacity of 2,800 GPM. The site was constructed in 2010, and the visible equipment is in good condition. The condition assessment did not indicate the need for major rehabilitation of the well components at this site within the next ten years. The chemical system attributed to Well Number 20 includes two chemical tanks installed in 1999, and a chlorine generator, chemical feed pumps, and chlorine residual analyzer installed in 2015. Though the system is in good condition, District staff indicated that the equipment is undersized, and that plans are in place to augment or upsize the system. Well Number 21 Well Number 21 is an electric motor driven well with a design capacity of 3,000 GPM and a current operating capacity of 3,000 GPM. The site was constructed in 2017, and the visible equipment is in excellent condition. The condition assessment did not indicate the need for major rehabilitation of the well components at this site within the next ten years. 3.1.2.4 Source Connections The District maintains four source water connections to the Metropolitan Water District of Southern California (MWD). Three of the source connections were visited during the site assessment, OC-36, OC-66, and OC-89. The mechanical assets at each of the visited sites were in good condition, showing typical wear for their age. Minimal replacement of instrumentation at each of the sites may be necessary within the next ten years as the equipment reaches the end of its expected useful life. Some concrete delamination and cracking was observed on the floor of the OC-89 vault. Also, staff noted the need to provide better access to the OC-36 connection as the hill leading to the entrance to the cage is a dirt slope. 3.1.2.5 Sewer Lift Stations The District operates two wastewater lifts stations, each of which was visited during the site assessment. Green Crest LS The Green Crest lift station is located in a cul-de-sac below the street. It includes two submersible pumps in a wet well, a valve vault, and associated valves and electrical equipment. The lift station was fully rehabbed in 2010 and the assessment did not indicate the need for major rehabilitation of these assets within the next ten years, except for the electrical and PLC panel, which will require upgrades within the next several years. Lakeview LS The Lakeview lift station is located in the Yorba Linda Lakebed Park. It includes two submersible pumps in a wet well, a valve vault, and associated valves and electrical equipment. The lift station was refurbished in 2009 and the assessment did not indicate the need for major rehabilitation of these assets within the next ten years. A steep slope is located close to the station which could cause some debris to wash onto the station in a heavy rain event, however staff indicated that upcoming development near the site will likely result in the slope being removed or modified. As the development expands, the station may be modified to handle more flow, but no project is currently known. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 27 3.1.2.6 Richfield Base In addition to the operations center and several wells, the facilities at the Richfield Base include electrical systems, backup power and propane systems, and chemical treatment systems. Electrical Systems A central switchboard and MCC that includes an automated transfer switch serves the chemical processes and the wells at the Richfield base. The equipment was originally installed in 1996 and is in fair condition. It is expected that the equipment will require rehabilitation or replacement within the next ten years as it reaches the end of its expected useful life. Backup Power and Propane Systems The backup generator and two propane tanks were installed in 1996 and are in fair condition. It is expected that the equipment will require rehabilitation within the next ten years to ensure adequate reliability as it reaches the end of its expected useful life. Chemical Treatment Systems The chemical treatment systems at the Richfield base include chlorine generation equipment, one brine tank, two hypochlorite tanks, chemical feed pumps, chlorine residual analyzers, and associated ancillary equipment. All of the equipment was installed in 2003 with the exception of the chemical feed pumps 3 and 4 motors which were replaced in in the beginning of 2018. Most of the equipment is in fair condition showing typical wear for its age. During the assessment, District staff indicated that the brine tank and hypochlorite tanks have been recoated several times and will likely require replacement within the next five years. Additionally, several of the other assets including the chorine generation equipment, chemical feed pumps 1 and 2, and the chlorine residual analyzers will reach the end of their expected useful life within the next ten years, and will require rehabilitation or replacement. 3.1.3 Condition Assessment Results In general, the facility and equipment assets are in good condition. The assessment only found a few assets that received a score of 4 (significant deterioration) and no assets received a score of 5 (severe deterioration). The following bullets breakdown the results of the condition scores for the more than 400 facility and equipment assets observed in the visual condition assessments. • Condition 1 (New or Excellent Condition) - 15 percent of the assets were found to be in new or excellent condition. Most of these assets were at the Fairmont and Yorba Linda booster pump stations. • Condition 2 (Minor Defects Only) - 52 percent of observed assets were found to have only minor defects. • Condition 3 (Moderate Deterioration) - 32 percent of observed assets were found to have moderate deterioration. These assets may be in need of maintenance activities, but do not need rehabilitation or replacement in the near future. • Condition 4 (Significant Deterioration) - Four assets (one percent) were observed to be have significant deterioration that requires renewal or upgrades. These assets are components of the chemical treatment system at Richfield Base, Pump 2 at Box Canyon BPS, the large natural gas pump at Timber Ridge, and the well and pump at Well No. 7. • Condition 5 (Severe Deterioration) - No assets were found to have severe deterioration. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 28 | APRIL 2018 | FINAL The lack of condition 4 and condition 5 assets observed during the condition assessments indicates that District staff is doing a good job maintaining the assets. However, not all assets were observed. The pressure regulating stations, interconnections, submersible lift station pumps, and fleet vehicles were not observed during the assessments. The estimated remaining life of these assets is based on a typical life estimate. 3.2 Pipelines Condition and Remaining Life Assessment A condition assessment was performed on the pipeline assets using the District's GIS records. No site visits or visual condition assessment were performed. This section summarizes the methodology and results of the pipeline condition assessment. 3.2.1 Condition Assessment Process and Scoring The District's GIS data served as the basis for the condition assessment of the pipeline assets. The GIS data contained information about each pipe segment, including their location, which was used to estimate the condition and remaining life of each segment. The GIS data was imported into a GIS-based modeling program, Innovyze® InfoMaster™, for evaluation. Additional information was loaded into the model to assist in the evaluation of the pipelines. This information included CCTV inspection data, locations of leaks and breaks, locations of repairs, and water pressure at various points in the system. Separate models were set up for water and wastewater pipe evaluations. The models evaluated each segment of pipe against the criteria shown in Table 3.3. Table 3.3 Pipeline Condition Criteria Criteria Water Pipeline Criteria Sewer Pipeline Criteria Leaks and Repairs Leaks Data - The location of leaks were tagged to the nearest pipeline(s). Each leak reduced the remaining life of the pipeline by 10 years. Planned Repairs - Staff identified pipelines for repair based on CCTV observations. These segments were assumed to have no remaining life (Condition 5). Operational Data System Pressures - Areas of high pressure reduced the remaining life as follows: • Condition 5 = > 200 psi • Condition 4 = 150-200 psi • Condition 3 = 120-150 psi CCTV Inspection Data - The quick score from CCTV data were used to reduce the remaining asset life as follows: • Condition 5 = 1 grade-5 defect or more than 2 grade-4 defects • Condition 4 = 1 or 2 grade-4 defects or more than 1 grade-3 defect. • Condition 3 = 1 grade-3 defect or more than 2 grade-2 defects. Age Age - the age of the pipelines was compared to the useful life estimate shown in Table 3.5 and remaining life ranges in Table 3.4. Age - the age of the pipelines was compared to the useful life estimate shown in Table 3.5 and remaining life ranges in Table 3.4. Notes: (1) Values represent full project costs that include design and construction. Values shown in 2018 dollars. The models assigned a condition score to each of the pipe segments based on the worst result from any of these criteria. The condition score was used to determine how much remaining life the pipeline had left using the ranges shown in Table 3.4. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 29 Table 3.4 Pipeline Condition Scoring Descriptions Condition Score Remaining Life Range 1 (Best) More than 50 years 2 31 - 50 years 3 16 - 30 years 4 6 - 15 years 5 (Worst) 5 years or less Notes: (1) Remaining life range is an estimate based on typical service life and criteria shown in Table 3.3. 3.2.1.1 CCTV Data Summary The District performs regular NASSCO standardized CCTV inspections of their wastewater collection pipelines. Observations from the CCTV crew are coded in a database, which were linked back to the inspected pipelines. The District provided CCTV inspection data for 2011 to 2016. This data was loaded into InfoMaster™ and linked to the appropriate pipe segments. The map in Figure 3.1 shows the pipelines with CCTV inspection data. Of the 266 miles of wastewater pipelines, just over half (150 miles, 56 percent) linked to a CCTV inspection record. The District has inspected the entire system using CCTV, however, small errors in the pipeline naming or how the CCTV is recorded can cause compatibility issues when trying to link the data together. The District is continuously collecting more CCTV data, which can be used in future evaluations of the system. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 30 | APRIL 2018 | FINAL Figure 3.1 CCTV Inspection Data Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 31 The data from each inspection was analyzed for specific defects and summarized into a four digit "quick score." The four digits of the quick score represent the severity of the defects found on the pipe and the number of times they occur. CCTV defects are graded on a one to five scale with one being the best and five being the worst. Examples of the worst rated defects found in the CCTV data include: • Hole in pipe • Infiltration gushing • Severe offset joints • Multiple fractures • Pipe deformation • Severe separated joints The quick score for each pipe was used to estimate the remaining life for the pipeline. 3.2.1.2 Useful Life Assumptions The original useful life is the estimated amount of time from when the pipeline was installed to when it needs to be replaced. The remaining useful life of each asset was evaluated based on the original useful life for each type of asset and the asset’s age. The criteria in Table 3.3 further adjust the useful life and remaining useful life for each pipe segment. The original useful lives shown in Table 3.5 were developed during a workshop with District staff. The lives are estimated based on the District staff experience and knowledge of the District's pipeline assets. Table 3.5 Pipeline Remaining Useful Life Assumptions Asset Type Original Useful Life (Years) (1) Length of Pipe (miles) Percentage of Length Water Distribution Pipes 352 miles Asbestos Cement (ACP) 70 238 68% Cement Mortar Lined Concrete (CMLC) (2) 75 26 7% Cast Iron (CIP or CIL) 65 8 2% Unlined Cast Iron (CIN) 65 1 < 1% Ductile Iron (DIP) 70 14 4% 1985 to 1999 Ductile Iron (3) 30 11 3% Steel (STL) 80 4 1% Copper (CO) 80 < 1 < 1% Polyvinyl Chloride (PVC) 85 50 14% Wastewater Collection Pipes 266 miles Vitrified Clay (VCP) 100 195 55% Asbestos Cement (ACP) 50 < 1 < 1% Ductile Iron (DIP) 50 1 < 1% Cast Iron (CIP) 50 < 1 < 1% Acrylonitrile Butadiene Styrene (ABS) 90 47 13% Polyvinyl Chloride (PVC) 90 24 7% Other Pipeline Asset Types Force mains 50 0.3 miles n/a Manholes 75 6,153 assets n/a Water Meters 25 25,407 assets n/a Notes: (1) Useful life estimates based on District input and estimates used by peer agencies. (2) CMLC includes all pipes of similar designation in the data (CML&C, CML&C STL, and CML) (3) District has experienced numerous failures of Ductile Iron Pipe (DIP) installed between 1985 and 1999. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 32 | APRIL 2018 | FINAL The condition of the force mains, manholes, and water meters was based on the age of the assets and the remaining life estimate ranges in Table 3.4. 3.2.2 Condition Assessment and Remaining Useful Life Evaluation The results of the pipeline condition assessment are shown in Table 3.6, Figure 3.2, and Figure 3.3. The table shows the percentage of the assets that fall into each condition score and remaining life range. Table 3.6 Pipeline System Condition and Remaining Life Results Condition Score(1) Condition 1 (> 50 years) Condition 2 31-50 years) Condition 3 (16-30 years) Condition 4 (6-15 years) Condition 5 (≤ 5 years) Water Pipelines 20% (70 miles) 30% (104 miles) 33% (115 miles) 13% (45 miles) 5% (17 miles) Water Meters (2) 0% 0% 6% 18% 75% Wastewater Pipelines 15% (41 miles) 76% (202 miles) 5% (14 miles) 3% (7 miles) 1% (2 miles) Force mains 0% 0% 69% (0.2 miles) 31% (0.1 miles) 0% Manholes 23% 52% 25% < 1% 0% Notes: (1) Remaining life ranges per Table 3.4. (2) Approximately 39 percent of water meters do not have available installation year data. The assumption was made that the installation of these meters mirrored the distributed of known meter installations. Overall, the pipeline systems are in good condition, with the exception of the water meters. The water pipelines have the most assets rated condition 4 or 5. Figure 3.2 shows these lines are mostly concentrated on the west side of the service area, except for a group of ductile iron pipelines on the eastern side. The District is planning further research and corrosion testing on these ductile iron pipelines to determine if more cathodic protection is needed or if the waterlines need to be replaced. This analysis assumes they need to be replaced, but the District may determine an alternative solution based on the results of its investigations. With such a short life expectancy compared to the other types of pipeline assets, the meters are all considered condition 3 or greater. In general, nearly three quarters of the District's water meters are already beyond their expected useful life. The District is considering implementing an automatic meter reading (AMR) system, which is one possible solution to address these meter conditions as part of a larger AMR installation and meter replacement program. In contrast, the wastewater pipelines are predominately rated condition 2, with small stretches of condition 4 or 5 pipes scattered throughout the service area (as seen in Figure 3.3). Force mains are condition 3 or 4, based on age. The condition scores are further developed in the risk assessment covered in the following section. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 33 Figure 3.2 Water Pipeline Condition Map YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 34 | APRIL 2018 | FINAL Figure 3.3 Wastewater Pipeline Condition Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 35 ASSET RISK ASSESSMENT This section evaluates the risks associated with the District's assets, building on the condition evaluations of the previous section and the consequence of failure of the assets failing. The intent of this section is to provide a transparent assessment of prioritized risk associated with the assets of the system and provide a method to prioritize difference types of functional assets. 4.1 Risk Overview Risk is a key element of asset management. It is used to prioritize budgets and resources in a transparent and consistent way. A risk assessment is designed to address one or more of the following: • Identify assets representing risks an organization isn't willing to tolerate • Promote efficient use of resources by defining a method to rank assets • Prioritize inspection, cleaning, and preventive maintenance schedules • Develop risk management and mitigation strategies The risk of an asset is a measure of the impact of asset failure on the overall system. By quantifying and assessing the risk of failure or inability of an asset to meet its intended function or achieve its service goals, projects can be selected and implemented to mitigate the risk. Just as risk is expressed economically as the product of cost and chance, risk is calculated in asset management as the product of the likelihood of failure (LoF) and consequence of failure (CoF). 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅=𝐿𝐿𝐿𝐿𝐿𝐿 × 𝐶𝐶𝐿𝐿𝐿𝐿 At a minimum, assets with higher risk ratings must be closely monitored and targeted for corrective or preventive action, including maintenance, rehabilitation, or replacement. The following sections describe the methodology used to produce LoF, CoF, and risk scores for the District assets. The risk assessment in this AMP covers the facilities and equipment, water pipelines, and wastewater pipelines. The risk assessment does not cover individual meters, manholes, or fleet assets. 4.2 Likelihood of Failure (LoF) The LoF is a measure of the probability that an asset will fail or degrade to a point where is it not meeting its required level of service. The LoF is expressed by a number from one to five, where one is the least likely to fail and five is the most likely. The condition and remaining useful life evaluations from the previous section are the main factors used to determine the LoF. Additionally, the influences of non-condition factors are taken into consideration in determining the LoF. These other factors may include: YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 36 | APRIL 2018 | FINAL • Operational Requirements – If an asset of system is regularly operated above its design capacity, or operated more frequently than originally intended, it may fail prematurely. • Obsolescence – The lack of readily available maintenance service, technical support, or replacement parts may drive the need to abandon an asset before the end of its expected useful life. This issue most often affects electrical and instrumentation equipment. • Maintenance – Assets that require excessive maintenance may need to be replaced to avoid increased costs or downtime. Also, assets that are inadequately or improperly maintained may fail prematurely. • Environmental – These factors include whether an asset is protected from the elements by a building or other enclosure, or if it is exposed to risks from nearby vehicle traffic, steep slopes, trees, etc. These additional factors were considered during the visual condition assessments of the facility and equipment assets and contribute to the LoF score. They are described in more detail in the CAP in Appendix A. 4.3 Consequence of Failure (CoF) The consequence of failure (CoF) is a value assigned to each asset that attempts to quantify the impacts if that asset were to fail. Two methods were used to evaluate the CoF. The first method was used for facilities and equipment assets. The second method was used for water and wastewater pipelines. 4.3.1 Facilities and Equipment For the AMP risk analysis, a CoF was assigned to each asset based on two components: facility and equipment type. This two-component method was used because it follows the logic used by most staff when they consider the most critical assets. When asked which assets are the most critical to the system, answers typically focus on a particular type of equipment, such as pump or SCADA, or types of facilities, such as a particular reservoir. This scoring system follows a similar logic by combining scores based on an asset type and the specific where it is located. CoF scores for each of the facilities were developed in collaboration with District operations and engineering staff. Each facility was assigned a CoF score between 1 and 5, with 1 being the least critical (lowest consequences in the event of a failure) and 5 being the most critical (highest consequence in the event of a failure). The CoF scores assigned to each facility are shown in Table 4.1. The CoF scores for 87 District water, wastewater, and support facilities were assigned as follows: • CoF 5 - 20 facilities comprised of 7 reservoirs, 5 booster pump stations, 4 pressure regulating stations, 2 lift stations, 1 imported water connection, and the Richfield Base operations center. • CoF 4 - 24 facilities comprised of 8 pressure regulating stations, 6 production wells, 5 booster pump stations, 3 reservoirs, and 2 imported water connections. • CoF 3 - 22 facilities comprised of 14 pressure regulating stations, 4 reservoirs, 2 production wells, and 2 booster pump stations. • CoF 2- 14 facilities comprised of 12 pressure regulating stations and 2 production wells. • CoF 1 - 7 facilities comprised of 5 pressure regulating stations, 1 production well, and 1 import water connection. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 37 Table 4.1 Facility CoF Scoring System COF Rank Wells Booster Pump Stations Reservoirs Pressure Reducing Stations Source Connections Other Sewer Lift Stations Fairmont Chino Hills Lakeview OC-66 Richfield Base Green Crest Hidden Hills Little Canyon Timber Ridge Lakeview 5 Santiago Camino de Bryant San Antonio #1 SEVERE Timber Ridge Quarter Horse Hidden Hills #2 Paso Fino Hidden Hills Santiago Fairmont # 0 5 7 4 1 1 2 Well No. 18 Yorba Linda Gardenia Bryant #2 Trailside OC-51 Well No. 20 Lakeview Springview Applecreek Hidden Hills #1 OC-89 4 Well No. 21 Elk Mountain Elk Mountain Cresthill Box Canyon HIGH Well No. 1 Springview Del Rey Kilt Well No. 5 Box Canyon Well No. 7 # 6 5 3 8 2 0 0 Well No. 10 Highland Valley View Brentwood Platte Well No. 19 Valley View Bryant Ranch Hidden Oaks Villa Valente Highland Mission Hills Yorba Linda 3 Lakeview Paseo Del Prado Adobe MODERATE Cornell La Palma Jefferson San Antonio #2 Bryant #1 Fairmont # 2 2 4 14 0 0 0 YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 38 | APRIL 2018 | FINAL Table 4.1 Facility CoF Scoring System (continued) COF Rank Wells Booster Pump Stations Reservoirs Pressure Reducing Stations Source Connections Other Sewer Lift Stations Well No. 12 Van Buren Kodiak #1 Well No. 15 Stonehaven Kodiak #2 2 Sunwood Oakvale MINOR Red Pine Citation Clydesdale Dominguez Village Center Trentino # 2 0 0 12 0 0 0 Well No. 11 Willowbrook Walnut OC-36 1 Stone Canyon Wagon Wheel LOW Sumac # 1 0 0 5 1 0 0 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 39 The second CoF score for each asset is determined by the equipment type. This CoF score was assigned to each asset based on how essential the equipment type is to the core function of a facility. For example, pumps received an equipment CoF score of 5 (highest consequence of failure) since the core function of a booster pump station is pumping water. In contrast, pressure reducing valves installed at the pumps received an equipment COF of 3, since they can be bypassed, removed, or disengaged if they fail, without impacting the core function of the facility. The CoF scores assigned to each type of equipment are shown in Table 4.2. Table 4.2 Equipment Type CoF Scoring System Asset Type Equipment CoF Asset Type Equipment CoF Water Pump 5 Chemical Equipment 4 Electrical 5 Remote SCADA 4 Engine 5 Pressure Regulating Valve 3 Building 5 Concrete Structure 3 Well Casing 5 PRS Vault 3 Well Pump 5 Instrumentation 3 Reservoir 5 PRV - Pump 3 Main SCADA 5 Office Furniture/Equipment 3 IT Equipment 5 Valve 2 Wastewater Pump 5 Site Conditions 1 The overall CoF score for each asset was calculated based on the average of the facility CoF and the equipment type CoF. For example, a water pump (5) at the Fairmont BPS (5) receives an overall score of 5, while a concrete vault for a PRS (3) at the Trentino PRS (2) received an overall CoF score of 2.5. Figure 4.1 shows the distribution of the CoF scores for all facility and equipment assets. High CoF assets represent the critical equipment types at the critical facilities. Roughly 15 percent of the total asset count classifies as high CoF. Almost half of all assets are considered medium-high CoF. These assets are critical equipment types at less critical facilities, or vice versa. Figure 4.1 Facility and Equipment Consequence of Failure Score Summary CoF -High 15% CoF -M. High 48% CoF - Medium 28% CoF -M. Low 8%CoF -Low 1% YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 40 | APRIL 2018 | FINAL 4.3.2 Pipelines The CoF for the pipelines was assigned to each pipe segment based on the following four components: • Pipe Diameter - Larger pipelines convey more flow, so a break or stoppage in one of these lines would have a greater impact. • Streets Type - The type of street that a pipe is under is related to the impact it will have. • Water Bodies - Pipelines located near a body of water will have an environmental impact and, in the case of a sewer spill, can result in a fine. Pipelines that cross water bodies can be single points of failure if the system isn't looped. • Critical Facilities - Pipelines near critical facilities, such as hospitals, could cause a major disturbance to their operations. Using the InfoMaster™ model, each pipeline in the water and wastewater system was evaluated in each of these four components. A one to five scoring system was developed for each of these components. Table 4.3 breaks down the scores for the water and wastewater pipelines. Table 4.3 Pipeline CoF Scoring System CoF Component Method Water Pipelines Wastewater Pipelines Pipe Diameter Based on pipe diameter • CoF 5 - 25-39 inches • CoF 4 - 15-24 inches • CoF 3 - 11-14 inches • CoF 2 - 7-10 inches • CoF 1 - < 7 inches • CoF 5 - 18-24 inches • CoF 4 - 13-17 inches • CoF 3 - 9-12 inches • CoF 2 - 6-8 inches • CoF 1 -< 6 inches Street Type Based on the Caltrans street functional classification using a 50 foot buffer in GIS • CoF 5 - Railroad or Freeway • CoF 4 - Principal Arterials • CoF 3 - Minor Arterials • CoF 2 - Major Collector • CoF 1 -Local Road Water Bodies Based on distance from nearest body of water • CoF 5 - < 100 feet • CoF 4 - 100-200 feet • CoF 3 - 200-300 feet • CoF 2 - 300-500 feet • CoF 1 -> 500 feet Critical Facilities Based on a buffer of 75 feet around the facility • CoF 5 - Hospital or Emergency Response (Police and Fire) • CoF 4 - City Hall, Civic Building, or School • CoF 3 - Post Office or Library • CoF 2 - Hotels • CoF 1 -All Other Facilities The overall CoF score for each pipeline was based on the maximum score of all four components. The miles of pipeline that fell into each CoF score is shown in Table 4.4. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 41 Table 4.4 Pipeline CoF Score Summary CoF Score Water Pipes Wastewater Pipes 5 (High) 16 miles 7 miles 4 (Medium-High) 54 miles 25 miles 3 (Medium) 54 miles 26 miles 2 (Low-Medium) 175 miles 209 miles 1 (Low) 53 miles < 1 mile Figure 4.2 and Figure 4.3 are maps of the water and wastewater pipeline CoF results. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 42 | APRIL 2018 | FINAL Figure 4.2 Water Pipeline CoF Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 43 Figure 4.3 Wastewater Pipeline CoF Map YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 44 | APRIL 2018 | FINAL 4.4 Risk Results The risk that each asset represents is based on the combination of the LoF and CoF scores. Assets with the highest risk should be targeted for replacement, repair, or further inspection. Alternatively, redundancy or mitigation strategies can be implemented to reduce the risk of asset failure. Risk is evaluated in two ways: raw score and risk categories. The raw score is the numeric value of multiplying the LoF and CoF. This score is based on a 1 to 25 scale (LoF 1-5 x CoF 1-5). Risk categories are based on the risk matrix shown in Figure 4.4. Figure 4.4 Risk Matrix Categories The following sections summarize the risk results for facilities and equipment assets followed by the pipeline assets. 4.4.1 Facilities and Equipment The number of assets that fell into each risk category is shown in Table 4.5. Overall, less than ten percent of assets fell into the medium-high risk category and no assets were considered high risk. Table 4.5 Facilities and Equipment Risk Summary Risk Category Number of Assets Percentage of Assets High 0 0% Medium-High 28 7% Medium 118 29% Low-Medium 254 63% Low 4 1% The 28 medium-high risk assets were located at the 10 facilities listed below (number of assets shown in parenthesis). • Santiago BPS (7) - Booster pumps 3&4, VFDs 1-3, MCC, and switchboard • Hidden Hills BPS (5) - Booster pumps 1-4 and MCC • Timber Ridge BPS (5) - Booster pumps 1-4 and MCC • Richfield Base (4) - Water softening system, switchboard, breaker panel, and automatic transfer switch. • Fairmont Reservoir (2) - Reservoir and cathodic protection system • Well No. 7 (2) - Well and well pump • Box Canyon BPS (1) - Booster pump 2 Low LoF M. Low LoF Medium LoF M. High LoF High LoF (1) (2) (3) (4) (5) High CoF (5)High Risk M. High CoF (4)Low-Med. Medium CoF (3)Risk Medium Risk Med.-High M. Low CoF (2)Risk Low CoF (1)Low Risk 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 45 • Camino de Bryant Reservoir (1) - Reservoir • Chino Hills Reservoir (1) - Reservoir • Little Canyon Reservoir (1) Cathodic protection system Only 4 of the 31 assets received a risk score of 16 (LoF 4 and CoF 4), while the remainder received a risk score of 15 (LoF 3, CoF 4). These 4 assets were the well and well pump at Well No. 7, booster pump 2 and Box Canyon BPS, and the water softening system at Richfield Base. 4.4.2 Pipelines The miles of pipeline that fell into each risk category are shown in Table 4.6. Table 4.6 Pipeline Risk Summary Risk Category Water Pipes Wastewater Pipes High 4 miles 1 mile Medium-High 27 miles 3 miles Medium 73 miles 15 miles Low-Medium 199 miles 216 miles Low 48 miles 31 mile Figure 4.5 and Figure 4.6 are maps of the water and wastewater pipeline CoF results. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 46 | APRIL 2018 | FINAL Figure 4.5 Water Pipeline Risk Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 47 Figure 4.6 Wastewater Pipeline Risk Map YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 48 | APRIL 2018 | FINAL FINANCIAL FORECAST This section presents the funding needed to sustain the District's assets in both near and long- term planning horizons and the impact on the District's cash flows. 5.1 Forecast Overview A primary outcome of the Asset Management Plan Update project is an updated 10-year CIP forecast. The CIP encompasses the replacement and renewal of existing infrastructure assets. The CIP does not include operations and maintenance budgets, office supplies, or future assets (such as pipelines or facilities to serve new customers). The forecast in this section is based on the asset information summarized in the previous sections. This forecast was developed using fundamental asset management principals with a risk-based approach, developed through a series of workshop with District staff. The forecast is based on the individual asset data and estimated replacement costs from the previous sections. The timing of each asset replacement was estimated using a combination of on-site condition assessments, CCTV inspection results, leak and break information, installation years, and typical design life estimates. The estimated replacement timing was adjusted to consider the consequence of that asset failing through an asset risk analysis. A near-term, 10-year CIP was put together based on a detailed review of asset risk and condition. The near-term CIP is presented as packaged projects that incorporate findings from the site visits and input from District staff. A long-term, 100-year CIP forecast was developed based on the results of the Asset Management model. The model forecasts the replacement of all assets over the next 100 years to provide insight into the general level of funding needed to sustain the District's assets. The impact of these funding forecasts on the District's finances is discussed in section 5.4. 5.2 10-Year Capital Improvement Program Forecast The 10-year CIP consist of 30 projects totaling $55,560,000. This CIP contains a combination of pipeline, facilities, and equipment assets. The 10-year total equates to an annual average of $5,556,000. The graph of the 10-year CIP forecast is shown in Figure 5.1 and a breakdown of the CIP by system is shown in Table 5.1. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 49 Figure 5.1 10-Year CIP Forecast Notes: Percentage shown above the bars in the figure represents the percentage of the 10-year CIP for the year. Table 5.1 10- Year CIP Summary Table (by System) System 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 TOTAL Water $3.42 M $5.3 M $5.52 M $5.51 M $3.86 M $3.93 M $4.2 M $4.94 M $4.2 M $5.51 M $46.39 M Wastewater $0.25 M $0.25 M $0.35 M $0.35 M $0.35 M $0.35 M $0.35 M $0.37 M $0.35 M $0.35 M $3.32 M Support $0.54 M $0.97 M $0.54 M $0.54 M $0.54 M $0.54 M $0.54 M $0.54 M $0.54 M $0.54 M $5.85 M TOTAL $4.21 M $6.51 M $6.41 M $6.4 M $4.76 M $4.82 M $5.1 M $5.85 M $5.09 M $6.4 M $55.56 M Notes: Values show in millions of dollars. Estimated costs shown in 2018 dollars. No escalation has been applied to projects occurring in future years. Costs rounded to the nearest $1,000. $4,211,000 $6,514,000 $6,411,000 $6,400,000 $4,755,000 $4,821,000 $5,096,000 $5,854,000 $5,091,000 $6,402,000 8% 12%12%12% 9%9%9% 11% 9% 12% $0 $1,500,000 $3,000,000 $4,500,000 $6,000,000 $7,500,000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028Total CIP Project CostsCIP Year 10-Year CIP Forecast Water Wastewater Support YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 50 | APRIL 2018 | FINAL The 30 projects that make up the CIP are listed below by system. The projects are ordered based on the year that they are estimated to occur. Descriptions of these projects, their estimated costs, and the year they are recommended, including maps of the pipelines, are included in Appendix B. • Water Projects: High Risk Pipeline Replacements $5,766,000 2019-2023 Annual Customer Meter Replacement Program $9,992,004 2019-2028 Box Canyon BPS Pump 2 Replacement $63,000 2019 Well No. 7 Rehabilitation $631,000 2019 Bryant Ranch Fencing $90,000 2019 Ductile Iron Pipe Replacement Program $11,011,000 2020-2028 Santiago BPS Rehabilitation $868,000 2020 Applecreek PRS $268,000 2020 Well No. 20 Chemical System Replacement and Upsizing $303,000 2020 Timber Ridge BPS Rehabilitation $1,502,000 2021 Lakeview BPS Repiping $154,000 2021 Dominguez PRS $278,000 2022 Richfield Base Chemical System R&R $1,221,000 2022 Well No. 15 Chemical System R&R $146,000 2022 Medium-High Risk Pipeline Replacements $6,097,000 2024-2028 Paseo Del Prado PRS $275,000 2025 Elk Mountain Rehabilitation $741,000 2026 Springview BPS Rehabilitation $272,000 2026 Stone Canyon PRS $68,000 2027 Sumac PRS $68,000 2027 Willowbrook PRS $134,000 2027 Hidden Hills BPS Capacity Improvements $500,000 2028 Oakvale PRS $280,000 2028 Lakeview BPS Chemical System R&R $361,000 2028 Well No. 5 Rehabilitation $440,000 2028 • Wastewater Projects: High Risk Sewer Pipe Relining $479,944 2019-2020 Medium-High Risk Sewer Pipe Relining $2,758,165 2021-2028 Manhole Replacements $20,000 2026 • Support Projects: Vehicle Replacement Program $3,640,000 2019-2028 Radio System Replacement $425,000 2020 5.3 Long-Term (100-Year) Capital Improvement Program Forecast A long-term, 100-year CIP forecast was developed based on the results of the Asset Management model. The model forecasts the replacement of all assets over the next 100 years to provide insight into the general level of funding needed to sustain the District's assets. A 100- year planning horizon was chosen so all assets will experience at least one replacement during the period. Some assets will be replaced multiple times. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 51 The long-term forecast is shown in Figure 5.2. The 100-year CIP total is $1.3 billion. That equates to an annual average CIP funding of $12.9 million. The results are shown in 2018 dollars, inflation or cost escalation has not been applied. A summary of the long-term funding forecast is shown in Table 5.2. Table 5.2 100-Year Forecast Summary ($ million) Period Total CIP Annual Average Water CIP Wastewater CIP Support CIP 2019-2028 $55.6 $5.6 $46.4 $3.3 $5.8 2029-2038 $106.7 $10.7 $83.9 $9.9 $13.0 2039-2048 $157.9 $15.8 $137.6 $15.4 $5.0 2049-2058 $185.4 $18.5 $131.6 $29.0 $24.8 2059-2068 $91.1 $9.1 $63.2 $20.4 $7.6 2069-2078 $103.1 $10.3 $53.5 $45.3 $4.3 2079-2088 $131.6 $13.2 $99.7 $20.2 $11.7 2089-2098 $109.4 $10.9 $95.3 $5.2 $8.9 2099-2108 $174.5 $17.4 $143.2 $9.4 $21.8 2109-2118 $175.7 $17.6 $158.0 $10.8 $6.9 100-Year Total $1,291.1 $12.9 $1,012.3 $168.9 $109.9 Notes: (1) All values shown are in million 2018 dollars. No inflation or escalation has been applied. Maps of the long-term pipeline replacements and rehabilitations are included in Figure 5.3 and Figure 5.4. YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 52 | APRIL 2018 | FINAL Figure 5.2 Long-Term Funding Forecast $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 20192021202320252027202920312033203520372039204120432045204720492051205320552057205920612063206520672069207120732075207720792081208320852087208920912093209520972099210121032105210721092111211321152117Total CIP Project CostsCIP Year Long-Term CIP Forecast Water System Wastewater System Support System 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 53 Figure 5.3 Water Pipeline Rehabilitation/Replacement Forecast Map YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 54 | APRIL 2018 | FINAL Figure 5.4 Wastewater Pipeline Rehabilitation/Replacement Forecast Map 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 55 5.4 Financial Analysis In parallel with the District, Carollo developed a coordinated funding and financial plan to address the results of the AMP. This forecast does not formalize or approve the AMP, but rather works to define the necessary annual funding contributions that would substantiate the availability of funds for rehabilitation and replacement. Towards this effort, a cash-flow and reserves funding analysis was developed, with the goal of identifying the ability of existing rate revenues to fund the annual projects identified in the AMP. This section identifies the current reserve levels, assumed future free cash-flow levels, assumptions used in the analysis, results of the analysis, and reserve and rate funding recommendations. In 2015, the District worked with Raftelis Financial Consultants (RFC) to develop a Water and Sewer Rate Study (Rate Study). As part of the Rate Study, a financial plan was developed for the water and sewer enterprises to provide financial sufficiency, to meet operation and maintenance (O&M) costs, and to ensure sufficient funding for capital refurbishment and replacement (R&R) needs. The Rate Study developed and proposed rates that would fund forecasted expenditures through FY 2020. However, given the persistent drought and stakeholder feedback, the rate increases were curtailed. 5.4.1 District 5-Year Budget This high-level financial forecast is based on the District’s FY 2018 Annual Budget. The District's Budget includes forecasted expenditures and revenues for the 5-year period of FY 2018 – FY 2022. Revenues are forecasted to exceed (cash) expenses in all years. This excess cash flow is used to fund capital projects, replenish reserves, and provide necessary debt coverage. However, when depreciation (a non-cash expense) is included, the District is looking a loss of $1.6M in FY 2018, increasing annually until it reaches a loss of $3.5M in FY 2022. Figure 5.5 illustrates these values. Figure 5.5 Water & Sewer Combined Financial Forecast $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022Millions TOTAL EXPENSES TOTAL DEPRECIATION TOTAL REVENUES YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 56 | APRIL 2018 | FINAL 5.4.2 25-Year Funding Outlook Utilizing the 25-year scheduled CIP in the AMP, Carollo created an extended financial forecast of the Water and Sewer systems to determine whether existing cash flow are sufficient to cover the planned CIP. The combined annual CIP defined in the AMP exceeds that of depreciation. This is expected as depreciation reflects the original value allocated over a tangible asset’s useful life, and not the replacement value of the asset, which tends to be higher due to inflation. Figure 5.6 25-Year Financial Forecast The 25 year AMP (Water and Sewer) is roughly $226M, which exceeds available cash flow ($103M) by approximately $122M. The forecast does not assume any increase to revenues or expenditures outside of those forecasted by the District in the 5-year budget. Similarly the costs defined in the AMP are presented in current (2018) dollars. In order to fully fund forecasted $122M shortfall, the District would need to increase annual revenues by over $4.9M or roughly 13.25%. 5.4.3 10-Year Funding Outlook Much of this under funding is back loaded. Only 25 percent of the 25-year CIP is forecasted in years 1 to 10, while nearly 75 percent of the forecasted CIP cost occurs in years 11 to 25. When analyzed over the first 10 years, the District underfunds the CIP forecast by $11.7M or $1.2M annually (3.3%). This is shown in Figure 5.7. $0 $10 $20 $30 $40 $50 $60 $70 FY 2018FY 2019FY 2020FY 2021FY 2022FY 2023FY 2024FY 2025FY 2026FY 2027FY 2028FY 2029FY 2030FY 2031FY 2032FY 2033FY 2034FY 2035FY 2036FY 2037FY 2038FY 2039FY 2040FY 2041FY 2042FY 2043MillionsTOTAL EXPENSES FORECASTED CIP TOTAL REVENUES 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 57 Figure 5.7 10-Year Financial Forecast 5.4.4 Shortfall Analysis As the District may not be in a position to immediately raise rates, the District could utilize a portion of existing reserves to fund the existing shortfall. The District maintains various Board Designated Reserves for both their water and sewer divisions. While unrestricted, these reserves consist of Operating, Emergency, and Capital Replacement reserve funds. In addition, the District maintains a Rate Stabilization Reserve for Water. Resolution No. 17-31 (effective August 26, 2017) sets target reserve fund balances as well as fund minimums. As the need for revenue increases is driven primarily by CIP, ideally the Capital Replacement fund plus any free cash flow would be sufficient to cover these expenses. As it can be seen below in Figure 5.8 and Figure 5.9 the water capital replacement fund is forecasted to be completely depleted by FY 2024 while the sewer capital replacement fund is forecasted to continue to grow over the course of the next 10 years. This indicates that the identified funding shortfall is squarely within the water division. However, Figure 5.9 shows that the sewer capital reserve is forecasted to be completely depleted by FY 2038. $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028Millions TOTAL EXPENSES FORECASTED CIP TOTAL REVENUES YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 58 | APRIL 2018 | FINAL Figure 5.8 Water Capital Replacement Fund Figure 5.9 Sewer Capital Replacement Fund While the Capital Replacement Fund for water provides full funding of the Water CIP through 2020 before dropping below the Board designated minimum (as stated in Resolution No. 17-31), the District could utilize these reserves fully and other unrestricted reserves to mitigate the need for future increases. Figure 5.10 shows that the district can maintain its overall minimum reserves target through FY 2028 if the Emergency and Rate Stabilization funds were used to ($10) ($8) ($6) ($4) ($2) $0 $2 $4 $6 $8 $10 MillionsWater Capital Replacement Reserve Balance Capital Reserve Balance Minimum Reserve ($4) ($2) $0 $2 $4 $6 $8 MillionsSewer Capital Replacement Reserve Balance Capital Replacement Reserve Minimum Reserve 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 59 offset the negative Capital Replacement balance. However, this will result in unfunded capital in FY 2029 and 2030. Figure 5.10 Water Unrestricted Reserve Utilization The Capital Replacement Fund for sewer tells a much different story. While the fund will continue to increase through FY 2030, after this point the fund will be depleted and completely used by FY 2038. At that point, the minimal balance in the Operating and Emergency reserve funds can be applied, but it is insufficient to offset the unfunded capital in FY 2038. The 25-year Sewer Reserve fund balance in shown in Figure 5.11. Figure 5.11 Sewer Unrestricted Reserve Utilization Beyond the 10 year time horizon, the District would need to raise both Water and Sewer rates in order to continue funding the proposed CIP in this AMP. It is likely that increases will be required prior to the above time window as inflationary pressures will likely cause expenditures to increase beyond what is forecasted. $0 $5 $10 $15 $20 $25 $30 $35 MillionsWater Reserve Fund Balance Unfunded Capital Capital Replacement Reserve Rate Stabilization Reserve Emergency Reserve Operating Reserve Ending Reserve Balances Minimum Reserve Balances ($2) $0 $2 $4 $6 $8 $10 FY 2018FY 2019FY 2020FY 2021FY 2022FY 2023FY 2024FY 2025FY 2026FY 2027FY 2028FY 2029FY 2030FY 2031FY 2032FY 2033FY 2034FY 2035FY 2036FY 2037FY 2038FY 2039FY 2040FY 2041FY 2042FY 2043MillionsSewer Reserve Fund Balance Operating Reserve Emergency Reserve Capital Replacement Reserve Unfunded Capital Ending Reserve Balances Minimum Reserve Balances YORBA LINDA WATER DISTRICT | 2018 ASSET MANAGEMENT PLAN 60 | APRIL 2018 | FINAL 5.4.5 Financial and Reserve Analysis Summary The financial forecast provides a high-level review of the funding options available to support the forecasted CIP in this AMP. Currently, the District’s forecasted cash flow is not sufficient enough to cover all of the system depreciation costs, let alone the rehabilitation and replacement costs forecasted. While existing reserves are available to cover a portion of this deficit, the shortfall increases significantly after year ten and further reserves or additional revenues would be necessary. Based on the needs identified in the AMP, it is recommended that the District consider utilizing existing Capital Replacement Reserves, and take the short-term opportunity to best determine an appropriate roadmap for rate increases to mitigate the impacts on rate payers, as well as the effect on the District's current and desired rating from bond rating agencies. As a majority of the AMP funding needs are outside of first 10-years, it also enables the District to continue monitoring and adjusting the forecast for future R&R needs. CONCLUSIONS AND RECOMMENDATIONS This section summarizes the findings of the AMP report and presents recommendations for future AMPs. 6.1 Findings and Conclusions This AMP is a long-range planning document used to provide a rational framework for understanding the assets the District owns, the services it provides, the risks it exposes, and the financial investments it requires. The following are some key findings and conclusions presented in this report. • The District's portfolio of assets covers water, wastewater, and support systems. This include 350 miles of water pipelines, 265 miles of sewer pipelines, 40 water distribution and storage facilities, 2 sewer lift stations, and an operations center. Table 2.1 on Page 7 summarizes the District's assets. • The District's assets are estimated to have a replacement cost of $1.07 billion in 2018 dollars. Figure 2.7 on page 13, shows the distribution of asset replacements costs by system. • A visual condition assessment of the assets at 40 District facilities was performed as part of this project. The vast majority of the assets were found to be in good to fair condition. Less than one percent of assets were observed to be in poor condition. • A review of the District's pipelines was performed using a GIS-based computer model. The model was used to assess pipeline conditions and evaluate remaining life. The model results identified 19 miles of water and wastewater pipelines that are in need of replacement over the next 5 years. • A risk assessment was performed to look for assets that pose a risk to the District's system. The results of the assessment identified 5 miles of pipe that pose a high risk to 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL 2018 | 61 the District. An additional 28 assets and 30 miles of pipe were identified as medium-high risk. • A 10-year and 100-year CIP forecast was created using the condition and risk information created in this report. The 10-year CIP forecast is estimated at $56M and contains 30 projects. The 100-year CIP forecast total is $1.3B, which equates to $12.9M per year. A graph of the 100-year CIP forecast is shown in Figure 5.2 on page 52. • A financial review found that the District’s forecasted cash flow is not sufficient to cover all of the system depreciation costs, let alone the asset rehabilitation and replacement costs forecasted in the AMP. While existing unrestricted reserves are sufficient to cover this deficit for the next ten years, the deficit increases significantly after year ten and further reserves would be unavailable to cover the deficit. 6.2 Asset Management Improvement Recommendations An AMP is a snapshot of the District's assets. Over time the assets change and so does the information about them. As asset data improves and computer system technology advances, so does the ability to improve the AMP analyses. Below are some recommendations for future improvements to the AMP and the District's Asset Management Program. • Develop and implement a formal Condition Assessment Protocol (CAP). The CAP included in Appendix A describes the framework used by the Carollo team during the condition assessments. Moving forward, District staff should implement a way to rate and record the condition of the assets on a regular basis. As District staff visit each site for operations and maintenance activities, they are able to collect information and store it in the CMMS for use in future planning efforts. • Leverage the CMMS to implement a formal Work Order and Maintenance Program. The CMMS can be used to schedule and record work orders for the assets. A formal program would allow the District to track what work is being done and store that information in the CMMS. Historical work order information can be used for various analyses, including asset lifecycles and rehabilitation and replacement cost estimating. • Establish Key Performance Indicators (KPIs) and Performance Metrics. The District may already have some metrics related to overall financial performance, however, establishing asset-level KPIs and metrics can improve overall operations and maintenance performance. Asset performance metrics can be used in addition to physical condition to evaluate asset condition and likelihood of failure. • Refine the definition of an asset. This AMP expanded the definition of an asset to include items that were not in the previous AMP. Looking to the next AMP, additional assets that could be considered include: fire hydrants, valves (all or only critical), electrical motors, and site assets such as fencing and pavement. 6.3 Asset Renewal Model Tool As part of this AMP project, a model was developed that includes all of the District's assets. This model served as the basis for the results shown in this report. The District is provided with a copy of this tool at the conclusion of this project. 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL ͮͬͭʹ Appendix A CONDITION ASSESSMENT PROTOCOL PAGE 1 of 14 pw:\\Carollo/Documents\Error! Unknown document property name.\Error! Unknown document property name. PROJECT MEMORANDUM ASSET MANAGEMENT PLAN (AMP) UPDATE Yorba Linda Water District Prepared By: Alex Bugbee Reviewed By: David Baranowski, Dan Baker Subject: Condition Assessment Protocol – Final Purpose The purpose of this project memorandum (memo) is to summarize the Condition Assessment Protocol (CAP) developed for the AMP Update project. A draft version of the CAP was presented to Yorba Linda Water District (YLWD) staff to review and comment on prior to Carollo performing the field assessments. The revised approach was then used to perform the field assessments. Condition Assessment Protocol The CAP sets a standard practice for completing assessments of assets and facilities. It intends to create a consistent and repeatable process in order to provide adequate and accurate data for the asset management plan (AMP) to be developed in this study, and to serve as a reference in possible future updates to the plan to be completed by YLWD staff. Condition Assessment Approach / Methodology The condition assessment approach defines the process for identifying and evaluating assets, and outlines the information that was collected for each asset to develop the AMP. Visual Condition Assessments The field effort consisted of a visual condition assessment conducted by a multi-disciplinary engineering team accompanied by YLWD staff. The Carollo team asked questions of the designated guides throughout the assessment to capture anecdotal maintenance and performance history. While completing the assessments, the team also verified design and sizing criteria for assets (as needed) and noted typical condition parameters, which can be used to standardize the procedure for future assessments. The condition of each asset was be evaluated using a one-through-five scoring system. Information Collected The information that was prepared for, or collected during, the condition assessment for each asset can be broken into three major categories: 1. Asset Identification Information 2. Asset Condition Information 3. Additional Information Needed for the AMP These three categories are further described below. Date: 03/29/2018 Project No.: 10849A.00 PROJECT MEMORANDUM PAGE 2 of 14 Asset Identification Information Identifying information is necessary to accurately track each of YLWD’s assets within the AMP and throughout the analysis. Much of this information was prepared prior to the condition assessments and confirmed in the field. Missing information will also be gathered during the condition assessment if it is readily available or evident. Table 1 below shows the identifying information that was collected for each asset. Table 1: Asset Identification Information Facility/Site: Name of Facility or Site Asset Name: Name from Asset Registry Assessment Discipline: Mechanical, Structural, Electrical Asset Type: Water or Wastewater Pump Unit, PRV, Engine, Chemical Tank, Reservoir, Building, etc. Attributes: Examples include HP, size, capacity, TDH, flow rate, etc Asset Description: Qualitative description of what the asset is and/or does Asset Condition Information Asset condition information should include a condition score for each asset as well as a description of the observations that produced that score. The electronic inspection forms that were developed for the assessments include fields for overall asset condition score, a field for a general description of the condition, and several fields to note the presence of specific condition issues or information for each asset discipline, and descriptions of each. The following tables summarize the type of information that was collected for assets within each discipline, where applicable. Definitions of the condition scores are included at the end of this memo for various asset types. Table 2: Mechanical Asset Condition Information Condition Score: 1 2 3 4 5 Condition Comments: Overall description of condition Condition Elements: Corrosion: Y/N Description of location and extent Water Leakage: Y/N Description of number of leaks and amount of water leaking Coating Failed or Degraded: Y/N Description of location and extent Seals Failed or Degraded: Y/N Description of location and severity of failures or degradation Noise/Vibration/Heat: Y/N Description of abnormal noise vibration or heat Oil/Lubricant Leakage: Y/N Description of extent of oil/lubricant leakage PROJECT MEMORANDUM PAGE 3 of 14 Table 3: Structural Asset Condition Information Condition Score: 1 2 3 4 5 Condition Comments: Overall description of condition Condition Elements: Corrosion or damage of Structural Members: Y/N Description of location and extent Leaks: Y/N Description of number of leaks and amount of water leaking Coating or Lining Failed or Degraded: Y/N Description of location and extent of degradation Cracks or Spalling: Y/N Description of location and severity of cracks or spalling Deformation: Y/N Description of location and extent of deformation Foundation or Support Issues: Y/N Description of issues such as settling or erosion Dive Report or Inspection Y/N Report results or recommendations, if available Table 4: Electrical Asset Condition Information Condition Score: 1 2 3 4 5 Condition Comments: Overall description of condition Condition Elements: Cabinet Corrosion: Y/N Description of location and extent Dusty/Dirty Internals: Y/N Description of location and extent Abnormal Heat or Noise: Y/N Description of location or source and extent Parts or Service Unavailable: Y/N Description of specific parts or services that are difficult to source or not available Thermal Imaging/Arcflash Study: Y/N Report results or recommendations, if available PROJECT MEMORANDUM PAGE 4 of 14 Additional Information In addition to asset identifiers, attributes, and condition information, the CAP includes additional categories of information that are used to inform the AMP. The factors may influence the likelihood that an asset will fail, or the consequences if it fails. While some of this information was evident at the sites, much of it came from conversations with YLWD staff during the assessments. Table 5 presents examples of the type the additional information that was collected or noted during the condition assessment. Table 5: Additional Information for AMP Operational Requirements: Information about how the equipment is being operated and whether it is meeting requirements such as: Does the equipment operate outside of its design capacity? Is there adequate redundancy? Obsolescence: Obsolescence can limit the useful life of otherwise functional assets: Are repair parts readily available? Does the manufacturer still provide support? Maintenance: Information about the maintenance procedures being performed on the asset: Are the PM’s that are being performed adequate and is the maintenance interval correct? Is the excessive unplanned maintenance. Environmental Factors: Conditions on or around the site that could impact the assets: Is equipment protected from the elements? Is there risk from nearby trees, slopes, vehicle traffic, etc. Criticality: Implications if an asset fails: Could an isolated failure lead to significant downstream consequences? Do the conditions of other assets or operational nuances increase the criticality? Could a failure damage nearby homes or businesses? PROJECT MEMORANDUM PAGE 5 of 14 Score Definitions As a component of the AMP, detailed score definitions for condition scores of 1 (excellent condition) through 5 (very poor condition) have been developed for each easily distinguished asset type and for general mechanical, general structural, and general electrical scores. The definitions lay out the types of issues and the severity of those issues that correspond to each condition score for each type of asset. Table 6 shows the general description of each condition score, asset and discipline specific score definitions are included in the attached tables. Table 6: General Condition Descriptions Condition Score General Description 1 New or Excellent Condition -Only normal maintenance required -Fully functional 2 Minor Defects Only -Minor maintenance required (5%) -Fully functional 3 Moderate Deterioration -Moderate maintenance required (10% – 20%) -Function not significantly affected 4 Significant Deterioration -Significant renewal / upgrade required (20%-40%) -Functions as needed but is unreliable 5 Severe Deterioration -Over 50% of asset requires replacement -Barely functional for current conditions PROJECT MEMORANDUM PAGE 6 of 14 Mechanical GeneralPump Units - WaterPump Unit - WastewaterPressure Regulating ValveEngineAll mechanical assets not covered by specific score definitions.Also used for Chemical Equipment (Chemical feed and metering pumps, chlorine generators, containment structures, small tanks). Water Pumps (Motor, pump, piping, isolation valves, ancillary equipment)Well Pumps (Motor, pump, piping, ancillary equipment)Submersible Wastewater Pumps (pump, piping, valves, ancillary equipment)All Pressure Regulating Valves (isolation valves, piping, ancillary equipment)Includes dedicated PRV sites and PRVs at pump stationsPump Engines, drives included with pump assetEmergency Generators1New or Excellent Condition-Only normal maintenance required-Fully functionalNew or Excellent Condition-Only normal maintenance required-No evidence of leakage-No Corrosion-No unusual noise from rotating componentsNew or Excellent Condition-Only normal maintenance required-No evidence of leakage-No Corrosion-No abnormal vibration or heatNew or Excellent Condition-Only normal maintenance required-No evidence of leakage-No Corrosion-No abnormal vibration or heatNew or Excellent Condition-Only normal maintenance required-No evidence of leakage-No Corrosion-Gages and controls fully functional (if installed)New or Excellent Condition-Only normal maintenance required-Some aging or wear may be visible2Minor Defects Only-Minor maintenance required (5%)-Fully functionalMinor Defects Only-Minimal surface corrosion-Normal vibration or heatMinor Defects Only-Minimal surface corrosion-Normal vibration or heatMinor Defects Only-Minimal surface corrosion-Intact coatings on rails and pump outlet pipingMinor Defects Only-Minimal Surface Corrosion-No current leakageMinor Defects Only-Minor signs that maintenance has been completed-Very minimal vibration or excess noise3Moderate Deterioration-Moderate maintenance required (10% – 20%)-Function not significantly affectedModerate Deterioration-Minimal leakage, drip-Slight to moderate motor vibration and/or heat-Slight oil leakage or seepage (where applicable)Moderate Deterioration-Minimal leakage, drip-Slight to moderate motor vibration or heat-Slight oil leakage, noise, or vibration from drive (where applicable)Moderate Deterioration-Minimal leakage, drip-Some degradation of coatings on rails and/or pump outlet pipingModerate Deterioration-Minimal leakage, drip-Isolation valves require moderate effort to operateModerate Deterioration-Some surface corrosion present-Some abnormal vibration-Some noise but not from bearings-May show slight oil seepage at bearings or gaskets4Significant Deterioration -Significant renewal / upgrade required (20%-40%)-Functions as needed but is unreliableSignificant Deterioration-Surface corrosion (in need of coating)-Moderate leakage (stream from 1 location)-Missing minor parts or ancillary equipment-Moderate oil leakage-Damage of structural supportsSignificant Deterioration-Surface corrosion (in need of coating)-Moderate leakage (stream from 1 location)-Missing minor parts or ancillary equipment-Moderate oil leakage, noise, or vibration from drive (where applicable)-Damage of structural supportsSignificant Deterioration-Surface corrosion (in need of coating)-Moderate leakage (stream from 1 location)-Moderate degradation of coatings on rails and pump outlet piping-Missing minor parts or ancillary equipment-Damage of structural supportsSignificant Deterioration-Surface corrosion (in need of coating)-Moderate leakage (stream from 1 location)-Missing minor parts or ancillary equipment-Damage of structural supports-Isolation valves not 100% operable or require significant effortSignificant Deterioration-Surface corrosion (in need of coating)-Moderate vibration-Moderate noise (possibly from bearings)-Oil leakage at bearings or gaskets5Severe Deterioration -Over 50% of asset requires replacement-Barely functional for current conditionsSevere Deterioration-Severe corrosion-Significant leakage (stream from more than 1 location)-Significant vibration and/or heat-Oil leakage in multiple areas-Significant damage or corrosion of structural supportsSevere Deterioration-Severe corrosion-Significant leakage (stream from more than 1 location)-Significant motor vibration and/or heat-Severe oil leakage, noise, or vibration from drive (where applicable)-Significant damage or corrosion of structural supportsSevere Deterioration-Severe corrosion-Significant leakage, stream from more than 1 location-Significant Damage or corrosion of structural supportsSevere Deterioration-Severe corrosion-Significant leakage, stream from more than 1 location-Moderate damage or corrosion of structural supports-Isolation valves inoperable or failedSevere Deterioration-Severe Corrosion-Significant vibration-Significant noise, possible from bearings-Oil leakage at multiple bearings and/or gasketsGeneral Condition DescriptionCondition ScoreAsset Class PROJECT MEMORANDUM PAGE 7 of 14 Structural - GeneralStructural - SteelStructural - ConcreteWellAll structural assets not covered by the specific asset categoriesMetal buildings, enclosures, canopies, decks, stairsReservoirs, buildings, vaultsWell head, seals, base, ancillary equipment (Condition of below ground components noted if information is provided.)1New or Excellent Condition-Only normal maintenance required-Fully functionalNew or Excellent Condition-No signs of wear-No deterioration or damage-No cracking, corrosion, or erosion New or Excellent Condition-No signs of wear-No deterioration or damage-No cracking, corrosion, or erosion New or Excellent Condition-No signs of wear-No deterioration or damage-No cracking, corrosion, or erosion New or Excellent Condition-No evidence of leakage-No Corrosion-No damage or wear to sanitary seal-No separation of concrete at pump head2Minor Defects Only-Minor maintenance required (5%)-Fully functionalMinor Defects Only-Minor wear -No signs of deterioration or damage -Few areas of very minor crackingMinor Defects Only-Minor wear -No signs of deterioration or damage Minor Defects Only-Minor wear -No signs of deterioration or damage Minor Defects Only-Normal signs of wear3Moderate Deterioration-Moderate maintenance required (10% – 20%)-Function not significantly affectedModerate Deterioration-Loss of protective coating in some locations-Small areas of corrosion-Some deterioration, but no signs of damage to the structure or supporting structureModerate Deterioration-Loss of protective coating in some locations-Small areas of surface corrosion-Some deterioration, but no signs of damage to the structure or supporting structureModerate Deterioration-Loss of protective coating or lining in some locations-Small areas of cracking or spalling-Some deterioration, but no signs of damage to the structure or supporting structureModerate Deterioration-Some surface corrosion-Well produces at desired capacity4Significant Deterioration -Significant renewal / upgrade required (20%-40%)-Functions as needed but is unreliableSignificant Deterioration-Broken components or accessories-Significant deterioration or notable damage to the structure-Major cracks that appear to affect the structure-Evidence of past leakageSignificant Deterioration-Broken components or accessories-Significant deterioration or notable damage to the structure-Major cracks that appear to affect the structure-Evidence of past leakageModerate Deterioration-Broken components or accessories-Significant deterioration or notable damage to the structure-Major cracks that appear to affect the structure-Evidence of past leakageSignificant Deterioration-Significant surface corrosion-Subsurface conditions may impact production capacity-Wear/degradation visible at seals-Damage to concrete at base of pump5Severe Deterioration -Over 50% of asset requires replacement-Barely functional for current conditionsSevere Deterioration-Severe cracking, breaks, or corrosion-Leaking-Complete loss of protective coating-Major erosion or foundation settlement-In need of replacementSevere Deterioration-Severe cracking, breaks, or corrosion-Leaking-Complete loss of protective coating-Major erosion or foundation settlement-In need of replacementSevere Deterioration-Severe cracking, breaks, or corrosion-Leaking-Complete loss of protective coating or lining-Major erosion or foundation settlement-In need of replacementSevere Deterioration-Severe corrosion-Not producing at desired capacity-Wear/degradation evident at seals-Damage to concrete at base of pumpGeneral Condition DescriptionCondition ScoreAsset Class PROJECT MEMORANDUM PAGE 8 of 14 InstrumentationElectricalAll instrumentation, including flow meters, telemetry, and analyzersAll electrical equipment, including MCCs, VFDs, and control panels1New or Excellent Condition-Only normal maintenance required-Fully functionalNew or Excellent Condition-Less than 5 years oldNew or Excellent Condition-New cabinet-Equipment less than 5 years old2Minor Defects Only-Minor maintenance required (5%)-Fully functionalMinor Defects Only-Minor wear-All indicators in good working order-Calibrated recently or per normal PMMinor Defects Only-Minor wear of panels, cabinets, and support structure3Moderate Deterioration-Moderate maintenance required (10% – 20%)-Function not significantly affectedModerate Deterioration-Moderate wear or deterioration-Some indicators not working, but all critical indications fully functionalModerate Deterioration-Minor dust or dirt on electrical components inside cabinet-Minor corrosion on cabinet or supports4Significant Deterioration -Significant renewal / upgrade required (20%-40%)-Functions as needed but is unreliableSignificant Deterioration-Significant wear or corrosion-Local indicator issues, but transmitting correctly-All critical indications not properly functioning-More than a year since last calibrationSignificant Deterioration-Difficult to get replacement parts-Abnormal heat or noise-Damage to cabinet or supports-Excessive dirt on electrical components inside cabinet5Severe Deterioration -Over 50% of asset requires replacement-Barely functional for current conditionsSevere Deterioration-Broken-Unable to measure or transmit-Unserviceable, unable to get parts-Does not meet NEC standardsSevere Deterioration-Unserviceable, unable to get parts-Severe corrosion or cabinet or supports-Holes in cabinet-Excessive heat or noiseGeneral Condition DescriptionCondition ScoreAsset Class PROJECT MEMORANDUM PAGE 9 of 14 Electronic Inspection Forms The electronic inspection forms that were used during the condition assessment were created using the Tap Forms database application for iOS. The application allows for forms to be created that include dropdown menus with fields for each of the asset attributes, condition factors, and other information; as well as the ability to take and store photos of each asset. The information from the forms was then exported to Microsoft Excel and incorporated into the AMP model. Several screenshots of the Tap Forms database that was used for the AMP are included for reference below. The forms include all categories and fields for each asset, however, only those applicable to each specific asset were used during the assessment. Screenshot 1 – Asset Identification and Attributes PROJECT MEMORANDUM PAGE 10 of 14 Screenshot 2 – Condition Score Screenshot 3 – Photos PROJECT MEMORANDUM PAGE 11 of 14 Screenshot 4 – Structural Comments PROJECT MEMORANDUM PAGE 12 of 14 Screenshot 5 – Mechanical Comments PROJECT MEMORANDUM PAGE 13 of 14 Screenshot – 6 Electrical, Instrumentation, and Control Comments Screenshot 7 – Civil Comments PROJECT MEMORANDUM PAGE 14 of 14 Screenshot 8 – Site Security Comments Screenshot 9 – Additional Information 2018 ASSET MANAGEMENT PLAN | YORBA LINDA WATER DISTRICT FINAL | APRIL ͮͬͭʹ Appendix B ͭͬ‐YEAR CIP PROJECT DETAILS The 10-year CIP forecast shown above is the aggregation of projects developed using the asset data and risk analysis performed in this project. The list of 33 projects along with a description of the project, the total project cost, and estimated timing and project duration are shown in Tables B.1, B.2, and B.3 (one table per asset system). Table B.1 10-Year Water CIP Project Information Water Project Title Project Description Estimated Cost (1) Start Year (2) Duration (years) (2) Pipeline Projects High Risk Pipeline Replacements Replacement of highest risk pipelines throughout the District. Replacements are grouped into four phases based on geography. $5,766,000 2019 5 Medium-High Risk Pipeline Replacements Replacement of pipelines in the second tier of risk and the oldest pipelines throughout the District. Replacements are grouped into four phases based on geography. $6,097,000 2024 5 Ductile Iron Pipe Replacement Program Program to replace 7.5 miles of DIP installed between 1985 and 1999. These pipes are consistently leak. $11,011,000 2020 9 Annual Customer Meter Replacement Program Program to replace existing meters with new advanced meter reading technology. $9,992,004 2019 10 Booster Pump Station Projects Box Canyon BPS Pump 2 Replacement Replace Pump 2 (40 HP) due to condition and efficiency concerns. Extend metal roof to cover new equipment. $63,000 2019 1 Elk Mountain Rehabilitation Rehabilitate or replace pumps and valves, pumps installed in 1998 and are beyond expected useful life. Repair concrete stairs to top of reservoir. $741,000 2026 1 Santiago BPS Rehabilitation Rehabilitate or replace pumps 3 and 4 and valves. Add Vehicle restriction to top of pump station. $868,000 2020 1 Springview BPS Rehabilitation Rehabilitate or replace pumps and valves, pumps installed in 1998 and are nearing end of expected useful life. $272,000 2026 1 Table B.1 10-Year Water CIP Project Information (continued) Water Project Title Project Description Estimated Cost (1) Start Year (2) Duration (years) (2) Timber Ridge BPS Rehabilitation Rehabilitate or replace electric pumps and valves, pumps installed in 1999 and are nearing end of expected useful life. Also includes a new engine driven pump in a pump house for $900,000 (based on Ugly List). $1,502,000 2021 1 Hidden Hills BPS Capacity Improvements Replace pumps to increase capacity to meet future demands, existing pumps are will be nearing end of expected useful life in 2028. $500,000 2028 1 Lakeview BPS Repiping Repiping is needed to deliver flow to the reservoir and then to the pump station to improve water quality. $154,000 2021 1 Pressure Reducing Station Projects Applecreek PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $268,000 2020 1 Dominguez PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $278,000 2022 1 Paseo Del Prado PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $275,000 2025 1 Oakvale PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $280,000 2028 1 Stone Canyon PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $68,000 2027 1 Sumac PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $68,000 2027 1 Willowbrook PRS Rehab or Replacement Rehabilitate or replace station and valve(s) based on age. $134,000 2027 1 Chemical System Projects Richfield Base Chemical System R&R Rehabilitate or replace chlorine generator, rectifiers, hypo tanks, brine tank, and associated instrumentation and controls. $1,221,000 2022 1 Lakeview BPS Chemical System R&R Rehabilitate or replace chlorine generator, hypo tanks, and associated instrumentation and controls. $361,000 2028 1 Well No. 15 Chemical System R&R Rehabilitate or replace feed system, hypo tanks and associated instrumentation and controls. $146,000 2022 1 Table B.1 10-Year Water CIP Project Information (continued) Water Project Title Project Description Estimated Cost (1) Start Year (2) Duration (years) (2) Well No. 20 Chemical System Replacement and Upsizing Replace and upsize chemical systems to provide additional treatment capacity. $303,000 2020 1 Well Projects Well No. 5 Rehabilitation Rehabilitate well and well pump. Add bollards to protect valves, well head, and pump. Well internals are assumed to be OK, but well head needs to be rehabilitated. $440,000 2028 1 Well No. 7 Rehabilitation Rehabilitate well, replace well pump, and instrumentation and controls. Install bollards to protect well head, pump, and valves. $631,000 2019 1 Reservoir Projects Bryant Ranch Fencing Replace approx. 600 feet of fencing which is heavily corroded. $90,000 2019 1 Other Miscellaneous Water System Asset Replacements Miscellaneous replacements of water system assets at various sites. These replacements are typically single assets or too small to constitute a project. $4,856,000 2019 10 Notes: (1) Estimated costs shown in 2018 dollars. No escalation has been applied to projects occurring in future years. Costs are rounded to the nearest $1,000. (2) Estimated start year and duration are based on planning level assumptions. Table B.2 10-Year Wastewater CIP Project Information Wastewater Project Title Project Description Estimated Cost (1) Start Year (2) Duration (years) (2) High Risk Sewer Pipe Relining Relining of highest risk pipelines throughout the District. Replacements are grouped into two phases based on geography. $479,944 2019 2 Medium-High Risk Sewer Pipe Relining Relining of pipelines in the second tier of risk and the oldest pipelines throughout the District. Replacements are grouped into three phases based on geography. $2,758,165 2021 8 Manhole Replacements Forecasted manhole replacements based on age $20,000 2026 1 Miscellaneous Wastewater System Asset Replacements Miscellaneous replacements of wastewater system assets at lift stations too small to constitute a project. $60,000 2019 10 Notes: (1) Estimated costs shown in 2018 dollars. No escalation has been applied to projects occurring in future years. Costs are rounded to the nearest $1,000. (2) Estimated start year and duration are based on planning level assumptions. Table B.3 10-Year Support System CIP Project Information Support System Project Title Project Description Estimated Cost (1) Start Year (2) Duration (years) (2) Vehicle Replacement Program Ongoing replacements of fleet vehicles and mobile equipment $3,640,000 2019 10 Radio System Replacement Radio system assets flagged for replacement based on age and condition $425,000 2020 1 Miscellaneous Support System Asset Replacements Miscellaneous replacements of support system assets at Richfield Base. These replacements are single assets or too small to constitute a project. $1,773,000 2019 10 Notes: (1) Estimated costs shown in 2018 dollars. No escalation has been applied to projects occurring in future years. Costs are rounded to the nearest $1,000. (2) Estimated start year and duration are based on planning level assumptions. 10‐Year CIP: YLWD Water Pipeline System UT UT UT UT UT UT UT UT UT UTUT UT UTUT UTUT UT UTUT UT £¤91 £¤142 £¤90 £¤241£¤91la Palma A v e Imp e r i a l H w y Kellogg DrOrangethorpe A v e Esperanza RdLakeview AveRiver s i d e F w y Bastanchury RdRose DrE Pal m D r Richfield RdBuena Vista Ave S I m p e r i a l H w y Yorba Linda Blvd S Lakeview AveRose DrYorba Linda Blvd la Palma AveRose DrS We i r Canyon RdS Lakeview AveSanta A n a C a ny o n R d S I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd Last Revised: April 09, 2018 O 0 10.5 Miles Legend Water Mains 0-5 Year Replacements or Repairs 5-10 Year Replacements or Repairs 1958-1999 DIP Replacements 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICTWater Main 10-Year CIP Map UT Tank Water Boundary Highway Principal Arterial Major Arterial Railroad UT UT UT UT UT UT UT UT UT UTUT UT UTUT UTUT UT UTUT UT £¤91 £¤142 £¤90 £¤241£¤91la Palma A v e Imp e r i a l H w y Kellogg DrOrangethorpe A v e Esperanza RdLakeview AveRiver s i d e F w y Bastanchury RdRose DrE Pal m D r Richfield RdBuena Vista Ave S I m p e r i a l H w y Yorba Linda Blvd S Lakeview AveRose DrYorba Linda Blvd la Palma AveRose DrS We i r Canyon RdS Lakeview AveSanta A n a C a ny o n R d S I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd Last Revised: April 09, 2018 O 0 10.5 Miles Legend Water Mains 0-5 Year Replacements or Repairs 5-10 Year Replacements or Repairs 1958-1999 DIP Replacements 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICTWater Main 10-Year CIP Map UT Tank Central East West Water Boundary Highway Principal Arterial Major Arterial Railroad UTUTUT UT UTUT UT UTUT UTUT UT UT UT £¤91 la Palma AveEsperanza RdRiver s i d e F w y Yorba Linda Blvd Weir C a n y o n R d Yorba Linda Blvd Y o r b a L i n d a B l v d Last Revised: April 09, 2018 O 0 0.650.325 Miles Legend Water Mains 0-5 East 5-10 East 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICTWater Main 10-Year CIP Map UT Tank Central East Water Boundary Highway Principal Arterial Major Arterial Railroad UT UT UT UT UT UT UTUT UT UTUT UT UT la Palma Ave £¤91la Palma A v e Imp e r i a l H w y Kellogg DrOrangetho r p e A v e Esperanza RdLakeview AveRiver s i d e F w y Bastanchury Rd S Richfield RdRichfield RdBuena Vista Ave N Lakeview AveS I m p e r i a l H w y Yorba Linda Blvd S Lakeview AveWeir C a n y o n R d la Palma AveRichfield RdLakeview AveS I m p e r i a l H w y Yorba Linda Blvd S Lakeview AveS We i r Canyon Rd Santa A n a C a ny o n R d S I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd Last Revised: April 09, 2018 O 0 0.650.325 Miles Legend Water Mains 0-5 Central 5-10 Central 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICTWater Main 10-Year CIP Map UT Tank Central East West Water Boundary Highway Principal Arterial Major Arterial Railroad UT UT UT UT UT UTUT UTUT UT UT Rose Dr£¤90 Yorba Linda Blvd Imp e r i a l H w y Kellogg DrOrangetho r p e A v eLakeview Avela Palma AveBastanchury RdRose DrE Pal m D r Esperanza RdS Richfield RdRichfield RdBuena Vista Ave N Lakeview AveS I m p e r i a l H w y Golden Ave Rose DrS I m p e r i a l H w yLakeview AveE Pal m D r Richfield RdS Lakeview AveS I m p e r i a l H w y Yorba Linda Blvd Last Revised: April 09, 2018 O 0 0.650.325 Miles Legend Water Mains 0-5 West 5-10 West 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICTWater Main 10-Year CIP Map UT Tank Central East West Water Boundary Principal Arterial Major Arterial Railroad UT UT UT UT UT UT UT UT UT UTUT UT UTUT UTUT UT UTUT UT £¤91 £¤241£¤91la Palma A v e Kellogg DrImp e r i a l H w y Orangetho r p e A v e Esperanza RdLakeview AveRiver s i d e F w y Bastanchury Rd S Richfield RdRichfield RdBuena Vista Ave N Lakeview AveS I m p e r i a l H w y Yorba Linda Blvd S Lakeview AveWeir C a n y o n R d Yorba Linda Blvd Richfield Rdla Palma Ave S We i r Canyon RdS Lakeview AveSanta A n a C a ny o n R d S I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd Last Revised: April 09, 2018 O 0 0.850.425 Miles Legend Water Mains 1958-1999 DIP Replacements 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICTWater Main 10-Year CIP Map UT Tank Central East West Water Boundary Highway Principal Arterial Major Arterial Railroad Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 0-5 Year Pipe Replacements East 211116664-451116177 12 DIP_1985-99 1989 15 5 5 High 451116177-211116665 12 DIP_1985-99 1989 107 5 5 High 211117020-211217199 12 DIP_1985-99 1988 240 5 4 High 211216389-481216001 4 DIP_1985-99 1990 1 5 4 High 211217199-451217055 12 DIP_1985-99 1988 1 5 4 High 211316290-451316078 8 DIP_1985-99 1987 15 5 4 High 211321010-451321002 16 DIP_1985-99 1990 370 5 4 High 211321030-451321012 16 DIP_1985-99 1990 15 5 4 High 211321045-451321010 16 DIP_1985-99 1991 267 5 4 High 451120040-451120014 8 DIP_1985-99 1988 385 5 4 High 451217055-211217200 12 DIP_1985-99 1988 8 5 4 High 451316078-211316288 8 DIP_1985-99 1987 27 5 4 High 451321002-211321008 16 DIP_1985-99 1990 6 5 4 High 451321003-211321010 16 DIP_1985-99 1990 15 5 4 High 451321010-211321030 16 DIP_1985-99 1991 15 5 4 High 451321012-451321003 16 DIP_1985-99 1990 340 5 4 High 481216001-211216388 4 DIP_1985-99 1990 2 5 4 High 451321003-211321010 16 DIP_1985-99 1990 15 5 4 High 451321010-211321030 16 DIP_1985-99 1991 15 5 4 High 451321012-451321003 16 DIP_1985-99 1990 340 5 4 High 481216001-211216388 4 DIP_1985-99 1990 2 5 4 High 211116490-211117132 27 CMLC 1981 1371 4 5 High 211117075-211117076 24 CMLC 1984 19 4 5 High 211117076-211117103 24 CMLC 1984 119 4 5 High 211117132-211117129 27 CMLC 1995 495 4 5 High 211118066-281118001 12 CMLC 1993 33 4 5 High Central 451312044-211312113 4 CIP 1964 22 5 4 High 211312112-451312044 4 CIP 1964 15 5 4 High West 211310270-211310065 4 CIP 1966 287 5 5 High 210909315-210909327 26 STL 1928 161 5 5 High 210909534-450909166 26 STL 1928 7 5 5 High 210909534-210909326 26 STL 1928 6 5 5 High 211010078-211010108 4 CIL 1944 276 5 4 High 451607077-211607173 6 CIP 1933 64 5 4 High 211607174-451607077 6 CIP 1933 29 5 4 High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 0-5 Year Pipe Replacements 211607176-451607078 6 CIP 1933 3 5 4 High 451607078-211607174 6 CIP 1933 2 5 4 High 451310171-211310315 6 CIL 1937 69 5 4 High 211310448-451310171 6 CIL 1937 15 5 4 High 451410075-451410074 6 CIP 1938 20 5 4 High 211410248-451410075 6 CIP 1938 10 5 4 High 211607220-211607176 6 CIL 1942 128 5 4 High 211607176-211607175 6 CIL 1942 90 5 4 High 211607171-451607074 6 CIL 1942 72 5 4 High 211607175-211607171 6 CIL 1942 42 5 4 High 451407040-211407176 6 CIL 1947 166 5 4 High 211507101-451507022 6 CIL 1954 376 5 4 High 451507022-211507106 6 CIL 1954 15 5 4 High 451307026-211307125 6 CIL 1956 454 5 4 High 211409276-211409270 6 CIL 1956 28 5 4 High 451307026-211307132 6 CIL 1956 15 5 4 High 451110096-211110300 6 CIL 1959 246 5 4 High 211110305-451110096 6 CIL 1959 16 5 4 High 211110305-211110304 6 CIL 1959 7 5 4 High 451607076-211607132 8 CIP 1933 64 5 4 High 451607079-211607180 8 CIP 1933 59 5 4 High 211607173-211607172 8 CIP 1933 34 5 4 High 211607172-451607079 8 CIP 1933 29 5 4 High 211607172-451607076 8 CIP 1933 18 5 4 High 211607130-211607132 8 CIP 1933 13 5 4 High 211509320-211509254 8 CIP 1936 64 5 4 High 211507028-211507109 8 CIL 1942 302 5 4 High 211507027-451607108 8 CIL 1942 256 5 4 High 451607090-211607220 8 CIL 1942 89 5 4 High 211507106-211507105 8 CIL 1942 25 5 4 High 211507028-451507005 8 CIP 1942 15 5 4 High 211607221-451607090 8 CIL 1942 15 5 4 High 451607108-211607221 8 CIL 1942 15 5 4 High 211507108-211507106 8 CIL 1942 15 5 4 High 451507005-211507026 8 CIP 1942 15 5 4 High 211507105-211507109 8 CIL 1942 12 5 4 High 211010076-451010023 8 ACP 1944 15 5 4 High 451010023-211010079 8 ACP 1944 14 5 4 High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 0-5 Year Pipe Replacements 211407251-211407370 8 CIL 1954 401 5 4 High 211407118-211507438 8 CIL 1954 364 5 4 High 211407176-211407118 8 CIL 1954 156 5 4 High 211407176-211407251 8 CIL 1954 140 5 4 High 211407370-211407372 8 CIL 1954 87 5 4 High 211407117-451407023 8 CIL 1954 15 5 4 High 211407374-451407081 8 CIL 1954 15 5 4 High 451407081-211407376 8 CIL 1954 15 5 4 High 451407023-211407118 8 CIL 1954 15 5 4 High 211407372-211407373 8 CIL 1954 8 5 4 High 211407374-211407373 8 CIL 1954 8 5 4 High 451409123-211409507 8 CIL 1959 219 5 4 High 451409103-211409344 8 CIN 1959 211 5 4 High 211409444-451409116 8 CIL 1959 153 5 4 High 211409344-211409276 8 CIN 1959 145 5 4 High 211409399-451409103 8 CIN 1959 95 5 4 High 211409276-451409069 8 CIN 1959 65 5 4 High 451409102-211409399 8 CIN 1959 23 5 4 High 211409446-451409102 8 CIN 1959 10 5 4 High 451409116-211409446 8 CIL 1959 10 5 4 High 211409556-451409152 8 ACP 1961 14 5 4 High 211210230-211210237 10 ACP 1934 181 5 4 High 451507061-451507028 10 CIL 1942 439 5 4 High 451507029-211507108 10 CIL 1942 108 5 4 High 211507216-451507061 10 CIL 1942 44 5 4 High 211507132-451507029 10 CIL 1942 15 5 4 High 451507028-211507132 10 CIL 1942 13 5 4 High 211310611-451210009 12 DIP_1985-99 1992 199 5 4 High 451310219-211310534 12 DIP_1985-99 1992 144 5 4 High 451310207-211310535 12 DIP_1985-99 1992 55 5 4 High 211310530-451310207 12 DIP_1985-99 1992 20 5 4 High 211310612-211310615 12 DIP_1985-99 1992 15 5 4 High 211310615-211310614 12 DIP_1985-99 1992 15 5 4 High 211310611-211310612 12 DIP_1985-99 1992 14 5 4 High 211310581-451310219 12 DIP_1985-99 1992 13 5 4 High 211310535-211310534 12 DIP_1985-99 1992 11 5 4 High 211310582-211310581 12 DIP_1985-99 1992 5 5 4 High 211210054-451210057 12 DIP_1985-99 1994 234 5 4 High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 0-5 Year Pipe Replacements 211210017-451210017 12 DIP_1985-99 1994 216 5 4 High 451210008-211210017 12 DIP_1985-99 1994 113 5 4 High 211210024-451210008 12 DIP_1985-99 1994 15 5 4 High 451210057-211210142 12 DIP_1985-99 1994 15 5 4 High 451210009-211210024 12 DIP_1985-99 1994 15 5 4 High 451210017-211210054 12 DIP_1985-99 1994 15 5 4 High 211508283-211508266 16 CIP 1925 130 5 4 High 451508123-211508282 16 CIP 1925 15 5 4 High 211508266-451508123 16 CIP 1925 15 5 4 High 211508283-451509102 16 CIP 1935 762 5 4 High 451509102-211509419 16 CIP 1935 34 5 4 High 451508128-211509320 16 CIP 1936 39 5 4 High 211508283-451508128 16 CIP 1936 16 5 4 High 210809011-210809013 16 STL 1939 40 5 4 High 210809027-450809021 16 STL 1939 26 5 4 High 210809374-210809027 16 STL 1939 12 5 4 High 210809010-450809009 16 STL 1939 10 5 4 High 210809017-450809014 16 STL 1939 9 5 4 High 450809021-210809030 16 STL 1939 8 5 4 High 450809009-210809011 16 STL 1939 8 5 4 High 450809014-210809372 16 STL 1939 4 5 4 High 450809023-210809036 16 STL 1940 530 5 4 High 210809043-210810002 16 STL 1940 334 5 4 High 210810002-450810003 16 STL 1940 291 5 4 High 450809028-210809040 16 STL 1940 154 5 4 High 210809040-210809043 16 STL 1940 96 5 4 High 210809036-450809028 16 STL 1940 34 5 4 High 210809030-450809023 16 STL 1940 8 5 4 High 450809020-210909481 16 STL 1942 291 5 4 High 210909481-210909480 16 STL 1942 14 5 4 High 210909480-210909483 16 STL 1942 12 5 4 High 210809027-450809020 16 ACP 1942 9 5 4 High 450809091-210809141 16 DIP_1985-99 1990 126 5 4 High 210809139-450809091 16 DIP_1985-99 1990 17 5 4 High 210809142-210809140 16 DIP_1985-99 1990 9 5 4 High 210809141-210809142 16 DIP_1985-99 1990 4 5 4 High 211409072-211410245 18 STL 1936 1410 5 4 High 451509105-211409020 18 STL 1936 833 5 4 High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 0-5 Year Pipe Replacements 211409020-211409072 18 STL 1936 700 5 4 High 211410252-211410245 18 STL 1936 501 5 4 High 211410253-211410252 18 STL 1936 18 5 4 High 211410253-451410078 18 STL 1936 9 5 4 High 451410078-211410255 18 STL 1936 8 5 4 High 211409071-451409018 18 STL 1936 6 5 4 High 211410256-211410255 18 STL 1936 6 5 4 High 211410632-211410280 18 STL 1936 5 5 4 High 451409018-211409072 18 STL 1936 4 5 4 High 211409072-451409019 18 STL 1936 4 5 4 High 451409019-211409073 18 STL 1936 4 5 4 High 211410277-341410004 18 STL 1941 17 5 4 High 341410004-451410087 18 STL 1941 16 5 4 High 451410087-211410280 18 STL 1941 15 5 4 High 211410280-211410673 18 STL 1941 4 5 4 High 211410673-211410633 18 STL 1941 4 5 4 High 211210082-451210024 20 STL 1927 2 5 4 High 211210082-211210076 20 STL 1934 6 5 4 High 451210021-211210075 20 STL 1934 3 5 4 High 211210076-451210021 20 STL 1934 3 5 4 High 451310111-451310041 4 CIL 1966 168 4 5 High 211310058-211310057 4 CIL 1966 15 4 5 High 451310041-211310057 4 CIL 1966 15 4 5 High 211310068-211310065 4 CIP 1966 15 4 5 High 211310057-211310056 4 CIL 1966 10 4 5 High 211310065-211310066 4 CIP 1966 10 4 5 High 211310068-211310067 4 CIP 1966 10 4 5 High 211310058-211310059 4 CIL 1966 6 4 5 High 211307367-211307425 8 ACP 1964 247 4 5 High 211307427-211307426 8 ACP 1964 30 4 5 High 211307425-211307426 8 ACP 1964 20 4 5 High 211307381-211307388 12 ACP 1961 313 4 5 High 451307208-211307381 12 ACP 1961 254 4 5 High 211307372-451307208 12 ACP 1961 231 4 5 High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements East 211217018-451317039 12 CMLC 1979 666 5 3 Med-High 211217016-211217017 12 CMLC 1988 285 5 3 Med-High 211217017-211217018 12 CMLC 1988 52 5 3 Med-High 451615095-211615273 12 DIP 2003 722 5 3 Med-High 451616049-451615095 12 DIP 2003 511 5 3 Med-High 451616048-451616042 12 DIP 2003 322 5 3 Med-High 211615323-451616048 12 DIP 2003 310 5 3 Med-High 451615090-211615323 8 DIP 2003 78 5 2 Med-High 211615271-451615090 8 DIP 2003 55 5 2 Med-High 211615273-211615271 8 DIP 2003 21 5 2 Med-High Central 211111181-451111071 8 ACP 1932 15 5 3 Med-High 451111071-211111182 8 ACP 1932 10 5 3 Med-High 211111177-211111179 8 ACP 1932 10 5 3 Med-High 451111069-211111181 8 ACP 1932 8 5 3 Med-High 211111179-451111069 8 ACP 1932 7 5 3 Med-High 451615109-211615361 12 CMLC 1985 24 5 3 Med-High 211615387-211615112 12 CMLC 1985 21 5 3 Med-High 211615114-211615117 12 CMLC 1985 7 5 3 Med-High 211615112-211615114 12 CMLC 1985 7 5 3 Med-High 211615391-211615104 12 CMLC 1985 4 5 3 Med-High 211615104-211615387 12 CMLC 1985 3 5 3 Med-High 211615386-211615117 12 CMLC 1985 2 5 3 Med-High 211615117-211615392 12 CMLC 1985 1 5 3 Med-High 211615429-211615385 12 DIP 2012 18 5 3 Med-High 211112033-211112037 10 ACP 1958 182 5 2 Med-High 211211415-351111001 4 CIL 1956 112 5 2 Med-High 451211075-351211011 6 CIL 1955 324 5 2 Med-High 451211020-211211037 6 CIL 1955 239 5 2 Med-High 211211297-451211075 6 CIL 1955 15 5 2 Med-High 211211090-451211020 6 CIL 1955 15 5 2 Med-High 211211340-211211388 8 CIL 1940 251 5 2 Med-High 341211001-451211028 6 CIP 1929 15 5 2 Med-High 211211137-341211001 6 CIP 1929 15 5 2 Med-High 451211028-211211431 6 CIP 1929 10 5 2 Med-High 211211137-211211453 6 CIP 1929 10 5 2 Med-High 211311360-451311143 6 CIP 1941 31 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 451311143-211311491 6 CIP 1941 22 5 2 Med-High 211211337-211211448 6 CIP 1956 7 5 2 Med-High 211211447-211211334 6 CIP 1956 7 5 2 Med-High 451412040-211412148 8 CIP 1929 15 5 2 Med-High 451412040-211412147 8 CIP 1929 6 5 2 Med-High 211211090-211311360 8 CIP 1932 288 5 2 Med-High 211211137-451211030 8 CIP 1932 15 5 2 Med-High 211011007-211011006 8 CIP 1959 81 5 2 Med-High 211011005-211011006 8 CIP 1959 18 5 2 Med-High 451211030-211211090 8 CIP 1961 209 5 2 Med-High 451211038-211211213 10 CIP 1962 239 5 2 Med-High 211211161-451211038 10 CIP 1962 15 5 2 Med-High 211211215-211211214 10 CIP 1962 9 5 2 Med-High 211211213-211211214 10 CIP 1962 3 5 2 Med-High 211615112-211615432 4 CMLC 1985 1 5 2 Med-High 211615114-211615431 6 CMLC 1985 1 5 2 Med-High 211615365-211615364 8 CMLC 1985 6 5 2 Med-High 211615373-211615365 8 CMLC 1985 5 5 2 Med-High 451615106-211615373 8 CMLC 1985 3 5 2 Med-High 461615001-451615103 8 CMLC 1985 3 5 2 Med-High 211615364-211615098 8 CMLC 1985 3 5 2 Med-High 211615379-211615382 8 CMLC 1985 3 5 2 Med-High 281615001-461615001 8 CMLC 1985 2 5 2 Med-High 461615002-281615002 8 CMLC 1985 2 5 2 Med-High 211615098-211615379 8 CMLC 1985 2 5 2 Med-High 451615103-211615365 8 CMLC 1985 2 5 2 Med-High 451615111-481615002 8 CMLC 1985 1 5 2 Med-High 211615379-451615111 8 CMLC 1985 1 5 2 Med-High 211615385-451615033 8 DIP 2012 5 5 2 Med-High 451615116-211615430 8 DIP 2012 2 5 2 Med-High 211615430-211615428 8 DIP 2012 1 5 2 Med-High 451615113-261615002 10 DIP 2012 5 5 2 Med-High 211615388-451615113 10 DIP 2012 1 5 2 Med-High 211615428-211615388 10 DIP 2012 1 5 2 Med-High 451211025-211211119 4 ACP 1953 30 5 1 Med-High 211211121-451211025 4 ACP 1953 15 5 1 Med-High 211311379-451311043 6 ACP 1948 15 5 1 Med-High 211211048-431211001 4 CIL 1941 29 5 1 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 211211112-211211119 4 CIL 1953 164 5 1 Med-High 211211119-211211062 4 CIL 1953 148 5 1 Med-High 211411604-211411494 6 CIL 1943 256 5 1 Med-High 451411131-211411604 6 CIL 1943 14 5 1 Med-High 211411494-211411600 6 CIL 1943 10 5 1 Med-High 451011026-211011131 6 CIL 1946 500 5 1 Med-High 211011131-211011130 6 CIL 1946 24 5 1 Med-High 211011130-211011129 6 CIL 1946 18 5 1 Med-High 211011077-451011026 6 CIL 1946 15 5 1 Med-High 211211036-211311348 6 CIL 1955 326 5 1 Med-High 451211093-211211351 6 CIL 1955 271 5 1 Med-High 451011045-351011004 6 CIL 1955 216 5 1 Med-High 211211037-211211036 6 CIL 1955 49 5 1 Med-High 211011131-451011045 6 CIL 1955 15 5 1 Med-High 211211340-451211093 6 CIL 1955 15 5 1 Med-High 211211452-451211046 6 CIL 1956 203 5 1 Med-High 211211236-351211008 6 CIL 1956 165 5 1 Med-High 451211061-351211005 6 CIL 1956 132 5 1 Med-High 211211236-451211061 6 CIL 1956 15 5 1 Med-High 451211046-211211192 6 CIL 1956 15 5 1 Med-High 211211451-211211454 6 CIL 1956 12 5 1 Med-High 451312006-211312020 6 CIL 1958 295 5 1 Med-High 211312011-451312006 6 CIL 1958 15 5 1 Med-High 211312079-451312018 6 CIN 1927 262 5 1 Med-High 211312086-211312078 6 CIN 1940 380 5 1 Med-High 211312086-211312091 6 CIN 1940 21 5 1 Med-High 451312033-211312090 6 CIN 1940 6 5 1 Med-High 211312078-211312077 6 CIN 1940 6 5 1 Med-High 211312091-451312033 6 CIN 1940 5 5 1 Med-High 211311405-211311404 6 CIN 1948 19 5 1 Med-High 451311043-211311405 6 CIN 1956 181 5 1 Med-High 451311043-211311405 6 CIN 1956 181 5 1 Med-High 451311043-211311405 6 CIN 1956 8 5 1 Med-High 451311043-211311405 6 CIN 1956 8 5 1 Med-High 211011129-211011153 4 CIP 1927 413 5 1 Med-High 211011083-351011003 4 CIP 1935 112 5 1 Med-High 211011082-451011029 4 CIP 1935 12 5 1 Med-High 451011029-211011084 4 CIP 1935 8 5 1 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 211011084-211011083 4 CIP 1935 6 5 1 Med-High 211411484-211411602 6 CIP 1929 7 5 1 Med-High 451412002-451412001 6 CIP 1935 427 5 1 Med-High 451412001-211411136 6 CIP 1935 403 5 1 Med-High 211412007-211412006 6 CIP 1935 88 5 1 Med-High 211412005-451412002 6 CIP 1935 58 5 1 Med-High 211412006-211412005 6 CIP 1935 7 5 1 Med-High 211211446-211211048 6 CIP 1941 179 5 1 Med-High 211211048-211211051 6 CIP 1941 45 5 1 Med-High 451615105-451615104 4 CMLC 1985 3 5 1 Med-High 281615003-451615105 4 CMLC 1985 2 5 1 Med-High 451615104-211615373 4 CMLC 1985 2 5 1 Med-High 451615102-461615002 6 CMLC 1985 3 5 1 Med-High 211615364-451615102 6 CMLC 1985 2 5 1 Med-High West 211307249-211307247 12 ACP 1961 71 5 3 Med-High 211207092-211207143 12 ACP 1962 398 5 3 Med-High 211607168-211607166 6 CIL 1942 47 5 3 Med-High 451607074-211607168 6 CIL 1942 15 5 3 Med-High 451607073-211607169 6 CIL 1942 12 5 3 Med-High 211607168-451607073 6 CIL 1942 6 5 3 Med-High 211210092-211210086 12 CIL 1931 48 5 3 Med-High 211210515-211210092 12 CIL 1931 5 5 3 Med-High 211410674-211410309 12 CIL 1940 600 5 3 Med-High 451410099-211410328 12 CIL 1940 306 5 3 Med-High 211410319-211410309 12 CIL 1940 152 5 3 Med-High 211410340-211410342 12 CIL 1940 28 5 3 Med-High 211410340-451410099 12 CIL 1940 22 5 3 Med-High 211410342-211410343 12 CIL 1940 8 5 3 Med-High 451410092-211410674 12 CIL 1940 7 5 3 Med-High 451410103-211410344 12 CIL 1940 7 5 3 Med-High 211410602-451410103 12 CIL 1940 5 5 3 Med-High 211410343-211410603 12 CIL 1940 3 5 3 Med-High 211410264-211410277 14 CIL 1941 533 5 3 Med-High 451410080-211410260 14 CIL 1941 205 5 3 Med-High 211410260-211410264 14 CIL 1941 71 5 3 Med-High 211410257-451410080 14 CIL 1941 14 5 3 Med-High 211410256-211410257 14 CIL 1941 7 5 3 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 211509346-211509345 8 CIN 1936 19 5 3 Med-High 211509312-211509346 8 CIN 1936 8 5 3 Med-High 211511487-211511553 14 CIN 1926 10 5 3 Med-High 211511556-211511481 14 CIN 1926 8 5 3 Med-High 211607013-451607002 4 CIP 1938 37 5 3 Med-High 451607041-211607117 8 CIP 1933 373 5 3 Med-High 211607089-451607041 8 CIP 1933 15 5 3 Med-High 451509062-451509091 8 CIP 1936 171 5 3 Med-High 451509063-451509062 8 CIP 1936 40 5 3 Med-High 211509268-451509063 8 CIP 1936 15 5 3 Med-High 211210074-211210075 12 CIP 1934 28 5 3 Med-High 211210075-451210022 12 CIP 1934 7 5 3 Med-High 451210022-211210080 12 CIP 1934 1 5 3 Med-High 211511481-211511478 14 CIP 1926 10 5 3 Med-High 211511561-211511467 14 CIP 1926 9 5 3 Med-High 211511478-211511558 14 CIP 1926 5 5 3 Med-High 211511467-211511466 14 CIP 1961 151 5 3 Med-High 451407063-341407007 6 ACP 1963 827 5 2 Med-High 451407088-341407009 6 ACP 1963 798 5 2 Med-High 210909453-450909151 8 ACP 1934 166 5 2 Med-High 450909151-210909500 8 ACP 1934 15 5 2 Med-High 211508130-451508056 8 ACP 1942 15 5 2 Med-High 451508056-211508132 8 ACP 1942 15 5 2 Med-High 451411118-451411119 8 ACP 1952 146 5 2 Med-High 211411461-451411118 8 ACP 1952 15 5 2 Med-High 211311003-451411119 8 ACP 1952 10 5 2 Med-High 341407003-211507257 8 ACP 1963 582 5 2 Med-High 451408105-451408085 8 ACP 1963 245 5 2 Med-High 211508351-211508360 10 ACP 1932 43 5 2 Med-High 210909449-210909483 10 ACP 1942 138 5 2 Med-High 210909449-450909120 10 ACP 1942 3 5 2 Med-High 450909120-210909450 10 ACP 1942 3 5 2 Med-High 451407117-341407011 10 ACP 1961 87 5 2 Med-High 211110213-211110238 6 CIL 1929 262 5 2 Med-High 211110279-211110296 6 CIL 1951 348 5 2 Med-High 211010091-211010041 6 CIL 1953 464 5 2 Med-High 211010140-211010091 6 CIL 1953 369 5 2 Med-High 211010008-211110294 6 CIL 1953 187 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 451010038-211010140 6 CIL 1953 48 5 2 Med-High 211010139-451010038 6 CIL 1953 5 5 2 Med-High 211409450-451409123 8 CIL 1959 49 5 2 Med-High 211409444-211409450 8 CIL 1959 7 5 2 Med-High 211411092-211511479 10 CIL 1939 472 5 2 Med-High 211509345-211509443 8 CIN 1936 453 5 2 Med-High 211509442-211509491 8 CIN 1936 148 5 2 Med-High 211409277-451409041 8 CIN 1936 141 5 2 Med-High 211409177-451409041 8 CIN 1936 11 5 2 Med-High 451509116-211509442 8 CIN 1936 2 5 2 Med-High 211509443-451509116 8 CIN 1936 2 5 2 Med-High 451409069-211409277 8 CIN 1959 15 5 2 Med-High 451408006-211408018 6 CIP 1932 331 5 2 Med-High 211408020-451408006 6 CIP 1932 15 5 2 Med-High 211410445-451410133 6 CIP 1938 15 5 2 Med-High 451410133-211410446 6 CIP 1938 10 5 2 Med-High 451410074-211410247 6 CIP 1938 10 5 2 Med-High 451410062-451410059 6 CIP 1959 628 5 2 Med-High 211411594-351411006 6 CIP 1959 467 5 2 Med-High 451410059-211410190 6 CIP 1959 15 5 2 Med-High 211209121-211209124 8 CIP 1932 411 5 2 Med-High 211209124-211209125 8 CIP 1932 16 5 2 Med-High 211010145-211010149 8 CIP 1934 276 5 2 Med-High 211010139-211010145 8 CIP 1934 234 5 2 Med-High 451010036-211010139 8 CIP 1934 5 5 2 Med-High 211010133-451010036 8 CIP 1934 5 5 2 Med-High 451509091-211509322 8 CIP 1936 15 5 2 Med-High 211209126-211209129 10 CIP 1932 47 5 2 Med-High 451209042-211209126 10 CIP 1932 15 5 2 Med-High 451209044-211210030 10 CIP 1938 318 5 2 Med-High 211209129-451209044 10 CIP 1938 202 5 2 Med-High 211210031-211210071 10 CIP 1938 190 5 2 Med-High 211210074-211210072 10 CIP 1938 157 5 2 Med-High 211210030-211210031 10 CIP 1938 82 5 2 Med-High 211210072-211210071 10 CIP 1938 11 5 2 Med-High 211411585-211411267 10 CIP 1939 256 5 2 Med-High 211508121-431508001 4 ACP 1935 25 5 1 Med-High 451209079-211209282 4 ACP 1941 22 5 1 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 211209278-451209079 4 ACP 1941 17 5 1 Med-High 451408122-211408018 6 ACP 1932 52 5 1 Med-High 211408015-451408123 6 ACP 1932 40 5 1 Med-High 211408013-211408015 6 ACP 1932 18 5 1 Med-High 211408532-451408122 6 ACP 1932 9 5 1 Med-High 211408532-451408123 6 ACP 1932 9 5 1 Med-High 451411027-351411001 6 ACP 1939 336 5 1 Med-High 451511165-211511384 6 ACP 1944 150 5 1 Med-High 451407042-211407010 6 ACP 1962 680 5 1 Med-High 211408115-451408002 4 CIL 1943 312 5 1 Med-High 451408002-211408007 4 CIL 1943 15 5 1 Med-High 211309326-211309274 4 CIL 1952 134 5 1 Med-High 211310479-211310482 4 CIL 1952 104 5 1 Med-High 211309274-211310479 4 CIL 1952 61 5 1 Med-High 211309315-451309101 4 CIL 1952 48 5 1 Med-High 211309315-211309318 4 CIL 1952 26 5 1 Med-High 211309313-211309315 4 CIL 1952 25 5 1 Med-High 211309322-211309325 4 CIL 1952 19 5 1 Med-High 451309101-211309326 4 CIL 1952 15 5 1 Med-High 451309102-211309326 4 CIL 1952 13 5 1 Med-High 211309325-451309102 4 CIL 1952 13 5 1 Med-High 211210179-211210224 4 CIL 1956 203 5 1 Med-High 211210278-351210008 4 CIL 1956 137 5 1 Med-High 451410081-211410207 6 CIL 1941 176 5 1 Med-High 211410207-451410063 6 CIL 1941 15 5 1 Med-High 451410063-211410209 6 CIL 1941 15 5 1 Med-High 211410260-451410081 6 CIL 1941 14 5 1 Med-High 211511379-211511382 6 CIL 1944 118 5 1 Med-High 211511379-211511382 6 CIL 1944 118 5 1 Med-High 211511355-211511360 6 CIL 1944 71 5 1 Med-High 211511355-211511360 6 CIL 1944 71 5 1 Med-High 211511379-451511153 6 CIL 1944 17 5 1 Med-High 211511379-211511382 6 CIL 1944 12 5 1 Med-High 211511379-211511382 6 CIL 1944 12 5 1 Med-High 211511355-211511360 6 CIL 1944 12 5 1 Med-High 211511355-211511360 6 CIL 1944 12 5 1 Med-High 451511153-211511384 6 CIL 1944 12 5 1 Med-High 211410676-451410116 6 CIL 1945 12 5 1 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 451410116-211410312 6 CIL 1945 12 5 1 Med-High 211410312-211410308 6 CIL 1945 8 5 1 Med-High 211410308-211410309 6 CIL 1945 6 5 1 Med-High 211307194-211307191 6 CIL 1947 62 5 1 Med-High 211407173-451407040 6 CIL 1947 23 5 1 Med-High 211307191-211307189 6 CIL 1947 15 5 1 Med-High 451307039-211307194 6 CIL 1947 15 5 1 Med-High 211307678-451307039 6 CIL 1947 15 5 1 Med-High 211209255-211209348 6 CIL 1950 350 5 1 Med-High 211209225-211209255 6 CIL 1950 206 5 1 Med-High 451209073-211209255 6 CIL 1950 15 5 1 Med-High 211209256-451209073 6 CIL 1950 15 5 1 Med-High 211209226-211209225 6 CIL 1950 15 5 1 Med-High 211109239-451109061 6 CIL 1953 95 5 1 Med-High 451109061-211109233 6 CIL 1953 15 5 1 Med-High 211109239-211109240 6 CIL 1953 8 5 1 Med-High 211307186-211307313 6 CIL 1954 414 5 1 Med-High 211307313-211307309 6 CIL 1954 235 5 1 Med-High 211307188-211307186 6 CIL 1954 23 5 1 Med-High 211307190-211307188 6 CIL 1954 20 5 1 Med-High 211307191-211307190 6 CIL 1954 7 5 1 Med-High 211109240-211109244 6 CIL 1955 203 5 1 Med-High 211109245-211109248 6 CIL 1955 14 5 1 Med-High 211109244-211109245 6 CIL 1955 9 5 1 Med-High 211307122-211307125 6 CIL 1956 98 5 1 Med-High 211307122-351307005 6 CIL 1956 86 5 1 Med-High 211210277-211210278 6 CIL 1956 25 5 1 Med-High 451210067-211210179 6 CIL 1956 15 5 1 Med-High 211210224-211210277 6 CIL 1956 15 5 1 Med-High 211507095-211507101 4 CIN 1925 256 5 1 Med-High 211209124-451209041 4 CIN 1925 15 5 1 Med-High 211507101-211507100 4 CIN 1925 15 5 1 Med-High 211507095-211507094 4 CIN 1925 15 5 1 Med-High 451209041-211209123 4 CIN 1925 15 5 1 Med-High 211509491-211509521 4 CIN 1936 10 5 1 Med-High 351309001-451309016 4 CIN 1937 15 5 1 Med-High 451309016-211309059 4 CIN 1937 14 5 1 Med-High 211209279-211209280 4 CIN 1941 133 5 1 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 431209001-211209278 4 CIN 1941 128 5 1 Med-High 211209280-211209278 4 CIN 1941 12 5 1 Med-High 211309059-211309058 6 CIN 1937 63 5 1 Med-High 211310361-211310265 4 CIP 1929 301 5 1 Med-High 451607002-431607001 4 CIP 1938 13 5 1 Med-High 451410138-341410009 4 CIP 1951 254 5 1 Med-High 451410105-351410010 4 CIP 1951 154 5 1 Med-High 211410407-211410358 4 CIP 1951 42 5 1 Med-High 341410009-451410127 4 CIP 1951 15 5 1 Med-High 451410105-211410358 4 CIP 1951 15 5 1 Med-High 451410127-211410407 4 CIP 1951 15 5 1 Med-High 211209348-211209391 6 CIP 1950 260 5 1 Med-High 211209391-211209392 6 CIP 1950 15 5 1 Med-High 211410207-451410062 6 CIP 1959 15 5 1 Med-High 211308187-211308188 6 CIP 1963 101 5 1 Med-High 211009269-211009560 4 CO 1927 10 5 1 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements East 451116164-211116611 8 DIP_1985-99 1985 16 5-10 5 2 Med-High 211116613-451116164 8 DIP_1985-99 1985 11 5-10 5 2 Med-High 451122036-211122156 12 DIP_1985-99 1988 306 5-10 5 3 Med-High 211217170-211217128 12 DIP_1985-99 1988 278 5-10 5 3 Med-High 451122046-211122227 12 DIP_1985-99 1988 249 5-10 5 3 Med-High 451122052-211122246 12 DIP_1985-99 1988 243 5-10 5 3 Med-High 451122049-211122237 12 DIP_1985-99 1988 240 5-10 5 3 Med-High 451217056-211217170 12 DIP_1985-99 1988 210 5-10 5 3 Med-High 211217197-211217196 12 DIP_1985-99 1988 164 5-10 5 3 Med-High 211419008-451419018 12 DIP_1985-99 1988 82 5-10 5 3 Med-High 451419018-211419063 12 DIP_1985-99 1988 17 5-10 5 3 Med-High 211217200-451217056 12 DIP_1985-99 1988 15 5-10 5 3 Med-High 211122237-451122052 12 DIP_1985-99 1988 15 5-10 5 3 Med-High 211122227-451122049 12 DIP_1985-99 1988 15 5-10 5 3 Med-High 211122221-451122046 12 DIP_1985-99 1988 15 5-10 5 3 Med-High 211217128-211217129 12 DIP_1985-99 1988 6 5-10 5 3 Med-High 211417058-211417059 8 DIP_1985-99 1988 39 5-10 5 2 Med-High 211219217-451219064 8 DIP_1985-99 1988 17 5-10 5 2 Med-High 211120030-451120006 8 DIP_1985-99 1988 15 5-10 5 2 Med-High 211417053-421417001 8 DIP_1985-99 1988 7 5-10 5 2 Med-High 451417026-211417059 8 DIP_1985-99 1988 7 5-10 5 2 Med-High 281417004-451417026 8 DIP_1985-99 1988 4 5-10 5 2 Med-High 211417052-211417053 8 DIP_1985-99 1988 3 5-10 5 2 Med-High 211417063-211417062 8 DIP_1985-99 1988 3 5-10 5 2 Med-High 211417064-281417004 8 DIP_1985-99 1988 2 5-10 5 2 Med-High 211417059-211417065 8 DIP_1985-99 1988 1 5-10 5 2 Med-High 211417065-211417063 8 DIP_1985-99 1988 1 5-10 5 2 Med-High 451417021-211417064 6 DIP_1985-99 1988 2 5-10 5 1 Med-High 211417061-211417066 6 DIP_1985-99 1988 1 5-10 5 1 Med-High 211417066-451417021 6 DIP_1985-99 1988 1 5-10 5 1 Med-High 211117053-451117021 8 DIP_1985-99 1989 78 5-10 5 3 Med-High 211117037-451117021 8 DIP_1985-99 1989 15 5-10 5 3 Med-High 211121013-451121003 12 DIP_1985-99 1989 15 5-10 5 3 Med-High 211321043-211321042 12 DIP_1985-99 1989 9 5-10 5 3 Med-High 211317195-211317198 12 DIP_1985-99 1989 7 5-10 5 3 Med-High 211317196-211317195 12 DIP_1985-99 1989 5 5-10 5 3 Med-High 211317201-211317196 12 DIP_1985-99 1989 5 5-10 5 3 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 211317199-211317200 12 DIP_1985-99 1989 5 5-10 5 3 Med-High 211317200-211317201 12 DIP_1985-99 1989 5 5-10 5 3 Med-High 211317199-451317061 12 DIP_1985-99 1989 4 5-10 5 3 Med-High 211317198-211317151 14 DIP_1985-99 1989 2 5-10 5 3 Med-High 451220002-451321058 8 DIP_1985-99 1989 689 5-10 5 2 Med-High 451221020-451221003 8 DIP_1985-99 1989 586 5-10 5 2 Med-High 451221094-451221027 8 DIP_1985-99 1989 572 5-10 5 2 Med-High 451221028-451221016 8 DIP_1985-99 1989 559 5-10 5 2 Med-High 451221005-451321060 8 DIP_1985-99 1989 526 5-10 5 2 Med-High 211220024-451220001 8 DIP_1985-99 1989 487 5-10 5 2 Med-High 451321016-451321033 8 DIP_1985-99 1989 482 5-10 5 2 Med-High 451321031-211321159 8 DIP_1985-99 1989 470 5-10 5 2 Med-High 451221025-351221005 8 DIP_1985-99 1989 429 5-10 5 2 Med-High 451221031-451221028 8 DIP_1985-99 1989 396 5-10 5 2 Med-High 451221003-351221001 8 DIP_1985-99 1989 356 5-10 5 2 Med-High 451221049-451221094 8 DIP_1985-99 1989 349 5-10 5 2 Med-High 211321163-451321060 8 DIP_1985-99 1989 311 5-10 5 2 Med-High 451221014-351221003 8 DIP_1985-99 1989 226 5-10 5 2 Med-High 351220001-211220027 8 DIP_1985-99 1989 214 5-10 5 2 Med-High 451321057-351320001 8 DIP_1985-99 1989 203 5-10 5 2 Med-High 451221015-451221026 8 DIP_1985-99 1989 199 5-10 5 2 Med-High 451221008-211221016 8 DIP_1985-99 1989 160 5-10 5 2 Med-High 211321128-211321129 8 DIP_1985-99 1989 121 5-10 5 2 Med-High 211321129-451321059 8 DIP_1985-99 1989 121 5-10 5 2 Med-High 451321032-211321104 8 DIP_1985-99 1989 107 5-10 5 2 Med-High 211220020-211220024 8 DIP_1985-99 1989 88 5-10 5 2 Med-High 211321127-211321128 8 DIP_1985-99 1989 77 5-10 5 2 Med-High 451220001-451220002 8 DIP_1985-99 1989 30 5-10 5 2 Med-High 211321162-211321163 8 DIP_1985-99 1989 30 5-10 5 2 Med-High 451321041-211321127 8 DIP_1985-99 1989 21 5-10 5 2 Med-High 211220027-451220012 8 DIP_1985-99 1989 17 5-10 5 2 Med-High 211321159-451321058 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 451321033-211321095 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221058-451221025 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 451221027-211221058 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221048-451221020 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221036-451221015 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 451221026-211221058 8 DIP_1985-99 1989 15 5-10 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 451221016-211221036 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221019-451221008 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221070-451221031 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221123-451221049 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221036-451221014 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211221016-451221005 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211220072-451220024 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211321159-451321057 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211321095-451321032 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 211321095-451321031 8 DIP_1985-99 1989 15 5-10 5 2 Med-High 451220026-211220072 8 DIP_1985-99 1989 14 5-10 5 2 Med-High 211321104-451321041 8 DIP_1985-99 1989 13 5-10 5 2 Med-High 451220007-211220020 8 DIP_1985-99 1989 10 5-10 5 2 Med-High 211220019-451220007 8 DIP_1985-99 1989 10 5-10 5 2 Med-High 451220024-211220070 8 DIP_1985-99 1989 9 5-10 5 2 Med-High 211321042-451321016 8 DIP_1985-99 1989 9 5-10 5 2 Med-High 451321059-211321162 8 DIP_1985-99 1989 7 5-10 5 2 Med-High 211317202-461317001 8 DIP_1985-99 1989 5 5-10 5 2 Med-High 211220020-451220008 8 DIP_1985-99 1989 3 5-10 5 2 Med-High 451220012-211220024 8 DIP_1985-99 1989 3 5-10 5 2 Med-High 451317061-211317203 4 DIP_1985-99 1989 4 5-10 5 1 Med-High 451317061-211317191 4 DIP_1985-99 1989 3 5-10 5 1 Med-High 451220066-451121003 12 DIP_1985-99 1990 585 5-10 5 3 Med-High 210914175-450914082 12 DIP_1985-99 1990 326 5-10 5 3 Med-High 450914017-210914097 12 DIP_1985-99 1990 250 5-10 5 3 Med-High 210914097-210914102 12 DIP_1985-99 1990 157 5-10 5 3 Med-High 451321015-211321039 12 DIP_1985-99 1990 89 5-10 5 3 Med-High 210914174-210914175 12 DIP_1985-99 1990 44 5-10 5 3 Med-High 210914173-210914515 12 DIP_1985-99 1990 42 5-10 5 3 Med-High 210914516-450914054 12 DIP_1985-99 1990 28 5-10 5 3 Med-High 210914171-210914173 12 DIP_1985-99 1990 25 5-10 5 3 Med-High 450914053-210914174 12 DIP_1985-99 1990 17 5-10 5 3 Med-High 210914102-450914038 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 450914054-210914174 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 210914173-450914053 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 450914082-210914278 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 450914004-210914013 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 211321043-451321015 12 DIP_1985-99 1990 15 5-10 5 3 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 211220199-451220066 12 DIP_1985-99 1990 10 5-10 5 3 Med-High 211321044-211321043 12 DIP_1985-99 1990 4 5-10 5 3 Med-High 210914515-210914507 12 DIP_1985-99 1990 4 5-10 5 3 Med-High 210914510-210914516 12 DIP_1985-99 1990 3 5-10 5 3 Med-High 210914517-210914514 4 DIP_1985-99 1990 4 5-10 5 2 Med-High 450914122-480914001 4 DIP_1985-99 1990 2 5-10 5 2 Med-High 210914513-450914122 4 DIP_1985-99 1990 2 5-10 5 2 Med-High 480914001-210914517 4 DIP_1985-99 1990 1 5-10 5 2 Med-High 211220060-211220019 8 DIP_1985-99 1990 638 5-10 5 2 Med-High 451321048-451321043 8 DIP_1985-99 1990 582 5-10 5 2 Med-High 451221078-211221226 8 DIP_1985-99 1990 531 5-10 5 2 Med-High 451221068-451221079 8 DIP_1985-99 1990 528 5-10 5 2 Med-High 451418005-451418024 8 DIP_1985-99 1990 419 5-10 5 2 Med-High 211221077-451221053 8 DIP_1985-99 1990 419 5-10 5 2 Med-High 451418009-451418005 8 DIP_1985-99 1990 417 5-10 5 2 Med-High 451220033-451220062 8 DIP_1985-99 1990 383 5-10 5 2 Med-High 451221010-211221076 8 DIP_1985-99 1990 377 5-10 5 2 Med-High 451221033-451221052 8 DIP_1985-99 1990 359 5-10 5 2 Med-High 351221002-451321052 8 DIP_1985-99 1990 353 5-10 5 2 Med-High 451418024-211417024 8 DIP_1985-99 1990 326 5-10 5 2 Med-High 211220093-451220020 8 DIP_1985-99 1990 290 5-10 5 2 Med-High 451221080-351221009 8 DIP_1985-99 1990 266 5-10 5 2 Med-High 351220003-211220084 8 DIP_1985-99 1990 265 5-10 5 2 Med-High 451321043-351321004 8 DIP_1985-99 1990 255 5-10 5 2 Med-High 341321003-451321054 8 DIP_1985-99 1990 255 5-10 5 2 Med-High 451220031-211220142 8 DIP_1985-99 1990 238 5-10 5 2 Med-High 211220056-351220002 8 DIP_1985-99 1990 214 5-10 5 2 Med-High 451220016-451220030 8 DIP_1985-99 1990 213 5-10 5 2 Med-High 211221158-211221156 8 DIP_1985-99 1990 213 5-10 5 2 Med-High 211321117-341321002 8 DIP_1985-99 1990 189 5-10 5 2 Med-High 211220086-451220017 8 DIP_1985-99 1990 178 5-10 5 2 Med-High 451221022-451221032 8 DIP_1985-99 1990 177 5-10 5 2 Med-High 451221006-451221021 8 DIP_1985-99 1990 172 5-10 5 2 Med-High 211220148-451220032 8 DIP_1985-99 1990 149 5-10 5 2 Med-High 451321004-351321002 8 DIP_1985-99 1990 142 5-10 5 2 Med-High 211220148-211220144 8 DIP_1985-99 1990 107 5-10 5 2 Med-High 451321050-211321144 8 DIP_1985-99 1990 105 5-10 5 2 Med-High 211221122-451221065 8 DIP_1985-99 1990 100 5-10 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 211220144-211220142 8 DIP_1985-99 1990 99 5-10 5 2 Med-High 341321002-211321140 8 DIP_1985-99 1990 94 5-10 5 2 Med-High 451220019-211220088 8 DIP_1985-99 1990 81 5-10 5 2 Med-High 451221051-211221122 8 DIP_1985-99 1990 57 5-10 5 2 Med-High 211321144-211321117 8 DIP_1985-99 1990 54 5-10 5 2 Med-High 451221091-211221224 8 DIP_1985-99 1990 40 5-10 5 2 Med-High 451221035-211221077 8 DIP_1985-99 1990 37 5-10 5 2 Med-High 211417024-351417002 8 DIP_1985-99 1990 33 5-10 5 2 Med-High 211220088-211220086 8 DIP_1985-99 1990 24 5-10 5 2 Med-High 211220090-211220092 8 DIP_1985-99 1990 17 5-10 5 2 Med-High 211321147-451321053 8 DIP_1985-99 1990 17 5-10 5 2 Med-High 211321140-211321139 8 DIP_1985-99 1990 16 5-10 5 2 Med-High 211321010-451321004 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211220060-451220019 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451220020-211220060 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221195-451221080 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221065-211221154 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221076-451221035 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221021-211221048 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221079-211221195 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221195-451221078 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221048-451221022 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211321147-451321050 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221053-211221161 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221019-451221010 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221032-211221070 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211220056-451220016 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211321143-451321048 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221016-451221006 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211220084-451220031 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451321052-211321147 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221052-211221123 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211220090-451220033 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451221009-211221019 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221070-451221033 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221018-451221009 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211221123-451221051 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451321054-211321150 8 DIP_1985-99 1990 15 5-10 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 451220032-211220090 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451220030-211220084 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451220017-211220056 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 211418020-451418009 8 DIP_1985-99 1990 15 5-10 5 2 Med-High 451321053-341321003 8 DIP_1985-99 1990 14 5-10 5 2 Med-High 451221034-211221073 8 DIP_1985-99 1990 13 5-10 5 2 Med-High 211221075-451221036 8 DIP_1985-99 1990 12 5-10 5 2 Med-High 451220006-211220034 8 DIP_1985-99 1990 11 5-10 5 2 Med-High 211221241-211221075 8 DIP_1985-99 1990 10 5-10 5 2 Med-High 211221161-451221068 8 DIP_1985-99 1990 10 5-10 5 2 Med-High 211221226-451221091 8 DIP_1985-99 1990 10 5-10 5 2 Med-High 211221161-451221067 8 DIP_1985-99 1990 10 5-10 5 2 Med-High 451221050-211221122 8 DIP_1985-99 1990 10 5-10 5 2 Med-High 211221250-211221252 8 DIP_1985-99 1990 10 5-10 5 2 Med-High 211220093-211220092 8 DIP_1985-99 1990 9 5-10 5 2 Med-High 211221076-451221034 8 DIP_1985-99 1990 8 5-10 5 2 Med-High 211220026-451220011 8 DIP_1985-99 1990 7 5-10 5 2 Med-High 451221036-211221077 8 DIP_1985-99 1990 7 5-10 5 2 Med-High 450914121-470914001 8 DIP_1985-99 1990 7 5-10 5 2 Med-High 451221067-211221158 8 DIP_1985-99 1990 7 5-10 5 2 Med-High 451220062-211220196 8 DIP_1985-99 1990 6 5-10 5 2 Med-High 211220027-211220026 8 DIP_1985-99 1990 6 5-10 5 2 Med-High 211221156-451221050 8 DIP_1985-99 1990 5 5-10 5 2 Med-High 450914118-210914506 8 DIP_1985-99 1990 5 5-10 5 2 Med-High 451220011-211220023 8 DIP_1985-99 1990 5 5-10 5 2 Med-High 470914001-450914118 8 DIP_1985-99 1990 4 5-10 5 2 Med-High 451221103-211221249 8 DIP_1985-99 1990 4 5-10 5 2 Med-High 211221239-211221241 8 DIP_1985-99 1990 4 5-10 5 2 Med-High 211221249-471221004 8 DIP_1985-99 1990 4 5-10 5 2 Med-High 210914507-210914503 8 DIP_1985-99 1990 3 5-10 5 2 Med-High 211321139-451321045 8 DIP_1985-99 1990 3 5-10 5 2 Med-High 210914506-210914510 8 DIP_1985-99 1990 3 5-10 5 2 Med-High 451220006-211220019 8 DIP_1985-99 1990 3 5-10 5 2 Med-High 211221252-451221103 8 DIP_1985-99 1990 3 5-10 5 2 Med-High 451321045-211321138 8 DIP_1985-99 1990 3 5-10 5 2 Med-High 210914503-450914121 8 DIP_1985-99 1990 2 5-10 5 2 Med-High 451321024-211321046 10 DIP_1985-99 1990 578 5-10 5 2 Med-High 211321138-451321024 10 DIP_1985-99 1990 371 5-10 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 211221018-451321063 10 DIP_1985-99 1990 325 5-10 5 2 Med-High 451321049-451321046 10 DIP_1985-99 1990 113 5-10 5 2 Med-High 211321046-451321019 10 DIP_1985-99 1990 54 5-10 5 2 Med-High 211321143-451321049 10 DIP_1985-99 1990 15 5-10 5 2 Med-High 451321046-211321138 10 DIP_1985-99 1990 15 5-10 5 2 Med-High 451321063-211321143 10 DIP_1985-99 1990 15 5-10 5 2 Med-High 451321019-211321045 10 DIP_1985-99 1990 8 5-10 5 2 Med-High 211321045-211321044 10 DIP_1985-99 1990 4 5-10 5 2 Med-High 481221001-211221244 4 DIP_1985-99 1990 5 5-10 5 1 Med-High 211221245-451221099 4 DIP_1985-99 1990 2 5-10 5 1 Med-High 451221099-481221001 4 DIP_1985-99 1990 2 5-10 5 1 Med-High 471221002-451221096 6 DIP_1985-99 1990 7 5-10 5 1 Med-High 451221096-211221239 6 DIP_1985-99 1990 4 5-10 5 1 Med-High 451220010-211321045 12 DIP_1985-99 1991 2239 5-10 5 3 Med-High 211220150-211220023 12 DIP_1985-99 1991 1213 5-10 5 3 Med-High 450914047-211014440 12 DIP_1985-99 1991 1146 5-10 5 3 Med-High 451321009-451321018 12 DIP_1985-99 1991 254 5-10 5 3 Med-High 211220153-211220150 12 DIP_1985-99 1991 17 5-10 5 3 Med-High 211321029-451321009 12 DIP_1985-99 1991 16 5-10 5 3 Med-High 210914139-450914047 12 DIP_1985-99 1991 15 5-10 5 3 Med-High 450914046-210914139 12 DIP_1985-99 1991 15 5-10 5 3 Med-High 451321018-211321043 12 DIP_1985-99 1991 14 5-10 5 3 Med-High 211220023-451220010 12 DIP_1985-99 1991 3 5-10 5 3 Med-High 451221087-451221084 8 DIP_1985-99 1991 668 5-10 5 2 Med-High 451221046-211220070 8 DIP_1985-99 1991 653 5-10 5 2 Med-High 451221064-451221087 8 DIP_1985-99 1991 617 5-10 5 2 Med-High 451221069-211221172 8 DIP_1985-99 1991 532 5-10 5 2 Med-High 451220026-451221069 8 DIP_1985-99 1991 442 5-10 5 2 Med-High 451221063-451221060 8 DIP_1985-99 1991 413 5-10 5 2 Med-High 451220044-451221076 8 DIP_1985-99 1991 370 5-10 5 2 Med-High 451221082-451220051 8 DIP_1985-99 1991 365 5-10 5 2 Med-High 451221076-351221008 8 DIP_1985-99 1991 357 5-10 5 2 Med-High 451221084-451221082 8 DIP_1985-99 1991 353 5-10 5 2 Med-High 451221058-341221001 8 DIP_1985-99 1991 258 5-10 5 2 Med-High 341221001-451221046 8 DIP_1985-99 1991 254 5-10 5 2 Med-High 351321003-451321029 8 DIP_1985-99 1991 250 5-10 5 2 Med-High 211220160-451220067 8 DIP_1985-99 1991 242 5-10 5 2 Med-High 451220025-451220043 8 DIP_1985-99 1991 211 5-10 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 451220042-451220050 8 DIP_1985-99 1991 203 5-10 5 2 Med-High 451221059-451221071 8 DIP_1985-99 1991 187 5-10 5 2 Med-High 451321008-351321001 8 DIP_1985-99 1991 183 5-10 5 2 Med-High 451221038-351221004 8 DIP_1985-99 1991 117 5-10 5 2 Med-High 211221172-351221007 8 DIP_1985-99 1991 55 5-10 5 2 Med-High 451220050-211220160 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211220160-451220051 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211220127-451220042 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 451221060-211221145 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211221145-451221058 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211220072-451220025 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 451220043-211220127 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211221145-451221059 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211221080-451221038 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211221154-451221064 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211220127-451220044 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 211221154-451221063 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 451220067-211220199 8 DIP_1985-99 1991 15 5-10 5 2 Med-High 451321029-211321084 8 DIP_1985-99 1991 10 5-10 5 2 Med-High 451221071-211221172 8 DIP_1985-99 1991 10 5-10 5 2 Med-High 211321028-451321008 8 DIP_1985-99 1991 8 5-10 5 2 Med-High 451321027-341321001 10 DIP_1985-99 1991 684 5-10 5 2 Med-High 451321022-451321013 10 DIP_1985-99 1991 636 5-10 5 2 Med-High 451321065-211221080 10 DIP_1985-99 1991 553 5-10 5 2 Med-High 451221037-351221006 10 DIP_1985-99 1991 410 5-10 5 2 Med-High 211321150-451321065 10 DIP_1985-99 1991 321 5-10 5 2 Med-High 451321028-451321055 10 DIP_1985-99 1991 267 5-10 5 2 Med-High 451114131-451114133 10 DIP_1985-99 1991 245 5-10 5 2 Med-High 341321001-451321022 10 DIP_1985-99 1991 82 5-10 5 2 Med-High 451321055-211321150 10 DIP_1985-99 1991 15 5-10 5 2 Med-High 211221080-451221037 10 DIP_1985-99 1991 15 5-10 5 2 Med-High 211321083-451321027 10 DIP_1985-99 1991 15 5-10 5 2 Med-High 211321083-451321028 10 DIP_1985-99 1991 15 5-10 5 2 Med-High 451321013-211321030 10 DIP_1985-99 1991 15 5-10 5 2 Med-High 211321084-211321083 10 DIP_1985-99 1991 10 5-10 5 2 Med-High 211321029-211321028 10 DIP_1985-99 1991 7 5-10 5 2 Med-High 211321030-451321011 10 DIP_1985-99 1991 4 5-10 5 2 Med-High 451321011-211321029 10 DIP_1985-99 1991 4 5-10 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 450914055-210914175 12 DIP_1985-99 1992 15 5-10 5 3 Med-High 210914176-450914055 12 DIP_1985-99 1992 15 5-10 5 3 Med-High 451020048-451020050 8 DIP_1985-99 1998 257 5-10 5 2 Med-High 451216010-451216008 8 DIP_1985-99 1996 283 5-10 4 2 Medium 451216021-211216071 8 DIP_1985-99 1996 255 5-10 4 2 Medium 211216079-451216024 8 DIP_1985-99 1996 168 5-10 4 2 Medium 451216033-211216079 8 DIP_1985-99 1996 153 5-10 4 2 Medium 451216008-211216048 8 DIP_1985-99 1996 142 5-10 4 2 Medium 211216047-451216021 8 DIP_1985-99 1996 122 5-10 4 2 Medium 211216116-451216031 8 DIP_1985-99 1996 107 5-10 4 2 Medium 211216051-211216031 8 DIP_1985-99 1996 98 5-10 4 2 Medium 451216050-211216074 8 DIP_1985-99 1996 87 5-10 4 2 Medium 451216024-211216051 8 DIP_1985-99 1996 76 5-10 4 2 Medium 211216073-211216116 8 DIP_1985-99 1996 76 5-10 4 2 Medium 211216031-451216010 8 DIP_1985-99 1996 70 5-10 4 2 Medium 211216071-211216073 8 DIP_1985-99 1996 67 5-10 4 2 Medium 211216048-211216047 8 DIP_1985-99 1996 29 5-10 4 2 Medium 451216031-211216074 8 DIP_1985-99 1996 9 5-10 4 2 Medium 211216074-451216033 8 DIP_1985-99 1996 9 5-10 4 2 Medium 451014112-450914004 12 DIP_1985-99 1997 503 5-10 4 3 Medium 211018096-451018058 12 DIP_1985-99 1997 328 5-10 4 3 Medium 451018064-451018063 12 DIP_1985-99 1997 245 5-10 4 3 Medium 211018110-451018094 12 DIP_1985-99 1997 244 5-10 4 3 Medium 211018080-451018060 12 DIP_1985-99 1997 205 5-10 4 3 Medium 211018090-211018110 12 DIP_1985-99 1997 64 5-10 4 3 Medium 451018061-211018096 12 DIP_1985-99 1997 53 5-10 4 3 Medium 211018089-211018090 12 DIP_1985-99 1997 15 5-10 4 3 Medium 451018063-211018094 12 DIP_1985-99 1997 15 5-10 4 3 Medium 451018094-211018126 12 DIP_1985-99 1997 15 5-10 4 3 Medium 210914013-450914017 12 DIP_1985-99 1997 15 5-10 4 3 Medium 211018094-451018061 12 DIP_1985-99 1997 15 5-10 4 3 Medium 451018060-211018094 12 DIP_1985-99 1997 15 5-10 4 3 Medium 451018058-211018090 12 DIP_1985-99 1997 15 5-10 4 3 Medium 211018099-451018064 12 DIP_1985-99 1997 15 5-10 4 3 Medium 211014397-451014112 12 DIP_1985-99 1997 15 5-10 4 3 Medium 451020054-451020072 8 DIP_1985-99 1998 131 5-10 4 3 Medium 451020081-451020082 8 DIP_1985-99 1998 75 5-10 4 3 Medium 451020072-211020217 8 DIP_1985-99 1998 16 5-10 4 3 Medium Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 451020082-211020234 8 DIP_1985-99 1998 15 5-10 4 3 Medium 211415202-211415307 12 DIP_1985-99 1998 362 5-10 4 3 Medium 211415207-211415197 12 DIP_1985-99 1998 174 5-10 4 3 Medium 211415197-211415202 12 DIP_1985-99 1998 19 5-10 4 3 Medium 211415168-211415170 12 DIP_1985-99 1998 15 5-10 4 3 Medium 211415168-451415051 12 DIP_1985-99 1998 8 5-10 4 3 Medium 211415209-211415207 12 DIP_1985-99 1998 8 5-10 4 3 Medium 451415051-211415209 12 DIP_1985-99 1998 7 5-10 4 3 Medium 211415317-211415316 12 DIP_1985-99 1998 4 5-10 4 3 Medium 451020037-451020039 8 DIP_1985-99 1998 366 5-10 4 2 Medium 451020055-451020057 8 DIP_1985-99 1998 302 5-10 4 2 Medium 211020138-451020042 8 DIP_1985-99 1998 291 5-10 4 2 Medium 451020057-451021059 8 DIP_1985-99 1998 286 5-10 4 2 Medium 451020069-451020051 8 DIP_1985-99 1998 254 5-10 4 2 Medium 451020044-451020046 8 DIP_1985-99 1998 245 5-10 4 2 Medium 451020043-451020067 8 DIP_1985-99 1998 236 5-10 4 2 Medium 451020047-451020068 8 DIP_1985-99 1998 236 5-10 4 2 Medium 211020137-211020232 8 DIP_1985-99 1998 231 5-10 4 2 Medium 451020036-451020053 8 DIP_1985-99 1998 190 5-10 4 2 Medium 211020158-451020035 8 DIP_1985-99 1998 159 5-10 4 2 Medium 211020137-211020138 8 DIP_1985-99 1998 35 5-10 4 2 Medium 211020164-451020054 8 DIP_1985-99 1998 16 5-10 4 2 Medium 211020125-451020036 8 DIP_1985-99 1998 15 5-10 4 2 Medium 211020145-451020044 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451020042-211020145 8 DIP_1985-99 1998 15 5-10 4 2 Medium 211020164-451020055 8 DIP_1985-99 1998 15 5-10 4 2 Medium 211020151-451020048 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451020051-211020158 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451021059-351021005 8 DIP_1985-99 1998 15 5-10 4 2 Medium 211020125-451020037 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451020035-211020125 8 DIP_1985-99 1998 15 5-10 4 2 Medium 211020145-451020043 8 DIP_1985-99 1998 15 5-10 4 2 Medium 211020151-451020047 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451020046-211020151 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451020050-211020158 8 DIP_1985-99 1998 15 5-10 4 2 Medium 451020053-211020164 8 DIP_1985-99 1998 14 5-10 4 2 Medium 451020068-351020003 8 DIP_1985-99 1998 13 5-10 4 2 Medium 211020232-451020081 8 DIP_1985-99 1998 12 5-10 4 2 Medium Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 451020067-351020002 8 DIP_1985-99 1998 12 5-10 4 2 Medium 351020004-451020069 8 DIP_1985-99 1998 12 5-10 4 2 Medium 451020039-211020135 8 DIP_1985-99 1998 5 5-10 4 2 Medium 211415082-211415028 10 DIP_1985-99 1998 691 5-10 4 2 Medium 211415028-211415031 10 DIP_1985-99 1998 9 5-10 4 2 Medium 211021142-451021033 8 DIP_1985-99 2018 8 5-10 3 2 Low-Med Central 451414104-451414105 8 DIP_1985-99 1985 92 5-10 5 2 Med-High 451414105-211414518 8 DIP_1985-99 1985 41 5-10 5 2 Med-High 211615040-211615381 12 DIP_1985-99 1986 515 5-10 5 3 Med-High 211615006-211615015 12 DIP_1985-99 1986 338 5-10 5 3 Med-High 211615004-451615013 12 DIP_1985-99 1986 268 5-10 5 3 Med-High 211615006-211615004 12 DIP_1985-99 1986 25 5-10 5 3 Med-High 451615013-211615040 12 DIP_1985-99 1986 15 5-10 5 3 Med-High 211414724-211414720 8 DIP_1985-99 1986 12 5-10 5 2 Med-High 211414719-211414723 8 DIP_1985-99 1986 12 5-10 5 2 Med-High 211414715-471414003 8 DIP_1985-99 1986 4 5-10 5 2 Med-High 451414154-211414715 8 DIP_1985-99 1986 3 5-10 5 2 Med-High 211414723-451414154 8 DIP_1985-99 1986 3 5-10 5 2 Med-High 471414003-451414157 8 DIP_1985-99 1986 3 5-10 5 2 Med-High 451414157-211414724 8 DIP_1985-99 1986 2 5-10 5 2 Med-High 211515221-451515069 8 DIP_1985-99 1988 15 5-10 5 2 Med-High 450914113-450914046 12 DIP_1985-99 1991 1756 5-10 5 3 Med-High 210914425-210914331 12 DIP_1985-99 1991 559 5-10 5 3 Med-High 210914426-450914111 12 DIP_1985-99 1991 95 5-10 5 3 Med-High 210914426-450914113 12 DIP_1985-99 1991 32 5-10 5 3 Med-High 450914111-210914425 12 DIP_1985-99 1991 15 5-10 5 3 Med-High 211014396-211014397 12 DIP_1985-99 1997 47 5-10 4 3 Medium West 450809085-450809078 12 DIP_1985-99 1990 218 5-10 5 3 Med-High 450809078-450809075 12 DIP_1985-99 1990 197 5-10 5 3 Med-High 210809132-450809085 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 450809075-210809118 12 DIP_1985-99 1990 15 5-10 5 3 Med-High 211009176-211009238 8 DIP_1985-99 1995 54 5-10 4 3 Medium 351410007-451410072 8 DIP_1985-99 1995 25 5-10 4 2 Medium 451209055-451209050 8 DIP_1985-99 1997 312 5-10 4 3 Medium 211209195-451209055 8 DIP_1985-99 1997 15 5-10 4 3 Medium 451209050-211209176 8 DIP_1985-99 1997 169 5-10 4 2 Medium Pipe ID Diameter (inches)Material Installation (year) Length (feet) R & R Actions LoF CoF Risk Category Ductile Iron Pipe Replacements 211209171-451209048 8 DIP_1985-99 1997 125 5-10 4 2 Medium 211209171-211209176 8 DIP_1985-99 1997 37 5-10 4 2 Medium 451209048-351209005 8 DIP_1985-99 1997 15 5-10 4 2 Medium 10‐Year CIP: YLWD Wastewater Pipeline System "=) "=) £¤91 £¤142 £¤90 £¤241£¤91 la Palma AveRose DrS We i r Canyon RdS Lakeview AveSanta A n a C a ny o n R d S I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICT Last Revised: April 09, 2018 O 0 0.80.4 Miles Legend Gravity Main 0-5 Year Replacement or Repairs 5-10 Year Replacement or Repairs "=)Lift Station Sewer System Boundary Highway Principal Arterial Major Arterial Railroad Gravity Sewer 10-Year CIP Map "=) "=) £¤91 £¤142 £¤90 £¤241£¤91 la Palma AveRose DrS We i r Canyon RdS Lakeview AveSanta A n a C a ny o n R d S I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICT Last Revised: April 09, 2018 O 0 0.80.4 Miles Legend Gravity Main 0-5 Year Replacement or Repairs 5-10 Year Replacement or Repairs "=)Lift Station Sewer System Boundary Central East West Highway Principal Arterial Major Arterial Railroad Gravity Sewer 10-Year CIP Map "=) £¤91 Y o r b a L i n d a B l v d 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICT Last Revised: April 09, 2018 O 0 0.40.2 Miles Legend Gravity Main 0-5 East 5-10 East "=)Lift Station Sewer System Boundary Central East West Highway Principal Arterial Major Arterial Railroad Gravity Sewer 10-Year CIP Map "=) "=) £¤91la Palma A v e Imp e r i a l H w y Kellogg DrOrangetho r p e A v e Village Center DrFairmont BlvdEsperanza RdBastanchury Rd Lakeview AveProspect AveYorba Ranch RdValley View AveOriente Dr San Antonio RdOhio StPso de L a s P al o m a s N Van Buren StPso del PradoHighland AveEureka AveS Richfield RdRichfield RdBuena Vista Ave N Lakeview AveS I m p e r i a l H w y Marda Ave Plumosa DrN Jefferson StRiverside Fwy S Van Buren StYorba Linda Blvd Weir C a n y o n R dBerryhill DrS Highland AveE Miraloma Ave Alta Vista St Kellogg DrEureka AveRichfield RdLakeview AveOhio StFairmon t B lvd S I m p e r i a l H w y S Lakeview AveS I m p e r i a l H w y Y o r b a L i n d a B l v d Yorba Linda Blvd 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICT Last Revised: April 09, 2018 O 0 0.40.2 Miles Legend Gravity Main 0-5 Cental 5-10 Central "=)Lift Station Sewer System Boundary Central East West Highway Principal Arterial Major Arterial Railroad Gravity Sewer 10-Year CIP Map "=)Rose Dr£¤90 Yorba Linda Blvd Imp e r i a l H w y Kellogg DrVillage Center DrBastanchury Rd Fairmont Blvd Lakeview AveOriente Dr Prospect AveValley View AveMcCormack LnOhio StN Van Buren StHighland AveOrangethorpe A v e Eureka AveRose DrE Pal m D r Richfield RdBuena Vista Ave Pso del PradoPso de Las P al o m a s N Lakeview AveS I m p e r i a l H w y Golden Ave E Bast a nchury R d Esperanza RdMarda Ave Plumosa DrN Jefferson StValencia AveS Van Buren StBerryhill DrAlta Vista St Ohio StRichfield RdEureka AveFairmon t B lvdRose DrLakeview AveE Pal m D r S I m p e r i a l H w y S I m p e r i a l H w y Yorba Linda Blvd 2018 ASSET MANAGEMENT PLAN UPDATE | YORBA LINDA WATER DISTRICT Last Revised: April 09, 2018 O 0 0.40.2 Miles Legend Gravity Main 0-5 West 5-10 West "=)Lift Station Sewer System Boundary Central East West Highway Principal Arterial Major Arterial Railroad Gravity Sewer 10-Year CIP Map Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 0-5 Year Pipe Replacements East 611115070-611115069 18 VCP 1977 95 4 5 High Central 611313028-611313050 8 VCP 1969 402 5 4 High 611313030-611313028 8 VCP 1969 351 5 4 High 611313056-611313078 10 VCP 1982 469 5 4 High 611413026-611413046 8 ACP 1969 276 5 2 Med-High 611414005-611413026 8 ACP 1969 190 5 2 Med-High 611413011-611413026 8 ACP 1969 286 5 2 Med-High 611413009-611414001 8 ACP 1969 342 5 2 Med-High 611414001-611413011 8 ACP 1969 286 5 2 Med-High 611413008-611413025 8 ACP 1970 250 5 2 Med-High 611413010-611413008 8 ACP 1970 260 5 2 Med-High 611214019-611214017 10 VCP 1986 390 4 5 High 611211053-611211062 12 VCP 2004 288 4 5 High West 611110024-611110026 12 VCP 1976 227 5 5 High 611310013-611310012 10 VCP 1962 70 5 4 High 611309030-611309031 8 VCP 1964 56 5 4 High 611310064-611310062 6 VCP 1965 290 5 4 High 611308039-611308038 10 VCP 1962 191 5 4 High 611310054-611310053 8 VCP 1964 239 5 4 High 611210003-611310077 8 VCP 1988 381 5 4 High 611210006-611210015 8 VCP 1980 589 5 4 High 601208236-611208049 10 CIP 1962 12 5 3 Med-High 611208049-611208050 12 CIP 1962 167 5 3 Med-High 611109007-611109008 18 VCP 1962 231 4 5 High 611109002-611109003 18 VCP 1962 153 4 5 High 611110008-611110010 8 VCP 1976 261 4 5 High 611307078-611307080 6 VCP 1965 215 4 5 High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements East 611018022-611018007 10 VCP 1985 263 5 3 Med-High 611015006-611015002 8 VCP 1979 199 5 2 Med-High 611114071-611114068 8 PVC 1987 140 5 2 Med-High 611121008-611121038 8 ABS 1988 219 5 2 Med-High 611114087-611114085 8 VCP 1979 221 5 2 Med-High 611115022-611115011 8 VCP 1978 249 5 2 Med-High 601020202-601020201 15 DIP 1982 20 4 4 Med-High 611020043-611020040 15 VCP 1988 500 4 4 Med-High 611120028-611120029 8 ABS 1988 160 4 4 Med-High 601415139-601415138 10 DIP 1979 56 4 3 Medium 601415289-601415287 10 DIP 1979 23 4 3 Medium 611315065-611215016 12 VCP 1979 390 4 3 Medium 611015031-611015024 10 VCP 1978 361 4 3 Medium 611317018-611317031 8 VCP 1979 351 4 2 Medium 611121020-611121019 8 PVC 1990 162 4 2 Medium 611120004-611120022 8 ABS 1988 237 4 2 Medium 611114081-611114078 8 VCP 1979 310 4 2 Medium 611115066-611115069 8 VCP 1977 104 4 2 Medium 611116080-611116081 8 VCP 1979 174 4 2 Medium 611017013-611017010 8 VCP 1985 122 4 2 Medium 611217011-611217010 8 VCP 1982 256 4 2 Medium 611217027-611217026 8 VCP 1982 443 4 2 Medium 611217018-611217019 8 VCP 1982 359 4 2 Medium 611216051-611216050 8 PVC 1985 207 4 2 Medium 611115020-611115023 8 VCP 1978 348 4 2 Medium 611216034-611216032 8 PVC 1985 259 4 2 Medium 611115033-611115060 8 VCP 1982 296 4 2 Medium 611115014-611115028 8 VCP 1979 495 4 2 Medium 611218006-611217019 8 VCP 1982 315 4 2 Medium Central 611214022-611214019 10 VCP 1986 221 5 3 Med-High 611011004-611011007 8 VCP 1958 436 5 3 Med-High 611211012-611211011 12 VCP 2004 179 5 3 Med-High 611011030-611011031 12 VCP 2005 299 5 3 Med-High 611413049-611413063 8 VCP 1973 179 5 2 Med-High 611113026-611113027 8 VCP 1969 70 5 2 Med-High 611514084-611514081 8 ABS 1980 190 5 2 Med-High 611215003-611215005 8 ABS 1980 140 5 2 Med-High 611114049-611114048 8 PVC 1987 193 5 2 Med-High 610913021-610913005 8 VCP 1970 287 5 2 Med-High 611013026-611012057 15 VCP 1972 246 4 4 Med-High 611013027-611013026 15 VCP 1972 133 4 4 Med-High 611013019-611013029 15 VCP 1972 358 4 4 Med-High 601314037-601314036 10 CIP 1979 10 4 4 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 611311037-611311046 8 VCP 1982 451 4 4 Med-High 611311036-611311045 8 VCP 1970 161 4 4 Med-High 611311035-611311036 8 VCP 1971 158 4 4 Med-High 611512042-611412004 8 VCP 2007 182 4 4 Med-High 611111036-611111035 6 VCP 1976 57 4 3 Medium 611212075-611212073 10 VCP 2007 126 4 3 Medium 611313070-611313069 12 VCP 1976 300 4 3 Medium 611211001-611211010 12 VCP 2004 188 4 3 Medium 611211030-611211048 12 VCP 2004 371 4 3 Medium 611313008-611313027 8 VCP 1969 373 4 2 Medium 611413065-611413064 8 VCP 1969 358 4 2 Medium 611113048-611113049 8 VCP 1968 332 4 2 Medium 611112043-611113033 8 VCP 1968 205 4 2 Medium 611013043-611013042 8 VCP 1970 221 4 2 Medium 610813008-610813027 8 VCP 1964 345 4 2 Medium 611313082-611313081 6 VCP 1982 306 4 2 Medium 611414092-611414093 8 VCP 1979 184 4 2 Medium 601415078-601415077 8 CIP 1979 58 4 2 Medium 611414065-611414091 8 VCP 1979 291 4 2 Medium 611414094-611414090 8 VCP 1979 305 4 2 Medium 611315009-611315031 8 VCP 1979 356 4 2 Medium 611414021-611414020 8 VCP 1970 392 4 2 Medium 611311065-611211004 8 VCP 1976 211 4 2 Medium 611311058-611311055 8 VCP 1996 252 4 2 Medium 611311051-611311050 8 VCP 2004 21 4 2 Medium 611212032-611212033 8 VCP 1964 250 4 2 Medium 611312085-611212011 8 VCP 1965 297 4 2 Medium 611413024-611413042 8 VCP 1970 333 4 2 Medium 611413069-611413070 8 VCP 1969 131 4 2 Medium 611212081-611112010 8 VCP 1961 223 4 2 Medium 611411042-611411061 8 VCP 1978 308 4 2 Medium 611414019-611414022 8 VCP 1970 350 4 2 Medium 611211018-611211055 8 VCP 1975 654 4 2 Medium 611311069-611211004 8 VCP 1970 675 4 2 Medium 611214079-611214075 10 VCP 1979 349 3 5 Med-High 611314066-611214017 8 VCP 1978 262 3 5 Med-High 611111048-611011002 8 VCP 1958 178 3 5 Med-High 611011002-611011001 8 VCP 1958 59 3 5 Med-High West 611208035-611208048 12 VCP 1962 250 5 3 Med-High 611509053-611509052 8 VCP 2006 19 5 3 Med-High 611209076-611209078 8 VCP 1978 187 5 3 Med-High 611309066-601309184 8 VCP 1989 329 5 2 Med-High 611210011-611210013 6 VCP 1976 191 5 2 Med-High 611110018-611110030 8 VCP 1974 334 5 2 Med-High Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 611310075-611310068 8 VCP 1979 221 5 2 Med-High 611109070-611109087 8 VCP 1969 198 5 2 Med-High 611209075-611209076 8 VCP 1978 11 5 2 Med-High 611309059-611309068 8 VCP 1966 268 5 2 Med-High 611310019-611310042 6 VCP 1965 296 4 4 Med-High 611310038-611310056 8 VCP 1965 500 4 4 Med-High 611309024-611309023 8 CIP 1981 59 4 4 Med-High 651410001-611410009 8 VCP 1973 111 4 4 Med-High 611310042-611310041 8 VCP 1965 199 4 4 Med-High 611307040-611307053 6 VCP 1966 413 4 4 Med-High 611607008-611607012 8 VCP 1970 353 4 4 Med-High 611209053-631209012 15 VCP 1962 562 4 4 Med-High 611309006-611309003 8 VCP 1971 607 4 4 Med-High 611310052-611310050 8 VCP 1964 418 4 4 Med-High 611210014-611210025 8 VCP 1976 219 4 4 Med-High 611310050-611309041 8 VCP 1962 290 4 4 Med-High 611510064-651410001 8 VCP 1963 262 4 4 Med-High 611110016-611110004 6 VCP 1977 376 4 3 Medium 611310037-611310011 8 VCP 1965 453 4 3 Medium 611110002-611110003 8 VCP 1976 79 4 3 Medium 611010007-611010008 10 VCP 1976 153 4 3 Medium 611209083-611209079 6 VCP 1978 88 4 3 Medium 611410078-611310025 8 VCP 1962 115 4 3 Medium 611308022-611308039 10 VCP 1962 266 4 3 Medium 611209084-611109018 6 CIP 1978 131 4 3 Medium 611209037-611209036 8 VCP 1989 248 4 3 Medium 631209012-611209079 12 VCP 1962 88 4 3 Medium 611209078-631209012 8 DIP 1975 28 4 3 Medium 611209015-611209013 10 VCP 1962 157 4 3 Medium 611607011-611607010 8 VCP 1985 182 4 3 Medium 611309044-611309059 10 VCP 1964 19 4 3 Medium 611310020-611310017 8 VCP 1962 272 4 3 Medium 611109069-611109068 8 VCP 1989 88 4 2 Medium 611409035-611409037 8 VCP 1964 312 4 2 Medium 611610038-611610037 8 VCP 2007 59 4 2 Medium 611109042-611109061 8 VCP 1962 200 4 2 Medium 611010014-611010015 8 VCP 1974 283 4 2 Medium 611109031-611109033 8 VCP 1970 350 4 2 Medium 611110030-611110041 8 VCP 1974 452 4 2 Medium 611407088-611407087 8 VCP 1961 280 4 2 Medium 611209031-611209006 8 VCP 1961 246 4 2 Medium 611408037-611408052 8 VCP 1973 412 4 2 Medium 611010038-611010030 6 VCP 1976 362 4 2 Medium 611209066-611209085 6 VCP 1978 319 4 2 Medium 611507018-611507031 8 VCP 1966 473 4 2 Medium Pipe ID Diameter (inches)Material Installation (year) Length (feet)LoF CoF Risk Category 5-10 Year Pipe Replacements 611010003-611010006 6 VCP 1977 102 4 2 Medium 611410006-611410023 8 VCP 1973 182 4 2 Medium 611408036-611408047 8 VCP 1964 394 4 2 Medium 611207064-611207065 8 VCP 1969 221 4 2 Medium 631207001-611207045 8 VCP 1969 134 4 2 Medium 611308077-611208017 8 VCP 1961 315 4 2 Medium 611408001-611408021 8 VCP 1979 168 4 2 Medium 611507019-601507085 8 VCP 1975 204 4 2 Medium 611207065-631207001 8 VCP 1969 159 4 2 Medium 611407014-611407033 8 VCP 1966 370 4 2 Medium 611608054-611608052 8 DIP 1989 199 4 2 Medium 611408021-611408020 8 VCP 1973 290 4 2 Medium 611507001-611507016 8 VCP 1966 325 4 2 Medium 611109065-611109064 8 DIP 1976 38 4 2 Medium 611307118-611307121 8 VCP 1973 256 4 2 Medium 611410022-611410042 8 VCP 1963 264 4 2 Medium 611507069-611507068 6 VCP 1976 147 4 2 Medium 611407101-611407099 6 VCP 1977 166 4 2 Medium 611408063-611408062 8 VCP 1963 264 4 2 Medium 611207038-611207039 8 VCP 1969 177 4 2 Medium 611009021-611009038 8 VCP 1974 153 4 2 Medium 611209050-611209051 6 VCP 1976 278 4 2 Medium 611309057-611308078 8 VCP 1962 340 4 2 Medium 611411033-611411034 8 VCP 1963 234 4 2 Medium 611209073-611209077 6 VCP 1975 291 4 2 Medium 611209033-611209034 8 VCP 1997 237 4 2 Medium 611410002-611410018 8 VCP 1972 677 4 2 Medium 611207062-611207061 8 VCP 1969 250 4 2 Medium 611109093-611109091 8 VCP 1975 456 4 2 Medium 611508050-611407022 8 VCP 1970 197 4 2 Medium 611209092-611209055 8 VCP 1963 195 4 2 Medium 611608051-611608050 8 CIP 1979 79 4 2 Medium 611110003-611110001 8 VCP 1976 207 4 2 Medium 611109063-611109080 8 VCP 1976 280 4 2 Medium 611209057-611209058 6 VCP 1977 57 4 2 Medium 611110058-611111001 8 VCP 1978 117 3 5 Med-High ITEM NO. 5.3 AGENDA REPORT Meeting Date: April 24, 2018 Dept:Finance Subject:Proposal for Budgeting, Operational Performance, and Citizen Engagement Software by OpenGov ATTACHMENTS: Name:Description:Type: OpenGov_Presentation.pdf Backup Material Backup Material Q OPENGOV Yorba Linda Water District , CA April 24th, 2018 Our Commitment to Government fr•'r MISSION FOCUS INNOVATION LEADERSHIP Powering more Addressing the unique Building easy-to-use, modern Forming the largest network effective government challenges of the sector cloud solutions of public sector agencies ©2018 Q OPENGOV 12 ++ U The leader in cloud-based • • for government Minneapolis 'hIN• Cily of Lakes 800 + /00, �®r' CUSTOMERS S 40.1.2 FIRF_ l STATES ST $ 10Trmillmion + ANALYZED ISI;Vii,; AIS •ire Gti V.NE'if, ., orlkg��k� R� ,� ♦�' �'�ORICfF.9 $ 30 Bmillmion + BUDGETED FONTANA UNIFIED SCHOOL INCLINE DISTRICT VIE MENLO PARK GENERAL IMewwFmtNT Dimic7 SimiValleySchools The OpenGov Cloud TM Budgeting Operational Citizen & Planning Performance Engagement X000 SMART PLATFORM Water Data Facilities ERP/Financials Billing Asset Management Q OPENGOV 14 ©2018 OpenGov Customers Get Real Value and ROI 50% less time 800r less time 20% fewer 1 % of budget spent on budget spent on reporting information freed for requests re-allocation QOPENGOV 15 o2018 • • � • • �' Bud9H By1dRe a�z9n�wo1klnp auc_ : 7.wde Pmpe,a �} wocerwvww. r Ira _ _ _ • . • • • _ _,.� Rnrrcr "¢rrRlea,ca _,... sRarnp ExR•nxF NeYe.rpPµBMUFR.tnnnw r.wdl Lsgerk •ow a.rxn eaw..,,,, sla,saLs97 •Peerasehn •m.. .0.Mnl Cowmmem wFw"+ee s51,n1,F30 � � .Ilxul _ • • • 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R PvWEa1KVOvI� O tfiO3,490.00 © 5 %• 35% • • . • • • • • • • ^' �' 9a5c Ad:usWrmertert s[; $5,502,388 s ♦5372,747 Nw-Eampr 3alelles P"Ib�reprt xon � a 749.332 762 7a1 3451531 315.531 855896.43 3X r�r� $5,819,535 '-tB•Imx • / • • • . • . • P.cr¢w.rx.oeaenm.nt-oe.mw.,.P.xe.r so, .»r.�_ LO1 y 300 2,396 3.707 3,707 2500 •33% or-r7-us¢ uefinn $5,894535 Ovenane Puhfc Worxs pevedm ntlGner.l Furl a*aue o,-,r-oras 9775 7.291 6,920 6,926 •8925 0• -100 ❑ ' Pay Fa PMoaaat14a 78,989 16,563 27,844 27,849 2]844 0% Ponr.o.a•nmom-I+c..ver�r..e or-Iz-�Ina Proposal w do IIsL.. . • _ • , . • _ PUGlk worts npuMlWrea now roes pevcmente p . Pald Onely LleYf 7pz 3,696 5,245 SSSS 23000 338! bald p r0 oSal tlPte14 11-119'!-4k*7 01- .norm 3 Adjust expenses or revenues Aftm !Allo- 9.138 12,280 1ae60 14160 10000 - _ 9 Sormlyoutpropasar C,IIPh—Adk-- • • or-rr-o,oe 333 675 1,080 11080 TODD 5• 93Y Social Securl7yfixes 181390 17,291 24243 24,243 5 %• 5% M 0 Reporting I • � � � • � �Umh�lN5vnlarFG FYI :�eM�s dasneaartls • • 0 Goal 2:Enhance Quality of Life Goal 1:Safe,Healthy Town Waterfront C f Ran �y uptleledTdeyi ego y �Wc..a ram_as.: upd.-neftn p . - • FJ ORepon✓g lDashhoerds 1Water District Dashboard Inl 1:6zu] b. Smart&Livable • . • _ / • _ u,deres n d°pec� Water Expenses Water Revenues Sewer Expenses Sewer Revenues Administration Department Expenses Q ■ VgAtyManager $8,608,003 $9,528,328 $320,218.44 $542,271.7 $350,917.03 . • • • • • r[apenea�lMa ��A.ve�.n nSM° nFipenir x1010 i��enuea'n 7aJa -_,mn,SMa ® Jxek*St�elc ax 'Jxe0.tl laMmpsage :cased�rmecsaq �eda:ee W�[eu ap: L�ei[b 9.^e„ .. �. kXreye Rol”Monthly Rl by Year Average Wster Consumption Costs Sewer Service Costs Wtorget Personnel Trends Year over Year All Expenses by Department . 70H i0'9 P)1 SY: }yx b7 d19 .... :5J ... ... _.. py • • $88.03 $48.6 $5.94 80 $8,928,222 ip-0ln70! 7pW+lOR kY:n70 :qei n]OU inF_pxea ur Tk—V Ph%'r Jpeelaa K�.eaNN pt lbcl[e1a 8 NeNs Np utr01rM rrrieersago LpaNlea M x°°tl�e W�ape 10'�q e°p PF I OpenGov Customer Engagement • design and execute •o� strategic plans and ,,.,,•,ra_:�_x EIVJOV BUSINESS DEMOCRACY I _1 AIYI F4lOA .x aµvap6Ci WAVX NAEOA initiatives that are a I i g n ed Pubic Projects for sSmices A2 Open City Hall ervices the Public Good with the community needs �ny We a asking tn�PaY�.s E° °est Ahe futu.e ofr5pringfletl,U54 R HOME [17NFa• :�PROFILE i SllilY OLS U HF.iP q • strengthen public trust and Capital PI an Moving Citizen. Ni—ifi—f—I'l— ro Your feedback on drinking water improves execution and outcomes • reduce the amount of effort required to engage • improve how YLWDPI 4S communicates with and 04. collects feedback from your customers OMNI (E) OPENGOV penCov Cloud Budgeting and Planning $17,058.00 $17,058.00 $17,088.04 • Operational Performance $13,642.00 $18,642.00 $13,642.44 go Citizen Engagement $131552.00 $13,552.00 $13,682.00 $141237.00 No ERP Integration ( S Great Plains) $2,827.00 $2,827.00 $2,821.00 Deployment / Services • Budgeting and Planning Services $16,180,00 $2U20.00 • Operational Performance Services $6,820.00 Citizen Engagement Services $6,820.00 Total $76,899.00 $47,079.90 $47,079,40 $171 ,07.00 O11 ■ 1 � I � I ` I • I I w 1 , apenGov Cloud Budgeting and Planning $14,500.00 $14,500.00 $14,500.00 $14,500.00 $14,500.00 Operational Performance $11 ,595.00 $11,595.00 $111595.00 $11 ,595.00 $11,595.00 $200085-00 Citizen Engagement $11 ,520.00 $11,520.00 $11 ,520.00 $111520.00 $11,520.00 ERP Integration (MS Great Plains) $2,403.00 $21403.00 $2,403.00 $21403.00 $2,403.00 Deployment / Services Budgeting and Planning Services $16,1$0.00 -- -- .... _- $0,$20.00 $297820.00 Operational Performance Services Citizen Engagement Services $0,320.00 Total $69,837.00 $40,017.00 $40,017.00 $40,017.00 $40,017.00 $229,905.00 ITEM NO. 7.1 AGENDA REPORT Meeting Date: April 24, 2018 Subject:Minutes of the Board of Directors Special and Regular Meetings Held April 10, 2018 STAFF RECOMMENDATION: That the Board of Directors approve the minutes as presented. ATTACHMENTS: Name:Description:Type: 2018-04-10_-_Minutes_-_BOD_(A).doc Minutes Minutes 2018-04-10_-_Minutes_-_BOD_(B).docx Minutes Minutes Minutes of the YLWD Board of Directors Special Meeting Held April 10, 2018 at 5:30 p.m. 1 2018-XXX MINUTES OF THE YORBA LINDA WATER DISTRICT BOARD OF DIRECTORS SPECIAL MEETING Tuesday, April 10, 2018, 5:30 p.m. 1717 E Miraloma Ave, Placentia CA 92870 1. CALL TO ORDER The meeting was called to order at 5:32 p.m. 2. ROLL CALL DIRECTORS PRESENT STAFF PRESENT Al Nederhood, President Marc Marcantonio, General Manager Brooke Jones, Vice President Brett Barbre, Asst General Manager (Arrived 5:56 p.m.) Andrew J. Hall Gina Knight, HR/Risk and Safety Manager Phil Hawkins Annie Alexander, Executive Asst/Board Secretary DIRECTORS ABSENT J. Wayne Miller ALSO PRESENT Andrew Gagen, Partner, Kidman Law LLP 3. PUBLIC COMMENTS None. 4. CLOSED SESSION The meeting was adjourned to Closed Session at 5:33 p.m. All Directors were present with the exception of Director Miller. Also present were General Manager Marc Marcantonio, HR/Risk and Safety Manager Gina Knight, and General Counsel Andrew Gagen. Assistant General Manager Brett Barbre joined the Closed Session at 5:56 p.m. 4.1. Conference with Labor Negotiators Pursuant to Section 54957.6 of the California Government Code Agency Designated Representatives: Marc Marcantonio, General Manager Brett Barbre, Asst General Manager Gina Knight, HR/Risk and Safety Manager Vivian Lim, Human Resources Analyst Employee Organization: YLWD Employees Association Minutes of the YLWD Board of Directors Special Meeting Held April 10, 2018 at 5:30 p.m. 2 2018-XXX 4.2. Conference with Legal Counsel – Existing Litigation Pursuant to Paragraph (1) of Subdivision (d) of Section 54956.9 of the California Government Code Name of Case: Irvine Ranch Water District vs. Orange County Water District (OC Superior Court – Case No. 00858584) The Board reconvened in Open Session at 6:29 p.m. General Counsel Gagen reported that no action was taken during Closed Session that was required to be reported under the Brown Act. 5. ADJOURNMENT 5.1. The meeting adjourned at 6:29 p.m. Annie Alexander Board Secretary Minutes of the YLWD Board of Directors Regular Meeting Held April 10, 2018 at 6:30 p.m. 1 2018-XXX MINUTES OF THE YORBA LINDA WATER DISTRICT BOARD OF DIRECTORS REGULAR MEETING Tuesday, April 10, 2018, 6:30 p.m. 1717 E Miraloma Ave, Placentia CA 92870 1. CALL TO ORDER The meeting was called to order at 6:30 p.m. 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL DIRECTORS PRESENT STAFF PRESENT Al Nederhood, President Marc Marcantonio, General Manager Brooke Jones, Vice President Brett Barbre, Assistant General Manager Andrew J. Hall John DeCriscio, Operations Manager Phil Hawkins Bryan Hong, Interim Engineering Manager Gina Knight, HR/Risk and Safety Mgr DIRECTORS ABSENT Annie Alexander, Exec Asst/Board Secretary J. Wayne Miller Mike Carreon, Facilities Maint Worker Kelly McCann, Senior Accountant Kaden Young, Management Analyst ALSO PRESENT Andrew Gagen, Partner, Kidman Law LLP Fred Adjarian, Director, El Toro Water District Doug Davert, President, East Orange County Water District 4. ADDITIONS/DELETIONS TO THE AGENDA None. 5. INTRODUCTIONS AND PRESENTATIONS 5.1. Elected Official Liaison Reports Assistant General Manager Brett Barbre, in his role as Director for Municipal Water District of Orange County (MWDOC) and Metropolitan Water District of Southern California (MWDSC), reported that MWDSC’s Board had approved funding for the Delta Tunnels Project in addition to the agency’s bi-annual budget. Minutes of the YLWD Board of Directors Regular Meeting Held April 10, 2018 at 6:30 p.m. 2 2018-XXX 5.2. Comments from Candidates for OC LAFCO’s Regular and Alternate Special District Members Fred Adjarian, Director for El Toro Water District, provided an overview of his professional experience and qualifications as a candidate for the position of Regular Special District Member. Doug Davert, President for East Orange County Water District, noted that Jim Fisler, Director for Mesa Water District, was unable to attend due to a schedule conflict but had requested YLWD support for his candidacy for the position of Alternate Special District Member. Director Davert then then reviewed his professional experience and qualifications as a candidate for the position of Regular Special District Member. 6. PUBLIC COMMENTS None. 7. CONSENT CALENDAR Director Hawkins made a motion, seconded by Director Hall, to approve the Consent Calendar. Motion carried 4-0-0-1 with Director Miller being absent. 7.1. Minutes of the Board of Directors Special and Regular Meetings Held March 27, 2018 Recommendation: That the Board of Directors approve the minutes as presented. 7.2. Minutes of the Board of Directors Workshop Meeting Held April 3, 2018 Recommendation: That the Board of Directors approve the minutes as presented. 7.3. Payments of Bills, Refunds, and Wire Transfers Recommendation: That the Board of Directors ratify and authorize disbursements in the amount of $1,358,730.63. 7.4. ACWA-JPIA Property Program Renewal Invoice Recommendation: That the Board of Directors authorize payment to ACWA-JPIA in the amount of $46,368 for renewal of the District’s property insurance coverage for the period April 1, 2018 through March 31, 2019. Minutes of the YLWD Board of Directors Regular Meeting Held April 10, 2018 at 6:30 p.m. 3 2018-XXX 7.5. Request to File Notice of Completion for Well 22 Drilling Project Recommendation: That the Board of Directors authorize staff to file the Notice of Completion for construction of the Well 22 Drilling Project, Job No. J2009-22 #22. 7.6. Authorization of Director Attendance at Conferences, Seminars, and Special Events Recommendation: That the Board of Directors approve Director attendance at the YL Chamber of Commerce First Responders Appreciation Breakfast on April 25, 2018. 8.0 ACTION CALENDAR 8.1. Amending Employee Compensation Letters to Add Acting Pay Provisions for Unrepresented Employees Staff explained that the General Manager had requested revisions to the Acting Pay provisions in employee compensation letters for both the Management and Professional and Confidential employee groups to eliminate the 30 day waiting period. This would allow an employee serving in an acting capacity to be compensated for additional duties performed at the time of appointment. Discussion followed regarding the reasons and process for appointing an employee to an acting position and the length of time an employee can serve in an acting capacity. Staff noted that hard copies of the letters with additional minor revisions had been distributed during the meeting. The group then briefly discussed the number of steps in the District’s current salary schedule. Director Hall made a motion, seconded by Director Hawkins, to adopt the following as revised: Resolution No. 18-07 amending Exhibit A of the Employee Compensation Letter (Resolution No. 15-07) to add Acting Pay provisions for Professional and Confidential employees for the remainder of Fiscal Years 2015-2018. Resolution No. 18-08 amending Exhibit A of the Employee Compensation Letter (Resolution No. 15-08) to add Acting Pay provisions for Management employees for the remainder of Fiscal Years 2015-2018. Minutes of the YLWD Board of Directors Regular Meeting Held April 10, 2018 at 6:30 p.m. 4 2018-XXX Motion carried 4-0-0-1 on a Roll Call vote with Director Miller being absent. 9.0 DISCUSSION ITEMS 9.1. Status of Engineering Activities Staff provided an overview of the status of various construction projects and pending annual water quality reports. Discussion touched on placing construction project photos on the District website. The process for customer notification of scheduled work on the water distribution system and posting a work schedule and related FAQ’s on the District’s website were also discussed. 10. REPORTS, INFORMATION ITEMS, AND COMMENTS 10.1. Directors' Reports President Nederhood reported on his and Vice President Jones’ attendance at MWDSC’s Board meeting held April 10, 2018. 10.2. General Manager's Report General Manager Marc Marcantonio asked each of the managers in attendance to report on activities within their respective departments. He then reported on the status of SWRCB’s proposed permanent framework for water conservation and his upcoming participation in a video regarding inverse condemnation. He also invited the Board to YL Chamber of Commerce’s first responders appreciation breakfast on April 25, 2018 at which District employees would be recognized. 10.3. General Counsel’s Report None. 10.4. Future Agenda Items and Staff Tasks President Nederhood requested an item on a future agenda to discuss projections for the District’s conservation reserve. 11. COMMITTEE REPORTS 11.1. Interagency Committee with MWDOC and OCWD (Nederhood/Jones) Minutes of the meeting held March 22, 2018 at 4:00 p.m. were provided in the agenda packet. Minutes of the YLWD Board of Directors Regular Meeting Held April 10, 2018 at 6:30 p.m. 5 2018-XXX Next Meeting scheduled May 24, 2018 at 4:00 p.m. 11.2. Joint Agency Committee with City of Yorba Linda (Nederhood/Jones) Minutes of the meeting held March 19, 2018 at 4:00 p.m. to be provided when available. Next meeting is scheduled June 4, 2018 at 4:00 p.m. at YL City Hall. 11.3. Joint Agency Committee with City of Placentia (Nederhood/Jones) Next meeting yet to be scheduled. 12. INTERGOVERNMENTAL MEETINGS The Directors present noted their attendance at the following meetings and events. 12.1. OCSD Board – March 28, 2018 (Hawkins) 12.2. ISDOC Executive Committee – April 3, 2018 (Nederhood) 12.3. YL City Council – April 3, 2018 (Miller) 12.4. MWDOC Board – April 4, 2018 (Nederhood) 12.5. OCWD Board – April 4, 2018 (Miller) 12.6. MWDOC Elected Officials’ Forum – April 5, 2018 (Jones/Miller/Nederhood) 12.7. WACO – April 6, 2018 (Miller/Nederhood) 13. BOARD OF DIRECTORS ACTIVITY CALENDAR 13.1. Meetings from April 11 – June 30, 2018 The Board made no changes to the activity calendar. 14. ADJOURNMENT 14.1. The meeting was adjourned at 7:57 p.m. Annie Alexander Board Secretary ITEM NO. 7.2 AGENDA REPORT Meeting Date: April 24, 2018 Subject:Minutes of the Board of Directors Workshop Meeting Held April 17, 2018 STAFF RECOMMENDATION: That the Board of Directors approve the minutes as presented. ATTACHMENTS: Name:Description:Type: 2018-04-17_-_Minutes_-_BOD.doc Minutes Minutes Minutes of the YLWD Board of Directors Workshop Meeting Held April 17, 2018 at 4:30 p.m. 1 2018-XXX MINUTES OF THE YORBA LINDA WATER DISTRICT BOARD OF DIRECTORS WORKSHOP MEETING Tuesday, April 17, 2018, 4:30 p.m. 1717 E Miraloma Ave, Placentia CA 92870 1. CALL TO ORDER The meeting was called to order at 4:31 p.m. 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL DIRECTORS PRESENT STAFF PRESENT Al Nederhood, President Marc Marcantonio, General Manager Brooke Jones, Vice President Brett Barbre, Asst General Mgr (Left 5:00 p.m.) Andrew J. Hall John DeCriscio, Operations Manager Bryan Hong, Interim Engineering Manager DIRECTORS ABSENT Gina Knight, HR/Risk and Safety Mgr (Arrived 4:42 p.m.) Phil Hawkins Delia Lugo, Finance Manager J. Wayne Miller Art Vega, Information Services Manager Annie Alexander, Executive Asst/Board Secretary Kaden Young, Management Analyst ALSO PRESENT Andrew Gagen, Parter, Kidman Gagen Law LLP 4. PUBLIC COMMENTS None. 5. DISCUSSION ITEMS 5.1. Strategic Plan Goals 2 – 5 Fiscal Responsibility Operational Effectiveness Community Partnership Workforce Engagement Staff reviewed aspects of the strategic plan which had been completed and those remaining. Minutes of the YLWD Board of Directors Workshop Meeting Held April 17, 2018 at 4:30 p.m. 2 2018-XXX The attendees discussed goals 2 and 3 of the strategic plan including associated initiatives and strategies and agreed on the following draft language: (2) Fiscal Responsibility A. Maintain Fiduciary Responsibility Governmental Accounting Standards Board (GASB) Government Finance Officers Association (GFOA) Recognition - Comprehensive Annual Financial Report (CAFR) - Annual Operating Budget Secure a debt covenant ratio of greater than 1.25, with a preferred rate near or at 2.25. Cash on hand of 365+ days at FYE. Maintain high credit rating (AA/AA+ or higher), develop relationship with rating agencies. Develop a comprehensive long-term (multi-year) financial plan. Reserves - Review reserve policy and funding levels annually. - Analyze Asset Management Plan (AMP) to determine future asset replacement needs. - Ensure reserves are responsibly funded. B. Financial Transparency ProForma Publish District reports and financial documents on website. Maintain California Special District Association’s (CSDA) Certificate of Transparency. Pursue new opportunities to allow greater public access to fiscal information. C. Equitable Rates Manage expenses to achieve the strategic goals of the District. Regularly assess net position and steps to meet strategic goals Evaluate rate structures that promote conservation and efficiency. Adopt appropriate fee schedule on an annual basis. Update rate models as part of budget process. Minutes of the YLWD Board of Directors Workshop Meeting Held April 17, 2018 at 4:30 p.m. 3 2018-XXX D. Sources of Funding Identify and develop additional revenue options. Research and obtain grant/low interest loans or Energy Services Company (ESCO) funding for capital projects. Manage cash flow to maximize investment income. Develop an evaluation of debt options; ratio of Pay-Go and debt financing. (3) Operational Effectiveness A. Efficiency Evaluate benefits of an Automatic Metering Infrastructure (AMI) and implementation options. Optimize use of existing technologies (e.g. CMMS). Explore non-traditional approaches to improve operational efficiencies. B. Sustainability Strategies Regularly update and consistently implement Asset Management Plan (AMP). Address the District’s future infrastructure needs. Evaluate and maintain sustainable operations. - Energy - Water Use Efficiency - Staffing, etc. C. Emergency Preparedness Annual fire suppression/fire hydrant checks. Semi-annual exercises to activate the Emergency Operations Center in preparation for earthquakes, fire, etc. Develop/increase relationship with other first responders and partners (e.g. energy companies) Establish an emergency preparedness team with District staff. The Board determined to discuss Goals 4 and 5 at a future meeting. 6. ADJOURNMENT 6.1. The meeting was adjourned at 6:27 p.m. Annie Alexander Board Secretary ITEM NO. 7.3 AGENDA REPORT Meeting Date: April 24, 2018 Budgeted:Yes To:Board of Directors Cost Estimate:$970,548.52 Funding Source:All Funds From:Marc Marcantonio, General Manager Presented By:Delia Lugo, Finance Manager Dept:Finance Reviewed by Legal:N/A Prepared By:Richard Cabadas, Accounting Assistant I CEQA Compliance:N/A Subject:Payments of Bills, Refunds, and Wire Transfers SUMMARY: Section 31302 of the California Water Code says the District shall pay demands made against it when they have been approved by the Board of Directors. Pursuant to law, staff is hereby submitting the list of disbursements for Board of Directors’ approval. STAFF RECOMMENDATION: That the Board of Directors ratify and authorize disbursements in the amount of $970,548.52. DISCUSSION: The items on this disbursement list include: A wire of $1,523.84 to So. California Edison for March 2018 electricity charges at multiple locations; a wire of $4,074.80 to So. California Gas Co. for March 2018 gas charges at multiple locations; a check of $46,368.00 to ACWA/JPIA for property insurance premium for April 2018 to April 2019; a check of $121,211.95 to ACWA/JPIA for April 2018 medical and dental premiums; a check of $46,326.60 to Kidman Law for March 2018 legal services; and a check of $264,416.06 to Pacific Hydrotech Corporation for Fairmont booster pump station progress payment #16. The balance of $201,022.23 is for routine invoices. The Accounts Payable check register total is $684,943.48 and Payroll No. 07 total is $285,605.04, where the total of all listed disbursements for this agenda report is $970,548.52. A summary of the disbursements is attached. PRIOR RELEVANT BOARD ACTION(S): The Board of Directors approves bills, refunds and wire transfers semi-monthly. ATTACHMENTS: Name:Description:Type: 18-CS_0424.pdf Cap Sheet Backup Material CkReg042418.pdf Check Register Backup Material 18_CC_0424.pdf Credit Card Summary Backup Material Summary of Disbursements April 24, 2018 CHECK NUMBERS & WIRES: Computer Checks 72023—72101 $ 679,344.84 ____________ $ 679,344.84 WIRES: W 041118 So. California Edison $ 1,523.84 W041318 So. California Gas Co $ 4,074.80 ____________ $ 5,598.64 TOTAL OF CHECKS & WIRES $684,943.48 PAYROLL NO. 07: Direct Deposits $ 182,646.47 Third Party Checks 6922—6929 $ 17,453.97 Payroll Taxes $ 46,829.14 EFT – CalPERS Payroll #07 $ 38,675.46 $ 285,605.04 TOTAL OF PAYROLLS $285,605.04 ---------------------------------------------------------------------------------------------------------------------- DISBURSEMENT TOTAL: $970,548.52 ================================================================== APPROVED BY THE BOARD OF DIRECTORS MINUTE ORDER AT BOARD MEETING OF APRIL 24, 2018 ==================================================================. Check No.Date Vendor Name Amount Description 72031 04/24/2018 ACWA/JPIA 46,368.00 JPIA PROPERTY INSURANCE PREMIUM - 4/2018 - 4/2019 72032 04/24/2018 ACWA/JPIA 121,211.95 MEDICAL & DENTAL PREMIUM - APRIL 2018 72102 04/24/2018 ACWA/JPIA 30,022.23 WORKERS COMPENSATION PREMIUM - 1/2018 - 3/2018 72101 04/24/2018 Al Nederhood 144.94 MILEAGE REIMBURSEMENT - MARCH 2018 72033 04/24/2018 Albert A. Webb Associates 2,536.15 J09-22#22 - WELL 22 - PROFESSIONAL ENGINEERING SERVICES 72034 04/24/2018 Alternative Hose Inc.203.65 EQUIPMENT SUPPLIES - UNIT #215 72028 04/24/2018 ANDREW WASHINGTON 142.08 CUSTOMER REFUND 72035 04/24/2018 Aramark 387.36 UNIFORM SERVICE 72050 04/24/2018 ARC 20.00 PLANWELL DATA MANAGEMENT - MARCH 2018 72036 04/24/2018 AT & T - Calnet3 859.51 CALNET3 - MARCH 2018 72037 04/24/2018 Autoscribe Corporation 1,087.25 PAYMENT VISION GATEWAY 72038 04/24/2018 AW Direct Inc.254.94 VEHICLE MAINTENANCE - UNIT #168 72039 04/24/2018 Bakersfield Well & Pump Company 28,846.35 J09-22#22 - WELL 22 DRILLING - RETENTION RELEASE 72041 04/24/2018 BrightView Tree Care Services Inc.1,824.70 LANDSCAPE SERVICE - APRIL 2018 72040 04/24/2018 Brithinee Electric 129.30 OIL FILL PLUG 72042 04/24/2018 Brooke Jones 103.66 MILEAGE REIMBURSEMENT - MARCH 2018 72053 04/24/2018 C. Wells Pipeline 1,686.29 SAFETY FLANGE KIT 72044 04/24/2018 CalCard US Bank 8,601.23 CREDIT CARD TRANSACTIONS - MARCH & APRIL 2018 72043 04/24/2018 Calolympic Safety Co.1,033.83 TOOLS & EQUIPMENT 72045 04/24/2018 CDM Smith 13,521.67 J09-22#22 - WELL 22 - PROFESSIONAL ENGINEERING SERVICES 72046 04/24/2018 CDW Government, Inc 2,793.13 ANTIVIRUS PROTECTION & IT EQUIPMENT 72024 04/24/2018 CHARISSE LYSEIGHT 197.57 CUSTOMER REFUND 72025 04/24/2018 CHRISTINE DEAO 147.80 CUSTOMER REFUND 72047 04/24/2018 City Of Placentia 265.88 ENCROACHMT PERMIT 72048 04/24/2018 Clark County Assessor 280.16 CLARK CITY NEVADA PROPERTY TAX FY18 - CO-LOCATION SITE 72049 04/24/2018 Clinical Lab. Of San Bern.3,959.00 WATER QUALITY - SAMPLES 72051 04/24/2018 Cortech Engineering 1,228.35 DUPLEX SKID PEDESTALS 72052 04/24/2018 Culligan of Santa Ana 2,288.00 EQUIPMENT PE SOFTENER 72054 04/24/2018 Danielle Logsdon 87.38 TRAVEL EXPENSE - WEROC TRAINING & SMART WATER 72055 04/24/2018 Eisel Enterprises, Inc.2,959.89 METER BOX AND LIDS 72056 04/24/2018 Enthalpy Analytical, Inc.2,650.00 WATER QUALITY - SAMPLING 72057 04/24/2018 eSecurity Solutions, LLC 367.20 FIREWALL SERVICE 72058 04/24/2018 EyeMed 1,331.59 EYE MED PREMIUM - APRIL 2018 72059 04/24/2018 Flex Advantage 135.00 FLEX ADVANTAGE - MARCH 2018 72060 04/24/2018 Fry's Electronics 21.54 SCREEN MOUNT 72061 04/24/2018 Fullerton Paint & Flooring 509.83 PAINTING SUPPLIES 72062 04/24/2018 Gladwell Governmental Services Inc.250.00 SUBSCRIPTION - RECORD RETENTION 72063 04/24/2018 Haaker Equipment Co.850.53 CCTV REPAIRS 72064 04/24/2018 Hach Company 814.25 CHLORNATING SUPPLIES 72065 04/24/2018 Hi-Line Electric Co., Inc.388.99 MECHANIC SHOP SUPPLIES 72066 04/24/2018 Jackson's Auto Supply - Napa 432.13 VEH. MAINTENANCE - UNIT #171, #196 & #197 72067 04/24/2018 Jacqueline Segura 21.26 MILEAGE REIMBURSEMENT - MARCH 2018 72068 04/24/2018 Jeff Jenkins Service Technician 4,868.52 REPLACE CLOR-TEC MC300 SYSTEM 72069 04/24/2018 Jeremy Smith 37.35 OPS SAFETY MEETING SUPPLIES 72026 04/24/2018 JINWON CHOI 128.46 CUSTOMER REFUND 72070 04/24/2018 John Lent 105.00 CERTIFICATE REIMBURSEMENT - D5 72071 04/24/2018 Kidman Law 46,326.60 LEGAL SERVICES 72072 04/24/2018 Kimball Midwest 141.09 MECH. SHOP SUPPLIES 72027 04/24/2018 KRISTOPHER OCONNELL 21.50 CUSTOMER REFUND 72073 04/24/2018 LJH Consulting Services 7,905.00 PROF. SERVICES - JAN-MAR 2018 72074 04/24/2018 Managed Health Network 177.75 EAP - APRIL 2018 72023 04/24/2018 MARGARITE COCHRAN 61.03 CUSTOMER REFUND 72029 04/24/2018 MATT WILSON 51.86 CUSTOMER REFUND 72075 04/24/2018 Mc Fadden-Dale Hardware 309.19 HARDWARE SUPPLIES 72076 04/24/2018 Minuteman Press 425.97 BUSINESS CARDS - MUTTARAID, M & SERVICE SHUT OFF DOOR HANGERS 72077 04/24/2018 Mobile Industrial Supply 8.00 WELDING SUPPLIES 72078 04/24/2018 Muzak LLC 686.36 CUSTOMER MESSAGE/PHONE SERVICE - 1 YR 72079 04/24/2018 Nickey Kard Lock Inc 5,561.48 FUEL 03/16/18 - 03/31/18 72080 04/24/2018 Norm's Refrigeration & Ice Equipment 250.00 SERVICE AGREEMENT - APRIL - OCTOBER 2018 72081 04/24/2018 Orange County - Tax Collector 332.19 ENCROACHMENT PERMIT#2018-00187 72082 04/24/2018 Orvac Electronics 157.02 CABLING 72088 04/24/2018 P.T.I. Sand & Gravel, Inc.731.37 ROAD MATERIAL 72083 04/24/2018 Pacific Hydrotech Corporation 264,416.06 J10-11B - FAIRMONT PUMP STATION UPGRADE #16 Yorba Linda Water District Check Register For Checks Dated: 04/11/2018 thru 04/24/2018 72084 04/24/2018 Pacific Western Bank 13,629.60 J10-11B - FAIRMONT PUMP STATION UPGRADE- RETENTION #16 72085 04/24/2018 Patrick O. McCurry 2,436.73 PROFESSIONAL SERVICES - JAN-MAR 2018 72086 04/24/2018 Pete's Road Service Inc 664.28 UNIT #176 - TIRE REPLACEMENT 72087 04/24/2018 Powerstride Battery 104.86 VEHICLE MAINTENANCE - UNIT #172 72089 04/24/2018 R.F.MacDonald Co 25,847.08 GRUNDFOS SKID MOUNTED DOSING 72091 04/24/2018 Rachel Padilla/Petty Cash 19.58 MEETING SUPPLIES 72090 04/24/2018 So Cal Sandbags Inc.838.25 ROAD MATERIAL W041118 04/11/2018 Southern Calif Edison Co.1,523.84 MULTIPLE LOCATIONS - ELECTRICITY CHARGES - MARCH 2018 W041318 04/13/2018 Southern Calif Gas Co.4,074.80 MULTIPLE LOCATIONS - GAS CHARGES - MARCH 2018 72094 04/24/2018 St.Jude Hospital Yorba Linda 75.00 POST EMPLOYEE PHYSICAL EXAM 72093 04/24/2018 Steelclad, Inc.4,900.00 LANDSCAPE SERVICE 72092 04/24/2018 Step Saver Inc 234.68 COARSE SALT 72095 04/24/2018 The Shredders 33.00 ON SITE SHRED SERVICE 72030 04/24/2018 TLC FINANCIAL SERVICE 353.53 CUSTOMER REFUND 72096 04/24/2018 Underground Service Alert 270.70 DIGALERT - MARCH 2018 72097 04/24/2018 United Industries 856.70 PPE EQUIPMENT 72099 04/24/2018 United Water Works, Inc.10,028.60 OPERATIONS WORK MATERIAL 72098 04/24/2018 UNUM Life Insurance Co. of America 4,166.12 LIFE,AD&D, STD & LTD- MAY 20188 72100 04/24/2018 YO Fire 1,219.76 OPERATIONS WORK MATERIAL 684,943.48 4-05-2018 PAYROLL #07 - EMPLOYEE DIRECT DEPOSIT 182,646.47 4-05-2018 PAYROLL #07 - PAYROLL TAX PAYMENT 46,829.14 4-05-2018 PAYROLL #07 - CALPERS EFT 38,675.46 6922 4-05-2018 COLONIAL LIFE 107.10 6923 4-05-2018 FLEX ADVANTAGE 2479.09 6924 4-05-2018 LINCOLN FINANCIAL GROUP 4,867.29 6925 4-05-2018 NATIONWIDE RETIREMENT SOLUTIONS 8,677.96 6926 4-05-2018 GARNISHMENT 231.00 6927 4-05-2018 CA STATE DISBURSEMENT UNIT 366.92 6928 4-05-2018 CA STATE DISBURSEMENT UNIT 339.69 6929 4-05-2018 CA STATE DISBURSEMENT UNIT 384.92 285,605.04 Payroll Checks #07 Vendor Name Amount Description Fuller Truck Accessories 97.76 Vehicle maintenance - Unit #155 The Toll Roads of OC 10.16 Toll road fees - ACWA member briefing - Dir. Nederhood Amazon.com 19.79 24V DC water pump - production Grainger 24.25 J17-33 - Camino De Bryant project - materials Home Depot 83.94 J17-33 - Camino De Bryant project - materials Party City 20.72 Supplies - All Hands Meeting & S. Conklin's retirement Firemaster 600.00 Fire extinguisher training - 2 sessions with bullex machine Orchard Supply Hardware 5.16 Electrical parts - Facilities Home Depot 31.66 Electrical supplies - Facility Yorba Linda Chamber 17.00 YLCC - luncheon - Muttaraid, M Crown Plaza Hotel & Resort 2,130.68 Travel Expense - CA/NV AWWA Conference - Tapping team Baci Firenze Trator 165.00 Retirement luncheon - 7 attendees Home Goods 6.45 Supplies - All Hands Meeting & employee recognition Trader Joes 33.33 Supplies - All Hands Meeting & employee recognition Smart & Final 31.65 Supplies - All Hands Meeting & employee recognition Costco 98.07 Supplies - All Hands Meeting & employee recognition Flappy Jacks 45.87 Lunch meeting - 4 attendees Marie Callendar's Restaurant 29.98 Supplies - All Hands Meeting & employee recognition Smart & Final 19.37 Breakroom supplies Home Depot 29.22 Hardware & landscape supplies NEOGOV, Inc.1,932.00 NEOGOV Onboard software license Home Depot 71.44 Hardware for building repairs Yorba Linda Chamber 17.00 Chamber of commerce luncheon - Muttaraid, M Amazon.com 18.28 IT hardware supplies Orange County Water Assn.-Dues 45.00 Registration - OCWA luncheon - Dir. Jones Orange County Water Assn.-Dues 45.00 Registration - OCWA luncheon - Dir. Nederhood Seat-specialists.com 35.15 Vehicle maintenance - Unit #168 Community Lock & Safe Service, Inc.53.54 Key replacements Red Wing Shoe Store 344.24 Safety boots - Gutierrez & Ortega Stater Bros. Markets 8.08 Meeting supplies Polly's Pies 12.49 Meeting supplies EasyKeys.com 43.77 Office key replacements SKC West, Inc.170.25 Calibration Gas - Test station Amazon.com 21.97 Office supplies Home Depot 159.02 Electrical supplies - facility Yorba Linda Chamber 20.00 Registrations - First Responders Breakfast - Dir. Hawkins Veriato 1,680.00 VERIATO 360 - Maintenance Support - 1 year Red Wing Shoe Store 393.94 Safety boots - Madrid & Murillo Orange County Water Assn.-Dues 30.00 Registration - OCWA luncheon - Marcantonio, M 8,601.23 Cal Card Credit Card U S Bank ITEM NO. 8.1 AGENDA REPORT Meeting Date: April 24, 2018 Budgeted:No To:Board of Directors Cost Estimate:$1.4M Funding Source:Sewer Capital Reserves From:Marc Marcantonio, General Manager Account No:2700 Job No:200719 Dept:Engineering Prepared By:Bryan Hong, Interim Engineering Manager Subject:Removal of Lakeview Sewer Lift Station SUMMARY: Shea Homes is proposing to develop Tract 18061, located on east side of Lakeview Avenue, south of Buena Vista Avenue, within the City of Yorba Linda. The existing Lakeview Sewer Lift Station is located in the Yorba Linda Lakebed area, immediately east of the new development. The new development allows an opportunity to remove the sewer lift station that will provide long-term benefits to the District and its ratepayers. STAFF RECOMMENDATION: That the Board of Directors authorize staff to: (1) add the removal of the Lakeview Sewer Lift Station to the Terms and Conditions for Water and Sewer Service with Shea Homes for Tract 18061, Job No. 201719; and (2) utilize funds from the District's Sewer Capital Reserves to pay for construction. DISCUSSION: District staff has been in recent discussions with the developer of Tract 18061, Shea Homes, regarding the removal of the Lakeview Sewer Lift Station that will provide long-term benefits to the District and its ratepayers. Sewer lift station by nature have some level of liability through failures and break downs of their mechanical, electrical, and control devises. District staff developed a plan to remove the lift station and reroute the sewer by constructing new sewer mains through the new housing tract and south along Lakeview Avenue. The plan shows that the new sewer mains will be 25 to 30 feet deep. The construction of the deep sewer main and removal of the existing sewer lift station is estimated to be between $1,000,000 and $1,400,000. District staff recommends the removal of the lift station for the following reasons: 1. The lift station is located along a dirt horse and walking trail in the Yorba Linda Lakebed area that is difficult to access for operations and maintenance. Due to its location, the lift station is also inaccessible during inclement weather. During these weather events YLWD staff can only access this facility by foot, this has been a problem at times. If winter storms knock out power to the pumps, and large amounts of storm water infiltrate the sewer collection grid up stream of the lift station, the combination of increased flow into the system, no power to the pumps, and lack of access to connect a power generator, it will be difficult for staff to prevent a sanitary sewer overflows into the lakebed. Additionally, the cleanup of an overflow will be delayed until the area dries out enough to be accessed by our equipment. 2. In addition to weather conditions, mechanical, electrical, and control system failures are common with these type of facilities. At any time one of these type of failures can cause the collection system to back up at the lift station and a sanitary sewer overflow will occur. 3. The removal of the lift station will eliminate future operations, maintenance, and replacement costs. PRIOR RELEVANT BOARD ACTION(S): The Board of Directors approved the Terms and Conditions for Water and Sewer Service with Shea Homes for Tract 18061, Job No. 201719 on July 11, 2017. ITEM NO. 9.1 AGENDA REPORT Meeting Date: April 24, 2018 To:Board of Directors From:Marc Marcantonio, General Manager Presented By:Delia Lugo, Finance Manager Dept:Finance Prepared By:Saira Hernandez, Accountant Subject:Budget to Actual Reports for the Month Ending March 31, 2018 DISCUSSION: For the month ending March 31, 2018, staff is presenting Budget to Actual reports for the District as a whole, as well as the individual water and sewer funds. Cumulative Volumetric Water Revenue, as reported through the month ending March 31, 2018, reflects an average increase of 23.13% as compared to the prior year for the same reporting period. Residential and landscape irrigation classified customer connections continue to experience large consumption increases as compared to reported results from the prior year. Total Variable Costs results reflect a 21.53% increase when compared to prior year for the same reporting period. The reported results are reflective of the increase in the cost per acre food, as well as the increase in water demand which is 11.70% ahead of projected budget through this reporting period. While Supplies & Services within the Water Department have decreased by 4.51%, as to the prior year. STRATEGIC PLAN: FR 1-F: Continue to Record and Report the Fairly Stated Financial Activities of the District in a Timely and Transparent Manner to the Board of Directors and Member Agencies ATTACHMENTS: Name:Description:Type: Budget_to_Actual_Rpt_Mar_18.pdf Backup Materials Backup Material FY18 Annual Budget YTD Actuals thru March 2018 YTD % of Budget Water Revenue (Residential)14,278,688$ 12,134,299$ 84.98% Water Revenue (Commercial & Fire Det.)2,071,031$ 1,454,074$ 70.21% Water Revenue (Landscape/Irrigation)3,079,054$ 3,087,755$ 100.28% Service Charges 10,106,238$ 7,499,091$ 74.20% Other Operating Revenue 769,106$ 555,318$ 72.20% Total Operating Revenue 30,304,117$ 24,730,537$ 81.61% Revenue (Non-Operating): Interest 275,000$ 303,981$ 110.54% Property Taxes 1,710,000$ 1,177,867$ 68.88% Other Non-Operating Revenue 604,646$ 276,481$ 45.73% Total Non-Operating Revenue 2,589,646$ 1,758,329$ 67.90% Total Revenue 32,893,763$ 26,488,866$ 80.53% Expenses (Operating): Variable Water Costs (G.W., Import & Power) Water-Related Costs 11,240,088$ 9,648,623$ 85.84% Fixed Costs 1,443,355$ 634,778$ 43.98% Power-Related Costs 1,285,413$ 791,020$ 61.54% Variable Water Costs Related Expenses Total 13,968,855$ 11,074,421$ 79.28% Salary Related Expenses 8,859,867$ 6,365,502$ 71.85% PARS Contribution(s)-$ 230,267$ 0.00% Reduction for Capital Project Labor (215,000)$ (175,562)$ 81.66% Salary Related Expenses Total 8,644,867$ 6,420,207$ 74.27% Supplies & Services Communications 189,565$ 104,597$ 55.18% Contractual Services 519,653$ 296,472$ 57.05% Data Processing 235,322$ 134,413$ 57.12% Dues & Memberships 80,492$ 76,507$ 95.05% Fees & Permits 264,641$ 174,700$ 66.01% Insurance 263,506$ 186,451$ 70.76% Materials 797,347$ 561,423$ 70.41% District Activities, Emp Recognition 22,506$ 14,970$ 66.51% Maintenance 339,342$ 283,405$ 83.52% Non-Capital Equipment 104,678$ 90,223$ 86.19% Office Expense 39,662$ 27,544$ 69.45% Professional Services 650,108$ 461,924$ 71.05% Training 61,728$ 24,007$ 38.89% Travel & Conferences 102,493$ 45,269$ 44.17% Uncollectible Accounts 17,205$ 3,296$ 19.16% Utilities 158,100$ 125,824$ 79.58% Vehicle Expenses 286,812$ 178,280$ 62.16% Supplies & Services Sub-Total 4,133,160$ 2,789,305$ 67.49% Total Operating Expenses 26,746,883$ 20,283,932$ 75.84% Expenses (Non-Operating) Other Expense 15,220$ (53,324)$ -350.35% Total Non-Operating Expenses 15,220$ (53,324)$ -350.35% Total Expenses 26,762,103$ 20,230,608$ 75.59% Net Revenues 6,131,661$ 6,258,257$ 102.06% Less: Debt Service (Principal & Interest)2,729,799$ 2,729,799$ 100.00% Less: Committed Capital Expenditures (PayGo)2,635,755$ 1,567,704$ 59.48% Less: Special Item - Conservation Credit 1,105,809$ 0.00% Less: Special Item - Rate Credit -$ 1,100,038$ 0.00% Transfer to/(from) Reserves 766,107$ (245,092)$ -31.99% Net -$ -$ Yorba Linda Water District Water Enterprise FY18 ProForma - Use of Funds March 2018 1 Yorba Linda Water District Summary Financial Report Water & Sewer Funds For Period Ending March 31, 2018 Annual YTD March YTD YTD Actual Prior Year Prior Year YTD Actual YTD Actual Budget Budget Actual Actual (Under) Over Mar. Actual Actual (thru vs vs FY18 FY18 FY18 FY18 YTD Budget FY17 Mar. 2017)PY Actual $PY Actual % Revenue (Operating): Water Revenue (Residential)$14,278,688 $10,393,457 1,006,503 12,134,299 1,740,842 $613,915 $9,400,148 $2,734,150 29.09% Water Revenue (Commercial & Fire Det.)2,071,031 1,507,503 129,942 1,454,074 (53,429)102,257 1,329,102 124,973 9.40% Water Revenue (Landscape/Irrigation)3,079,054 2,241,243 223,487 3,087,755 846,511 59,805 2,358,928 728,827 30.90% Water Revenue (Service Charge)10,106,238 7,579,679 832,913 7,499,091 (80,587)829,244 7,625,864 (126,773)-1.66% Sewer Charge Revenue 2,032,245 1,524,184 169,729 1,536,561 12,378 153,045 1,402,075 134,486 9.59% Locke Ranch Assessments 223,000 162,322 16,183 183,072 20,750 11,097 134,518 48,554 0.00% Other Operating Revenue 866,161 649,621 61,742 621,250 (28,370)50,757 638,265 (17,015)-2.67% Total Operating Revenue:32,656,417 24,058,009 2,440,499 26,516,102 2,458,094 1,820,120 22,888,900 3,627,202 15.85% Revenue (Non-Operating): Interest 310,000 232,500 36,546 343,111 110,611 23,787 234,868 108,243 46.09% Property Tax 1,710,000 1,244,709 111,450 1,177,867 (66,842) 101,908 1,063,649 114,219 0.00% Other Non-Operating Revenue 624,521 468,391 39,759 255,561 (212,830)38,824 350,145 (94,585)-27.01% Total Non-Operating Revenue:2,644,521 1,945,600 187,755 1,776,539 (169,061)164,519 1,648,662 127,877 7.76% Total Revenue 35,300,938 26,003,608 2,628,254 28,292,641 2,289,033 1,984,639 24,537,562 3,755,079 15.30% Expenses (Operating): Variable Water Costs (G.W., Import & Power)13,968,855 10,174,479 788,116 11,074,421 899,942 863,624 9,112,497 1,961,925 21.53% Salary Related Expenses 9,643,124 7,454,518 772,683 7,194,196 (260,322)617,778 6,563,031 631,165 9.62% Supplies & Services 4,621,895 3,230,421 378,991 3,117,392 (113,029)369,317 3,243,078 (125,687) -3.88% Total Operating Expenses 28,233,874 20,859,418 1,939,790 21,386,009 526,591 1,850,719 18,918,606 2,467,403 13.04% Expenses (Non-Operating): Interest on Long Term Debt 1,489,796 1,084,535 115,401 1,025,950 (58,585) 130,618 1,207,588 (181,638) -15.04% Other Expense 15,220 3,915 51,914 (55,440) (59,355)(56,371) (35,369)(20,071) 56.75% Total Non-Operating Expenses:1,505,016 1,088,450 167,315 970,510 (117,939) 74,247 1,172,219 (201,709) -17.21% Total Expenses 29,738,890 21,947,868 2,107,105 22,356,519 408,651 1,924,966 20,090,825 2,265,694 11.28% Net Position Before Capital Contributions 5,562,048 4,055,741 521,149 5,936,122 1,880,382 59,673 4,446,737 1,489,385 33.49% Special Item - 2,205,847 2,205,847 - - 2,205,847 0.00% Capital Contributions (Non-Cash Transaction -- - 977 3,447,318 3,447,318 405,413 1,403,383 2,043,935 0.00% GASB 34 Compliant) Net Position Before Depreciation 5,562,048 4,055,741 522,126 7,177,593 3,121,853 465,086 5,850,120 1,327,473 22.69% Depreciation & Amortization 7,182,000 5,386,500 625,129 5,580,357 193,857 596,242 5,349,175 231,182 4.32% Total Net Position ($1,619,952)($1,330,759)(103,003) 1,597,236 $2,927,996 ($131,156)$500,945 $1,096,291 218.84% (14,961) (191,367) (191,367) (17,615)(172,047) (19,320) 11.23% (With March 31, 2017 for comparison purposes) 2 Annual YTD March YTD YTD Actual Prior Year Prior YTD YTD Actual YTD - CUR Budget Budget Actual Actual (Under)Over Mar. Actual Actual (thru vs vs FY18 FY18 FY18 FY18 YTD Budget FY17 Mar 2017) PY Actual $PY Actual % Revenue (Operating): Water Revenue (Residential)$14,278,688 $10,393,457 1,006,503 12,134,299 1,740,842$ $613,915 $9,400,148 $2,734,151 29.09% Water Revenue (Commercial & Fire Det.)2,071,031 $1,507,503 129,942 1,454,074 (53,429) 102,257 1,329,102 124,972 9.40% Water Revenue (Landscape/Irrigation)3,079,054 $2,241,243 223,487 3,087,755 846,511 59,805 2,358,928 728,827 30.90% Water Revenue (Service Charge)10,106,238 7,579,679 832,913 7,499,091 (80,587) 829,244 7,625,864 (126,773) -1.66% Other Operating Revenue 769,106 576,830 44,191 555,318 (21,512) 40,014 559,322 (4,004) -0.72% Total Operating Revenue:30,304,117 22,298,712 2,237,036 24,730,537 2,431,825 1,645,235 21,273,364 3,457,173 16.25% Revenue (Non-Operating): Interest 275,000 206,250 33,164 303,981 97,731 21,795 211,889 92,093 43.46% Property Tax 1,710,000 1,244,709 111,450 1,177,867 (66,842) 101,908 1,063,649 114,217 10.74% Other Non-Operating Revenue 604,646 453,485 39,760 276,481 (177,003) 18,720 275,653 829 0.30% Total Non-Operating Revenue:2,589,646 1,904,444 184,374 1,758,329 (146,114.30) 142,423 1,551,191 207,138 13.35% Total Revenue 32,893,763 24,203,155 2,421,410 26,488,866 2,285,710 1,787,658 22,824,554 3,664,311 16.05% Expenses (Operating): Variable Water Costs (G.W., Import & Power)13,968,855 10,174,479 788,116 11,074,421 899,942 863,624 9,112,497 1,961,924 21.53% Salary Related Expenses 8,644,867 6,696,489 693,878 6,420,207 (276,282) 547,328 5,850,845 569,362 9.73% Supplies & Services: Communications 189,565 105,674 24,060 104,597 (1,077) 8,984 122,704 (18,107) -14.76% Contractual Services 499,653 314,740 25,395 296,472 (18,268) 21,065 303,625 (7,153) -2.36% Data Processing 235,322 151,492 11,530 134,413 (17,078) 20,073 179,165 (44,752) -24.98% Dues & Memberships 80,492 75,369 (74) 76,507 1,138 3,030 77,650 (1,143) -1.47% Fees & Permits 264,641 198,481 8,031 174,700 (23,781) 7,346 126,586 48,114 38.01% Board Election - - - - - - 120,873 (120,873) -100.00% Insurance 263,506 190,130 21,295 186,451 (3,678) 19,766 179,611 6,840 3.81% Materials 797,347 568,010 65,965 561,423 (6,588) 67,800 651,696 (90,273) -13.85% District Activities, Emp Recognition 27,506 20,630 3,233 14,970 (5,660) 99 5,951 9,019 151.57% Maintenance 339,342 280,507 39,884 283,405 2,899 33,044 258,733 24,672 9.54% Non-Capital Equipment 114,678 90,509 6,028 90,223 (286) 25,644 108,732 (18,510) -17.02% Office Expense 39,662 29,747 5,962 27,544 (2,203) 3,182 25,312 2,232 8.82% Professional Services 650,108 462,581 66,756 461,924 (657) 84,179 389,862 72,062 18.48% Training 61,728 27,296 5,270 24,007 (3,289) 2,621 34,039 (10,032) -29.47% Travel & Conferences 107,493 45,620 10,527 45,269 (351) 6,754 30,447 14,822 48.68% Uncollectible Accounts 17,205 4,404 1,803 3,296 (1,108) 392 7,586 (4,290) -56.55% Utilities 158,100 128,575 6,753 125,824 (2,751) 11,009 97,601 28,222 28.92% Vehicle Equipment 286,812 194,609 12,125 178,280 (16,329) 21,718 200,803 (22,523) -11.22% Supplies & Services Sub-Total 4,133,160 2,888,370 314,543 2,789,305 (99,066) 336,706 2,920,976 (131,672) -4.51% Total Operating Expenses 26,746,883 19,759,339 1,796,537 20,283,933 524,594 1,747,658 17,884,318 2,399,615 13.42% Expenses (Non-Operating): Interest on Long Term Debt 1,489,796 1,084,535 115,401 1,025,950 (58,585) 130,618 1,207,588 (181,639) -15.04% Other Expense 15,220 3,915 51,914 (53,324) (57,239) (66,421) (42,677) (10,647) 24.95% Total Non-Operating Expenses:1,505,016 1,088,450 167,315 972,626 (115,824) 64,197 1,164,911 (192,286) -16.51% Total Expenses 28,251,899 20,847,788 1,963,852 21,256,559 408,770 1,811,855 19,049,229 2,207,330 11.59% Net Position Before Capital Contributions 4,641,864 3,355,367 457,558 5,232,307 1,876,940 (24,197)3,775,326 1,456,982 38.59% Special Item - - 2,205,847 2,205,847 - 2,205,847 0.00% Capital Contributions (Non-Cash Transaction -- - - 1,847,505 1,847,505 270,313 833,012 1,014,493 121.79% GASB 34 Compliant) Net Position Before Depreciation 4,641,864 3,355,367 457,558 4,873,965 1,518,598 246,116 4,608,338 265,628 5.76% Depreciation & Amortization 5,832,000 4,374,000 510,171 4,557,167 183,167 484,646 4,348,388 208,779 4.80% Total Net Position (1,190,136) (1,018,633) (52,613) 316,798 1,335,431 (238,530) 259,950 56,849 21.87% Capital - Direct Labor (13,493) (175,562) (175,562) (15,778)(158,765)(16,797) 10.58% Yorba Linda Water District Water Fund For Period Ending March 31, 2018 (With March 31, 2017 for comparison purposes) 3 Annual YTD Mar YTD YTD Actual Prior Year Prior Year YTD Actual YTD - CUR Budget Budget Actual Actual (Under)Over Mar. Actual Actual (thru vs vs FY18 FY18 FY18 FY18 YTD Budget FY17 Mar 2017)PY Actual $PY Actual % Revenue (Operating): Sewer Charge Revenue $2,032,245 $1,524,184 169,729$ 1,536,561$ $12,378 $153,045 $1,402,075 $134,486 9.59% Locke Ranch Assessments 223,000 162,322 16,183 183,072 20,750 11,097 134,518 48,554 0.00% Other Operating Revenue 97,055 72,791 17,550 65,933 (6,858)10,742 78,943 (13,010) -16.48% Total Operating Revenue:2,352,300 1,759,296 203,462 1,785,566 26,269 174,884 1,615,536 170,030 10.52% Revenue (Non-Operating): Interest 35,000 26,250 3,382 39,130 12,880 1,992 22,979 16,151 70.29% Other Non-Operating Revenue 19,875 14,906 - (20,921) (35,826)20,103 74,493 (95,414)-128.08% Total Non-Operating Revenue:54,875 41,156 3,382 18,209 (22,947)22,095 97,472 (79,263) -81.32% Total Revenue 2,407,174 1,800,452 206,844 1,803,775 3,323 196,979 1,713,008 90,767 5.30% Expenses (Operating): Salary Related Expenses 998,257 758,029 78,805 773,989 15,960 70,450 712,186 61,803 8.68% Supplies & Services: Communications 12,010 9,008 1,787 6,089 (2,918)676 6,771 (681)-10.06% Contractual Services 28,237 21,178 1,713 22,038 861 1,571 22,076 (38)-0.17% Data Processing 15,078 11,309 806 10,055 (1,253)1,511 13,613 (3,558)-26.13% Dues & Memberships 6,053 4,540 151 5,916 1,376 228 5,845 71 1.21% Fees & Permits 17,474 13,106 418 8,255 (4,851)492 9,076 (821)-9.05% Board Election - - - - - - 9,098 (9,098)-100.00% Insurance 19,834 14,876 1,491 13,922 (953)1,208 13,239 683 5.16% Materials 51,653 36,240 460 32,585 (3,655)469 21,541 11,044 51.27% District Activities, Emp Recognition 1,694 1,271 237 1,117 (153)7 448 670 149.63% Maintenance 170,559 107,919 47,589 108,140 220 15,776 123,212 (15,073)-12.23% Non-Capital Equipment 20,147 15,110 1,242 18,164 3,053 1,951 12,691 5,472 43.12% Office Expense 2,963 2,222 441 2,035 (188)240 1,906 129 6.76% Professional Services 40,417 24,813 2,259 23,161 (1,652)2,077 15,943 7,217 45.27% Training 6,782 5,087 533 4,804 (282)687 3,870 934 24.13% Travel & Conferences 12,752 6,064 544 3,414 (2,650)434 2,083 1,331 63.92% Uncollectible Accounts 1,295 971 125 326 (645)28 1,276 (950)-74.42% Utilities 12,600 9,450 453 9,874 425 885 7,725 2,150 27.83% Vehicle Equipment 69,188 58,891 4,199 58,193 (698)4,371 51,690 6,503 12.58% Supplies & Services Sub-Total 488,735 342,051 64,448 328,088 (13,963) 32,611 322,102 5,986 1.86% Total Operating Expenses 1,486,991 1,100,079 143,253 1,102,077 1,997 103,061 1,034,288 67,788 6.55% Expenses (Non-Operating): Interest Expense - - - - - - - - - Other Expense - - - (2,116) (2,116) 10,050 7,308 (9,424) - Total Non-Operating Expenses:- - - (2,116) (2,116) 10,050 7,308 (9,424) 0.00% Total Expenses 1,486,991 1,100,079 143,253 1,099,961 (118) 113,111 1,041,596 58,365 5.60% Net Position Before Capital Contributions 920,183 700,373 63,591 703,814 3,441 83,868 671,412 32,402 4.83% Capital Contributions (Non-Cash Transaction -- - 977 1,599,813 1,599,813 135,100 570,370 1,029,443 180.49% GASB 34 Compliant) Net Position Before Depreciation 920,183 700,373 64,568 2,303,627 1,603,254 218,968 1,241,782 1,061,845 85.51% Depreciation & Amortization 1,350,000 1,012,500 114,958 1,023,190 10,690 111,596 1,000,787 22,403 2.24% Total Net Position (429,817) (312,127) (50,390) 1,280,437 1,592,564 107,372 240,995 1,039,442 431.31% Capital - Direct Labor (1,468) (15,805)(15,805) (1,837) (13,282)(2,523)19.00% Yorba Linda Water District Sewer Fund For Period Ending March 31, 2018 (With March 31, 2017 for comparison purposes) 4 $2,781,582 $3,240,924 $3,745,495 $7,397,164 $7,625,864 $7,499,092$1,424,238 $1,501,320 $1,458,346 $1,284,279 $1,329,104 $1,454,074 $3,074,870 $3,430,331 $3,192,384 $1,972,995 $2,358,928 $3,087,755 $12,811,134 $12,587,045 $12,925,076 $9,262,061 $9,400,148 $12,134,298 $20,091,824 $20,759,620 $21,321,301 $19,916,499 $20,714,044 16.71%increase compared to FY17 $24,175,218 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 FY13 FY14 FY15 FY16 FY17 FY18 Water Revenue Comparison by Fiscal Year Water Revenue (Service Charge) Water Revenue (Commercial & Fire Det.) Water Revenue (Landscape/Irrigation) Water Revenue (Residential)Total 5 - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 FY16 FY17 FY18 JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH 55,561 58,238 56,992 51,254 63,184 80,884 61,537 66,195 54,463 48,708 49,885 59,881 44,179 63,789 58,343 52,187 41,197 49,277 32,674 29,725 42,840 38,242 40,920 48,163 47,183 38,942 39,778 119,268 136,162 131,653 80,846 154,590 207,053 121,214 178,617 142,649 76,382 123,019 138,015 75,302 143,525 147,368 98,164 62,133 100,928 35,714 17,947 88,221 39,778 15,732 92,152 67,844 36,200 70,377 CONSUMPTION BY UNITS CCF Residential Commercial Landscape 6 0.010.020.030.040.050.060.070.080.090.00.0010.0020.0030.0040.0050.0060.0070.001‐Mar2‐Mar3‐Mar4‐Mar5‐Mar6‐Mar7‐Mar8‐Mar9‐Mar10‐Mar11‐Mar12‐Mar13‐Mar14‐Mar15‐Mar16‐Mar17‐Mar18‐Mar19‐Mar20‐Mar21‐Mar22‐Mar23‐Mar24‐Mar25‐Mar26‐Mar27‐Mar28‐Mar29‐Mar30‐Mar31‐MarTemperature, degrees FahrenheitVolume, AFTemperatureGroundwaterImport WaterConsumptionTemperature7 0.000.200.400.600.801.001.201.400.0010.0020.0030.0040.0050.0060.0070.001‐Mar2‐Mar3‐Mar4‐Mar5‐Mar6‐Mar7‐Mar8‐Mar9‐Mar10‐Mar11‐Mar12‐Mar13‐Mar14‐Mar15‐Mar16‐Mar17‐Mar18‐Mar19‐Mar20‐Mar21‐Mar22‐Mar23‐Mar24‐Mar25‐Mar26‐Mar27‐Mar28‐Mar29‐Mar30‐Mar31‐MarinchesVolume, AFRainfall and EToGroundwaterImport WaterConsumptionEToRainfall8 1,169,408 980,285 903,666 925,222 922,987 1,142,643 560,947 630,173 470,437 822,103 911,292 983,949 1,558,819 1,365,473 1,262,157 1,112,623 959,213 1,046,811 472,129 471,647 863,624 1,057,830 1,172,025 1,306,850 1,731,774 1,480,644 1,334,196 1,315,490 1,119,251 1,494,257 914,905 994,574 763,420 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 2,000,000 Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Variable Costs Analysis FY16 Var Costs FY17 Var Costs FY18 Var Costs (includes 100% of Annual Connection Expensed in July) 9 $22,956,959 $22,066,074 $23,656,742 $22,824,554 $26,488,866 16.05% $19,027,695 $19,406,526 $17,537,866 $19,049,229 $21,256,559 11.59% $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 Mar. 2014 Mar. 2015 Mar. 2016 Mar. 2017 Mar. 2018 Water Revenues & Expenses -March (excludes Depreciation, Special Items, and Contributed Capital ) Total Revenue Total Expenses 10 $1,404,108 $1,387,587 $1,470,828 $1,713,008 $1,803,775 5.30% $898,515 $895,037 $911,799 $1,041,596 $1,099,961 5.60% $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 Mar. 2014 Mar. 2015 Mar. 2016 Mar. 2017 Mar. 2018 Sewer Revenues & Expenses -March (excludes Depreciation, Special Items, and Contriubed Capital) Total Revenue Total Expenses 11 ITEM NO. 9.2 AGENDA REPORT Meeting Date: April 24, 2018 To:Board of Directors From:Marc Marcantonio, General Manager Presented By:Delia Lugo, Finance Manager Dept:Finance Prepared By:Saira Hernandez, Accountant Subject:Cash and Investment Report for Period Ending March 31, 2018 SUMMARY: Government Code Section 530607, et. seq., requires the person delegated to invest funds to make monthly report of investments to the legislative body. DISCUSSION: The Cash & Investment Portfolio Report presents the market value and percent yield for all District investments by institution. The Cash & Investment Summary Report includes budget and actual interest and average term portfolio information as well as market value broken out by reserve categories. The Fair Value Measurement Report categorizes investments with the fair value hierarchy established by generally accepted accounting principles. The Acquisition Fund Graph provides a reconciliation of the Bond Proceeds for the Construction of the Fairmont Booster Pump Station. The Unrestricted Reserves and Days in Cash Graph presents Water Unrestricted Reserve Balances and Days in Cash at a particular point in time for the last four years. The average portfolio yield for the month ending March 31, 2018 is 1.88%. The overall decrease in the total cash and investment balance from the previous month is approximately $472,000. Larger balance changes include: a decrease in the Restrictive 2017A Acquisition Fund of $431,771 to pay Fairmont Booster Pump Station capital project costs; a net decrease in the Water Operating Fund of $109,766.10 due to the biannual Debt Service Interest payment of $810,752 to U S Bank; and a net increase in the Sewer Operating Fund of $107,190 due to positive in-flow and out-flow results. STRATEGIC PLAN: FR 1-F: Continue to Record and Report the Fairly Stated Financial Activities of the District in a Timely and Transparent Manner to the Board of Directors and Member Agencies ATTACHMENTS: Name:Description:Type: Cash_and_Invest_Rpt_Mar_18.pdf Backup Material Backup Material Market %Date of Percent Value Par of Total Institution Maturity Yield Checking Account: 359,015$ 359,015$ Wells Fargo Bank 4,100 4,100 US Bank 363,115$ 363,115$ 1.08%Total 0.00% Money Market Accounts: 575,304$ 575,304$ US Bank (Revenue Bonds)0.98% 253,814 253,814 Bank of the West 0.40% 829,118$ 829,118$ 2.46%Total 0.80% Federal Agency Securities: 499,215$ 500,000$ Federal Home Loan Bank 06/12/18 1.00% 499,300 500,000 Federal Home Loan Bank 06/13/18 1.10% 998,515$ 1,000,000$ 2.96%Total 1.05% Certificates of Deposits: 247,888$ 248,000$ CIT Bank, Salt Lake 05/22/18 1.20% 247,933 248,000 Discover 05/22/18 1.20% 247,888 248,000 Goldman Sachs Bank 05/22/18 1.20% 247,943 248,000 Beal Bank 05/23/18 1.00% 247,175 247,000 Barclays Bank 04/30/18 1.00% 247,978 248,000 State Bank of India 05/14/18 1.15% 248,868 249,000 Webster Bank 05/03/18 0.90% 247,938 248,000 American Express Centurion Bank 05/23/18 1.20% 247,844 248,000 GE Capital Bank 05/24/18 1.10% 248,803 249,000 Oriental Bank & Trust 05/29/18 1.05% 248,776 249,000 Enterprise Bank & TR Co Lowell 05/30/18 1.00% 248,776 249,000 Safra National Bank 05/31/18 1.00% 247,769 248,000 Townebank Portsmouth 05/31/18 1.00% 248,781 249,000 Mascoma Savings Bank 05/29/18 1.00% 197,774 200,000 World's Foremost Bk Sydney 05/28/19 1.31% 245,808 248,000 Capital One Bk USA Natl Assn 05/13/19 1.21% 240,701 249,000 Comenity Cap Bk Salt Lake City 06/30/21 1.71% 240,548 248,000 EnerBank USA Salt Lake City 08/26/20 1.34% 244,106 248,000 EverBank Jacksonville Fla CTF 08/30/19 1.17% 180,000 180,000 HSBC BK USA, NA MC Clean CTF 08/31/21 1.25% 237,973 248,000 Wells Fargo Bank NA Sioux Falls D 08/31/21 1.67% 242,058 247,000 PrivateBank & Tr Chicago Ill CTF 03/30/22 2.24% 246,358 249,000 JP Morgan Chase Bk NA Columbus 03/31/22 2.48% 5,549,686$ 5,593,000$ 16.45%Total 1.28% Pooled Investment Accounts: 7,018,611$ 7,018,611$ Local Agency Investment Fund 1.52% 1,325,119 1,327,953 CalTRUST Short Term 1.79% 17,662,633 17,901,688 CalTRUST Medium Term 2.35% 26,006,363$ 26,248,252$ 77.06%2.10% 33,746,798$ 34,033,485$ 100%Total Investments 1.88% Per Government Code requirements, the Investment Report is in compliance with the Yorba Linda Water District's Investment Policy, and there are adequate funds available to meet budgeted and actual expenditures for the next six months. 3/31/18 Yorba Linda Water District Cash & Investment Portfolio Report March 31, 2018 ________________________________ Saira Hernandez, Accountant 1 Below is a chart summarizing the yields as well as terms and maturities for the month of March 2018: Average # of Month Portfolio Days to of 2018 Yield Maturity March 1.88%87 Below are charts comparing operating fund interest for current and prior fiscal years. Actual Interest 3/31/2017 3/31/2018 Monthly - March 24,676$ 36,546$ Year-to-Date 235,757$ 343,111$ Budget 2016/2017 2017/2018 Interest Budget, March YTD 86,250$ 232,500$ Interest Budget, Annual 115,000$ 310,000$ Interest earned on investments is recorded in the fund that owns the investment. The distribution of investments in the portfolio both in dollars and as a percentage of the total portfolio by funds is as follows: The table below displays the District's Cash and Investment balance of $33.7 million which is allocated between the established reserve funds, Wells Fargo Checking Account, and the restricted funds held at U.S. Bank for the construction of the Fairmont Booster Pump Station. The number of Days in Cash are 369 for the Un-Restricted Water Reserve balance and 1,294 for the Un-Restricted Sewer Reserve balances, as of March 31, 2018. FY18 Reserve Cash and Requirements Investments February 2018 % Alloc March 2018 % Alloc "Target Available for Fund Description Balance 2/28/2018 Balance 3/31/2018 Levels"CY Obligations Water Operating Reserve 11,835,468$ 36.36%11,785,883$ 35.92%9,459,287$ 2,326,596$ Water Emergency Reserve 6,912,932 21.24%6,887,104 20.99%7,790,359 (903,255) Water Capital Project Reserve 4,431,813 13.62%4,412,008 13.45%5,716,336 (1,304,328) Rate Stabilization Reserve 3,936,530 12.09%3,942,668 12.02%3,957,692 (15,024) Un-Restricted Water Reserve Balance 27,116,743 27,027,663 26,923,674 103,989 Conservation Reserve 103,342 0.32%105,235 0.32%- 105,235 Employee Liability Reserve 408,438 1.25%408,438 1.24%272,054 136,384 Restricted Reserve Balance 511,780 513,673 272,054 241,619 Sewer Operating Reserve 853,590 2.62%1,203,772 3.67%498,142 705,630 Sewer Emergency Reserve 2,551,915 7.84%2,551,261 7.78%2,545,934 5,327 Sewer Capital Project Reserve 1,514,159 4.65%1,516,110 4.62%1,519,358 (3,248) Un-Restricted Sewer Reserve Balance 4,919,664 5,271,143 4,563,434 707,709 Total Reserve Balances 32,548,187$ 100.00%32,812,479$ 100.00%31,759,162$ 1,053,317$ Water Operating 296,263 234,189 Sewer Operating 367,817 124,826 664,080 359,015 Revenue Bond 2017A-Acquisition Fund 1,006,981 575,210 Rev. Bond 2017A-Principal & Interest 97 94 Total Cash and Investments 34,219,345$ 33,746,798$ Cash & Investment Summary Report Cash & Investment Summary Comparison Between Current and Previous Month Wells Fargo Bank Checking US Bank Held (Restricted) 2 Checking Account:363,115$ 1.08% Money Market Accounts:829,118$ 2.46% Federal Agency Securities:998,515$ 2.96% Certificates of Deposit:5,549,686$ 16.45% Pooled Investment Accounts:26,006,363$ 77.06% Total 33,746,798$ 100.00% Checking 1.08% Money Market 2.46%Fed Agency Securities 2.96% Certificate of Deposit(s) 16.45% Pooled Accounts -(LAIF & CalTurst) 77.06% Investment Balances (as of 3-31-2018) 3 Yorba Linda Water District Fair Value Measurement Report March 31, 2018 Quoted Observable Unobservable Prices Inputs Inputs Investments Level 1 Level 2 Level 3 Total CalTRUST Investment Pool -$ 18,987,752$ -$ 18,987,752$ Local Agency Investment Fund - 7,018,611 - 7,018,611 U.S. Government Sponsored Agency Securities - 998,515 - 998,515 Negotiable Certificates of Deposit - 5,549,686 - 5,549,686 Total Investments -$ 32,554,564$ -$ 32,554,564$ 4 $- $518,312.00 $410,496.57 $334,766.57 $138,158.15 $302,184.58 $436,809.05 $770,131.32 $867,848.92 $853,705.36 $360,606.98 $431,770.53 $6,000,000.00 $5,481,688.00 $5,071,191.43 $4,736,424.86 $4,598,266.71 $4,296,082.13 $3,859,273.08 $3,089,141.76 $2,221,292.84 $1,367,587.48 $1,006,980.50 $575,209.97 $- $1,000,000.00 $2,000,000.00 $3,000,000.00 $4,000,000.00 $5,000,000.00 $6,000,000.00 $7,000,000.00 May 11, 2017 May 2017 June 2017 July 2017 Aug. 2017 Sept. 2017 Oct. 2017 Nov. 2017 Dec. 2017 Jan. 2018 Feb. 2018 Mar. 2018 U.S. Bank Held Restricted 2017A Acquisition Fund Balance Spent 5 PARS (Public Agency Retirement Services) Funding Reconciliation Transaction Investment Available Description Date Contributions Return (%)Balance Initial Deposit 12/28/2017 247,599.00$ 247,599.00$ Investment Return 12/31/2018 20.76$ 0.8%247,619.76$ Investment Return 1/31/2018 61.86$ 247,681.62$ Investment Expenses 1/31/2018 (51.59)$ 247,630.03$ Investment Return 2/28/2018 (940.41)$ 246,689.62$ Investment Expenses 2/28/2018 (51.60)$ 246,638.02$ subtotal =246,638.02$ 6 $24,030,480 $30,659,591 $25,968,169 $27,029,556 335 417 367 369 60 110 160 210 260 310 360 410 460 $20,000 $5,020,000 $10,020,000 $15,020,000 $20,020,000 $25,020,000 $30,020,000 $35,020,000 Mar. 2015 Mar. 2016 Mar. 2017 Mar. 2018 Unrestricted Reserves & Days in Cash (Water) Unrestricted Reserves (Water)Days in Cash (Water) 7 ITEM NO. 9.3 AGENDA REPORT Meeting Date: April 24, 2018 Subject:Projections for Conservation Reserve (Nederhood) and Budget Based Rate Structures and Staff Data Collection Efforts (Jones) ATTACHMENTS: Name:Description:Type: FY18_Cons_Bal_Sheet_-_Acct_2025.xlsx Backup Material Backup Material ASSETS Mar-18 CURRENT ASSETS: Cash and cash equivalents 105,235 Investment - Accounts receivable - water and sewer services - Accounts receivable - property taxes - Accrued interest receivable - Prepaid expenses & other deposits - Inventory - TOTAL CURRENT ASSETS 105,235 NONCURRENT ASSETS: Bond issuance costs - Other post-employment benefit (OPEB) asset - Deferred Pension Plans - Notes Receivable - Capital assets:- Non-depreciable - Depreciable, net of accumulated depreciation - TOTAL NONCURRENT ASSETS - TOTAL ASSETS 105,235 LIABILITIES CURRENT LIABILITIES: YORBA LINDA WATER DISTRICT UNAUDITED COMBINING SCHEDULE OF NET ASSETS Conservation Account 2025 @ March 31, 2018 CURRENT LIABILITIES: Accounts payable - Accrued expenses - Accrued interest payable - Certificates of Participation - current portion - Accrued OPEB - Refunding Revenue Bond - current portion - Compensated absences - Customer and construction deposits - Deferred revenue - TOTAL CURRENT LIABILITIES - LONG-TERM LIABILITIES (LESS CURRENT PORTION): Deferred annexation revenue - Compensated absences - Net Pension Liability - Deferred Pension Plan - Refunding Revenue Bond - Certificate of Participation - TOTAL LONG TERM LIABILITIES (LESS CURRENT PORTION)- TOTAL LIABILITIES - NET ASSETS:105,235$ Mar-18 OPERATING REVENUES: Water sales -$ Other operating revenues - TOTAL OPERATING REVENUES - OPERATING EXPENSES Variable water costs - Personnel services 7,069 Supplies and services 4,930 Depreciation and amortization - TOTAL OPERATING EXPENSES 11,999 OPERATING INCOME/(LOSS)(11,999) NON-OPERATING REVENUES (EXPENSES): Property taxes - Investment income 591 Interest expense - Other non-operating revenues - Other non-operating expenses - TOTAL NON-OPERATING REVENUES/EXPENSES 591 YORBA LINDA WATER DISTRICT UNAUDITED SCHEDULE OF REVENUES, EXPENSES AND CHANGES IN NET POSITION For the period ended March 31, 2018 TOTAL NON-OPERATING REVENUES/EXPENSES 591 NET INCOME(LOSS) BEFORE CAPITAL CONTRIBUTIONS & SPECIAL ITEM(S) (11,408) SPECIAL ITEM(S)(1,105,809) CAPITAL CONTRIBUTIONS - CHANGES IN NET POSITION (1,117,217) NET POSITION - BEGINNING OF YEAR 1,222,452 NET POSITION - FOR PERIOD END MARCH 31, 2018 105,235$ ITEM NO. 11.2 AGENDA REPORT Meeting Date: April 24, 2018 Subject:Joint Agency Committee with City of Yorba Linda (Nederhood/Jones) · Minutes of the meeting held March 19, 2018 at 4:00 p.m. · Next meeting scheduled June 4, 2018 at 4:00 p.m. at YL City Hall. ATTACHMENTS: Name:Description:Type: 2018-03-19_-_Minutes_-_YLWD-City_of_YL.pdf Minutes Minutes CITY OF YORBA LINDA O� `10 a o Oq>OppiEo ip Land of Gracious Living YORBA LINDA WATER DISTRICT/ CITY COUNCIL JOINT ADVISORY COMMITTEE MEETING MINUTES March 19, 2018 4:00 p.m. CALL TO ORDER The Yorba Linda Water District/City Council Joint Advisory Committee meeting will convene at 4:03 p.m. in the Council Chambers at 4845 Casa Loma Avenue, Yorba Linda. PLEDGE OF ALLEGIANCE President Al Nederhood ROLL CALL Committee Members City Council: Gene Hernandez, Mayor Tom Lindsey, Councilman Water District: Al Nederhood, President Brooke Jones, Vice President Staff Members: Steve Conklin, Engineering Manager YL Water District Mark Pulone, City Manager City of Yorba Linda PUBLIC COMMENTS None YLWD/CC Joint Advisory Committee Minutes March 19,2018 Pagel of 3 ACTION CALENDAR 1 . Minutes of the YLWD/City Council Joint Advisory Committee meeting held on December 18, 2017. The YLWD/City Council Joint Advisory Committee approved the minutes of the December 18, 2017 meeting. DISCUSSION ITEMS 2. Pending Legislation - Making Water Conservation a California Way of Life Assistant General Manager Brett Barbre, spoke about SB 606 and AB 1668 and said that amendments to these bills were released last week which would allow credits for production of recycled water. He added that there was a strong push to go from 10 to 30% and thanked the City for sending support letters. Mr. Barbre also discussed AB 623 which would add a water tax of approximately $356,000 a year to allow the State Water Resources Control Board (SWRCB) to distribute to disadvantaged communities. Vice President Brooke Jones distributed a copy of an article from the Wall Street Journal, regarding State evaluations of Proposition 1 funding for water storage. He also said that of particular concern were the bigger storage reservoirs like the Sites Reservoir which seemed to be getting low scores. President Al Nederhood circulated information on AB 2050, the Small System Water Authority Act of 2018. Mr. Barbre explained the bill further. Discussion ensued among Committee members and staff regarding the different Assembly and Senate bills. 3. Emergency Response Planning Engineering Manager Steve Conklin reminded everyone of the need to be ready in case of an emergency such as an earthquake, fire or other natural disaster and to partner with neighboring cities, Orange County Sheriff's Department, Orange County Fire Authority and the Gas Company and Edison. 4. Status of Yorba Linda Town Center City Manager Mark Pulone provided a brief summary of the status of the Yorba Linda Town Center and said the parking structure was finished, building permits for most of the Town Center buildings had been issued and completion of the first buildings is anticipated for fall. YLWD/CC Joint Advisory Committee Minutes March 19,2018 Page 2 of 3 5. Future Meeting Date and Agenda Items Mayor Gene Hernandez presented Engineering Manager Steve Conklin with a Certificate of Recognition and congratulated him on his upcoming retirement. Mr. Conklin thanked everyone and said it has been a great experience working and partnering with the City. The Committee agreed to meet again on Monday, June 4th at 4:00 p.m. No additional items for the next Agenda were discussed. ADJOURNMENT City Manager Mark Pulone adjourned the meeting at 4:56 p.m. to the next Yorba Linda Water District/City Council Joint Advisory Committee meeting on Monday, June 4, 2018 at 4:00 p.m. YLWD/CC Joint Advisory Committee Minutes March 19,2018 Page 3 of 3 ITEM NO. 13.1 AGENDA REPORT Meeting Date: April 24, 2018 Subject:Meetings from April 25 - June 30, 2018 ATTACHMENTS: Name:Description:Type: BOD_-_Activities_Calendar.xlsx Backup Material Backup Material Board of Directors Activity Calendar Event Date Time Attendance By April YL Chamber of Commerce First Responders Breakfast Wed, Apr 25 7:15 AM Hawkins MWDOC/OCWD Joint Planning Committee Wed, Apr 25 8:30 AM Jones/Miller/Nederhood OCSD Board Wed, Apr 25 6:00 PM Jones YL Planning Commission Wed, Apr 25 6:30 PM Hawkins (As Needed) Board of Directors Workshop Meeting Thu, Apr 26 4:30 PM May ISDOC Executive Committee Tue, May 1 7:30 AM Nederhood Board of Directors Regular Meeting Tue, May 1 6:30 PM YL City Council Tue, May 1 6:30 PM Jones MWDOC Board Wed, May 2 8:30 AM Nederhood/Jones OCSD Operations Committee Wed, May 2 5:00 PM Hawkins OCWD Board Wed, May 2 5:30 PM Miller/Jones WACO Fri, May 4 7:30 AM TBD ACWA-JPIA Spring Conference Mon, May 7 8:00 AM Jones ACWA-JPIA Spring Conference Tue, May 8 8:00 AM Jones ACWA Spring Conference Tue, May 8 8:00 AM Jones/Nederhood ACWA Groundwater Committee Tue, May 8 3:00 PM Jones ACWA Water Quality Committee Tue, May 8 3:00 PM Miller ACWA Spring Conference Wed, May 9 8:00 AM Jones/Nederhood LAFCO Wed, May 9 8:15 AM Nederhood (As Needed) YL Planning Commission Wed, May 9 6:30 PM Hawkins (As Needed) ACWA Spring Conference Thu, May 10 8:00 AM Jones/Nederhood ACWA Spring Conference Fri, May 11 8:00 AM Jones/Nederhood YL City Council Tue, May 15 6:30 PM Hall MWDOC Board Wed, May 16 8:30 AM Nederhood/Jones OCWD Board Wed, May 16 5:30 PM Miller/Jones Board of Directors Workshop Meeting Thu, May 17 4:30 PM District Open House and Facility Tours Sat, May 19 9:00 AM Board of Directors Regular Meeting Tue, May 22 6:30 PM OCSD Board Wed, May 23 6:00 PM HawkinsOCSD Board Wed, May 23 6:00 PM Hawkins YL Planning Commission Wed, May 23 6:30 PM Hawkins (As Needed) Interagency Committee Meeting with MWDOC and OCWD Thu, May 24 4:00 PM Nederhood/Jones District Offices Closed Mon, May 28 7:00 AM Board of Directors Workshop Meeting Wed, May 30 4:30 PM June OC Water Summit Fri, Jun 1 7:30 AM Hawkins/Jones/Miller/Nederhood Joint Agency Committee Meeting with City of Yorba Linda Mon, Jun 4 4:00 PM Nederhood/Jones ISDOC Executive Committee Tue, Jun 5 7:30 AM Nederhood Board of Directors Regular Meeting Tue, Jun 5 6:30 PM YL City Council Tue, Jun 5 6:30 PM Hawkins MWDOC Board Wed, Jun 6 8:30 AM Nederhood/Jones OCSD Operations Committee Wed, Jun 6 5:00 PM Hawkins OCWD Board Wed, Jun 6 5:30 PM Miller/Jones WACO Fri, Jun 8 7:30 AM TBD AWWA Annual Conference Mon, Jun 11 8:00 AM Jones/Miller/Nederhood AWWA Annual Conference Tue, Jun 12 8:00 AM Jones/Miller/Nederhood AWWA Annual Conference Wed, Jun 13 8:00 AM Jones/Miller/Nederhood YL Planning Commission Wed, Jun 13 6:30 PM Hawkins (As Needed) AWWA Annual Conference Thu, Jun 14 8:00 AM Jones/Miller/Nederhood YL City Council Tue, Jun 19 6:30 PM Miller MWDOC Board Wed, Jun 20 8:30 AM Nederhood/Jones OCWD Board Wed, Jun 20 5:30 PM Miller/Jones Board of Directors Regular Meeting Tue, Jun 26 6:30 PM OCSD Board Wed, Jun 27 6:00 PM Hawkins YL Planning Commission Wed, Jun 27 6:30 PM Hawkins (As Needed) ISDOC Thu, Jun 28 11:30 AM TBD BACKUP MATERIALS DISTRIBUTED LESS THAN 72 HOURS PRIOR TO THE MEETING EXISTING SEWER LIFT STATION TO BE REMOVED NOT TO SCALE ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong MEETING DATE: April 24, 2018 A TALE OF TWO LIFT STATIONS REMOVAL OF THE LAKEVIEW SEWER LIFT STATION BRYAN HONG & JOHN DECRISCIO ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 Green Crest Sewer Lift Station Lakeview Sewer Lift Station YLWD Headquarters ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION CONTROL PANEL ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 GREEN CREST LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 Buena Vista Avenue Imperial Highway Lakeview Avenue Kellogg Drive Lakeview Sewer Lift Station ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION ACCESS ROAD ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION BROKEN MANHOLE RING ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION CONTROL PANEL ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 LAKEVIEW LIFT STATION ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 The Replacement: Costs 1.The total construction cost of the proposed sewer mains, removal of the lift station, and associated piping and manholes is estimated to be between $1,000,000 and $1,400,000; 2.Developer requests to be reimbursed for engineering design fees and construction delays estimated to be $100,000; 3.Funding available in Sewer Capital Reserves Fund; 4.O&M Costs: $20,000 in annual maintenance and cleaning costs; 5.CIP Costs: $200,000 every 20 years (last rehabilitated in 2009); 6.Other Costs: annual fees to the County for access and costs for replacing damaged manhole rings. ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 The Replacement: Elimination of Risks 1.In the event of a power failure due to inclement weather, there is no access to connect a backup generator; 2.Maximum time between cleaning –one month; 8 hours in time of equipment or power failure; 3.In the event of a storm, no access to lift station with VACTOR, backup generator, or trucks for several weeks; 4.In the event of a spill, contamination of natural lake/wilderness area; 5.It would be costly to remediate and clean-up; 6.PR nightmare should spill occur, especially during a storm. ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 The Replacement: Why Now? 1.Once in a lifetime opportunity to remove the lift station and reroute the sewer through the new housing track and south along Lakeview Avenue; 2.Remove four manholes and associated piping, including force main; 3.Reduce our footprint and liability on County property; 4.Developer will accommodate our need to install the pipeline through their development; 5.Will eliminate greatest risk in our sewer system; 6.Will eliminate mechanical, electrical, and control system failures that can cause a sewer overflow. ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 Staff Recommendation: That the Board of Directors authorize staff to: 1.Add the removal of the Lakeview Sewer Lift Station to the Terms and Conditions for Water and Sewer Service with Shea Homes for Tract 18061, Job No. 201719 2.Utilize the funds of the Sewer Capital Reserves to pay for the removal of the Lakeview Sewer Lift Station ITEM NO. 8.1. MATERIALS SUBMITTED BY: Bryan Hong and John DeCriscio MEETING DATE: April 24, 2018 Introduction to Budget-Based Rates April 24, 2018 Presented by: Kaden Young ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Overview ▪State of California: Water Use Targets –Residential Indoor Water Use Standard/Target –Residential Outdoor Water Use Standard/Target –Distribution System Water Loss Standard/Target –Commercial, Industrial, and Institutional (CII) Performance Measures ▪State of California’s Development Timeline ▪Current Status ▪Next Steps ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Targets ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Targets Executive Order B-37-16 The Department of Water Resources shall work with the State Water Resources Control Board to develop new water use targets as part of a permanent framework for urban water agencies. These water use targets shall be customized to the unique conditions of each water agency, shall generate more statewide conservation than existing requirements, and shall be based on strengthened standards. ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Targets Annual Budgets & Measurements Indoor Water Use Outdoor Water Use Water Loss Commercial, Industrial, Institutional Performance-based Measures ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Target Water Use Efficiency Standards 1.Indoor residential per capital water use; 2.Outdoor irrigation, in a manner that incorporates landscape area, local climate, and new satellite imagery data; 3.Water loss through leaks or system; and 4.Commercial, industrial and institutional water use. Framework for Standards ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: INDOOR Water Use Standard Service Area Population 79,176 people Residential Indoor Standard 55 gpcd Number of Days in a Year 365 days 1,589,458,200 2,124,944 4,878 gallons units (CCF) acre-feet ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard •Irrigable [what could]versus Irrigated [what is] •State releasing results from study, May 16th •YLWD: OmniEarth/Eagleview methodology ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard Zone 6: Higher elevation coastal areas ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard Zone 6: Higher elevation coastal areas Station 75: Irvine Station 78: Pomona Station 255 *new*: Chino Hills ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard CIMIS: Ideal vs Non-ideal ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard Utilize existing standards from SB X7-7. ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard Utilize existing standards from SB X7-7. Category % of ETo Residential Landscape by Parcel Development Date Before 2010 0.8 Between 2010 and 2015 0.7 After 2015 0.55 ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard YLWD Outdoor Budget: ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Residential: OUTDOOR Water Use Standard YLWD Outdoor Budget: ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard Distribution System Water Loss Standard ▪Standard is established through SB 555 process –Water Board will establish water loss standard by 2020 for compliance by 2025 ▪Expressed as volume per capita or volume per connection ▪Loss includes: –System losses and leaks –Other non-revenue water ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Efficiency Standard CII Performance Measures 1.Convert all landscapes over a specified size threshold that are served by a mixed-meter CII account to dedicated irrigation accounts, either through the installation of a separate landscape meter or the use of equivalent technology. 2.Classify all CII accounts using the North American Industry Classification System (NAICS). Where feasible, CII subsector benchmarks will be developed to assist water suppliers in identifying CII accounts with the potential for water use efficiency improvements. 3.Conduct water use audits or prepare water management plans for CII accounts over a specified size, volume, or percentage threshold. ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Use Standards Development Timeline 2017 •DWR completes pilot projects on landscape area measurements. 2018 •DWR completes statewide landscape area measurements to support development of outdoor landscape standard. •EO Agencies estimates service area, regional, and State average applied irrigation levels; recommend final 2025 compliance standards for indoor and outdoor water use; set provisional indoor and outdoor residential standards, and water suppliers set interim targets; develop regulations and guidelines for the implementation of CII performance measures. DWR provides urban water suppliers with the service area landscape area data. 2019 •EO Agencies provide guidance and methodologies or all standards. 2020 •EO Agencies complete rulemaking and adopt final 2025 water loss standards. 2021 •EO Agencies complete rulemaking and adopt final 2025 indoor and outdoor standards. •EO Agencies review and consider updates to the standards, starting in 2025 and every five years thereafter; revisions will follow the requirements for rulemaking and provide opportunity for public comment and input. ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 YLWD Current Status with Standards COMPLETE Varies Annually R INDOOR IN PROGRESS State, Staff R OUTDOOR IN PROGRESS State, Staff C.I.I. COMPLETE Varies Annually WATER LOSS ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Water Rates and Proposition 218 The EO Agencies acknowledge the challenges water suppliers face in generating sufficient local funding to support continued conservation efforts and other needed investments due to Proposition 218. While the framework does not contain requirements on rate structures, the EO Agencies encourage water suppliers to consider the effect of drought on revenue generation and incorporate measures for rate stabilization (e.g. reserves). Each water supplier should customize its rate structure with full consideration of cost of service and long‐term financial sustainability as the goal. ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Next Steps & Analysis Uniform Rate •Current Rate Schedule Tiered Rates •Variable # of Tiers: 2-4? Budget Based Rates •Simple or Tiered ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018 Questions? ITEM NO. 9.3. MATERIALS SUBMITTED BY: Kaden Young MEETING DATE: April 24, 2018