HomeMy WebLinkAbout1999-06-24 - Resolution No. 99-03RESOLUTION NO. 99-03
RESOLUTION OF THE BOARD OF DIRECTORS
OF YORBA LINDA WATER DISTRICT
ADOPTING THE BUDGET FOR
FISCAL YEARS 1999-00 AND 2000-01
AND RESCINDING RESOLUTION NO. 97-05
WHEREAS, the Yorba Linda Water District has prepared a two year Budget which covers Fiscal
Years 1999-00 and 2000-01; and,
WHEREAS, on June 3, 1999, the proposed budget was presented to and reviewed by the Finance
Committee of the Board of Directors of the District; and,
WHEREAS, on June 10, 1999, the proposed budget was presented to and reviewed by the Board of
Directors of the District at a Regular meeting; and,
WHEREAS, on June 24, 1999, the Budget for Fiscal Years 1999-00 and 2000-01 was considered by
the Board of Directors at a Regular meeting; and,
WHEREAS, it is the desire of the Board of Directors to adopt the Budget for fiscal year 1999-00 and
2000-01, and rescind Resolution No. 97-05.
NOW THEREFORE BE IT RESOLVED by the Board of Directors of the Yorba Linda Water District
as follows:
Section 1. That the Budget for Fiscal Years 1999-00 and 2000-01, set forth in Exhibit "A"
attached hereto, is hereby approved and adopted.
Section 2. The Budget for Fiscal Years 1999-00 and 2000-01, including the Budget Authority
Guidelines recommended to administer the Annual Budget, is in full force and effect
beginning on July 1, 1999, and continuing until this Resolution is rescinded by the
Board of Directors.
Section 3. That Resolution No. 97-05 and all conflicting minute orders are hereby rescinded
effective on July 1, 1999.
PASSED AND ADOPTED this 24th day of June,
Ayes: Armstrong, Barbre, Beverage
Noes: Abramowitz, Korn
Absent: None
Abstain: None
1999, by the following called vote:
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President, Arthur C.11. M
Yorba Linda Water strict
Yorba Linda Water District
Two Year Budget
1999-00 to 2000-01
Adopted on June 24, 1999
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BOARD OF DIRECTORS
Arthur C. Korn, President
Michael Beverage, Vice President
Paul R. Armstrong, Board Member
Mark Abramowitz, Board Member
Brett R. Barbre, Board Member
OFFICERS
Arthur C. Korn, President
William J. Robertson, Secretary
Beverly Meza, Auditor
BOARD OF DIRECTORS
STANDING COMMITTEES
Executive-Oreanizational Committee
Arthur C. Korn
Michael Beverage
Finance-Accounting Committee
Arthur C. Korn
Mark Abramowitz
Personnel-Risk Manaizement Committee
Paul Armstrong
Mark Abramowitz
Planning-Engineering-Operations Committee
Paul Armstrong
Brett R. Barbre
Public Information Committee
Michael J. Beverage
Brett R Barbre
DEPARTMENT STAFF
William Robertson
General Manager/Secretary
Michael Pavne
Assistant General Manager
Lee Corv
Operations Superintendent
Beverlv Meza
Business Manager/Auditor
Ken Vecchiarelli
Engineering Manager
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TABLE OF CONTENTS
Section Pave,
Budget Message 1
Budget Authority Guidelines 5
Budget Assumptions 6
Budget Glossary 8
Fund Summaries and Details 10
Operating Fund Summary 11
Water Operating Fund Revenue Detail 12
Sewer Operating Fund Revenue Detail 12
Capital Improvement-Replacement Fund Summary 13
Vehicle and Equipment Capital Outlay Fund Summary 13
Development Fee Revenue Detail 14
Supplies and Services Expenditure Summary ..................................15
Variable Operating Expenditure Summary 15
Summary of Department and Program Expenditures 16
Debt Service Fund Summaries 17
Improvement District No. 1 19
Improvement District No. 2 20
Administration Department Budget 21
Support Service Department Budget .......................................................28
Business Department Budget 35
Engineering Department Budget 42
Operations Department Budget 49
Capital Improvements-Replacements Budget 56
Budget Resolutions 64
Budget Adoption Resolution 65
Authorized Positions Resolution 66
I.D.-1 Bonds Debt Service Resolution 69
I.D.-2 Bonds Debt Service Resolution 72
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The mission of the Yorba Linda Water District is to provide water for municipal,
industrial, fire protection, and agricultural uses that meets or exceeds all local,
state and federal standards; to provide a reliable and efficient sewer system; and
to provide courteous and responsive service at the most economically responsible
cost to our customers.
Dear President and Members of the Board:
Presented herewith for Board of Directors consideration is the District's two year Budget for Fiscal
Years 1999-00 and 2000-01.
The Budget is one of the most important documents that the Board of Directors acts on during the year
because it allocates human and financial resources to the priorities set by the Board of Directors. The
Budget is a financial plan for responsibly carrying out the programs and capital projects that benefit the
District's customers. In addition, it reflects the Board's policy direction provided through the annual
Board of Director's Goals Workshop, approval of the Five Year Plan and input right up to approval of the
Budget itself.
Due to the nature of planning, expenditures may vary during the upcoming two years in response to
events, weather and/or customer service demands which were unforeseen when the Budget was prepared
and adopted. Decisions by the Board and General Manager during the two fiscal years must, therefore,
be flexible to strike a balance between the need to satisfy customer demands and respond to changing
conditions, while meeting the basic mission and budgetary objectives set forth herein.
OUTLOOK FOR FISCAL YEARS 1999-00 and 2000-01:
Variable operating costs continue to make up more than half of all District expenditures. Deregulation of
electrical and natural gas energy, combined with efficiencies gained by off-peak pumping, reduced
overall energy costs compared to previous two-year budgets. These savings, however, are more than
offset by increased replenishment assessment costs by Orange County Water District and imported water
costs by Metropolitan Water District. Due to abundant rainfall and snowpack over the last two years the
District does not expect Met to invoke drought restrictions in the upcoming two year period.
In August 1998, the District's Auditor requested that staff close and capitalize assets for more than 50
water capital projects. This effort resulted in increasing the annual depreciation expense by more than
$450,000 to about $1.6 million per year. Sewer depreciation is about $215,000 per year.
Our water complies with all local, state and federal drinking water standards. Water quality issues,
however, continue to take on greater importance. Both Federal and State regulators are proposing tighter
water quality standards that could affect the District. These regulations will require additional effort and
resulting cost increases, without a proportional improvement in the quality of water. Added testing costs
and construction of new facilities will inevitably lead to higher water costs to consumers.
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New housing starts will continue in the District's service area. At the end of the upcoming two year
period, new customers in the Shell/Toll, Pulte and S&S developments will have an impact on the
District's overall size.
Currently the District is authorized for 53 full time employees. In the upcoming two year period two,
and possibly three, new employees are needed to carry out the District's mission. More than two-thirds
are engaged in field operations and customer service. Over the next two years the need for additional
employees will be driven by improving customer service, special studies and local development. In
addition, ever changing workplace regulations, and the reliance on computers and other technology will
lead to more training for our workforce.
FINANCIAL OVERVIEW OF THE BUDGET:
The Fund Summary chapter of this report includes detailed financial information concerning proposed
expenditures and revenues during the upcoming two year budget period.
VARIABLE OPERATING EXPENDITURES. Variable expenses continue to represent more than
one-half of the total operating costs. These components, however, are sensitive to operating factors
beyond the District's control, such as weather, growth and individual consumption habits. The Budget
was based on supplying 19,660 acre feet per year (AFY) of water in 1999-00 (with 9,500 AFY from
groundwater and 10,160 from imported water) and 2I,510 AFY of water in 2000-01 (with 9,800 AFY
from groundwater and 11,710 from imported water). Raw water for the City golf course is included in
this estimate at 600 and 800 AFY for the next two years. The Basin Replenishment Assessment charged
by the OCWD will rise to $100 per acre foot in fiscal 1999-00, and $111 per acre foot in fiscal 2000-01.
Imported water will continue to cost $431 per acre foot in fiscal 1999-00 and 2000-01, however, Met's
fixed cost components are forecast at $217,700 in 1999-00 and $262,800 in 2000-01. Energy to pump
water throughout the distribution system is forecast at $657,700 and $711,600 in 1999-00 and 2000-01
respectively.
PERSONNEL REQUIREMENTS. Personnel services represent about 28% of the operating budget
which is about $3.2 million and $3.3 million in fiscal years 1999-00 and 2000-01 respectively. The
following is a summary of District staffing for the upcoming two year period:
Current 1999-00 2000-01
Administration 2 3 3
Support Services 4 4 4
Business 13 13 13
Engineering 10 11 11
Operations 24 24 25
Total Full-Time staffing 53 55 56
Staff is recommending an increase of two employees in 1999-00. One employee is a second Senior
Project Manager in Engineering and the other is for special tasks in Administration. It is important to
note that staff is still analyzing the added Administrative and Senior Project Manager positions, and may
fill them with a temporary employees instead of hiring a permanent full time employees. Staff is also
recommending one more employee for Operations in 2000-01 to handle incoming telephone calls and
dispatch crews. These changes increase the staff to 55 full time employees in 1999-00 and 56 full time
employees in 2000-01.
The proposed Budget also reflects salary range adjustments for some key management ranges per the
Becker-Bell study and reorganizes the Engineering Department. In addition, the Budget reflects the four
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year PERS and compensation adjustments approved by the Board on June 3, 1997. It also includes
funding in each of the two fiscal years for the services of a temporary employee. Due to safety
regulations and changes in the Workers Compensation laws, it is recommended that the District not fund
the summer help program.
SUPPLIES AND SERVICES. Supplies and Services are about 14% of the Operating Budget. This
category is made up of about 450 individual lines of budget detail which, in the aggregate, are daily
operating costs required to keep the District in business. This includes: supplies and repair materials to
maintain the distribution system and buildings, purchase gasoline and maintain vehicles, postage to mail
water bills, and expenses for legal, public information, legislative, engineering and accounting
consultants. In addition, this category includes allocations to cover contract services, District liability
and property insurance, utilities, seminars, conferences, subscriptions, Board of Directors expenses,
public information materials, and miscellaneous general costs.
The proposed Budget includes a total of about $1.7 million in fiscal years 1999-00 and 2000-01 for
Supplies and Services. Eight percent of the total Supplies and Services expenditures are allocated to
Sewer operations.
VEHICLE & EQUIPMENT CAPITAL OUTLAY. This outlay includes purchasing vehicles
scheduled for replacement in Plans approved by the Board of Directors in February 1999, and general
equipment with an asset value greater than $1,500. This group of expenditures is funded by accumulated
depreciation set aside specifically for this purpose.
CONTINGENCY. An allocation of $10,000 is recommended for unforeseen contingencies in fiscal
1999-00 and $25,000 in 2000-01.
CAPITAL IMPROVEMENTS AND REPLACEMENTS. A total of 26 Capital Improvement and
Replacement projects, with a total estimated construction cost of about $9.4 million, are scheduled for
the upcoming two year period. Water depreciation and reserves will fund 14 projects valued at $5.4
million; Sewer depreciation and reserves will fund three projects valued at $1.1 million; Improvement
District No. I will fund seventeen projects valued at $2.4 million; and Improvement District No. 2 will
fund eight projects valued at $425,000. The Fund Summary chapter of this Report includes financial
details of the Capital funds while the Capital Improvement chapter details how the money is spent along
with full descriptions of the projects.
REVENUES. It is important to note that the Budget was prepared using the current water rate of $0.98
per one Hundred Cubic Feet (HCF) and sewer rate of $24 per connection per year.
Interest earnings and rental income are forecast to remain consistent with the amount earned in 1998-99.
Property tax revenues are also forecast to remain consistent with the amount received in 1998-99 and
forecasted growth. The California Legislature is considering changes in the Education Reimbursement
Augmentation Fund formula which may increase the amount of property tax revenue to the District.
Since these changes are subject to the legislative process, staff is not counting them in this Budget.
Total revenues from current water rates plus non-operating revenues will not balance operating expenses.
To balance the Water Operating Fund will require reducing expenses, drawing from reserves, increasing
the water rate or some combination of each. Staff will present a preliminary report on the choices for the
Water and Sewer Operating Fund, along with two year rate recommendations, in August 1999.
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DEBT SERVICE REQUIREMENTS. Debt service is used to pay principal and interest payments on
voter approved General Obligation Bonds. These bonds were issued by the District for the benefit of
customers in the Western Service Area, Improvement District No. 1 and Improvement District No. 2.
Debt service is detailed separately in the "Debt Service Fund," and includes payments on Improvement
District No. 1 and Improvement District No. 2 Bonds. The Western Service Area 1959 Waterworks
Bonds, authorized and issued when the Yorba Linda Water District was formed by voters in 1959, were
retired in fiscal 1995-96 and no longer part of the debt service budget.
In fiscal 1999-2000, a total Debt Service Fund budget of about $2.5 million is needed for principal and
interest payments on outstanding voter approved debt. Of this total, about $2.3 million in revenue is
derived from ad-valorem property taxes, levied over and above the normal 1% basic levy. The
remaining amount is derived from debt service reserves on hand at the beginning of the fiscal year and
interest earned on these debt service reserves.
"GANN" CALCULATIONS. In June 1990, voters approved Proposition 111, authored by Mr. Paul
Gann, which amended the California constitution to set limits on the amount of revenue a public agency
can collect from basic I% property tax levy (exclusive of voter approved debt). If an agency's property
tax revenue exceeds the maximum set by law, the excess must be returned to the taxpayers. The
calculations used to determine the maximum property tax are referred to as the "Gann" calculations.
The "Gann" calculation formula is established by the State of California. It adjusts the prior year
maximum by the percent change in population and Consumer Price Index (CPI). Some agencies use
estimates of both the annual growth and CPI to do these calculations for two years at a time. Staff
prefers to use precise data, which is available only once each year, so the "Gann" Resolution is not
included in this Budget, but will be presented for Board approval in August each year.
In fiscal 1998-99 the "Gann" calculation set the District's maximum property tax revenue at about $2.7
million. The actual property tax revenue was only about $632,000 so the District will not have to return
property tax revenues.
IN CLOSING:
It is recommended that the Board of Directors adopt the Budget Resolutions as shown in the Resolution
chapter of this Report.
I am thankful for the advice and support of the Board of Directors in preparing this budget. It has been
through the Board's initiatives that the District has moved forward as an independent special district
serving the public in a thoughtful and caring manner. I also wish to recognize and thank the efforts of
Beverly Meza, Business Manager; Sandi Van Etten and Helen Whitman, Accounting Clerks; former
Engineering Manager Chuck Gray and current Engineering Manager Ken Vecchiarelli; Lee Cory,
Operations Superintendent; Mike Payne, Assistant General Manager; and Roger Lubin, Executive
Assistant to the General Manager, for their patient and hard work on the budget. And I thank the rest of
the staff for their efforts during the past two years and we look forward to the challenges in the upcoming
two year period.
Respectfully Submitted,
William J. Robertson,
General Manager/Secretary
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BUDGET AUTHORITY GUIDELINES
The following budget authority guidelines are implemented for use in the administration of this Budget:
1. Board of Directors approval is required for expenditures from unappropriated fund balances.
Expenditures for such variable cost components as purchased water, energy and replenishment
assessments are exempt from this guideline.
2. Adoption of the annual Budget provides the authority for the staff to proceed with programs,
activities, purchases and capital projects within the limits of the District's cash flow and purchasing
policy resolution.
3. Significant program changes or changes in service levels must be approved by the Board of
Directors.
4. Board of Director's approval is required for transferring funds between department budgets.
5. General Manager approval is required for transferring funds within a department budget.
6. General Manager approval is required for expenditures from contingency funds.
7. Financial records will be posted on a monthly basis and a summary will be presented monthly for
review and approval by the Board of Directors.
8. Bills are presented to the Board of Directors for consideration at each regular meeting.
9. The Budget reflects labor agreements approved by the Board of Directors.
10. Resolutions adopted by the Board of Directors are required for authorizing positions in the service of
the District and setting salary ranges for those authorized positions.
11. The General Manager is authorized to use savings from vacant authorized positions to retain contract
labor to meet District manpower needs.
12. There is an allocation to the Sewer Fund for 8% of selected overhead expenses incurred by the Water
Fund. In addition, 8% of budgeted Salaries and Benefits expenditures are allocated to the Sewer
Operating Fund. Exempted from this allocation are those budgeted Salaries and Benefits
expenditures charged directly to sewer operations.
13. The budget contemplates continuing to provide sewer maintenance service to the City of Yorba
Linda.
14. There will be an allocation of 16% to Construction-in-progress for all Salaries and Benefits
expenditures. Exempted from this allocation are those Salaries and Benefits expenditures charged
directly to Construction-in-progress.
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BUDGET ASSUMPTIONS
The following assumptions were used to prepare the two year Annual Budget:
■ ASSUMPTIONS AFFECTING REVENUES:
1. The water rate increase adopted in October 1995 will remain in effect for the 1999-00 and 2000-01
fiscal years.
2. The current sewer rates will remain in effect for the 1999-00 and 2000-01 fiscal years.
3. The District will serve an average of 22,500 metered accounts in 1999-00 and 22,700 metered
accounts in 2000-01.
4. Customers will consume water at the same per-capita rate as 1998-99.
5. The District will retain it's share of the 1% percent property tax revenue and the State of California
will not return ERAF property tax revenues previously confiscated to balance the State budget.
6. Yield on investments will average 6.0% during each of the next two fiscal years.
7. Interest earned on the Water Capital Improvement-Replacement Fund is allocated to the Water
Operating Fund. Interest earned on the Sewer Capital Fund is allocated to the Sewer Operating
Fund.
8. The existing lawsuit against Merrill Lynch, regarding the Orange County bankruptcy, will not be
settled during this budget period.
9. Interest earned on I.D.-1 and I.D.-2 Capital Improvement Fund investments is allocated back to the
respective Capital Improvement Fund.
10. Interest earned on Debt Service funds is allocated to the respective I.D. Debt Service Fund.
11. The rate charged to the City of Yorba Linda for sewer maintenance will pay the cost of services
provided to the City.
12. The forecast of prior year Water and Sewer Operating Fund actual revenues and expenses are based
on staff projections and are, therefore, subject to change following the annual audit.
13. The California legislature will not adopt proposals to either confiscate debt service ad-valorem
property taxes or an additional share of I% property tax revenues to balance the State budget.
ASSUMPTIONS AFFECTING EXPENDITURES:
1. The District will serve an average of 22,500 metered accounts in 1999-00 and 22,700 metered
accounts in 2000-01.
2. Customers will consume water at the same per-capita rate as Fiscal 1998-99.
3. The District will supply 19,060 acre feet per year (AFY) of water in 1999-00 (with 9,500 AFY from
groundwater and 9,560 from imported water) and 20,700 AFY of water in 2000-01 (with 9,800 AFY
from groundwater and 10,900 from imported water). Raw water for the City golf course is not
included in this estimate.
4. The commodity charge for Met water will remain at $431 per acre foot in 1999-00 and 2000-01,
however, the fixed charges will increase to $218,000 in 1999-00 and $263,000 in 2000-01.
5. The OCWD Basin Replenishment Assessment will increase to $100 per acre foot in 1999-00 and
$111 per acre foot in 2000-01.
6. Energy to pump water will cost $657,700 1999-00 and $711,600 in 2000-01.
7. The District will continue monthly billing.
8. The District will employ a full-time staff in 1999-00 and 2000-01 as identified in this Budget.
9. 92% of fixed supplies and services expenditures are allocated to the Water Operating Fund. The
remaining 8% of fixed supplies and services expenditures are allocated to the Sewer Operating Fund.
10. Health insurance for retirees is included in the Support Services Department benefits costs.
11. The State of California Department of Health Services will charge a fee to monitor the District's
water system. The fee is based on hourly rates established by the State Department of Health
Services.
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12. Expenses for legal and engineering professional services related to a specific capital project is in the
Capital Improvement/Replacement budget, not in any of the department budgets.
13. Personnel expenses are a zero-sum issue, if development slows during the upcoming two year period,
then some salaries and benefits costs will shift away from capital projects and into departmental
programs where they are expensed to water users.
14. The percentage allocation for fringe benefits vary for each Department.
15. The cost for workers compensation insurance is included in the fringe benefit percentage allocated to
each Department, in-lieu of an expense shown in any one Department.
16. A pool of $3,000 is maintained for the Risk Manager to settle small damage claims filed against the
District. Claims will continue to be processed in accordance with Board policy.
17. The District will incur costs to comply with regulations to dispose of used oil and other "toxic"
wastes.
18. The District will incur costs to comply with State and Federal safety regulations, and conduct
required safety training.
19. The cost to comply with all Federal and State Water Quality regulations will continue to increase.
20. The proposed Radon rule will not be implemented in either year of this budget.
21. The District will not have to build an on-site treatment plant to comply with new Surface Water
Treatment rules during either year of this Budget.
22. Several Capital Improvement Projects are contingent on construction initiated by the City of Yorba
Linda. If the City does not proceed, for any reason, then related District projects will not be built.
23. The District will purchase vehicles and equipment, and natural gas engines identified in separate
Plans approved by the Board prior to approval of this Budget.
24. Paving costs are in accordance with the current paving contract.
25. The postal rate will not increase during the period of this Budget.
26. Municipal Water District of Orange County will pass through the fixed charges imposed by
Metropolitan and not levy separate charges over and above those already imposed by Met.
27. The per unit rates charged by the telephone company will increase.
28. There will be an increase in the number of water quality tests and their per unit cost during each year
of this Budget.
29. The District will conduct a majority of it's own weed abatement in-lieu of contracting out.
30. The District will pay an annual fee to AQMD for permits to operate natural gas engines.
31. The per unit cost and volume of chlorine will increase over past years.
32. Leaking plastic service lines will be replaced with new copper service lines.
33. Maintenance on Clayton Valves will be performed by staff in-lieu of an outside contractor.
34. The General Manager's Contingency fund is $10,000 in Fiscal 1999-00 and $25,000 in 2000-01.
35. Energy costs do not include a BTU tax currently under review by the U.S. Government.
36. All office supplies will be centralized in the Business Department.
37. Salaries and Benefits costs are based on labor contracts approved by the Board following the 1997
Meet and Confer process.
38. The District will not contract with the City of Placentia for sewer maintenance.
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BUDGET GLOSSARY
Activity - A measurable objective to be accomplished as part of a department's programs.
AMP Lease - Allen-McColloch Pipeline lease payments made to MWDOC.
Benefits - Expenses related to health care costs and other employee fringe benefits.
Capital Improvement - Expenses related to major system improvement projects, building
improvements, or acquisition of real estate which expand Water or Sewer service.
Capital Replacement - Expenses related to major replacements of existing facilities or systems.
Catastrophic Restoration - A fund reserved for the emergency repair of essential system facilities to
protect the public health, safety, welfare, or property.
Communications Expenses - Includes costs for printing materials, advertising, telephones, postage, and
freight.
Contingency - A reserve fund available to the General Manager which can be used for necessary
expenses not included in the Budget. Expenditures are subject to the latest purchasing authority
Resolution adopted by the Board of Directors.
Contractual Services - Those services provided by outside companies to the District on a contract basis.
Such as alarm service, retained uniforms, paving, etc.
Data Processing - Costs for new computer hardware and upgrades to existing hardware, software and
supplies to operate local desktop printers.
Dues & Memberships - Membership costs for directors and staff in professional organizations,
including dues, and costs of subscriptions to professional and trade associations.
Fringe Benefits - All compensation other than salaries and wages including, but not limited to: worker's
compensation, health, dental, and life insurance, Public Employee's Retirement System, Credit Union,
Education reimbursements and compensation time.
Fuel & Power for Pumping - Costs of natural gas and electricity used for water production.
Groundwater Replenishment - Assessment paid to Orange County Water District. Cost based upon
number of acre-feet of groundwater produced by the District.
Insurance - Coverage by contract whereby an insurer undertakes to assume liability and guarantee the
District against loss.
Maintenance & Materials - Costs of maintaining useful life of structures, improvements and equipment
(except vehicles) and expenses for such items as pump and engine parts, janitor supplies, hardware.
Non-capital Equipment - Hand tools, furniture, and equipment costing less than $1,500.
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Office Expense - Costs of various office supplies. These expenses have been combined and will be
centralized in the Business Department.
Professional Services - Costs for legal, auditing, engineering, and similar professional services
performed under contract.
Program - A major cost center or organizational unit responsible for specific functions.
Purchased Water - All water obtained from Metropolitan Water District of Southern California through
the Municipal Water District of Orange County. Also referred to as imported water.
Purchasing Resolution - The District's adopted policy regarding procurement limits and procedures.
Rate Stabilization Fund - A Fund created to provide a means to smooth out water rate increases to the
customer.
Salaries - All wages paid to employees, including all types of pay.
Salaries and Benefits - The cost for both Salaries and Benefits for employees and Directors.
Supplies and Services - The cost of items needed to support the accomplishment of the activities in a
department's programs.
Training - Costs associated with employee training for District employees, education reimbursements
and one day seminars outside the District office.
Travel & Conferences - Costs related to conference registration, reimbursement for meals, lodging, and
transportation fares.
Uncollectable Accounts - Includes the write-off of unpaid water and sewer charges.
Utilities - Expenses related to gas, trash and electric service other than for pumping.
Vehicle and Equipment Outlay - Purchase of assets, such as vehicles, equipment and furniture, which
cost over $1,500 each and are depreciated over their useful life.
Vehicle Expenses - All vehicle expenses, such as gasoline, parts, maintenance and reimbursement for
use of personal vehicles.
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Fund Summaries
FUND SUMMARIES
AND DETAILS
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10
Fund Summaries
ESTIMATED FUND BALANCES:
Operating Fund
Rate Stabilization Fund
TOTAL Fund Balance
OPERATING FUND
SUMMARY
Water
1999-00 2000-01
$0
$0
0
0
$0
$0
Sewer
1999-00 2000-01
$0 $0
0 0
$0 $0
Water Sales
$9,304,400
$10,062,600
$0
$0
Sewer Charges
0
0
381,900
381,900
City Sewer Maintenance
0
0
63,500
63,500
Property taxes
630,000
632,600
0
0
Misc Water Revenues
55,800
57,100
0
0
Rental Income
28,450
27,000
0
0
Interest
340,000
347,200
110,400
110,400
Other Revenues
28,000
51.660
1,000
1,000
Sub-TOTAL
$10,386,650
$11,181,560
$556,800
$556,800
TRANSFERS:
Labor for Capital projects
$496,950
$519,550
$16,030
$16,760
Veh. & Eouiv. Capital Outlav
424,650
240,500
0
225.000
TOTAL FUNDS AVAILABLE
$11,308,250
$11,941,610
$572,830
$798,560
ESTIMATED EXPENDITURES
Salaries & Benefits
$2,949,610
$3,083,800
$256,490
$268,160
Supplies & Services
1,600,460
1,558,780
139,170
135,550
Variable Operating
6,267,900
7,166,000
0
0
Yorba Linda Sewer Maintenance
0
0
63,500
63,500
General Manager Contingency
9,200
23,000
800
2,000
Election Costs
0
18,400
0
1,600
Veh. & Equip. Depreciation
223,065
235,090
28,230
30,105
Capital Imp. Depreciation
1.596.250
1.636.250
215,300
216.000
TOTAL EXPENDITURES
$12,646,485
$13,721,320
$703,490
$716,915
BALANCE
($1,338.235) ($1,779,710)
($130.660) $81.645
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II
Fund Summaries
WATER OPERATING FUND
R t' VF'V1'1 F, DETAIL
Projected
Proposed
Proposed
~k ater Sales Revenues
1998-99
1999-2000
2000-2001,
Residential
$6,588,358
$6,963,655
$7,536,085
Business
714,599
749,565
811,180
Agriculture
64,089
61,950
67,040
Landscape
1,228,231
1,364,780
1,476,970
Fire Detectors
91,586
83,650
90,525
Construction water - unmetered (jumpers)
10,780
4,800
4,800
Construction water - metered
24,974
26,000
26,000
Outside District metered water
24,848
24,900
25,000
Damage claims and special billines
25,742
25.000
25,000,
Total Water Sales Revenues
$8.773,207
$9,304,400
$10,062,600
Miscellaneous Water Revenues
Backflow Charges
$5,936
$7,800
$8,100
Customer Services Charges
15,285
48,000
49,000,
Total Miscellaneous Charges
$21,221
$55,800
$57,100
1
SEWER OPERATING FUND
REVENUE DETAIL
Sewer Charges and Special Assessments
Direct Charges for Service
Assessments for Locke Ranch
Sub-Total Direct Sewer Charges
Citv of Yorba Linda Sewer Maintenance Revenues
Total Sewer Charges and Special Assessments
Projected
Proposed
Proposed
1998-99
1999-2000
2000-2001
$342,000
$346,500
$346,500
38.115
35.400
35,400 '
$380,115
$381,900
$381,900
$62,830
$63,500
$63.500
$442.945
$445,400
$445,400
12
Fund Summaries
CAPITAL IMPROVEMENT-REPLACEMENT
FUND SUMMARY
Water Sewer ID-1 ID-2
Estimated Capital Improvement Fund
Balance - July 1, 1999 $5,462,175 $2,029,690 $5,475,815 $6,538,630
1999-2001 Estimated Revenues-Transfers:
Development Fees
$247,000
$141,500
$0
$0
Interest
0
0
643,500
766,850
CaoitalImprovement-Transfer
3.232.500
431.300
0
0
Total Funds Available
$8,941,675
$2,602,490
$6,119,315
$7,305,480
1999-2001 Expenditures-Refunds:
Capital Improvement Projects
$2,901,000
$1,115,000
$2,091,000
$286,000
Capital Replacements
2,178,000
1,750
6,500
3,750
Reimbursements
0
0
75,000
0
OCWD Loan (well #10)
55,950
0
0
0
Computer Upgrade
95,700
5,220
46,980
26,100
G.I.S. Program
156,000
21,000
78,000
45,000
Allen-McColloch Pipeline Lease
0
0
132.000
64.000
Total Expenditures-Refunds
$5,386,650
$1,142,970
$2,429,480
$424,850
Unappropriated Capital Improvement Fund
Balance - June 30, 2001
$3.555.025
$1.459.520
$3.689.835
$6.880.630
VEHICLE & EQUIPMENT CAPITAL OUTLAY
FUND SUMMARY
Water Sewer
Estimated Vehicle & Equipment Capital Outlay Fund
Balance - July 1, 1999 $140,895 ($7,180)
1999-2001 Estimated Revenues-Transfers 458.150 58.335
Total Funds Available $599,045 $51,155
1999-2001 Expenditures-Transfers:
Pumping Equipment $87,000 $0
Water Treatment Equipment 0 0
Furniture & Equipment 93,650 0
Computer Software/Hardware 106,000 0
Transportation Equipment 316,000 225,000
Communications Equipment 53,000 0
Power Operated Equipment 0 0
Miscellaneous Equipment 0 0
Other General Plant Equipment 7,500 0
General Plant Improvements 2.000 0
Total Expenditures-Transfers $665,150 $225,000
Unappropriated Vehicle & Equipment Capital Outlay Fund
Balance - June 30, 2001 ($66.105) ($173.885)
13
Fund Summaries
J
1
DEVELOPMENT FEES
REVENUE DETAIL
Water Development Fees
Records and Billing
Inspection Fee
Frontage Charge
Plan Check Fee
Service Fee
Administrative Fee
Western Service Area Fee
Meter Fee
Total Water Development Fees Revenue
Sewer Development Fees
Records and Billing
Inspection Fee
Frontage Charge
Plan Check Fee
Service Fee
Administrative Fee
Meter Fee
Western Service Area Fee
Total Sewer Development Fees Revenue
Projected
1998-99
$8,623
27,321
0
27,099
20,252
8,923
7,008
12,011
$111.237
$2,320
8,016
17,953
4,482
9,732
6,123
0
0
$48.626
14
Proposed
1999-2000
$8,000
31,000
9,500
12,500
19,000
12,000
10,500
14.000
$116.500
$3,000
11,000
24,000
1,500
12,000
5,500
0
10,000
$67,000
Proposed
2000-2001
$9,000
34,500
10,500
14,000
22,000
13,500
11,500
15,500
$130.500
$3,500
12,000
26,500
2,000
13,500
6,000
0
11.000
$74,500
Fund Summaries
SUPPLIES AND SERVICES
EXPENDITURE SUMMARY
Adopted Projected Proposed Proposed
Suaalies and Services 1998-99 1998-99 1999-00 2000-01
AMP Lease $20,500 $26,900 $27,000 $27,000
Communications 196,030 133,385 249,370 226,530
Contract Services 284,997 292,925 365,560 376,305
Data Processing 27,170 14,745 76,820 68,200
Dues and Memberships 18,950 19,410 21,455 22,850
Fuel and Power - Pumping 1,035,800 556,000 657,500 711,600
Groundwater Replenishment 955,500 975,500 950,000 1,087,800
Insurance 118,275 88,125 88,210 88,875
Maintenance & Materials 281,830 276,840 296,120 282,270
Non-Capital Equipment 25,225 23,215 67,215 33,965
Office Expense 80,735 43,775 68,465 76,515
Professional Services 161,780 112,075 171,000 168,010
Purchased Water 4,657,100 4,535,000 4,660,400 5,366,600
Training 23,300 8,330 54,010 55,665
Travel and Conferences 32,130 16,665 34,010 40,845
Uncollectable Accounts 23,000 25,675 30,500 32,500
Utilities 40,300 37,950 36,700 38,300
Vehicle Exr)enses 128.070 135.925 153.195 156.495
Supplies & Services Total $1.462.292 $1,255.940 $1.739,630 $1.694.325
VARIABLE OPERATING
EXPENDITURE SUMMARY
Budget
Projected
Proposed
Proposed
Imnorted Water
1998-99
1998-99
1999-00
2000-01
Metropolitan Water District
$4,303,200
$4,201,100
$4,317,700
$4,969,300
MWD Fixed Charges
229,600
211,800
217,700
262,800
MWDOC
124.300
122,100
125.500
134.500
Sub-Total
$4,657,100
$4,535,000
$4,660,400
$5,366,600
Local Water
Orange County Water District
$955,500
$975,500
$950,000
$1,087,800
Energv to oumo water
1.258.400
556,120
657.700
711.760
Sub-Total
$2,213,900
$1,531,620
$1,607,700
$1,799,560
Total Variable Operating
$6.648.520
$6.066.620
$6,268,060
$7.166.160
15
Fund Summaries
SUMMARY OF
OPERATING EXPENDITURES
(Including Vehicle & Equipment Outlay)
BY DEPARTMENT AND PROGRAM
Departments and Programs
Administration/Board of Directors
Board of Directors
Management Services
Contingency
Election 2000
TOTAL
Support Services
Management Service
Risk Management
Personnel
Public Information
Information Management
TOTAL
Business
Business Administration
Customer Service
Accounting
TOTAL
Engineering
Administration and Planning
Records
Construction
Water Oualitv
TOTAL
Operations
Production
Water Operations and Maintenance
Sewer Operations and Maintenance
Operations Administration
Mechanical Services
TOTAL
Adopted
1998-99
$63,482
286,738
25,000
35.000
$410.220
$78,952
178,654
105,507
153,625
107,372
$624,110
$107,304
657,962
238.669
$1.003,935
$151,713
114,642
250,913
136.315
$653,584
$7,387,020
1,142,783
338,543
142,751
121.444
$9.132.541
Projected
1998-99
$73,215
274,690
15,000
14.900
$377.805
$98,313
146,084
95,244
71,103
75.281
$486.025
$106,445
549,877
227.611
$883,933
$125,884
95,124
208,195
113,107
$542.310
$7,395,424
1,143,735
339,189
142,624
121,597
$9,142.569
Proposed
1999-00
$79,345
350,325
10,000
0
$439.670
$106,128
160,600
115,864
184,649
187.685
$754.925
$127,688
684,934
248.168
$1.060.790
$174,103
159,306
260,596
122.495
$716.500
$6,910,929
1,198,511
181,138
226,185
159,632
$8.676.395
Proposed
2000-01
$83,705
400,395
25,000
20.000
$529.100
$104,601
151,336
122,494
158,541
182.328
$719.300
$117,360
666,754
250.966
$1,035.080
$176,874
163,865
261,082
123.179
$725.000
$7,727,035
1,143,260
520,085
167,385
156,540
$9,714.305
16
Debt Service
DEBT SERVICE FUND SUMMARIES
Improvement District No. I General Obligation Bonds
Improvement District No. 2 General Obligation Bonds
1
17
Debt Service
DEBT SERVICE FUND SUMMARIES
The Debt Service Fund is used to pay principal and interest payments on voter approved General
Obligation Bonds. These bonds were issued by the District for the benefit of customers in the Western
Service Area, Improvement District No. 1 and Improvement District No. 2. The Debt Service Fund is
sub-divided into two sections: Improvement District No. 1 Bonds, and Improvement District No. 2
Bonds. The 1959 Waterworks Bonds, authorized and issued when the Yorba Linda Water District was
formed by voters in 1959, were retired in fiscal 1995-96 and no longer part of the Debt Service budget.
Since voters approved issuance of "General Obligation" bonds, there are several options to collect the
debt service requirements. These options include 1) Ad-Valorem property taxes (over and above the
basic 1% property tax levy), 2) general revenues into the District which could include water rate
revenues, fees, etc., 3) revenues from the basic I% property tax levy, or 4) some combination of each.
The Board has elected, and bond holders have relied upon, that the District will collect debt service via
Ad-Valorem property taxes over and above the basic 1% property tax levy imposed on property in the
area receiving benefit from facilities financed by the bonds.
In fiscal 1999-2000, a total Debt Service Fund budget of $2,540,543 is needed for principal and interest
payments on outstanding voter approved debt. Of this total, $2,313,138 in revenue will be derived from
ad-valorem property taxes, levied over and above the normal 1% basic levy. The remaining $227,405 is
derived from debt service reserves on hand at the beginning of the fiscal year and interest earned on these
debt service reserves.
Ad-valorem property tax rates differ for Improvement District No. I and Improvement District No. 2
according to each area's debt service requirement prorated across the current assessed value within the
specific area of benefit. The actual property tax rates are computed by the Orange County Auditor-
Controller in October each year.
On the following pages are summaries of the Debt Service expenditure and revenue requirements for
Improvement District No. 1 and No. 2 General Obligation Bonds.
Debt service requirements, and supporting Resolutions, for fiscal 1998-99 will be presented for action by
the Board of Directors in June 2000.
18
Debt Service
DEBT SERVICE SUMMARY
FISCAL YEAR 1999-2000
IMPROVEMENT DISTRICT NO. I
1. DIRECT EXPENDITURES:
A. November-99
Refunding Bonds Interest
$59,755
B. May-2000
Refunding Bonds Principal
$590,000
Refunding Bonds Interest
59,755
C. Paving Agent Processing Fees
1.443
DIRECT EXPENDITURES DURING 1999-2000
$710,953
II. RESERVE ACCUMULATION:
A. Reserves for November 2000
B. Refunding Bonds Interest 48.840
RESERVES FINANCED DURING 1999-2000 $48,840
TOTAL 1999-2000 FUNDING REQUIREMENT $759.793
IV. REVENUE REQUIREMENT:
A. Reserves on hand as of July 1, 1999 $59,755
B. Interest Earnings on Debt Service Reserve 2,988
C. I.D. No. 1 Ad Valorem Tax Lew 697.050
TOTAL 1999-2000 REVENUE REQUIREMENT $759.793
19
Debt Service
DEBT SERVICE SUMMARY
FISCAL YEAR 1999-2000
IMPROVEMENT DISTRICT NO. 2
1. DIRECT EXPENDITURES:
A. November-1999
Refunding Bonds Interest $158,025
B. May-2000
Refunding Bonds Principal 1,325,000
Refunding Bonds Interest 158,025
C. Pavins Asent Processing Fees 4,200
DIRECT EXPENDITURES DURING 1999-2000 $1,645,250
II. RESERVE ACCUMULATION:
C. Refunding Bonds Interest 135,500
RESERVES FINANCED DURING 1999-2000 $135,500
TOTAL 1999-2000 FUNDING REQUIREMENT $1.780.750
IV. REVENUE REQUIREMENT:
A. Reserves on hand as of July 1, 1999 $158,025
B. Interest Earnings on Debt Service Reserve 6,637
C. I.D. No. 2 Ad Valorem Tax Lew 1.616.088,
TOTAL 1999-2000 REVENUE REQUIREMENT $1.780.750
20
Administration
ADMINISTRATION
DEPARTMENT BUDGET
21
Administration
DEPARTMENTAL BUDGET FOR THE
ADMINISTRATION DEPARTMENT
The Administration Department is responsible for the overall day-to-day management of the District.
This involves the continual planning, control, direction and evaluation of the District's programs and
resources. The Department researches and prepares recommendations for consideration by the Board of
Directors on issues facing the District. Vested in this Department is the primary responsibility for
assuring that Board policies, resolutions and ordinances are properly administered.
In addition, the Administration Department budget includes funding for fees, professional services, and
travel and conferences for the Board of Directors.
ADMINISTRATION DEPARTMENT PROGRAM RESPONSIBILITIES
BOARD OF DIRECTORS. The Board of Director's work related to governing the District,
establishing policy through approval of the Budget, Five Year Plan, Resolutions and Ordinances, and
participating in community affairs, intergovernmental relations and selected water organizational
activities are funded by this program. In addition, activities related to Board direction to legal counsel is
provided in this program.
MANAGEMENT SERVICES. The Department provides administrative services support to each of the
departments. Other Department activities include interagency coordination and consultation with
Department Managers regarding various operational, and planning issues. Additionally, the
Administration Department is responsible for facilitating the work of the District's General Counsel.
22
Administration
ADMINISTRATION
Adopted
Projected
Proposed
Proposed
BUDGET SUMMARY
1998-99
1998-99
1999-00
2000-01
Personnel Services
$214,810
$210,535
$275,415
$278,935
Supplies and Services
135,410
137,370
141,255
155,165
Capital Outlay
0
0
13,000
50,000
Contingency
25,000
15,000
10,000
25,000
Election
35,000
14,900
0
20,000
TOTAL
$410.220
$377,805
$439.670
$529.100
ADMINISTRATION
Adopted
Projected
Proposed
Proposed
PERSONNEL SUMMARY
1998-99
1998-99
1999-00
2000-01
Staff positions
2
2
3
3
Board of Directors
5
5
5
5
ADMINISTRATION
Adopted
Projected
Proposed
Proposed
PROGRAM SUMMARY
1998-99
1998-99
1999-00
2000-01
Board of Directors
$63,482
$73,215
$79,345
$83,705
Management Services
286,738
274,690
350,325
400,395
Contingency
25,000
15,000
10,000
25,000
Election 2000
35,000
14.900
0
20.000
TOTAL
$410.220
$377.805
$439.670
$529.100
23
Administration
ADMINISTRATION DEPARTMENT
PROGRAM ACTIVITIES PLANNED FOR THIS BUDGET PERIOD
BOARD OF DIRECTORS PROGRAM:
• Conduct District business at 48 regular Board meetings in the next two years.
• Study and review specific policy issues facing the District through the Board's five standing
committees during the year.
• Assist in the administration of the Employee's Deferred Compensation Plan.
• Provide Board representation to the Association of California Water Agencies (ACWA), Association
of California Water Agencies/Joint Powers Insurance Authority (ACWA/JPIA), California Special
Districts Association (CSDA),Colorado River Water Users Association (CRWUA), Special Districts
Worker's Compensation Authority (SDWCA) and Water Advisory Committee of Orange County
(WACO).
• Attend Intergovernmental meetings of Metropolitan Water District of Southern California, Municipal
Water District of Orange County, Orange County Water District, Yorba Linda City Council,
Placentia City Council, Yorba Linda City Planning Commission and the Orange County Sanitation
District.
• File Conflict of Interest forms by April, 2000 and April, 2001.
• Conduct a Board of Directors goals and strategic plan workshops in February 2000 and 2001.
• Provide direction to legal counsel on specific policy issues during the budget period.
• Monitor and seek to influence Metropolitan Water District, Municipal Water District of Orange
County and Orange County Water District policies that affect water service and/or rates.
• Monitor and provide direction on issues regarding the Orange County Bankruptcy litigation.
• Monitor and provide direction on the legislative positions.
MANAGEMENT SERVICES PROGRAM:
• Coordinate, prepare, print and distribute 48 Board of Director agenda packages, and Board
Committee agenda's on an as needed basis.
• Facilitate Board goals and strategic plan workshops in February 2000 and 2001
• Coordinate, prepare and print final Five Year Plan by May, 2001.
• Coordinate, prepare and print Budget by June 2001.
• Prepare recommendations on Sewer Assessment charge, Water Availability Stand-by charge, and
Water and Sewer development fees by August 1999.
• Prepare preliminary study of two year water rate recommendations by August 1999 and final report
by December 1999. Study shall include review of such water rate structures that encourage
conservation as differential rates.
• Conduct weekly key management staff meetings.
• Implement and administer the adopted Records Management activity.
• Monitor and report on the Orange County Bankruptcy matter.
• Monitor and report on consolidation and privatization issues.
• Monitor and report on legislative activities.
• Coordinate the Technology, Innovation and Productivity Committee.
• Coordinate involvement in community organizations and activities.
• Coordinate feasibility study regarding a level pay plan, and with a variety of different pay options
including remote pay stations, and status report on credit card usage.
• Undertake analysis of Best Management Practices and present recommendations to the Board of
Directors.
• Investigate feasibility of self-funding and/or government grants for such conservation programs as
moisture testers on residential and commercial landscaping.
24
Administration
•
Analyze District services to identify areas were costs can be reduced without reducing the current
high level of customer service.
•
Update hydro-generation feasibility study, and expand it to include other alternate energy sources
such as solar and fuel cells, and investigate grant programs offered by Federal and State agencies.
•
Investigate alternate fuel vehicles, trucks and equipment, and grant programs to mitigate acquisition
cost.
•
Initiate annexation to Orange County Water District.
•
Investigate "surplus" land at the OC-51 connection.
•
Prepare report on security of District facilities.
•
Initiate District history project.
•
Facilitate transferring City owned sewer system to District.
•
Complete proposal to City of Placentia for various levels of sewer maintenance services.
•
Investigate doing sewer maintenance work for the City of Brea.
•
Complete facility signage program.
•
Evaluate purchasing bottled water in large quantities for distribution during emergencies.
•
Monitor Regional Water Quality Control Board hearings concerning tighter enforcement of the dairy
industry in San Bernardino County.
•
Insure that quarterly status reports are presented to the Board of Directors.
•
Investigate non-monetary benefits for employees.
•
Investigate methods to reduce the time it takes to fix leaks.
•
Insure greater participation in City of Placentia activities.
•
Monitor, and if necessary attend monthly LAFCO meetings.
•
Investigate feasibility for the District to self-administer a "sports field" at the Elk Mountain
•
Reservoir site.
Monitor and report on methods to reduce the District rolling average monthly usage of import water.
•
Prepare water rate report and recommendation concerning the City of Yorba Linda's golf course.
•
Complete agreement with the City of Yorba Linda for water to the golf course.
•
Monitor and report on the Cal-Fed process.
•
Prepare inter-connection agreement with the Southern California Water Company.
•
Monitor the feasibility of acquiring our own imported water supply.
•
Complete Board of Directors handbook.
•
Write history of Board practices.
•
Facilitate "State-of-the-District" activity in March 2000 and 2001.
25
Administration
ADMINISTRATIONBOD Adopted Projected Proposed Proposed
BUDGET SUMMARY 1998-99 1998-99 1999-00 2000-01
Personnel Services:
Salaries $137,190 $138,890 $196,595 $199,835
Salaries - BOD 33,000 40,040 33,000 33,000
Benefits 29,258 16,890 29,920 30,100
Benefits - BOD 15,362 14.715 15,900 16.000
Personnel Services Total $214,810 $210,535 $275,415 $278,935
Supplies and Services:
AMP Lease $0 $0 $0 $0
Communications 200 580 1,300 1,600
Contract Services 20,255 17,660 8,110 11,110
Data Processing 0 400 400
Dues and Memberships 13,130 14,200 15,110 16,410
Dues and Memberships - BOD 120 120 160 160
Fuel and Power - Pumping 0 0 0 0
Groundwater Replenishment 0 0 0 0
Insurance 0 0 0 0
Insurance - BOD 1,125 1,125 1,125 1,125
Maintenance & Materials 3,325 11,215 4,940 5,140
Non-Capital Equipment 0 0 0 0
Office Expense 1,500 965 1,000 1,500
Professional Services 53,000 52,485 65,000 68,000
Professional Services - BOD 15,000 18,340 15,000 15,000
Purchased Water 0 0 0 0
Training 700 340 500 500
Travel and Conferences 5,275 4,035 5,700 7,050
Travel and Conferences - BOD 17,980 9,730 14,160 18,420
Uncollectable Accounts 0 0 0 0
Utilities 0 0 0 0
Vehicle Expenses 3,800 6,575 8,750 8,750,
Supplies and Services Total $135,410 $137,370 $141,255 $155,165
Contingency 25,000 15,000 10,000 25,000
November 2000 Election 35,000 14,900 0 20,000
Vehicle & Equipment Outlav Total 0 0 13,000 50.000,
Department Totals $410.220 $377.805 $439.670 $529.100
Authorized Recommended Recommended
PERSONNEL DETAIL 1998-99 1999-00 2000-01
General Manager 1 1 I
Administrative Assistant 0 1 1
Secretarv to General Manager 1 1 1
Sub-total 2 3 3
26
Administration
ADMINISTRATION DEPARTMENT
VEHICLE & EQUIPMENT OUTLAY DETAIL
Fiscal Year 1999-00:
1. Complete Board room renovation.
Estimated Outlay: $13,000
Outlay Description: Acquire table for Board room that can accommodate multiple configurations.
Fiscal Year 2000-01:
1. Records Management imaging system.
Estimated Outlay: $50,000
Outlay Description: Hardware and software to implement an imaging system for the District's
records management activity.
1
27
Sumort Services
SUPPORT SERVICES
DEPARTMENT BUDGET
1
28
Support Services
DEPARTMENTAL BUDGET FOR THE
SUPPORT SERVICES DEPARTMENT
The Support Services Department provides a variety of specialized services to other departments, the
District at large, and the Board of Directors. All activities required for the effective management of
human resources and labor relations are a part of this program, along with all activities designed to
manage and reduce the likelihood of work-related injuries through training and safety programs. All
public information activities are managed in this department. Providing access to information through an
integrated data base, across local-and wide-area networks are included in this program, along with
management of the District's telephone, facsimile, voice and electronic mail systems. The department
also provides research into policy and operational issues at the request of the General Manager.
SUPPORT SERVICES DEPARTMENT PROGRAM RESPONSIBILITIES
MANAGEMENT SERVICES. Provides professional level management and administrative analysis on
issues of concern to the District, conducts a variety of long term planning activities, including
preparation of the District's annual 5 year plan, and coordinates a variety of intergovernmental issues and
activities.
RISK MANAGEMENT. Administers the District's insurance, safety and risk management programs
including Workers Compensation, accident, and general liability claims, and ensuring compliance with
federal and state laws regarding occupational health and safety.
PUBLIC INFORMATION. Responsible for the organization and implementation of external and
internal communications activities. This includes maintaining relations with the public and news media,
coordinating community activities, preparing and disseminating District publications, coordinating water
conservation activities, and organizing and conducting tours of District facilities for students, youth
groups, and the general public.
PERSONNEL. Administers the District's personnel rules and regulations and relations with employees.
The department also coordinates employee training and all labor relations activities. Other functions
include recruiting new employees, processing employee evaluations, maintaining personnel files,
training the staff, production of a monthly employee newsletter, and facilitating employee events.
INFORMATION MANAGEMENT. Administers the District's integrated data bases to provide
management, planning, billing, accounting, operational, and engineering information to District
employees. This program also manages the District's local and wide area computer, networks,
telephone, facsimile, voice and electronic mail systems, and ensures that employees are trained in
appropriate software applications. New applications and developments are monitored for applicability to
the District as part of this program.
29
Sumort Services
SUPPORT SERVICES
Adopted
Projected
Proposed
Proposed
BUDGET SUMMARY
1998-99
1998-99
1999-00
2000-01
Personnel Services
$335,368
$288,585
$341,080
$347,000
Supplies and Services
288,742
169,420
379,845
354,300
CaoitalOutlav
0
0
34,000
18.000
TOTAL
$624,110
$458,005
$754,925
$719,300
Adopted
Projected
Proposed
Proposed
PERSONNEL SUMMARY 1998-99
1998-99
1999-00
2000-01
Positions 4
4
4
4
Adopted
Projected
Proposed
Proposed
PROGRAM SUMMARY
1998-99
1998-99
1999-00
2000-01
Management Service
$78,952
$98,313
$106,128
$104,601
Risk Management
178,654
146,084
160,600
151,336
Personnel
105,507
95,244
115,864
122,494
Public Information
153,625
71,103
184,649
158,541
Information Management
107,372
75,281
187,685
182.328
TOTAL
$624.110
$486.025
$754,925
$719,300
I
30
SuDnort Services
SUPPORT SERVICES DEPARTMENT
PROGRAM ACTIVITIES PLANNED FOR THIS BUDGET PERIOD
MANAGEMENT SERVICES PROGRAM:
• Prepare agenda reports for Board of Directors meetings as needed.
• Act as recording secretary at Board of Directors meetings.
• Coordinate, prepare, and print Five Year Plan by May 2001.
• Coordinate, prepare, and print department budget by June 2001.
• Provide quarterly reports to the Board of Directors about District activities.
• Coordinate consulting services to implement recommendations concerning the District's data
processing needs.
• Conduct departmental staff meetings on a weekly basis.
• Conduct discussions with the City of Yorba Linda regarding the use of District facilities for
recreational activities.
• Conduct discussions with the City of Placentia regarding maintenance of their sewer system.
• Continue involvement in community organizations.
• Continue involvement in outside committees of other agencies.
• Update the District's Public Information Plan by April of 2000 and 2001.
• Participate on Orange County Water District's Groundwater Producers Committee, and Technical
Advisory Committee.
RISK MANAGEMENT PROGRAM:
• Process and monitor liability claims filed against the District.
• Process and monitor claims and invoices filed against others.
• Process and monitor workers' compensation claims.
• Update Injury and Illness Prevention program, Emergency Preparedness Manual, and Risk
Management Policy and Procedures Manual, as needed.
• Conduct training classes on Standardized Emergency Management Systems by October 1999 and
October 2000.
• Conduct annual emergency preparedness exercise by May 2000 and 2001.
• Coordinate quarterly safety inspections and correct identified hazards.
• Review general liability insurance, property insurance, and workers' compensation insurance
requirements during the year.
• Conduct quarterly Safety Committee meetings throughout the fiscal year.
• Coordinate the Safety Committee's review of on "the" job injuries and accidents on an as needed
basis.
• Update emergency preparedness supplies for District headquarters and Richfield plant.
• Conduct an inventory assessment of District supplies and equipment.
• Participate on AWWA's Emergency Planning Committee, and Orange County's Standardized
Emergency Management Systems (SEMS) Operational Committee.
PERSONNEL PROGRAM:
• Revise and implement changes the District's Personnel Rules as necessary.
• Administer personnel rules and regulations.
• Update benefits as necessary throughout the fiscal year.
• Coordinate, prepare, print, and distribute bimonthly employee newsletters during the upcoming two
year period.
• Coordinate training activities throughout the budget period.
• Coordinate District recognition dinner and other employee events during the upcoming two year
period.
• Prepare and conduct annual employee survey by February 2000 and 2001.
• Conduct routine recruitment and testing to hire new employees.
I
31
Support Services
• Coordinate employee sponsored recreational events.
• Administer evaluation process for current employees.
• Study and make recommendation on early retirement incentive program.
• Study and make recommendations on incentives to reduce sick leave usage and workers
compensation claims.
• Administer U.S. Department of Transportation drug testing regulations.
• Participate on ACWA's Salary Survey Subcommittee, and on the Orange County Water
Association's Human Resources Committee.
PUBLIC INFORMATION PROGRAM:
• Coordinate, prepare, print, and distribute "Waterlines" newsletters throughout the upcoming two
fiscal years.
• Coordinate with public information consultant.
• Conduct District facilities tours throughout the fiscal year.
• Coordinate "Water Awareness Month" activities during May 2000, and May 2001.
• Coordinate District participation with MWDOC in local school water education activities.
• Coordinate, prepare, print, and distribute an annual report by May 2000, and 2001.
• Coordinate, prepare, print, and distribute water quality report by April 2000, and 2001.
• Coordinate District's participation in a variety of community events including but not limited to
Yorba Linda's Fiesta Days and Placentia's Heritage Days parades, Yorba Linda Main Street Arts and
Crafts Fair, and Emergency Preparedness Fair.
• Maintain monthly use of local CATV public access channel during the budget period and investigate
feasibility of showing water related video tapes on the channel.
• Coordinate District tours and speakers bureau for youth, school, and community groups during the
fiscal year.
• Coordinate all print and electronic media relations.
INFORMATION MANAGEMENT PROGRAM:
• Maintain personal computers by installing software updates and running diagnostic utilities.
• Coordinate implementation of web site.
• Conduct training on personal computers.
• Administer vendor and reseller service agreements.
• Order computer supplies for district computers and printers.
• Troubleshoot hardware and software problems on personal computers.
• Maintain an inventory of all necessary computer supplies and technical support manuals.
• Administer Internet connection with service provider.
• Develop new template forms and reports.
• Provide users with support for software or operating system on personal computers, including
installation and setup of new personal computers.
• Maintain and troubleshoot network printers.
• Install software upgrades.
• Study and research new technology that would benefit the District.
• Administer district network servers, including voice mail servers.
• Setup users for network, e-mail, voice mail, and servers.
• Setup user environments and access restriction on servers.
• Implement District information sharing strategy on network performance.
• Coordinate network backups.
• Install hardware and software updates or upgrades.
• Troubleshoot network problems.
32
SUPPORT SERVICES
BUDGET DETAIL
Personnel Services:
Salaries
Benefits
Personnel Services Total
Supplies and Services:
AMP Lease
Communications
Contract Services
Data Processing
Dues and Memberships
Fuel and Power - Pumping
Groundwater Replenishment
Insurance
Maintenance & Materials
Non-Capital Equipment
Office Expense
Professional Services
Purchased Water
Training
Travel and Conferences
Uncollectable Accounts
Utilities
Vehicle Exnenses
Supplies and Services Total
Capital Outlav Total
Department Totals
Sumorl Services
Adopted
Projected
Proposed
Proposed
1998-99
1998-99
1999-00
2000-01
$243,340
$226,570
$252,360
$257,350
92,028
$61015
88.720
89.650
$335,368
$288,585
$341,080
$347,000
$0
$0
$0
$0
43,780
15,910
98,460
68,960
9,852
15,185
26,975
26,975
26,470
14,135
54,420
56,800
1,510
1,400
1,980
1,565
0
0
0
0
0
0
0
0
117,150
87,000
87,085
87,750
3,250
13,895
14,900
14,100
3,500
3,580
6,600
2,000
1,000
165
0
0
63,880
14,935
45,000
52,000
0
0
0
0
9,050
1,865
31,850
30,975
3,450
1,200
7,200
7,500
0
0
0
0
0
0
0
0
5.850
150
5.375
5.675
$288,742
$169,420
$379,845
$354,300
$0
$0
$34.000
$18.000
$624.110
$458.005
$754.925
$719.300
PERSONNEL DETAIL
Assistant General Manager
Executive Asst. to GMIPersonnel Officer
Asst. Administrator/Public Information Officer
Network Svstems Administrator
Total
Authorized Recommended
1998-99 1999-00
1 1
1 l
1 1
1 1
4 4
Recommended
2000-01
1
1
1
1
4
1
33
Support Services
SUPPORT SERVICES DEPARTMENT
VEHICLE & EQUIPMENT OUTLAY DETAIL
Fiscal Year 1999-00:
1. Remodeling of Computer Room.
Estimated Outlay: $12,000
Outlay Description: Once the old business computer, burster, and other related equipment is
removed from the computer room, the Network Systems Administrator will occupy that room as
his office. Estimated capital expenditures include funds to purchase a desk and filing cabinets as
part of the remodeling.
2. Data Projector.
Estimated Outlay: $8,000
Outlay Description: Acquire a projector enabling staff to create and display computer generated
presentations from a portable computer.
3. Upgrade in-house computer cables.
Estimated Outlay: $14,000
Outlay Description: Upgrade computer cables at the Plumosa Drive headquarters building to
transfer data between inter-connected computers at 10 times faster rates.
Fiscal Year 2000-01:
1. Purchase central server computers.
Estimated Outlay: $18,000
Outlay Description: The existing Hewlett-Packard central server computers are nearly six years
old and are ready for replacement in fiscal year 2000-01.
34
Business
BUSINESS
DEPARTMENT BUDGET
35
Business
DEPARTMENTAL BUDGET FOR THE
BUSINESS DEPARTMENT
The Business Department is responsible for the management and accounting of the District's financial
resources as well as providing effective customer services.
BUSINESS DEPARTMENT PROGRAM RESPONSIBILITIES
BUSINESS ADMINISTRATION. The administration of the Department includes the day to day
supervision of personnel, facilitating of the budget, managing the deferred compensation plan,
overseeing the District's mini-computer operations, managing the cash flow and investing idle funds.
CUSTOMER SERVICE. This activity will establish new service accounts, administer reading of all of
the District's meters, and process the billing, collection and customer inquiries for all of the District's
accounts.
ACCOUNTING. The Department tracks and records all the financial transactions of the District. In
addition, payroll, financial statements, construction in progress and payables are all processed by the
Department.
I
I
36
Business
BUSINESS
Adopted
Projected
Proposed
Proposed
BUDGET SUMMARY
1998-99
1998-99
1999-00
2000-01
Personnel Services
$619,230
$566,402
$606,610
$631,555
Supplies and Services
384,705
317,531
388,730
403,525
Vehicle & Equipment Outlav
0
0
65,450
0
TOTAL
$1.003,935
$883,933
$1,060,790
$1,035,080
Budgeted Projected Proposed Proposed
PERSONNEL SUMMARY 1998-99 1998-99 1999-00 2000-01
Positions 13 13 13 13
BUSINESS
Budgeted
Projected
Proposed
Proposed
PROGRAM SUMMARY
1998-99
1998-99
1999-2000
2000-01
Business Administration
$107,304
$106,445
$127,688
$117,360
Customer Service
657,962
549,877
684,934
666,754
Accountine
238.669
227,611
248.168
250,966
TOTAL
$1.003.935
$883.933
$1.060.790
$1.035.080
1
f
37
Business
BUSINESS DEPARTMENT
PROGRAM ACTIVITIES PLANNED FOR THIS BUDGET PERIOD
BUSINESS ADMINISTRATION:
• Assist in the preparation of the five-year plan by June 30, 1999 and Budget Report by June 30, 1999.
• Coordinate the 1998-99 and 1999-2000 annual audits for presentation to the Board of Directors by
October 1999 and October 2000, respectively.
• Solicit proposal for new auditors by April 30, 2001.
• Assist with the monthly administration of the deferred compensation plan for District employees.
• Coordinate the installation and conversion of the data for General Ledger and Accounts Payable for
computer updates.
• Conduct biweekly departmental meetings.
• Present Investment Policy to Board of Directors for annual review.
• Invest the District's idle funds in safe, liquid and high yielding accounts pursuant to the Board's
investment policy.
• Administer the District's financial requirements for the payment of Improvement District No. 1 and
No. 2 General Obligation Bonds so they are not delinquent.
• Administer the District's financial requirements for the payment of approximately 24 check registers
and 26 payrolls each year.
• Prepare required county, state and federal reports on a timely schedule:
Replenishment Assessment ........................................July 31, 1999 and 2000
- County Budget ............................................................July 31, 1999 and 2000
- Payroll Reports ..........................................................July 31, 1999 and 2000
- Statement of Financial Condition September 30, 1999 and 2000
- Ad Valorem Property Tax ..........................................September 30, 1999 and 2000
- Payroll Reports ...........................................................October 31, 1999 and 2000
- Replenishment Assessment ........................................January 31, 2000 and 2001
- Payroll Reports ...........................................................January 31, 2000 and 2001
- Form W-2's to employees ..........................................January 31, 2000 and 2001
Payroll Reports ...........................................................April 30, 2000 and 2001
• Administer compliance with the arbitrage regulations for the District's bond issues.
• Coordinate and investigate ways to improve accounting and billing procedures.
• Prepare monthly financial statements and investment portfolio reports.
• Coordinate and assist with the accounting conversion installation.
CUSTOMER SERVICE PROGRAM:
• Administer monthly billing program.
• Sign on new customers for service and administer approximately 2,700 changes in existing services
each year.
• Respond to approximately 10,000 customer inquiries each year, research accounts and update files.
• Deliver notices of termination to approximately 85 customers weekly.
• Contact approximately 400 customers by telephone that are subject to termination during the year.
• Disconnect approximately 200 services due to nonpayment within the year.
• Process approximately 200 returned checks during the fiscal year.
• Perform receptionist duties for the water district.
• Process customer payments and deposit money on a daily basis.
• Process approximately 2,500 collection accounts each year.
• Continue analyzing customer accounts.
• Purchase billing supplies, arrange for any billing equipment needing repairs.
• Process billing format changes as needed. Audit bills for accuracy after changes are made.
• Administer Ag. Discount program.
• Research alternative payment plan options such as level pay plan and automated clearing house.
38
Business
ACCOUNTING PROGRAM:
• Account for the daily receipts and disbursements of the District.
• Maintain inventory in approximately 400 categories and perform a physical inventory count on June
30, 1999 and June 30, 2000.
• Maintain daily cash flow balance.
• Purchase all office supplies, computer and billing supplies, arrange for returns of any office
equipment needing repairs.
• Issue approximately 1,200 purchase orders each year.
• Prepare billing of approximately 60 customers per month for construction meters, jumpers, damages
and outside services.
• Process accounts payable for approximately 800 vendors and prepare 24 billboards each year.
• Post and balance eight subsidiary ledgers monthly.
• Post and balance Fixed Assets ledger monthly.
• Process payroll for District employees on a biweekly basis.
• Prepare monthly material and equipment recap.
• Prepare and post journal entries each month.
• Monthly reconcile two bank accounts.
• Research, balance and close approximately 2 construction jobs each month.
• Prepare the Agricultural Credit Report monthly.
• Prepare monthly financial statements.
• Train accounting employees to use word processing on the personal computer.
• Process refunds for accounts receivable and job closings.
• Monthly reconcile balance sheet items to general ledger.
• Bill and collect insurance premiums for COBRA and retirees.
• Complete approximately 25 vendor credit applications per year.
• Assist with annual audit.
• Assist the installation and conversion of General Ledger and Accounts Payable.
39
Business
BUSINESS Adopted Projected Proposed Proposed
BUDGET SUMMARY 1998-99 1998-99 1999-00 2000-01
Personnel Services:
Salaries $504,296 $468,025 $498,788 $515,869
Benefits 114,934 98.380 107,822 115,686,
Salaries and Benefits Total $619,230 $566,405 $606,610 $631,555
Supplies and Services:
AMP Lease $0 $0 $0 $0
Communications 128,200 92,575 115,510 120,510
Contract Services 80,125 92,670 78,725 84,775
Data Processing 480 11,200 4,100
Dues and Memberships 1,080 930 880 890
Fuel and Power - Pumping 0 0 0 0
Groundwater Replenishment 0 0 0 0
Insurance 0 0 0 0
Maintenance & Materials 7,755 8,660 10,180 10,780
Non-Capital Equipment 6,650 5,665 17,090 14,525
Office Expense 77,600 42,010 65,275 72,725
Professional Services 20,900 19,995 21,700 21,900
Purchased Water 0 0 0 0
Training 2,900 905 2,500 2,550
Travel and Conferences 2,025 160 1,900 1,900
Uncollectable Accounts 23,000 25,675 30,500 32,500
Utilities 15,300 12,950 14,200 15,300
Vehicle Expenses 19,170 14.870 19.070 21,070,
Supplies and Services Total $384,705 $317,545 $388,730 $403,525
Capital Outlav Total 0 0 65,450 0,
Department Totals $1.003.935 $883.950 $1.060.790 $1,035.080
Authorized Recommended Recommended
PERSONNEL DETAIL 1998-99 1999-00 2000-01
Business Manager 1 1 1
Customer Service Supervisor 1 1 1
Lead Meter Reader SH 1 1 1
Accounting Assistant I/H 3 3 3
Customer Service Representative I/11 3 3 3
Customer Service Representative III 1 1 1
Meter Reader 1/1I 3 3 3.
Total 13 13 13
40
Business
BUSINESS DEPARTMENT
VEHICLE & EQUIPMENT OUTLAY DETAIL
Fiscal Year 1999-2000:
1. Air Conditioning
Estimated Capital Outlay: $10,000
Outlay Description: Purchase one new air conditioner for downstairs and repair and replace parts for
the upstairs air conditioners.
2. Overhead lights/remodel
Estimated Capital Outlay: $7,450
Outlay Description: Purchase and installation of additional lighting that matches existing fluorescent
down lights for Customer Service and Accounting areas. Purchase of additional storage units,
shelves and to reconfigure accounting area.
3. Plexiglas for Front Office.
Estimated Capital Outlay: $40,000
Outlay Description: Enclose the customer service area in Plexiglas to ensure greater safety.
4. Hand Held Meter Read Device
Estimated Capital Outlay: $8,000
Purchase a meter reading device that will allow us to read manual or radio meter sets. There are two
new developments that will be set with radio read meters and this device will automate those reads.
This device will also double as a spare if we encounter any technical difficulties.
Fiscal Year 2000-2001:
None
1
41
Eneineerine
ENGINEERING
DEPARTMENTAL BUDGET
1
r
42
Eneineering
DEPARTMENTAL BUDGET FOR THE
ENGINEERING DEPARTMENT
The Engineering Department is responsible for preparing and maintaining engineering records, planning
for and managing subdivision construction related work, capital improvements and replacement projects,
inspecting system improvements, managing the water quality testing program, and administering the
procurement of capital projects.
ENGINEERING DEPARTMENT PROGRAM RESPONSIBILITIES
ENGINEERING ADMINISTRATION PROGRAM. Overall departmental administration and general
planning for capital projects, subdivision work, water quality and technical records are the focus of this
program.
ENGINEERING RECORDS PROGRAM. This program provides funding to maintain files on
facilities, subdivision construction projects; accomplish as-built documentation; and respond to
Underground Service Alert requests.
CONSTRUCTION PROGRAM. The construction program provides for the Department's activities
associated with the project management, design, plan check, inspection and testing of all District capital
projects, and developer related subdivision construction projects.
WATER QUALITY PROGRAM. All water quality testing required by local, State and Federal
regulations are funded by this program. In addition, this program includes funding for the inspection and
monitoring of all backflow devices and fire detector check assemblies to ensure that they are designed
and functioning properly.
43
Eneineerine
ENGINEERING
Adopted
Projected
Proposed
Proposed
BUDGET SUMMARY
1998-99
1998-99
1999-00
2000-01
Personnel Services
$554,634
$464,470
$595,200
$616,900
Supplies and Services
90,950
70,840
114,300
99,100
Vehicle and Equipment Outlay
8,000
7,000
7,000
9,000
Contineencv
0
0
0
0
TOTAL
$653,584
$542,310
$716,500
$725,000
Budgeted
Projected
Proposed
Proposed
PERSONNEL SUMMARY 1998-99
1998-99
1999-00
2000-01
Positions 10
10
11
11
Budgeted
PROGRAM SUMMARY 1998-99
Administration and Planning $151,713
Records 114,642
Construction 250,913
Water Oualitv 136.315
TOTAL $653.584
Projected
1998-99
$125,884
95,124
208,195
113.107
$542.310
Proposed Proposed
1999-00 2000-01
$174,103 $176,874
159,306 163,865
260,596 261,082
122.495 123.179
$716.500 $725.000
r
44
Eneineerine
ENGINEERING DEPARTMENT
PROGRAM ACTIVITIES PLANNED FOR THIS BUDGET PERIOD
ENGINEERING ADMINISTRATION AND PLANNING PROGRAM:
• Update the District's Water and Sewer Rules and Regulations by August of each year.
• Assist in the preparation of the District's Five Year Plan by May 2001.
• Assist in the preparation of the District's Budget by June 2001.
• Improve staff skill level in the areas of water and sewer design, safety practices and cross connection
principals by June of each year.
• Plan transmission and distribution facilities for subdivision construction activities on approximately
twelve projects each year.
• Facilitate completion of projects identified in Capital Improvement and Replacement budget.
• Conduct weekly staff meetings with Department employees.
• Review plans, and set terms and conditions for approximately fifteen projects each year.
• Administer Pre-Annexation agreements throughout each year.
• Assist in the planning required for annexations to the District throughout each year.
• Administer strategic planning and implementation plan for the District's Geographic Information
Systems project.
RECORDS PROGRAM:
• Maintain computerized databases to track equipment, fire hydrants, fire detector check assemblies
and backflow devices throughout each year.
• Establish files for approximately fifteen new subdivision construction water projects each year.
• Establish files for approximately five new sewer construction projects each year.
• Measure and record as-built information for approximately 20 projects onto the water and sewer plat
maps throughout each year.
• Maintain and review Underground Service Alert files and locate facilities in the field on an average
of approximately 30 requests per week.
• Provide information about District facilities, procedures and water quality to the District's customers
and other governmental agencies throughout each year.
• Facilitate digital conversion of the District's water and sewer atlas maps for back up storage and
retrieval.
• Explore automated mapping programs and applications integrated with the proposed GIS project.
CONSTRUCTION PROGRAM
• Design and construct the Richfield Plant Renovation, Phase II including maintenance and operations
offices and other facilities, with the start of construction by September 1999.
• Design and construct a 36-inch groundwater transmission pipeline from the Richfield Plant to the
Highland Reservoir with start of construction by November 1999.
• Design and construct Well No. 11 well head modifications to automate the operation of the well with
start of construction by August 1999.
• Design and construct Well No. 9 pump replacement with start of construction by April 2000.
• Design and construct Fairmont Booster Station engine replacements with the start of design by
August 1999.
• Design and construct the Plumosa Drive transmission water pipeline from the Highland Reservoir to
the Bastanchury Reservoir with start of design by July 2000.
• Construct on-site sodium hypochlorite disinfection systems at Well Nos. 11, 15, and at the Highland
Booster Station with completion by November 1999.
• Design and construct water service and fire hydrant relocation's in conjunction with City Street
Improvement Projects.
• Design and construct water and sewer pipeline improvements and replacements in conjunction with
the Imperial Highway Widening Project throughout each year.
45
Eneineerine
• Design and construct an engine replacement at the Bastanchury Booster Station with start of design
by October 1999.
• Design and construct the replacement of the 18-inch cast iron water pipeline in Imperial Highway
from Eureka Street to Bastanchury Road with the start of design by March 2000.
• Administer reimbursement agreements for construction of production, storage, transmission
facilities, and trunk sewer projects by June of each year.
• Monitor the design and construction of developer dedicated water production, storage, and
transmission facilities throughout each year.
• Monitor the design and construction of developer dedicated off-site sewer facilities throughout each
year.
• Design and construct new sewer lift station in the Yorba Linda lake bed with start of construction by
February 2000.
• Design and construct the replacement of the 10-inch sewer main in Kellogg Drive between
Orangethorpe Avenue and Imperial Highway with start of design by May 2000.
• Design and construct a sewer diversion main along the south side of Imperial Highway from Citrus
to Valley View with start of design by July 2000.
• Administer Sewer Charges to the County of Orange for the Locke Ranch service area by August of
each year.
• Secure and process current job closing documents for 15 jobs throughout each year.
• Conduct pre-job conferences with developers and contractors prior to construction for 15 jobs during
each year.
• Inspect, test and approve materials used for 15 sewer and water jobs during each year.
• Design radio telemetry communication options by May 2000.
WATER QUALITY PROGRAM:
• Monitor, analyze, document and file well samples on the District's ten wells by May of each year.
• Monitor, analyze, document and file a minimum of 35 bacteriological water samples taken
throughout the distribution system each week.
• Monitor, analyze, document and file approximately eight special samples on a quarterly basis for
Trihalomethanes.
• Monitor, analyze, document and file 9 weekly samples for physical water quality parameters in the
distribution system.
• Monitor, analyze, document and file reports for approximately 180 fire detector double check
assemblies throughout each year.
• Monitor the inspection of new backflow device installations. Document and file reports on
approximately 1000 existing devices throughout each fiscal year. Conduct on-site inspection of
water users with potentially hazardous backflow contamination potential.
• Prepare Annual Water Quality Report by April of each year.
• Review and monitor all federal and state regulations that have or will become effective within both
budget years.
• Monitor, analyze, document and file well waste water discharge test results to the Regional Water
Quality Control Board throughout each year.
46
Eneineerine
ENGINEERING
Adopted
Projected
Proposed
Proposed
BUDGET DETAIL
1998-99
1998-99
1999-00
2000-01
Personnel Services:
Salaries
$453,072
$413,370
$491,625
$511,480
Benefits
101,562
51,100
101,340
105,420
Personnel Services Total
$554,634
$464,470
$592,965
$616,900
Supplies and Services:
AMP Lease $0 $0 $0 $0
Communications 1,220 5,500 5,500
Contract Services 50,700 45,410 47,750 47,550
Data Processing 700 0 1,200 800
Dues and Memberships 1,650 1,760 1,850 2,050
Fuel and Power - Pumping 0 0 0 0
Groundwater Replenishment 0 0 0 0
Insurance 0 0 0 0
Maintenance & Materials 6,900 3,070 11,200 6,900
Non-Capital Equipment 2,500 1,970 5,650 1,900
Office Expense 0 0 0 0
Professional Services 3,500 820 13,800 3,000
Purchased Water 0 0 0 0
Training 6,200 1,220 8,350 11,600
Travel and Conferences 1,300 40 1,300 1,550
Uncollectable Accounts 0 0 0 0
Utilities 0 0 0 0
Vehicle Expenses 16,750 15.330 17,700 18,250
Supplies and Services Total $90,950 $70,840 $114,300 $99,100
Vehicle & Eauipment Outlav 8.000 7.000 7,000 9.000
Department Totals $653.584 $542,310 $716.500 $725.000
Authorized
Recommended
Recommended
PERSONNEL DETAIL
1998-99
1999-00
2000-01
Engineering Manager
1
1
1
Senior Project Manager
0
2
2
Project Manager
1
2
2
Senior Engineering Technician
1
0
0
Water Quality Technician
1
0
0
Engineering Technician I/II
5
5
5
Construction Inspector
0
0
0
Tvnist/Clerk II
1
1
1
Total
10
11
11
47
Eneineerinq
ENGINEERING DEPARTMENT
VEHICLE & EQUIPMENT OUTLAY DETAIL
Fiscal Year 1999-00:
1. Hydraulic Modeling Software:
Estimated Equipment Outlay: $7,000
Outlay Description: Investigate and purchase software to perform hydraulic modeling and network
analysis functions on the District's water and sewer systems. The software should include extended
period simulations, water quality modeling and trace analysis capabilities. This software will assist
the District in master planning and integrating new facilities, prioritizing replacement projects,
investigating and confirming fire flows, preparing for shutdowns and emergency response planning.
Fiscal Year 2000-01:
1. Large Format Copier/Scanner:
Estimated Equipment Outlay: $9,000
Outlay Description: Purchase a large plan copier to replace the existing copier, which is becoming
expensive to maintain and will have served its useful life span. The replacement copier may be a
combination copier/scanner for electronic scanning of large plans with the capability of downloading
the digital image into the District's client server computer network. This tool will assist the District
in integrating project plans and associated data with the proposed electronic imaging and geographic
information systems.
1
48
Operations
OPERATIONS
DEPARTMENTAL BUDGET
1
49
Operations
DEPARTMENTAL BUDGET FOR THE
OPERATIONS DEPARTMENT
The Operations Department is delegated the responsibilities of maintaining domestic water storage and
distribution; sewer collection systems; operation of wells and related water production equipment; fleet
and equipment maintenance; and inventory/supply control.
OPERATIONS DEPARTMENT PROGRAM RESPONSIBILITIES
WATER PRODUCTION. The Department is responsible for the operation of the District's wells which
includes chlorine treatment, booster pump stations and imported water supplies to meet customer water
demands on a daily basis. Activities include maintenance of the telemetry system and related control
devices as well as monitoring the under-drain systems of reservoirs.
WATER OPERATIONS AND MAINTENANCE. The maintenance and repair of all water distribution
facilities are undertaken by the Department. This program also includes ongoing programs such as the
fire hydrant maintenance and valve turning programs.
SEWER OPERATIONS AND MAINTENANCE. The Department is responsible for the maintenance
and cleaning of all sewer collection facilities, owned by the District and by the City of Yorba Linda.
OPERATIONS ADMINISTRATION. Activities of the Operations Administration include the day-to-
day supervision and administration of maintenance, production and inventory work. The department's
safety and risk management program are undertaken in this program.
MECHANICAL SERVICES. The Department carries out the maintenance on the District's fleet of
vehicles, heavy equipment, natural gas fired booster engines and small equipment.
50
Operations
OPERATIONS
Adopted
Projected
Proposed
Proposed
BUDGET SUMMARY
1998-99
1998-99
1999-00
2000-01
Personnel Services
$1,503,656
$1,380,505
$1,387,795
$1,477,570
Variable Operating Cost
6,648,400
6,066,500
6,267,900
7,166,000
Supplies and Services
562,485
560,765
715,500
682,235
CanitalOutlav
418,000
425,800
305,200
388,500
TOTAL
$9,132,541
$8,433,570
$8,676,395
$9,714,305
Budgeted Projected Proposed Proposed
PERSONNEL SUMMARY 1998-99 1998-99 1999-00 2000-01
Positions 24 24 24 25
Budgeted
Projected
Proposed
Proposed
PROGRAM SUMMARY
1998-99
1998-99
1999-00
2000-01
P Production
$7,387,020
$7,395,424
$6,910,929
$7,727,035
Water Operations and Maintenance
1,142,783
1,143,735
1,198,511
1,143,260
Sewer Operations and Maintenance
338,543
339,189
181,138
520,085
Operations Administration
142,751
142,624
226,185
167,385
Mechanical Services
121,444
121,597
159,632
156.540
TOTAL
$9,132,541
$9,142.569
$8,676,395
$9,714,305
51
Operations
OPERATIONS DEPARTMENT
PROGRAM ACTIVITIES PLANNED FOR THIS BUDGET PERIOD
WATER PRODUCTION PROGRAM:
• Local groundwater will provide approximately 53% of the total supply used by customers.
• Imported water will provide the remaining 47% of water used by customers.
• Conduct combined daily and weekly on-site plant inspections of production facilities.
• Complete weed abatement program at reservoir sites.
• Assist in the annual upgrade of the computer telemetry system.
WATER OPERATION AND MAINTENANCE PROGRAM:
• Install new water meters as required by new development.
• Respond to approximately 740 meter repair work orders each year.
• Respond to approximately 530 leak repair work orders each year.
• Respond to approximately 65 customer complaints per month.
• Continue valve maintenance program.
• Service approximately 50 pressure reducing valves each year.
• Respond to approximately 495 after-hours water related call outs each year.
• Repair or replace fire hydrants on a as needed basis.
• Inspect and service fire hydrants for correct operation.
• Respond to approximately 25 contractor emergency problems each year.
• Assist Engineering in pipeline shut-downs for construction jobs.
• Repair water line settlements as required during the upcoming two year period.
• Assist Engineering in Water Quality Program activities.
SEWER OPERATION AND MAINTENANCE PROGRAM:
• Check existing single-lift sewer station once per week.
• Clean approximately 16,000 linear feet of sewer line per week.
• Respond to approximately 12 sewer complaints per month.
• Respond to approximately six contractor emergency problems each year.
• Clean City of Yorba Linda sewer system and sewer lift station per contract.
OPERATIONS ADMINISTRATION:
• Conduct bi-weekly safety meetings.
• Conduct monthly building and yard safety inspections.
• Assist in implementing Phase III of the Richfield Plant Master Plan.
• Administer the Operations Department budget.
• Administer the sale of surplus equipment.
• Administer mandated personnel training during the fiscal year.
• Administer the "44/36" work week.
MECHANICAL SERVICES:
• Conduct routine service on the District's rolling stock and major equipment.
• Conduct routine service on the District's 11 stationary natural gas engines.
• Conduct routine service on the District's small equipment.
• Assist in the replacement of Gas Engines on wells as required.
• Assist in the purchase of budgeted vehicles and equipment.
52
Operations
OPERATIONS Adopted Projected Proposed Proposed
BUDGET DETAIL 1998-99 1998-99 1999-00 2000-01
Personnel Services:
Salaries $1,192,028 $1,120,505 $1,121,495 $1,185,820
Benefits 311,628 260,000 $266,300 291.750
Personnel Services Total $1,503,656 $1,380,505 $1,387,795 $1,477,570
Supplies and Services:
AMP Lease $20,500 $26,900 $27,000 $27,000
Communications 23,100 23,100 28,600 29,960
Contract Services 124,065 122,000 204,000 205,895
Data Processing 0 130 9,600 6,100
Dues and Memberships 1,460 1,000 1,475 1,775
Fuel and Power - Pumping 1,035,800 556,000 657,500 711,600
Groundwater Replenishment 955,500 975,500 950,000 1,087,800
Insurance 0 0 0 0
Maintenance & Materials 260,600 240,000 254,900 245,350
Non-Capital Equipment 12,575 12,000 37,875 15,540
Office Expense 635 635 2,190 2,290
Professional Services 5,500 5,500 10,500 8,110
Purchased Water 4,657,100 4,535,000 4,660,400 5,366,600
Training 4,450 4,000 10,810 10,040
Travel and Conferences 2,100 1,500 3,750 4,425
Uncollectable Accounts 0 0 0 0
Utilities 25,000 25,000 22,500 23,000
Vehicle Expenses 82,500 99,000 102.300 102,750
Supplies and Services Total $7,210,885 $6,627,265 $6,983,400 $7,848,235
Capital Outlav Total 418,000 425.800 305.200 388.500
Department Totals $9,132.541 $8,433,570 $8.676.395 $9.714.305
Authorized Recommended Recommended
PERSONNEL DETAIL 1998-99 1999-00 2000-01
Operations Superintendent 1 1 1
Maintenance Foreman 1 1 1
Chief Plant Operator 1 1 1
Maintenance 1,11,111 11 11 11
Maintenance Leadworker 4 4 4
Mechanic I,II 1 1 1
Plant Operater 1,11 2 2 2
Plant Operator III I 1 1
Senior Mechanic 1 1 1
Storekeeper 1 1 1
Clerk-tvpist 0 0 1
Total 24 24 25
53
Onerations
OPERATIONS DEPARTMENT
VEHICLE AND EQUIPMENT OUTLAY DETAIL
1999-00 budget:
1. Purchase vehicles identified in the approved Vehicle and Equipment Replacement Plan:
• Dump Truck
Estimated Capital outlay: $50,000
Outlay Description: Purchase one (5 cubic yard) Dump Truck.
• Sedan
Estimated Capital outlay: $40,000
Outlay Description: Purchase one sedan for Administration.
• 1-Ton Truck with Crane and Service Body
Estimated Capital outlay: $42,000
Outlay description: Purchase a 1-ton cab & chassis with service body and crane.
• 4X4 with Service Body
Estimated Capital outlay: $31,000
Outlay description: Purchase a 4X4 truck with service body.
• 1/2-Ton Pickup Trucks with covered tool boxes
Estimated Capital outlay: $42,000
Outlay description: Purchase two 1/2 -ton pickup trucks with covered tool boxes identified in the
approved Vehicle and Equipment Replacement Program
2. Bastanchury Pump Station Engine Replacement
Estimated Capital outlay: $65,000
Outlay Description: Purchase and install one replacement gas engine for Bastanchury pump station
as noted in the Natural Gas Engine Overhaul and Replacement Program.
3. Generator Set for Emergency Trailer
Estimated Capital outlay: $6,000
Outlay Description: Purchase one portable 6.5 kw generator to support the District's emergency field
trailer, thus enhancing its ability to independently operate during emergency conditions.
4. Warehouse Storage Facilities
Estimated Capital Outlay: $2,000
Outlay Description: Purchase additional storage racks and shelves for the new warehouse.
5. Oil Reservoirs on Richfield Engines
Estimated Capital outlay: $4,000
Outlay Description: Purchase and add supplementary oil reservoirs to subject engines thus increasing
oil life and interval between oil changes.
6. Uninterruptible Power Supply (UPS) Replacement for Elk Mountain Pump Station
Estimated Capital outlay: $3,000
Outlay Description: Replace the existing worn-out UPS at Elk Mountain with a new unit.
7. Motor Wiring Replacement at Highland Booster Station
Estimated Capital outlay: $25,000
Outlay Description: Replacement of old cloth insulated wiring between the motor control center and
the motor. Poor insulation is starting to cause problems.
54
Operations
8. Facilities Ice Machine
Estimated Capital outlay: $3,200
Outlay Description. Purchase of facilities ice machine to provide ice for field crews.
9. Telemetry Upgrades & Replacements
Estimated Capital outlay: $25,000
Outlay Description: Replace and upgrade obsolete telemetry components at a variety of locations.
2000-01 Budget
1. Purchase vehicles identified in the approved Vehicle and Equipment Replacement Plan:
• Backhoe
Estimated Capital Outlay: $58,000
Outlay Description: Purchase a replacement backhoe.
• %-Ton Pickup Truck with covered tool boxes
Estimated Capital Outlay $23,000
Outlay description: Purchase a 3/4-ton pickup truck with covered tool boxes.
• '/:-Ton Pickup Trucks /covered Tool Boxes
Estimated Capital Outlay $42,000
Outlay description: Purchase Two '/2 -ton pickup trucks with toolboxes.
• Sewer Jet Vactor Truck
Estimated Capital Outlay: $225,000
Outlay description: Purchase one Vactor-type sewer maintenance truck.
2. Stationary Power Tools for New Shop
Estimated Capital outlay: $7,500
Outlay Description: Purchase of equipment to set up new maintenance shop; table saw drill press and
other assorted equipment.
3. Meter Replacement at Timber Ridge Booster Station
Estimated Capital outlay: $4,000
Outlay Description: Purchase of replacement meter, the existing unit is worn beyond repair.
4. Install Level Gage on Bastanchury Tank
Estimated Capital outlay: $4,000
Outlay Description: Install a level gage on the second tank and Bastanchury so staff can visually
monitor both tanks independently.
5. Telemetry Upgrades and Replacements
Estimated Capital outlay: $25,000
Outlay Description: Replace obsolete telemetry components.
C
55
Capita! Proiects
CAPITAL IMPROVEMENT
AND REPLACEMENT BUDGET
FISCAL YEARS 1999-00 and 2000-01
56
Capital Proiects
CAPITAL IMPROVEMENT AND REPLACEMENT
PROJECTS MATRIX
Proiect Description: Water Sewer I.D.-I I.D.-2 Total
1. Richfield Transmission Main $1,434,000 $728,000 $2,162,000
2. Well l l Mod/Disinfection 247,000 126,000 373,000
3. Well 15 Disinfection 156,000 79,000 235,000
4. Highland Disinfection 208,000 105,000 313,000
5. Imperial Hwy. Widening 815,000 815,000
6. Service Relocations 90,000 90,000
7. Bastanchury Booster Station 100,000 100,000
8. Richfield Plant Renovation 765,000 390,000 225,000 1,380,000
9. Pipeline, Imperial Hwy. 945,000 945,000
10. Well No. 9 Modifications 92,000 46,000 138,000
11. Plumosa Transmission Main 214,000 108,000 322,000
12. Kellogg Drive Sewer 505,000 505,000
13. Lakebed Lift. Sta. Rehab. 460,000 460,000
14. Citrus Sewer Diversion 150,000 150,000
15. Fairmont Booster 250,000 250,000
16. Zone 4 Trans. Main-Shell 68,000 32,000 100,000
17. Zone 4 Trans. Main-Pulte 61,000 29,000 90,000
18. Zone 3 Trans. Main-Pulte 90,000 90,000
19. Radio Telemetry Units 10,000 10,000
20. Lakeview/Bast Booster 30,000 30,000
21. Zone 4 Trans. Main Reimbursement 75,000 75,000
22. OCWD Loan (Well No. 10) 55,950 55,950
23. District Computer 95,700 5,220 46,980 26,100 174,000
24. District GIS Program 156,000 21,000 78,000 45,000 300,000
25. AMP Lease 132,000 64,000 196,000
26. Plumosa Office Roof Repair 13.000 1.750 6.500 3.750 25.000
Total Capital Expenditure $5.386.650 $1.142.970 $2.429.480 $424.850 $9.383.950
57
CaDital Proiects
DESCRIPTION OF CAPITAL IMPROVEMENT
AND CAPITAL REPLACEMENT PROJECTS
1. Richfield Transmission Main
Total Estimated Capital Cost: $2,350,000
Total Estimated Cost for Western Service Area: $1,434,000
Total Estimated Cost for Shell: $188,000
Total Estimated Cost for I.D.-1: $728,000
Project Description: This project consists of constructing approximately 9,000 feet of 36-inch transmission main from
the Richfield Plant to the Highland Reservoir. This new transmission main will replace the existing 26-inch
transmission main that was constructed in the 1920's and will allow the District to meet proposed water quality
regulations for contact time. The pipeline has been sized to accommodate future demands of the Shell Development
Project. The pipeline cost is split between the Water Operating Fund, Shell Development, and Improvement District No.
1 based on a pro rata basis of water use within the Western Service Area (61%), Shell (8%), and I.D.-1 (31%).
Improvement District No. 2 is not included, as it does not receive ground water from the Western Service Area.
2. Well No. 11 Modifications
Total Estimated Capital Cost: $405,000
Total Estimated Cost for Western Service Area: $247,000
Total Estimated Cost for Shell: $32,000
Total Estimated Cost for I.D.-1: $126,000
Project Description: This project consists of installing an on-site sodium hypochlorite disinfection system to mitigate
hazards associated with the use of chlorine gas. In addition, existing and proposed water quality issues, as well as
standard well operating procedures, require wells to be discharged to waste after they have been worked on or shut down
for a period of time. This project will also install discharge to waste piping, automated control valves, telemetry and
instrumentation to allow the District to remotely operate this well and to integrate its operation into the District's existing
SCADA system. The well improvement cost is split between the Water Operating Fund, Shell Development, and
Improvement District No. 1 based on a pro rata basis of water use within the Western Service Area (61%), Shell (8%),
and I.D.-1 (31%). Improvement District No. 2 is not included, as it does not receive ground water from the Western
Service Area.
3. Well No. 15 Modifications
Total Estimated Capital Cost: $255,000
Total Estimated Cost for Western Service Area: $156,000
Total Estimated Cost for Shell: $20,000
Total Estimated Cost for I.D.-1: $79,000
Project Description: This project consists of installing an on-site sodium hypochlorite disinfection system to mitigate
hazards associated with the use of chlorine gas. The well improvement cost is split between the Water Operating Fund,
Shell Development, and Improvement District No. 1 based on a pro rata basis of water use within the Western Service
Area (61%), Shell (8%), and I.D.-1 (31%). Improvement District No. 2 is not included, as it does not receive ground
water from the Western Service Area.
4. Highland Booster Station Modifications
Total Estimated Capital Cost: $340,000
Total Estimated Cost for Western Service Area: $208,000
Total Estimated Cost for Shell: $27,000
Total Estimated Cost for I.D.-1: $105,000
Project Description: This project consists of installing an on-site sodium hypochlorite disinfection system to mitigate
hazards associated with the use of chlorine gas. The booster station improvement cost is split between the Water
Operating Fund, Shell Development, and Improvement District No. I based on a pro rata basis of water use within the
Western Service Area (61%), Shell (8%), and I.D.-1 (31%). Improvement District No. 2 is not included, as it does not
receive ground water from the Western Service Area.
5. Imperial Highway Street Widening - Capital Improvement and Capital Replacements
Capital Improvements Total Estimated Cost: $360,000
The following Capital Improvement Projects will be constructed concurrent with the Imperial Highway Widening
Project:
58
Capital Projects
Pipeline - Imperial Hiehwav and Garden Place
Estimated Capital Cost: $70,000
Project Description: This project consists of 280 feet of 8-inch diameter water pipe which will connect Garden Place to
an existing six-inch diameter water pipe in the Village Shopping Center. The new water main will provide a backup
water source to Garden Place.
Pipeline Crossing of Imperial Hiehwav at the Yorba Linda Countrv Club
Estimated Capital Cost: $190,000
Project Description: This project consists of installing approximately 260 feet of 10-inch diameter water main under
Imperial Highway from the Yorba Linda Country Club property. Installation of pressure reducing valves within the
existing valve vault located in Sunwood Lane will be required. This pipeline will provide a secondary supply to the
lower portion of Pressure Zone 2. Because Imperial Highway is a State Highway, the pipeline must be installed in a
casing and jacked under Imperial Highway.
Pipeline - Imperial Hiehwav, west of Casa Loma Avenue
Estimated Capital Cost: $100,000
Project Description: This project consists of 500 feet of 8-inch diameter water pipeline and includes cutting and plugging
two abandoned pipelines that cross Imperial Highway west of the project. At the present time, the existing lots that front
Imperial Highway west of Casa Loma Avenue are served by a 4-inch diameter unlined water pipe. This pipeline is
located in the back yards of several lots, and is difficult to access for service. The replacement pipeline will be
constructed adjacent to Imperial Highway on the north side and will improve access as well as water supply in the
general area.
Capital Replacements Total Estimated Cost: $455,000
The following Capital Improvement Projects will be constructed concurrent with the Imperial Highway Widening
Project.
Pipeline - Imperial Hiehwav east of Rose Drive
Estimated Capital Cost: $100,000
Project Description: This project replaces 500 feet of 8-inch diameter water pipe on the south side of Imperial Highway
that is presently located in back yards. The new pipeline location will allow easier access. The project includes the
relocation of one fire hydrant and will be constructed concurrent with the Imperial Highway Widening Project.
Imperial Hiehwav Crossing - Flora Drive to Los Altos Lane
Estimated Capital Cost: $185,000
Project Description: This project will install 220 feet of 16-inch diameter welded steel pipeline from Flora Drive jacked
in a steel casing under Imperial Highway. This pipeline will extend an additional 270 feet north through the City's horse
trail on the east side of Imperial Highway to an existing 10-inch pipeline in Los Altos Drive. This project will be
constructed concurrent with the Imperial Highway Widening Project.
Imperial Hiehwav Crossing at Ohio Street
Estimated Capital Cost: $170,000
Project Description: This project consists of replacing 300 feet of 8-inch diameter water pipe that was constructed in
1923, with a 12-inch pipeline installed in a 24-inch casing and jacked under Imperial Highway. The proposed pipeline
will further enhance fire flows and water movement in the southeastern portion of Pressure Zone 2. This project will be
constructed concurrent with the Imperial Highway Widening Project.
6. Service Relocations
Total Estimated Capital Cost: $165,000 ($90,000 budgeted for 1999-00 and 2000-01)
Project Description: This project consists of relocating water services and fire hydrants in response to City of Yorba
Linda street widening projects. The capital costs identified are for Imperial Highway from Rose Drive to the south city
limits and for Ohio Street from Short Street to Scenic View.
59
Capital Projects
7. Bastanchury Booster Station
Total Estimated Capital Cost: $100,000
Project Description: This project consists of replacing the natural gas engine at the Bastanchury Booster Station. The
existing engine has served its useful life as maintenance requirements have increased and repair parts have become
difficult to secure.
8. Richfield Plant Renovation Phase 11
Total Estimated Capital Cost: $1,500,000
Total Estimated Cost for Western Service Area: $765,000
Total Estimated Cost for Shell Development: $120,000
Total Estimated Cost for I.D.-I: $390,000
Total Estimated Cost for I.D.-2: $225,000
Project Description: This project consists of two task subgroups as follows:
• Construction of new buildings and modifications to existing buildings including Operations Department offices and
crews quarters, covered parking structures, and various other maintenance facilities. The estimated cost for this task
subgroup is $1,400,000.
• Widening of Richfield Road, at an estimated cost of $100.
The Richfield Plant Renovation Phase II, is split between the Water Operating Fund, Shell Development, Improvement
District No. 1, and Improvement District No. 2 based on a pro rata basis of total connections within the Western Service
Area (51%), Shell (8%), ID No. 1 (26%), and ID No. 2 (15%).
9. Pipeline, Imperial Highway from Bastanchury Road to Eureka Avenue
Total Estimated Capital Cost: $945,000
Project Description: This project will replace approximately 4,000 feet of 18-inch diameter cast iron and steel pipe in
Imperial Highway between Bastanchury Road and Eureka Avenue that was installed in the 1930's. Because of the
existing pipe's age and past maintenance problems, it is a maintenance liability. This pipeline replacement will be
coordinated with the City of Yorba Linda's Imperial Highway Widening Project.
10. Well No. 9 Modifications
Total Estimated Capital Cost: $150,000
Total Estimated Cost for Western Service Area: $92,000
Total Estimated Cost for Shell: $12.000
Total Estimated Cost for I.D.-1: $46,000
Project Description: This project consists of installing a new water lubricated pump and new pump controls. The new
water lubricated pump will improve water quality. The well improvement cost is split between the Water Operating
Fund, Shell Development, and Improvement District No. 1 based on a pro rata basis of water use within the Western
Service area (61%), Shell (8%), and I.D.-1 (31%). Improvement District No. 2 is not included as it does not receive
ground water from the Western Service Area.
11. Plumosa Transmission Main
Total Estimated Capital Cost: $1,750,000 ($214,000 budgeted for 1999-00 & 2000-01)
Total Estimated Cost for Western Service Area: $1,068,000
Total Estimated Cost for Shell: $140,000
Total Estimated Cost for I.D.-1: $542,000
Project Description: This project consists of constructing approximately 10,000 feet of 24-inch transmission water pipe
from the Highland Reservoir to the Bastanchury Reservoir. The new transmission main will replace the existing 20-inch
diameter water pipe that was installed in the early 1920's, and lies partially in commercial developments and residential
backyards. Because of the existing pipe's age and location it is a maintenance liability. The new pipeline will be sized
to accommodate future demands of the Shell Development Project. The pipeline cost is split between the Water
Operating Fund, Shell Development, and Improvement District No. 1 based on a pro rata basis of water use within the
Western Service area (61%), Shell (8%), and I.D.-1 (31%). Improvement District No. 2 is not included as it does not
receive ground water from the Western Service Area.
60
Canital Proiects
12. Kellogg Drive Trunk Sewer (O.T. - 1)
Total Estimated Capital Cost: $505,000
Project Description: This project consists of 2,783 feet of 15-inch diameter sewer pipe in Kellogg Drive between
Orangethorpe Avenue and Imperial Highway. This pipe replaces a currently deficient I0-inch sewer pipe. The
replacement will be done in conjunction with the Pulte Home Corporation Development. Pulte Home Corporation will
construct the 15-inch sewer pipe as a condition of the pre-annexation agreement for their project. The District will credit
sewer drainage area fees owed by Pulte and will reimburse the balance of the construction costs upon District acceptance
of the sewer pipe project. S&S Construction shall reimburse the District for a portion of the sewer main costs as a
condition for development of their property adjacent to the NOCCCD property.
13. Yorba Linda Lake bed Sewer Lift Station Rehabilitation
Total Estimated Capital Cost: $460,000
Project Description: This project consists of constructing a new sewer lift station to replace the existing lift station,
which has become a maintenance problem and will become deficient with the added flows from the OPulte Project. The
new lift station will be constructed with the more conventional wet welVdry well configuration and will have grinder
pumps, improved electrical controls and telemetry, an emergency generator, and improved access to the site. Pulte
Home Corporation will reimburse the District for all costs of the sewer lift station as conditioned by the pre-annexation
agreement for their project.
14. Citrus Diversion to Vallev View
Total Estimated Capital Cost: $150,000
Project Description: This project consists of constructing 1350 feet of 10-inch sewer diversion main along the south side
of Imperial Highway from Citrus to Valley View. The sewer diversion main will eliminate a future deficiency from the
south end of Osmond Street to El Cajon and then east to Valley View. The sewer diversion will be constructed in
conjunction with the Imperial Highway Widening Project.
15. Fairmont Booster Station
Total Estimated Capital Cost: $250,000
Project Description: This project consists of the installation of a third 125 horse power natural gas engine and 1500
gallon per minute pump at the Fairmont Booster Station. The additional engine and pump will increase capacity and
reliability at the booster station and allow the District to use the natural gas engines to boost water to Pressure Zone 5
during peek pumping periods rather than using the electric pumps at the Spring View Reservoir.
16. Zone 4 Transmission Main-Shell
Total Estimated Capital Cost: $100,000
Total Estimated Cost for I.D.-I: $68,000
Total Estimated Cost for I.D.-2: $32,000
Project Description: This project consists of constructing approximately 5,500 feet of 24-inch transmission main from
OC-51 to the east boundary of Village 11 within the Shell Project. The pipeline will be constructed within the extension
of Valley View and Lakeview Avenues. The new transmission main will serve Pressure Zone 4 requirements within the
Shell project as well as providing transmission capacity to ID-1 and ID-2. The capital cost identified is for the
difference in construction cost between an 18-inch pipeline required for the Shell project and a 24-inch pipeline that will
also provide transmission capacity to ID-1 and ID-2. The pipeline cost is split between Improvement District No. 1 and
Improvement District No. 2 on a pro rata basis of water use within Pressure Zones 4, 5, and 6 in ID-1 (68%) and ID-2
(32%).
17. Zone 4 Transmission Main-Pulte
Total Estimated Capital Cost: $90,000
Total Estimated Cost for I.D.-1: $61,000
Total Estimated Cost for I.D.-2: $29,000
Project Description: This project consists of constructing approximately 5,000 feet of 24-inch transmission main from
the east boundary of the Shell Project through the Pulte and S&S projects to Fairmont Boulevard. The pipeline will be
constructed within the extension of Bastanchury Road. The new transmission main will serve Pressure Zone 4
requirements within the Pulte and S&S development projects as well as providing transmission capacity to ID-1 and ID-
2. The capital cost identified is for the difference in construction cost between an 18-inch pipeline required for the Pulte
and S&S projects and a 24-inch pipeline that will also provide transmission capacity to ID-1 and ID-2. The pipeline cost
61
Capital Projects
is split between Improvement District No. 1 and Improvement District No. 2 on a pro rata basis of water use within
Pressure Zones 4, 5, and 6 in ID-1 (68%) and ID-2 (32%).
18. Zone 3 Transmission Main-Pulte
Total Estimated Capital Cost: $90,000
Project Description: This project consists of constructing approximately 5,000 feet of 18-inch transmission main from
the east boundary of the Shell Project through the Pulte and S&S projects to Fairmont Boulevard. The pipeline will be
constructed within Bastanchury Road. The new transmission main will serve Pressure Zone 3 requirements within the
Pulte and S&S development projects as well as providing transmission capacity to ID-1. The capital cost identified is
for the difference in construction cost between a 12-inch pipeline required for the Pulte and S&S projects and an 18-inch
pipeline that will also provide transmission capacity to ID-1.
19. Radio Telemetry Units
Total Estimated Capital Cost: $200,000 ($10,000 budgeted for 1999-00 & 2000-01)
Project Description: This project consists of a design study, purchase and installation of a radio telemetry system. The
current system uses telephone circuits to communicate with remote telemetry units at various District production,
transmission and storage facilities.
20. Zone 2 to 3 Lakeview/Bastanchury Booster Station
Total Estimated Capital Cost: $85,000 ($30,000 budgeted for 1999-00 & 2000-01)
Project Description: This project consists of constructing a Pressure Zone 2 to 3 booster station at the intersection of
Lakeview Avenue and Bastanchury Road to serve the Shell project. The booster station will pump well water to the
Shell project as well as providing additional well water pumping capacity to Improvement District No. 1. The capital
cost identified is for the difference in construction cost for a 2,000 gpm booster station required for the Shell project and
a 4,000 gpm booster station that will provide the additional well water pumping capacity to ID-1.
21. Reimbursement, Zone Four Transmission Main (City of Yorba Linda)
Total Estimated Capital Cost: $75,000
Project Description: This project consists of refunding construction costs to the City of Yorba Linda for installation and
up sizing of a 12-inch zone four transmission pipeline constructed through the East Side Park.
22. Well No. 10 - Annual Payment for OCWD Conjunctive Use Loan
Total Estimated Capital Cost: $322,190 ($55,950 Budgeted 1999-00 & 2000-01)
Project Description: The District entered into a Conjunctive Use Loan agreement with the Orange County Water District
to fund the rehabilitation of Well No. 10. The purpose of the agreement is to provide low interest funds for projects that
increase ground water production. The interest rate is 3.50% with a term of 15 years (1994 through 2008).
23. District Computer
Total Estimated Capital Cost: $174,000
Total Estimated Cost for Western Service Area: $95,700
Total Estimated Cost for Sewer: $5,220
Total Estimated Cost for I.D. No. 1: $46,980
Total Estimated Cost for I.D. No. 2: $26,100
Project Description: The District's computer monitors, analyzes, and provides statistics and reports on District finances,
Capital Budgets, Capital Improvement Projects, and water usage trends for the Districts three water service areas. All
facets of the District's operation benefit from the new computer system, so the cost is split between the Water Operating
Fund, Sewer Operating Fund, Improvement District No. 1, and Improvement District No. 2.
24. District Geographic Information Systems Program
Total Estimated Capital Cost: $500,000 ($300,000 Budgeted for 1999-00 & 2000-01)
Total Estimated Cost for Western Service Area: $156,000
Total Estimated Cost for Sewer: $21,000
Total Estimated Cost for I.D. No. 1: $78,000
Total Estimated Cost for I.D. No. 2: $45,000
Project Description: The District's Geographic Information Systems program (GIS) will identify water and sewer
facilities in a graphic format that will include links to customer information and other District databases. The GIS
program is a tool to integrate information and manage resources. All facets of the District's operation benefit from the
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Capital Proiects
GIS, so the cost is split between the Water Operating Fund, Sewer Operating Fund, Improvement District No. 1, and
Improvement District No. 2.
25. AMP Lease Payment
Total Annual cost: $125,000
Total Annual Cost for Western Service Area: $27,000 (in the Operations Department Budget)
Total Annual cost for I.D. No. 1: $66,000
Total Annual cost for I.D. No. 2: $32,000
Project Description: The Allen McCulloch Pipeline (AMP) supplies imported water to the District through the OC-66
connection. The District's aggregate lease payment is based on its pro rata share of Reach 1 construction cost and outlet
construction cost, and is financed with annual lease payments to the MWDOC Water Facilities Corporation. The
connection has a maximum rated capacity of 50 cfs that is split between the Western Service Area (10 cfs), I.D. No. 1
(26.8 cfs) and I.D. No. 2 (13.2 cfs). Annual lease payments to MWDOC are split on the pro ration of capacity
allocations, therefore the Western Service Area pays 20% of the lease payment, I.D. No.1 pays 54% and I.D. No. 2 pays
26% of the lease payments.
26. Office Roof Replacement
Total Estimated Capital Cost: $25,000
Total Estimated Cost for Western Service Area: $13,000
Total Estimated Cost for Sewer: $1,750
Total Estimated Cost for I.D. No. 1: $6,500
Total Estimated Cost for I.D. No. 2: $3,750
Project Description: The District office on Plumosa Avenue has experienced water damage during and immediately
following heavy rainstorms. Contractors have determined that the roof and roof drain systems are in need of repairs.
All facets of the District's operation benefit from the roof, so the cost is split between the Water Operating Fund, Sewer
Operating Fund, Improvement District No. 1, and Improvement District No. 2.
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Resolutions
BUDGET
RESOLUTIONS
Resolution No. 99-03
adopting the Budget for Fiscal Years 1999-00 and 2000-01.
Resolution No. 99-04
approving the number of Authorized Positions for Fiscal Years 1999-00 and 2000-01.
Resolution No. 99-05
adopting debt service requirements for the Improvement District No. I Bonds.
Resolution No. 99-06
adopting debt service requirements for the Improvement District No. 2 Bonds.
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Resolutions
RESOLUTION NO. 99-03
RESOLUTION OF THE BOARD OF DIRECTORS
OF YORBA LINDA WATER DISTRICT
ADOPTING THE BUDGET FOR
FISCAL YEARS 1999-00 AND 2000-01
AND RESCINDING RESOLUTION NO. 97-05
WHEREAS, the Yorba Linda Water District has prepared a two year Budget which covers Fiscal
Years 1999-00 and 2000-01; and,
WHEREAS, on June 3, 1999, the proposed budget was presented to and reviewed by the Finance
Committee of the Board of Directors of the District; and,
WHEREAS, on June 10, 1999, the proposed budget was presented to and reviewed by the Board of
Directors of the District at a Regular meeting; and,
WHEREAS, on June 24, 1999, the Budget for Fiscal Years 1999-00 and 2000-01 was considered by
the Board of Directors at a Regular meeting; and,
WHEREAS, it is the desire of the Board of Directors to adopt the Budget for fiscal year 1999-00 and
2000-01, and rescind Resolution No. 97-05.
NOW THEREFORE BE IT RESOLVED by the Board of Directors of the Yorba Linda Water District
as follows:
Section 1. That the Budget for Fiscal Years 1999-00 and 2000-01, set forth in Exhibit "A"
attached hereto, is hereby approved and adopted.
Section 2. The Budget for Fiscal Years 1999-00 and 2000-01, including the Budget Authority
Guidelines recommended to administer the Annual Budget, is in full force and effect
beginning on July 1, 1999, and continuing until this Resolution is rescinded by the
Board of Directors.
Section 3. That Resolution No. 97-05 and all conflicting minute orders are hereby rescinded
effective on July 1, 1999.
PASSED AND ADOPTED this 24th day of June, 1999, by the following called vote:
Ayes:
Noes:
Absent:
Abstain:
President, Arthur C. Korn
Yorba Linda Water District
ATTEST:
Secretary, William J. Robertson
Yorba Linda Water District
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