E-CAMP - Encina Wastewater Authority

Transcription

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This page intentionally left blank ENCINA
E
A WATER POLLUTION CONTR
ROL FAC
CILITY COMPR
REHENSSIVE ASSET MA
ANAGEM
MENT P
PLAN (E‐‐CAMP)) Kevvin M. Hardyy Gene
eral Manageer Encina Wasstewater Auuthority 6200 A
Avenida Encinnas Carlsbad, Ca
C
lifornia 920011‐1095 RMC Water and Enviroonment 15510‐C Roc
1
kfield Blvd, SSuite 200 Irvine, CA 926188 This page intentionally left blank Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List Contents
SECTION 1: EXECUTIVE SUMMARY ................................................................................................................. 1 SECTION 2: INTRODUCTION TO EWA COMPREHENSIVE ASSET MANAGEMENT PLANNING (CAMP) ................. 11 2.1 Background ................................................................................................................................................... 11 2.2 Purpose .......................................................................................................................................................... 11 2.3 CAMP Process Overview ................................................................................................................................ 12 2.3.1 History .................................................................................................................................................. 12 2.3.2 Capital Projects .................................................................................................................................... 12 2.3.3 Asset Register ...................................................................................................................................... 12 2.3.4 Condition Assessment ......................................................................................................................... 12 2.3.5 CAMP Methodology ............................................................................................................................. 12 2.3.6 Schedule............................................................................................................................................... 13 2.3.7 Project Numbering System .................................................................................................................. 13 SECTION 3: CONDITION ASSESSMENT SUMMARY .......................................................................................... 17 3.1 Condition Assessments – FY 2015 .................................................................................................................. 17 3.2 Condition Assessments – FY 2016 .................................................................................................................. 18 3.3 Condition Assessments – FY 2017 .................................................................................................................. 20 3.4 Condition Assessments – FY 2018 .................................................................................................................. 21 3.5 Condition Assessments – FY 2019 .................................................................................................................. 21 SECTION 4: STUDIES, UPDATES AND OTHER PROFESSIONAL SERVICES ........................................................... 23 4.1 Studies ........................................................................................................................................................... 23 4.1.1 Conceptual Studies .............................................................................................................................. 23 S‐1.1.006 GRS Isolation Improvements ................................................................................................. 24 S‐1.2.006 / S‐1.2.009 PSB and PE Pipeline Rehab ......................................................................................... 25 S‐1.3.013 SC Concrete Evaluation .......................................................................................................... 29 S‐1.3.016 AB Efficiency Optimization .................................................................................................... 30 S‐3.1.002 Sludge Process Improvements (DAFT or Alt Tech, Improved Efficiency) .............................. 31 S‐3.2.012 Digester Dewatering .............................................................................................................. 33 S‐3.2.013 Digester Mixing System Replacement ................................................................................... 34 S‐5.1.005 HW/GRT/PSB Odor Control Improvements ........................................................................... 34 S‐5.1.010 ORF I, ORF II, and ORF III Improvements ............................................................................... 35 S‐5.2.006 Plant Water Functional Improvements ................................................................................. 36 S‐5.3.003 Construction Office Upgrade ................................................................................................. 37 4.1.2 Special Studies ..................................................................................................................................... 38 S‐8.2.003 Biosolids Management Business Plan Update ....................................................................... 38 S‐8.2.005 Wastewater Characterization Study ...................................................................................... 38 S‐8.2.007 Offsite Wetlands Restoration ................................................................................................ 38 S‐8.2.012 Screening Study (HW vs pre‐digesters vs post‐digesters) ..................................................... 39 S‐8.2.013 Process Master Plan .............................................................................................................. 40 4.1.3 Updates ................................................................................................................................................ 41 S‐8.2.003 Biosolids Management Business Plan Update ....................................................................... 41 4.2 Other Professional Services ........................................................................................................................... 41 Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List 4.2.1 Engineering Services ............................................................................................................................ 41 ES‐8.3.001 E‐CAMP Update ..................................................................................................................... 41 ES‐8.4.001 Extension of Staff ................................................................................................................... 41 ES‐8.4.002 R&D Projects Support (Ongoing) ........................................................................................... 41 ES‐8.4.005 Pyrolysis Pilot Study Support ................................................................................................. 42 ES‐8.4.007 Electronic Operations Manual and Document Mgmt – Part 3 ............................................. 42 ES‐8.4.008 Electronic Operations Manual and Document Mgmt – Part 4 ............................................. 42 ES‐9.8.001 R‐CAMP Update ..................................................................................................................... 42 4.1.2 Legal and Other Services ...................................................................................................................... 43 OS‐8.5.001 Legal and Miscellaneous Services .......................................................................................... 43 OS‐8.5.003 Printing, Shipping and Advertising ........................................................................................ 43 OS‐8.5.004 Capital Improvement Management Assessment .................................................................. 43 SECTION 5: IDENTIFICATION OF E‐CAMP PROJECTS ....................................................................................... 45 5.1 Liquid Process Improvements ........................................................................................................................ 45 5.1.1 Headworks ........................................................................................................................................... 46 P‐1.1.001 Influent Junction Structure Rehabilitation (Contingency) ..................................................... 46 P‐1.1.005 Grit and Screenings Handling Facility Rehab ......................................................................... 47 P‐1.1.006 GRS Isolation Improvements w/GRS 3 Inlet Gate .................................................................. 49 P‐1.1.008 GRS Rehab ............................................................................................................................. 50 P‐1.1.009 Influent Flow Metering Installation ....................................................................................... 51 5.1.2 Primary Treatment ............................................................................................................................... 52 P‐1.2.002 Primary Sludge Pumping Upgrades ....................................................................................... 52 P‐1.2.003 PE Second Pipeline ................................................................................................................ 53 P‐1.2.004 PE Emergency Discharge Pipeline Rehab............................................................................... 54 P‐1.2.006 / P‐1.2.009 PSB and PE Pipeline Rehab (Phases 1 and 2) .......................................................... 55 P‐1.2.010 PSB Scum Pipeline ................................................................................................................. 58 P‐1.2.011 PE Meter Replacement .......................................................................................................... 58 5.1.3 Secondary Treatment ............................................................................................................................... 59 P‐1.3.003 AB Selector Implementation and Cover Replacement .......................................................... 59 P‐1.3.004 AB Mech Rehab and RAS Pump Addition .............................................................................. 60 P‐1.3.005 AB Nos. 1, 2 and 3 Diffusers Membrane Replacement ......................................................... 61 P‐1.3.007 SCs 5 and 6 Mech Rehab ....................................................................................................... 63 P‐1.3.008 SC 7 – Conversion from EQ to Clarifier .................................................................................. 64 P‐1.3.010 WAS Pipeline Replacement ................................................................................................... 65 P‐1.3.012 AB DO Probe Replacement .................................................................................................... 66 P‐1.3.013 SC Concrete Cracking Prevention .......................................................................................... 67 P‐1.3.014 SCs 1 – 8 Influent and Effluent Gate Rehab/Replacement .................................................... 68 P‐1.3.015 AB Flow Eq Feed and Return Pipeline Rehab ........................................................................ 69 P‐1.3.016 AB Efficiency Optimization .................................................................................................... 70 5.1.4 Effluent ................................................................................................................................................ 71 P‐1.4.001 EPS Rehab .............................................................................................................................. 71 P‐1.4.002 EPS MCC and Conductors Replacement ................................................................................ 71 P‐1.4.003 SE Gate Motor Operator Installation ..................................................................................... 72 P‐1.4.004 EPS Pipe Lining and Abandoned Pipe Coating Repair ............................................................ 73 P‐1.4.005 PD Blower Addition, Aeration/Agitation ............................................................................... 74 5.2 Outfall ............................................................................................................................................................ 74 5.2.1 Outfall ....................................................................................................................................................... 74 P‐2.1.002 Ocean Outfall Maintenance and Inspection ‐ External .......................................................... 74 P‐2.1.004 Ocean Outfall Ballast Restoration ......................................................................................... 75 P‐2.1.005 Ocean Outfall Bathymetric Survey – External ....................................................................... 76 Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List P‐2.1.006 Ocean Outfall – Integrity Assessment per SLC Lease ............................................................. 77 5.3 Solids Process Improvements ........................................................................................................................ 78 5.3.1 Biosolids Thickening ............................................................................................................................. 78 P‐3.1.001 DAFTs 1‐3 Scum Collector Replacement................................................................................ 78 P‐3.1.002 Sludge Process Improvements (DAFT or Alt Technology, Efficiency) .................................... 79 P‐3.1.003 TWAS Pipeline Replacement ................................................................................................. 80 P‐3.1.004 DAFT Polymer System Replacement ..................................................................................... 81 5.3.2 Biosolids Digestion ............................................................................................................................... 82 P‐3.2.001 Biofuel Receiving Facilities (Additional Budget) .................................................................... 82 P‐3.2.003 Digesters Nos. 5 and 6 Pump/Piping Foundation Stabilization ............................................. 83 P‐3.2.004 Biosolids Screening Facility .................................................................................................... 84 P‐3.2.005 Digesters 5 and 6 Mixing Pumps Replacement ..................................................................... 85 P‐3.2.006 Cell Lysis Facilities .................................................................................................................. 86 P‐3.2.007 Digesters Nos. 1 and 3 Retrofit for Sludge/Gas Storage ........................................................ 86 P‐3.2.008 Waste Gas Flare Operation Mods.......................................................................................... 87 P‐3.2.009 Digester No. 4, 5, and 6 – Interior Coating, Structural Reinforcement ................................ 88 P‐3.2.011 Second Waste Gas Flare and Pipeline ................................................................................... 89 P‐3.2.012 Digester 4 – Dewatering ........................................................................................................ 90 P‐3.2.013 Digester Mixing System Replacement ................................................................................... 91 P‐3.2.014 Digesters Nos. 4 through 6 Digester Gas Pipeline Replacement ........................................... 92 5.3.3 Biosolids Dewatering and Drying ......................................................................................................... 93 P‐3.3.001 MCC and Conductors Replacement – DW and Power Bldg ................................................... 93 P‐3.3.004 Pellet Bagging Facilities ......................................................................................................... 94 P‐3.3.006 Dryer Addition and Centrifuges Replacement ....................................................................... 94 P‐3.3.007 Centrifuges Major Maint ....................................................................................................... 94 P‐3.3.008 Dryer Major Maint ................................................................................................................. 95 P‐3.3.009 Drying Safety Upgrades ......................................................................................................... 96 P‐3.3.013 RTO Process Upgrades ........................................................................................................... 98 P‐3.3.017 DW Polymer Storage Tank Replacement ............................................................................... 99 P‐3.3.018 Centrate Pipeline Replacement ........................................................................................... 100 P‐3.3.019 Centrifuge Drive Replacement ............................................................................................ 100 P‐3.3.021 Pyrolysis Facility ................................................................................................................... 101 P‐3.3.022 Secondary Controls Load Out Facilities Ground Floor ......................................................... 102 P‐3.3.024 Remote Centrifuges Control from Dryer Control Room ...................................................... 102 5.4 Energy Management ................................................................................................................................... 103 5.4.1 Energy Management.......................................................................................................................... 103 P‐4.1.003 Cogen Engine Catalyst ......................................................................................................... 103 P‐4.1.005 Cogen Engine Top‐End Overhaul ........................................................................................ 104 P‐4.1.006 Cogen Engine In‐Frame Overhaul ........................................................................................ 106 P‐4.1.007 Cogen Engine Full Overhaul ................................................................................................. 108 P‐4.1.008 Cogen Engine 5 .................................................................................................................... 110 P‐4.1.010 Cogen Engine 6 .................................................................................................................... 110 P‐4.1.011 ORC Generator .................................................................................................................... 110 P‐4.1.012 Heat Loop Bypass Installation ............................................................................................. 111 P‐4.1.014 VFDs on Misc Equipment ..................................................................................................... 112 P‐4.1.015 Gas Conditioning Facilities ................................................................................................... 113 P‐4.1.016 Blower Replacement with High Efficiency Type .................................................................. 114 P‐4.1.018 Lighting and Controls Improvements .................................................................................. 114 P‐4.1.019 Chilled Water and Hot Water Systems ................................................................................ 114 P‐4.1.020 Energy Independence Achievement .................................................................................... 114 P‐4.1.021 Cogen NG Line Meter .......................................................................................................... 114 Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List 5.5 General Improvements ................................................................................................................................ 115 5.5.1 Odor Control ...................................................................................................................................... 115 P‐5.1.001 ORF I System Rehabilitation ................................................................................................ 115 P‐5.1.002 ORF I Carbon Replacement .................................................................................................. 116 P‐5.1.003 ORF III Carbon Replacement ................................................................................................ 117 P‐5.1.004 Odor Monitoring Facilities ................................................................................................... 117 P‐5.1.005 HW/GRT/PSB Odor Control Eval .......................................................................................... 118 P‐5.1.006 IJS Odor Control Improvements .......................................................................................... 119 P‐5.1.007 Drying Bldg Odor Control Improvements ............................................................................ 119 P‐5.1.008 ORF III Chem Feed System Improvements .......................................................................... 120 P‐5.1.010 ORF I, ORF II, ORF III Process Improvements ....................................................................... 121 5.5.2 Plant‐Wide Systems ........................................................................................................................... 122 P‐5.2.005 3WHP Strainer Replacement ............................................................................................... 122 P‐5.2.006 Plant Water Functional Improvements ............................................................................... 123 P‐5.2.007 3WL Pump No. 3 Installation ............................................................................................... 123 P‐5.2.011 1W System Rehab ................................................................................................................ 124 P‐5.2.012 Site Security Facilities .......................................................................................................... 125 P‐5.2.014 Perimeter Fence Replacement ............................................................................................ 125 P‐5.2.015 Northwest Storm Water Drain Sump to South DAF Pit ....................................................... 126 P‐5.2.016 2W System Upgrades .......................................................................................................... 127 P‐5.2.017 Service Air and Instrument Air Piping Repairs ..................................................................... 128 P‐5.2.019 Plant Beautification ............................................................................................................. 129 P‐5.2.021 Climate Control at MCCs ..................................................................................................... 129 P‐5.2.026 Plant Waste Stream Rerouting ............................................................................................ 130 P‐5.2.027 Plant‐Wide Seal Coating ...................................................................................................... 131 P‐5.2.028 Flooding Mitigation ............................................................................................................. 132 5.5.3 Buildings ............................................................................................................................................. 133 P‐5.3.001 Ops Bldg Locker Replacement ............................................................................................. 133 P‐5.3.002 Operations Building Air Intake Relocation .......................................................................... 133 P‐5.3.003 Construction Office Upgrade ............................................................................................... 134 P‐5.3.004 Ops Bldg Chiller Replacement ............................................................................................. 135 P‐5.3.006 Secondary Scum Pit Roof Removal ...................................................................................... 135 P‐5.3.010 Dryer Lab Enclosure ............................................................................................................. 136 5.5.4 Miscellaneous .................................................................................................................................... 137 P‐5.4.004 Vallecitos Sample Vault Installation .................................................................................... 137 5.6 Technology .................................................................................................................................................. 138 5.6.1 Operations Technology ...................................................................................................................... 138 5.6.1.1 Special Studies .............................................................................................................................. 138 P‐6.1.101 Process Control Narrative and Automation Study (OT_SS01) ............................................. 138 P‐6.1.102 Optimization Feasibility Study (OT_SS02) ........................................................................... 139 P‐6.1.103 SCADA Knowledge Management Plan (OT_SS03) ............................................................... 140 5.6.1.2 Enterprise SCADA .......................................................................................................................... 141 P‐6.1.201 SCADA Network and Computer Room Upgrades (OT_ES01) ............................................... 141 P‐6.1.202 SCADA Pilot Project (OT_ES02) ............................................................................................ 142 P‐6.1.203 SCADA Upgrade Plants Remote Facilities (OT_ES03) .......................................................... 143 P‐6.1.204 Co‐Gen Facility and Biosolids SCADA Integration (OT_ES04) .............................................. 144 P‐9.6.121 SCADA Upgrade for CWRF Facility (OT_ES05) ..................................................................... 145 5.6.1.3 Information Driven ........................................................................................................................ 146 P‐6.1.301 Implement ODMS Layer 1 (SCADA Historian) (OT_ID01) .................................................... 146 P‐6.1.302 SCADA Integration with WIMS and Dashboards (OT_ID03) ................................................ 148 P‐6.1.303 ODMS Management and Data Validation (OT_ID02) .......................................................... 149 P‐6.1.304 Automated Data Validation (OD_ID04) ............................................................................... 150 Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List P‐6.1.305 Tablet Access to Electronic Documentation (OT_ID05) ....................................................... 151 P‐6.1.306 Automated Data Validation (OT_ID06) ................................................................................ 152 P‐6.1.307 EWA Staff Wiki (OD_ID07) ................................................................................................... 153 5.6.1.4 Operations Improvement ............................................................................................................. 154 P‐6.1.401 Electronic Operator Logbook and Pass‐Down (OT_OI03) ................................................... 154 P‐6.1.402 Optimization Implementation (OT_OI01) ............................................................................ 155 P‐6.1.403 O&M Performance Management (OT_OI02) ...................................................................... 156 P‐6.1.404 Automated Workflow Management (OT_OI04) .................................................................. 157 P‐6.1.405 Electronic O&M/Context Sensitive Help (OT_OI05) ............................................................ 158 P‐6.1.406 Equipment Condition Based Monitoring (OT_OI06) ........................................................... 159 5.6.1.5 SCADA Asset Management ........................................................................................................... 160 P‐6.1.501 SCADA Design Guidelines (OT_AM01) ................................................................................. 160 P‐6.1.502 SCADA Software Standards (OT_AM02) .............................................................................. 161 P‐6.1.503 HMI and PLC Procurement Agreements (OT_AM05) .......................................................... 162 P‐6.1.504 Alarm Remediation (Biannial) (OT_AM10) .......................................................................... 163 P‐6.1.505 SCADA Cyber Security VA (Biannial) (OT_AM12) ................................................................. 164 P‐6.1.506 SCADA Project Development Methodologies (OT_AM03) .................................................. 165 P‐6.1.507 Standard Division 17 Specifications (OT_AM04) ................................................................. 166 P‐6.1.508 SCADA Governance (OT_AM06) .......................................................................................... 167 P‐6.1.509 Organization and Support Plan (OT_AM07) ........................................................................ 168 P‐6.1.510 SCADA Disaster Recovery/Business Continuity (OT_AM08) ................................................ 169 P‐6.1.511 SCADA Software Change Management (OT_AM09) ........................................................... 170 P‐6.1.512 SCADA Lifecycle Management (OT_AM11) ......................................................................... 171 P‐6.1.513 Critical Instrument Calibration Procedure (OT_AM13) ....................................................... 172 5.6.2 Business Technology .......................................................................................................................... 173 5.6.2.1 Technology & Data Governance ................................................................................................... 173 P‐6.2.101 IT Governance Policies (BT_TDG01) .................................................................................... 173 P‐6.2.102 Technology Master Plan Updates (BT_TDG01) (every 5 yrs) ............................................... 176 P‐6.2.103 Data Management Standards (BT_TDG03) ......................................................................... 177 5.6.2.2 Business Management Enhancements ......................................................................................... 178 P‐6.2.201 HR Implementation (BT_BME03) ........................................................................................ 179 P‐6.2.202 Management Reporting Enhancements (BT_BME08) ......................................................... 181 P‐6.2.203 Financial Enhancements (BT_BME01) ................................................................................. 183 P‐6.2.204 Payroll Enhancements (BT_BME02) .................................................................................... 186 P‐6.2.205 Project Accounting Enhancements (BT_BME04) ................................................................. 186 P‐6.2.206 Procurement Enhancements (BT_BME05) .......................................................................... 186 P‐6.2.207 Inventory Enhancements (BT_BME06) ................................................................................ 186 P‐6.2.208 Fixed Assets Enhancements (BT_BME07) ............................................................................ 187 5.6.2.3 Regulatory Compliance ................................................................................................................. 188 P‐6.2.301 LIMS Enhancements (BT_RC01) (annual x5) ........................................................................ 188 P‐6.2.302 WIMS Enhancements (BT_RC02) (annual x5) ...................................................................... 190 P‐6.2.303 Regulatory SOP Enhancements (BT_RC03) .......................................................................... 192 5.6.2.4 Asset Management ....................................................................................................................... 193 P‐6.2.401 CMMS Enhancements (BT_AM01) ...................................................................................... 193 P‐6.2.402 Maintenance SOPs (BT_AM02) ........................................................................................... 195 P‐6.2.403 GIS Implementation & Integration (BT_AM03) ................................................................... 196 P‐6.2.404 Capital Asset Planning (BT_AM04) ...................................................................................... 198 P‐6.2.405 Mobile Electronic Forms (BT_AM05) ................................................................................... 200 5.6.2.5 Capital Program Management ...................................................................................................... 202 P‐6.1.501 Capital Program Management (BT_CPM01) ....................................................................... 202 5.6.2.6 Document/Records Management ................................................................................................ 204 P‐6.2.601 Public Website Enhancements (BT_DM02) ......................................................................... 204 Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List P‐6.2.602 Collaboration/Content Portal (BT_DM01) ........................................................................... 205 P‐6.2.603 EDMS Update & Enhancements (BT_DM03) ....................................................................... 206 5.6.2.7 Information Technology Infrastructure ........................................................................................ 208 P‐6.2.701 Mobile Computing Deployments (BT_ITI01) (annual x3) .................................................... 209 P‐6.2.702 Cyber‐Security Assess/Improve/Updates (BT_ITI04) (annual x4) ........................................ 210 P‐6.2.703 Business Continuity Readiness (BT_ITI03) ........................................................................... 211 P‐6.2.704 Telecommunications Upgrades (BT_ITI02) .......................................................................... 212 SECTION 6: PROJECT PRIORITY RANKING ..................................................................................................... 213 SECTION 7: RECOMMENDED PROJECT IMPLEMENTATION SCHEDULE & COST SUMMARY ............................ 215 APPENDICES: Appendix A: Historical Comprehensive Asset Management and Master Plan Projects by Year Appendix B: FY 2014 E‐CAMP Historical, Current and Future Potential Project List Appendix C: EWA Comprehensive Asset Management Plan Methodology Appendix D: Project Cost Tables Appendix E: Major Asset Register Profile Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List EWA Process and Facility Abbreviations 1W Potable Water (City Water) 1WS Potable Water (Softened) 2W Filtered Secondary Effluent 2WS Filtered Secondary Effluent (Softened) 3W Plant Water (Secondary Effluent) 3WCL Plant Water (Secondary Effluent), Chlorinated, Low Pressure 3WHP Plant Water (Secondary Effluent), High Pressure 3WL Plant Water (Secondary Effluent), Low Pressure 3WS Plant Water (Secondary Effluent), Spray Water A Aeration Air System (Process) AA Agitation Air System (Mixing) AB Aeration Basin AFE Dissolved Air Flotation Effluent ARV Air Relief Valve APCD Air Pollution Control District CCC Chlorine Contact Chamber CMMS Computerized Maintenance Management System CEPT Chemical Enhanced Primary Treatment CG Cogeneration System CIP Capital Improvement Projects CLS Chlorine Solution CWR Chilled Water Return CWRF Carlsbad Water Reclamation Facility CWS Chilled Water Supply D Digester, Drain DAF Dissolved Air Flotation (Process) DAFT Dissolved Air Flotation Thickener (Tank) DRY Drying Building DS Digested Sludge DW Dewatering Building E Effluent E‐CAMP EWPCF Comprehensive Asset Management Plan EMP Energy Management Project ES Engineering Services EWA Encina Wastewater Authority EWPCF Encina Water Pollution Control Facility FA Foul Air FC Ferrous Chloride Solution FY Fiscal Year G Grit GRS Grit Removal System GRT Grit Removal Tank GS Grit Separators HRR Heat Reservoir Return HRS Heat Reservoir Supply Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List HVAC HW IA IC IJS LAENRCCI LSG MCC MCU MIS MjA ML MPI MRO MS NG NPDES O&M OF ORC ORF PAR IMPR PSB PD PE POL POW PS PSC PV PVSI RAS RTO S SA SC SD SCADA SCM SE SFTY SPTG SS SSC TBD TD TWAS Heating, Ventilation and Air Conditioning Headworks Instrument Air Internal Combustion Influent Junction Structure Los Angeles Engineering News Record Construction Cost Index Low Pressure Sludge Gas Motor Control Center Miscellaneous Control Upgrades Management Information Systems Major Assets Mixed Liquor Miscellaneous Plant Improvements Maintenance Repair and Operations Software Mixed Sludge Natural Gas National Pollutant Discharge Elimination System Operations and Maintenance Overflow Organic Rankine Cycle Engine Odor Reduction Facility Planned Asset Replacement Implementation Primary Sedimentation Basins Pumped Drainage Primary Effluent Polyelectrolyte (Polymer) Power Building Primary Sludge Primary Scum Phase V related facility Phase V Site Improvements Return activated sludge Regenerative Thermal Oxidizer Study Service Air Secondary Clarifier, Scum Sanitary Drain Supervisory Control and Data Acquisition Scum Collection System Secondary Effluent Safety Septage Receiving Site security Secondary Scum To be determined Tank Drain Thickened Waste Activated Sludge Encina Water Pollution Control Facility E‐CAMP Abbreviations and Acronyms List VFD Variable frequency drive W Plant Water (see 3WHP, 3W, 3WLC) WAS Waste Activated Sludge VC Vista Carlsbad pipeline General Abbreviations AHUs air handling units cfm cubic feet per minute CIPP cured‐in‐place‐piping CISP cast iron soil pipe CPVC chlorinated polyvinyl chloride DIP, DI ductile iron pipe ft feet or foot FRP fiberglass reinforced plastic gpm gallons per minute hp horsepower mgd million gallons per day OSHA Occupational Safety and Health Administration ppm parts per million psi pounds per square inch PVC polyvinyl chloride RCP reinforced concrete pipe scfm standard cubic feet per minute sf square feet SSP stainless steel pipe STL steel pipe This 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E FY2015 E‐CAMP Report 2014‐05May XII May 13, 2014 ENCINA WATER POLLUTION CONTROL FACILITY COMPREHENSIVE ASSET MANAGEMENT PLAN (E‐CAMP) SECTION 1: EXECUTIVE SUMMARY The Encina Wastewater Authority (EWA) is a public joint powers authority located in the Southern California City of Carlsbad that provides regulatory and wastewater treatment services to approximately 325,000 North San Diego County residents and industrial users. The EWA is owned by six member agencies that include: the City of Carlsbad, City of Vista, City of Encinitas, the Buena Sanitation District, the Leucadia Wastewater District, and the Vallecitos Water District. The Encina Water Pollution Control Facility (EWPCF) was constructed in 1963 to treat wastewater from the Cities of Carlsbad and Vista. Original construction of the EWPCF consisted of preliminary treatment facilities, anaerobic digesters, sludge drying beds and an ocean outfall. Since its original design and construction, the EWPCF has completed five major expansion phases with the latest major expansion (Phase V) construction completed in 2009. Phase V upgrades included enhanced solids processing as well as significant improvements to its energy management facilities. The EWPCF current treatment capacity is 40.51 million gallons per day (mgd) liquid and 43.53 mgd solids. The E‐CAMP is a comprehensive asset management plan (CAMP) for the EWPCF. It is updated annually prior to establishing the budget for the upcoming fiscal year. The annual update is utilized in planning capital rehabilitation projects with the consideration of anticipated changes in regulatory compliance, cost‐saving opportunities and ongoing O&M requirements. The implementation schedule is prepared after considering the project priority ranking and other factors, such as regulatory compliance deadlines and economy of scale. The E‐CAMP provides the EWA the ability to forecast and schedule the replacement and/or rehabilitation of EWPCF major assets. The E‐CAMP contains detailed supporting documents that provide an organized register of major assets, estimated service life of each asset, and scheduled replacement or rehabilitation of each asset. The E‐CAMP allows EWA to project future expenditures for capital improvement projects, in both the short and long term, and communicate the proposed improvements to the Member Agency Managers, EWA Board of Directors, and Encina Joint Advisory Committee. The FY 2015 major asset register includes 419 assets, each with a replacement value of greater than $50,000. Twenty‐nine major assets are approaching the end of their assessed service life, three of which are already planned for replacement as part of an identified project. The number of major assets that will reach the end of their estimated service life in the next ten years is 195. Field assessment of these assets is planned either as part of a study or an equipment condition assessment over the next five years. The results of the studies and assessments will determine if each asset condition is favorable and an extended assessed service life can be assumed, or if the asset requires rehabilitation or replacement. E FY2015 E‐CAMP Report 2014‐05May 1 May 13, 2014 The E‐CAMP process consists of:  Maintaining the major asset register  Conducting condition assessments  Conducting facility needs assessments  Developing and maintaining needed project lists including cost estimates  Prioritizing and scheduling needed capital projects There are 267 capital projects that have been identified as listed in Appendix B. Of these projects, some have been completed, some eliminated, and some are prioritized as active projects. Section 6 presents the active projects, sorted by priority. These projects are categorized as:  Projects continuing from previous year (cont)  Top priority capital projects (TP)  Scored capital projects (##), where 63 is the max possible score, with higher score indicating higher priority)  Technology master plan projects (TMP)  Planned maintenance (PM) projects scheduled on a recurring basis. Projects planned for execution over the next five years are presented as follows:  Table 1‐1: Sixty‐six capital improvement and preventative maintenance projects  Table 1‐2: Nine asset condition assessments  Table 1‐3: Twenty‐one special studies, updates, and professional services tasks needed to support the E‐
CAMP program Table 1‐1: E‐CAMP Project Priority Ranking Summary, FY 2015 through FY 2019 Project No. 1 P ‐ 1.1.001 2 P ‐ 3.2.001 3
4
5
6
7
8
9
10
11
12
13
Total Project Score Classifi‐
(TP indicates highest or “Top Priority”, highest score indicates (max 63)
cation (1) highest ranked priority after Top Priority Projects) /yr sch Infl Junction Structure Rehab (contingency) (continuation of CIP Continued project funded in previous year) Proj /2015 Biofuel Receiving Facilities (Addl budget) (continuation of CIP Continued project funded in previous year) Proj /2015 PSB Scum Pipeline
CIP TP /2015
Ocean Outfall Bathymetric Survey ‐ External
PM TP /2015
Ocean Outfall ‐ Integrity Assessment per SLC Lease (5 yrs)
CIP TP /2015
Drying Safety Upgrades (Phases 2 and 3)
CIP TP /2015
RTO Process Upgrades
IMPR TP /2015
ORF III Chem Feed System Improvements
CIP TP /2015
Secondary Scum Pit Roof Removal
CIP TP /2015
GRS Isolation Improvements w/GRS 3 Inf Gate
CIP TP /2016
Influent Flow Metering Installation
CIP TP /2016
AB DO Probe Replacement
IMPR TP /2016
Ocean Outfall Maintenance and Inspection ‐ External (2 yrs) PM TP /2016
Project Title Project Rank P ‐ 1.2.010 P ‐ 2.1.005 P ‐ 2.1.006 P ‐ 3.3.009 P ‐ 3.3.013 P ‐ 5.1.008 P ‐ 5.3.006 P ‐ 1.1.006 P ‐ 1.1.009 P ‐ 1.3.012 P – 2.1.002 E FY2015 E‐CAMP Report 2014‐05May 2 May 13, 2014 14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
P ‐ 5.3.010 P ‐ 1.3.007 P ‐ 3.2.014 P ‐ 1.2.006 P ‐ 1.3.005 P ‐ 3.2.009 P ‐ 5.1.005 P ‐ 3.2.004 P ‐ 4.1.003 P ‐ 4.1.015 P ‐ 5.2.017 P ‐ 1.3.016 P ‐ 5.1.010 P ‐ 3.1.002 P ‐ 5.2.006 P ‐ 3.2.013 P ‐ 1.1.005 P ‐ 5.3.001 P ‐ 5.1.002 P ‐ 4.1.006 P ‐ 4.1.005 P ‐ 4.1.005 P ‐ 4.1.007 P ‐ 4.1.007 P ‐ 6.1.101 P ‐ 6.1.201 P ‐ 6.1.401 P ‐ 6.1.501 P ‐ 6.1.502 P ‐ 6.1.503 Total Project Score Classifi‐
cation (1) highest ranked priority after Top Priority Projects) /yr sch Dryer Lab Enclosure
CIP TP /2016
SCs 5 and 6 Mech Rehab
CIP TP /2017
Digester Gas Pipeline Replacement
CIP 58 /2015
PSB Phase 1 / PE Pipeline (Phase 1)
CIP 43 /2017
AB Diffuser Membrane Replacement
IMPR 40 /2016
Digester 4, 5 and 6 Cover ‐ Interior Coating, Structural Reinf. CIP 39 /2016
HW/GRT/PSB Odor Control
CIP 39 /2018
Biosolids Screening Facility
CIP 38 /2016
Cogen Engine Catalyst
CIP 38 /2018
Gas Conditioning Facilities
CIP 38 /2018
Service Air and Instrument Air Piping Repairs
CIP 37 /2019
AB Efficiency Optimization
CIP 35 /2017
ORF I, ORF II, and ORF III Process Improvements
CIP 33 /2018
Sludge Process Improvements (DAFT or Alt Tech, Efficiency) CIP 32 /2019
Plant Water Functional Improvements
CIP 29 /2018
Digester Mixing System Replacement
IMPR 28 /2017
Grit and Screenings Handling Facility Rehab
CIP 27 /2019
Ops Bldg Locker Replacement
CIP 26 /2018
ORF I Carbon Replacement (2015)
PM PM /2015
Cogen Engine In‐Frame Overhaul (2015, 2016 2 eng/yr)
PM PM /2015
Cogen Engine Top‐End Overhaul (2016, 2017, 2 eng/yr)
PM PM /2016
Cogen Engine Top‐End Overhaul (2016, 2017, 2 eng/yr)
PM PM /2017
Cogen Engine Full Overhaul (2018, 2019, 2 eng/yr)
PM PM /2018
PM PM /2019
Process Control Narrative and Automation Study (OT_SS01) CIP TMP /2015
SCADA Network and Computer Room Upgrades (OT_ES01) CIP TMP /2015
Electronic Operator Logbook and Pass‐Down (OT_OI03)
CIP TMP /2015
SCADA Design Guidelines (OT_AM01)
CIP TMP /2015
SCADA Software Standards (OT_AM02)
CIP TMP /2015
HMI and PLC Procurement Agreements (OT_AM05)
CIP TMP /2015
44
45
46
47
48
49
50
51
52
P ‐ 6.1.504 P ‐ 6.1.505 P ‐ 6.2.101 P ‐ 6.2.301 P ‐ 6.2.401 P ‐ 6.1.202 P ‐ 6.1.203 P ‐ 6.1.501 P ‐ 6.1.502 Alarm Remediation (Biennial) (OT_AM10)
SCADA Cyber Security VA (Biennial) (OT_AM12)
IT Governance Policies (BT_TDG01)
LIMS Enhancements (BT_RC01) (annual x5)
CMMS Enhancements (BT_AM01) (annual)
SCADA Pilot Project (OT_ES02)
SCADA Upgrade Plant and Remote Fac (OT_ES03)
Project Title Project Rank Project No. E FY2015 E‐CAMP Report 2014‐05May 3 CIP CIP CIP CIP CIP CIP CIP CIP CIP TMP /2015
TMP /2015
TMP /2015
TMP /2015
TMP /2015
TMP /2015
TMP /2015
TMP /2015
TMP /2015
May 13, 2014 53
54
55
56
57
58
59
60
61
62
63
64
65
66
Total Project Score Classifi‐
cation (1) highest ranked priority after Top Priority Projects) /yr sch HMI and PLC Procurement Agreements (OT_AM05)
CIP TMP /2015
Alarm Remediation (Biennial) (OT_AM10)
CIP TMP /2015
SCADA Cyber Security VA (Biennial) (OT_AM12)
CIP TMP /2015
CIP TMP /2016
CIP TMP /2016
Data Management Standards (BT_TDG03)
CIP TMP /2016
WIMS Enhancements (BT_RC02) (annual x5)
CIP TMP /2016
Implement ODMS Layer 1 (SCADA Historian) (OT_ID01)
CIP TMP /2017
Management Reporting Enhancements (BT_BME08)(5yrs)
CIP TMP /2017
Business Continuity Readiness (BT_ITI03)
CIP TMP /2017
SCADA Upgrade for CWRF Facility (OT_ES05) (R‐CAMP)
CIP TMP /2017
Co‐Gen Facility and Biosoilds SCADA Integration (OT_ES04) CIP TMP /2018
SCADA Integration with WIMS and Dashboards (OT_ID03)
CIP TMP /2019
Technology Master Plan Updates (BT_TDG02) (every 5 yrs) CIP TMP /2019
Project Title Project Rank Project No. P ‐ 6.1.503 P ‐ 6.1.504 P ‐ 6.1.505 P ‐ 6.1.202 P ‐ 6.1.203 P ‐ 6.2.103 P ‐ 6.2.302 P ‐ 6.1.301 P ‐ 6.2.202 P ‐ 6.2.703 P ‐ 9.6.121 P ‐ 6.1.204 P ‐ 6.1.302 P ‐ 6.2.102 Continued Project: Project is a continuation of a project funded in previous year. Additional funding is needed for the project currently under contract. (1) CIP – Capital Improvement Projects; PM ‐ Planned Maintenance; CA – Capital Acquisition, MjA – Major Asset Replacement (≥$50K), IS = Information Systems; IMPR – Improved Technology, Wear, Age (2) TP – Top Priority Projects are not scored (3) PM – Ongoing Planned Maintenance Projects are not scored (4) Refer to Table 2‐1, Project Numbering System Table 1‐2: E‐CAMP Condition Assessments (not associated with specific projects) Summary FY Project No. (1) Condition Assessment Title 2015 CA‐8.1.004 FY2015 Asset Condition Assessments 2015 CA‐8.1.005 Underground Structures – (Elect MHs) 2016 CA‐8.1.006 FY2016 Asset Condition Assessments 2016 CA‐8.1.008 Bridges 2016 CA‐8.1.012 Building Condition Assessment 2017 CA‐8.1.009 FY2017 Asset Condition Assessments 2017 CA‐8.1.012 Building Condition Assessment 2018 CA‐8.1.010 FY2018 Asset Condition Assessments 2019 CA‐8.1.011 FY2019 Asset Condition Assessments (1) Refer to Table 2‐1, Project Numbering System E FY2015 E‐CAMP Report 2014‐05May 4 May 13, 2014 Table 1‐3: E‐CAMP Studies, Updates and Engineering Services Summary FY Project No. (2) Studies, Updates and Engineering Services Project Related Studies (Not including Technology Master Plan Studies located in Section 5 – Projects) 2015 S‐1.1.006 GRS Isolation Improvements w/GRS3 Infl Gate 2015 S‐1.2.006 PSB Phase I and PE Pipeline Rehab (Phase 1) 2015 S‐1.3.016 AB Efficiency Optimization 2016 S‐3.1.002 Sludge Process Improvements (DAFT or Alt Tech, Improved Efficiency) 2016 S‐4.1.020 Energy Independence Upgrades 2016 S‐5.1.010 ORF I, ORF II, and ORF III Process Improvements 2018 S‐5.3.003 Construction Office Upgrade Special Studies 2015 S‐8.2.013 Process Master Plan (Solids, Air, Title V, CEPT, Efficiency) Part 1 2016 S‐8.2.003 Biosolids Management Business Plan Update 2016 S‐8.2.013 Process Master Plan (Solids, Air, Title V, CEPT, Efficiency) Part 2 2017 S‐8.2.007 Offsite Wetlands Restoration Study Updates 2015+ ES‐8.3.001 E‐CAMP Update (Annual) 2015+ ES‐9.8.001 R‐CAMP Update (Annual) Engineering Services 2015+ ES‐8.4.001 Extension of Staff Engineering Services (Annual) 2015+ ES‐8.4.002 R&D Projects Support (Ongoing) 2015 ES‐8.4.007 Electronic O&M Manual and Document Mgmt – Part 3 2015 ES‐8.4.009 Pyrolysis Pilot Study Support 2016 ES‐8.4.008 Electronic O&M Manual and Document Mgmt – Part 4 Other Services 2015+ OS‐8.5.001 Legal and Misc Services (Annual) 2015+ OS‐8.5.003 Printing, Shipping and Advertising 2015 OS‐8.5.004 Capital Improvement Management Assessment (1) CIP – Capital Improvement Projects (2) Refer to Table 2‐1, Project Numbering System E FY2015 E‐CAMP Report 2014‐05May 5 May 13, 2014 TABLE 1‐4: E‐CAMP Five‐Year Construction Phase Scheduling with Cost Estimates ($1,000) Project Rank (2) Project No. Project Name Main Project Costs (1) (in 1000s) Implementation Year 2015 Cont. P‐1.1.001 Influent Junction Structure Rehabilitation (Contingency) $ 225 TP P‐1.2.010 PSB Scum Pipeline $ 170 TP P‐2.1.005 Ocean Outfall Bathymetric Survey – External $ 81 TP P‐2.1.006 Ocean Outfall – Integrity Assessment per SLC Lease $ 104 Cont. P‐3.2.001 Biofuel Receiving Facilities $ 300 TP P‐3.3.009 Drying Safety Upgrades (Phases 2 and 3 Year 1 of 2) $ 554 TP P‐3.3.013 RTO Process Upgrades (Year 1 of 2) $ 411 58 P‐3.2.014 Digester Gas Pipeline Replacement $ 500 PM P‐4.1.006 Cogeneration Engine In‐Frame Overhaul (Year 2 of 2) $ 440 PM P‐5.1.002 ORF I Carbon Replacement (annual) $ 100 TP P‐5.1.008 ORF III Chem Feed System Improvements $ 541 TP P‐5.3.006 Secondary Scum Pit Roof Removal $ 175 130 (6)
‐ Total FY 2015 Condition Assessments $ ‐ Total FY 2015 Studies and Services $ 1,794 ‐ Total FY 2015 Egr (Design, Constr Egr, Const Mgmt) $ 1,624 $ $7,149 Total Fiscal Year 2015 E FY2015 E‐CAMP Report 2014‐05May 6 May 13, 2014 Project Project No. Rank (2) Implementation Year 2016 Project Name Main Project Costs (1)
(in 1000s) TP P‐1.1.006 GRS Isolation Improvements w/GRS 3 Inf Gate $ 1,099 TP P‐1.1.009 Influent Flow Metering Installation $ 233 40 P‐1.3.005 240 P‐1.3.012 $ 496 TP P‐2.1.002 $ 74 39 P‐3.2.009 AB Diffuser Membrane Replacement AB DO Probe Replacement Ocean Outfall Maint and Inspection ‐ External (Every 2 yrs) Digester 4, 5 and 6 ‐ Interior Coating, Struct Reinf. $ TP $ 960 TP P‐3.3.009 Drying Safety Upgrades(Phase 2 and 3 Year 2 of 2) $ 554 TP P‐3.3.013 $ 411 PM P‐4.1.005 RTO Process Upgrades (Year 2 of 2) Cogeneration Engine Top‐End Overhaul $ 218 PM P‐5.1.002 ORF I Carbon Replacement (annual) $ 100 TP P‐5.3.010 $ 172 TMP P‐6.1.201 $ 2,150 TMP P‐6.1.202 Dryer Lab Enclosure SCADA Network and Computer Room Upgrades (OT_ES01) SCADA Pilot Project (OT_ES02) $ 532 TMP P‐6.1.401 Electronic Operator Logbook and Pass‐Down (OT_OI03) $ 114 TMP P‐6.2.103 Data Management Standards (BT_TDG03) $ 78 TMP P‐6.2.302 WIMS Enhancements (BT_RC02) (annual x5) $ 60 ‐ Total FY 2016 Condition Assessments $ 220 ‐ Total FY 2016 Studies (project conceptual and special studies) $ 1,139 ‐ Total FY 2016 Engineering (Design, Constr Egr, Const Mgmt) $ 2,639 Total Fiscal Year 2016 E FY2015 E‐CAMP Report 2014‐05May $ 7 $11,489 May 13, 2014 Project Project No. Rank (2) Implementation Year 2017 Project Name Main Project Costs (1)
(in 1000s) TP P – 1.3.007 SCs 5 and 6 Mechanical Rehabilitation $ 1,833 35 P ‐ 1.3.016 AB Efficiency Optimization $ 1,092 23 P ‐ 3.2.013 Digester Mixing System Replacement $ 1,712 PM P ‐ 4.1.005 Cogeneration Engine Top‐End Overhaul $ 218 18 P ‐ 4.1.020 Energy Independence Achievement $ 250 PM P ‐ 5.1.002 $ 100 TMP P ‐ 6.1.203 $ 3,741 TMP P ‐ 6.1.301 $ 467 TMP P ‐ 6.2.202 $ 50 TMP P ‐ 6.2.302 ORF I Carbon Replacement (annual) SCADA Upgrade Plants Remote Facilities (OT_ES03) (3 yrs) Implement ODMS Layer 1 (SCADA Historian) (OT_ID01) Management Reporting Enhancements (BT_BME08)(5yrs) WIMS Enhancements (BT_RC02) (annual x5) $ 60 ‐ Total FY 2017 Condition Assessments $ 90 ‐ Total FY 2017 Studies (project conceptual and special studies) $ 264 ‐ Total FY 2017 Engineering (Design, Constr Egr, Const Mgmt) $ 1,476 $ $11,353 Total Fiscal Year 2017 E FY2015 E‐CAMP Report 2014‐05May 8 May 13, 2014 Project Project No. Rank (2) Implementation Year 2018 Project Name Main Project Costs (1)
(in 1000s) 43 P ‐ 1.2.006 TP P ‐ 2.1.002 38 P ‐ 4.1.003 PSB Phase I and PE Pipeline Rehab (Phase 1) $ Ocean Outfall Maint and Inspection ‐ External (Every 2 $ yrs) Cogen Engine Catalyst $ PM P ‐ 4.1.007 Cogen Engine Full Overhaul (2018, 2019, 2 eng/yr) $ 911 38 P ‐ 4.1.015 Gas Conditioning Facilities (Year 1 of 2) $ 3,105 PM P ‐ 5.1.002 ORF I Carbon Replacement (annual) $ 100 39 P ‐ 5.1.005 P ‐ 5.1.010 HW/GRT/PSB Odor Control Improvements $ 635 ORF I, ORF II, and ORF III Process Improvements $ 135 Plant Water Functional Improvements WIMS Enhancements (BT_RC02) (annual x5) $ 439 TMP P ‐ 5.2.006 P ‐ 6.2.302 $ 60 ‐ P ‐ 9.6.121 SCADA Upgrade for CWRF Facility (OT_ES05) (R‐CAMP) $ 797 ‐ P ‐ 9.3.002 BVPS ‐ Rehab Orig Forcemain Section over Creek $ 118 ‐ Total FY 2018 Condition Assessments $ 60 ‐ Total FY 2018 Studies (project conceptual and special studies) $ 249 FY 2018 Engineering (Design, Constr Egr, Const Mgmt) $ $ 1,676 $11,462 33 29 ‐ Total Total Fiscal Year 2018 E FY2015 E‐CAMP Report 2014‐05May 9 2,928 74 175 May 13, 2014 Project Project No. Rank (2) Implementation Year 2019 Project Name Main Project Costs (1)
(in 1000s) 27 P ‐ 1.1.005 Grit and Screenings Handling Facility Rehab (Year 1 of 2) $ 3,557 32 P ‐ 3.1.002 Sludge Process Improvements $ 2,500 PM P ‐ 4.1.007 Cogen Engine Full Overhaul (2018, 2019, 2 eng/yr) $ 911 38 P ‐ 4.1.015 Gas Conditioning Facilities (Year 2 of 2) $ 1,035 PM P ‐ 5.1.002 ORF I Carbon Replacement (annual) $ 100 37 P ‐ 5.2.017 $ 364 TMP P ‐ 6.1.204 Service Air and Instrument Air Piping Rehab Co‐Gen Facility and Biosoilds SCADA Integration (OT_ES04) SCADA Integration with WIMS and Dashboards (OT_ID03) WIMS Enhancements (BT_RC02) (annual x5) $ 671 $ 279 $ 60 TMP P ‐ 6.1.302 TMP P ‐ 6.2.302 ‐ Total FY 2019 Condition Assessments $ 60 ‐ Total FY 2019 Studies (project conceptual and special studies) $ 487 FY 2019 Engineering (Design, Constr Egr, Const Mgmt) $ $ 981 $11,005 ‐ Total Total Fiscal Year 2019 E FY2015 E‐CAMP Report 2014‐05May 10 May 13, 2014 SECTION 2: INTRODUCTION TO EWA COMPREHENSIVE ASSET MANAGEMENT PLANNING (CAMP) The Encina Wastewater Authority (EWA) is a public joint powers authority located in the Southern California City of Carlsbad that provides regulatory and wastewater treatment services to approximately 325,000 North San Diego County residents and industrial users. The EWA is owned by six member agencies that include: the City of Carlsbad, City of Vista, City of Encinitas, the Buena Sanitation District, the Leucadia Wastewater District, and the Vallecitos Water District. 2.1 Background The EWA was formed to operate and administer the Encina Water Pollution Control Facility (EWPCF). The EWPCF, an award winning facility, is a secondary activated sludge type treatment facility with the existing design capacity of 40.5 million gallons per day (mgd) liquid and 43.5 mgd solids. The EWPCF was constructed in 1963 to treat wastewater from the Cities of Carlsbad and Vista. Original construction of the EWPCF consisted of preliminary treatment facilities, anaerobic digesters, sludge drying beds and an ocean outfall. Since its original design and construction, the EWPCF has completed five major expansion phases with the latest major expansion (Phase V) construction completed in 2009. Phase V upgrades included enhanced solids processing as well as significant improvements to the energy management facilities. As reported in the EWA Fiscal Year 2011 Comprehensive Annual Financial Report, member agency infrastructure investment in the EWPCF has exceeded $229,000,000 since its inception. With this significant level of investment, the EWA is committed to maintaining a comprehensive asset management approach for managing the EWPCF infrastructure. 2.2 Purpose The purpose of this asset management plan is to develop a comprehensive roadmap to address the EWPCF infrastructure challenges. Member agencies have invested significant resources in the EWPCF. With this investment, the EWA places the highest importance on preserving asset reliability while protecting the health and safety of workers and the public. The E‐CAMP process maintains a current, organized register of major assets and associated estimated asset service life remaining. This allows EWA to plan ongoing assessment and replacement of assets to realize full use of service life and to replace assets prior to the end of assessed service life. We look to best management practice applications that will assist EWA in facing these rewarding challenges. The current E‐CAMP addresses the emerging challenges and will continue to renew and extend EWA’s commitment in maintaining a reliable and effective infrastructure. With a comprehensive asset management plan we remain steadfast in meeting our commitment to the EWA Mission: As an environmental leader, EWA provides sustainable and fiscally responsible wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. E FY2015 E‐CAMP Report 2014‐05May 11 May 13, 2014 2.3 CA
AMP Processs Overview 2.3.1 History In Fiscal Year 2008, EWA E
transitio
oned manage
ement of its EWPCF infrastructure frrom the form
mer facility Master Plan Process to
o the EWPCF C
Comprehensiive Asset Mannagement Plaan (E‐CAMP) program. 2.3.2 Ca
apital Projectts The CAMP
P process ressults in a list o
of prioritized recommend ed improvem
ment projects. Evaluation ccriteria are used to prioritize p
pro
ojects. The project evaluaation criteriaa established in the Mastter Plan werre brought forward and a suppleme
ented in the CAMP proce
ess. These crriteria take in
nto consideraation the servvice life of each physical asset and place higgh importance on safety, odor contro
ol, regulatoryy requiremen
nts, energy on criteria efficiencyy, plant capaacity, cost effficiency and consequencce of failure of assets. TThe evaluatio
establishe
ed for the E‐C
CAMP are iden
ntified in Figu
ure 2‐1. Figure 2‐1
1: E‐CAMP Evvaluation Critteria Assset
Serv
vice
Liffe
Faciliity
Capaccity
Costt
Efficien
ncy
Safety&
ng
Workin
Environm
ment
Odor
Controol
Regulato
ory
Complian
nce
Energy
y
Efficienccy
Consequence
ofFailurre
Complete
ed E‐CAMP prrojects from 1994 through
h present aree listed in Appendix A. A n
new project numbering system was implementted in the FY 2013 E‐CAMP, and a com prehensive list of past, current and futture capital projects id
dentified und
der this system
m are presentted in Appen
ndix B. 2.3.3 Asset Register
A
r The assett register provides an orgaanized list of major assetss, estimated sservice life of each asset, estimated replacement cost, and
d scheduled replacement o
or rehabilitattion date of eeach asset. M
Major assets aare defined as assets with a replaacement costt of $50,000 or more. M
Minor assets, with values less than $5
50,000 are generally replaced or u
upgraded thrrough preventative or corrrective mainttenance activvities which th
he General Services D
Department ttracks using the Computerrized Maintennance Managgement Systeem (CMMS). The Major Asset Reggister with reccent condition
n assessmentt information is found in A
Appendix E. 2.3.4 Co
ondition Asse
essment major assets n
nearing the end of their In FY 2011, EWA initiaated a formall process to aassess the coondition of m
service liffe. The cond
dition assessment docum
ments the currrent conditio
on of each aasset and reccommends either exttending the esstimated servvice life or defining a projeect to replacee the aging assets. 2.3.5 CA
AMP Method
dology The E‐CA
AMP program
m methodologgy is through
h the Task Eleements outlined in Figuree 2‐2. A morre detailed discussion
n of the CAMP methodologgy is found in
n Appendix C.. E FY2015 E‐CA
AMP Report 2014‐05May 12
May 13, 2014 Figure 2‐2: E‐CAMP Task Elements 1. Conduct Condition Assessments ↕↕↕↕
2. Update Asset Register
3. Conduct Facility Needs Assessments
4. Update Capital Projects List
5. Determine Priority Projects
7. Recommend Project Implementation Schedule
6. Estimate Project Costs
2.3.6 Schedule Each year a series of tasks is completed to update the E‐CAMP, with the purpose of providing project definition, cost and prioritization for EWA’s overall budget process, as illustrated in Figure 2‐3. Figure 2‐3: Annual Update Milestones and Schedule E‐CAMP PROCESS Establish E‐Camp Team Asset Register Update/Sort by Asset Age Condition Assessment for Select Equipment Facility Needs Assessment Update Project Summaries and Lists Prioritize Projects and Draft Schedule Prepare E‐Camp Report Jul Aug
Sep
Oct
Nov
Dec Jan Feb Mar
Jul Aug
Sep
Oct
Nov
Dec Jan Feb Mar
Member Agency Review Determination Agency Fiscal Resources Budget Development Draft Agency‐Wide Budget Budget Review and Finalize Adopt Budget ‐ June AGENCY‐WIDE BUDGET PROCESS 2.3.7 Project Numbering System Projects are given unique numbers which relate to the appropriate plant process. Condition Assessments, Studies, Updates, Engineering Services and Other Services are also numbered in accordance with the project numbering system. Conceptual studies for specific projects will be designated with an “S” prefix followed by the same numerical designation as the project. The project number consists of four segments, for example P‐1.3.004:  The first “prefix” is an alpha reference representing the phase of the improvement. In the example P‐
1.3.004, the letter “P” designates that it is a capital project construction or planned maintenance project. Other alpha abbreviations include: CA – Condition Assessment, S – Study (conceptual study specific to the project),  The second segment is a one‐digit number associated with the general process. In the example, the number 1 represents the general process “Liquid Process” E FY2015 E‐CAMP Report 2014‐05May 13 May 13, 2014 
The third segment is a one digit number associated with the specific unit process or area of the plant. In the example, the number 3 represents the specific process “Secondary Treatment” Fourth segment is a three digit sequential number for projects within the specific process. 
The following is a summary of the general and specific project is presented in Table 2‐1: E FY2015 E‐CAMP Report 2014‐05May 14 May 13, 2014 Table 2‐1: Project Numbering System P‐1: Liquid Process Improvements P‐1.1: Headworks P‐1.2: Primary Treatment P‐1.3: Secondary Treatment P‐1.4: Effluent P‐2: Outfall P‐2.1: Outfall P‐3: Solids Process Improvements P‐3.1: Biosolids Thickening P‐3.2: Biosolids Digestion P‐3.3: Biosolids Dewatering and Drying P‐4: Energy Management P‐4.1: Energy Management P‐5: General Improvements P‐5.1: Odor Control P‐5.2: Plant‐Wide Systems P‐5.3: Buildings P‐5.4: Miscellaneous P‐6: Technology Upgrades P‐6.1: Operations Technology P‐6.1.1 Special Studies P‐6.1.2 Enterprise SCADA P‐6.1.3 Information Driven P‐6.1.4 Operations Improvement P‐6.1.5 SCADA Asset Management P‐6.2: Business Technology P‐6.2.1 Technology & Data Governance P‐6.2.2 Business Management Enhancements P‐6.2.3 Regulatory Compliance P‐6.2.4 Asset Management P‐6.2.5 Capital Program Management P‐6.2.6 Document/Records Management P‐6.2.7 Information Technology Infrastructure P‐7: Reserved for Future P‐8: Professional Services (not associated with specific projects) CA‐8.1: Condition Assessments S‐8.2: Studies and Updates S‐8.3: E‐CAMP Updates ES‐8.4: Engineering Services OS‐8.5: Other Services P‐9: Remote Facility Improvements – refer to the R‐CAMP E FY2015 E‐CAMP Report 2014‐05May 15 May 13, 2014 This page intentionally left blank E FY2015 E‐CAMP Report 2014‐05May 16 May 13, 2014 SECTION 3: CONDITION ASSESSMENT SUMMARY Condition assessments are triggered when an asset nears the end of its nominal service life or by staff observations of condition. For major assets, professional assistance is normally utilized to conduct a formal condition assessment. When a condition assessment is completed, either the assessed service life is extended based on observation of estimated remaining service life assuming a cost effective level of maintenance, or a project is identified to replace or upgrade the asset. In this section, assets nearing the replacement year (within 5 years) as listed in the Major Asset Registry in Appendix E are scheduled for condition assessment. During the summer of FY 2014, EWA staff reviewed the asset list and added assets not previously included. While generally all assets have been assessed within five years of end of service life, this year some of the newly added assets reflect a replacement year prior to 2019. These assets are all scheduled for assessment in FY 2015. 3.1 Condition Assessments – FY 2015 CA – 8.1.004 FY 2015 Assessments Triggered by Asset Age This project will provide condition assessment of the EWA assets with nominal replacement date of FY 2019 or prior, as follows: Level Control Panel – Sec Scum Pit Level Control Panel – CL2 Contact Tank Level Control Panel – Pri. Tank Drain Skimmer‐#1 Chlorine Contact Tank Skimmer ‐#2 Chlorine Contact Tank AHU‐6691‐000 AHU‐Second floor Supply Fan (Dewater) Level Control Panel – #1 DAF TWAS Level Control Panel – #2 DAF TWAS Level Control Panel – ‐#2 Digester Level Control Panel – ‐#3 DAF TWAS Level Control Panel – ‐#4 Digester Level Control Panel – ‐#5 Digester Level Control Panel – ‐#6 Digester Level Control Panel – Digester Drainpit Level Control Panel – Tank Drainage Pit Fan‐ Foul Air Booster (ML Channel) Odor Control Fan / Dewatering, Drying Level Control Panel – Storm Water Pumps CHF‐6921‐000 CEPT Polymer Blending Unit, Dynablend (EAST) CHF‐6922‐000 CEPT Polymer Blending Unit, Dynablend (WEST) Condenser Water Flow Meter Odor Reduction Carbon Tower / Dewatering ORF # 2 Tank‐#1 Digester Roof Tank‐#3 Digester Roof E FY2015 E‐CAMP Report 2014‐05May 17 May 13, 2014 The following assets nearing end of assessed service life will be replaced as part of projects or assessed as part of specific studies: AB No. 1 Fine Bubble Diffuser Membranes ‐ to be replaced P‐1.3.005 AB No. 3 Fine Bubble Diffuser Membranes ‐ to be replaced P‐1.3.005 DO Probe System ‐ to be replaced P‐1.3.012 CA‐8.1.005 Underground Structures – Electrical Manhole Structures This project will provide assessment of underground electrical structures. A list of structures to be included in the underground structures condition assessment project (CA‐8.1.005) is as follows: Electrical Underground Structures: MH‐18 (North of Screenings Bldg) HH‐18 (North of Screenings Bldg) MH‐8 and adjacent MH (West of Power Building) MH‐19 (East of Maintenance Bldg) MH‐13 (East of Power Bldg) MH‐14 (South‐West of Power Bldg) MH‐9 (South‐West of Primary Clarifier No. 6) MH‐10 (South of Primary Clarifier No. 2) MH‐11 (East of Effluent Pump Station) MH‐17 (North of Chlorination Bldg) MH‐12 (North of Maintenance Bldg) MH‐1 and HH‐1 (West of Administration Bldg) MH‐20 (South‐West of DAF‐1) MH‐16 (South‐East of Phase III Dewatering Bldg) MH‐15 and HH‐15 (South‐East of DAF and Centrifuge Polymer Area) MH‐2 and HH‐2 (East of Waste Gas Flare) MH‐3 and HH‐3 (North‐East of Secondary Clarifier No. 7) MH‐4 (South‐East of Secondary Clarifier No. 7) HH‐5 and HH‐6 (East of ORF III) 3.2 Condition Assessments – FY 2016 CA‐8.1.006 FY 2016 Assessments Triggered by Asset Age This project will provide condition assessment of the EWA assets with nominal replacement date of FY 2020. This project will provide condition assessment of the following assets: P‐8004‐000 WAS Pump 1 P‐8005‐000 WAS Pump 2 P‐8008‐000 WAS Pump 5 P‐8023‐000 RAS Pump 1 P‐8024‐000 RAS Pump 2 P‐8025‐000 RAS Pump 3 P‐8026‐000 RAS Pump 4 E FY2015 E‐CAMP Report 2014‐05May 18 May 13, 2014 P‐3062‐000 Final Effluent Pump 2 AHU‐8054‐000 AHU – Secondary Building AHU‐4510‐000 AHU – Warehouse AHU‐3720‐000 AHU – Chlorine Bldg, MCC (coordinate with P‐5.2.021) AHU‐1610‐000 AHU – Fan Room, ORF I, Primary Gallery AHU‐6692‐000 AHU – Second Floor Supply Fan (Dewatering) AHU‐1601‐000 AHU – Screenings Room AHU‐1606‐000 AHU – MCC Room, Screenings (coordinate with P‐5.2.021) AHU‐4067‐000 AHU – MCC Room, Power Bldg (coordinate with P‐5.2.021) FLT‐8830‐000 ORF III, Secondary Carbon Filters (East) FLT‐8831‐000 ORF III, Secondary Carbon Filters (West) MCC‐3500‐D00 MCC‐D (Chlorine Bldg) MCC‐3500‐E00 MCC‐E (Chlorine Bldg) MCC‐1500‐F00 MCC‐F (Headworks‐Screenings Bldg) MCC‐1500‐G00 MCC‐G (Headworks‐Screenings Bldg) MCC‐6000‐H00 MCC‐H (Sludge Dewatering Bldg) MCC‐4000‐K00 MCC‐K (Digesters) MCC‐4000‐M00 MCC‐M (Blowers) MCC‐4000‐N00 MCC‐N (Blowers) MCC‐4000‐P00 MCC‐P (Power and Maint Bldg) MCC‐4000‐R00 MCC‐R (Power and Maint Bldg) 21” D 21” Drain Pipe (Pellet Loading to EPS to IJS) 12” 3WL 12” No. 3 Water Low Pressure (Refer to Plant Water Study, EPS to Drying Building and ORF I 30” D 30” Drain Pipe (East of EPS) 16” FA 16” Foul Air Pipe (Screenings Building, vicinity of Digester Nos. 1 – 3) Motor – AHU 1271 Supply Fan Motor – Fume Hood #1 Supply Fan Motor – Fume Hood #2 Supply Fan Motor – Fume Hood #3 Supply Fan Motor – Fume Hood #4 Supply Fan Motor – Fume Hood #5 Supply Fan Pipe – Foul Air Collection Piping (Secondaries) Control Panel, HVAC, Ops Bldg VFD, Final Effluent Pump No. 1 VFD, Final Effluent Pump No. 2 Activated Carbon – ORF 2 Activated Carbon – ORF 3 (East) Activated Carbon – ORF 3 (West) The following assets nearing end of assessed service life will be replaced as part of projects or assessed as part of specific studies: P‐7310‐000 TWAS Pump 3 COL‐7101‐000 Collector, DAF No. 1 COL‐7102‐000 Collector, DAF No. 2 COL‐7103‐000 Collector, DAF No. 1 BLDG‐4200‐000 Construction offices E FY2015 E‐CAMP Report 2014‐05May 19 May 13, 2014 HU‐1506‐000 Hydraulic Unit – Screenings Press SCR‐1511‐000 Bar Screen #1, Drive Unit and Level Control Panel SCR‐1512‐000 Bar Screen #2, Drive Unit and Level Control Panel SCR‐1513‐000 Bar Screen #3, Drive Unit and Level Control Panel SCR‐1514‐000 Bar Screen #4, Drive Unit and Level Control Panel GDW‐1501‐000 Grit Dewaterer #1 ‐ Screw GDW‐1502‐000 Grit Dewaterer #2 ‐ Screw RTO‐540‐000 Regenerative Thermal Oxidizer CA‐8.1.008 Bridges CA‐8.1.008 will assess the bridges over the flood control channel. There is one bridge for vehicular traffic and one bridge for pedestrian traffic that will be assessed. The bridges will be inspected visually for corrosion and structural integrity. CA‐8.1.012 Building Condition Assessment
3.3 CA‐8.1.012 will assess major buildings including the Operations Building and the Maintenance Building. Building mechanical systems and general condition will be assessed. Condition Assessments – FY 2017 CA‐8.1.009 FY 2017 Assessments Triggered by Asset Age This project will provide condition assessment of the EWA assets with nominal replacement date of FY 2021: P‐3063‐000 Final Effluent Pump 3 P‐3064‐000 Final Effluent Pump 4 P‐5530‐000 Digester Mixing Pump 5A (North) P‐5531‐000 Digester Mixing Pump 5B (South) P‐5630‐000 Digester Mixing Pump 6A (North) P‐5631‐000 Digester Mixing Pump 6B (South) RTO‐5400‐000 Regenerative Thermal Oxidizer TWAS Pipeline The following assets nearing end of assessed service life will be replaced as part of projects or assessed as part of specific studies: GDW‐1501‐000 Grit Dewatering Screw 1: to be replaced in P‐1.1.005 GDW‐1502‐000 Grit Dewatering Screw 2: to be replaced in P‐1.1.005 E FY2015 E‐CAMP Report 2014‐05May 20 May 13, 2014 3.4 Condition Assessments – FY 2018 CA‐8.1.010 FY 2018 Assessments Triggered by Asset Age This project will provide condition assessment of the EWA assets with nominal replacement date of FY 2022. P‐8027‐000 RAS Pump 5 P‐8028‐000 RAS Pump 6 P‐8027‐A00 RAS Pump Spare P‐8029‐000 RAS Pump 8 Odor Reduction Carbon Tower (ORF #3, East) Odor Reduction Carbon Tower (ORF #3, West) Primary Sedimentation Basin #1 Cover Primary Sedimentation Basin #2 Cover Primary Sedimentation Basin #3 Cover Primary Sedimentation Basin #4 Cover Primary Sedimentation Basin #5 Cover Primary Sedimentation Basin #6 Cover Security System and Camera Ocean Outfall Protective Arch The following assets will be assessed during external inspections and integrity assessments as required by the California State Lands Commission in the EWA Ocean Outfall Lease. Pipe – 72” Diffuser Section to End of Outfall Pipe – 72” Increaser to Diffuser Section 3.5 Condition Assessments – FY 2019 CA‐8.1.011 FY 2019 Assessments Triggered by Asset Age This project will provide condition assessment of the EWA assets with nominal replacement date of FY 2023. Centrifuge Feed Pit Sump Pump Control Panel The following assets nearing end of assessed service life will be replaced as part of projects or assessed as part of specific studies: MME‐2501‐A00 Helical Scum Skimmer 1 MME‐2501‐B00 Helical Scum Skimmer 2 MME‐2502‐A00 Helical Scum Skimmer 3 MME‐2502‐B00 Helical Scum Skimmer 4 MME‐2503‐A00 Helical Scum Skimmer 5 MME‐2503‐B00 Helical Scum Skimmer 6 MME‐2504‐A00 Helical Scum Skimmer 7 E FY2015 E‐CAMP Report 2014‐05May 21 May 13, 2014 MME‐2504‐B00 Helical Scum Skimmer 8 MME‐2505‐A00 Helical Scum Skimmer 9 MME‐2505‐B00 Helical Scum Skimmer 10 DU‐2511‐A00 Primary Sludge and Scum Collector 1 DU‐2511‐B00 Primary Sludge and Scum Collector 2 DU‐2512‐A00 Primary Sludge and Scum Collector 3 DU‐2512‐B00 Primary Sludge and Scum Collector 4 DU‐2513‐A00 Primary Sludge and Scum Collector 5 DU‐2513‐B00 Primary Sludge and Scum Collector 6 DU‐2514‐A00 Primary Sludge and Scum Collector 7 DU‐2514‐B00 Primary Sludge and Scum Collector 8 DU‐2515‐A00 Primary Sludge and Scum Collector 9 DU‐2515‐B00 Primary Sludge and Scum Collector 10 T‐2401‐000 Primary Sedimentation Tank 1 T‐2402‐000 Primary Sedimentation Tank 2 T‐2403‐000 Primary Sedimentation Tank 3 T‐2404‐000 Primary Sedimentation Tank 4 T‐2405‐000 Primary Sedimentation Tank 5 T‐2406‐000 Primary Sedimentation Tank 6 T‐2407‐000 Primary Sedimentation Tank 7 T‐2408‐000 Primary Sedimentation Tank 8 T‐2409‐000 Primary Sedimentation Tank 9 T‐2410‐000 Primary Sedimentation Tank 10 E FY2015 E‐CAMP Report 2014‐05May 22 May 13, 2014 SECTION 4: STUDIES, UPDATES AND OTHER PROFESSIONAL SERVICES 4.1 Studies Maintaining EWA facilities requires studies to provide planning information. A description of “Conceptual Studies” related to complex capital projects that have been prioritized to be funded in the near term are provided in subsection 4.1.1. In subsection 4.1.2, descriptions of “Special Studies” are provided. Special Studies are studies addressing general EWA or plant‐wide issues. “Study Updates” are described in subsection 4.1.3. 4.1.1 Conceptual Studies Conceptual Studies are designated with an “S” prefix and are numbered corresponding to their associated capital project. Refer to Section 5 for a description of the corresponding project for each conceptual study. For some projects, the scope of work has been defined by staff and is included in the project write‐up. For more complex projects with multiple options, a conceptual study is planned. The conceptual study defines options to meet the project needs, includes life‐cycle analysis of options, and considers non‐monetary factors. A description of each conceptual study that has been identified for completion within the next fiscal year as well as other key studies is presented as follows: E FY2015 E‐CAMP Report 2014‐05May 23 May 13, 2014 S‐‐1.1.006 GRS Isolatio
on Improvem
ments Th
he Grit Remo
oval System (GRS) uses three t
aeratedd grit taanks to sepaarate and remove grit prior to priimary trreatment. The
e current outlet on the shaared wall bettween th
he grit tankss and the grrit tank efflu
uent channell is a co
oncrete barrier wall with
h a fixed he
eight and 244 foot le
ength. When plant flowss are high, the t
water suurface elevation in th
he effluent ch
hannel exceed
ds the barrie r wall o the out‐of‐‐service grit tank, height and baackflows into
Figuree S‐1.1.006 which is a safe
w
ety concern fo
or personnel w
working in thhe grit Grit Tanks EEffluent Chan
nnel taank. General Services perssonnel isolate
e the grit tannks at le
east one tim
me per year for a one week w
duratioon to co
omplete planned maintenance. Personnel also isola te the tanks w
weekly to rem
move rags and pieces of co
oating worke
ed loose from
m upstream structures, aand to clear the hopper and grit pum
mp suction piping. Th
he GRS Isolattion Improve
ements Studyy will developp and compaare options to
o isolate each grit tank frrom the grit e
effluent chan
nnel. One alte
ernative iden tified is the iinstallation of an isolation
n gate with tw
wo motorized
d operators o
on the upstre
eam side of thhe wall between each gritt tank and th
he grit tank efffluent chann
nel. Alternattive means of isolating thhe tank, such
h as installation of an isollation gate between the ggrit tank efflu
uent channel and the prim
mary influentt channel mayy be preferreed from an operational an
nd constructio
on cost stand
dpoint, but maay be more d
difficult to insstall because there is no cu
urrent meanss to isolate the primary inffluent channeel. E FY2015 E‐CA
May 13, 2014 S‐‐1.2.006 / S‐1
1.2.009 PSB an
nd PE Pipeline Rehab Projects P‐1.2..006 and P‐1.2.009 will ad
ddress near tterm and longg term rehab
bilitation of th
he Primary Trreatment Pro
ocess and Prim
mary Effluentt Conveyancee System. Con
ndition assesssments were completed in
n FY 2013 an
nd FY 2014 to document the current condition off these facilitties. In addittion to the re
ehabilitation needs of the aging facilitie
es, the capaciity requiremeents for flow p
projections id
dentified in th
he 2040 EWP
PCF Master Plan will be takken into conssideration, in particular w
with regards to
o the need to
o construct a second Primaary Effluent P
Pipeline. Primary treatm
ment system b
background information iss summarized
d in the follow
wing descriptiion: Th
he Primary Se
edimentation
n Basin (PSB) ssystem was cconstructed in
n phases, as ffollows: PSBs 1
1 and 2: 1965 PSB 3: ox) 1969 (appro
PSB 4: 1971 PSBs 5
1975 (appro
5 and 6: ox 1‐6 existingg on Phase IIII dwgs, 1980) PSBs 7
7 through 10: 1984 (Phase
e IV expansionn) he replaceme
ent of Helicall Scum Skimm
mers as well aas Sludge and
d Scum Collectors was completed in Th
th
he Primary Se
edimentation Basins as follows: PSB 1 ‐ 3: 1984 replaced, 1999 rep laced PSB 4 –
1984 replaced, 1996 rep laced – 6: 1992 replaced, 2000 rep laced PSB 7 –
– 10: Photos showin
ng the currentt condition off the facilitiess are shown in
n Figure S‐1.2
2.006. Figure
e S‐1.2.006a PSB – Top of Wall Corro
osion E FY2015 E‐CA
AMP Report 2014‐05May Figgure S‐1.2.006b PSB Heelical Scum Skkimmer 25
May 13, 2014 Figure
e S‐1.2.006c PSB Effluent S
P
top Plate Guiide Wall Figure S‐1.2.00
06d Coated Over
PSB Previous Concrete C
Figure
e S‐1.2.006e mary Influentt Gate Guide Corrosion
Prim
E FY2015 E‐CA
AMP Report 2014‐05May Figgure S‐1.2.00
06f Primarry Influent Ch
hannel 26
May 13, 2014 Th
he following table summ
marizes the PSB structurral components condition
n and obserrvations as observed durin
ng the Primarry Effluent Co
onveyance Sysstem Conditio
on Assessment: Facility Element Condition Des
C
scription A. A PSB Influent Channel B. B PSB Influent Gates C. C PSB Structu
ures – general D. D PSBs 1‐6 PEE Channel E. E PSB PE EQ SStructure F. F PSB PE EQ B
Bypass Structure G. G PSB PE EQ B
Bypass Gate Channel condit
C
ion below the water level is unknown. The facility is nott equipped with means of i
w
isolating the chhannel for insp
pection and maaintenance. Primary influen
P
nt gate guide sstems and shafts are corrodeed, and gates cannot be used u
to isolate
e the basins. There are two influent gates for eacch primary sedimentation basins, for a tootal of 20 influ
uent gates. Eaach gate was designed to seal an 18‐inch diameter ope ning. Refer to FY 201
R
14 PSB conditioon assessment
Urethane U
coating was previiously applied over damageed concrete. D
Damage is observed in ap
o
proximately 5 to 10 percentt of the coatingg/concrete surrface area, primarily p
at op
penings and ttransitions. Pin
nging of conccrete in some uncoated sections sound
ds hollow inddicating potential deteriorration of the concrete condition. c
Coating has fail
C
led and concreete is in poor co
ondition Coating has fail
C
led and concreete is in poor co
ondition Gate operator G
was replaced in 2012, but gate is the original gate, cast iron type. Itt is uncertain iff the gate is m
movable. Howevver, the gate aadequately servves to seal the opening to the original PEE pipeline, the only intended use at this tim
me. mary sedimen
ntation basin and associateed componen
nts was comp
pleted in FY An assessmentt of each prim
20
014. Refer to
o Condition Assessment A
Report R
E‐CA99 for the find
dings and reccommendatio
ons of this work. w
Sccope of Studyy: Th
he first phase
e of this stud
dy will evaluaate the deficiiencies in thee primary treeatment areaa, including sttructural and
d mechanicall componentts identified in A througgh G in this description and those id
dentified in the t E‐CA9 re
eport. The sttudy will proovide optionss for rehabillitation of th
he primary trreatment systtem. The scop
pe includes establishmentt of structural design criteria, methods to address co
oncrete dam
mage, means of reinforcing the struccture as req
quired, replacement of m
mechanical eq
quipment ass needed, re
ecommended
d suppliers ffor gate and
d other equiipment, reco
ommended materials, m
con
nstructability, developme
ent of a sa mple outagee plan inclu
uding bypasss pumping re
equirements, and construcction constraiints. Primary Effluent Pipeline Th
he Primary Effluent Pipe
eline was co
onstructed arround 19
979 as part of the Phase III projecct which proovided se
econdary treatment at th
he EWPCF in
n accordancee with th
he Clean Water W
Act. The T
72‐inch pipeline coonveys primary efflue
ent to the aeration basin. A second prrimary efffluent pipeline may be needed in the
e future to prrovide ad
dditional cap
pacity, depen
nding on flow
w projectionss and th
he hydraulic impacts assocciated with re
ehabilitation oof the Figuree S‐1.2.009 exxisting Primary Effluent Pipeline. Crown o
of PE Pipelinee E FY2015 E‐CA
May 13, 2014 In October 2012, EWA conducted a condition assessment of the PE conveyance system including the PE pipeline. The majority of the pipeline was in good condition. However, the inspection team observed damage to the concrete in sixteen localized areas in the crown of the pipe due to corrosion. In some location the damage extended into the rebar. The damage was located beginning at joints and extending downstream. The damaged area concrete loss was in most cases one to two inches of depth, ranged from four to eight inches wide, and between six inches to two feet long. However in two locations, the damage at the crown of the pipe extended approximately 10 to 12 feet. This study would:  Identify feasible rehabilitation alternatives for the existing primary effluent pipeline including the use of spot repairs (SIKA or mechanical) and coating/non‐structural liner, as well as structural pipe rehabilitation systems such as Cured‐In‐Place Pipe (CIPP), Slip Lining, Spiral Wound Lining, and Panel Lining. Determine resultant hydraulic capacity, cost, advantages/disadvantages for three to five alternatives. One alternative must be a localized repair and coating/non‐structural liner option.  Determine feasibility and develop planning level cost for a second primary effluent pipeline. Identify and compare options for alignment, construction method, pipe material, junction structure configurations, connection to the aeration basins, capacity needs, groundwater level and other design considerations for a second primary effluent pipeline. The pipeline alignment will consider underground utilities such as duct banks, gas pipelines, and critical process piping. Identify methods to cross the flood control channel, such as pilot tube guided auger drilling or directional drilling. Develop a plan to maintain access to the plant for operations and emergencies.  Complete a life cycle analysis of primary effluent pipeline alternatives including rehab of existing pipe and construction, if needed, of a second primary effluent pipeline. Capacity requirements will be based on 2040 Facility Master Plan flow projections.  Identify construction schedule and outage schedule for recommended alternative  Present opinion of probable construction cost for the recommended alternative  Identify potential to minimize or remove air from the pipe.  Identify recommended alternatives to repair concrete and coating in the PSB basins and channels.  Recommend rehabilitation or replacement of mechanical and other structural components identified in E‐CA9. The PSB operation and PE pipeline are critical to the operation of the EWPCF performing the following functions: • Provides primary treatment • Conveys flow forward for treatment and reuse/discharge. If the PE pipeline were to fail, primary effluent would overflow at the primary sedimentation basins. Flow may drain to the flood control channel if not contained and redirected through emergency pumping. • Conveys flow to the secondary process as required to meet the EWPCF NPDES permit. • The secondary process is also required to provide treated effluent to the Carlsbad Water Reclamation Plant and the Gafner Water Reclamation Plant for further treatment and reuse. E FY2015 E‐CAMP Report 2014‐05May 28 May 13, 2014 
The existin
ng pipeline is located below major plannt roadways aand is buried in the vicinityy of critical undergrou
und utilities such as duct b
banks, gas pippelines and critical processs piping. Failure of the pipeline m
may impact faccilities near th
he pipeline.
S‐‐1.3.013 SC Concrete Evaluation
WA’s second
dary clarifierrs are routinely emptieed for EW
maintenance. m
Cracks in the SC 1‐4 tank floors alongg with grroundwater infiltration haave been obsserved. The cracks in
nterfere with the operatio
on of the slud
dge scraper, which caan get stuck on the uneve
en surface. TThe tank flooors are eq
quipped with groundwater pop‐off valves to rrelieve grroundwater pressure p
and
d prevent dam
mage to the tanks frrom uplift forrces. The pop
p‐off valves have been obsserved to
o contain deb
bris, which may m be a result of constr uction acctivities. A po
otential cause
e of cracking is thermal streess on th
he concrete. When the
e tanks are empty, thee cold Figure S‐1.3.013 grroundwater on outer (b
buried) face and the hoot sun Secondary Clarifier Craccking heating up th
he interior face f
can cau
use a tempeerature grradient in the concrete. The temperaature differe nce can causse differentiaal expansion within the taank resulting in cracking. EW
WA currentlyy has two de
ewatering pu
ump stations installed neear Clarifier N
No. 5 and No. 6. The dewatering pu
ump stations are used to prevent grouundwater from
m entering th
he clarifiers. Discharge frrom dewatering pump staations is currently conveyyed to the m
mixed liquor channel for secondary clarification. A condition assessment and
d structural e
evaluation of the tanks will be performed to identifyy the cause off the cracks in the tank. TThe conceptu
basis for an improvementt project to ual study will provide the b
fixx the existin
ng cracks and minimize the potentiaal for future cracks. Thee existing gro
oundwater pumping operration shall also be evalluated, includding impact of groundw
water in the treatment process, and condition of the exissting system. A scopee and capittal cost esttimate for im
mprovementss/repair of the
e tanks will be developed after the evaluation is com
mpleted. E FY2015 E‐CA
May 13, 2014 S‐1.3.016 AB Efficiency Optimization The secondary treatment process comprises a significant portion of the treatment power demands. EWA has identified optimization of the aeration air system as a potential for significant energy savings and improved process performance. This study will recommend modifications to the aeration facilities to realize these improvements. This study would:  Review findings of EWA staff DO probe condition assessment and evaluation. Document the recommended DO probes and requirements, such as air scour.  Identify the optimal location for DO probes  Recommend modifications to the facilities, such as addition of air flow control valves and programming, to realize energy savings and improved process performance  Cost‐benefit analysis of replacing aeration basin diffuser membranes. This analysis should consider age and operating time. A recommended schedule for replacement should be provided based on cost analysis.  Identify requirements and alternatives for channel agitation. The channel agitation air system is highly corroded and leaks. It is joined with the process aeration system through crossover valves. These valves were designed to isolate the system and are not effective in control of low flows. Additionally, droplegs and other channel agitation components are failing and are a source of leaks. Options for this system include: abandonment of channel agitation system if not needed, automation of crossover valves to agitate channels only at low flow times, installation of smaller jumper piping and air flow control valves, rehabilitation of the agitation air system.  Consider Options with existing blower equipment, modified blower equipment such as addition of VFDs, and new blower equipment. Provide life cycle analysis for each option. E FY2015 E‐CAMP Report 2014‐05May 30 May 13, 2014 S‐‐3.1.002 Sludge Proccess Improvements (DAFTT or Alt Tech, Improved Effficiency) Th
he Dissolved Air Flotation Thickeners (DAFT) 1 and 2 were instaalled in 1980 under Phase III. DAFT 3 was w built in 1989 1
under Phase IV. The T DAFT opperates undeer harsh conditions. Many system co
omponents are a required to operate the t DAFT sysstem, such aas air compreessors, comp
pressed air sttorage tanks,, large tankss, rotating co
ollectors, tannk covers an
nd supports, tank level m
monitoring, polymer storaage and feed
d, and odor control assoociated with large air vo
olume. Convveyance of th
hickened slud
dge has been problematic.. The “dump valve” which
h serves as a pressure relieef valve on th
he Thickened Waste Activaated Sludge d
discharge pip ing is older teechnology, an
nd staff have expressed co
oncern over tthe functionality of this de
evice. Photos of current condition
n of the DAFT System are pprovided in Fiigure S‐3.1.00
02. Figure S‐3.1.002a Roo
of supports and hardware
e in DAFT 3 are
e corroded Figure
e S‐3.1.002c Aluminum
m roof coatingg is failed
d in DAFT 1 E FY2015 E‐CA
AMP Report 2014‐05May Figuree S‐3.1.002b Highhly Corroded Skimmer Weear surface wass rehabilitated
d by EWA Gen Services
Figuree S‐3.1.002d Many mechaanical and stru
uctural compponents requiire ongoing m
maintenance
31
May 13, 2014 Figure S‐‐3.1.002f The DA
AFT system is composed of many coomponents EEWA maintain
ns Figu
ure S‐3.1.002e
e Operating the
O
e DAFT system
m includes operation of many sysstems General Servicces personnel complete on
ngoing projeccts replacing ccorroded com
mponents and
d recoating su
urfaces. Equip
pment compo
onents are nearing the ennd of service life and the cost of mainttaining the syystem is incre
easing. Additionally, one o
of the three D
DAFT units is ccurrently ded
dicated to rem
move solids frrom centrate prior to returrn of that flow
w to the prim
mary effluent fflow stream. Th
his study willl compare altternative thicckening technnologies for w
waste activatted sludge an
nd centrate which may red
w
duce the equipment components such as centrifugees, gravity belt thickeners, and rotary drum thickene
ers. Considerrations shall include elec trical requireements, polyymer use, maaintenance re
impact on ddigester capaccity, relative life cycle cosst, building equirements, thickening performance, p
re
equirements, staff requirements for operation and m
maintenance,, and odor isssues at Manhole No. 4. Options O
for th
hickening systtem modificaations or rep lacement shaall also includ
de considerattion of co‐
th
hickening, cell lycing and o
other related processes. Th
he study will provide de
esign criteria,, control inteegration concepts, constrructability, seequencing, caapacity, demo
olition of exissting facilitiess, and other requirements. The study will present a life cycle co
ost comparisson and non‐monetary co
onsiderationss, and will p
provide a capital cost esstimate for budgeting at le
east three alternatives. E FY2015 E‐CA
May 13, 2014 S‐‐3.2.012 Digester De
ewatering Th
he EWPCF Digester Nos 4
4, 5 and 6 are
e equipped foor use as an
naerobic dige
esters. Digester No. 4 waas installed w
with the Phase III plantt expansion in
n 1980, and D
Digester Nos. 5 and 6 were w
installed
d around 198
89 with Phase
e IV. Digeste r 4 uses with a gas mix
w
x system and Digester Nos. 5 and 6 usee a pump mix system. m
Th
he digestion capacity provvided by two digesters is ssufficient to
o provide th
he sludge sttabilization and a
gas prooduction re
equirements for the plantt. Plant stafff have standaardized Figurre P‐3.2.012
D
Digester 4 on the use off Digester No
os. 5 and 6 which w
are sim
milar in t digesterss used for no
ormal operattions but anyy combination of two diggesters will operation as the provide sufficient capacity aat this time.
he downstreaam solids dew
watering and drying proceess uses a single dryer systtem to produ
uce pellets. Th
In
n the future aa second drye
er system willl be installed.. The dryer syystem operattional schedule requires weekly w
outage
es for mainte
enance. At op
ptimal operattions, the dryyer treats more sludge att one time th
han would ge
enerally be withdrawn from the digesteers on a conssistent and uniform basis during the week. The dry
w
yer system waas designed to use old Diggester No. 2 fo
or storage of sludge. However, plant sttaff has found
d that also using Digesterr No. 4 for sluudge storagee provides op
perational flexxibility and caapability to optimize the d
dryer operatio
on. Th
he digesters are situated in a partiallyy buried locaation. Pumps at ground leevel transfer the waste sludge downsttream for dew
watering and drying. Thesse pumps are capable of reemoving app
proximately e they can noo longer provvide the suction lift needeed to move half the contents of the diggester before
sludge out. This study would identify the
e modificatioons needed to
o provide new
w pumping caapability to emove all the
e contents of digester nos 4, 5 and 6 suuch that the eentire volumee of any of the digesters re
caan be used for sludge sttorage. The study will iddentify the p
pump flowratte, type of p
pump, and in
nstallation req
quirements. TThe study willl provide a coost estimate tto implementt the project.
E FY2015 E‐CA
May 13, 2014 S‐3.2.013 Digester Mixing System Replacement The EWPCF Digester Nos. 4, 5 and 6 are equipped for use as anaerobic digesters. Digester No. 4 was installed with the Phase III plant expansion in 1980, and Digester Nos. 5 and 6 were installed around 1989 with Phase IV. Digester 4 uses a gas mix system and Digester Nos. 5 and 6 use a pump mix system. Newer technology has been developed with the potential for energy savings and more effective mixing of digesters. The digester mix systems are aging. While the mix pumps are maintained and rebuilt, wear in the casings takes place over time and may impact the efficiency. Settlement in the area has been significant around the large mix pumps and is currently being monitored. The compressor on the digester 4 system has recently been replaced. This study would identify potential new technology alternatives, including the N‐Line pump system. Alternatives for rehabilitation or replacement will be identified. Installation requirements including power and structural mounting will be identified. The study should also consider potential options for alternative operation such as reduced schedule or intermittent pump mixing, if feasible. Life cycle analysis and recommendations shall be provided. S‐5.1.005 HW/GRT/PSB Odor Control Improvements Study S‐5.1.005 will evaluate and provide recommendations for modifications and upgrades to the odor control system serving the headworks. The current system, ORF I is a two‐stage biological treatment system. The following specific tasks will be addressed: 1. Staff have identified that the current foul air system does not remove foul air from the upstream end of the primary sedimentation basins. Extensive corrosion in the area within the basins substantiates this observation. 2. In the Grit and Screenings Handling Study completed by Carollo Engineers in November 2011, need for additional evaluation of the capacity of the headworks odor control system was identified. The S‐5.1.005 will evaluate the current capacity requirements as well as requirements needed to meet the modified Screenings Building recommended by the 2011 report. 3. Odor control requirements and effectiveness of the grit removal system and associated channels will also be assessed and evaluated. 4. The influent junction structure rehabilitation has addressed the IJS odor control requirements. 5. Alternative technologies will be identified and three feasible alternatives evaluated using life cycle cost analysis. Each alternative identified will be capable of APCD permitting. 6. For the recommended alternative, provide conceptual design: process flow diagrams, design criteria, siting, foul air collection, utility connections, electrical and instrumentation E FY2015 E‐CAMP Report 2014‐05May 34 May 13, 2014 S‐5.1.010 ORF I, ORF II, and ORF III Improvements Study S‐5.1.010 will identify and compare potential improvements to all three odor reduction facilities at the EWPCF. Currently ORF I uses a two stage system, with the initial biological filter stage followed by a carbon scrubber. The frequency for replacing the carbon based on carbon sampling results as required by APCD has increased from every two years to every year or more often. The first stage uses a significant amount of plant water which under some circumstances can cause the 3WL water pumps and system to approach its capacity limits. With the construction of Phase V, ORF II was converted from a two stage process to a single phase process. Alternative technologies should also be considered during S‐5.1.010. ORF III uses a two stage process with the first stage requiring 2W water and chemical feed. During S‐
5.1.010, this process will be compared to alternatives. The elimination of the first stage should be considered as well as other alternative technologies. Study S‐5.1.010 will include the following tasks:  Evaluate the process needs for each of the ORF systems, eg H2S removal, air flow, etc.  Identify alternative technologies, modifications to the existing system and compare to the existing system “no project” option. Capital and operation/maintenance costs will be included in the analysis using life cycle analysis.  Identify other considerations such as impact on the plant water system, drainage impact on the plant, age of facilities, risk levels, permitting considerations.  Provide recommendations and cost estimate of recommended options. E FY2015 E‐CAMP Report 2014‐05May 35 May 13, 2014 S‐‐5.2.006 Plant Wate
er Functional Improvementts Th
he Plant and
d Potable Wa
ater Systems Study (Plantt Water Sttudy) by Dud
dek dated Ju
uly 2013 pro
ovides a plannt‐wide syystem inventtory, data an
nd evaluation
n of the plaant and potable waterr facilities att the EWPCFF. Deficienciees were id
dentified and
d a generaal approach to addresss each deficiency wass developed. However, the
e overall plannt water nd distributiion system including thhe 3W, production an
3W
WLC, 3WHP and 3WL pu
umps was ide
entified to haave the potential for some recon
nfiguration to provide aa more effficient and re
eliable processs. Figure S‐5.2.006
Plant Wateer System Oveerview Th
he plant wate
er system sup
pply and demand has evolvved over the phased deveelopment of the EWPCF. Th
he purpose o
of Study S‐5.2
2.006 is to revview the ove rall process, the list of deeficiencies and
d potential projects identified in the Plant and Pot
P
table Water SSystems Stud
dy as well as previously id
dentified E‐
CA
AMP projectss and additional plant stafff input, and to determinee alternativess to the curreent system co
onfiguration, and compare
e these alternatives with the current cconfiguration
n. The follow
wing will be taaken into consideration:  3W, 3WLC
C and 3WHP strainer operaation and disccharge of screeenings (referr to P‐5.2.005
5)  3WLC intertie to 3WHP
P system (systtem used to hhave this cap
pability, which
h was eliminaated during previous capital projectt) mp Control Im
mprovements (P‐5.2.010)
 3WHP Pum
p No. 3 Installlation (P‐5.2.007, related to potential deficiency of flow requireed for ORF  3WL Pump
systems under some operating o
con
nditions, subjject to changge if ORF sysstem configurrations are changed)  Operating issues identiffied in Table ES‐3, ES‐4 an d ES‐5 of the Plant Water Study  Considerattion of plantt process drrainage and potential reuse of side streams succh as heat exchangerr drainage. E FY2015 E‐CA
May 13, 2014 S‐‐5.3.003 Constructio
on Office Upggrade Sttudy S‐5.3.00
03 will identiffy and evaluaate modificat ions re
equired for potential p
usess of the original maintenaance building, curre
ently used byy contractors working on ssite. Po
otential othe
er uses for the buildingg include usee in co
onjunction with w the Pure
e Green product producedd at th
he EWPCF wiith a growingg local marke
et. Dependingg on th
he occupants and required amenitiies, a rangee of im
mprovementss may be reco
ommended fo
or this structture. Im
mprovementss range fro
om replacem
ment of agging co
omponents such s
as tile, mechanical/e
electrical sysstem upgrades thatt may be req
quired, and upgrades of the ng is repurposed. exxisting facilityy if the buildin
A summary of o basic imprrovements proposed for the building are prrovided in the
e table below
w. Figure SS‐5.3.003 Electrical Equipment Room Offices Floor Coveringg Replace Elect Room
Replace Conf Room Replace Kitchen Replace Locker Room Records Storage Corridors Repair Replace Building Walls Ceilingg Repair &
& Paint Repair &
& Paint Repair &
& Paint Repair &
& Paint Repair &
& Paint Repair &
& Paint Repair &
& Paint Replacee Replacee Replacee Replacee Replacee Replacee Replacee Wind
dow Coverring Replaace Ligh
hting Other Evalluate/ Rep
place Evalluate/ Rep
place P
Partition eq
quipment Reepair walls R
Remove ccabinets EEvaluate HV
VAC system –– test and balance E FY2015 E‐CA
May 13, 2014 4.1.2 Sp
pecial Studies Special sttudies focus on Organizattional or Faciility‐Wide plaanning needss. A descripttion of each near term Special Study identified
d is provided in this sub‐se
ection. S‐‐8.2.003 Management B
Business Plann Update Biosolids M
Th
he Phase V Expansion E
Co
onstruction co
ompleted in 2009 provided significant improvemeents to the EW
WA cogeneraation system. The Energy aand Emission s Plan evaluaated actions tthat could mo
ove EWPCF to
oward indepe
endence from
m purchased energy. This study will deetermine if EW
WA is structu
ured under th
he most cost effective SDG&E tariff plan. The recoommendation
ns from this study will bee evaluated an
nd included in
n the future EE‐CAMP proje
ects. S‐‐8.2.005 Wastewate
er Characterizzation Study he purpose of the Wasttewater Charracterization Study is to provide a co
omparative aanalysis of Th
member m
agen
ncy wastewaater constitu
uency and sstrength to support historical cost allocation methodology m
implemented
d by the EWA
A. The Wasttewater Charracterization Study will esstablish an efffective and accurate methodology in determiniing future ccost allocatio
on for EWA’s member aggencies.
S‐‐8.2.007 Offsite Wettlands Restorration ol channel co
onveys stormwater througgh the A flood contro
EW
WPCF site an
nd drains to a wetlands site s to the w
west of En
ncinas Boulevvard. This stu
udy will evalu
uate the conddition, operation, resstoration options and oth
her options foor the wetlands. w
Con
ncerns such as a standing water w
and pottential fo
or odors will b
be considered
d. Figurre S‐8.2.007
Plan
nt Overview E FY2015 E‐CA
May 13, 2014 S‐‐8.2.012 Screening SStudy (HW vs pre‐digester s vs post‐digeesters) Th
he existing grit and screenings han
ndling facilitties were in
nstalled as paart of the 198
80 Phase III Expansion. B ar Screen No. 2 was replaced in 1998 and Bar Scre
een No. 4 wass replaced in
n 2006. Comp
ponents of Baar Screen No. 4 were alsoo replaced in
n 2011 after tthey were dam
maged. These
e screens aree outfitted with ¾ spacing
w
g. Debris succh as plastics has been obbserved in th
he downstreaam secondary treatment and solids pprocessing products. Scre
eening equip
pment with smaller s
opennings and allternate configuration wou
uld be more e
effective in ppreventing so
olids from mo
oving to down
nstream proccesses. WA markets a biosolids pellet p
“Pure Green” whicch can be EW
ussed as a so
oil amendme
ent. The presence p
of inorganic material in the
m
e pellet can n
negatively imp
pact the percception of th
his high‐quality product. IIn FY 2012, th
he Grit and SScreenings Handling H
Stud
dy include recommendaations for a lternative sccreenings rem
moval and haandling, grit removal r
and handling. Th
he study reccommendatio
on merits a supplementaary study due to param
meter changess used in thee Grit and SScreenings Handling Study
H
y. Figu
ure P‐1.1.005
5 B
Bar Screen his study wou
uld: Th
 Investigate
e the screenings facilities under new ddesign flows aas determineed by 2040 M
Master Plan completed
d in FY 2014. n alternate incorporating
i
g two screenn configuratio
ons, two units with closer spacing  Present an
during ave
erage flows, aand remainingg units with eexisting spaciing for peak fflows. The stu
udy should address ho
ow the scree
ens would be controlled uunder differen
nt flow scenaarios, and shall address operating impacts such
h as disposal o
of increased sscreenings. wo additionaal alternativess for screeninng, including screening beefore the diggesters and  Develop tw
screening after the dige
esters. of alternativess including liffe cycle costs,, advantages and disadvan
ntages.  Provide a ccomparison o
E FY2015 E‐CA
May 13, 2014 S‐8.2.013 Process Master Plan The process master plan is a two year study including a range of tasks needed to meet future treatment requirements and to optimize the operation and maintenance of the EWPCF. Hydraulic and process modeling will be required. Specific issues to be addressed are: Solids/DAFT: The Dissolved Air Flotation system is an aging facility. More modern technologies are available may be better suited for the EWPCF. Currently the DAFT system treats waste activated sludge, with primary sludge and scum feeding directly to the digester. One of the three DAFT tanks is dedicated to centrate treatment prior to discharge back into the plant. Both solids content and phosphorus content in centrate are problematic. Co‐thickening may be advantageous. The master plan will formulate feasible options and compare these options using life cycle analysis. CEPT: The EWPCF implemented Chemically‐Enhanced Primary Treatment and has operated the system for approximately 10 years. The system uses chemicals to increase the removal of solids in the primary treatment process, thus reducing the load on the aeration basins. In recent years, the cost of chemicals has increased significantly. The objective of this element of the study is to evaluate the CEPT system and compare current operation to alternate operational modes, including discontinuation of CEPT as well as continued CEPT operation in an optimized mode. Options identified for alternative analysis will address construction and life cycle costs as well as other operational impacts such as blower and air conveyance capacity, digestion capacity, impact on biosolids dryer, etc. Air Quality/Title V: The EWPCF has historically maintained status with the Air Pollution Control District (APCD) as a minor emitter by maintaining an annual carbon monoxide emissions level of less than 100 tons. This status allows permitting and requirements to be monitored primarily through the APCD of the County of San Diego. Facilities that exceed the minor emitter cap are designated as Title V major source permittees. Title V requirements are regulated through the Environmental Protection Agency (EPA) with monitoring and documentation requirements significantly more extensive than for minor emitters. Maintaining status as a minor emitter requires EWA to significantly limit use of the co‐gen facilities or to implement capital improvement projects for gas conditioning and catalyst, thus incurring both significantly more capital and O&M cost. As EWA digester gas flows increase in the future because of increased influent flows, as well as process modifications resulting in increased digester process efficiency, some action will be required. The Title V Study will identify the requirements for Title V status and will provide a life cycle comparison of a minimum of two alternatives: 1) maintaining minor emitter status with limited co‐gen operation 2) maintaining minor emitter status with implementation of gas conditioning and catalyst 3) changing status to Title V major emitter. For each alternative, equipment and facility limitations and required modifications shall be identified, including analysis of primary sludge withdrawal and pumping, process air delivery capacity, blower capacity, secondary treatment capacity and other considerations. Capital costs and life cycle costs shall be compared and a recommendation for CEPT operation provided. E FY2015 E‐CAMP Report 2014‐05May 40 May 13, 2014 4.1.3 Updates Updates provide current planning information for Authority work that evolves over time. S‐8.2.003 Biosolids Management Business Plan Update In December of 2007, the EWA received and filed the EWA Biosolids Management Business Plan. The EWA Biosolids Management Business Plan provides the Authority with a comprehensive document for implementation of best management practices to manage, beneficially use, and dispose of Class A biosolids pellets and Class B biosolids cake. The Biosolids Management Business Plan Update should periodically be updated to verify assumptions and identify needed program redirection. 4.2 Other Professional Services Other professional services include Engineering Services, Legal Services and other services such as materials testing, survey and geotechnical services. 4.2.1 Engineering Services Engineering Services projects complete tasks to support the function of EWA, but do not include construction of facilities. ES‐8.3.001 E‐CAMP Update Each year the E‐CAMP is updated. EWA managers solicit input from staff to determine needs that have surfaced since the previous update. New projects are defined and all projects are ranked and prioritized. Projects completed during the previous fiscal year are also documented. A five year plan is presented for consideration during the budget process. ES‐8.4.001 Extension of Staff The As‐Needed Services contract is an annual contract for Engineering Support for needs that develop throughout the fiscal year. ES‐8.4.002 R&D Projects Support (Ongoing) The R&D Projects Support study includes research and development associated with potential energy or resource recovery related facilities. Examples would be cell lysis technology, phosphorus recovery, alternative methods of gas utilization, and other emerging technologies. E FY2015 E‐CAMP Report 2014‐05May 41 May 13, 2014 ES‐8.4.005 Pyrolysis Pilot Study Support In FY2014, EWA entered an agreement with Anaergia to conduct a pyrolysis pilot study at the EWPCF. The Anaergia system exposes pellets to high temperatures converting them to Char, which theoretically has favorable characteristics as a soil amendment. ES‐8.4.005 engineering services task provides support to this pilot project and the evaluation of results for consideration of incorporation of full scale pyrolysis operations at the EWPCF. ES‐8.4.007 Electronic Operations Manual and Document Mgmt – Part 3 In FY 2013, EWA initiated Phase 1 of the Electronic Operations Manual and Document Management project. The goal of the project is to consolidate previous Operations Manuals, develop additional Operations content as needed, and to format the material into an electronic format. The project also developed the framework for a system for organization and population of documents into EWAs LaserFiche electronic document storage and retrieval system. Part 2 of the project completed the drafting of six sections of the Operations Manual. Part 3 will provide an additional six to twelve sections of the Manual. ES‐8.4.008 Electronic Operations Manual and Document Mgmt – Part 4 In FY 2013, EWA initiated Phase 1 of the Electronic Operations Manual and Document Management project. The goal of the project is to consolidate previous Operations Manuals, develop additional Operations content as needed, and to format the material into an electronic format. The project also developed the framework for a system for organization and population of documents into EWAs LaserFiche electronic document storage and retrieval system. Part 4 will complete the remaining sections of the Operations Manual and will complete additional related tasks such as development of a specification to include in RFPs and bid documents such that electronic operations information is provided and formatted to be used to update the Operations Manual. ES‐9.8.001 R‐CAMP Update Similar to the E‐CAMP, the R‐CAMP is updated periodically to address capital improvement project needs at the remote facilities operated by EWA staff. The R‐CAMP update is completed every two years. Facilities included in the document include:  Carlsbad Water Recycling Facility  Raceway Basin Pump Station  Agua Hedionda Pump Station  Buena Vista Pump Station  Buena Creek Pump Station E FY2015 E‐CAMP Report 2014‐05May 42 May 13, 2014 4.1.2 Legal and Other Services OS‐8.5.001 Legal and Miscellaneous Services Legal and miscellaneous services include the review of contracts and other legal documents, materials testing, survey, geotechnical services, copying and other services. OS‐8.5.003 Printing, Shipping and Advertising OS‐8.5.003 provides for the cost of services associated with printing, shipping and advertising of capital project bid documents. OS‐8.5.004 Capital Improvement Management Assessment OS‐8.5.004 services strategically evaluate asset management at the EWPCF. This work compares the cost‐effectiveness and other considerations using strategies ranging from preventative maintenance, scheduled replacement and run‐to‐fail. E FY2015 E‐CAMP Report 2014‐05May 43 May 13, 2014 This page intentionally left blank. E FY2015 E‐CAMP Report 2014‐05May 44 May 13, 2014 SECTION 5: IDENTIFICATION OF E‐CAMP PROJECTS This section provides project background, description, justification and project delivery information for potential projects that have been identified through the E‐CAMP process. The purpose of this section is to provide an organized reference for E‐CAMP projects both that are recommended for funding in the next five years and for potential future projects. In general, more detail has been developed for the projects that are anticipated for implementation in near term. A more conceptual description is provided for projects currently planned for implementation beyond the next five years. E‐CAMP projects are developed based on a needs assessment, triggered by either asset age or EWA staff observations. Needs based on asset age are assessed through a condition assessment of the equipment, which determines the assessed service life remaining and considers the criticality of the equipment. Some staff observations result in a project with design criteria in which the Agency management team reaches consensus during the E‐CAMP process, and these projects are added to the list. These projects include a design phase prior to the project implementation phase. Other observations require a special study to address an issue or concern that is identified, which will identify a specific E‐CAMP project at a later time. Potential projects are given a unique project number. As projects are completed, the project descriptions are removed from this Section and projects are listed by year completed in Appendix A. Projects may be removed from consideration for other reasons; for example the project may not meet the $50,000 E‐CAMP project threshold and may be addressed by the General Services Group, the project may be combined with a different project, or the project may not meet cost/benefit requirements and therefore be eliminated from consideration. The Comprehensive Project List in Appendix B provides a listing of historical, current, future and eliminated projects. 5.1 Liquid Process Improvements This sub‐section identifies potential liquid process improvement projects. E FY2015 E‐CAMP Report 2014‐05May 45 May 13, 2014 5.1.1 Headworks P‐1.1.001 Influent Junction Structure Rehabilitation (Contingency) Background The 2012 Major Plant Rehabilitation Project incorporated the following projects: P‐1.1.001 Influent Junction Structure Rehabilitation  Replacement of the Influent Junction Structure.  Construction of bypass vaults to facilitate construction while maintaining plant operation.  Misc modifications to the IJS ancillary facilities such as the drain pump station. P‐1.1.002 HW Agitation/Aeration Piping and Diff Replacement P‐2.1.003 Outfall ARV Vault Replacement P‐1.1.010 Influent Pipe Rehab and addl 2012 Major Rehab Project P‐1.1.001 was funded during FY2014. Additional budget is allocated during FY2015 for contingency spending, as needed. E FY2015 E‐CAMP Report 2014‐05May 46 May 13, 2014 P‐‐1.1.005 Grit and Screenings Han
ndling Facility Rehab Background he existing grit g and scre
een handlingg facilities w
were Th
in
nstalled as paart of the 19
980 Phase III Expansion. Bar Sccreen No. 2 w
was replaced in 1998 and B
Bar Screen Noo. 4 was replaced i
w
in 2006. Com
mponents of B
Bar Screen Noo. 4 were also repl
w
aced in 2011 after they were damagedd. In FYY 2012 the Grit G and Screeenings Hand
dling Study w
was co
ompleted, in
ncluding a co
ondition asse
essment of the faacility. In add
dition to recommendations based on assset co
ondition, the
e study evalu
uated alternaative screeni ngs re
emoval and handling, h
gritt removal and handling, aand ve
entilation. The T
study recommend
ded additioonal evvaluation of o
odor control rrequirementss. Figure P
P‐1.1.005 Bar Screen
n Conveyor Description D
Bar Screen and
d Grit Processsing Building
 Replace exxisting bar scrreens in accorrdance to thee recommend
dations from tthe S‐1.1.005
5 study.  Repair con
ncrete and liner in the bar screen channnels  Replace baar screen draiinage pump b
bubbler with ultrasonic levvel sensor forr level monito
oring  Modify the sloped floo
or in the exissting bin areaa to match screenings bu
uilding floor tto improve access.  Provide a Grit and Scrreenings Buillding extensi on immediattely west of the existing Screening Building to
o house comb
bined grit and
d screenings hhandling equipment and ro
oll‐off bin.  Provide ne
ew shaftless sscrew conveyor for screen ings and a divverter chute ffrom each scrreen.  Cover chan
nnel openings with plates
 Provide tw
wo new washe
er compactorrs to provide iintermediatee level of wash
hing.  Replace all channel aeration piping aand diffusers.. Add manifold isolation vaalves. E FY2015 E‐CA
May 13, 2014 Grit Removal Process  Replace the MCCs serving the headworks and primary clarifier facilities  Connect the manhole upstream of the drainage pump station to the Odor Reduction Facility.  Replace peeling coating in Grit Tank Nos. 1 and 2.  Replace pipe supports in Grit Tanks.  Replace scum gates (stop plates) in the grit tank effluent channel  Implement improvements to the grit withdrawal facilities including water fluff piping in hopper, pump suction shortening/straightening, backflush connection, replace standard with long radius elbow, portable pump connection for dewatering grit tanks, discharge pipe resizing, flushing connections  Replace grit pumps with recessed impeller types, and overhead wiring. Provide spare pump. Odor Control  Provide enclosures on screens and conveyor to contain odors.  Modify building ventilation system to maintain negative pressure and draw exhaust from covered channels.  Recommend reducing the air changes for the building from 33 air changes per hour to 15 air changes per hour as a result of changes in ventilation including higher air withdrawal from covered channels. Modify grit tank inlet structure and add baffle wall. Eliminate existing cross baffle wall and add longitudinal wall. Increase length of grit tank effluent weir.  Conduct an odor control system evaluation and incorporate recommended improvements. - Verify foul air exhaust rates and requirements for existing and new facilities - Determine capacity of existing odor reduction facility, compare to requirements - Evaluate alternative technologies for additional odor treatment capacity - Provide conceptual design: process flow diagrams, design criteria, siting, foul air collection, utility connections, electrical and instrumentation - Consider odor control ductwork to draw off front end of the primary clarifiers. Justification Assets are in poor condition because of age and corrosive environment. Improved equipment is available to provide cleaner and dryer grit and screenings. Improvements will facilitate maintenance and provide operational flexibility. Odors in the workplace and fugitive odors will be reduced. Project Delivery Traditional Design – Bid ‐ Construct Could be combined with P‐1.1.006 (Grit Tank Isolation Improvements) or P‐1.1.008 (Grit System Rehabilitation), or P‐1.2.006 (PSB Rehabilitation) E FY2015 E‐CAMP Report 2014‐05May 48 May 13, 2014 P‐‐1.1.006 GRS Isolatio
on Improvem
ments w/GRS 33 Inlet Gate
Background Th
he current outlet weir on
n the shared wall betwee n the grrit tanks and the grit tankk effluent chaannel is a conncrete barrier wall wiith a fixed he
eight and 24 ffoot length. W
When plant flows arre high, the water w
surface
e elevation i n the efffluent channel exceeds the barrier wall heightt and backflow into the out‐of‐‐service grit tank, whichh is a saafety concern
n for workers in the grit tank. Grit tank no. 3 laacks a motor‐‐operated gatte as outfitte
ed in grit tankk nos. 1 and 2 to assist with control of influen
nt flows. Opeerator personnel wou
uld have to manually m
place a stop plaate in th
he grooves sh
hown in Figure P‐1.1.006b
b. The size oof the Figure P‐1.1.006a sttop plate and
d handling equipment in direct contact with Grit Tanks EEffluent Chann
nel grrit influent is a safety con
ncern. Mainte
enance persoonnel issolate the grrit tanks at least one tim
me per yearr for one weeek duration
n to complette planned Personnel also isolate the tanks appproximatelyy weekly to rremove rags,, pieces of maintenance. m
co
oating worked loose from upstream strructures and tto clear the h
hopper and grrit pump sucttion piping. Description D
 Provide isolation betw
ween each griit tank and tthe grit uent channell, based on recommenddations tank efflu
from the sstudy S‐1.1.00
06, refer to SSection 4.1.1 of this E‐CAMP fo
or additional d
discussion. T
No. 3 influent stopp plate  Replace existing Grit Tank plate w/moto
or‐operated ggate. with stop p
Ju
ustification Th
his project is a top prioritty for safety reasons and would re
educe the risk of inu
undation of staff perfoorming maintenance i
m
n off‐line gritt tanks. Figurre P‐1.1.006b Grit Influ
uent Tank No
o. 3 Prroject Deliverry Trraditional Dessign – Bid ‐ Co
onstruct Could be comb
bined with P‐1.1.005 (Grit and Screeninngs Handling FFacility Modiffications) or P‐‐1.1.008 (Gritt System Rehaabilitation), o
or P‐1.2.006 (PPSB Rehabilittation) E FY2015 E‐CA
May 13, 2014 P‐‐1.1.008 GRS Rehab Background Grit Removal System (GR
RS) Tank No
os. 1 and 22 were in
nstalled with Phase III arround 1980, and Grit Reemoval Taank No. 3 was w installed
d with Phase
e IV around 1990. Upgrades to these facilities, specificallyy the installattion of in
nfluent gates and motor op
perators on G
Grit Tank Noss. 1 and 2,, have been ccompleted. Itt is noted that composite fframes an
nd gates werre installed. While W
the frames have prrovided su
uitable service, the gates h
have delamin
nated at the t op and re
equire repair.. h
been identified as E ‐CAMP Additional GRSS upgrades have Project P‐1.1.0
006 Grit Syste
em Isolation Improvemen ts, and ass part of Proje
ect P‐1.1.005 including rep
placement off:  MCCs servving the headw
works  coating in Grit Tank Noss. 1 and 2  pipe suppo
orts in Grit Taanks  scum gates in the grit taank effluent cchannel  grit pumpss with recesse
ed impeller tyypes Figurre P‐1.1.008aa G
Grit Tank Nos.. 1 and 2 Influ
uent Gates  overhead w
wiring Project P‐1.1.0
005 also will implement im
mprovementss to the grrit withdraw
wal facilities including waater fluff pi ping in hopper, pump
p suction shortening/ straightening, baackflush co
onnection, replace r
standard with long l
radius elbow, portable pum
mp connectio
on for dew
watering grit tanks, The P‐
discharge pipe
e resizing, an
nd flushing connections. c
1.1.005 study phase include
ed a condition assessmentt of the Figurre P‐1.1.008b grrit tanks. The
e assessment concluded th
hat the grit chhamber Gate Delamination
n sttructure and concrete is in good condition. The grrit tank efffluent chann
nels are conttinuous with the primaryy influent ch
hannel, and aare not equipped with means m
of isolaation. Therefore, the cond
dition of the concrete beelow the watter surface neeeds to be asssessed. Description D
Replace the Grrit Tank Nos 1
1 and 2 inlet ggates (frame replacement not required
d) Rehabilitate ass needed the grit tank efflu
uent channel s. Ju
ustification Project P‐1.1.0
008 is needed
d to maintain the facility inn good operatting condition
n. Prroject Deliverry Trraditional Dessign – Bid – C
Construct. This work may bbe included in
n P‐1.1.005 o
or P‐1.1.006 E FY2015 E‐CA
May 13, 2014 P‐‐1.1.009 Influent Flo
ow Metering Installation Background EW
WPCF NPDESS Permit No
o. R9‐2011‐00
019 Addenduum No. 1 requires flow monitoring: “At a loccation where all in
nfluent flows to Encina Waater Pollution Control Facillity (EEWPCF) are accounted for in monitoring evennts; upstream of any in‐plantt return flow
ws; and wheere re
epresentative
e samples of influent can b
be collected.”” Figure P‐‐1.1.009 Currently, the influent flow
w is computed
d based on fllow Flow
wshark Plus Flo
owmeter systtem meter m
readinggs at multiple locations, including soome re
eturn flow meters m
in the
e EWPCF. During past innspections, th
he Regional Board Inspectors have co
ommented that t
the current practice
e of computting influentt flow does not meet tthe permit re
equirement. Permit requiirements are
e as follows: “Appropriaate flow meaasurement deevices and methods m
conssistent with accepted scientific practiices shall bee selected an
nd used to eensure the acccuracy and rreliability of m
measurementts of the volu me of monito
ored dischargges. The devicces shall be in
nstalled, calib
brated and maintained m
to ensure that the accuracyy of the meaasurement is consistent with w the accep
pted capabilitty of that typ
pe of device. Devices seleected shall bee capable of measuring flows with a maximum m
devviation of lesss than ±5 peercent from ttrue dischargge rates throu
ughout the raange of expeccted discharge volumes.” he 2012 Majo
or Plant Rehabilitation Pro
oject includes reconstructio
n Structure Th
on of the Influent Junction
(IJJS), and the construction of associated
d structures and manholees. The manh
holes will be configured on the two EW
WPCF influentt pipelines jusst upstream oon the East aand on the W
West side of th
he new IJS. Th
his configuration is suitab
ble for installation of new
wer technologgy open chan
nnel flow measurement crross correlatio
on velocity te
echnology. Description D
Provide a 2‐in
nch conduit for signal/pow
wer cable froom the electrrical room to
o each vault. The cable power/SCADA connection m
must be withiin 800 feet off the flow system. In
nstall two flo
owmetering systems, s
Flow
wshark Plus oor equal, witth accuracy tto 2 to 3 percent. It is an
nticipated thaat this work w
will be added to the existinng ADS flow m
monitoring co
ontract. Complete wirin
ng and/or pro
ovide a wirele
ess signal connfiguration Complete SCADA programm
ming to comp
pute the total influent flow
w to the EWPC
CF Provisions for pH and ORP p
probes, and cchemical injecction systemss Ju
ustification Th
he new systtem will satisfy EWA’s NPDES N
perm
mit requiremeents for influent flow m
monitoring. Additionally, the direct me
easurement o
of influent floow will be dessigned to meeasure a wideer range of in
nfluent flow in
ncluding peakk flows, and w
will provide aa better meassurement to be used for o
operational purposes such as flow pacin
ng. Prroject Deliverry In
nclude manhole configuraation in P‐1.1.001 (2012 Major Plantt Rehab), contract for co
onduit and programming, and contractt with ADS for flowmeter installation and ongoing sservice. Procu
ure meters hrough the exxisting ADS se
ervice contracct. th
E FY2015 E‐CA
May 13, 2014 5.1.2 Primary Treatm
ment P‐‐1.2.002 udge Pumpingg Upgrades Primary Slu
Background Th
he Primary Sedimentatio
S
n Basins are equipped w
with ten progressing caavity pumps with w 125 gpm
m capacity eaach. Six off these pumps were insttalled duringg Phase III annd four were w
installed
d during Phaase IV. With the currentt pump caapacity and ccurrent thicke
ening occurrin
ng in the bassins, the plant at timess experiencess an inabilityy to maintainn a low sludge blankett in the primaary sedimentaation basins, with all pumps operatting continuo
ously. In order to reducee solids lo
oad on the primary se
edimentation basins, staaff has im
mplemented return flow pretreatment, such as diiversion off centrate to
o a DAF tankk for removaal of solids pprior to Figure P‐1.2.002
re
eturn to the process flow
w. As plant influent increeases in udge Pump Gallery Primary Slu
th
he future, this t
constraiined primaryy sludge puumping caapacity will fu
urther impactt operation. Th
his project will implementt improvemen
nts, as needeed, to providee suitable prim
mary sludge w
wasting for th
he EWPCF inccluding sidesttreams and ultimate u
plannt flow rates. The 2040 FFacility Masteer Plan will id
dentify design
n flows, long‐‐term plans for f CEPT, andd side stream
ms routed to the primary treatment arrea. A studyy will be completed as the first steep of this p
project to id
dentify altern
natives for to pump cap
modifications m
pacity and pump configuraation. The stu
udy will also evaluate thee costs and benefits associated with alternative con
ntrol schemess such as slud
dge density m
metering, incorporation off sludge blankket, and flow pacing. Description D
 Modify or replace the ten sludge pumps to increaase sludge pu
umping capaccity and reliab
bility. ogressing cavvity pumps too operate at higher speed
d or modify tthe pumps  Modification of the pro
heaves may pprovide need
ded capacity. One pump iis obsolete with the installation off different sh
ent. and requirres replaceme
 Modify slu
udge pump co
ontrol, if recommended. Ju
ustification Project will pro
ovide operato
or flexibility, rredundancy, improved treeatment Project require
ed to adequattely treat futu
ure flows. Replacement o
of obsolete p
pump will com
mplete upgra de of primarry pump faciliity to pump m
model that caan be maintained and mattches other pumps. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
onstruct E FY2015 E‐CA
May 13, 2014 P‐‐1.2.003 PE Second Pipeline Background One O 72‐inch pipeline p
convveys primary effluent from
m th
he primary sedimentatio
s
on basins to the aeratioon basins. A seco
ond pipeline would w
provid
de redundanccy an
nd may be needed to convey flows under futurre build‐out cond
ditions. Based on the 2012 Primaryy Effluent (PEE) Conveyancce Syystem condition assessme
ent, concrete corrosion waas fo
ound in the crown c
of the
e existing PE pipeline. Pippe Figure P‐1
1.2.003 lin
ning or otherr repair metho
ods may furth
her reduce thhe PPrimary Efflueent Channel caapacity of th
he existing PE P Pipeline. Timing of thhe se
econd PE pip
peline is a faactor in the evaluation e
off alternative methods forr rehab of th
he existing pipeline. A stu
udy is scheduled to identiffy, compare aand make reccommendatio
ons for existin
ng pipeline re
ehabilitation aas well as the
e timing of the
e constructioon of the seco
ond PE pipelin
ne. Description D
 Construct a second prim
mary effluentt pipeline Ju
ustification Th
he primary effluent pipeliine is a one‐o
of‐a‐kind faci lity with a higgh criticality rating because it is the only pipeline that conveyss primary pro
ocess flows tto the aeration basins. A
A new parallel pipeline would w
improvve the operattional reliability at the pplant, increase the primarry effluent conveyance caapacity, and aallow for the inspection, m
maintenance aand repair of the existing p
pipeline. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
May 13, 2014 P‐‐1.2.004 PE Emergen
ncy Discharge
e Pipeline Rehhab Background Prior to the Phase III Plant Expansion, the EW
WPCF provided prim
mary wastewater treatme
ent and prim
mary efffluent was cconveyed to tthe ocean ou
utfall. Seconddary trreatment waas added in
n 1983 with
h the Phasee III Exxpansion to the plant. A blend of o primary and se
econdary effluent was diischarged un
ntil the Phasee IV exxpansion wass completed in 1992. Under Phase IV
V, an issolation gate
e was installed on the 72‐inch prim
mary efffluent disch
harge pipeline to the ou
utfall. It is not kn
nown whethe
er the 72‐incch primary efffluent dischaarge pipe has been
n plugged or remains co
onnected to the outfall. Description D
 Review record drawinggs of 72‐inch gate at prim
mary unction box, intermediatte junction bbox, effluent ju
and surge tower outlet intertie.  Determine
e feasibility of o entering original o
pipe line from PSB to outfall. Pipeline P
may be under saame pressure aas outfall.  Assess con
ndition of gate, pipeline an
nd connectionn to the outfall. e NPDES perm
mit requirements to mainttain  Investigate
ability to u
use the emerggency bypass.  Design mo
odifications to ensure isolation and alllow emergencyy bypass. eline.  Construct improvements to the pipe
Figure P‐‐1.2.004a Primary Effluent Bypass Gate Ju
ustification Rehabilitation of the prrimary effluent emergeency discharge gate
e and pipelin
ne will provide a meanss of discharging primary p
efflu
uent to the
e outfall unnder exxtreme emerrgency condiitions such as a failure of the primary efflue
ent pipeline to t the secon
ndary processs. A major earthqu
m
uake or flood could cause this failure. TThis flexibility could prevent sp
pills of primary effluent frrom th
he plant into
o the creek under extre
eme emergeency co
onditions, thu
us reducing h
health risks, e
environmentaal im
mpacts and potential for fines under suchh co
onditions. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
Figure P‐1.2
2.004b Primaryy Effluent – Seecondary Byp
pass Flow Contro
ol Gate May 13, 2014 P‐‐1.2.006 / P‐1
1.2.009 PSB
B and PE Pipe
eline Rehab (PPhases 1 and 2) Projects P‐1.2..006 and P‐1.2.009 will ad
ddress near tterm and longg term rehab
bilitation of th
he Primary Trreatment Pro
ocess and Prim
mary Effluentt Conveyancee System. Con
ndition assesssments were completed in
n FY 2013 an
nd FY 2014 to document the current condition off these facilitties. In addittion to the re
ehabilitation needs of the aging facilitie
es, the capaciity requiremeents for flow p
projections id
dentified in th
he 2040 EWP
PCF Master Plan will be takken into conssideration, in particular w
with regards to
o the need to
o construct a a second Priimary Effluen
nt Pipeline. The concep
ptual study SS‐1.2.006/S‐1.2.009 will evvaluate the fiindings of the
e condition asssessments a nd recommend a phased approach to realize and exxtend the fulll service life aas well as mod
dernize the pprimary treatm
ment processs area at the EEWPCF. Background Th
he Primary Se
edimentation
n Basin system
m has been coonstructed in phases, as fo
ollows: PSSBs 1 and 2: 1966 PSSB 3: 1969 (approx) PSSB 4: 1971 PSSBs 5 and 6: 1975 (approx 1‐6 existin
ng on Phase IIII dwgs, 1980) PSSBs 7 through
h 10: 1980 (P
Phase IV expansion) PSSB 1 ‐ 3 Sludgge and Scum C
Collectors, He
elical Scum Skkimmers: 11984 replaced
d, 1999 replacced PSSB 4 ‐ 6 Sludgge and Scum C
Collectors, He
elical Scum Skkimmers: 11984 replaced
d, 1996 replacced PSSB 7 ‐ 10 Slud
dge and Scum
m Collectors, H
Helical Scum SSkimmers: 11992 replaced
d, 2000 replacced Photos of corrosion in the p
primary treatment area arre shown in Fiigure P‐1.2.00
06. Figure P‐1..2.006a Figgure P‐1.2.006b PSB
B – Top of Waall Corrosion
PSB Heelical Scum Skkimmer Figure P‐1.2
2.006c Figu
ure P‐1.2.006
6d PSB Effluent Sttop Plate PSB Previouss Concrete Co
oated Over E FY2015 E‐CA
May 13, 2014 Figure P‐1..2.006e Figgure P‐1.2.00
06f Primary Influent Gate
e Guide Corro
osion
Primar
ry Influent Ch
hannel Th
he primary treatment t
are
ea of the EW
WPCF is an a ging facility operating in a harsh and
d corrosive environment aassociated with the presen
nce of hydroggen sulfide offf‐gassing typ
pical of flow in the front end of a treatm
ment plant. SSome facilitie
es such as thee influent gattes are no lon
nger operablee. The final sccope of work and budget for this proje
ect will be ideentified in stu
udy S‐1.2.006
6, Refer to Section 4.1.1 off this E‐CAMP
P for addition background and details. Th
he Primary Effluent Pipeline was constructed arround 1979
9 during the t
Phase III projectt im
mplementing secondary trreatment at the EWPCF in acccordance with the Clean
n Water Act. The 72‐inch pipeline conve
eys primary effluent to the t aeration basin. A second primary effluent e
pipe
eline may bee needed in the future to pro
ovide additio
onal capacity, depending on
n flow projecctions and the hydraulicc im
mpacts, if anyy, associated with rehabilitation of thee exxisting Primary Effluent Pipeline. E FY2015 E‐CA
Figure P‐1.2
2.009 C
Crown of PE P
Pipeline May 13, 2014 In October 2012, EWA conducted a condition assessment of the PE conveyance system including the PE pipeline. The majority of the pipe was in good condition. However, the inspection team observed damage to the concrete due to corrosion in sixteen localized areas in the crown of the pipe. In some areas, there was also damage to the steel reinforcement. The damage was located beginning at joints and extending downstream. The damaged area concrete loss was in most cases one to two inches deep, an average of six to eight inches wide, and between six inches to two feet long. However in two locations, the damage at the crown of the pipe extended approximately ten to twelve feet. Description  Design existing system modifications and temporary bypass system for use during pipeline rehabilitation  Clean and inspect the existing pipeline  Rehab the existing pipeline and provide protection against future corrosion  Rehab concrete in PSB Influent Channel and provide means of isolation for future inspection and maintenance  PSB Influent Gates – replace all 20 gates. Each gate seals an 18‐inch diameter opening  PSB Structures – rehabilitate concrete and coating, repair cracks, provide additional structural support as needed  PSB 1‐6 Sludge and Scum Collectors – replace equipment  Minor repairs to Weirs, Launders, and rotating mechanisms on the helical skimmers  Automation of scum flow control  Evaluation and repairs, as needed, to the scum conveyance pipeline  PSBs 1‐6 PE Channel – rehabilitate concrete, provide protective coating  PSB PE EQ Structure and Bypass Structure – rehabilitate concrete and coating. Provide structural reinforcement as needed. Relocation of a new structure may be preferred option, pending results of the study. The rehabilitation of the PE pipeline will require bypass pumping of the PE effluent from the PSBs to the Aeration Basins. The 2012 condition assessment was completed during an eight hour low flow period at the EWPCF and required 25 mgd of bypass pumping. It is anticipated that bypass pumping will be required for an extended period of approximately two to three weeks. This duration will be verified during the study phase, and will depend on the repair methods selected. Project Justification Some PSBs have been in operation for nearly 50 years and a range of deficiencies have been noted. The current downstream facilities are designed based on effective primary treatment. Based on asset life and observed conditions, a comprehensive assessment and rehab, as needed is warranted to maintain the reliability of the existing facility. The Primary Effluent Pipeline is a critical, one‐of‐a‐kind facility that must remain in service for EWA to meet the current NPDES permit and prevent spills. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 57 May 13, 2014 P‐1.2.010 PSB Scum Pipeline Background Primary scum is conveyed to the primary influent gallery through an 8‐inch black steel/ductile iron glass‐lined pipeline buried in the corridor between PSB 10 and PSB 1, parallel to several pipelines including 10‐inch and 12‐inch drainlines (Ph IV Sheet PM‐1). Based on CCTV of the drainline from MH‐
4, settlement in the area has caused a dip in the pipeline, and there is concern that the settlement may have impacted the scum pipeline. Refer to Conceptual Study S – 1.2.010 which addresses the scum pipe. Description Pending results of further study, this project may involve excavation of the area with settling, recompaction of material, and replacement of a section of the pipeline. Alternatives to correction of the settled area and impact on pipelines include rerouting of pipelines. Justification The primary scum pipeline is a one‐of‐a kind facility. If the scum cannot be removed from the process, it may impact the primary effluent quality, increase loading on downstream facilities, cause odors and increase maintenance requirements. Project Delivery Traditional Design – Bid ‐ Construct P‐1.2.011 PE Meter Replacement Background Primary effluent flows from the effluent channel to the secondary treatment facilities via a 72‐inch diameter concrete pipe near the southwest end of primary clarifier tank no. 1. Metering is performed by a propeller style flow meter that provides mismatched flows and its replacement is essential for process control and regulatory compliance. During a condition assessment it was determined that a board installed in the vicinity of the meter was impeding its functionality. As a result, the board and meters were removed. The meters were rebuilt and recalibrated prior to service reimplementation. Currently, the meters are providing accurate flow readings and will be monitored to reassess their service life and criteria for replacement. E FY2015 E‐CAMP Report 2014‐05May 58 May 13, 2014 5.1.3 Seccondary Treattment P‐‐1.3.003 AB Selectorr Implementaation and Covver Replacement Background Th
he secondaryy process with
h Aeration Baasin Nos. 1 annd 2 was installed a
w
at the EWPCFF as part of th
he 1980 Phas e III Exxpansion. Aeration A
Basin
n Nos. 3 and
d 4 were ad ded th
hrough the 19
989 Phase IV expansion. EWA operatess AB Nos. 1, 2 and 3 as active aeration basins and usess AB No. 4 for primary effluent e
equalization. In FY 2012, EEWA co
ontracted to
o complete design of aeration baasin to impleme
modifications m
ent process improveme nts, Figure P
P‐1.3.003 co
over replacem
ment and other rehabilitattion. Aeration Basins EW
WA has been
n operating the aeration b
basins in a quuasi‐anaerobic selector m
mode, by turning off the ae
eration air to the first zone of the aeration basins. TThis project w
will provide baaffles, anaero
obic mixers an
nd other modifications ne
eeded to imp
plement a trrue anaerobicc selector. A
Anaerobic sellectors will im
mprove sludgge settleabilitty and maxim
mize secondaary clarifier capacity. Theese zones “sselectively” grrow microorgganisms whicch have bette
er settleabilityy. Two anaerrobic selectorr zones will b
be installed in
n each of the three active aeration bassins. A selecttor zone is no
ot needed in the fourth baasin as it is re
eserved for flo
ow equalizatiion. he existing fiberglass reinforced plasticc (FRP) coverrs were installed around 1
1994. The co
overs were Th
designed to provide odor containment,
c
, but are diffficult to remo
ove and posee safety conccerns. The basin covers w
will be reconffigured with aaluminum ac cess plates to
o provide ease of safe baasin access. Additional modifications w
will be incorpo
orated into thhe project baased on a con
ndition assessment and process evaluaation. Description D
 Provide acccess point platforms with aluminum chhecker plate ccovering, acccess hatches, removable handrail, aand access gates naerobic selecctor facilities
 Provide an
nd channel re
epair where nneeded  Provide piping, gates an
Ju
ustification Cover replacem
ment and reconfiguration improves woorker safety around and inside the basin
ns. Anaerobic sele
ector will improve processs performannce and miniimize risk of process upset such as fo
oaming. Prroject Deliverry Trraditional Dessign – Bid – C
Construct E FY2015 E‐CA
May 13, 2014 P‐‐1.3.004 AB Mech Rehab and RASS Pump Addittion Background RA
AS is pumped from the Secondary S
Clarifiers to thhe Aeration Basin
ns through dedicated d
RAS pumps. If a pump requires repair, the
e corresponding clarifier is re
equired to be b taken ou
ut of service
e. This limitts operational fle
exibility. Also
o, facility gate
es, piping an d hannels have deteriorated
d because of corrosion an d ch
need refurbish
hment to maaintain facilityy functionalitty an
nd reliability. Figure P‐1.3.004 Description D
mps RAS Pum
 Provide standby RAS pump configured to backu p any of the
e existing RASS pumps. Pip
ping will be pprovided in A
AB Modificatiions Phase 1 project P‐
1.3.016.  Rehab inffluent channels and RASS channel w
with new barrrier walls, rrepair mortaar, provide expansion joint filler, rrepair leaks aand coat withh polyurethan
ne coating; expand walkw
way around new walls  Provide ne
ew sump and sump pump at the south end of each influent channel for drainaage  Replace caarbon steel re
ebates with alluminum typee.  Remove exxisting channel air piping aand pipe suppports  Relocate d
discharge of C
Carlsbad Watter Reclamatiion Plant rejeect pipelines from influen
nt channels to basins e step‐feed and contactt stabilization
n gates, and
d cover open
nings with  Demolish intermediate
stainless stteel plate  Replace slide gates bettween Influent Channel N
Nos. 1 and 2 and effluent channel with concrete wall. WHP water lines with PV
VC type and rreplace water supply stattions to a loccation near  Replace 3W
new access hatches. Ju
ustification Th
he additionaal RAS pump
p will increase available equipment capacity. Th
he project w
will reduce operation and
d maintenancce costs asso
ociated remooving the associated clarrifier from seervice and exxpediting rep
pairs. This pro
oject rehabilittates and repplaces equipm
ment and faccilities assesseed to be in poor conditio
on. A new sump pump
p to providee channel d
drainage, willl reduce do
own time. Reconfiguratio
on of pipelines, channels and gates will support fullyy functional operation of th
he facility. Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐‐1.3.005 AB Nos. 1, 2
2 and 3 Diffussers Membraane Replacem
ment Background Aeration Basin
n (AB) Nos. 1 and 2 were cconstructed a s part of Phase III Expansio
on in 1984. In 2001, EWA
A re
eplaced the original o
9‐inch ceramic difffusers (6,5166 diffusers per basin) with Envirex me
embrane typee dome diffuserrs for Aeratio
on Basin Noss. 1, 2 and 44. Aeration Basin
n No. 3 was converted to t membranee tyype in 2006. Approximately 5,400 new n
diffuserrs were provided
w
d during the 2
2006 retrofit. Figure P‐1.3.005 e as primarry Aeration Basin 4 is reserved for use
A
Aeration Basin
n Diffusers efffluent equalization. EWA
A operates th
he Basins 1, 2 an
nd 3 in a qu
uasi‐anaerobicc mode by turning off thhe aeration aair in the firsst zone of th
he aeration basins. Projecct P‐1.3.003 (AB Selector Implementatiion and Coveer Replacemeent) will recon
nfigure the d an anaerobic mixer to prrovide a true anaerobic seelector. This w
will impact basins with baffle walls and
th
he number off diffusers witth the removval of the firstt grid of diffu
users and add
dition of diffusers to the se
econd grid to
o satisfy incre
eased oxygen demand. Prroject P‐1.3.0003 will only aadd additionaal diffusers to
o offset those
e removed fro
om the anaerrobic zones; tthe existing d
diffuser membranes will b
be replaced under Project P‐1.3.005. Pe
er original maanufacturer’ss recommend
dations, mem
mbrane servicee life is six to eight years ffor optimal performance, but is variable based on th
he depth of tthe basin and
d other site sp
pecific characcteristics. It iss unclear if th
he manufacturer’s recomm
mendations a re based on tthe breakdow
wn of diffuser materials ovver time, or tthe wear of tthe diffusers assuming theey are operatting full timee during the sservice life. As membranes remain in sservice, the o
openings in thhe membrane diffuser heeads may beccome worn an
nd oxygen traansfer efficiency may be reduced, thuss increasing air flow requirrements. Low
wer air flow re
equirements generally ressult in lower power cons umption, bassed on the ttype of bloweer and the ab
bility to adjusst blower output. 2
Envirexx changed the
e membrane formulation to the “Diam
mond” memb
brane with Beginning in 2005, lo
onger life, low
wer headloss and higher o
oxygen transffer efficiency for 10 to 30 percent enerrgy savings potential, perr the manufacturer. The recomme nded standaard replacem
ment period of these seven to ten years. membranes is m
of factory testting for the aassessment o
of wear. In 2014, Sanitaire assessed Saanitaire offerrs a service o
se
everal diffuse
ers removed ffrom AB 3 witth the followi ng results: Hardness D
DWPP inches of w
water at Durometer Sho
ore A Diffuser 1.0 scfm
2.0 scfm
3.0 scfm Paass A diffuserr #1 10.3 14.2 19.7 7
79 Paass A diffuserr #2 10.2 16.8 22.3 8
80 Paass B diffuserr #1 18.2 20.3 25.0 7
70 Paass B diffuserr #2 19.0 21.2 26.1 7
71 Note from manufacturer re
egarding testing: • “The diffussers in pass A
A I think are older. They haave a permaneent crown deeformation. E FY2015 E‐CA
May 13, 2014 • The diffuser in pass A has a lot of mineral scale on surface however the distribution pattern is good and it appears there is little scaling in the perforations. • The diffusers in Pass A are very hard. We consider replacement of the Sanitaire diffuser at about 70. Again I do not know the baseline of these diffusers but I will assume it is less than 70 as the diffuser in pass B measure at 70. • The diffusers in pass B have a heavy organic fouling and is the probably reason for the increased DWP.” The table below presents a summary of operational time vs optimal time recommended by the membrane manufacturer, as of year 2014. Expect. Adj Aeration Replace Years Percent Comments Opt Yrs Basin Year Installed Time Life (1) Oper‐
Oper‐
ating ating No. 1 ‐ 6,500 2001 13 66% 8.6 7 Have been in service longer than diffusers optimal life recommended No. 2 ‐ 6,500 2001 13 66% 8.6 7 Have been in service longer than diffusers optimal life recommended No. 3 ‐ 5,400 2006 8 66% 5.3 7 Have been in service less than diffusers optimal life recommended No. 4 ‐ used 2001 13 0 ‐ 7 Have been in service less than as equaliz. optimal life recommended (1) The Expected Optimum Life is based on manufacturer recommendations, 6‐8 yrs prior to "Diamond" type, 8‐10 for Diamond type. Ave of time range used Description  Replace all fine bubble dome diffuser membranes in Aeration Basin Nos. 1 and 2 in near term, and plan to replace diffusers in Aeration Basin No. 3 within next few years. For planning purposes, 5,400 diffusers per basin are budgeted for replacement of membranes.  Complete miscellaneous repairs to aeration piping and supports, as needed, in Aeration Basin Nos. 1, 2 and 3 Justification Replacement of the air diffusers membranes is based on service life recommended to provide energy efficient operation. New membranes will provide increased oxygen transfer at lower blower operating costs, as long as the blower power consumption can be reduced with more efficient diffuser operation. Project Delivery Traditional Design – Bid – Construct Coordinate with P‐1.3.016 (AB Efficiency Optimization) E FY2015 E‐CAMP Report 2014‐05May 62 May 13, 2014 P‐‐1.3.007 SCs 5 and 6
6 Mech Rehab
b Background Se
econdary Clarifier Nos. 5 and 6 were installed in 1992. Th
he condition of the clariffier compone
ents was asseessed during FY 2011
1 and the me
echanical equipment was ffound to
o be in corro
oded and wo
orn. The collection equippment in
nstalled in Se
econdary Clarrifier Nos. 5 and a 6 is simi lar to th
he equipmen
nt installed in i Secondaryy Clarifier N os. 1 th
hrough 4. Clarifier C
Noss. 1 througgh 4 equippment re
eplacement was w complete
ed during FYY 2011 – FY 2012, an
nd similar equipment e
re
eplacement is i anticipate d for Se
econdary Clarifier Nos. 5 aand 6. Figuree P‐1.3.007
SSecondary Clarifier Nos. 5 and 6 Co
orrosion Description D
Project work w
will include the following:
m and appurttenances existing clarifier mechanism
 Demolish aand remove e
w clarifier mechanism inclu
uding removaal and dispossal of all supp
port structurees required  Install new
for the installation of th
he clarifier me
echanism nd replace an
nchor bolts to
o install new cclarifier mech
hanism and peerform concrrete repair  Remove an
nd replace the sludge and scum collect or  Remove an
nd replace the feed well  Remove an
ee‐coat epoxyy coating syste
em to all steeel portions of f the clarifier  Apply thre
bridge and ancillary equipm
ment  Protect and reuse the b
oncrete walls
 Clean and repair the co
eel plate, or replace porttions of laun
nder trough aand support system as  Repair, paatch with ste
needed. blast clean lau
under trough
h and supportts in place; A
Abrasive blastt clean steel p
portions of  Abrasive b
the bridge. Apply epoxxy coating systtem to all steeel on the launders, suppo
orts, and bridgge.  Replace exxisting rectangular FRP weirs nd replace the drain gatess for all clarifieers  Remove an
nd replace the influent gatte  Remove an
nd replace the density bafffles  Remove an
Ju
ustification Th
he clarifier equipment is recommende
ed for replaccement based
d on a condiition assessm
ment which co
oncluded thaat it is in poor condition. Mechanicaal or corrosio
on failure wo
ould reduce secondary trreatment capacity and imp
pact water qu
uality. Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐‐1.3.008 SC 7 – Convversion from EQ to Clarifieer Background Th
here are eigght existing secondary clarifier c
tankss; however, Seco
ondary Clarifier No. 7 is cu
urrently not iin operation as shown in Figgure P‐1.3.00
08. The basiin cu
urrently doess not have a a RAS pump or a clarifieer mechanism. m
The basin iss currently being used foor flow equalization. With co
ompletion of the new Flow
w Eq
qualization Faacilities this b
basin can be converted foor process treattment use. However, operation oof Se
econdary Clarifier No. 7 iss currently no
ot required tto maintain plant
m
t rated capaciity. This proje
ect will includde in
nstallation off a new RA
AS pump an
nd associateed co
ontrols, new
w clarifier me
echanism, launders, weirrs an
nd removal o
of the equalizzation pump. Modificationns arre also required to the Second
dary Effluennt Eq
qualization Sttructure. Figure P‐1.3.008 Seco
ondary Clarifieer No. 7 Tankk E FY2015 E‐CA
May 13, 2014 P‐‐1.3.010 WAS Pipeline Replacement Background Th
he exposed 8
8‐inch WAS pipeline on the
e south side oof the sttorm channel is observed
d to have co
orrosion at fiittings an
nd along the pipeline. The
e condition off the buried ppiping iss unknown, but there iss concern givven the cor rosive ch
haracteristicss of the soil on o the plant site and EW
WPCF’s history of extensive corrosion of buried ferrous pipe syystems. The buried WAS piping on the
e north side oof the ch
hannel was replaced du
uring the Ph
hase V Expaansion Biosolids Facilities Constru
uction (referr to Vol 4, sheet Y15A). Description D
Po
otholing is re
ecommended
d to determin
ne the condit ion of th
he existing buried b
pipingg. Buried du
uctile iron p ipe is ge
enerally coated and may be encapsulate d in polyethylene w
wrap. Figuree P‐1.3.010  If the exissting buried piping condition is goodd, this WASS Pipeline project should focus on o the replaccement of exxposed poor conditio
on, and repairr and coating of exposed p
piping. fittings in p
 If the buried piping is determined to t be in poo r condition, tthis project w
would complete a WAS pipeline re
eplacement of o the pipingg across the bridge, and from the briidge south to
o the WAS pumps. Ho
owever, the m
modification o
or replaceme nt of the DAFFT system maay impact thee alignment of the WAS pipeline. Ne
ew sludge thickening equi pment option
ns are availab
ble that would
d require a smaller foo
02. otprint, and tthe WAS pipeline alignmennt may changge. Refer to SStudy S‐3.1.00
Ju
ustification Th
he WAS pipe
eline is agingg and the con
ndition of buuried piping iis unknown. Other burieed metallic piping at the EWPCF E
has deteriorated d
as a a result off the corrosivve soils on th
he site. Convveyance of WAS is require
W
ed to maintain
n the secondaary process inn operation.
Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐1.3.012 AB DO Probe Replacement Background Dissolved oxygen concentration is measured in the aeration basins for biological process monitoring and air flow control. The dissolved oxygen probes require routine maintenance and calibration for proper operation. The aeration system is operated mainly in manual mode and automation of blowers and valves for the aeration basins could significantly reduce operation costs. It has been noted that side‐by‐side testing with a new style DO probe indicates that the Aeration Basins are over‐
aerated. Description Project work will include the following:  Evaluate and select the appropriate dissolved oxygen probe type per S‐1.3.012.  Demolish the existing dissolved oxygen probes and transmitters.  Install new dissolved oxygen probes and transmitters  Install modulating valves  Update SCADA program to accommodate the new dissolved oxygen probes (if required). The details of mounting the probes and maintenance access under the aeration basin covers should be considered. In FY 2014, EWA staff completed research and testing of DO probes available. This research should be considered during final selection of the new probes. Replacement of the dissolved oxygen probes may be done in conjunction with or as part of P‐1.3.003 AB Selector Implementation and Cover Replacement; however replacement of the dissolved oxygen probes is not currently in the scope of work for that project. Justification The existing dissolved oxygen probes are approaching the end of their service life. Newer type probes may be more accurate and provide energy savings, assuming the blower output can be reduced to realize energy savings. EWA is also interested in reducing the maintenance requirement for the dissolved oxygen probes, therefore replacement options should be evaluated prior to design/construction. Aeration air for the secondary treatment process accounts for 40 to 50 percent of plant load and implementation of process automation may increase secondary treatment efficiency, decrease process cost, and lower the overall electrical load to EWPCF. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 66 May 13, 2014 P‐‐1.3.013 SC Concrete Cracking Prrevention Background EW
WA’s second
dary clarifierss are routine
ely emptied for maintenance. m
Cracks in the tank flo
oors along w
with grroundwater infiltration have h
been observed. o
The crracks interfe
ere with the
e operation of the slu dge sccraper, which
h can get stuck on the uneven surfaace. Th
he tanks have groundwatter pop‐off vaalves installedd in th
he floor of th
he tank to re
elieve ground
dwater presssure an
nd prevent damage d
to the tanks fro
om uplift forcces. During recent rehabilitatio
on projects, debris d
has fa llen in
nto the po
op‐off valvess, preventin
ng them frrom operating. A potential caause of craccking is therrmal Figure P
P‐1.3.013 sttress on the cconcrete. Wh
hen the tanks are empty, SSecondary Claarifier Crackin
ng th
he cold groun
ndwater on ou
uter (buried) face and th
he hot sun heating h
up th
he interior face can causee a temperatture gradientt in the conccrete. The te
emperature d
difference can
n cause differential expanssion within th
he tank resultting in crackin
ng. EW
WA currentlyy has two de
ewatering pu
ump stations installed neear Clarifier N
No. 5 and No. 6. The dewatering pu
ump stations are used to prevent grouundwater from
m entering th
he clarifiers. Discharge frrom dewatering pump staations is currently conveyyed to the m
mixed liquor channel for secondary clarification. Description D
A condition assessment and
d structural e
evaluation of the tanks will be performed to identifyy the cause off the cracks in the tank. A project conceptual c
sttudy will provide the bassis for an imp
provement project to fixx the existin
ng cracks and minimize the potential for futuree cracks. Th
he existing grroundwater pumping ope
eration shall also be evalluated, includ
ding impact of groundwaater in the trreatment pro
ocess, and co
ondition of the existing ssystem. A scope and caapital cost esstimate for im
mprovementss/repair of the
e tanks will be developed after the evaluation is com
mpleted. Ju
ustification Fu
urther evaluation of the
e secondary clarifier craccking will asssist EWA in
n identifying the most ap
ppropriate ap
pproach for re
epair/rehabilitation. Prroject Deliverry Condition asse
essment and evaluation off the secondaary clarifiers tto further define project sscope for a potential repair or improve
ement projectt. E FY2015 E‐CA
May 13, 2014 P‐‐1.3.014 SCs 1 – 8 In
nfluent and Efffluent Gate R
Rehab/Replaccement Background Se
econdary Clarifier Nos. 1, 2, 3 and 4, w
were built in 11984 and were rehabilitatted during FYY 2011 – FY 20
012. The reh
habilitation did not address the condittion of the in
nfluent or thee effluent gattes. During th
he SE Conveyyance System
m condition asssessment, thhe influent and effluent ggates were observed to le
eak and were unable to completely isolaate the basin s. Description D
Project work w
will include the following:
 Assess the
e influent gate
es  Remove and a
replace influent i
and effluent gattes with motor ope
erators. Ju
ustification Th
he condition of the influent gates im
mpacts the abbility to re
emove the clarifiers from
m service for maintenancce. The Figu
ure P‐1.3.014
efffluent gates allow isolation of the cllarifiers from
m the SE Secondary Clarifier Effluent Gates co
onveyance syystem when the clarifiers aare full. Motor operato
M
ors make tim
me spent open
ning and clossing the gates more efficient. They also provide le
ess risk of injury as seating position is approached,, than do portable, pneum
matic operato
ors. Motor operators shou
uld be considered for this project. Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐1.3.015 AB Flow Eq Feed and Return Pipeline Rehab Background Primary Effluent is conveyed through the Primary Effluent Equalization Structure (PE EQ Structure) just upstream of the aeration basins. This structure is equipped with an aeration basin 36‐inch diameter feed, 20‐inch diameter return pipeline and flow control system which uses AB 4 to equalize diurnal flows. The pipeline is ductile iron material. During the October 2012 Primary Effluent Conveyance System Condition Assessment, discoloration and potential defects were observed in two locations. The specific nature of the inconsistency could not be determined. Based on the deterioration of other buried ferrous piping at the EWPCF as a result of corrosive soils, rehabilitation or spot repairs of these pipelines may be required. Description Repair or rehabilitate the AB Flow Equalization Feed and Return Pipelines. Justification The PE flow equalization system improves the operation of the secondary treatment process. Peak flows are diverted during the day, and flow is returned back to the process during low flow times. This flow equalization allows a more uniform flow for treatment at the EWPCF and the Carlsbad Water Reclamation Facility, and also provides adequate plant water for use in the cogen system and other plant demands during low flow periods. Project Delivery Traditional Design – Bid – Construct. Could be combined with P‐1.3.003 or P‐1.3.004. E FY2015 E‐CAMP Report 2014‐05May 69 May 13, 2014 P‐1.3.016 AB Efficiency Optimization The secondary treatment process comprises a significant portion of the treatment power demands. EWA has identified optimization of the aeration air system as a potential for significant energy savings and improved process performance. A study currently scheduled for FY 2015 will recommend modifications to the aeration facilities to realize these improvements. This project will implement the recommendations from the FY 2015 survey. The scope of the survey is as follows:  Review findings of EWA staff DO probe condition assessment and evaluation. Document the recommended DO probes and requirements, such as air scour.  Identify the optimal location for DO probes.  Recommend modifications to the facilities, such as addition of air flow control valves and programming, to realize energy savings and improved process performance.  Cost‐benefit analysis of replacing aeration basin diffuser membranes. This analysis should consider age and operating time. A recommended schedule for replacement should be provided based on cost analysis.  Identify requirements and alternatives for channel agitation. The channel agitation air system is highly corroded and leaks. It is joined with the process aeration system through crossover valves. These valves were designed to isolate the system and are not effective in control of low flows. Additionally, droplegs and other channel agitation components are failing and are a source of leaks. Options for this system include: abandonment of channel agitation system if not needed, automation of crossover valves to agitate channels only at low flow times, installation of smaller jumper piping and air flow control valves, rehabilitation of the agitation air system.  Consider Options with existing blower equipment, modified blower equipment such as addition of VFDs, and new blower equipment. Provide life cycle analysis for each option. E FY2015 E‐CAMP Report 2014‐05May 70 May 13, 2014 5.1.4 Efffluent P‐‐1.4.001 EPS Rehab Background With the insta
W
llation of add
ditional equalization storagge in 20
003, the capaacity of the exxisting outfall and pumpin g eq
quipment is e
expected to b
be adequate ffor the ultimaate projected flow
ws. Piping modifications were rrecommended in the Noveember 20
001 Phase V FFinal Prelimin
nary Design Report, to raisse the ce
enterline elevvation of the 60‐inch disch
harge header from an
n elevation of 121.5 feet to 141.5 feet. This was Figuree P‐1.4.001 proposed to elliminate the p
possibility of cavitation an d Final Efffluent Pumps
viibration, and force the pum
mps to operate closer to t heir best efficiencyy point while m
maintaining tthe overall ca pacity of the Effluent Pum
mp Station. Ho
owever, EW
WA staff has not noted exxcessive wear as a result off cavitation or vibration. TThe Effluent P
Pumps are operated infre
equently. The pumps should be monitorred for excessive wear, an
nd this projectt re‐
prioritized if th
he pump cond
dition deterio
orates. P‐‐1.4.002 EPS MCC an
nd Conductorrs Replacemeent Background EW
WA has identtified the follo
owing MCCs tto be monitorred an
nd assessed ffor replaceme
ent: ocess  Screeningss/Primary Pro
 Secondaryy Process  Effluent Pu
ump Station ent Equalizatiion Pumps)  SEEPs (Seccondary Efflue
 Dewaterin
ng Building uilding  Cogenerattion/Power Bu
Figuree P‐1.4.002 Final Efflueent MCC Roo
om Th
he existing Motor Co
ontrol Cente
ers (MCCs) and co
onductors for the effluent pump station and the cchlorine conttact basins w
were installed as part of Phase III Expaansion in 19
980 and are reaching thhe typical liffe expectanccy of MCC eequipment. parts have be
ecome difficu
ult to find. Thhe replacemeent of the MC
CCs will proviide a more Replacement p
re
eliable operation of the effluent e
pump station. TThis project w
will also inclu
ude the remo
oval of the wiring and exp
w
posed conduiit of the aban
ndoned equippment. Verification of wiring replacem
ment during Phase V is required. This p
project may b
be coordinateed with P‐5.22.021 (Installaation of Climaate Control on MCCs). E FY2015 E‐CA
May 13, 2014 P‐‐1.4.003 SE Gate Mo
otor Operatorr Installation
Background Th
he existing secondary effluent e
gate
es at the CChlorine Contact Chaamber are operated by attachhing a motorized/pne
m
eumatic han
nd tool to an operatinng nut. Operation is re
O
equired to change operational modes aand also fo
or periodic maintenance
e of the gaates. Installa tion of permanent mo
otor operatorrs would facilitate this op eration. to slow as the gate Motor M
operato
ors can be programmed p
re
eaches the fu
ull open or fu
ull closed position. Undeer some co
onditions, improper operaation with haand tools ma y result in
n damage or injury if the
e gate reach
hes full openn or full closed with the
e hand tool ru
unning at full speed. Figure P
P‐1.4.003 SE Gaates at Chlorin
ne Contact Ch
hamber
E FY2015 E‐CA
May 13, 2014 P‐1.4.004 EPS Pipe Lining and Abandoned Pipe Coating Repair Background The Effluent Pump Station (EPS) pumps treated effluent through the outfall system when the tide and flow conditions are such that all flow does not discharge by gravity. During the FY 2012 land outfall inspection, the lining in the EPS discharge piping was observed to be failing. Additionally, the abandoned Primary Effluent pipeline from the original effluent discharge configuration was observed to have coating failure. This pipeline passes through the surge tower, and coating separated from the pipeline falls into the structures at the start of the land outfall. The lining and coating systems are concrete mortar. Material that had separated from the piping systems was removed during a follow‐
up maintenance project in the surge tower. Description Rehabilitate the EPS discharge pipeline lining with a liner or other method. Recoat the abandoned PE pipeline in the surge tower. As an alternative, this pipeline may be removed and the openings blocked. This work will require outage planning. Justification The pipe lining provides protection to the pipe system. Without this protection, the pipe system will corrode and over time may fail. The effluent pumping system is critical to maintaining the effluent discharge capacity of the EWPCF. Additionally, separated lining and coating must be removed from the outfall system. Project Delivery Specify – Bid – Construct. Combine with Land Outfall internal inspection. E FY2015 E‐CAMP Report 2014‐05May 73 May 13, 2014 P‐‐1.4.005 PD Blower Addition, Aerration/Agitatiion Th
he aeration aand agitation blower systems were origginally configu
ured to operaate as separatte systems. During the Phaase V Expanssion and Upgrrade and subbsequent in‐h
house modificcations, the ssystem was modified with m
crossover piiping to allow
w operationall flexibility. A
Additional prrojects were completed an
nd are in pro
ogress to rehaabilitate the b
buried air deelivery piping because of eextensive corrosion and le
eaks. he new air piping p
to the
e headworks has provisioons for installation of a ffuture higherr efficiency Th
blower to pro
ovide aeration
n and agitatiion air. This project would implemen
nt installation
n of a new positive displacement blow
wer to provide
e aeration air and agitation
n air to the heeadworks. 5.2 Outfall O
O
5.2.1 Outfall P‐‐2.1.002 Ocean Outffall Maintenaance and Insp ection ‐ Exterrnal Background Regularly sche
eduled ocean outfall inspecction is requi red to monitor m
the condition c
of the outfall. Scheduled ooutfall in
nspections arre every two years for exxternal inspeection. Th
his project im
mplements th
he recommen
ndations for minor re
epair from th
he inspection
n reports. Major ballast repair will w be completed by Pro
oject P‐2.1.00
04 (Ocean O
Outfall Ballast Restoraation – Extern
nal) Description D
Figuree P‐2.1.002 Sttudy Phase: View towarrds Ocean Ou
utfall  Provide general g
overrview inspection of thee pipe exterior including ballasst condition
 Perform co
ondition assessment of the
e cathodic prrotection systtem  Clear excessive kelp gro
owth  Perform video v
docum
mentation, ou
utfall monum
mentation, an
nd cross‐secttion measurements of ballast (rocck supportingg pipe on ocean floor), andd prepare insp
pection reporrt Im
mplementatio
on:  Complete the recomm
mendations provided in thhe inspection
n report which may include minor repair or d
debris removaal. Ju
ustification Th
his project w
will provide re
egular monito
oring of the ooutfall conditiion to avoid pipe capacityy reduction or failure. Graadual or sudd
den failure off the outfall aasset would be extremelyy serious. Thee ability to re
emove treate
ed water fro
om the site could be intterrupted forr long period
ds of time o
or possibly permanently. Prroject Deliverry Procurement E FY2015 E‐CA
May 13, 2014 P‐‐2.1.004 Ocean Outffall Ballast Re
estoration Background Ballast surroun
nds the outfaall to provide
e protection oof the piping which is located on
n the ocean floor. Over time, ballast materiaal can move aand require rreplenishmennt and re
epair. Projectt P‐2.1.002, O
Ocean Outfalll Maintenancce and In
nspection – External, will w documen
nt the extennt of re
estoration req
quired. Description D
Restore ocean outfall ballasst if material is lost over ti me. Figuree P‐2.1.004 View toward
ds Ocean Outtfall Ju
ustification Th
his project will w provide ocean o
outfall maintenancce to avoid pipe capacitty reduction or failure. Gradual or sudden failure of the outfaall asset wouuld be extrem
mely serious. The ability to remove trreated water from the site
e could be inte
errupted for long periods of time or po
ossibly permanently. Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐2.1.005 Ocean Outfall Bathymetric Survey – External Background This project would complete a Bathymetric Survey of the exterior of the Ocean Outfall, providing an exact location of the outfall and documentation of the pipeline and ballast material as well as a bathymetric chart of the surrounding area. Multi‐beam technology measures the depth and quantifies a three‐dimensional image of the underwater facility. This information can be used to generate cross‐sections and other analysis. Description Conduct a Bathymetric survey of the ocean outfall Justification The survey will precisely locate the ocean outfall, provide a baseline of the facility and surrounding area, and indicate overall condition. The baseline survey may be used to compare future surveys with the baseline condition, for example following a seismic event. Project Delivery RFP ‐ Contract E FY2015 E‐CAMP Report 2014‐05May 76 May 13, 2014 P‐‐2.1.006 Ocean Outffall – Integrityy Assessmentt per SLC Leasse Background Th
his project would w
comple
ete an integrrity assessmeent of th
he lease faacilities (Oce
ean Outfall) by a Caliifornia Registered Civvil/Structural Engineer, every e
six (6) years an
nd when warrranted by exxtraordinary ccircumstancess such ass an accident or a significaant seismic evvent. Description D
 Perform co
ore sampling of the land o
outfall uctural integrrity assessmennt  Sample analysis for stru
 Confined sspace entry iss required Figuree P‐2.1.006 Ju
ustification Outfall near Shore
To
o comply wiith the Califo
ornia State Lands Comm
mission General Lease No. PRC 309
97.9 for the EWA Ocean o utfall, an inteegrity assessm
ment was thee proposed allternative to the required internal inspection that iss not feasiblee for this outfall due to divver risk and laack of capable
e ROV techno
ology that can
n navigate thee vertical tran
nsition withou
ut risk of dam
mage to the outfall. This project p
is parrt of a comprrehensive reggiment to mo
onitor the ou
utfall conditio
on to avoid pipe capacity rreduction or failure. Gradual or sudde n failure of the outfall assset would be extremely se
erious. The ability to remove treated water w
from tthe site could
d be interrup
pted for long periods of time or possibly permanenttly if the oceaan outfall is d amaged. Prroject Deliverry RFP – Contractt E FY2015 E‐CA
May 13, 2014 5.3 So
olids Process Improvemen
nts 5.3.1 Biosolids Thickkening P‐‐3.1.001 DAFTs 1‐3 SScum Collecto
or Replacemeent Background Th
he Dissolved
d Air Flotatio
on Thickenerr (DAFT) scuum co
ollectors are internal components of the DAFT tankks. Currently the plant operate
es two of the
e DAFT tanks in original configguration while the third DAFT tank is being used ass holding tan
nk for centraate. In Januaary 20
011, the con
ndition assesssment of th
he DAFT scuum co
ollectors identified that the three sccum collectoors were w
replaced
d with stainle
ess steel type
e in 1995 annd th
he scum colle
ectors were found f
in fair condition annd fu
ully functionaal. The service life was extended fivve ye
ears allowingg time for monitoring m
off condition aas well as evaluat
w
tion of the prrocess. The P
Process Masteer Plan S‐8.2.013
3 scope includ
des evaluatio
on of the DAFFT an
nd alternativve technologgies. Recomm
mendations oof th
he master plaan will define the scope of this project. Description D
Figure P‐3
3.1.001  In‐kind rep
placement off the dissolve
ed air flotatioon DA
AFT Collector and Launder
scum colle
ector, drive, b
beach and skim
mmer arms. Ju
ustification DAFT collectorr is aging and replacementt should be im
mplemented w
when equipm
ment cannot b
be st effectively through repllacement parrts. maintained co
m
Prroject Deliverry Trraditional Dessign – Bid – C
Construct; Co
oordinate withh P‐3.1.002 w
which may rep
place the DAFFT system. If the system iss replaced, th
his project willl be eliminateed. E FY2015 E‐CA
May 13, 2014 P‐3.1.002 Sludge Process Improvements (DAFT or Alt Technology, Efficiency) Background Three DAF units provide thickening of Waste Activated Sludge, with provision and space to add a fourth unit. The original two DAFs were installed in 1982 during the Phase III expansion and the third DAF was installed in 1984 during the Phase IV expansion. One DAF is currently used to remove solids from centrate before it is returned to the plant. Alternative mechanical thickening equipment is available and could be implemented to provide backup, replacement or additional capacity, if needed in the future. The Process Master Plan S‐8.2.013 scope includes evaluation of the DAFT and alternative technologies. Recommendations of the master plan will define the scope of this project. Description This project will implement the recommendations of Study S‐8.2.013. Refer to subsection 4.1.1 of this E‐CAMP for more description of the proposed study. This project will include installation of new equipment and demolition of old facilities. Justification DAF system replacement or expansion with alternative newer technology may be justified by lower operations and maintenance costs. DAF collector is aging and replacement should be implemented when equipment cannot be maintained cost effectively through replacement parts. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 79 May 13, 2014 P‐‐3.1.003 TWAS Pipeline Replacem
ment Background Th
he DAF is capable of pro
oducing thicker solids thaan the TW
WAS pumpin
ng system can convey. This T
project w
would modify m
the discharge d
of the TWAS piping to reeduce hyydraulic losses and allow
w a higher flowrate f
of hhigher co
oncentration solids to be conveyed to the digesterss. The preliminary co
oncept includ
des pipe replaacement from
m the TW
WAS pumps at the DAF complex to Digester D
Noss. 4, 5 an
nd 6. The existing line size
e is 8‐inch and the replaceement lin
ne size need
ds verification
n but may be 10‐inch. TTWAS piping from the t
DAFs to the pipeline
e adjacent too the Figuree P‐3.1.003 n Phase V, Biosolids Faccilities digesters wass replaced in
TW
WAS Pump and Discharge Piping (rrefer to sheett Y13B). The Process Mastter Plan S ‐ 8..2.013 sccope includess evaluation o
of the DAFT aand alternativve technologies. Recommeendations of tthe master plan will impacct the scope o
of this projectt. Description D
 Replacce approximaately 600 feett of existing ppiping with laarger diameteer of pipe, per hydraulic calculaations.  Eliminate bends, usse long radiuss elbows, red uce minor lossses in pipe syystem. Ju
ustification In
ncreased flow
w and increased solids co
oncentration of thickened
d sludge conveyed to thee digesters re
esults in incre
eased digester capacity, thicker digeste d sludge and reduced centrate volumees. Prroject Deliverry Trraditional Dessign – Bid – C
Construct; Coo
ordinate withh Project P‐3.11.002 E FY2015 E‐CA
May 13, 2014 P‐‐3.1.004 DAFT Polym
mer System Replacement
Background Th
he existing batch b
type polymer syste
em is aging aand co
omponents, such as the existing pro
ogressing cavvity pump model, are outdate
ed and difficu
ult to maintaain. Newer polyme
er blender te
echnology alternatives offfer ad
dvantages off ease of operation and
d maintenannce. Newer model pumps are equipped with w
mechan ical se
eals that do n
not require se
eal water. Seal water has tthe disadvantage of early activvation of the polymer in tthe neat polymer p
piping system
m. Coordinate witth P‐3.1.002 which may re
eplace the DA
AFT syystem. If the
e system is replaced, r
thiss project will be eliminated orr modified to the nee
eds of a nnew th
hickening pro
ocess. Figure P
P‐3.1.004 DAF Polym
mer System E FY2015 E‐CA
May 13, 2014 5.3.2 Biosolids Digestion P‐3.2.001 Biofuel Receiving Facilities (Additional Budget) Background Biogas produced in EWPCF’s digesters is used in combination with purchased natural gas to fuel the dryer and internal combustion engines which produce electricity. Increased quantities of biogas could be used in this equipment if more was available. Biofuel Receiving Facilities will provide an alternative to landfill disposal of grease trap waste which is ideal for anaerobic digestion, and which would increase biogas production. This project was funded in FY 2014 and additional funding will be provided in FY 2015 to complete the project. Description This project consists of construction of:  Biofuel receiving tanks with piping, pumping, odor control  Connection to Digester Nos. 5 and 6  A third mixed gas blower Justification Strategic Focus Area 1 of the 2013 Tactical Plan includes the Goal of “Maximizing the use of renewable resources …. and working towards energy independence.” The project meets this goal by increasing biogas production for engine generators and the dryer and reducing the quantity of purchased energy. The Energy & Emissions Strategic Plan (EESP) projected the facility would have payback of less than five years. Project Delivery Options Design/Build/Finance E FY2015 E‐CAMP Report 2014‐05May 82 May 13, 2014 P‐‐3.2.003 Digesters N
Nos. 5 and 6 P
Pump/Piping FFoundation SStabilization Background Se
ettlement in the vicinity of o Digester Nos. N
5 and 6 has im
mpacted the operation of the pump mix system and otther associated facilities ssuch as pipingg. In 2009, EEWA co
onducted a geotechnicall investigatio
on including soil boring and analysis to iden
ntify the causse of settlem ent, potential forr continued settlement, and deesign parameters re
equired to prroceed with varied v
remeddies. Th
he results of the soil analysis showed non‐uniform
m fill materials m
and compaction not to recom
mmended levvels. Design data was provided for th
he design and Figure P
P‐3.2.003 im
mplementatio
on of geopiles, grout injjection or oother Soil SSettling at Diggester No. 5 P
Pumps re
emedial metthods should
d continued settlementt be and Piping exxperienced. EWA E
established a monito
oring program
m to determine the
e level of additional settlingg experiencedd over time.
Description D
 Analyze re
esults of found
dation settlem
ment monito ring program
m. pecific stabilizzation techniq
ques.  Propose sp
 Stabilize lo
ocal area thro
ough geopiles, grout injecttion or other rremedial metthod. Ju
ustification Th
he digesters aare a critical ccomponent to the EWPCFF treatment process, in botth stabilizing the sludge byyproduct and
d producing biogas b
for en
nergy efficiennt power gen
neration. If ccontinued setttlement is observed and predicted to jeopardize th
he operation of the mix pu
umps and oth
her digester eequipment, in
nvestment is jjustified to m
maintain the ssystem in opeerable conditiion to provide reliable sludge mixing an
nd digester ggas productio
on capacity. TThis gas prodduction capaccity is requireed for energyy efficiency an
nd cost savinggs at the EWP
PCF. Prroject Deliverry Design – Build E FY2015 E‐CA
May 13, 2014 P‐3.2.004 Biosolids Screening Facility Background In 2010, a study established a basis of design for a biosolids screening facility. This facility would screen digested sludge prior to the centrifuges and upstream of the dryer. This type of facility would reduce the hairlike material, metal shavings, plastics and other debris that currently is observed in the shaker portion of the dryer system. A “strainpress” type system was recommended and would require transfer pumps, grinders, screenings handling, odor control and utilities such as electrical. The recommended location of the facility is between Digester Nos. 2 and 3. The 2012 Grit and Screenings Handling Study examined the possibility of using finer screens at the headworks which would likely have eliminated the need for sludge screening. The study found that hydraulic limitations made headworks finer screens not practical. Description  The project would include the following components:  Strainpress equipment installed on an elevated platform  Debris collection room and bin located below the strainpress  Odor control  Associated pumps and mechanical piping  Associated electrical and instrumentation components Justification If pellets from the dryer facility are marketed more as a soil amendment, sludge screening will be required. Project Delivery Design – Build ‐ Construct E FY2015 E‐CAMP Report 2014‐05May 84 May 13, 2014 P‐‐3.2.005 Digesters 5 and 6 Mixingg Pumps Repllacement Background Digester Nos. 5 and 6 Mixing Pumps were w
installedd in 19
991 and havve an assessed service liife of 30 yeaars co
orrespondingg to replacement in 202
21. EWA hhas maintained m
th
hese 40 hp pumps including rebuildiing an
nd replacing impellers which is an indu
ustry practicee to exxtend equipm
ment life. Eve
entually the pump body w
will wear w
and pum
mp performaance will deccline. Perio dic co
ondition asse
essment and p
performance monitoring aare re
ecommended
d to deterrmine timin
ng for pu mp re
eplacement. E FY2015 E‐CA
Figure P‐‐3.2.005 Digester Mixxing Pumps
May 13, 2014 P‐‐3.2.006 Cell Lysis Faacilities Background Th
he incomplette breakdow
wn of WAS in
n the digesteer limits gass production and reducess biosolids dewaterabilityy. Cell lysis would increase
e gas producttion and imprrove dewaterability. Lysis ttechnology iss under develo
opment and m
may be readyy for testing inn the next few
w years. P‐‐3.2.007 Digesters N
Nos. 1 and 3 R
Retrofit for Sluudge/Gas Sto
orage Background Sttudy S‐3.2.007 is a pro
oposed concceptual studyy to evvaluate the gas g or liquid sludge storaage capacity that may m be obtained by usingg Digester No
os. 1 and 3. The sttudy would id
dentify the sccope of impro
ovements neeeded fo
or these stru
uctures to be
e used for either purposee. A co
ondition assessment would also be con
nducted. his project would w
implem
ment the reco
ommendationns of Th
th
he conceptual study. Figure P
P‐3.2.007 Digestter No. 1 E FY2015 E‐CA
May 13, 2014 P‐‐3.2.008 Waste Gas Flare Operation Mods Background Th
he waste gass flare was constructed c
and a placed innto operation in 2011. Under tthe current operating modde, th
he natural gaas pilot is continuously litt. This projeect would w
imple
ement operational an
nd equipmeent such that the pilot could operaate modifications m
in
ntermittently or be fuele
ed with dige
ester gas, thhus re
educing naturral gas consum
mption. Recently, SDG&E has advissed of potenttial curtailmeent off natural gas delivery. The flare requires natural ggas delivery for op
peration and iif it is likely th
hat delivery w
will i the future
e, an alternaative pilot fuuel be curtailed in would allow co
w
ontinued ope
eration of the flare. Figure P‐‐3.2.008 Waste Gas Flare Description: D
 Modify op
peration of gaas manageme
ent system annd digester/slludge holdingg tank waste gas bypass to flare to prevent low volume and low quality ggas from conttinuous flow or intermitteent flow on a frequentt basis.  Upgrade the pilot flam
me detection ssystem to re liably providee instant dettection of a p
pilot flame. ection system
m must not re
equire a cool‐ down period to detect flame as is the ccase with a Flame dete
thermocou
uple. The flam
me detection system mus t be capable of operation
n when wind is present, which mayy blow flame from position
n in front of ssensor, as may be the casee with a radarr detector. CD Permit to Operate to allow alternatiive to continu
uous pilot as means of enssuring flare  Revise APC
will be lit w
when waste ggas is present. ng and monittoring changees as requireed by revised
d Permit to  Implementt equipment,, programmin
Operate. n alternative p
pilot fuel, succh as digesterr gas pilot. Th
his modification could be iinstalled as  Provide an
a redundaant system allowing either fuel to be used to keep
p the pilot litt. System co
omponents would include piping, valves and oriffice sized for digester gas. Ju
ustification Th
he intermitte
ent pilot sysstem would provide savvings of natu
ural gas purrchases and would be co
onsistent with
h EWA’s goal for energy effficiency and independencce. f
operatioon reliability under abnormal operatio
ons. Flare A backup pilot system would provide flare operation is im
mportant beccause if waste
e gas is not bbeing burned
d in the cogen facility and
d/or by the dryers, it can cause presssure buildup
p in the digeesters, poten
ntial damage to J‐tubes and other eq
quipment, an
nd potential release of metthane gas int o the environ
nment, which
h is an unsafe condition. Prroject Deliverry Eq
quipment maanufacturer has offered to
o assist with sttandard draw
wings of digesster gas pilot fuel piping an
nd appurtenaant equipmen
nt. Modifications may be m
made by EWA
A staff or by aa General Con
ntractor. E FY2015 E‐CA
May 13, 2014 P‐3.2.009 Digester No. 4, 5, and 6 – Interior Coating, Structural Reinforcement Background Rehabilitation of the gas mixing system and cleaning of Digester No. 4 was performed in 2012. Coating of the digester cover interior and interior process piping was noted as a need during the recent cleaning. Digesters No. 5 and 6 were last cleaned in 2012. Coating of the digester cover interior and interior process piping was noted as a need during the recent cleaning. In order to support alternative mixing equipment that is under consideration, additional structural supports will be incorporated into the cover prior to coating. Description:  Clean interior of inert contents that cannot be drained from the tank.  Remove debris from digester.  Remove existing coating and prepare surface for coating including minor repairs.  Install additional supports for potential installation of alternative mixing equipment.  Apply prime coat to all steel surfaces.  Apply coating to digester cover interior and interior process piping. Justification Anaerobic digestion occurs in a highly corrosive environment. Regular maintenance including coating of the digester cover is required to maximize the service life of the digesters. Project Delivery Design – Build – Construct E FY2015 E‐CAMP Report 2014‐05May 88 May 13, 2014 P‐3.2.011 Second Waste Gas Flare and Pipeline Background The waste gas flare system is a backup to the equipment that uses digester gas as a fuel at the EWPCF, including cogen engines and the biosolids drying system. If this equipment is unavailable to use the digester gas, waste gas is conveyed to the flare system. EWA is in the process of implementing a biofuel receiving facility project which will increase the gas production at the EWPCF. A second waste gas flare and pipeline may be needed in the future if the current pipeline and flare capacity is not sufficient to flare the waste gas design flow as increased by future influent flow and additional gas production resulting from the biofuel and other potential projects. The waste gas design flow will be determined through testing of the biofuel receiving facility design and with consideration of plant flow projections updated by the 2040 Strategic Plan. The following is a plot of the system curve of the waste gas pipeline. The plotted values should be field verified before they are used for design purposes. Digester Gas (LSG) to Flare ‐ System Curve
7.0
6.0
Headloss (in. WC)
5.0
4.0
3.0
2.0
1.0
0.0
0
100
200
300
400
500
Flow (CFM)
600
700
800
900
1000
E FY2015 E‐CAMP Report 2014‐05May 89 May 13, 2014 P‐‐3.2.012 Digester 4 –
– Dewateringg Background Digester 4 waas constructed in 1980 ass part of th
he Phase III facilities. f
Diggesters 5 and
d 6 were co
onstructed during d
Phase
e IV in 1989
9. These an
naerobic dige
esters treat primary p
sludgge, scum an
nd TWAS fro
om the seco
ondary proce
esses. At cu
urrent plant production, two of the digesters d
arre required for f anaerobicc digestion. Digested D
sludge is conveyed to the solids hey are dewatering/drrying process where th
co
onverted to p
pellets using equipment that was in
nstalled in 200
09 as part of Phase V. Figure P‐3..2.012 Digester 4 Th
he EWPCF is currently equipped with one dryer fo r the converssion of dewatered sludge to pellets. Siince weekly m
maintenance is required fo
or the dryer, EWA staff haas found it ad
dvantageous to use the th
hird “standbyy” digester for sludge storage. s
How
wever, the d
digesters are configured such that ap
pproximatelyy half the volu
ume is situate
ed below grouund surface. PPumps used tto transfer th
he normally fu
ull digesters are located at a ground surface, and a re not capab
ble of suction
n lift to remo
ove sludge vo
olume in the “storage” diggester from elevations beloow ground su
urface. . E FY2015 E‐CA
May 13, 2014 P‐‐3.2.013 Digester Mixing System Replacementt Background Th
he sludge mixxing system ffor Digesters 5 and 6 havee been in
n service for nearly 25 ye
ears. There are a four centtrifugal pumps, each with w a 50 ho
orsepower motor. m
Digesteer 4 is mixed m
using a a gas compre
essor based gas g mixing syystem. Newer techno
ologies such aas the linear m
motion mixerrs may o life cycle ccost as be cost effective replacements based on co
ompared to tthese large pu
ump mix units. Additionallly, the cu
urrent pumpss are supportted at grade iin the region of the plant that has experienced settlement. EWA is monitoring se
ettlement in
n the region
n. Alternate
e pumps m ay be su
upported off the digesterr structure, th
hus minimizi ng the Figurre P‐3.2.013
potential for impact on the mixing systtems if the gground Digesster 6 Pump
co
ontinues to se
ettle. Description D
 Evaluate o
options for altternative dige
ester mix systtems including life cycle an
nalysis. he four pump mix units (tw
wo per digesteer) at Digesteers 5 and 6, w
with alternativve mix  Replace th
technologyy. he gas mix sysstem at Digester 4 if cost eeffective.  Replace th
Ju
ustification A more energyy efficient diggester mix sysstem would reeduce operatting cost. A m
mixer mounted from the digester would
d be a preferrred support system than the existing pumps on ggrade, given tthe ground se
ettlement thaat is occurringg in the digestter area. Prroject Deliverry Design – Bid – Construction
n Coordinate witth related pro
oject: P‐‐3.2.009 Dige
esters 4, 5 and
d 6 Covers ‐ In
nterior Coatinng, Structurall Reinforcemeent (to suppo
ort mixer) E FY2015 E‐CA
May 13, 2014 P‐‐3.2.014 Digesters N
Nos. 4 through
h 6 Digester G
Gas Pipeline R
Replacement Background Digester gas iss conveyed to
o the gas maanagement syystem fo
or use or th
he gas flare for wasting through a ppiping syystem that is primarily burried steel. The system hass been in
n service for nearly 25 yeaars. Assessment of the innterior co
ondition of the pipeline
e shows excessive builduup of digester gas by‐products such as siloxane and other materials. m
Th
his build‐up reduces the
e capacity oof the pipeline and threatens t
the
e downstream
m equipmentt that caan be damaged when materials m
break loose an d are caarried downstream. Th
he buried piiping is not only difficult to acccess for mainttenance, but is also susce ptible Figure P‐3.2.014 to
o exterior pip
pe corrosion as has been observed at other Digesteer Gas Pipe buried steel piiping through
hout the plantt. Additionall y, the digester area h
has experiencced ground se
ettlement whhich could pottentially damage buried piiping. Th
he implemen
ntation of th
he biofuel addition to t he digesterss and other potential prrojects are an
nticipated to increase digester gas pro
oduction. Thiss project P‐3..2.014 will prrovide new digester gas piping aboveground and will be sized to
o convey futuure gas projecctions. The prroject will alsso consider in
nstallation off gas treatment to remo
ove some co nstituents, o
or will provid
de a location
n for such eq
quipment to be installed in the future, if needed. Description D
 Relocate u
underground digester gas pipeline thatt feed the gas management system an
nd flares to an aboveground alignm
ment. echnologies to
o mitigate corrrosion and bbuild‐up of haarmful constittuents  Analyze te
buried digeste
er gas pipelin
ne to an abovveground aliggnment from the bridge tto the flare  Relocate b
(may be fu
uture phase o
of the project)) Ju
ustification Th
he digesters gas pipeline
es are a critical componeent to the EEWPCF treatment processs, in both co
onveying diggester gas to
o the gas management m
system and excess digeester gas to the flare. Relocation of tthe digester ggas piping from below grouund to abovee ground will reduce risk of corrosion an
nd damage from f
settlement, and will facilitate coondition asseessment and maintenancee. This gas production cap
pacity is required for energgy efficiency and cost saviings at the EW
WPCF. Prroject Deliverry Design – Build E FY2015 E‐CA
May 13, 2014 5.3.3 Biosolids Dew
watering and D
Drying P‐‐3.3.001 MCC and Conductors Re
eplacement –– DW and Pow
wer Bldg Background Th
he existing Motor Co
ontrol Cente
ers (MCCs) and co
onductors forr the dewate
ering and pow
wer building M
MCCs arre reaching the typicaal life expe
ectancy of MCC eq
quipment. R
Replacement parts have become difficuult to find. The replacement of the MCCs wiill provide a more re
eliable operaation. This project will also includee the re
emoval of the t
wiring and a
exposed
d conduit off the ab
bandoned equipment. Figuree P‐3.3.001 Power B
Building MCC
C E FY2015 E‐CA
May 13, 2014 P‐3.3.004 Pellet Bagging Facilities Background Biosolids pellets produced by the dryer are currently hauled off‐site for use as an alternative fuel or fertilizer. A pellet bagging facility would allow for increased distribution of the pellets for commercial or local use as a fertilizer. The proposed pellet bagging system includes a portable bagging system with scale, sealer, conveyor and base, stretch wrapper, and a hopper, and would require a pellet transporter with appurtenant equipment such as an air compressor. An alternative to onsite bagging is offsite contract bagging. P‐3.3.006 Dryer Addition and Centrifuges Replacement Background The drying facility was implemented with provisions for a second dryer, which will be needed when plant flows increase in the future. Based on current flow projections, the second dryer will be needed in 2016. The 2040 Master Plan Update will revise flow projections and conclude that the second dryer will not be needed until after 2018. When the second dryer is installed, replacement of the centrifuges with higher capacity units will be required. Currently, three centrifuges operate to feed the dryer. When the second dryer is installed, three larger centrifuges, each capable of feeding one dryer, will be required. P‐3.3.007 Centrifuges Major Maint Background Planned maintenance activities of the Centrifuges, will allow EWA to realize the full service life of the equipment. Manufacturer recommendations for planned maintenance include full bearing overhaul every 8,000 hours of operation and rotating assembly refurbishment as needed, generally every 16,000 hours of operation. As equipment ages, EWA may elect to maintain additional spare parts such as a feed tube ($9,000) and a gearbox ($71,000). Description Full bearing overhaul (every 8,000 hours or approximately annually, estimated $8,000 parts) Rotating assembly refurbishment (scheduling based on annual inspection, approximately every 16,000 hours or every two years, estimated $40,000). Includes tile replacement, feed zone repair as needed, conveyor flight hard surfacing as needed, dimensions check, rebalance, gearbox tune‐up. Justification Completion of planned maintenance allows EWA to realize the longer service life, more reliable operation and better return on investment in assets. Project Delivery In‐House, parts purchased from manufacturer, rotating assembly refurbishment by manufacturer. E FY2015 E‐CAMP Report 2014‐05May 94 May 13, 2014 P‐3.3.008 Dryer Major Maint Background Planned maintenance activities of the dryer are completed to maintain reliable operation and realize service life of the equipment. The manufacturer, Andritz Separation Inc, recommends the replacement of the dryer drum duct approximately every seven to ten years, and the replacement of the dryer drum support rollers approximately every ten years. Other manufacturer recommendations and repair parts include the following:  Stators  Elevator Gear Box  Centrifuge Repair Parts  Rupture Disc  Shaker Motor  Plow Heads  Cake Pump Rebuild Spares  Mist Eliminator Panels  Bag House Filter Socks  Slide Gate Repair Parts  Recirculation Pump Feed Pit Spares  Misc. IE belts, hoses, gauges  Compressor and Air Dryer (redundancy) Description Complete maintenance activities per manufacturer recommendations Justification Completion of planned maintenance allows EWA to realize the longer service life, more reliable operation and better return on investment in assets. Project Delivery In‐House procurement of services E FY2015 E‐CAMP Report 2014‐05May 95 May 13, 2014 P‐‐3.3.009 Drying Safe
ety Upgrades
Background Saafety and regulatory concerns c
haave come uunder co
onsideration as a result of o further revview of NFPA
A 654, th
he standard for preventio
on of fire and dust exploosions frrom the maanufacturing, processing and handlinng of co
ombustible particulate p
so
olids. In the Drying Bui lding, fu
urther consid
deration is warranted w
on
n the bag hhouse lo
ocated inside the building. Considerattion would in clude fe
easibility of relocating the bag house outddoors, ad
dvantages th
hat may be gained through relocaation, co
onsequences that may be
e experienced
d (such as de lay in trravel time to
o bag house)) and other means of h azard mitigation. m
NFPA 654 req
quires that bag houses such as thee one operated by EWA E
and locaated in the Drying D
Buildinng, be lo
ocated outsid
de of a bu
uilding. How
wever, theree are modifications m
that could be b made to the bag houuse to mitigate explo
m
sion hazard, including: 

Figuree P‐3.3.009a
Drying Building Bag Ho
ouse (bluee structure) Explosion suppression
n systems which w
dischaarge a suppressant in milliseco
onds within the vessel, whhen triggered by a spark orr pressure Isolation d
devices on all ducts at the
e bag house tto prevent prropogation off flame and p
pressure to upstream equipment w
when triggered
d by a spark oor pressure.
In
n addition to evaluation of o bag house
e location opttions, other potential improvements have been id
dentified:  Rotation o
of dust collecttor so deflagration panel ddoes not face exit  Installation
n of deflagrattion vent com
mbination flam
me arrestor unit instead off current stylee  Installation
n of angled deflector plate
es to deflect fflame front (industry expeerts have foun
nd that this is not the most reliable
e option becaause the flam e can engulf the deflectorr and continu
ue to move in the sam
me direction) Th
he dryer usess a recycle biin to store se
eed pellets d uring the dryying process. The facility sstores final product pellets in storage ssilos, each with a capacityy of 4,500 cub
bic feet. Storrage of pelletts for more th
han a day haas resulted in
n hot spots in i the storagge vessels. Ho
ot spots can lead to smo
oldering of product and possible p
therrmal runawayy. This is prooblematic ass the dryer ssystem uses a two‐day outage for we
eekly mainten
nance. Addittionally, the silos were sized to provid
de up to two
o weeks of sttorage of pellets for flexibiility in the dissposal of the product. Currently, EWA
A is operating the system to minimize the potentiaal for develop
pment of hott spots and th
hermal runaw
way in the system. s
Durring the weeekly outage, the recycle bin is emptied to the minimum leve
m
el, as required
d to restart tthe dryer systtem. Finished
d pellets are loaded into trucks and m. In at leastt one instancee, hotspots hauled off site
e daily keeping the silo storage volume at a minimum
were detected
w
d in the recyclle bin. E FY2015 E‐CA
May 13, 2014 EW
WA emptied the recycle
e bin quickly to dissipatee the heat, w
which re
esulted in pe
ellets on the
e floor of the
e drying bui lding and flo
ow of washdown and
w
d pellets into
o the drain system which rreturns flow tto the plant. In orde
er to restart the dryer, EWA staff maanually transfferred pellets to the b
bucket elevattor for return to the bin. In
n FY 2011, EWA initiated a project with w
the goal of equippin
ng the syystem to emp
pty the recyccle bin upon system shutddown, and to
o refill th
he recycle bin with pelle
ets from the
e silos prior to restarting the syystem. The project scope also plan
nned to instaall two additional te
emperature ropes per silo to pro
ovide additioonal temperrature monitoring. m
FFigure P‐3.3.0
009b he conceptu
ual design scope deve
elopment iss ongoing w
with Pelleet Storage and
Th
d Hauling allternatives un
nder considerration. Inability to store ppellets in thee silo because of risk of thermal events preve
ents the transsfer of pelletts from the siilo to the reccycle bin as being a viable alternative. Additional research and other avenuees of controlling the heatt are under co
onsideration. Additional goals have been b
identifieed in providin
ng a means of recycle bin drainage during washdo
own. Description D
 Complete study/evaluaation of safetyy concerns annd compliancee with NFPA 6
65.  As recomm
mended by study, relocate
e bag house a nd/or implem
ment mitigatio
on measures
 Rotate dusst collector.  Install deflagration ventt combination
n flame arresstor unit.  Reroute re
ecycle bin nitrrogen purge vvent to dischaarge outside.  Implementt recommend
dations of th
he pellet storrage system improvemen
nts to reducee incidence and risk off thermal events resulting from pellet sttorage uipment to rrecirculate th
he pellets witthin the silo, additional  Recommendations mayy include equ
ure monitorin
ng for early detection off heat buildu
up, and provvisions to faccilitate the temperatu
washdown
n of the recyccle bin. Ju
ustification Th
he project is needed to comply with anticipated re
a
egulatory chaanges and to protect perssonnel and eq
quipment fro
om explosion potential. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
May 13, 2014 P‐‐3.3.013 RTO Processs Upgrades
Background Th
he RTO operrates at 1500
0 deg F. Th
his severe duuty re
esults in dete
erioration off the media and shell. Thhis project will rebuild portio
ons of the RTO to bettter provide capaacity and better b
sustain the harrsh operating enviironment of tthe RTO.
Figure P‐3.3.013 O RTO
E FY2015 E‐CA
May 13, 2014 P‐‐3.3.017 DW Polyme
er Storage Tank Replacem ent Background Th
he dewaterin
ng (DW) polymer storage tank with a ccapacity off 7,000 gallo
ons was insstalled as paart of the PPhase V exxpansion. A number of faactors have resulted in coonstraint in
n receiving a ffull delivery o
of polymer. These factors include: • High dem
mand for po
olymer corre
esponds to limited number off days of storaage provided
• Polymer supplier’s locaation results in significannt travel time and ccorrespondingg lead time in
n polymer orddering • Elevation o
of pumps and
d configuratio
on of tank botttom do not allow
w bottom vo
olume of taank to be uused as operationaal storage • Weekend and holiday schedules maay require addditional lead time iin ordering off polymer. w. EWA • Polymer delivery occurs within a delivery window
must plan for the outsside end of th
he delivery ti me, but the deliverry may arrive sooner Figure P‐3.3.017
Polymer Storaage Tank Dewatering P
here are occasions whenn there is no
ot sufficient vvolume in th
he polymer Based on thesse factors, th
t receive a full f delivery of polymer. The deliveryy company charges EWA for excess sttorage tank to polymer that m
must be transsported back to the sourcee or to an alteernate locatio
on if availablee. Description D
Se
everal options have been identified
d to providee greater flexibility for the polymeer storage Given the significant co
management. m
ost of polymeer, life cycle costs should
d be consideered in the determination of system im
mprovements recommendeed, if any. Options for sys
O
stem improve
ements includ
de: n of polymerr type for the
e DAF processs to the sam
me type as the centrifuge operation, 1)) Conversion
resulting in
n overall high
her volume off type polymeer currently used for the ceentrifuges. 2)) Replaceme
ent of existin
ng polymer taank with new
w, larger tank. Consideraation must b
be given to containme
ent area and o
other appurte
enant equipm
ment. 3)) Addition o
of another polymer storage
e tank 4)) Conversion
n of other exxisting tanks,, currently n ot being useed, for polym
mer storage. A polymer transfer syystem would likely also be required wit h this option. Im
mplement mo
ost cost effective option based on addditional anaalysis. For bu
udgeting purp
poses, it is asssumed that an additional polymer storage tank wil l be installed. Ju
ustification Project will improve operattional efficien
ncy by allowinng for larger volumes of p
polymer to bee delivered while maintain
w
ning operation. This reducces the risk off disrupting o
operation by rrunning out o
of polymer, an
nd avoids wasting excess p
polymer. E FY2015 E‐CA
May 13, 2014 P‐3.3.018 Centrate Pipeline Replacement Centrate and DAFT drainage are conveyed through Manhole No. 4. Valving on the system can be configured to convey flow to the PE pipeline or the primary influent gallery. EWA conducted CCTV of the pipeline to the primary influent gallery. It was observed that the pipeline dips as the CCTV submerged while moving along the alignment. It is assumed that there is settlement along the alignment and the impact to the centrate pipeline is unknown. This project address the deficiencies of the system. Deficiencies include repairs to Centrate and primary scum line between sedimentation tank nos 1 and 7 will provide more operational flexibility of Centrate discharge. P‐3.3.019 Centrifuge Drive Replacement Background EWA operates three centrifuges to dewater stabilized sludge prior to drying. The centrifuge drives have required more maintenance than anticipated, and also has resulted in extended outage time. The General Services Department has identified alternate centrifuge drives to reduce outage time and provide advantageous life cycle costs. Description Replace Centrifuge Drives with new from alternative manufacturer. Justification This project will realize cost savings through reduced maintenance. The project also will result in a more reliable centrifuge operation, which is required for drying system operation. Project Delivery Traditional Design – Bid – Construct Coordinate with the condition assessments of Centrifuge Nos. 1 and 2, Maindrive and Backdrive, condition assessment scheduled as CA‐8.1.004 in FY 2015. Refer to E‐CAMP Section 3.3. E FY2015 E‐CAMP Report 2014‐05May 100 May 13, 2014 P‐3.3.021 Pyrolysis Facility Background Anaergia has entered a 1‐year agreement with EWA to demonstrate their pyrolysis technology. Centrate and gases from this process would be fed back into the digesters to increase digester gas production by an estimated 30 percent. The byproduct would be a biosolid pellet that is dryer and has up to 50 percent less volume than currently produced pellets. Decreased moisture content has a direct correlation to decreased hauling costs and product density, thus providing EWA both financial savings and additional storage capacity. Pending Anaenergia’s successful one‐year demonstration, this project would integrate the pyrolysis technology throughout the solids handling process. Description Implement the pyrolysis technology into the plant solids handling process Justification This project will realize cost savings through reduced hauling costs, increased storage capacity per weight of Pure Green, increased digester performance, and improved marketable Pure Green Product. The project also satisfies EWA’s mission statement to provide sustainable and fiscally responsible services. Project Delivery Traditional Design – Bid – Construct Coordinate with the condition assessments of Centrifuge Nos. 1 and 2, Maindrive and Backdrive, condition assessment scheduled as CA‐8.1.004 in FY 2015. Refer to E‐CAMP Section 3.3. E FY2015 E‐CAMP Report 2014‐05May 101 May 13, 2014 P‐3.3.022 Secondary Controls Load Out Facilities Ground Floor The pellet load out facility is controlled from the upper level where the conveyor is located. This configuration was designed based on the filling of trailer‐trucks whereby the fill process is best observed from above. However, with the success of the Pure Green pellet market based on filling of smaller super‐sacks, the ideal location of the fill controls would be from the lower level where the sacks are located. This project would provide a remote control panel at the ground floor to facilitate the filling of pellet super‐sacks. P‐3.3.024 Remote Centrifuges Control from Dryer Control Room The centrifuges are located in the Drying Building. In the drying building, the control panel is provided with monitoring capability. Staff have requested the addition of control capability to the local control panel to allow operation from the field of the centrifuges and other equipment in the drying building. The scope of this project will include identifying additional programming needs and implementing those capabilities at the Dryer Control Room. E FY2015 E‐CAMP Report 2014‐05May 102 May 13, 2014 5.4 Energy Management 5.4.1 Energy Management P‐4.1.003 Cogen Engine Catalyst Background The operating hours of Internal Combustion (IC) Cogeneration engines at EWA are currently limited by the amount of carbon monoxide (CO) emitted during operation. The Energy & Emissions Plan identified the installation of engine exhaust catalysts to reduce the engine carbon monoxide emissions rate and remove the operating hours constraint. Description The project includes installation of the Cogen Engine Catalyst system for four engines. Justification This project implements the engine catalyst system installation in accordance with the Energy & Emissions Strategic Plan recommendations. The engine catalyst systems proposed will also allow EWPCF to meet regulatory requirements for unlimited use of either biogas or natural gas for operation of the IC engines. This allows EWPCF to maximize site generated electricity which moves EWPCF further toward energy independence in accordance with a 2013 Tactical Plan goal. Project Implementation Design‐Build E FY2015 E‐CAMP Report 2014‐05May 103 May 13, 2014 P‐‐4.1.005 Cogen Engine Top‐End O
Overhaul Background Fo
our engine‐generator sets were installed as part of Phase V Expaansion in 20
009. The engine‐generator manufacturer m
(Caterpillar) recommendss the followinng ro
outine overrhaul mainttenance serrvices to bbe performed on the engines: er 8,000 serviice hours; 1. Top‐End overhauls: afte
2. In‐Frame o
overhauls: aftter 24,000 serrvice hours; 3. Full overhaauls: after 40,000 service h
hours. Figure P‐4
4.1.005 Cogen
neration Engiine Nos. 1 and
d 2 Based on the existing air p
permit it is esstimated thatt the total en
ngine run hou
urs for the fo
our engines will be approx
w
ximately 16,65
50 hours per year. To sprread out the expense of the engine maaintenance it is anticipated that two off the four enggines will be pprimarily opeerated each year. This allo
ows for the sccheduling of engine overh
hauls of the four enginess are shown in Table 4‐1. Shading ind
dicates the engine is due ffor overhaul in the corresp
ponding year.. Ta
able 4.1.005 EEngine‐Generrator Operatiing Scenarios and Overhauul Schedule FY Year Operating H
Hours for Prevvious Period // Total Operating Hours Engin
ne No. 1 Engine No. 2 Engiine No. 3 Engine No
o. 4 2014 Run Ho
our status 24
4,189 24,316 119,523 19,449
9 2015 325//24,514 325/24,6411 8,0000/27,523 In‐‐Frame 8,000/27,4
449 In‐Frame 2016 8,000
0/32,514 Top‐End 8,000/32,6441 Top‐End
3255/27,848 325/27,774 2017 325//32,839 325/32,9666 8,0000/35,858 To
op‐End 8,000/35,7
774 Top‐End
d 2018 8,000
0/40,839 Full
F 8,000/40,9666 Full 3255/36,173 325/36,099 2019 8,000
0/41,164 Full
F 8,000/41,2991 Full 3255/44,173 Full 325/44,099 Full Co‐Gen Engin
ne Run hour sstatus was recorded on 100/1/2013 E FY2015 E‐CA
May 13, 2014 Total Operating Hours Per Year:
On‐Peak: Summer Winter = 3 engines x 7 hours/day x 109 days =
= 3 engines x 3 hours/day x 152 days =
2,289 Hours
1,368 Hours
Semi‐Peak: Summer Winter = 2 engines x 9 hours/day x 109 days = = 2 engines x 13 hours/day x 152 days = 1,962 Hours 3,952 Hours
Off‐Peak: Summer Winter Weekends = 1 engines x 8 hours/day x 109 days =
= 1 engines x 8 hours/day x 152 days = = 2 engines x 24 hours/day x 104 days =
872 Hours
1,216 Hours
4,992 Hours
Total Operating Hours Per Year =
16,651 Hours
Description The top‐end overhaul service includes:  replacing cylinder heads with remanufactured Engine heads  cleaning block deck and manifold flange surfaces  rebuilding exhaust bypass and digester gas regulators  cleaning and testing cooler cores  replacing lube oil temperature regulators  cleaning of the engine oil sump and oil suction screen before refilling engine with new oil  remanufacturing of two engine turbochargers  replacing after‐cooler water pumps and jacket water pumps  installing new spark plugs  other cleaning and inspection services. The heat shield on the engines can only be seen during disassembly during a top‐end overhaul, therefore it is not possible to know if a heat shield needs to be replaced until the top‐end overhaul is underway. A separate service would be needed if replacement of the heat shield is required, due to the lead time involved with obtaining a replacement heat shield. The additional labor for replacing the heat shield could be reduced if a heat shield (~$10,000) was purchased in advance of the top‐end overhaul. If the heat shield does not need to be replaced during the top‐end overhaul then the part would be stored for potential use during the next engine top‐end overhaul, or the heat shield could be replaced and the part removed could be salvaged for spare parts or refurbishment and reuse. Justification The engine overhaul work is necessary to maintain proper operating efficiency, maximize service life of the equipment and to maintain APCD permit compliance. Project Delivery Receive bids for service contract. E FY2015 E‐CAMP Report 2014‐05May 105 May 13, 2014 P‐‐4.1.006 Cogen Engine In‐Frame Overhaul Background Fo
our engine‐ge
enerator sets were installe
ed as part of PPhase V Expansion in
n 2009. The e
engine‐generaator manufaccturer (C
Caterpillar) re
ecommends the t followingg routine oveerhaul maintenance s
m
services to be
e performed o
on the enginees: 1. Top‐End overhauls: afte
er 8,000 serviice hours; 2. In‐Frame o
hours. Based on the existing air permit p
it is estimated e
thaat the Figuree P‐4.1.006 otal engine run hours for f the fourr engines wiill be to
Co
ogeneration EEngine Nos. 1
1 and 2 ap
pproximatelyy 16,650 hourrs per year. To spread ouut the exxpense of the engine maintenance it is anticipatedd that two o
of the four en
ngines will bee primarily operated each
h year. This allows for the scheduling o f engine overrhauls of the four engines are shown in
n Table 4‐1. Sh
hading indicaates the engin
ne is due for ooverhaul in th
he correspond
ding year. Ta
o. 4 2014 Run Ho
our status 4,189 24
24,316 119,523 19,449
9 2015 325//24,514 325/24,6411 8,0000/27,523 In‐‐Frame 8,000/27,4
449 In‐Frame 2016 8,000
0/32,514 Top‐End 8,000/32,6441 Top‐End
3255/27,848 325/27,774 2017 325//32,839 325/32,9666 8,0000/35,858 To
op‐End 8,000/35,7
774 Top‐End
d 2018 8,000
0/40,839 Full
F 8,000/40,9666 Full 3255/36,173 325/36,099 2019 8,000
0/41,164 Full
2,289 Hours
1,368 Hours
872 Hours
1,216 Hours
4,992 Hours
16,651 Hours
Description The in‐frame overhaul service includes all the services included with the top‐end overhaul plus the following:  megger and generator inspection  exhaust bypass and gas regulators rebuild  cleaning/testing oil cooler core  replacement of piston, liner packs, crankshaft bearings, and crankshaft connecting rod bearings  engine oil pump replacement. Justification The engine overhaul work is necessary to maintain proper operating efficiency, maximize service life of the equipment and to maintain APCD permit compliance. Project Delivery Receive bids for service contract. E FY2015 E‐CAMP Report 2014‐05May 107 May 13, 2014 P‐‐4.1.007 Cogen Engine Full Overh
haul Background Fo
our engine‐ggenerator setts were insttalled as parrt of Phase V Exp
pansion in 2009. 2
The engine‐generrator manufacturer m
(Caterpillar) recommend
ds the follo wing ro
outine overhaaul maintenaance services to be perforrmed on the enginess: 1. Top‐End overhauls: afte
er 8,000 serviice hours; 2. In‐Frame o
hours. Figure P‐‐4.1.007 Based on the e
existing air pe
ermit it is esttimated that tthe Cogeeneration Enggine Nos. 1 an
nd 2 to
otal engine run r
hours fo
or the four engines e
will be ap
pproximatelyy 16,650 hours per year. To spread oout the expen
nse of the en
ngine maintenance it is an
nticipated that two of the
e four engine
es will be priimarily operaated each year. This allo
ows for the sccheduling of e
engine overhauls of the fo
our engines aare shown in Table 4.1.007
7. Shading ind
dicates the engine is due ffor overhaul in the corresp
ponding year.. Ta
o. 4 2014 Run Ho
our status 24
4,189 24,316 119,523 19,449
9 2015 325//24,514 325/24,6411 8,0000/27,523 In‐‐Frame 8,000/27,4
449 In‐Frame 2016 8,000
0/32,514 Top‐End 8,000/32,6441 Top‐End
3255/27,848 325/27,774 2017 325//32,839 325/32,9666 8,0000/35,858 To
op‐End 8,000/35,7
774 Top‐End
d 2018 8,000
0/40,839 Full
F 8,000/40,9666 Full 3255/36,173 325/36,099 2019 8,000
0/41,164 Full
2,289 Hours
1,368 Hours
872 Hours
1,216 Hours
4,992 Hours
16,651 Hours
Description The full overhaul services are the top‐end overhaul and the in‐frame overhaul services plus the following:  replacement of camshafts with remanufactured camshafts  removal and transporting of crankshaft to be cut and polished. Justification The engine overhaul work is necessary to maintain proper operating efficiency, maximize service life of the equipment and to maintain APCD permit compliance. Project Delivery Receive bids for service contract. E FY2015 E‐CAMP Report 2014‐05May 109 May 13, 2014 P‐‐4.1.008 Cogen Engine 5 Background Fo
our engine‐ge
enerator setss were installe
ed as part of f Phase V Expansion in
n 2009. The installation of o the fifth eengine‐
ge
enerator set will be necesssary in near future to meeet the plant self‐gene
eration energgy goals as re
ecommended in the En
nergy & Em
missions Strattegic Plan Report prepa red in 20
011. P‐‐4.1.010 Cogen Engine 6 Background Additional enggine generato
or capacity iss required beeyond fivve engine‐ge
enerators as established e
in
n the 2011 EEnergy & Emissions St
&
trategic Plan Report to fullly utilize projjected in
ncreases in biogas fro
om waste‐to
o‐energy proojects. In
ncrease in cap
pacity of the five engine‐ggenerators m
may be a cost‐effectivve alternativve to addingg a sixth enngine‐
ge
enerator, which would req
quire a buildin
ng expansion . P‐‐4.1.011 ORC Generator Figure P‐4.1.008
ocation Future Co‐Geen Engine 5 lo
Figuree P‐4.1.009 Poteential Location Identified ffor Future Co‐G
Gen Engine Background An organic Rankine cycle (O
ORC) power ggenerating syystem works in a similar w
way to a water Rankine cyycle (tradition
n steam powe
er plant). The
e Rankine cyccle is a thermodynamic cyccle which con
nverts heat in
nto work. The heat cycle is external an
nd the workinng fluid, in th
his case refriggerant, is a cllosed loop. Th
he work is extracted e
and
d converted to electricityy using a turbine generattor. This projject would im
mplement an ORC system tto generate e
electricity. E FY2015 E‐CA
May 13, 2014 P‐‐4.1.012 Heat Loop Bypass Installation Background Th
he new plate
ed heat exchangers transfer heat from
m th
he cogen coo
oling water to
o hot water tthat is used tto heat sludge in the digestters. This project p
woul d provide heat loop bypasss piping to maintain thhe co
ogen facility in operation
n in the eve
ent of a heaat exxchanger outtage. Bypass piping would
d be fabricateed an
nd stored on
n site, such th
hat in the evvent of a heaat exxchanger outtage, the pip
ping could be installed tto byypass the syystem heat exchanger. 3WCL wateer Figure P‐4
4.1.012 would w
absorb the heat fro
om the cogen
n engines annd Plateed Heat Exchaangers (in blue) th
hen be discharged to drainage. This system woulld be temporary and repair off the system h
heat exchanggers would bee a high prioriity because th
he digester sludge heatingg also relies on the system heat excchangers. An extended outage would cause a digester upsett and deterioration or failu
ure of the diggestion proceess. An altern
native temporary piping co
onfiguration m
may be conce
eivable to use
e the cogen w
waste heat to directly heatt the digester sludge. Description D
 Modify exxisting piping with fittingss to allow di sconnection of heat exch
hanger and d
disposal of 3WCL water from cogen heat exchan
ngers to drainnage emporary pip
ping to conne
ect to existinng piping and
d convey heaated 3WCL w
water from  Provide te
cogen heat exchangers to drainage
 Investigate
e ability to usse heated 3W
WCL water as hhot water forr digester heaat exchangerss. This may involve ble
ending heated
d 3WCL water with anotheer plant wateer supply. Ju
ustification Th
his project would provide heat loop byypass piping tto maintain tthe cogen faccility in operaation in the evvent of a heaat exchanger outage. The cogen facilitty provides ccost effective power production and usses the digesster gas. Pro
ovision of a backup heatedd water supp
ply for the diggester heat eexchangers would w
avoid digester d
upse
et and deterioration or ffailure of thee digestion p
process. Failure of the digestion proccess would im
mpact the ability to dewaater and dry biosolids which could ressult in high co
ost associated with haulin
ng sludge for disposal andd reseeding tthe digesters.. Operation o
of the heat lo
oop plated he
eat exchangerr, which was installed in 22011, should be monitored
d. Frequent o
operational isssues or maintenance requ
uirements will provide justtification of th
his backup syystem. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
May 13, 2014 P‐4.1.014 VFDs on Misc Equipment Background The Energy & Emissions Plan includes recommendations to improve the efficiency of the existing electricity usage within the EWPCF. This project installs Variable Frequency Drive (VFD) units in select locations. VFDs can be used to reduce motor speed where process demands vary, which reduces power consumption. Areas with this opportunity include various Heating, Ventilating, Air Conditioning (HVAC) equipment, the Digester Mixing Pumps, and the plant water pumping systems. Description  Design and install VFD controls for selected HVAC equipment. - Fan 1602 Exhaust Fan, 100 hp - Fan 6660 OCF Fan 1, 60 hp - Fan 4019 Blower Room Fan, 30 hp - Fan 8830 Foul Air Fan, 60 hp - Fan 6610 BFP Room AHU, 20 hp - Fan 4022 Engine Room Fan, 15 hp - Fan 4023 Solids Digestion Engine Room Fan, 15 hp - Fan 1601 Supply Fan, 7.5 hp - Fan 4081 Blower Room Fan, 10 hp - Fan 6691 Supply Fan, 5 hp - Fan 8055 Gallery Fan, 5 hp - Fan 4067 Air Handler, 3 hp - Fan 8054 Air Handler, 3 hp  Design and install VFD controls for Digester Mixing Pumps. - 5530, 5531, 5630, 5631 Digester Mix Pumps, 50 hp each  Design and install VFD controls for Plant Water Pumping Systems. - 3031, 3032, 3033 Plant Water (3WHP) Pumps, 50 hp each - 3051, 3052 Plant Water (3WL) 60 and 75 hp - 3021, 3022, 3023 Plant Water (3W) 25 hp each - 20 Plant Water (2W) 25 hp - 3041, 3042 Plant Water (3WCL) 15 hp each Justification This project implements the recommendations of an Energy & Emissions Strategic Plan. VFD installation can reduce electrical power demand without impacting process needs. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 112 May 13, 2014 P‐4.1.015 Gas Conditioning Facilities Background The operation of Internal Combustion (IC) Cogeneration engines at EWA are currently limited by the amount of carbon monoxide (CO) emitted during operation. The Energy & Emissions Plan identified the installation of engine exhaust catalysts to reduce engine carbon monoxide emissions. Pretreatment of biogas is required to avoid poisoning of exhaust catalysts. In order to use biogas with a catalyst; moisture, siloxanes, H2S and other contaminants must be removed from the gas stream using a gas treatment system. H2S is removed using an iron sponge or similar equipment, moisture is removed using a refrigerated dryer, and siloxane is removed using an activated carbon filter. Description  Construct an integrated gas conditioning system to remove the moisture, siloxanes, hydrogen sulfide, and other contaminants from the biogas stream Justification This project implements the recommendations of an Energy & Emissions Strategic Plan. Biogas treatment allows the use of catalysts on engine exhaust which reduces CO emissions. Reducing CO emissions removes the constraints on engine run time which allows increased site generated electricity at lower cost than purchased electricity. The proposed biogas treatment systems are required in order to use biogas as a fuel in the IC engines with the catalyst systems. Without the gas treatment the biogas would poison the catalyst. Project Delivery Traditional Design – Bid ‐ Construct E FY2015 E‐CAMP Report 2014‐05May 113 May 13, 2014 P‐4.1.016 Blower Replacement with High Efficiency Type The Energy & Emissions Strategic Plan identified a Turbo Blower or other high efficiency blower as a cost saving and energy efficient alternative to current centrifugal blowers in use. P‐4.1.018 Lighting and Controls Improvements This project would implement the recommendations from the lighting efficiency survey. P‐4.1.019 Chilled Water and Hot Water Systems This project would capture waste heat from heat exchangers in the co‐generation system, and would optimize the capacity of the chiller in the power building. P‐4.1.020 Energy Independence Achievement Project P‐4.1.020 will implement energy independence at the EWPCF to allow EWA to optimize the co‐gen operation. P‐4.1.021 Cogen NG Line Meter This project will have an independent meter installed on the Cogen natural gas supply line near the meter. The piping is in place and San Diego Gas and Electric (SDG&E) would be required to perform the installation. E FY2015 E‐CAMP Report 2014‐05May 114 May 13, 2014 5.5 General Impro
ovements 5.5.1 Odor Control O
P‐‐5.1.001 em Rehabilitattion ORF I Syste
Background Th
he existing Headworks faccilities were cconstructed iin 19
982 as parrt of Phase
e III project and som
me im
mprovementss were com
mpleted during Phase I V Exxpansion project. Ductw
work modifications werre co
onstructed in
n 1995 and in 1997 to improve odoor co
ontrol in the headworks. TThe Odor Red
ducing Facilitty (O
ORF) I requires replacem
ment of activated carboon based on sulfur content of carb
bon sampledd. Historically, th
he carbon has h required replacemennt evvery two years. y
Since
e the PSBss 1‐6 coveer re
eplacement, carbon samp
pling has resu
ulted in higheer Figure P‐5
5.1.001 le
evels of sulfur that is anticipated a
in
n resulting iin Exiisting Headworks Facility
an
nnual carbon
n replaceme
ent. The ORF I unit waas re
ecently rem
moved from
m service for mediia re
eplacement, aat which time the unit waas assessed tto be in good working conditio
on. Description D
 Design and construct odor control improvemeents resultingg from P‐5.1.004, Odor M
Monitoring Facilities. n the liquid sccrubbers to d
determine th
heir condition
n. The last  Perform a condition asssessment on
condition aassessment p
performed forr this processs is unknown. Ju
ustification ORF O I provide
es odor conttrol for the headworks h
t o primary trreatment pro
ocess and op
peration is re
equired by AP
PCD permit. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
May 13, 2014 P‐‐5.1.002 ORF I Carbo
on Replaceme
ent Background Th
he ORF I carb
bon filter is located on th
he north‐eastt side off the Screenin
ng Building an
nd was placed in service aat the end of Phase III Construction in 1984. The ORF I caarbon filter utilizes activated a
carbon to remo
ove noxious oodors frrom the preliminary and p
ment primary waste
ewater treatm
process. The Air Polluttion Controll District (A
APCD) re
equires replaacement of activated a
carrbon when ssulfur co
ontent exceeds four perce
ent. The sulffur content inn ORF I will typically exceed the limit bienniallly based on ssulfur co
ontent of the air removed. Th
he APCD permit requires EWA to repllace the activvated Figuree P‐5.1.002 caarbon within
n 180 days of o exceedingg the sulfur limit. ORF I Facility Historically, caarbon has be
een replaced every two yyears. However, follo
owing the rep
placement off the PSB 1‐66 covers in FYY 2013, higher levels of ssulfur have been found in the carbon saampled. EWA
A now anticip ates the need
d to replace ccarbon annuaally. Description D
Remove and dispose d
of th
he existing caarbon mediaa from ORF I and replacee with the neew carbon media. m
Ju
ustification Replacement o
of the media is necessary to maintain A
APCD permit compliance. Proper maintenance of th
he odor conttrol system also a
is necessary to cont rol odors at the plant w
which promottes worker productivity an
nd safety, as w
well as avoiding negative iimpact on thee area surrou
unding the EW
WPCF. Prroject Deliverry In
n‐house procu
urement of se
ervices after rreceipt of quootes E FY2015 E‐CA
May 13, 2014 P‐‐5.1.003 ORF III Carb
bon Replacem
ment ORF III carbon O
media is regu
ularly inspectted and samppled. Based o
on the inspecttion, carbon m
media loss, if any, can be
e determined
d. Samples are analyzedd to verify th
hat odor abssorption characteristics maintain m
an established levvel. This pro
oject will be sscheduled wh
hen the results of media inspection an
nd testing in
ndicate that additional a
media or med ia replacemeent is needed
d. The historrical list of projects since 1994 (see ap
ppendix A) do
oes not list OR
RF III media rreplacement. In 2006, repaairs to ORF III were comp
pleted and about a
10 pe
ercent of meedia loss waas observed. The replaceement and re
eplenishmentt of carbon media historicaally has been very infrequeent. P‐‐5.1.004 Odor Monittoring Facilities Background Th
his project will w use technology such as ODO Watch (C
Cruder Technology) to develop data around odors. Po
ortable moniitors would be b installed around the pllant to esstablish an odor baseline and identifyy areas wheree odor le
evels are abo
ove the baseline. This su
urvey will meeasure an
nd record th
he odor at various v
timess during dayys and nights, weekd
days and weekend w
days, and diffferent se
easons. The ssurvey will also address and documen t odor Figurre P‐5.1.004
so
ources outsid
de the fence line within half a mile froom the EWPC
w F Aerial View
EW
WPCF. Based on the results of th
he plant‐wide
e monitoringg, project priiorities would
d be updated
d for odor co
ontrol projects throughou
ut the plant (P‐5.1.005 – PPrimary Clariffier Odor Control Improveements; P‐
5.1.006 ‐ Influ
uent Junction Structure Odor Control Improvements; P‐5.1.007
7 – Dryer Building Odor Control Improvvements) Description D
 Develop a a plan for od
dor monitorin
ng identifyingg methods, eequipment, p
personnel, loccation and frequency requirementts  Install equipment requiired to compllete the moniitoring ng  Conduct field monitorin
mine baseline olfactory chaaracteristics w
within the plant boundary and within  Analyze daata to determ
one‐half m
mile of the plaant boundary  Provide re
eport with basseline characteristics and recommendaations on locaations and levvel of odor remediatio
on needed Ju
ustification A byproduct of wastewaterr treatment iss odor producction. EWA iss responsible for controllin
ng odors so h and in orde r to maintain a positive wo
orking enviro
onment. ass not to negatively impact public health
Prroject Deliverry Trraditional Dessign‐Bid‐Consstruct E FY2015 E‐CA
May 13, 2014 P‐5.1.005 HW/GRT/PSB Odor Control Eval Background Odor Reduction Facility I (ORF I) provides odor control for the headworks, aerated grit tanks and the primary clarifier influent and effluent channels. The original design capacity of ORF I is 40,000 CFM. A preliminary capacity evaluation of ORF I was performed as part of the grit and screenings handling study to determine if additional odor control capacity was needed for the grit and screenings handling expansion. With some reconfiguration of the odor control strategy, it was determined that an additional 7,900 CFM of odor control capacity would be needed. The grit and screening handling improvement project (P‐1.1.005) included costs for a standalone, package odor control unit to provide the required additional odor control capacity. However, the odor control evaluation performed was preliminary and it was recommended that a more detailed odor control study be performed. In addition, there may be a need to provide odor control for the main tank headspace in the primary clarifiers (~7,800 cubic feet per tank). If the primary clarifiers were scrubbed at the same rate as the primary influent and effluent channels (10 air changes per hour), the required odor control capacity would be 13,000 CFM for all 10 primary clarifiers (1,300 CFM per clarifier). Description  Verify required foul air exhaust rates for existing and new facilities, including the main primary clarifier headspace.  Determine capacity of existing odor reduction facility and evaluate whether the capacity of the existing odor reduction facility can be increased to match required exhaust rates.  Evaluate alternatives for providing odor treatment capacity, including packaged biological scrubbers.  Determine which sources of foul air should be treated by the existing odor reduction facility versus a new odor reduction facility. For example, evaluate treating foul air from the primary clarifiers with a new odor control facility to free up capacity at the existing screening building odor reduction facility (ORF I)  Develop conceptual design of the proposed odor reduction facilities, including process flow diagrams, design criteria, siting, layout, four air collection and routing, utility connections, electrical, and instrumentation. Justification Additional evaluation is needed to identify the necessary odor control upgrades required. The effectiveness of the current odor control arrangement for the primary clarifiers also warrants further consideration. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 118 May 13, 2014 P‐5.1.006 IJS Odor Control Improvements Based on the results of the plant‐wide odor monitoring study, P‐5.1.004, odor control improvements will be implemented in areas identified with odors significantly above the odor baseline. P‐5.1.007 Drying Bldg Odor Control Improvements Based on the results of the plant‐wide odor monitoring study, P‐5.1.004, odor control improvements will be implemented in areas identified with odors significantly above the odor baseline. E FY2015 E‐CAMP Report 2014‐05May 119 May 13, 2014 P‐‐5.1.008 ORF III Chem Feed Syste
em Improvem
ments Background Th
he ORF III faccility uses Sodium Hydroxxide (Caustic Soda) an
nd Sodium Hypochlorite (Bleach) (
in th
he second staage of trreatment. Chemicals are sstored in a faacility near O
ORF III, an
nd are convveyed to the ORF with piping p
that iis not double‐walled for chemicaal containme
ent. The cheemical eed facility an
nd conveyance piping req
quires upgradde for fe
saafety and re
egulatory compliance. Th
his project w
would co
over the co
ontainment pit p to prote
ect from daamage asssociated with UV degradaation. Figure P‐5.1.008a O
ORF III Chemiccal Storage Faacility ORF III require
O
es repair to th
he concrete sllab and upgraade of (unloading conneection in conttainment piping and ap
ppurtenant equipment. The T wet scruubber aarea) portion of the
e ORF III system leaked a highly corrrosive drainage whicch damaged the t side of the ORF struccture an
nd the concrrete slab. The
e drainage problem has bbeen co
orrected and
d this projecct would rep
pair the dam
mage re
emaining. Description D
 Replace exxisting piping with double‐‐wall type  Reconfigurre unloading stations so th
hey are acces sible from outside of the con
ntainment are
ea.  Repair leakks and damagged concrete
Figure P‐5.1.008b ure  Replace pipe damaged by UV exposu
Recirc Pumps
ORF III R
hade cover ovver facility (sim
milar to CEPT T  Provide sh
polymer fe
eed system) he eye level.
 Reconfigurre pump/piping to reduce risk of staff eexposure to cchemical at th
ncrete at ORF III Recirculattion Pumps  Repair con
Ju
ustification Th
his project is ranked the n
number one ssafety improvvement projeect. Pipe leakks could endaanger staff, Sttorage and piping p
failures leading to spills can leead to regulaatory actions. Protection
n of plastic cally used in chemical storage and feedd, will allow EEWA to realizze the life exp
materials, typi
m
pectancy of th
he facility. Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐5.1.010 ORF I, ORF II, ORF III Process Improvements Study S‐5.1.010 will identify and compare potential improvements to all three odor reduction facilities at the EWPCF. Currently ORF I uses a two stage system, with the initial biological filter stage followed by a carbon scrubber. The frequency for replacing the carbon based on carbon sampling results as required by APCD has increased from every two years to every year or more often. The first stage uses a significant amount of plant water which under some circumstances can cause the 3WL water pumps and system to approach its capacity limits. With the construction of Phase V, ORF II was converted from a two stage process to a single phase process. Alternative technologies should also be considered during S‐5.1.010. ORF III uses a two stage process with the first stage requiring 2W water and chemical feed. During S‐
5.1.010, this process will be compared to alternatives. The elimination of the first stage should be considered as well as other alternative technologies. Study S‐5.1.010 will include the following tasks:  Evaluate the process needs for each of the ORF systems, eg H2S removal, air flow, etc.  Identify alternative technologies, modifications to the existing system and compare to the existing system “no project” option. Capital and operation/maintenance costs will be included in the analysis using life cycle analysis.  Identify other considerations such as impact on the plant water system, drainage impact on the plant, age of facilities, risk levels, permitting considerations.  Provide recommendations and cost estimate of recommended options. This Project P‐5.1.010 will implement the recommendations of study S‐5.1.010. E FY2015 E‐CAMP Report 2014‐05May 121 May 13, 2014 5.5.2 Plant‐Wide Syystems P‐‐5.2.005 ment 3WHP Strainer Replacem
Background Th
he 3WHP syystem is equipped with a manual st rainer similar to the 3WCL Straine
er. Replacem
ment of the m
manual sttrainer will re
educe operations and maiintenance coosts by co
onverting fro
om a manuaal type to an automaticc type sttrainer. Description D
 Replace the existing manual straainer with aa new d type straine
er. automated
Figuree P‐5.2.005  Strainer in
nstallation will w require utility u
conne ctions O
Overview of th
he 3WHP and
d 3WCL and drainaage handling. Pumps a
and Strainers
s Ju
ustification Th
he project would reduce staff time requirements ffor manual clleaning of the 3WHP strainers. The pressure drop
p across the automatic filter would bbe reduced through continuous cleaning, which would improve
w
e energy efficciency. Prroject Deliverry Trraditional Dessign – Bid – C
May 13, 2014 P‐‐5.2.006 Plant Wate
er Functional Improvementts Background Th
he Plant and
d Potable Water Systems SStudy (Plant Water Sttudy) by Dud
dek dated Ju
uly 2013 provvides a plantt‐wide syystem inventtory, data an
nd evaluation
n of the plannt and potable waterr facilities at the EWPCF. Deficiencies were id
dentified and
d a general approach to address each deficiency waas developed
d. However, the overall plant water w
producttion and disttribution sysstem includinng the 3W
W, 3WLC, 3W
WHP and 3WLL pumps wass identified too have th
he potential ffor some reconfiguration to provide a more effficient and re
eliable processs. Figure S‐5.2.006
Plant Wateer System Oveerview Th
he plant wate
er system sup
pply and demand has evolvved over the phased deveelopment of the EWPCF. Th
he results of Study S‐5.2.0
006 will be im
mplemented tthrough this p
project P‐5.2..006. The following will be taken into cconsideration
n: C and 3WHP strainer operaation and disccharge of screeenings (referr to P‐5.2.005
5)  3W, 3WLC
P system (systtem used to hhave this cap
pability, which
h was eliminaated during  3WLC intertie to 3WHP
previous capital projectt) mp Control Im
mprovements (P‐5.2.010)
 3WHP Pum
p No. 3 Installlation (P‐5.2.007, related to potential deficiency of flow requireed for ORF  3WL Pump
systems under some operating o
con
nditions, subjject to changge if ORF sysstem configurrations are changed)  Operating issues identiffied in Table ES‐3, ES‐4 an d ES‐5 of the Plant Water Study  Considerattion of plantt process drrainage and potential reuse of side streams succh as heat exchangerr drainage. P‐‐5.2.007 3WL Pump No. 3 Installaation Background Th
he 3WL syste
em supplies w
water to the D
DAF as well aas ORF I and 2A. When D
DAF water usaage is high, th
here is conce
ern that the ORF units wiill not receiv e the flow reequired for ttreatment an
nd to meet re
egulatory requirements. TThis issue may be controlleed by avoidin
ng high flow u
usage at the D
DAF during maintenance o
m
operations. E FY2015 E‐CA
May 13, 2014 P‐‐5.2.011 1W System
m Rehab During E‐CAM
MP 2011 inspection, it is observed thaat th
he exposed 1W piping and
d air gap tankk located at thhe north side of the EWPCF is corroded.. This projeect would w
replace
e approximattely 150 feet of 1W pipinng upstream of th
he Air Gap Taank, would re
ehabilitate thhe Air Gap Tank, and would replace apprroximately 2000 fe
eet of 1W piping downstre
eam of the Airr Gap Tank. Figure P‐5
5.2.011 Plant Wateer Piping E FY2015 E‐CA
May 13, 2014 P‐‐5.2.012 Site Securitty Facilities Background Access to the EWPCF must be restricted
d to authorizeed personnel to e
ensure the safety of the public and EW
WA sttaff, as well as prevention of vandalism
m or damage tto faacilities. Seve
ere damage by intruders to
o areas such aas co
ontrol roomss or MCC faccilities could cause a plannt sh
hutdown. Description: D
Th
his project wo
ould impleme
ent the follow
wing facilities :  Centralized
d control co
onsole for monitoring m
annd programm
ming card or coded entry to front gatte, Figure P‐5
5.2.012 MCC room
ms, and buildiings. Once th
he system is in Contractor’s Enttrance to Sitee place, implementation
n of door hardware annd remote co
ontrol panels can be added
d to the systeem. This conssole would bee configured tto monitor remote faccilities also. egration of mo
onitoring andd control of th
he EWPCF veh
hicle access ggates.  Implementtation of inte
 PA system improvemen
nts and integrration into th e new system
m  Surveillancce video or pllant perimete
er intrusion syystem  Specific haardware and cconfiguration
n pending thee results of a sstudy phase. Ju
ustification Th
his project iss justified bassed on the safety s
of the public and EEWA staff, ass well as preevention of vaandalism thatt could cause a plant shutd
down. Prroject Deliverry Trraditional Dessign‐Bid‐Consstruct P‐‐5.2.014 Perimeter FFence Replacement Th
his project wiill replace the
e perimeter chain‐link fencce lo
ocated on th
he north, east, and soutth side of thhe EW
WPCF. The existing fen
nce has secctions withouut barbed wire on o top, and sections thaat are in pooor co
ondition. E FY2015 E‐CA
AMP Report 2014‐05May Figure P‐5
5.2.014 Peerimeter Chain Link Fence
125
May 13, 2014 P‐‐5.2.015 Northwest Storm Waterr Drain Sump to South DAFF Pit A catch basin located betwe
een the south
h gate and th e ve
ehicular crosssing of the
e flood con
ntrol channeel, caaptures stormwater flo
owing south
h from th e Operations O
Building vicinity, east fro
om the plannt entrance, and
d west from
m the vehicu
ular crossingg. During dry weather and during the first hour of a rain evvent, flow from the catch basin is diverted to th e TW
WAS pit whe
ere sump pu
umps return flows to th e trreatment process. After th
he first hour, flows may be diverted to the
e flood contro
ol channel. During very heavy h
stormss, the sump pumps in thhe TW
WAS pit mayy not keep up
p with the inflow from thhis caatch basin, crreating the potential for fflooding in thhe TW
WAS pit. Additionally, the piping and fittings in thhis caatch basin may m not be off adequate size to capturre an
nd convey alll the flow during the firsst hour of thhe sttorm to the TWAS pit. Th
he study ph
hase of this project wou
uld determinne ap
ppropriate storm s
design
n criteria, determine d
thhe ru
unoff flow generated g
in
n the drainaage area, annd caalculate the size s of pipingg and catch basin b
requireed. Th
he study wou
uld determine
e if the flow rrate generateed byy the design storm excee
eds the firm capacity c
of thhe su
ump pumps in the TWAS pit. Recomm
mendations ffor upgrades to th
he system wo
ould be implemented durinng th
he constructio
on phase of the project. Figure P‐5
5.2.015 SStormdrain neear DAF Pit E FY2015 E‐CA
May 13, 2014 P‐‐5.2.016 2W System
m Upgrades Background Th
he 2W syste
em distribute
es filtered secondary effluuent to the drying proceess and otheer ancillary processes such
h as polymer system make
eup water. Fiiltration is achieved on‐sitte through a sand filter. Th
he sand filter was installe
ed in 1993. Since S
that tim
me, the dryin
ng process has been installed
d and other processes p
ha ve changed at th
he plant site. This projectt will include
e a condition assessment of th
he existing equipment.. Based on design criteria an
nd documentation developed in the FY 2013 2
Special Study 8.2.0003 (P
Plant and Po
otable Wate
er Study), the t
conceptuual study w
will evvaluate alte
ernative tecchnologies such as m
microfiltratio
on, ad
dditional sysstem recomm
mendations which w
may include water so
oftening or sttorage, and o
other require
ed improvem ents, eg pum
mp syystem upgrad
des, to meet p
process demaands. Description D
essment Condition Asse
 Sand Filterr Figgure P‐5.2.01
16  Exposed piping Existing 2
2W System Saand Filter  2W pumpss m for backup
 1W Non‐Potable System
udy Conceptual Stu
 Evaluate alternative seccondary effluent filtration technologiess such as micrrofiltration  Determine
e pumping req
quirements to
o meet proceess demands
em recommeendations  Identify layyout, utility, aancillary syste
osts for propo
osed upgrade
es  Develop co
Project dations of the
e conceptual sstudy.  Implementt recommend
Ju
ustification Th
he 2W system
m provides process p
waterr for the dryiing system and other pro
ocesses essen
ntial to the operation of th
he EWPCF. D
Disruption of the treatmennt system wo
ould require p
purchase of b
backup City water. w
Unreliable or inad
dequate pum
mp supply couuld cause an
n outage of tthe drying syystem and re
equire alternaative disposall of biosolids, which wouldd be very costtly. Prroject Deliverry Trraditional Dessign‐Bid‐Consstruct E FY2015 E‐CA
May 13, 2014 P‐‐5.2.017 Service Air and Instrume
ent Air Pipingg Repairs Background High pressure
e service and
d instrumentt air system
ms se
erve instrum
ments and support maintenance aat lo
ocations thro
oughout the EWPCF. Giiven the hig h le
evel of corrosion observe
ed at other buried b
ferrouus pipe system within w
the plant site, the
ere is concer n egarding the
e condition of o the service air pipin g re
syystem. Some of the needss of the syste
em needs ma y allso have changed over th
he years as upgrades u
havve been implemented. For example ulttrasonic leveel Figure P‐5
5.2.017 se
ensors havve replaced
d bubblers for leveel Servvice Air/Washdown Station
n in
nstrumentatio
on. This stud
dy will identify the currennt an
nd future use
es of service aair and instrument air, as w
well as consid
deration of o
options such aas repair vs re
eplacement o
of the systemss. Description D
Conceptual Stu
udy ument air reqquirements  Documentt current servvice and instru
e condition off existing systtem  Determine
 Identify replacement piiping configurration, pipe m
materials, cap
pacity requireements osts for propo
osed upgrade
es  Develop co
Prroject  Implementt recommend
dations of the
e conceptual sstudy. Ju
ustification Faailure of the instrument air system supporting s
m
monitoring su
uch as level ssensors could
d result in process disrup
ption or overfflow of basinss on the plannt site. Unavaailable instrument air utiliity stations may increase t
m
time required
d by staff or p
prevent the abbility to maintain treatmen
nt facilities. Prroject Deliverry Trraditional Dessign‐Bid‐Consstruct E FY2015 E‐CA
May 13, 2014 P‐‐5.2.019 Plant Beauttification Background Laandscape irriggation system
ms are aging and require regular main
ntenance. Ad
dditionally, co
onstruction acctivity and site s
modificaations have left some aareas of thee EWPCF landscape thaat requires im
mprovement. This projecct would repllace existing irrigation sysstems that are reaching tthe end of th
heir service liffe, and would
d provide add
ditional or im
mproved landsscaping at thee plant, especcially areas th
hat are visible
e to the public. P‐‐5.2.021 Climate Control at MCCss Background MCC M
equipment generates heat, an
nd most buuildings housing MCCs at the EWPC
CF are not equ
uipped with cclimate co
ontrol such as a HVAC unitts. Doors to the MCC buuildings caan be left ope
en to provide
e cooling for the equipmeent and personnel working in the building. Ho
owever, leavi ng the uders to enteer and door open creates potenttial for intru
harm themselvves and the ffacility. Open
n doors also eexpose eq
quipment to dust, moisture and corrrosion whichh could sh
horten the life of equipment, particularly ele ctronic eq
quipment. Th
his project wo
ould provide climate conttrol on Figuree P‐5.2.021 MCCs and othe
M
er electronic facilities. SEEPS MCC Facility
Description D
 Identify ne
eeds of each M
MCC buildingg and facility l ocation, inclu
uding cooling system and h
heaters - Cogen/Power MCC Room - Primarry/Screeningss MCC Room
- Second
dary Process MCC Room - Dewattering Processs MCC Room
- Second
dary Effluent Pump Station (SEEPS) MCCC Room - Effluen
nt Pump Statiion/Chlorinattion MCC Rooom - Dryingg Building pro
ocess control llab ol, as needed
 Provide Climate Contro
Ju
ustification Climate contro
ol will maintaain electronicc equipment such as MCC
Cs within dessign temperature range operating paraameters to re
ealize longer service life. Currently, do
oors are opened to cool tthe rooms. Maintaining do
M
oors closed w
will minimize e
exposure of eequipment to
o dust and exttend equipmeent service liffe. In conjun
nction with P‐5.2.022 – Install Coded EEntry on MCC
Cs, this project will reducee potential fo
or intruders to
o enter and ccause harm to
o themselves,, equipment o
or the treatm
ment process. Prroject Deliverry Trraditional Design – Bid – C
Construct. This project maay be implemented with P‐5.2.022 – Insstall Coded En
ntry on MCCss. E FY2015 E‐CA
May 13, 2014 P‐5.2.026 Plant Waste Stream Rerouting Background The treatment plant at EWA generates several waste or recycle streams, which are currently routed back through the treatment process. The recycling of these waste streams is common practice at most wastewater treatment facilities; however, some of the process waste streams can cause treatment difficulties when they are recycled. In particular, the centrate and odor reduction facility drainage are high‐strength waste streams. Previously EWA has tried routing centrate to the primary influent, which caused difficulties due to the additional solids loading to the primary sedimentation basins. Routing the centrate to the primary effluent channel was also investigated; however doing so caused problems with the secondary treatment process. An evaluation of treatment plant waste streams should be performed. Description The evaluation would consist of the following:  Summarize and characterize the major plant recycle streams including flows and loads  Evaluate current routing and routing alternatives  Evaluate potential treatment options for recycle streams Justification The optimization of waste stream routing and treatment (if necessary) will help to minimize the current process impacts from the waste streams and may improve overall treatment process performance. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 130 May 13, 2014 P‐5.2.027 Plant‐Wide Seal Coating Background A large portion of the EWA treatment plant site is covered with asphalt pavement. Periodic re‐
sealing (slurry seal) of the asphalt is required to maximize the service life of the pavement. Description  Joint seal existing cracks  Re‐seal the existing paved areas  Re‐paint parking outlines and other road markings Justification Asphalt pavement maintenance is required to provide safe and adequate access to the treatment plant facilities. Proper maintenance and repair will help maximize the service life of the existing pavement. Project Delivery Traditional Design – Bid – Construct E FY2015 E‐CAMP Report 2014‐05May 131 May 13, 2014 P‐‐5.2.028 Flooding M
Mitigation Background In
n 2013, RMC
C performed a flooding study s
to idenntify risks asssociated witth various flo
ooding scenarrios at the EW
WPCF and provided recommendation
ns for mitigattion measurees. Areas id
dentified as potential fo
or inundation
n are the eqquipment gaalleries, accesss hatches an
nd ventilation
n fans, doors w
with floor clearance, and
d flood contrrol channels with w reducedd capacity due to vegetaation growth
h as shown in P‐5.2.0288a and P‐
5.2.028b. Description D
 Removable
e bulk heads oncrete walls around access a
hatchhes and  Higher co
ventilation
n fans egetation ove
ergrowth in th
he flood channnel  Remove ve
ors  Watertightt seals to doo
ng final studyy  Additional recommendations pendin
Ju
ustification Th
he EWPCF is a vital infrasttructure that treats 40.5 M
MGD liquid an
nd 43.3 MGD
D solids from a 125 square
e mile service area. This project is esse
ential to mitiggating the rissk of catastroophic plant faailure. Prroject Deliverry Trraditional Dessign – Bid – C
Construct Figure P‐5.2.028aa nnel within th
he Plant Flood Chan
Fiigure P‐5.2.02
28b Middle Prim
mary Pump Gaallery Entrance
E FY2015 E‐CA
May 13, 2014 5.5.3 Buildings P‐‐5.3.001 Ops Bldg Lo
ocker Replace
ement Background Th
he Operation
ns Facility loccker rooms fo
or men and w
women were construc
w
cted as part o
of “Operation
ns and Maint enance Faacilities” con
ntract dated
d January 2005. 2
The lockers in
nstalled do no
ot accommod
date the stan
ndard hanger r that is ussed for emp
ployee uniforrms. A techn
nical memorrandum dated Januaryy 4th, 2011 identified the criteria c
for thhe new lo
ockers, the consideration
c
s for the layout modificcations, an
nd the cost options. o
This project will replace the lockers with new locke
w
ers sized to hold the stand
dard hanger.
Figure P‐5.3.001
h Standard Hanger Locker with
P‐‐5.3.002 Operationss Building Air Intake Relocaation Background Th
he Operation
ns Building air handling un
nits draw air from the eaast side of the buildingg in the viccinity of thee primary trreatment pro
ocess. The aiir taken in from this areea can be ch
haracterized as having unpleasantt odors w hich are trransferred to the workingg environmen
nt of staff annd visitors in
nside the buiilding. This environmentt has the po tential to raaise worker health conccerns and caan create a negative working w
envirronment as well w as a ne
egative imprression to viisitors. The m
moisture in the
e air also dam
mages the filteers. Description D
 Design, fabricate and install i
an aessthetically pleeasing air intake to the two se
eparate air handling h
unitts in the Operations Building. O
One intake serrves the first floor and Figu
ure P‐5.3.002
2 the other sserves the second floor. hat originate in the locati on of the Ops Bldg Intaake Filters Damaged by  Provide intake ducts th
Moisture existing lo
ouvers, exten
nd up the ou
utside of the building, and cross tthe roof to piick up fresh air from the w
west on top off the roof. w
be cu
ustom design
ned, single oor dual heavvy gauge con
nstruction, an
nd include  The unit would protection
n from entry o
of birds, inseccts and waterr  Provide moisture removal for the inttake air Ju
ustification Th
his project wo
ould create a more positivve working ennvironment fo
or staff and visitors, and w
would re
educe the pottential for health concernss associated w
with breathin
ng foul air. Prroject Deliverry Design – Bid ‐ Construct E FY2015 E‐CA
May 13, 2014 P‐5.3.003 Construction Office Upgrade Background The building previously used by the maintenance group is now made available by EWA to contractors, thus reducing construction costs associated with providing temporary construction trailers. With building upgrades, this space is suitable for office space for Contractors during construction work. The building space available includes three offices, a conference room, a kitchen, records storage and a locker room. The following table summarizes the work proposed to be completed through this project. Completion of this work is needed for this asset to be functional for its repurposed use. The provision of this space will provide savings to Contractors in field office costs which will be passed on to EWA in a competitive bid process. Room Offices Floor Covering Replace Elect Room Replace Conf Room Replace Kitchen Replace Locker Room Records Storage Corridors Repair Replace Building Walls Ceiling Repair & Paint Repair & Paint Repair & Paint Repair & Paint Repair & Paint Repair & Paint Repair & Paint Replace Window Covering Replace Replace Replace Replace Replace Replace Replace Lighting Evaluate/ Replace Evaluate/
Replace Evaluate/
Replace Evaluate/
Replace Evaluate/
Replace Evaluate/
Replace Evaluate/
Replace Other Partition equipment Repair walls Remove cabinets Evaluate HVAC system – test and balance The alternative for this space is to convert it into a central location where EWA can sell and market its Pure Green products. Building upgrades would be more extensive than what is required to convert the space for contractor’s usage during construction projects as shown in the table above. Renovations may require architectural design to refurnish the space to be suitable for selling and marketing the Pure Green products. E FY2015 E‐CAMP Report 2014‐05May 134 May 13, 2014 P‐‐5.3.004 Ops Bldg Ch
hiller Replace
ement Background Project P‐5.3.0
004 will supp
plement the Operations O
B uilding chiller with a new
w absorption chiller and hot water loop
p utilizing heaat waste from
m the IC engi nes hot wateer recovery syystem. This p
project will re
equire both th
he chiller and
d piping from the Cogen faacility to the O
Operations Bu
uilding. P‐‐5.3.006 Secondary Scum Pit Roo
of Removal B
Background Th
he secondaryy scum pit re
equires clean
nout periodicaally which is accomplisheed using a co
ombination trruck. The existing structurre roof above
e the pit provvides limited clearance between the co
ombination trruck and the
e structure. Personnel P
are
e required too enter the cramped space below th
he roof to re
emove the co
over plates an
nd guide the ccombination truck hose in
nto the pit beelow. This pro
oject would modify the str
m
ucture removving the roof and making oother modificcations to faccilitate removval of scum frrom the pit. Description D
 Modify the
e roof includiing lighting to
o provide adeequate clearance for a combin
nation truck and a appurtennances to access tthe scum pit  Provide acccess platform
m and handrail  Provide daavit lifting for pit cover plate Ju
ustification Th
his project will w minimize the risk of injury to perssonnel working in the
w
e awkward lo
ocation, and w
will reduce thhe risk Figurre P‐5.3.006
off damage to the structure
e from the co
ombination trruck as Second
dary Scum Pitt well as associa
w
ated injury which may oc
w
cur to personnnel in th
he vicinity of tthe structure
e if impacted b
by a combinaation truck exxtension. Prroject Deliverry Trraditional Dessign – Bid ‐ Co
May 13, 2014 P‐‐5.3.010 Dryer Lab EEnclosure Th
his satellite laboratory l
prrovides testin
ng services t o th
he biosolids dewatering and drying process. p
Th e laaboratory is stationed s
in a wide open
n area on th e se
econd floor. An enclossure is reco
ommended t o provide prope
er ventilation for the exhaaust from th e moisture m
analyzers and th
he 105°F oven; as well ass, se
eparation fro
om the ambie
ent environm
ment to obtai n acccurate moistture and solid
ds content ressults. Figure P‐5..3.010 Dryer Labo
oratory E FY2015 E‐CA
May 13, 2014 5.5.4 Miscellaneous P‐5.4.004 Vallecitos Sample Vault Installation Vallecitos Water District, one of the EWA’s member agency, is located east of the EWPCF and treats wastewater to produce secondary effluent. The treated secondary effluent is conveyed to EWPCF, eventually entering the outfall pipeline. Secondary effluent from the Vallecitos wastewater treatment plant travels through a 24‐inch pipe, enters the east side of the Encina property and heads toward the west side of the property. The 24‐inch line runs in front of the maintenance building to a failsafe vault, where it then turns into a 30‐inch line and travels to a surge tower. The surge tower collects the secondary effluent from Vallecitos and from the EWPCF and discharges into an 84‐inch ocean outfall pipeline. The existing sampling station is located along the 84‐inch ocean outfall pipeline. Currently there is no water quality testing on the secondary effluent from Vallecitos. In order for EWA to have a better understanding of all its water quality constituents that are discharged, testing of the secondary effluent from Vallecitos will be necessary. This project will provide the second sampling station along the 24‐inch Vallecitos line. E FY2015 E‐CAMP Report 2014‐05May 137 May 13, 2014 5.6 Technology 5.6.1 Operations Technology Project and Solution Governance:  An Authority‐wide SCADA Steering Committee will govern and manage the Enterprise SCADA Project. Project Pre‐Requisites, Dependencies and Constraints:  Pre‐Requisites: Completion of a detailed Program Implementation Plan to manage the overall program. 5.6.1.1 Special Studies P‐6.1.101 Process Control Narrative and Automation Study (OT_SS01) Background Determine what process areas will benefit from increased automation. Refer to the assessment document for the process areas and equipment that currently lack automation. A detailed and comprehensive unit process study will identify the instrumentation and process control requirements to effectively control, monitor, and optimize the Authority’s processes. Update the PCNs for each and every proves to accurately document the desired state and to standardize the content and format of PCNs. In addition, the Automation Study will analyze the existing control philosophy and provide recommendations. Such recommendations shall include operating EWA’s system from the backup Control Room that will be built as part of ES01. Description  Provide draft PCNs based on the “As‐Is” control strategy and re‐format to be compliant with the Authority’s PCN standard defined during the Standards project  Facilitate workshops to review the draft PCNs for their current state accuracy and identify opportunities for process control improvements.  Provide an draft Automation Study report which analyzes previously identified process control improvements and supporting automation. Determine the scope of work, budgetary costs, and business case for each improvement. Facilitate workshops to review the findings of the Automation Study and reach consensus on the desired improvements.  Provide final PCNs with the desired process improvements incorporated.  Publish updated PCNs and post to the Authority’s Laserfiche server. Justification Outside of Cogen and Biosolids most of the unit processes in the plant are not fully automated requiring a high‐degree of manual control. An increased level of automation has the potential to reduce operating costs (labor, energy, and chemicals) and enable tighter control of the processes reducing operating risk while enhancing water quality. Full automation will enable the implementation of future optimization strategies. Project Delivery Bid – Perform Study E FY2015 E‐CAMP Report 2014‐05May 138 May 13, 2014 P‐6.1.102 Optimization Feasibility Study (OT_SS02) Background Complete a study completed by industry recognized, Subject Matter Experts to determine where the Authority’s opportunities for optimization exist, which have the highest triple bottom line, and the scope of work required to implement the optimization. The scope of the study will cover process, equipment, as well as people and practices for the Authority’s treatment plant and collection system. Potential candidates for optimization include: aeration efficiency, digester gas production, and effluent quality. Description
 Select a Consulting firm to study and analyze the feasibility of optimization opportunities. The study should first examine the existing areas where EWA has undergone some optimization and identify additional areas of optimization. All areas of optimization should focus on requirements and best practices of the Industry. The areas of study would possibly include: o Energy savings associated with any large motors including pump stations, in‐plant process pumping, dryers, centrifuges, and aeration. EWA has taken several steps in optimizing this process. o Chemical savings with the optimization of processes. o Enhance effluent quality through tighter control of oxygen uptake, sludge retention, chemical dosing, and process flow. o Maximize anaerobic digester gas production for power production. EWA has taken several steps in optimizing this process. o Provide operational flexibility to provide optimized operations based on different operating conditions. o Increase staff knowledge of wastewater treatment processes and process control through training, access to electronic O&Ms, and the use of models or simulators. o Optimize available capacity and plant efficiency through the use of predictive control strategies. o Mitigation of odor emission from treatment plant and remote facilities. Examine the feasibilities of technologies such as OdoWatch for opportunities to monitor odor. o Opportunities for pre‐treatment in the remote facilities.  Survey unit processes and staff knowledge and experience.  Review existing documentation and previous studies.  Provide a draft Optimization Opportunities report. Present and review the report in three (3) focused workshops. Prioritize opportunities with Authority input.  Provide a draft Optimization Study report which defines the business case, scope of work, budget and schedule for the highest priority opportunities.  Review with Authority Staff and finalize the Optimization Study report. Justification Operating Costs – The Authority’s highest non‐labor operating costs are associated with energy and chemicals. The majority of energy consumption is associated with pumping and the blowers and small energy savings for these processes can result in large dollar savings for the Authority. In addition, optimizing chemical usage would result in savings for the Authority. E FY2015 E‐CAMP Report 2014‐05May 139 May 13, 2014 Digester Gas Production – the Authority relies on its digester gas production to feed its generators that power the plant when it is disconnected from the grid. The Authority still purchases natural gas to feed the generators when the digesters can’t provide the necessary gas to meet demand. Any increase in digester gas production would off‐set any direct costs from purchasing natural gas. Project Delivery Bid – Perform Study P‐6.1.103 SCADA Knowledge Management Plan (OT_SS03) Background Develop a management plan to retain and share the Authority’s institutional knowledge. Description
 Survey and analyze the Authority’s exposure for SCADA knowledge loss  Facilitate workshops to review and prioritize the Authority’s exposure based on risk.  Coordinate workshops on knowledge management alternatives including vendor and Subject Matter Expert presentations.  Prepare a draft and final Knowledge Management report. Justification The Authority, similar to all utilities, is faced with the challenge of knowledge retention when experienced staff members leave for retirement or new opportunities. These events are often unplanned and leave the utility scrambling to capture the unique knowledge of the staff member before their last day. There are numerous strategies, practices, and technologies which have been developed for the private sector and public utilities to retain and share institutional knowledge. A Knowledge Management Plan will enable the Authority to understand their exposure to knowledge loss and define practical strategies for retaining that knowledge. Project Delivery Bid – Develop Plan E FY2015 E‐CAMP Report 2014‐05May 140 May 13, 2014 5.6.1.2 Enterprise SCADA Project and Solution Governance:  An Authority‐wide SCADA Steering Committee will govern and manage the Enterprise SCADA Project. Project Pre‐Requisites, Dependencies and Constraints:  Pre‐Requisites: Completing the Optimization Feasibility study would provide additional justification for the increased level of automation.  Dependencies: The SCADA Standards must be completed and the new plant Ethernet network construction before starting the Enterprise SCADA project. P‐6.1.201 SCADA Network and Computer Room Upgrades (OT_ES01) Background This project includes the design and implementation of an Ethernet network to replace the existing Rockwell ControlNet plant LAN. This network shall be designed to incorporate a redundant control room at an external facility. In addition, the existing control room shall be modified to accommodate new SCADA hardware and a new modern and ergonomic control room shall be designed and constructed. A backup control room will also be designed and build as part of this task. Description
 Provide an Ethernet/TCP‐IP network design to replace the outdated ControlNet LAN.  Provide a migration plan for replacing the existing ControlNet LAN.  Provide a strategy and design for converging other networks into the SCADA LAN.  Provide a logical and cyber network design, configuration and testing  Provide a Server Room design to accommodate new SCADA servers and workstations.  Provide a Uninterruptable Power Supply design to support both existing and new network cores.  Provide the design for a redundant Control Room.  Provide the design for a new Control Room at EWA that is state‐of‐the‐art and ergonomic.  Provide a Request for Bid and Construction and Engineering Management services during the network construction. Justification The Control Room is the heart of where operational decisions are made and is vital for EWA’s continued operational success. With a new network and automation, the entire wastewater system will be controlled from the Control Room. The existing Control Room should be upgraded to improve functional integration, ergonomics, and use of space. As a result of the general lack of support for the technology, it is difficult to get support for ControlNet and the existing ControlNet is expensive to maintain and expand, creates maintenance issues for the System’s Group, is outdated, and limited in performance, and has exhibited some reliability problems. Project Delivery Design ‐ Bid – Build E FY2015 E‐CAMP Report 2014‐05May 141 May 13, 2014 P‐6.1.202 SCADA Pilot Project (OT_ES02) Background The SCADA pilot implements a smaller subset of the total system as a pilot project enabling the delivery team to prove out concepts, validate standards, and identify unforeseen integration issues. In addition to lowering the risk and optimizing delivery for the larger system, Pilot Projects also provide Operations and SCADA Support staff with the opportunity to gain experience with the new system early in the upgrade process. Description
Well defined, documented and proven SCADA design and software Standards (including software templates (Objects)) are the cornerstone to implementing a system that is reliable, maintainable and consistent in its “look‐and‐feel.” The SCADA standards developed as part of the SCADA standards project shall be implemented system‐wide. However, before the standards are implemented on a large scale, it is best practice to validate the standards on a representative process and remote facility as a pilot project. The Pilot Project shall focus on the following:  Provide construction validated design templates for new automation and control system infrastructure.  Provide validated and re‐useable software templates (objects) for common equipment and unit processes.  Provide validated migration strategies and methods for transitioning from the old to the new SCADA system. Testing these strategies on a Pilot Project minimizes the possibility of widespread service disruption.  Identify any unanticipated issues and validate constructability.  Provide Operations staff with operating experience on the new SCADA system so that they can provide operational feedback on the system configuration early in the project. It also provides the Operations staff with a training tool to ease the transition on future phases.  Provide manuals and documentation that captures the configuration of the pilot system and any maintenance specific tasks that are needed as part of the system.  Following completion of the Pilot Project, the SCADA Standards and Software Modules are revised to reflect the as‐built state and then published. Justification PLC and HMI implementation is not uniform across the enterprise. The SCADA standards that are developed as part of the SCADA standards project are intended to define the standards for all EWA’s future SCADA projects. Before the standards are implemented on an enterprise scale, it is necessary for EWA to complete a pilot project to verify the SCADA standards. Project Delivery Design ‐ Bid – Build E FY2015 E‐CAMP Report 2014‐05May 142 May 13, 2014 P‐6.1.203 SCADA Upgrade Plants Remote Facilities (OT_ES03) Background Design and upgrade of the legacy control system for the plant (excluding Co‐gen and biosolids) and remote facilities including a complete upgrade of all control panels (14 plant and 4 remotes), PLC/PAC processors, and the HMI (Human Machine Interface). The Special Study ‐ PCN and Automation Study will define the requirements for increasing the level of automation (instrumentation and control devices), which will be designed and constructed in this task. Description  Provide detailed Migration and Transition Plans.  Bid (as necessary) the implementation of the upgrade.  Provide an overall SCADA architecture diagram that identifies which PLCs will be upgraded. For costing purposes it was assumed that all PLC5’s and SLC500’s will be replaced as part of this task. This task does not include Co‐Gen, Biosolids, and CWRF but the System Architecture must be designed to accommodate these processes.  Provide a Bill of Materials for the new SCADA architecture.  Provide design, bid services, and construction management for new control panels, automation, and computers.  Provide fourteen (14) plant control panels and four (4) remote facility control panels.  Provide the configuration of domain controllers, active directory, and application security.  Provide the hardware, software, and base configuration for the Virtual Machine hosts.  Provide the hardware, software, and base configuration of each of the following servers: ‐ Redundant IO Servers ‐ Redundant Rockwell FactoryTalk HMI Servers ‐ FactoryTalk Directory Server ‐ Terminal Services Cluster and Thin Clients ‐ Network Attached Storage ‐ Primary and Backup Domain Controllers ‐ FactoryTalk Historian and Vantage Point Servers ‐ Network and Change Management Server  Provide systems integration for new HMI and PLCs including: ‐ Program PLC and HMI ‐ Update P&IDS, PCNs, and develop an Acceptance Test Plan ‐ Perform Factory Acceptance Test (FAT) ‐ Deliver Operations Training and O&M manual ‐ Deploy software and perform Site Acceptance Test (SAT).  Perform a System‐Wide, Ninety‐Day Performance Test.  Decommission, remove, and dispose of the replaced PLCs and obsolete control panels. Justification The Authority’s current Supervisory Level of their SCADA system consists of two different products from the same vendor and is not fully integrated. The existing software product for the Plant and Remote Facilities is near the end of life (RSView32). The Authority needs to build an enterprise‐wide, fully integrated, and uniform SCADA Supervisory Control level to achieve their desired operational efficiency and optimization objectives. E FY2015 E‐CAMP Report 2014‐05May 143 May 13, 2014 Project Delivery Design ‐ Bid – Build P‐6.1.204 Co‐Gen Facility and Biosolids SCADA Integration (OT_ES04) Background These facilities are highly automated and the control system infrastructure has 70% of its lifecycle remaining. This task will not re‐program the PLC/PAC processors but will re‐configure the HMI to comply with the Authority’s SCADA standards and integrate the process into the centralized ODMS (Task 3). Description
Provide an upgraded Supervisory Level for these processes including an updated HMI and Historian. Follow the same procedure as defined in Task 4. Justification PLC and HMI implementation is not uniform across the enterprise. The SCADA standards that are developed as part of the SCADA standards project are intended to define the standards for all EWA’s future SCADA projects. Project Delivery Design ‐ Bid – Build E FY2015 E‐CAMP Report 2014‐05May 144 May 13, 2014 P‐9.6.121 SCADA Upgrade for CWRF Facility (OT_ES05) Background Design and upgrade of the legacy SCADA infrastructure to comply with the Authority’s new standards which includes the replacement of two (2) control panels, programming of HMI and PLC/PACs processors, and integration of the CWRF SCADA system into the enterprise SCADA system. Automation upgrades have not been included in this budget estimate for the water reclamation facility. Description
Provide an upgraded control system including the SCADA level (HMI and Historian) and Direct Control level (two (2) control panels and PAC processors). Follow the same procedure as defined in Task 4. Justification PLC and HMI implementation is not uniform across the enterprise. The SCADA standards that are developed as part of the SCADA standards project are intended to define the standards for all EWA’s future SCADA projects. Project Delivery Design ‐ Bid – Build E FY2015 E‐CAMP Report 2014‐05May 145 May 13, 2014 5.6.1.3 Information Driven The Authority relies on historical operations data captured from SCADA for reporting (regulatory and production), analysis, operations decision support, optimization, and planning. Production data is currently captured manually by transferring data from SCADA to Excel or from reads‐and‐rounds. In addition, to providing operations data to Operators for near real‐time tactical decisions the automated capture of data from SCADA will significantly improve the quality of data transferred to Hach WIMS to support business decisions. The Authority will save significant time by automating reports by eliminating a large portion of the data transfer done during reads‐and‐rounds. Project and Solution Governance:  An Authority‐wide SCADA Steering Committee will govern and manage the Data Management and Integration Project. Project Prerequisites, Dependencies and Constraints:  Prerequisites: None  Dependencies: This project should be aligned with an overall Authority strategy for data integration including standards for middleware and business intelligence. P‐6.1.301 Implement ODMS Layer 1 (SCADA Historian) (OT_ID01) Background Design, configure, and test level 1 (Production Database level) of the Authority’s ODMS to capture, consolidate, and manage production data from SCADA and manual data sources. Operations staff will be able access to production data through a user‐friendly, Business Intelligence suite of tools that supports data mining, reporting, and analytics. This project will enable the consolidation of the existing three (3) SCADA historical databases into a single, high availability database that provides an enterprise view of production data. Description
 The database design portion of this task analyzes and defines the database architecture, hardware and software requirements, and metadata (“data about data”). The following is a summary of the design report content: database architecture, data sources (manual‐entry, SCADA, etc), data flow, data capture requirements, database back‐up and restore, data security, alarm‐event capture and presentation, and trending requirements. For budgetary purposes, It is anticipated that the architecture will include a one (1) DMZ Historian (to support data access by all stakeholders), two (2) Facility Historians (in a redundant configuration), and one (1) Web Portal. The final architecture will be determined during the design phase.  Provide a redundant historian production database, a replicated DMZ historian, and Web Portal. Configure and test SCADA data capture, back‐up and recovery, and servers as documented in the ODMS Design.  Provide manual data entry forms to enable manually collected data to be directly entered into the database. These forms will be designed to do a first order of data validation and support mobile computing.  Provide the configuration and test of six (6) single‐page reports. Configure the Web Portal to auto‐generate, distribute and post the reports. Create ad‐hoc query templates for common queries. E FY2015 E‐CAMP Report 2014‐05May 146 May 13, 2014 
Provide Historian database administrator and end‐users staff training. A two (2) day database administrator course is recommended and a one (1) day end‐user course. Three (3) sessions of end‐user training will be provided. Justification An ODMS (Operations Data Management System) captures data from real‐time, operational systems, which are widely distributed, there are numerous opportunities for data quality problems including: network communication failure, servers and PLCs that are offline, instruments that are out‐of‐
calibration or being calibrated, transposition errors from manual data entry. The Authority requires strategies for identifying suspect data and rules for correcting that data to maintain the value of its ODMS. o Responsibility for the management of the ODMS must be clearly defined to ensure the integrity and continuous operation of the system, including the addition of new users, user‐rights, back‐up and restore, system enhancements, etc. Project Delivery Design – Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 147 May 13, 2014 P‐6.1.302 SCADA Integration with WIMS and Dashboards (OT_ID03) Background Provide Authority staff access to real‐time operations data from the WIMS system to support effective business decisions. The design portion of this task, defines the data required and the method of data transfer between databases. The implementation develops the data link between the ODMS and WIMS, and constructs the dashboards. Description
EWA is currently in the process of implementing a Hach WIMS system. This software integrates data from disparate sources into a centralized database for streamlined reporting, trending, and dashboards. One of the key data sources is operational data from SCADA and manual entry. The Enterprise SCADA Project designs and implements an ODMS Layer 1 (Production Database). The ODMS will collect and house the operational data collected from SCADA and manually entered data. Ultimately, the goal is to transfer some of this data into the WIMS database for access by users on the Enterprise network. From the operational data, new dashboards would be created providing a graphical representation of key data. The following will be accomplished as part of this task:  Complete a Needs Assessment to determine the business data required by Operations and operations data required by enterprise stakeholders. The Needs Assessment would define metadata including data type, source, destination, etc.  Design and build the data link between the Level 1 ODMS and the WIMS system. The design will include the data model, data flow, security, and application requirements.  Develop EWA Management dashboards (5) utilizing integrated data available in WIMS.  Update ODMS standards and management practices to incorporate the SCADA integration with WIMS.  Provide DBA and End‐user training Justification The integration of SCADA, as the primary source of operations data, with the utility’s WIMs provides Operations with all of the information they require to support effective decision making. The SCADA data would be in addition to data from other sources that include laboratory, financial, and maintenance data. Moreover, there are numerous stakeholders across the Authority that require access to operations data to support capacity planning, asset management, predictive maintenance, invoicing, and customer service.  Providing operations data across the enterprise would eliminate the significant effort of capturing data during reads‐and‐rounds. Data that is currently being captured manually can be gathered from SCADA and used for reporting and in dashboards.  To support effective business decisions, Staff need real‐time access to data from numerous corporate data sources. Empowering Authority staff with data requires data access tools that are user‐friendly, graphical, and do not require specialized programming knowledge. With dashboards Authority management can view the overall status and production of Authority Operations with ability to drill down and analyze detailed data when necessary.  SCADA data enables management to monitor the unit cost of operation in near real‐time. Cost of operation information supports budgeting decisions and operational strategies that can lower cost. Project Delivery Design – Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 148 May 13, 2014 P‐6.1.303 ODMS Management and Data Validation (OT_ID02) Background Develop the system management and data validation policies and procedures required to maintain the integrity of the Authority’s Operations Data Management System and ensure quality data and data accessibility. Description
 Define the policies and procedures for managing the operations database including database security, data access, upgrades, support, licensing, database back‐up and restore.  Define and document standards for enhancing and expanding the ODMS including the required documentation, structure, format, and testing of data entry forms, reports, dashboards, and data capture.  Define and document data ownership and custody transfer, critical data requiring validation, and the data validation procedure.  Model the data validation workflow. Institute chain‐of‐custody procedures related to data ownership, validation and sign‐off.  Establish the business rules for identifying and correcting suspect data.  Develop and test data quality reports to identify suspect data records associated with critical data (including data holes, NULL data, data outliers, out‐of‐service equipment, instruments in calibration, etc.).  Provide a one (1) day training course to DBA and other ODMS support staff on managing the ODMS and validating data. Justification Authority staff expressed that values of instruments in the field did not always match the values at SCADA. This same inaccurate data is recorded in the historian and ultimately used for reporting. Data validation is an absolute necessity to maintain quality data that staff have confidence in to support their decisions. However, data validation can be a very time consuming process even if only critical data is validated. The importance and need for data validation is driving the development of new technologies for the purpose of automated data validation. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 149 May 13, 2014 P‐6.1.304 Automated Data Validation (OD_ID04) Background Automate the previously established data validation policies and procedures. Data validation procedures are typically labor intensive process. Therefore, the goal of this task is to significantly decrease the level of effort expended by Authority staff to validate data. Description
 Review and update the workflow model for the Authority’s manual data validation process.  Review and update the business rules for identifying and correcting suspect data.  Perform a market survey for technologies that support data validation and correction.  Coordinate workshops for the most promising vendors and technologies.  Perform a Pilot on a data subset with the best valued technologies. Best‐valued technology refers to a value‐based selection process that considers functionality, product maturity, support, and cost.  Implement the best technology solution for all critical data. Justification Any process that is repeatable can be automated. The process and business rules for data validation and resolution will have been developed and applied earlier in Task 1 of this project. These proven business rules will form the basis of an automated data validation strategy. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 150 May 13, 2014 P‐6.1.305 Tablet Access to Electronic Documentation (OT_ID05) Background EWA expressed the desire to use a tablet for accessing their electronic documentation. This task will provide tablet access to the Authority’s electronic document management system to pull down maintenance documentation such as electrical single lines, instrumentation specifications, plans, P&IDs, etc. Provide a menu driven tablet interface to the documentation. Description
 Define the required documentation that a user shall be able to access using a tablet.  Define the network and security requirements.  Design the network to meet the defined requirements.  Evaluate various tablet technologies and software that will be used for accessing the data.  Create a draft and final report outlining the approach, technologies and any requirements for the integration.  Configure, test and deploy a pilot tablet.  If necessary, based on the feedback from the pilot, modify the requirements.  Configure, test, and full deployment of tablets (20).  Conduct end user training. Justification EWA staff expressed that not only was there a wide discrepancy in completeness and quality of its documentation, but it was difficult to access needed documentation. Once documentation is inventoried, collated, and loaded into EWA’s document management system, a tablet can be used to provide users with documentation at their “finger‐tips”. This will provide the end users, such as maintenance staff the ability to pull up drawings in the field rather than heading back to the warehouse or their office to upload/print documentation. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 151 May 13, 2014 P‐6.1.306 Automated Data Validation (OT_ID06) Background Inventory and collate the Authority’s engineering, operations and maintenance documentation. Load the documentation into the Authority’s electronic document management system. Description
 Inventory and collate the Authority’s engineering, operations and maintenance documentation including: record drawings, standard operation procedures, O&M Manuals, specifications, and standards.  Scan documentation that is not available in an electronic version.  Load all collated documentation into the Authority’s electronic document management system. Justification There are wide discrepancies in the completeness and quality of the Authority’s SCADA documentation. In addition, some of the documentation is only available in a hard‐copy version. Time spent finding current versions of documentation is time taken away from performing more important tasks. An inventory of the Authority’s documentation will determine what documentation is available?; where is it located?; and what is the most current version? There would be significant benefit to staff if all of this documentation could be organized and stored in a single location to enable rapid retrieval of documentation and control revisions. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 152 May 13, 2014 P‐6.1.307 EWA Staff Wiki (OD_ID07) Background Create a EWA Wiki site to enable EWA staff to share their knowledge and experience. Subject matter pages would be created for Operations, Maintenance, and Engineering. Description
 Facilitate a Workshop to define the requirements for the Wiki.  Research different technologies that meet the requirements  Create a draft and final report outlining the approach, technologies and any requirements for the integration.  Configure, test, and deployment of the wiki.  Conduct end user training. Justification
EWA similar to all utilities, is faced with the challenge of knowledge retention when experienced staff members leave for retirement or new opportunities. A staff wiki allows EWA to document “lessons learned” or other unique pieces of information and knowledge learned on the job. The wiki promotes the sharing and retention of institutional knowledge. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 153 May 13, 2014 5.6.1.4 Operations Improvement Project and Solution Governance:  An Authority‐wide SCADA Steering Committee will govern and manage the Operations Enhancement and Optimization Project. Project Pre‐Requisites, Dependencies and Constraints:  Pre‐Requisites: None  Dependencies: The Optimization Feasibility Study will identify (and justify) the need for addition instrumentation and control devices. Completing this task with the Automation Study will identify all the desired automation upgrades before the Enterprise SCADA system is designed and constructed. P‐6.1.401 Electronic Operator Logbook and Pass‐Down (OT_OI03) Background Integrate an electronic logbook with SCADA to enable Operators to log events and actions associated with operating events as well as using the electronic log for pass‐down instructions and supervisory direction. Operator logs would be stored in a searchable database for future recall. Description
 Facilitate workshops with Operations and the Systems Group to define the requirements for the operator logbook.  Investigate appropriate technologies that meet the defined requirements.  Prepare a draft and final Preliminary Design report with budgets.  Implement the electronic operator logbook. Justification During the interviews it was expressed that there is a lot of issues during a typical operators shift that do not get transferred during turn‐over. Items such as acknowledging certain alarms and taking equipment out of service are not necessarily passed down to the next shift. The electronic operator logbook will allow operations to document actions and allow for a smooth transition of information between operators. Project Delivery Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 154 May 13, 2014 P‐6.1.402 Optimization Implementation (OT_OI01) Background Design and implement the best valued optimization strategies identified and scoped in the previous Optimization Feasibility Study. The budget included for this design and implementation task is a placeholder since the actual cost cannot be determined until the study is completed. Best‐valued technology refers to a value‐based selection process that considers functionality, product maturity, support, and cost. Description
The scope of this project will be determined during the Special Study ‐ Optimization Feasibility Study, Justification Refer to the Optimization Feasibility Study above for justification. Project Delivery Pending Special Study E FY2015 E‐CAMP Report 2014‐05May 155 May 13, 2014 P‐6.1.403 O&M Performance Management (OT_OI02) Background Establish standard Operations and Maintenance performance metrics that provide Authority staff with a clear indication of how successful they are in meeting their mission and goals. Description
 Interview Operations and Maintenance Management staff to define draft Levels of Service. The Levels of Service establishes a standard for wastewater treatment, recycled water, and production of fertilizer. The criteria that the level of service may define are such items as the quality of effluent, quality of recycled water, along with present and future demand requirements.  Conduct a performance management workshop with Operations and Maintenance staff to review the value of Performance Management and the process for selecting effective KPIs.  Review draft Levels of Service.  Finalize Levels of Service and develop draft KPIs that support the Levels of Service. Analyze the metadata associated with the draft KPIs including data sources, data capture and flow, calculations, etc.  Conduct a workshop with O&M staff to review the draft KPIs and metadata.  Finalize the O&M KPIs and design dashboards for Authority management staff to calculate and present KPIs.  Configure, test and deploy the KPIs and four (4) management dashboards. Justification During the interviews, EWA staff expressed the desire to be able to measure the success of key decisions. In order to accurately measure success in a quantitative manner, the Authority needs to understand and correctly calculate and present their key performance indicators. Presenting these KPIs in near real‐time will give EWA’s Operations and Maintenance staff members the ability to visualize the impact of their decisions and actions on achieving their goals. This will enable O&M staff to take corrective actions in a timely manner. Project Delivery Bid – Design ‐Implement E FY2015 E‐CAMP Report 2014‐05May 156 May 13, 2014 P‐6.1.404 Automated Workflow Management (OT_OI04) Background Workflow Management is a computer program that defines and manages the tasks or series of tasks within an organization that results in a specific outcome or outcomes. This task shall model and automate the tracking of workflow for critical SCADA asset management procedures and critical Operations and Maintenance procedures requiring manual intervention such as responding to critical alarms. Description
 Determine critical Standard Operating and SCADA Management procedures (5) that would benefit from workflow modeling.  Develop workflow models for critical SOPs, SCADA Asset Management procedures, or alarm responses.  Review models in a workshop with SCADA, Operation, and Maintenance staff.  Review various software applications for modeling workflow.  Determine which software best meets the Authority’s requirements.  Develop workflow models in a Workflow software application.  Deploy, link, and test workflow triggers with SCADA and CMMS to track workflow transition points. Justification Ensuring that procedures for critical SCADA asset management tasks are completed the same way every time regardless of the staff involved requires the procedure to be documented. Graphical representation of the workflow simplifies this process for staff. Automating that workflow based on real‐world triggers ensures that the procedure is executed when it is required and provides a confirmation that each step is completed in sequence. In addition, an automated process provides a traceable procedure that enables management to audit and optimize the process as required. One of the strengths that was noted during the SWOT process was the success that Operations has using alarms from SCADA to respond to events and process values outside of normal operating ranges. Documenting the process of how Operations responds to certain alarms and events and developing a workflow process will help streamline and make operator response consistent. Project Delivery Bid ‐ Design ‐Implement E FY2015 E‐CAMP Report 2014‐05May 157 May 13, 2014 P‐6.1.405 Electronic O&M/Context Sensitive Help (OT_OI05) Background Provide Operators with electronic Operations and Maintenance manuals that are integrated with SCADA and available to Operators and Maintenance staff members at their desktop. Provide context sensitive help within the SCADA HMI and linked to the electronic O&Ms. Description
 Facilitate workshops to define the requirements for the electronic O&M and context sensitive help.  Investigate technologies for integrating electronic O&Ms into SCADA and for building context sensitive help into SCADA utilizing the O&Ms.  If necessary facilitate vendor demonstrations for product selection.  Prepare a draft and final Preliminary Design report with budgets.  Prepare Request For Proposal  Complete a Pilot Project for the selected technology.  Complete a detailed design and roll‐out plan  Implement online O&Ms for all process areas. Justification Quick access to accurate O&M documentation is critical to decision support and continuity of operations. Electronic O&Ms will improve the efficiency and responsiveness of both operations and maintenance staff. Electronic O&Ms are also an effective teaching tool for new staff and strategy for retention of institutional knowledge. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 158 May 13, 2014 P‐6.1.406 Equipment Condition Based Monitoring (OT_OI06) Background Define and configure key performance indicators (KPIs) for critical operating assets in the Authority’s ODMS that provide a clear indication of asset condition and push them up to the Authority’s CMMS. Description
 Facilitate workshops with maintenance and asset management staff to determine the critical assets requiring additional monitoring and define equipment performance indicators (KPIs) that provide a clear indication of asset condition.  Analyze the KPIs to determine the method of calculation, data sources, and whether additional measurement devices are required. Map the KPIs to CMMS asset records and determine the strategy for transferring data. Document the analysis and requirements in an Equipment KPI Configuration report.  Configure the KPIs in the ODMS including the data transfer from the ODMS to the Authority’s CMMS. Justification The Authority current employs a reactive or preventative maintenance strategy for assets based on scheduled maintenance. Optimized maintenance requires equipment KPIs that provide a clear indication of an asset’s current condition. Equipment KPIs will enable the Authority to schedule maintenance activities based on current and predicted asset performance. This information can be used to optimize the scheduling of maintenance activities to perform the minimum level of maintenance required to maintain the levels of service required for the equipment and maximize asset operating life. Project Delivery Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 159 May 13, 2014 5.6.1.5 SCADA Asset Management Project and Solution Governance:  An Authority‐wide SCADA Steering Committee will govern and manage the SCADA Management Project. Pre‐Requisites: None Dependencies:  Alarm remediation is dependent on the completion of the alarming standards developed as part of the SCADA Standards.  Software Standards should be developed in sequence with the SCADA Pilot Project. P‐6.1.501 SCADA Design Guidelines (OT_AM01) Background Develop a comprehensive set of guidelines that covers design and implementation requirements for all of the major components that comprise a SCADA system. Description
 Provide comprehensive SCADA design guidelines including, but not limited to: ‐ Control Philosophy and Architecture ‐ Tagging and Documentation ‐ Network Logical Design and Cyber Security ‐ Local Area Network Design ‐ Wide Area Network Design ‐ Control Panel Design ‐ Instrumentation, Analyzers and Devices ‐ Operations Data Management and Reporting  Provide draft and final versions for each of the above guidelines and standards.  Provide the draft and final governance structure for a SCADA Standards committee to support the development and ongoing maintenance of the Authority’s standards.  Provide Standards Compliance training courses to EWA staff, Consultants and Contractors.  Provide a list of preferred vendors for instruments, analyzers, and meters. Justification A comprehensive set of design guidelines is required to support the Authority’s desire to build an Enterprise SCADA system that has a uniformity of design and construction. SCADA design standards that capture the design and construction experience of the Authority and their Consultant/s resulting in designs that are repeatable, and proven for their constructability. As a result, Standards reduce the cost of design and they significantly reduce construction risk. The uniformity of design and construction enhances the continuity of operations with proven design and maintenance staff are able to recover outages faster based on their familiarity with the repeatability of construction and components. Project Delivery Design ‐ Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 160 May 13, 2014 P‐6.1.502 SCADA Software Standards (OT_AM02) Background Develop written standards and code templates/objects for PLC/PAC processors, HMI, operations data management, reporting, and dashboards. Description
 Provide a standard, documented template for the structure and function of the PLC/PAC (logix) program.  Provide a standard, documented template for HMI baseline configuration including: navigation, input and status screens, alarm and event presentation, trends, etc.  Provide draft and final requirements for HMI and PLC/PAC objects for common equipment classes (e.g. pumps, valves, Motors, etc.) as well as miscellaneous objects (e.g. Alarms, I/O processing, KPIs, etc.).  Provide HMI and PLC/PAC elements for each object class: ‐ The structure, variables, properties, and functionality of an associated User‐Defined Function Block (PLC Object) ‐ Symbol, Colors, Pop‐up controls and data.  Provide HMI and PLC/PAC elements to support “Smart Alarming” and standard approach for alarm presentation and handling.  Provide standard, documented templates for operations database configuration, reports, and dashboards. Justification The approach to PLC and HMI implementation is not uniform across the enterprise. From an Operators perspective, each HMI application has its own unique look and feel. The lack of standardization reduces operating staff efficiency, complicates cross‐training efforts, and represents a potential operating risk. From the Systems Group perspective, maintaining code that is not uniform throughout the system adds additional complexity. Project Delivery Bid ‐ Implement E FY2015 E‐CAMP Report 2014‐05May 161 May 13, 2014 P‐6.1.503 HMI and PLC Procurement Agreements (OT_AM05) Background Develop a Procurement Policy for Programmable Logic Controller (PLC) and Human‐Machine Interface (HMI) components. This policy will establish long‐term, standardized pricing from the PLC and HMI vendors to assure competitive pricing for equipment purchase and support over the life of the SCADA System. Description  Functional specification for controllers, communication, and standard I/O modules.  Functional specification for support agreement and training.  Determination of anticipated annual quantities of hardware.  Prepare a Procurement Agreement that addresses: ‐ A guarantee for 7 year pricing and product availability, ‐ Fixed price quotes and model numbers for specified components, ‐ Guaranteed discounting off the published US List Price for hardware and software products not specified. ‐ Quotation for support as a percentage of the total purchase price of vendor equipment still in service. ‐ Quotation for annual training supplied at EWA facilities for a specified number of attendees.  Submit Procurement Agreement to Allen‐Bradley for review and development of proposed pricing.  Negotiate and finalize Procurement Agreement. OT_AM05b ‐ Human Machine Interface Procurement Agreement  Functional specification for software architecture, communication, and standard software modules.  Functional specification for support agreement and training.  Determination of anticipated annual quantities of software licenses.  Prepare a Procurement Agreement that addresses: ‐ A guarantee for 7 year pricing and product availability, ‐ Fixed price quotes for specified components, ‐ Guaranteed discounting off the published US List Price for software products not specified. ‐ Quotation for support. ‐ Quotation for annual training supplied at EWA facilities for a specified number of attendees.  Submit Procurement Agreement to Rockwell for review and development of proposed pricing.  Negotiate and finalize Procurement Agreement. Justification Throughout the years, EWA has standardized on a single hardware and software platform. The Authority has selected Allen‐Bradley as their standard PLC platform and Rockwell as the standard HMI platform. By developing long‐term procurement agreements with these vendors, EWA can avoid potential problems such as poor support and escalating prices. The goal of this task is to save the Authority money over the course of the procurement agreements by agreeing to use standard hardware and software platforms. Project Delivery Bid – Develop Agreement E FY2015 E‐CAMP Report 2014‐05May 162 May 13, 2014 P‐6.1.504 Alarm Remediation (Biannial) (OT_AM10) Background Analyze EWA’s current alarms to determine nuisance alarm and proper alarm classification. Implement corrective strategies to eliminate nuisance alarms and classify alarms based on criticality. Reduce cascading or multiple alarms triggered by a single event. This task should be done every other year to ensure that any nuisance alarms are eliminated and alarms are correctly classified. Description
 Review the Alarm standards as defined in the SCADA Standards Project.  Define and document the procedure and frequency for alarm remediation to eliminate nuisance alarms and configure alarms as per the standard.  Identify and document strategies for processing condition‐based (smart) alarms.  Classify all existing alarms and events in a spreadsheet that can be re‐imported into SCADA.  Identify alarms that have poor descriptions.  Identify alarms that require condition‐based alarming strategies along with nuisance alarms.  Program condition‐based alarms and eliminate nuisance alarms on an alarm by alarm basis in the PLC and HMI.  Modify the descriptions for alarms. Justification During the interview process, Operations expressed that the existing SCADA system had a number of nuisance alarms and alarms with poor descriptions. Ensuring that alarms are meaningful and that Operators are not overwhelmed with nuisance alarms is critical for ensuring that Operators understand the meaning of alarms and that the most critical alarms are responded to during both normal and emergency operations. Over time, process changes will introduce new alarm requirements. If not addressed through a formalized process these new alarm requirements will accumulate resulting in an increasing number of nuisance alarms and an ineffective alarm system. Project Delivery Bid – Identify and Modify E FY2015 E‐CAMP Report 2014‐05May 163 May 13, 2014 P‐6.1.505 SCADA Cyber Security VA (Biannial) (OT_AM12) Background This goal of this task is to identify security vulnerabilities that may reside in EWA’s SCADA hosts, devices, and applications. Vulnerabilities are weaknesses that can lead to a compromise in the system and are usually a result of poor configuration, implementation, and/or design. A Security Auditor will use a scanner that will inspect the devices such as routers, switches, PLCs, and hosts such as operating systems, services, along with applications such as the SCADA software, databases, and web applications for potential vulnerabilities. Once the vulnerabilities are identified, the Security Auditor shall identify a plan for mitigating all vulnerabilities. It is assumed the effort to resolve the vulnerabilities is not part of this project. Description
 Perform Security Assessment: The Security assessment will review the existing network architecture, security policies and procedures, along with physical security. This task will enable the security auditor to identify areas of improvement and gather the necessary information for identifying the scanning requirements. As part of the security audit a Wireless LAN/WAN Assessment shall be performed.  Identify Scanning and Policy Requirements: Based on the Security Assessment the Auditor will identify the scan types and policy requirements that will be run as part of the audit. The policies will define what criteria to examine when looking at the devices, hosts, and applications while the scanning requirements will identify what devices, hosts, and applications will be scanned.  Perform Audit: After the scans and policies are defined, there are several types of audits that will be performed. At minimum, compliance and content auditing shall be executed as part of the vulnerability assessment. Compliance auditing consists of comparing the current configuration of devices, hosts, and applications to industry standards along with internal security policies and procedures. These compliance tests are done for Windows and Unix based hosts, Network devices such as Cisco routers and switches, along with databases such as SQL and Oracle. Part of this project will also include content audits to check machines for sensitive content. Once the data is gathered from the audits it will be reviewed and analyzed for critical information and potential false positives.  Generate Vulnerability Report: Information from the audits shall be aggregated for the entire network and the security and risks shall be analyzed globally. The vulnerability report shall define for each device, host, and application whether there is a vulnerability. The compliance auditing portion of the report shall classify each host as compliant, non‐compliant, or the results are inconclusive. In addition, the Vulnerability report will include recommendations to resolve the noted vulnerabilities and steps required to be compliant with the industries best security practices. Justification EWA has been proactive in addressing network issues. EWA performed a network audit in 2008 that provided a list of recommendations, however the network audit didn’t scan the network for potential vulnerabilities. Security is an over‐arching requirement for all aspects of a SCADA System. The SCADA vulnerability assessment will independently validate the effectiveness of security measures implemented on the current system. Threats or weaknesses in the security of the system, considered to be realistic threats, will be resolved following the vulnerability assessment Project Delivery Bid – Perform Investigation E FY2015 E‐CAMP Report 2014‐05May 164 May 13, 2014 P‐6.1.506 SCADA Project Development Methodologies (OT_AM03) Background Develop standard methodologies for SCADA Project Delivery including design, construction, and software development. Description For each of the methodologies below, this task will define and document the standard submittals required for each phase, their content, format, and level of completeness. The SCADA Delivery Methodologies will reference the Authority’s “To‐Be” comprehensive SCADA Standards. In addition, document and model the workflow for each methodology to graphically represent phases, deliverables, responsible parties, decision points, meetings and workshops.  SCADA Design Methodology: Define and document the standard design phases required from SCADA System Design (30%, 60%, 90%, 100%). Including the goals and objectives of each phase, participants, as well as required review meetings and workshops. A task and submittal check list will be created for each phase.  Software Development Methodology: Define and document the standard SCADA software development phases: Definition (Process Control Narrative), Programming, Factory Acceptance Testing (FAT), Deployment, Site Acceptance Testing (SAT), Commissioning, and Training. A task and submittal check list will be created for each phase.  SCADA Bid and Construction Methodology: Define and document the standards for SCADA bid and construction including: meetings, submittals, system inspection and verification, operations and maintenance manuals, as‐built documentation, training, and warranty. Justification Currently, EWA lacks a standard approach to SCADA projects. The lack of a standard approach often leaves EWA with various levels of SCADA project “completeness”. Standardized methodologies for SCADA capital delivery projects will ensure: that all SCADA projects follow the same approach, that capital delivery staff know when to involve the Systems Group and the Authority’s expectations for SCADA deliverables and review, and that the design and construction of the Authority’s SCADA systems are standards compliant. Project Delivery Bid – Define and Document E FY2015 E‐CAMP Report 2014‐05May 165 May 13, 2014 P‐6.1.507 Standard Division 17 Specifications (OT_AM04) Background Develop a standard set of Division 17 specifications that guide the Design Consultant through the application of the Authority’s SCADA Standards without eliminating their responsibility to engineer the design. Description  Collate and review Division 17 specifications from completed projects to determine the Authority’s benchmark specifications.  Provide an index of Division 17 / 40 9X XX specifications and a standard format and content structure.  Provide specification templates with sections that are universal and do not change regardless of the project. Create or edit these universal sections as necessary. For all other sections, incorporate annotations that describe the expected engineering content and include references to the relevant sections in the SCADA standards.  Provide design drawing templates or utilize existing benchmark drawings as references including: P&IDs, Loop Termination, Electrical Interface, and Control Panel drawings. Justification SCADA Standards are engineering guidelines that provide the greatest value and are most effectively applied when they are coupled with specifications and drawings templates. The greatest challenge in the application of standards is compliance. It is not uncommon for both Consultants and Contractors to ignore a client’s standards in favor of their own or to misapply standards. There are numerous reasons this happens: lack of experience with the client, poor understanding of the standards, or simply the need to cut corners due to budget constraints. Utilities often do not have the resources required to verify compliance to a level that all problems will be caught in time. This Task will allow EWA to give a standard set of Division 17 specifications Consultants and Contractors to follow. Project Delivery Bid – Develop Spec. E FY2015 E‐CAMP Report 2014‐05May 166 May 13, 2014 P‐6.1.508 SCADA Governance (OT_AM06) Background Create a SCADA Governance Committee and supporting practices and policies for analyzing and prioritizing stakeholder requests for SCADA enhancements and projects required to renew or expand the SCADA system. Develop guidelines for estimating the resources, budget and timeline associated with SCADA projects. Set‐up a program management tool to track the progress of projects and analyze the impact on resource loading and cash flow. The SCADA Planning Committee will provide both short‐term and long‐term guidance for the direction of the Authority’s SCADA Systems. Description  Establish the SCADA Planning Committee membership, roles and responsibilities.  Define and document the draft prioritization processes for operating and capital projects based on a project investment model such as prioritization criteria that considers the business impact of the project: safety, assessed condition equipment failure, regulatory compliance, consequence of failure, odor control, energy efficiency, cost efficiency, assessed asset service life, and organizational efficiency.  Review the processes with the Planning Committee and verify the process against a number of candidate projects.  Finalize and present the draft prioritization processes.  Train staff on the Prioritization Process and Program Management tool. Justification Stakeholder requests for SCADA system enhancements must be considered against the competing demands of SCADA recovery, maintenance and capital delivery. Ideas for SCADA enhancement frequently out‐pace the Authority’s ability to implement the enhancements. The Authority requires a stakeholder committee and supporting processes to ensure that projects are prioritized based on business need and have the required resources and budgets to be completed. Prioritizing projects so that the high‐value projects can be completed will enable the Authority to realize benefits and efficiency gains in a timely manner. Project Delivery Design – Develop and Train E FY2015 E‐CAMP Report 2014‐05May 167 May 13, 2014 P‐6.1.509 Organization and Support Plan (OT_AM07) Background Develop an Organization and Support Plan that leverages both internal resources (Systems Group and Engineering) and external resources (Consultants, Contractors and Vendors). Review and document the Authority’s current organizational structure as it relates to automation planning, design, implementation, and maintenance. Include the roles of all involved parties and provide recommendations for improvements. Description  Develop an Organization Plan with defined roles, responsibilities, required skills, and available hours for support.  Document and analyze the level of effort required to support SCADA including: SCADA recovery, maintenance, enhancement, and capital delivery.  Develop a system support plan based to meet the SCADA support requirements. Leverage the most effective options for SCADA support including: SCADA staff, IT staff, vendor support, as well as external contractors and consultants.  Complete a SCADA staff skills assessment and matrix and develop a staff training plan to meet the requirements of existing and new SCADA systems. Justification SCADA is a computer‐based technology that has steadily adopted mainstream technologies as their foundation. The net result is that the lifecycle of many SCADA system components has been shortened due to technological obsolescence. Shortened technology lifecycles combined with new requirements (e.g. cyber security, integration with business systems, etc.) has made it necessary for SCADA staff to continually upgrade their skills. Even with a comprehensive training program, it can be very difficult for SCADA staff members to become experts in all of the SCADA system components and technologies. Although the Authority has very competent and highly technical staff in their System Group, they continually face many requests that make it difficult to persistently optimize the SCADA system. The Authority needs to consider all sources of SCADA system support to optimize the availability of the SCADA system, enhance its functionality, and maximize its lifecycle. Project Delivery Design ‐ Design E FY2015 E‐CAMP Report 2014‐05May 168 May 13, 2014 P‐6.1.510 SCADA Disaster Recovery/Business Continuity (OT_AM08) Background Complete a SCADA Disaster Recovery and Business Continuity Plan to define the technology improvements, people, practices, and procedures required to meet the SCADA System Availability Objectives (SAO) and recover the SCADA system in the event of a catastrophic failure. Description  Develop policies and procedures to govern the creation and maintenance of the Authority’s SCADA Disaster Recovery and Business Continuity Plan.  Complete a Failure Mode and Effect Criticality Analysis (FMECA) on each major SCADA component to determine probable failure modes, the business impact, establish System Availability Objectives (SAO) and Recovery Point Objectives (RPO) for each component.  Develop and document strategies for preventing component failure, mitigating the impact of failure, and executing quick recovery of the SCADA system. Justification EWA currently doesn’t have a disaster recovery plan that specifically considers the impact of SCADA system failures. The Authority’s SCADA system is critical to maintaining regulatory compliance, the protection of staff and equipment, and operational efficiency. Due to the mission critical nature of the SCADA system, it is important that the system have a high availability. Achieving the System Availability Objectives required for the Authority’s SCADA System is a function of designing and building a highly reliable SCADA system and establishing the organization, procedures and tools required to quickly recover the system when it fails. Reliability engineering practices will be applied to the assessment and design of the Authority’s SCADA system to understand the business impact of component failure and make the necessary system changes required to achieve the availability objectives. To mitigate or avoid any business impact associated with system failure, the procedures, resources, skill, and tools required to recover the system quickly will be analyzed and defined. Project Delivery Bid ‐ Design E FY2015 E‐CAMP Report 2014‐05May 169 May 13, 2014 P‐6.1.511 SCADA Software Change Management (OT_AM09) Background Develop a SCADA Change Management procedure and implement a supporting software revision control system. Description  Define and document a Change Management Procedure that: ‐ References the standard design and software development methodologies. ‐ Ensures that there is stakeholder notification and review throughout the process. ‐ Requires a migration plan that includes a recovery strategy in the event that the migration does not go as planned. ‐ Includes a Change Management Form for documenting the scope of change, risks, timeline, and stakeholders. ‐ Model the workflow for the change management process and create a checklist that demonstrates that all the required steps have been followed including off‐line testing for software changes.  Implementation of a software revision control system for all automation components including PLCs, HMI, Ethernet, and Smart Devices. Including a procedure for checking documents into and out of revision control system.  Staff training on the Change Management procedure and revision control system. Justification Currently, all backups for PLC programs are done manually. A SCADA software change management software would not only save backups of PLC and HMI programs and applications, but it would save past versions. Having the ability to restore a “time tested” program or application during a system failure or process upsets is critical. Unplanned or untested changes can result in system failures or process upsets that have serious consequences. There are numerous industry examples where unplanned changes to a utility’s SCADA system has resulted in a negative impact to the business including significant disruptions in operations (wastewater spills, loss of regulatory data, damaged pumps, and an increase in labor costs while the system is recovered). Project Delivery Bid – Develop Procedure E FY2015 E‐CAMP Report 2014‐05May 170 May 13, 2014 P‐6.1.512 SCADA Lifecycle Management (OT_AM11) Background Inventory, tag and incorporate critical SCADA assets into the Authority’s CMMS at a granularity that is meaningful for the management of the SCADA system maintenance and renewal. Develop and model workflow preventative maintenance procedures for critical SCADA assets. Description  Determine the asset granularity (SCADA components) and define the asset classes (how the SCADA components are grouped together for lifecycle management). Define asset templates for data entry and reporting and configure the Authority’s CMMS.  Define the asset criticality and condition rating system. The rating system shall determine when an asset class or component needs to be upgraded or replaced based on a defined list of criteria.  Document and review the asset physical tagging strategy for all SCADA assets.  Document and review the SCADA asset inventory and condition assessment approach.  Complete an inventory, tag, and asses the condition of all major SCADA and instrumentation assets. Load the inventory data into the Authority’s CMMS.  Develop and model the workflow of preventative maintenance procedures for critical SCADA and instrument assets including: ‐ Server diagnostics and defragmentation of hard disks ‐ Blow off or vacuum dust from circuit boards ‐ Instrument diagnostics and calibration ‐ Validate that software back‐ups are current and recoverable. ‐ Load new software revisions and anti‐virus definitions ‐ Scan servers and workstations. Justification Managing SCADA components like all other critical utility assets is an important strategy to maintaining the reliability of SCADA over its entire lifecycle. EWA has a large number of PLCs that are nearing the end of their lifecycle along with the RSView32 Application used for the Plant and remote facility HMI that is near the end of its life‐cycle. It is important that there is a plan in place to “evergreen” the SCADA system so that hardware and software applications are replaced before they reach the end of their lifecycle. Since SCADA has a relatively short lifecycle, modularity, and relatively low cost of system components, it requires the application of asset rules different from those used for process equipment. SCADA and instrument assets are very reliable because they have few moving parts and as a result are often over‐looked in the development of Preventative Maintenance (PM) procedures. PM frequency and procedures for SCADA and instruments assets is not onerous but the failure to perform this task can have disastrous consequences. Project Delivery Bid – Develop Model E FY2015 E‐CAMP Report 2014‐05May 171 May 13, 2014 P‐6.1.513 Critical Instrument Calibration Procedure (OT_AM13) Background Develop standard specifications for process instrumentation. Research, document, and institute proper calibration procedures for all critical instrumentation. Description  Determine which instruments are critical to regulatory compliance, service levels, and process control.  Identify preferred instrument vendors for each type of instrument and develop standard specifications for all critical instruments.  Classify instruments by type and vendor. Research and document vendor recommended maintenance, calibration procedures, and calibration frequency.  Field verify instrument installation, condition, calibration and specifications.  Determine methods for monitoring the need for instrument calibration and the tools required to calibrate instruments.  Model the calibration procedure workflow.  Load instrument asset and calibration information into Authority’s CMMS. Justification Process instrumentation is the source point of data required to accurately control and monitor the Authority’s process in real‐time, and to report regulatory compliance and production performance. Some of EWA staff expressed that the some of the values on SCADA did not match some of the values from the instruments in the field. This is likely do to either instrument calibration or scaling in the PLC/HMI. Poorly calibrated, improperly scaled, or failing instruments make it difficult to maintain operational efficiency and place the Authority at risk of regulatory non‐compliance. Project Delivery Bid – Develop Procedure E FY2015 E‐CAMP Report 2014‐05May 172 May 13, 2014 5.6.2 Business Technology 5.6.2.1 Technology & Data Governance Project and Solution Governance: BT_TDG01 – IT Governance; BT_TDG02 – Technology Master Plan Updates; BT_TDG03 – Data Management Standards  The Authority’s IT Team, in conjunction with the Executive Team, will lead this project and involve specific managers and staff as these three Tasks are initiated and executed. Project Pre‐Requisites, Dependencies and Constraints: BT_TDG01 – IT Governance; BT_TDG02 – Technology Master Plan Updates; BT_TDG03 – Data Management Standards  All defined projects in the Technology Master Plan are dependent on this project for their full success. All three of the major Tasks within this Project can be initiated immediately. P‐6.2.101 IT Governance Policies (BT_TDG01) Background The Technology Master Plan delineates a number of projects for implementation over the next seven years, with a number of significant projects that have Authority‐wide impacts. This will require the Authority to adopt a programmatic approach to managing all of the projects – along with united EWA Executive Team governance – in order to achieve the desired benefits from the implementations. The EWA Executive Team applies sound management principles in leading the Authority forward effectively and efficiently with regard to both business and operational domains. This oftentimes requires collaborative governance in order to reach decisions beneficial to the Authority as a whole and to formulate policies that put those decisions into practice. The same governance needs to be extended to the Authority’s information management and technologies, due to increased reliance on data, systems, and technologies to run the EWA business and operations. In conjunction with the formulation of the Technology Master Plan, it is recommended that EWA establish a sound IT governance structure to guide IT‐associated activities including business process automation and information management initiatives. This IT governance structure needs to insure that safeguards exist to protect (adequately) the Authority’s information assets via proper oversight, controls and practices. These safeguards impact the following areas within IT:  Technology Change Management (implementing changes to IT infrastructure and applications).  Data Protection (ensuring that critical Authority data is protected via good policies and practices.  Access Security (controls over who can access which systems, applications and information).  Availability/Service Level Management (insuring that applications and systems are available when needed).  Continuity Management (ability to recover from a crisis or disaster in order to support normal business operations). E FY2015 E‐CAMP Report 2014‐05May 173 May 13, 2014 The program and project management practices utilized by the Authority will also need to be enhanced to ensure inter‐project coordination and the effective consolidation and integration of systems and data. Some of the key practices that can benefit the Authority include:  Project Portfolio Oversight. The EWA executive management team already intends to utilize this Plan in conjunction with the CAMP process to manage technology projects within an investment portfolio. Going forward, with significant technology initiatives having been identified in this Plan, EWA executives will seek to refine technology investment policies that can improve the business value of those investments. Management support for technology investment policy making can be achieved through the establishment of performance metrics and business improvement targets for all information management and technologies projects.  Program Impact. Data and business process integration requires far more than just technology to drive positive business value, and program management is a proven vehicle for enabling integration. EWA can achieve the best possible returns on investments in information management technologies by adopting program management practices that enable integration of business processes, software applications, and databases. These program management practices include cross‐project communications and coordination up and down the organization, organizational accountabilities for taking advantage of technology to make business improvements, real‐time management reporting of business process performance (and the underlying technologies, systems, and applications put in place to support those business processes), and sustained management commitment to staff training in the use of modern technologies. Sound program and project management practices will need to be consistently applied so as to provide efficient and timely realization of value from IT investments. This Task includes the formulation of an effective program strategy for executing the Technology Master Plan, providing the foundation for successful technology‐enabled business improvements. Finally, this Task establishes and documents an Authority process for periodic (quarterly and/or annual) reviews of the Authority’s IT project portfolio. Authority IT projects are initially reviewed and committed to via the Technology Master Planning process. The Technology Master Planning process includes involvement of the Executive Team and the IT Team in partnership to identify a set of IT projects. In addition to the Technology Master Plan, the Authority also needs a process for evaluating and prioritizing new IT projects as business needs change or as new business improvement opportunities surface. This Task develops that process and supports its initiation with the executive team. Description  Formally enhance the Authority’s IT governance structure – including Executive Team involvement in collaboration with the Authority’s IT leadership.  Formulate and document a methodology for supporting effective IT program management of the Technology Master Plan, including: ‐ Standard decision points for IT projects to allow input/feedback from the Executive Team as projects progress from one phase to the next; ‐ Standard decision points with regard to data and systems integration prior to the start of integration work; ‐ Review of targeted project outcomes – including business process improvements (BPIs) – prior to the start of each IT project; ‐ Review of detailed project plans – including internal resource commitments – prior to the start of each IT project; E FY2015 E‐CAMP Report 2014‐05May 174 May 13, 2014 ‐
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Standard approach to project management – project planning, project phase structuring, communications, budget/cost tracking, and reporting; ‐ Standard approach to IT solutions implementation – including vendor management, business process change, solution configuration, systems deployment, and solution integration; and ‐ Ensure that all IT projects – existing and new – are formally reviewed by Authority steering committees and business unit sponsors in advance of each annual budgeting cycle, so as to ensure that funding and internal labor commitments are in place prior to project initiation.
Develop a formal, documented IT project review process, including identified workflows, forms, presentations, roles, and decision factors. Conduct the IT project review process in association with annual updates of the Technology Master Plan, and conduct an IT project review on a quarterly basis if business demands require more frequent reviews than annually. Roll‐out of the process with deployment of process elements. Justification Organizational Value – An enhanced IT governance and IT program management approach within EWA will improve the achievement of targeted business performance improvements enabled by new and/or upgraded information systems and technologies. This is a proven approach throughout water and wastewater utilities and resulted in greater management and staff satisfaction with the technologies being utilized as well as measurable improvements in the efficiency of data management and business processes. Program Value – Provides the mechanisms for ongoing justification of IT projects based upon realized business performance improvements (as measured by key performance indicators, trending and financial indicators associated with each IT project). By linking technology implementations directly to measurable business operations improvements, EWA managers can better make organizational changes needed to realize the benefits from technology investments. Project Management Value – A standardized project management approach will ensure that all projects – and all decision making regarding projects – are being managed efficiently and consistently per approved and documented guidelines and standards. The water/wastewater utility industry has realized significant business value from this standardization in terms of performance measures – project on‐time, on‐budget, and others – as well as in terms of management satisfaction with project outputs. Organizational/Business Value – Provides support for the ongoing monitoring of progress and achievement of performance objectives by Technology Master Plan projects. Program Value – Supports ongoing alignment and integration of IT projects and IT project implementation activities; improves the identification of interface points among projects and systems. Project Value – Supports sustained executive involvement in all technology projects. Project Delivery Bid – Develop and Implement E FY2015 E‐CAMP Report 2014‐05May 175 May 13, 2014 P‐6.2.102 Technology Master Plan Updates (BT_TDG01) (every 5 yrs) Background The IT Projects Review Process – established in the prior Task (IT Governance) – may identify needed changes to the Technology Master Plan. Reviews of progress on existing Technology Master Plan Projects may also drive needed revisions to the Technology Master Plan. This Task addresses these requirements and the need to periodically update the Technology Master Plan to better meet business/operations demands. The Plan recommends that the Technology Master Plan be updated just prior to the next major investment cycle; that is, in FY2018 (the last year of this investment planning cycle), EWA should update the Technology Master Plan to cover the timeframe from FY2019 through FY2023. Description  Complete annual management reviews of progress on the Technology Master Plan and consider any needed refinements to the Plan which may emerge from the IT Projects Review Process: ‐ Changes to originally planned projects that are underway, including changes in scope (expansions or reductions), timeline, and resource assignments; ‐ Deletions of originally planned projects due to changes in business needs or funding constraints; ‐ Consolidations of originally planned projects into a single (or fewer) projects, due to changes in business needs and required scope of implementations; and ‐ Additions of entirely new projects – not originally identified, but which are required in order to address new or changed business needs.  Complete a major update to the Technology Master Plan in FY2018 in advance of the next investment planning cycle (FY2019 – FY2023) Justification Program Value – Supports ongoing alignment and integration of technology projects and technology project implementation activities; provides the process for consolidating management Project Delivery Bid – Develop E FY2015 E‐CAMP Report 2014‐05May 176 May 13, 2014 P‐6.2.103 Data Management Standards (BT_TDG03) Background The Data Governance Standards Task is focused on establishing standard data definitions throughout the Authority and identifying the key staff who will need to ensure compliance with data entry and data reporting standards. The intent of a sound EWA Data Governance program is to provide the following:  Enable better decision‐making, using more accurate and reliable data.  Reduce operational friction, by ensuring that all staff are using the right data and interpreting reports consistently.  Protect the needs of data stakeholders, with management and compliance reports that are accurate and consistent.  Train management and staff to adopt common approaches to data issues.  Build standard, repeatable data quality assurance processes.  Reduce costs and increase effectiveness through coordination of data management efforts. Description  Establish formal, documented data quality assurance practices – enabling more efficient data integration as well as more accurate and timely management trending, analysis, and reporting.  Incorporate data governance and quality assurance best practices into the Technology Master Plan projects. Justification Organizational/Business Value – Provides support for reliable and consistent management reporting; standardized “meanings” for all data elements ensures that the same values will be reported in response to Board and upper management requests for information; reduces staff labor required to reconcile different data definitions and resulting report variances.  Program Value – Improves the specification of interfaces among integrated solutions being implemented via the Technology Master Plan; avoids duplication of effort in regard to database designs and implementations, conflicting integration strategies, as well as ineffective outputs to managers (reports, analyses, trends, etc.).  Project Value – Provides the underlying foundation for effective and efficient data integration and interfaces among Authority business applications; it isn’t feasible to technically integrate systems and databases without first having agreed‐upon data standards. Project Delivery Bid – Develop and Implement E FY2015 E‐CAMP Report 2014‐05May 177 May 13, 2014 5.6.2.2 Business Management Enhancements Project Pre‐Requisites, Dependencies and Constraints: BT_BME01 – Financial Enhancements; BT_BME03 – HR Implementation • Prerequisites: The IT Governance Policies Task (within the Technology and Data Governance Project) will provide the project implementation standards and help establish foundation for identifying business improvement targets. • Dependencies: The software applications that are to be integrated with MUNIS – such as MUNIS Payroll, Management Dashboards, CMMS and CPM – need to be fully implemented before the integration can be successfully started and completed. BT_BME08 – Management Reporting Enhancements • Prerequisites: The IT Governance Policies Task (within the Technology and Data Governance Project) – as well as business process improvement initiatives associated with each of the business application enhancement projects – will provide the requirements for management reporting. The benefits realization of a utility‐wide Management Trending, Analysis and Reporting solution is strongly dependent upon the establishment of an integrated framework for IT Governance, Program Management, and Project Management as well as the definition and improvement of business processes, key performance indicators, workflows and business rules. • Dependencies: The software applications that are to be integrated with the solution need to be implemented in advance of or in parallel with this Task. The Technology Master Plan recommends that all transaction processing applications – that is, applications that process transactions (payroll, inventory, procurement, etc.) – be implemented in advance of any efforts to implement management reporting dashboards. E FY2015 E‐CAMP Report 2014‐05May 178 May 13, 2014 P‐6.2.201 HR Implementation (BT_BME03) Background The focus of this Task is on the implementation of the MUNIS Human Capital Management software along with improvements to HR practices/processes requested by HR and other managers. This Task implements business application capabilities required to address the Authority’s needs for supporting the Human Resources (HR) function, including: • Personnel Administration – including position control • Management Succession • Leave Administration – including self‐service capabilities for employees and supervisors • Employee Records – including robust and easy‐to‐use document management support • Recruiting and Hiring – including an • Policies and Procedures – including version interactive, online employment application control for HR regulatory compliance purposes • Job Analysis • Payroll – including self‐service capabilities for employees and managers • Benefits Administration – for both CalPERS • MUNIS HR module access control and Guardian benefits programs • Compensation Administration and Performance Review Reporting Description Implementation  Evaluate the software application improvement opportunities noted above, evaluate the capabilities of the MUNIS HCM software, determine if the Authority can extend those existing MUNIS HCM software capabilities or if software extensions are needed (via spreadsheets, document management, or database technologies owned by the Authority).  Enhance interfaces of the MUNIS HCM with the following: o MUNIS Payroll and Financial Management; and o Management Reporting Dashboards – to deliver reporting capabilities, especially in conjunction with an HR or Employee Dashboard. Integration  Establish interface for the new software with the following: o HR‐Management Dashboards Interface: HR data can be uploaded nightly for Management Reporting Dashboards, which enables enhanced reporting capabilities requested by Authority teams on safety, attendance, and/or other regulatory trends. E FY2015 E‐CAMP Report 2014‐05May 179 May 13, 2014 Justification Organizational/Business Value – Provides support for tracking and reporting on HR compliance as well as employee management and development; delivers the improvements requested by managers; application is required to run EWA’s business effectively. Solution Value – ensures the ongoing upgrade path for this MUNIS software application. Program Value – improves the value of Management Reporting/Dashboards by delivering HR data required for effective business decisions. Project Delivery The new HR Management solutions will be governed by EWA HR, with technical support from the IT Team. E FY2015 E‐CAMP Report 2014‐05May 180 May 13, 2014 P‐6.2.202 Management Reporting Enhancements (BT_BME08) Background This Task puts in place the technical foundation for implementing Management Trending, Analysis and Reporting applications throughout the Authority. The Task also implements management dashboards and other self‐service applications to better support decision making within EWA. This Task focuses on delivering the right information in the right format and timing to best support management decision making. Management Trending, Analysis and Reporting applications have been shown to reduce latency in decision cycles and provide broader, shared access for collaborative decision making. Timely access to information about employees, financials/costs, suppliers, assets, inventory levels and maintenance schedules, and other operational business data can result in better and faster decisions at all levels of the organization. Management Trending, Analysis and Reporting applications have become mainstream, mission‐critical business tools – enabling utilities to more quickly adapt to changing business/operations requirements. A key strategy associated with this Task will be to enable more effective utilization of Excel spreadsheets within EWA. Currently, Excel is oftentimes used as a stand‐alone data source for management analysis and reporting. This is not a good use of Excel and does not provide the required data integrity and protection required for sustained management decision support. This Task will enable managers to continue to use Excel as a tool for analysis without also having to depend on Excel as a data source. This will be accomplished by linking Excel spreadsheets to databases that will feed accurate, reliable data consistently (i.e., database‐enabled Excel spreadsheets). This will help to ensure that there is one version of the “truth” when managers view their spreadsheets or reports. Implementation  Implement the core Management Trending, Analysis and Reporting applications that will be used to address the following needs identified during assessment interviews: ‐ Finance – financial dashboards, Database‐enabled Excel worksheets, automated report delivery, and ad hoc reporting; ‐ Human Resources – HR/Employee Dashboard(s); ‐ Maintenance/Operations – trending, analysis and reporting of maintenance and operations data; ‐ Environmental and Regulatory Compliance – environmental compliance dashboards, Management Database‐enabled Excel worksheets, ad hoc reporting, automated alerts and notifications; ‐ Capital Improvements Projects Team – capital projects dashboards, Database‐enabled Excel worksheets, ad hoc reporting, automated alerts and notifications; ‐ (NOTE: In addition to the reporting needs being addressed directly by the project, the implementation of an Operations Data Management System, or ODMS, will address the more intensive operations analytical and reporting requirements of Operations as well as Environmental and Regulatory Compliance).  Develop a phased‐roll out of Management Trending, Analysis and Reporting applications that address identified business requirements.  Formulate and execute a project plan for the Management Trending, Analysis and Reporting includes procurement of system elements, installation of technical elements, training of EWA managers and key staff, and deployment of applications. 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Implement the Microsoft SQL Server Reporting Services (SSRS) and Analytical Services (SSAS) capabilities that the Authority already owns so as to support the phased roll‐out of the Management Trending, Analysis and Reporting applications. Standardize all analytical reporting, which will reduce application support requirements. 
Integration  Establish automated data uploads from MUNIS business applications to management dashboards and online reports, streamlining the entire management decision making process by delivering information updated in near‐realtime. Justification Organizational/Business Value – The Management Trending, Analysis and Reporting System will immediately improve the Authority’s ability to share the results of information trending and analysis. It will deliver a more flexible set of software tools than are available with the Authority’s business applications alone. And, it will streamline many of the management reporting processes throughout EWA beyond what is available with the Authority’s business applications. This project implements the foundational Management Dashboards technologies for addressing the needs of all Authority managers. The project provides the capability for EWA managers to view the same source of data, thereby reducing data duplication and reconciliation. Program Value – The Management Trending, Analysis and Reporting System will enable improvements to the other Technology Master Plan projects as well as to the Authority’s strategic business initiatives. The positive impact of this business intelligence capability will be significant in terms of delivering the right information to managers at key decision points in business processes for financial, HR, work/maintenance, environmental compliance, and operations management. This business intelligence capability extends the value of each of the major business and operations systems that the Authority will have already invested in – including MUNIS, LIMS, WIMS, and others. The Authority’s business and operations performance improvement initiatives will be strongly supported by this new business intelligence capability and allow Authority executives more flexibility in viewing trends in both the short‐term and long‐term planning timeframes. Project Delivery An Authority‐wide steering committee will govern the Management Trending, Analysis and Reporting System. The IT Team will manage all technical aspects of the Management Dashboards System as well as the implementation, integration, and deployment of Management Dashboards applications. E FY2015 E‐CAMP Report 2014‐05May 182 May 13, 2014 P‐6.2.203 Financial Enhancements (BT_BME01) Background This Task addresses the need to complete major enhancements to the MUNIS financial and accounting modules – Financial, Payroll, Project Accounting, Inventory, Procurement, and Fixed Assets modules. These technical upgrades provided by the software vendor will provide opportunities to make refinements to existing EWA business practices and processes. Those refinements are expected to enable efficiency/productivity enhancements as well as improved cost/budget decision support. Implementation Phase  Evaluate the MUNIS software application improvement opportunities and identify where EWA could achieve significant business value by refining business practices and/or processes (Financial, Payroll, Project Accounting, Inventory, Procurement, and Fixed Assets) in conjunction with a major MUNIS software upgrades.  Address the following business requirements associated with Financial Management: ‐ Expanded capabilities for online access to financial information, thereby improving ease of access and supporting more responsive decision making. ‐ Extended utilization of MUNIS Financials data through deployment of management trending, analysis, and reporting applications. ‐ Improved synchronization of asset data structure among MUNIS Financials, GIS, and MUNIS Work/Maintenance Management. ‐ Streamlined capital budget/cost management process enabled via integration between Capital Program Management and Financial Management applications. ‐ Complete budget management capabilities – including budget/cost data analysis, trending, and reporting in conjunction with shared report access via the Authority’s intranet. ‐ Integration of MUNIS Financials and MUNIS Work/Maintenance Management (CMMS) to streamline materials cost tracking activities associated with maintenance management.  Address the following business requirements for EWA payroll management (and payroll practices): ‐ Labor allocation analysis; ‐ Enhanced application controls; ‐ Audit history; ‐ Ease of approvals; ‐ Employee self‐service views of prior paychecks in conjunction with prior timesheets.  Address the following business requirements for EWA project accounting: ‐ Project Budgeting  Manage the budget planning processes. Budget by financial category and type of funding. Create multiple versions and revisions of budgets for the same financial year and plan multi‐year budgets.  Allocate funding. Funding managers need to fund programs, projects, assets, and ongoing operations from approved organizational budgets. Funds need to be allocated from one or multiple sources.  Utilize workflows for budget requests and approvals. Funding managers (authorization) need to view project budget requests submitted by project managers and decide how much of their budget to allocate to those projects. Once these funds have been allocated, project managers need to see how much budget they've received from each funding source. E FY2015 E‐CAMP Report 2014‐05May 183 May 13, 2014 
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Integrate notes and justification to budget submissions. Add memos, notes, Excel‐like comments and any other supplementary information.  Measure performance. Flexibly report on budgets using tabular and graphic reports. Compare top‐down budgets to bottom‐up forecasts and actuals. Monitor variances and trends. Capitalization  Clearly segregate capital and expense charges. Project managers need to flexibly define capitalization rules by financial category, type of project, type of resource, and phase; they also need to track capital and expense budgets separately.  Flexibly depreciate expenses. Utilize one or more depreciation rules. View amortized versus cash out the door cash flows.  Utilize integrated financial data. Facilitate robust capitalization by consolidating forecasts and actuals by cost category, project type, resource type, and phase from GL, Timesheets, and Project Accounting. Capital Planning  Manage capital budgets. Maintain annual and multi‐year capital budgets. Align budget plans with strategic initiatives and targets. Fund capital initiatives from one or more funding source and differentiate between internal and external sources of funds.  Analyze investment scenarios. Perform what‐if analysis and scenario modeling. Compare strategic and regulatory commitments with Authority targets.  Forecast spending. Manage forecasts for capital programs, projects, and operations. Maintain versions of forecasts and view trends. Integration Phase  Establish or enhance interfaces for the new, upgraded MUNIS software as follows: ‐ MUNIS‐Management Dashboards Interface: MUNIS Financial System data can be uploaded nightly to a Management Reporting Dashboard, which enables enhanced reporting capabilities requested by the Finance and other Authority teams – including ease of ad hoc reporting and trending of financial/rates data; flexible reporting capabilities including “drilling down” for details on exceptions as well as user creation of ad hoc reports; and improved financial trending, analysis, and reporting for complex financial forecasts and rates determination; ‐ MUNIS‐CMMS Interface: The MUNIS Financial System provides data for use in creating and analyzing maintenance work tracked in the Computerized Maintenance Management System (MUNIS Work Orders) – including purchase order status, materials/inventory costs, and standard costs for employees to streamline materials procurement, fixed asset cost tracking, and labor utilization; ‐ MUNIS‐CPM Interface: MUNIS feeds the actual capital project costs to the Capital Program Management (CPM) System – enabling tracking of budget‐to‐actuals for projects, programs, and the entire capital project portfolio. [This project activity will be delayed until the next planning cycle and is not a part of the Plan for FY2014‐FY2018.] E FY2015 E‐CAMP Report 2014‐05May 184 May 13, 2014 Justification Organizational/Business Value – addresses the business requirements for improvements to Financial, Payroll, Project Accounting, Inventory, Procurement, and Fixed Assets Management. Solution Value – ensures the ongoing upgrade path for the MUNIS software suite; ensures that all software maintenance fixes and patches are in place so that the software continues to perform at a high level of effectiveness. Program Value – includes implementation or enhancement of critical systems interfaces (referred to earlier under Scope). Project Delivery While these software applications are technological solutions, the majority of the setup and processing is very specific to needs of Authority financial and payroll business processes. IT will be involved to support the technology, but the Authority’s Finance Team needs to drive the functional aspects of the project. IT will be responsible for maintaining the technology environment and guaranteeing that the system is secure and protected from disaster or failure. Finance will need to develop and enter the decisions and rules that are required to configure the selected application to fit the Authority’s requirements. E FY2015 E‐CAMP Report 2014‐05May 185 May 13, 2014 P‐6.2.204 Payroll Enhancements (BT_BME02) Background Project ensures the ongoing investment in EWA’s business management applications (and the improvement of EWA business processes and practices that is associated with sound investment in modern business applications). Enhance MUNIS Payroll business software to meet expected level of service in support of EWA payroll management needs. P‐6.2.205 Project Accounting Enhancements (BT_BME04) Background Project ensures the ongoing investment in EWA’s business management applications (and the improvement of EWA business processes and practices that is associated with sound investment in modern business applications). Enhances MUNIS Project Accounting business software (and EWA business practices) to meet expected level of service in support of project cost and budget analyses. P‐6.2.206 Procurement Enhancements (BT_BME05) Background Project ensures the ongoing investment in EWA’s business management applications (and the improvement of EWA business processes and practices that is associated with sound investment in modern business applications). Enhances MUNIS Procurement business software (and EWA business practices). P‐6.2.207 Inventory Enhancements (BT_BME06) Background Project ensures the ongoing investment in EWA’s business management applications (and the improvement of EWA business processes and practices that is associated with sound investment in modern business applications). Enhances MUNIS Inventory business software (and EWA business practices). E FY2015 E‐CAMP Report 2014‐05May 186 May 13, 2014 P‐6.2.208 Fixed Assets Enhancements (BT_BME07) Background Project ensures the ongoing investment in EWA’s business management applications (and the improvement of EWA business processes and practices that is associated with sound investment in modern business applications). Enhances MUNIS Fixed Assets business software (and EWA business practices). E FY2015 E‐CAMP Report 2014‐05May 187 May 13, 2014 5.6.2.3 Regulatory Compliance Project Pre‐Requisites, Dependencies and Constraints: BT_RC01 – LIMS Enhancements; BT_RC02 – WIMS Enhancements; BT_RC03 – Regulatory SOP Enhancements  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide guidelines and standards for governance and project implementation.  Dependencies: The systems that LIMS needs to be integrated with – Linko Compliance Management, the Operations Data Management System (ODMS) and Management Dashboards – need to be implemented in advance of or in parallel with this project. P‐6.2.301 LIMS Enhancements (BT_RC01) (annual x5) Background This Task implements enhancements to the Authority’s existing Laboratory Information Management System (LIMS) that address operational, environmental, and regulatory reporting requirements. This Task will keep the Authority’s Laboratory Information Management System (LIMS) and associated interfaces up‐to‐date. It provides funding to ensure that (a) this important system is kept updated and current; and (b) valuable staff knowledge capture and sharing is accomplished for critical regulatory compliance. The automation and information management of the Authority’s laboratory is essential to the operation of a modern wastewater agency like EWA. The laboratory is central for not just the water quality outputs from the treatment plant, but its role is essential for new treatment process improvements. With the rest of the plant becoming more efficient with the implementation of process control, automation, and optimization packages, the time given to the laboratory for test result preparation, sharing, and reporting has shrunk significantly. Near‐realtime information release from the lab for plant operations is becoming increasingly important. The information content held by the laboratory is critical for the rest of the plant, and quick dissemination of that information throughout the plant is essential for the efficient running of the plant. Description Implementation  Re‐confirm the requirements for laboratory management at the Authority and define the LIMS enhancement and integration needs.  Conduct a LIMS application software upgrade and configuration to provide the enhancements required to address the business needs for more rapid lab information management.  Assess the needs and design the approach to improving the interface between the Labworks LIMS and the Linko Compliance Management Software (i.e., compliance with pretreatment regulations).  Assess the needs for uploading data from LIMS to the Management Trending, Analysis and Reporting applications as well as from LIMS to the Operations Data Management System. E FY2015 E‐CAMP Report 2014‐05May 188 May 13, 2014 Integration Establish enhanced interfaces for LIMS with the following:  Linko Compliance Management Software.  Operations Data Management System (which is one of the systems implemented via the Operations Technology Projects).  Management Trending, Analysis and Reporting applications – including Dashboards. Justification Organizational/Business Value – This Task addresses the business requirements for sustaining the effectiveness of the Authority’s LIMS applications and database, implementing the maintenance fixes and patches that the software vendor provides as well as any major upgrades that incorporate industry best practices for laboratory management and regulatory compliance. LIMS is a critical business system for the Authority to remain in compliance with both State and Federal law, and keeping this system updated will decrease the risks of system failure (which would subsequently require more manual effort to record, store and report water analysis data as well as the effort to recover the system). The cost savings that the Authority has worked hard to achieve through the use of a modern LIMS would be eliminated and the investment to date would be lost. It is essential that these LIMS Enhancements be completed in the recommended timeframe. Project Delivery All three Tasks within the Regulatory Compliance Project should be guided by Environmental Services; governed jointly by Environmental Services and Operational Services; and technically supported by General Services (Information Systems). E FY2015 E‐CAMP Report 2014‐05May 189 May 13, 2014 P‐6.2.302 WIMS Enhancements (BT_RC02) (annual x5) Background This Task implements enhancements to the Authority’s existing Water Information Management Solution (WIMS, provided by Hach Solutions) so as to improve management access to laboratory data. The Hach Water Information Management Solution (Hach WIMS) software combines data from laboratory and operational sources to provide managers with a more complete picture of wastewater processes – enabling better operational decisions. This water data management software takes in uploaded data from LIMS (Laboratory Information Management System) and ODMS (Operations Data Management System), streamlines reporting, provides user‐defined alerts, and enables access to charting, graphing and mapping tools. WIMS is essential for managing and reporting data to the EPA, State, and other regulatory agencies. Some of the key capabilities of this solution include:  Central, Secure Database. Process data is automatically (or manually) stored into a central, secure database for easy monitoring, analysis, reporting and predictive modeling. The data is readily accessible via a secured web interface, while securing audit trails and historical records are safe and continuously available for easy viewing.  Built‐in Equations Manage Complex Calculations. WIMS has built‐in industry‐specific formulas and verification protocols so as to enable complex calculations quickly and accurately. Such built‐
in equations help provide consistent results based on EPA requirements.  Troubleshooting Tools for Data Verification. Intelligent alerts and modeling tools help resolve, predict and prevent wastewater system disruptions. WIMS data management software will flag problems, automatically verify and compare data, develop “what if” scenarios, and perform search queries.  Regulatory and Internal Report Templates Save Time. Pre‐programmed EPA and State report templates create business and regulatory reports instantly. The water data management software enables automatically scheduled reports on‐screen, printed, or delivered via  Customizable Dashboards and Features. Personalized dashboards allows managers to monitor key data and immediately shows the required information. This allows quick access to reports, graphs, entry forms and provides shortcuts to other parts of the software. Description Implementation  Re‐evaluate the Authority’s business needs for WIMS and formulate a list of desired enhancements that are needed to fulfill those business needs; evaluate needs for additional reports and build out the data structures to generate those reports.  If needed, conduct a WIMS software upgrade to provide the enhancements required to address the business needs for more rapid lab information management.  Assess the needs and design the approach to improving the data uploads into WIMS from LIMS, ODMS, and any other desired data sources.  Assess the needs for uploading data from WIMS to the Management Trending, Analysis and Reporting applications to support management dashboards. Integration  Establish enhanced interfaces for LIMS with the following: ‐ Labworks Laboratory Information Management System. ‐ Linko Compliance Management Software. E FY2015 E‐CAMP Report 2014‐05May 190 May 13, 2014 ‐
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Operations Data Management System (which is one of the systems implemented via the Operations Technology Projects). Management Trending, Analysis and Reporting applications – including Dashboards. Justification Organizational/Business Value – This Task builds upon the existing investment in the WIMS solution by building out the database tables and views that enable new or updated regulatory reporting. This will allow EWA to avoid future costs, as it ensures EWA will remain effective in its submittal of regulatory compliance reports. Project Delivery All three Tasks within the Regulatory Compliance Project should be guided by Environmental Services; governed jointly by Environmental Services and Operational Services; and technically supported by General Services (Information Systems). E FY2015 E‐CAMP Report 2014‐05May 191 May 13, 2014 P‐6.2.303 Regulatory SOP Enhancements (BT_RC03) Background This Task is focused on developing, storing, and publishing documentation on regulatory compliance procedures via electronic document management software owned by the Authority. Utilizing the Authority’s Laserfiche electronic document management system (EDMS) in conjunction with easy‐to‐
use web tools for viewing, this project will consolidate all regulatory procedures into standard guidelines and templates that can be accessed online electronically. Description Implementation  Develop requirements for electronic Standard Operating Procedures (SOPs) associated with regulatory compliance practices within EWA; identify existing paper and file sources for SOPs and prioritize the conversion into electronic formats.  Define the specifications for using the Laserfiche electronic document management system and the Microsoft Sharepoint Portal content access software to share and control versions of regulatory SOPs.  Design the electronic SOP formats, the conversion protocols, the electronic document management structure within Laserfiche, and the Sharepoint Portal forms/reports websites (internal via EWA’s intranet).  Implement the electronic SOPs per the specifications and design. Integration Establish the required links between Laserfiche and Sharepoint Portal. Justification Organizational/Business Value – This Task addresses the business needs for capturing, sharing, and transfer critical knowledge to EWA personnel; it streamlines the development, control and publication of regulatory compliance procedures so as to improve efficiency/productivity. Project Delivery All three Tasks within the Regulatory Compliance Project should be guided by Environmental Services; governed jointly by Environmental Services and Operational Services; and technically supported by General Services (Information Systems). E FY2015 E‐CAMP Report 2014‐05May 192 May 13, 2014 5.6.2.4 Asset Management Project Pre‐Requisites, Dependencies and Constraints: BT_AM01 – CMMS Enhancements  Pre‐Requisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards. The benefits realization from implementing an Authority‐wide CMMS solution is strongly dependent upon the establishment of sound project management approach and a commitment to business process change.  Dependencies: The software applications that are to be integrated with the solution – including MUNIS Financials/HR, CPM, and ODMS – need to be implemented in advance of or in parallel with this project. BT_AM02 – Maintenance SOPs  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide guidelines and standards for governance and project implementation.  Dependencies: The two systems that need to be integrated – Laserfiche and Sharepoint Portal – need to be implemented before starting the integration. BT_AM03 – GIS Implementation and Integration  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. BT_AM04 – Capital Asset Planning  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: The software applications that are to be integrated with the solution – MUNIS Finance, MUNIS CMMS and MUNIS Fixed Assets – need to be implemented in advance of this project. BT_AM05 – Mobile Electronic Forms  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide guidelines and standards for governance and project implementation.  Dependencies: Any of the EWA information systems that need to be integrated with the electronic form system need to be implemented in advance of or in parallel with this project. P‐6.2.401 CMMS Enhancements (BT_AM01) Background This Task implements an expanded CMMS capability through more enhanced software functionality as well as integration of CMMS with EWA’s Financial and HR Applications, SCADA, GIS, and other systems. Further, this Task – in conjunction with the other Tasks in the Asset Management Project – establishes the foundation for improved asset management, tracking of cost of service elements, and workforce mobility. E FY2015 E‐CAMP Report 2014‐05May 193 May 13, 2014 Implementation  Implement foundational technology (server hardware and software, network connectivity, cyber‐
security, and data storage and back‐up) for the new MUNIS CMMS.  Install the new MUNIS CMMS software on server.  Configure the new MUNIS CMMS software per the business requirements.  Test and confirm the MUNIS CMMS configuration fit to business requirements.  Plan and execute a deployment plan to Authority end‐users.  Design, develop, and publish management reports – including maintenance performance metrics, trending of time spent on various activities (or at specific remote facilities), and trending of problems by asset type. Integration Establish interfaces for the new software with the following through this project:  MUNIS CMMS‐MUNIS Financials/HR interface: MUNIS Financials/HR provides purchase order status (associated with work orders in MUNIS CMMS), materials/inventory costs, and standard labor rates (to enable calculation of work order labor costs in MUNIS CMMS). Purchase requisitions initiated in MUNIS CMMS will trigger purchase orders in MUNIS Financials/HR. And, MUNIS CMMS provides inventory levels and type queries for maintenance personnel.  MUNIS CMMS‐SCADA Historian Interface: This enables the triggering of Preventive and Predictive Maintenance work orders based on the uploading of equipment runtime data from the SCADA Historian to the MUNIS CMMS (an even more functional interface is to be implemented via another project, the Operations Data Management Project).  MUNIS CMMS‐GIS Interface: This interface will enable mobile, geospatial views of work orders, work sites, crew locations, etc. It will also enable geospatial analyses of asset condition status. GIS is an enabling technology that provides spatial context for many business processes. CMMS directly supports business processes relating to tracking and managing work and maintenance activities performed on the organization’s assets. Since many wastewater utility assets can be maintained in GIS, there are many benefits that can be realized by integrating these two technologies: ‐ Integrated through a common mapping application interface provides personnel such as dispatchers an efficient and effective means to respond to work requests and create work orders. ‐ Providing a single common spatial asset database that can be leveraged by many business systems throughout EWA. ‐ Providing real‐time access to geospatial information about current work activities in order to plan and allocate appropriate resources within both Maintenance and Operations. ‐ Providing a more efficient means for GIS data maintenance and editing, while reducing the backlog for entering facilities information. Justification Organizational Value – This Task addresses the organizational requirements for enhanced CMMS capabilities and accessibility, mobile access to CMMS, Asset/Maintenance dashboard, and ease of use. Solution Value – The enhancement of MUNIS CMMS maintains the Authority’s upgrade path for its existing MUNIS CMMS software, including access to ongoing vendor support. E FY2015 E‐CAMP Report 2014‐05May 194 May 13, 2014 Project Delivery General Services (IT and Maintenance) will lead this Task; governance will include other groups as well, especially Operational Services. The IT Team will manage all aspects of the implementation, integration, and deployment of the MUNIS CMMS software. P‐6.2.402 Maintenance SOPs (BT_AM02) Background This Task is focused on developing, storing, and publishing documentation on maintenance procedures via electronic document management software owned by the Authority. Utilizing the Authority’s Laserfiche electronic document management system (EDMS) in conjunction with easy‐to‐
use web tools for viewing (Sharepoint Portal), this project will consolidate all maintenance procedures into standard guidelines and practices documentation that can be accessed online electronically. Standard Operating Procedures, or SOPs, are an essential aspect of modern utility operational efficiency and regulatory compliance. The collection and documentation of these procedures – which oftentimes reside in the knowledge of managers and staff – provides the foundation for knowledge transfer and standardization of practices throughout the Authority. Implementation  Develop requirements for electronic Standard Operating Procedures (SOPs) associated with maintenance practices within EWA; identify existing paper and file sources for SOPs and prioritize the conversion into electronic formats.  Define the specifications for using the Laserfiche electronic document management system and the Microsoft Sharepoint Portal content access software to share and control versions of maintenance SOPs; develop any maintenance SOPs that are not yet documented.  Design the electronic SOP formats, the conversion protocols, the electronic document management structure within Laserfiche, and the Sharepoint Portal forms/reports websites (internal via EWA’s intranet).  Implement the electronic SOPs per the specifications and design. Integration Establish the required links between Laserfiche and Sharepoint Portal. Justification Organizational/Business Value – delivers the improvements requested by the Maintenance team; streamlines the development, control and publication of maintenance procedures. Project Delivery Maintenance SOPs should be guided by General Services (Maintenance); governed jointly by General Services and Operational Services; and technically supported by General Services (Information Systems). E FY2015 E‐CAMP Report 2014‐05May 195 May 13, 2014 P‐6.2.403 GIS Implementation & Integration (BT_AM03) Background This Task implements a Geographic Information System (GIS) for EWA. [It is expected that EWA will not initiate this Task until the next technology investment cycle, FY2019 – FY2023.] A Geographic Information System (GIS) is defined as “an information system that is used to input, store, retrieve, manipulate, analyze and output geographically referenced data (location‐based), in order to support decision making for planning and management of buried/linear pipelines, remote facilities, treatment plant facilities, real estate, environment, and other administrative records.” GIS is an integrated solution that includes hardware, software, data (from external sources merged with internal data), and procedures functioning together to capture, manage, analyze, maintain, and display information that has a spatial (location) reference. Information has a spatial reference if it can be tied to a map. Over 85 percent of a typical wastewater utility’s information is spatially related. GIS is not simply a computer system for making maps, although it can create maps (and map books) as required. GIS is a sophisticated management, query, and analysis tool that allows the users to identify the spatial relationships among related features presented on a map in order to make more informed decisions. Wastewater utilities that have implemented a GIS solution are finding that it is a core technology that increasingly defines their information management strategy and practices. With a strong Authority demand to improve work flow and business processes by integrating map‐
based information with Authority business systems, the Authority is at an important crossroad with regard to GIS technology. The Authority is seeking to achieve business improvements by implementing GIS technology. Specifically, the Authority is seeking GIS technology that:  Provides an efficient and cost‐effective means for managing, maintaining, and monitoring geographic data;  Provides ready access to geographic information about facilities and real estate;  Maximizes existing information management resources;  Supports a strong strategic direction for GIS investment and activities;  Improves workflow in and between organizational groups; and  Integrates with existing and planned business systems. Implementation  Develop a GIS Design Specification. A GIS design specification is the guiding framework document for establishing a complete vision, goals, objectives, requirements, and other parameters associated with implementing a modern GIS. It’s an essential effort for initiating the construction of EWA’s GIS capabilities.  Conduct a Pilot Project. Given the magnitude of the investment for a modern, robust GIS and the timeline associated with deployment of the technology, a pilot project is an excellent opportunity to early on merge the planning stages with the implementation stages of project development and provide a tangible product that will serve as a way to educate stakeholders and build support for project.  Establish System Architecture Hardware/Software Environment. The foundation of an Authority‐
wide GIS is its architecture design, hardware environment and suite of software. The system architecture should reflect the needs and requirements defined in the GIS Design Specification.  Develop Map Base. The foundation of the Authority‐wide geodatabase is a map base and associated geospatial data models. Databases can be the most time‐consuming and expensive part of a GIS implementation project. Development of a map base will require careful evaluation, needs assessment, and prioritization. E FY2015 E‐CAMP Report 2014‐05May 196 May 13, 2014 
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Develop Standards and Procedures. A GIS is more than hardware, software, and data. It must also include standards and procedures that enable the data and technology components of the system to work consistently and efficiently. Within the Authority – with its different business units and varying GIS requirements – standards and procedures will be critical in ensuring the system works correctly. Web‐based Mapping. The Authority will need to implement a web‐based viewing tool to publish the GIS maps throughout the organization. Justification When the GIS contains all asset data, operations and maintenance employees will have one source for all asset data. Staff will no longer need to research on paper or mylar maps to find asset location and specification data. Having GIS and Work Orders data integrated will allow operations and maintenance employees to use a map interface to select assets for maintenance activities. Staff will no longer have to search through thousands of rows of text asset descriptions trying to find the asset that is being maintained. Daily work activities can be displayed spatially to determine the best route to accomplish the daily work load. Each crew or service inspector can have their work orders “mapped” allowing them to determine the best route to work each work order. [NOTE: Software is also available to automatically route field staff based in best route algorithms. This software uses the GIS and the maintenance work orders as inputs for determining best routes.] Mobile enablement of the integrated GIS will allow all field employees to have this data available in their trucks while in the field. This will save considerable time in that crews will not have to return to the office to research data. Rather, significant geo‐referenced data readily available in their trucks. Historical analysis of maintenance activities can now be displayed spatially. Management will get a better picture of where inflows and infiltrations are occurring. This information is invaluable in determining where to focus CIP dollars for main replacements. Project Delivery The Authority’s GIS should be led by General Services (Information Systems); governance should include all groups within EWA. E FY2015 E‐CAMP Report 2014‐05May 197 May 13, 2014 P‐6.2.404 Capital Asset Planning (BT_AM04) Background This Task implements a software solution designed to support capital investment planning. A Capital Asset Planning solution will allow EWA to better evaluate and prioritize their capital projects. The solution will capture and document the business cases for both asset and non‐asset projects, although most wastewater agencies use the solution strictly for asset‐related investment planning. Using this solution, the criteria for construction project investment can be more effectively aligned with Authority objectives, taking risk and other factors into account to determine the priority of the project. The solution also provides “what if” scenario investment analysis. This Task addresses common challenges confronting wastewater utilities like EWA: Optimizing budget utilization for asset‐based capital projects  Documenting project business cases  Prioritizing candidate projects to meet strategic objectives  Confirming benefits realization (from prior projects) The key features of an EWA Capital Asset Planning solution need to include:  Asset Capital Plan Creation. Flexible plan definition, including prioritization factors, document components, pictures, strategic plan accomplishments and risk profile data.  Asset Lifecycle Costs Management. Forecast maintenance and replacement costs for the next 100 years and beyond.  Long Range View of Asset Planning. Year over year carry over, current year accomplishment levels, and trending functionality assist with planning.  Finance. Break down projects to identify and track savings associated with assets and investments. Calculate benefits associated with quantitative measures. Communicate funds release to planners. Integration. Model using current data, extracted in real‐time from key data sources such as MUNIS CMMS, MUNIS Fixed Assets, and GIS. View and Presentation. View or present asset condition, performance, costs, replacement dates, and detailed investment planning documents. Reporting and Dashboard. Visualize projects and cash flows over time and geography. Adjust project duration, cash flows, effects and constraints with automated recalculation of all related factors. Capital Asset Planning Specification. Develop the business requirements specification to ensure that all EWA needs are captured and communicated to software vendors – including service level requirements, prioritization factors, asset performance targets, and asset risk profiles. Selection of Capital Asset Planning Solution. Evaluate and select a capital asset planning solution for use in calculating the timing and priorities for asset repair, refurbishment, and replacement. E FY2015 E‐CAMP Report 2014‐05May 198 May 13, 2014 Implementation Establish Condition‐Based Asset Monitoring. Utilizing internal maintenance personnel, EWA needs to establish an ongoing program to capture the condition of facilities and equipment throughout the Treatment Plant and Remote Facilities (preferably, with mobile electronic forms). The asset condition data can be captured in a set of database tables to prepare for upload into a capital asset planning application. Implementation. Implement the selected capital asset planning solution and upload the asset data set from MUNIS as well as existing asset condition data. Integration. Implement interfaces to the capital asset planning solution with key data sources such as MUNIS CMMS, MUNIS Fixed Assets, and (eventually) GIS. Long Range Asset Lifecycle Planning. Using the capital asset planning solution, forecast required asset performance and establish asset lifecycles for EWA facilities and equipment. Asset Lifecycle Costs Forecasting. Using the capital asset planning solution, forecast maintenance and replacement costs over the desired timeframes required for effective long‐range asset planning (oftentimes, these costs are forecasted over a number of decades). Going forward, after having set up the initial cost forecast, conduct year over year carry over, required asset performance levels, and trend in order to assist with planning and budgeting. Reporting and Dashboard. Link to Management Reporting technologies in order to visualize projects and cash flows over time (and facility location). Adjust project duration, cash flows, effects and constraints with automated recalculation of all related factors. Integration The following interfaces need to be implemented as part of this project: Capital Asset Planning – MUNIS: The MUNIS Finance, Fixed Assets, and Work Orders modules need to upload data into the Capital Asset Planning System. Capital Asset Planning – GIS Interface: GIS can provide geospatial views of the R&R schedules for Authority facilities, facilitating more detailed analysis of specific priorities for equipment repair, refurbishment, and/or replacement. Justification Organizational/Business Value – Provides the capabilities needed for improving capital asset planning per needs identified with EWA managers; typically reduces investment planning effort via standardizing, aligning and automating; creates plans that are easier to audit and defend while building engagement among managers; better prioritization delivers better alignment with strategic objectives. Project Delivery Capital Asset Planning needs to be led by Engineering, with technical support from the IT Team. E FY2015 E‐CAMP Report 2014‐05May 199 May 13, 2014 P‐6.2.405 Mobile Electronic Forms (BT_AM05) Background This Task implements electronic forms that can be deployed on mobile computing devices (laptops, tablets, hand‐helds, etc.) to enable capture of inspection data in remote facilities by regulatory and maintenance personnel. There are two main types of form processing with the fundamental difference being how the data is obtained. In the first approach, sometimes referred to as “automated forms processing”, the user fills in a paper form which is then later scanned and converted to a digital format. In the second approach, called eForm processing, the user fills out a form “online” in an electronic format (e.g. HTML, PDF). The electronic forms capability that the Authority will implement can handle both types of form processing. But, it is the intent of the Task that it enable remote capture of data at the point of an inspection or maintenance action. Workflow automation is one of the most important components of electronic form (eForm) systems. Electronic forms processing without workflow is simple data collection. Forms are filled in so the information can be processed, not just sit on a piece of paper somewhere. With the further power of workflow, electronic forms systems become a key means of streamlining existing manual/paper‐
based processes that aren’t typically addressed by business applications. Some of the more common manual/paper‐based processes in wastewater utilities are associated with the following work:  Periodic industrial pollution inspections  Pollution incident inspections  Asset condition assessments in the treatment plant and out in remote facilities  Construction site inspections  Human resources forms – including an interactive, online employment application form  Engineering review and approval forms The workflow automation capabilities in electronic form systems enables utilities to route the electronic forms per defined business procedures. Complete “workflow packages” – which include the electronic form, attached electronic documents and pictures, along with digitized drawings or maps – can be electronically routed for review and approval. The data captured in the electronic forms can be electronically uploaded into databases used for management dashboards. In summary, the benefits of electronic forms for EWA include: Reduce costly paper handling and manual routing. Paper based forms are costly to print, store, distribute, mail, and process. Automation of the form processing ensures there is not disconnect from the form and the workflow required for that form. Tracking, auditing, and process awareness. Instant access to current and prior activity, including completed forms and processes, ensures that authorized users have immediate access to the information they need for decision making. Having visibility into the forms entire lifecycle reduces cost, improves quality, and speeds vital business information sharing. Accelerate the delivery of form‐based information. The workflow automation capabilities of electronic form systems routes forms to the appropriate managers for review/approval and can interact with other information systems. The routing provides automated email notifications and personalized task lists for the managers who need to review or approve a form. E FY2015 E‐CAMP Report 2014‐05May 200 May 13, 2014 Reduce errors and improve accuracy. Pre‐population of form fields from external sources and form segment isolation enable users to input only the data required of them. Fewer areas to type reduce errors and form field validation ensures accuracy. Speed collection of quality information. Presenting personnel with electronic forms that appear like their paper‐based predecessors eases participation in the form completion process and improves the quality of the information collected. Implementation Develop the functional and technical specifications for electronic forms within the Authority; evaluate and select an electronic forms system. Implement the selected electronic forms solution to address the specified business needs. Deploy electronic forms applications in phased approach to EWA groups which need these applications. Assess the needs for uploading data from EWA information systems to assist the mobile staff who need to access information in order to complete their inspection data collection. Integration Establish enhanced interfaces for electronic forms system with the following (options):  Labworks LIMS  Linko Compliance Management Software.  Operations Data Management System (which is one of the systems implemented via the Operations Technology Projects). Justification Organizational/Business Value – delivers on the needs requested by Environmental/Regulatory Compliance, Operations, and Maintenance for electronic forms in order to capture inspection data. Project Delivery Mobile Electronic Forms should be guided by General Services; governed jointly by General Services, Environmental Services, and Operational Services; and technically supported by General Services (Information Systems). E FY2015 E‐CAMP Report 2014‐05May 201 May 13, 2014 5.6.2.5 Capital Program Management P‐6.1.501 Capital Program Management (BT_CPM01) Background This Task implements a Capital Program Management, or CPM, software system to support the management of EWA’s entire portfolio of capital projects. The functionality of this software system must address critical Authority business needs – including:  financial/cost tracking at portfolio, program, project, phase, and task levels;  tracking and history of bids, contracts, contractors, payouts, and close‐outs;  construction inspection results and construction project progress status;  commissioning of assets for in‐service operations; and  project records management. The planning and managing of utility capital improvement programs drives the need to be able to optimize the entire capital program portfolio of projects from a fiscal, resource and management perspective over the entire life cycle of the program. The complexity of capital program management requires a software system with the flexibility, scalability and functionality needed by utilities to adapt and respond to the continuous challenges confronting them in meeting facility and infrastructure needs, and to do so in the context of continuous planning and the integration of comprehensive/strategic plans (such as EWA’s E‐CAMP, R‐CAMP, and the 2040 Strategic Vision) and annual CIP planning. Capital Program Management systems consider each project in the context of the larger portfolio in order to ensure that consideration is given to the impacts and implications each project has to each other and on the overall portfolio. Factors to be considered include project impacts, funding sources, human capital and timing across multiple projects in the entire project portfolio. This is done over the lifecycle of the portfolio which normally consists of four phases:  Portfolio Planning  Budget Development and Control  Project Implementation Management  Capital Asset Maintenance and Enhancement Implementation Implement an off‐the‐shelf, capital program management system to support the Authority’s capital program management activities – including capabilities for: Project Proposal and Design Management – provides means of tracking proposed projects which have been designed and priced but are yet to be approved for construction. Budget and Cost Management – tracking, comparing, managing, and responding to construction project budget and cost issues; managers can look at budgets as they are being created and spent, along with views of future forecasted costs providing immediate profit and loss projections. Contract Management – automating tasks associated with project contract management; automates workflows associated with contracts, budgets, and costs (from project planning and pre‐construction through close out); enables historical tracking of bids and contracts, contractor performance, and change order status. E FY2015 E‐CAMP Report 2014‐05May 202 May 13, 2014 Construction Inspection Management – links to electronic form system to capture inspection (and progress) findings on construction projects; enables comparisons of the original project plan with what is actually happening onsite each day; provides visibility at every organizational level to make the rapid, accurate decisions to keep projects on track and meet EWA expectations; provides knowledge and accountability of all daily construction activities. Project Communications Hub – providing means of managing and viewing project correspondence and meeting logs; links to Sharepoint for consistency and accessibility of content. Scheduling – managing multiple schedules across projects and programs, providing EWA project managers instant visibility of project schedule performance. Project Records Management – enables sharing of project files; provides catalog card function for keeping track of project file attributes. Project Performance Monitoring – providing executives and managers with capabilities for analyzing project and program performance and tracking key performance metrics. Project Workflow Automation – enabling alert and notification messages to EWA managers. Integration Enhance the capabilities of the Capital Program Management (CPM) system through integration with the following systems: CPM‐Finance Interface: MUNIS provides the actual cost data used in the CPM for budget‐to‐actuals analysis of capital projects; CPM‐EDMS Interface: The Authority’s EDMS (Laserfiche) provides the underlying library of records managed per records management compliance standards and regulations. This interface links records in EDMS to specific projects, phases, and tasks in the CPM System. Justification Organizational/Business Value – Provides the capabilities needed to integrate internal business processes associated with capital program management; delivers improvement needs assessed during the Technology Master Plan and requested by EWA managers. Project Delivery The Capital Program Management system needs to be guided by Engineering; jointly governed by Engineering, Finance and other business units within EWA that participate in capital program management; and technical support from the IT Team. Project Pre‐Requisites, Dependencies and Constraints: BT_CPM01 – Capital Program Management  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: The software applications that are to be integrated with the solution – MUNIS Finance, EDMS – need to be implemented in advance of this project. E FY2015 E‐CAMP Report 2014‐05May 203 May 13, 2014 5.6.2.6 Document/Records Management Project Pre‐Requisites, Dependencies and Constraints: BT_DM01 – Collaborative / Content Portal  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. BT_DM02 – Public Website Enhancements  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. BT_DM03 – EDMS Update and Enhancements  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. P‐6.2.601 Public Website Enhancements (BT_DM02) Background The objective of this Task is to enhance the EWA public website – providing improved search capabilities; publishing more information for communities and partner agencies; providing online forms for employee applications, permitting, etc. Description Implementation Evaluate the existing EWA public website, identify improvement opportunities, review and prioritize the improvements with management, and execute the enhancements. Integration Integrate with the electronic form system to enable outside parties to electronically complete forms for submission to EWA for various purposes. Justification Organizational/Business Value – Ensures the continuation of an effective public presence by EWA. Project Delivery This Task is to be led by General Services (Information Systems) and governed by representatives from all groups within the EWA. E FY2015 E‐CAMP Report 2014‐05May 204 May 13, 2014 P‐6.2.602 Collaboration/Content Portal (BT_DM01) Background The Task objective is to enhance and extend the use of the existing Microsoft Sharepoint Portal technologies owned by the Authority. These technologies have proven value in wastewater utilities for facilitating collaboration on projects, initiatives, and organizational activities. Description Implementation  Completes enhancements and expanded deployment of the Authority’s Collaboration/Content Portal to enable improved content, document, and records management.  Identify specific content leaders within each team in EWA and provide them with the training for developing content for their team’s website. Integration  Link the Microsoft Sharepoint Portal websites to documents stored within the Laserfiche EDMS. Justification Organizational/Business Value – Provides the technology for supporting collaboration and sharing of information throughout EWA; supports the content leads responsible for managing Portal websites. Project Delivery The Collaboration/Content Portal Task should be led by General Services, supported by General Services (Information Systems), and governed by a representative from each team wanting to establish a Portal website. E FY2015 E‐CAMP Report 2014‐05May 205 May 13, 2014 P‐6.2.603 EDMS Update & Enhancements (BT_DM03) Background This Task upgrades and enhances the Authority’s existing Laserfiche Electronic Document Management System (EDMS). The objectives for this Task include:  Enable version control on critical records and documents;  Address regulatory and legal requirements for records management;  Provide a centralized repository for managing critical EWA records in a consistent, unified manner through best practices for records management;  Improve EWA‐wide records management standards and practices, including electronic document reviews, routing, sign‐offs, retrieval, archiving, retention, and records destruction;  Address needs for more rapidly addressing legal disclosure requirements.  Reduce records management risks by preserving critical records which may be lost or which may degrade in paper formats; position EWA for future paper‐reduction initiatives; assure the availability of records necessary for business continuity in case of a disaster. Description Implementation Evaluate the Laserfiche EDMS improvement opportunities and identify where EWA could achieve significant business value by refining document management practices and/or processes in conjunction with the upgrades of EDMS software. The following features available in an upgraded EDMS should be evaluated for their potential to improving EWA’s business:  Document capture and document imaging for capturing and managing paper documents  Document management for check‐in/check‐out, version control, security and library services for business documents  Web content management for automating web administration, and managing dynamic content and user interaction  Records management for long‐term archiving and the automation of retention and compliance policies, and to ensure legal or regulatory record compliance  Document‐centric collaboration for document sharing and supporting project teams  Workflow for supporting business processes and routing content, assigning work tasks and states, and creating audit trails  Integrated document archive and retrieval systems for documents and reports  Digital asset management for storing and managing rich media content  E‐mail archiving and e‐mail management for retaining electronic communications in support of compliance Use the opportunity of upgrading the EDMS to improve Authority‐wide document management standards and practices, including electronic document reviews, routing, sign‐offs, and archiving. Improve the ease of access to Authority records, documents, drawings, and forms via web applications on the Authority’s intranet. Implement two‐way links of GIS and EDMS to (a) provide viewing of relevant geospatial data from documents in the EDMS library; and (b) provide GIS‐enabled access to documents and records, including:  Rights‐of‐way and easement records  Manufacturer’s equipment cut sheets and O & M manuals  Construction project records  Engineering drawings E FY2015 E‐CAMP Report 2014‐05May 206 May 13, 2014 Justification Organizational/Business Value – Provides the capabilities needed for improving the EDMS in conjunction with overall business performance improvement initiatives within EWA; delivers the improvements requested by managers for better electronic document management and ease of accessing critical records; application is required to run EWA’s business effectively. Solution Value – ensures the ongoing upgrade path for the Laserfiche EDMS; facilitates rapid access to a variety of documents throughout the Authority; streamlines critical Authority work practices that are currently paper‐based; enables automation of workflows associated with forms; protects and preserve critical Authority records. Project Delivery This Task is to be led by General Services (Information Systems); governance should include groups throughout the EWA. E FY2015 E‐CAMP Report 2014‐05May 207 May 13, 2014 5.6.2.7 Information Technology Infrastructure Project Pre‐Requisites, Dependencies and Constraints: BT_ITI01 – Mobile Computing Deployments  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. BT_ITI02 – Telecommunications Upgrades  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. BT_ITI03 – Business Continuity Readiness  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. BT_ITI04 – Cyber‐Security Assessments / Improvements / Updates  Prerequisites: The IT Governance Task (within the Technology and Data Governance Project) will provide the project implementation standards and help in establishing desired management improvement targets.  Dependencies: None. E FY2015 E‐CAMP Report 2014‐05May 208 May 13, 2014 P‐6.2.701 Mobile Computing Deployments (BT_ITI01) (annual x3) Background This Task implements mobile computing devices and technologies for supporting the Authority’s workforce that is either walking the plant or driving out to remote facilities. Mobile technologies provide the means of distributing business applications and data to personnel that need to work outside of an office, thereby enabling improved productivity and better data capture. This Task also establishes mobile computing standards, which enables a lower total cost of ownership (support and maintenance) for mobile computers and mobile computing connectivity. The Task provides a standardized technical foundation for integrating data and applications for delivery to personnel working remotely throughout the plant or out at remote facilities. Some of the more commonly utilized mobile technologies include hand‐held devices, laptops, and tablet computers – all connected to the Internet via secure wireless connections. All of these are being implemented within modern wastewater utilities to drive business process and information management performance improvements. Description Implementation Evaluate, select, and implement the mobile technologies that address the Authority’s business needs. Integration Link the mobile computing devices to Authority business applications as needed – including the electronic form system to make data collection easier. Justification Organizational/Business Value – More timely and effective data capture; faster and more knowledgeable decision making in the field; improved coordination of mobile workforce activities – improving productivity and internal personnel utilization; more effective capture and retention of knowledge; rapid access to information directly in the field by the Authority’s mobile workforce; improved data accuracy; improved data sharing. Project Delivery This project will be led by IT and governed by General Services (Information Systems). E FY2015 E‐CAMP Report 2014‐05May 209 May 13, 2014 P‐6.2.702 Cyber‐Security Assess/Improve/Updates (BT_ITI04) (annual x4) Background EWA needs to continue to remain vigilant with regard to cyber‐security. A key principle is the periodic updates to cyber‐security assessments, which confirm that internal technologies and practices remain sufficiently effective to protect Authority information and system assets. Using the cyber‐
security assessment findings, EWA then needs to implement the required cyber‐security improvements. This Task implements those improvements; the Task that follows delivers the cyber‐
security assessments. Description Complete the cyber‐security improvements identified by cyber‐security assessments. Justification Organizational/Business Value – Enables the Authority to maintain solid cyber‐security technologies and practices. Organizational/Business Value – Allows the Authority’s IT Team to assess the updated status of its cyber‐security and consider improvements to its existing cyber‐security tools and practices; provides an accurate view of the level of preparedness of the Authority’s information and control systems and identifies the steps required to manage and/or mitigate cyber‐security risks; identifies improvements to cyber‐security that need to be in place to protect information, systems, and technologies. Project Delivery IT needs to lead this project; governance should be by the entire EWA management team. E FY2015 E‐CAMP Report 2014‐05May 210 May 13, 2014 P‐6.2.703 Business Continuity Readiness (BT_ITI03) Background This Task completes the development of a business continuity plan for EWA, including the identification of a set of actions to ensure organizational readiness for disaster recovery and returning the business to normal operations. It is expected that this Task will dovetail with an operations continuity plan for EWA (defined in the Operations Technology Projects of this Technology Master Plan). The objectives of a good business continuity plan include:  Guaranteeing the safety and well‐being of EWA employees, customers, and business partners;  Coordinating the activities of recovery personnel, thereby avoiding confusion and duplication of effort;  Recovering critical business functions rapidly and with minimal operations impact;  Limiting any disaster‐related damages;  Mitigating any financial losses or legal liabilities; and  Minimizing the direct and indirect costs or losses associated with recovery operations. Description Implementation  Develop a EWA‐wide plan for business continuity and disaster recovery, including a documented set of procedures which specify actions, roles and responsibilities, lines of communication, and required technologies.  Develop disaster scenarios for training and practicing the business continuity and disaster recovery procedures.  Establish a schedule for testing and validating the business continuity and disaster recovery procedures.  Complete evaluation and selection of the technical capabilities required for disaster recovery.  Formulate action plan for implementing the technical capabilities required for disaster recovery – including back‐up data center, back‐up work center, and back‐up telecommunications. Justification Organizational/Business Value – Delivers the action plan for getting EWA ready for disaster recovery and return to normal levels of business operations. Project Delivery IT should lead this, with governance by the entire EWA management team. E FY2015 E‐CAMP Report 2014‐05May 211 May 13, 2014 P‐6.2.704 Telecommunications Upgrades (BT_ITI02) Background This Task replaces EWA’s telephone equipment; the existing technology is obsolete and no longer supported. Description Implementation Develop functional and technical specifications for new telecommunications equipment and software; Evaluate alternative telecommunications solution options; select telecommunications solution that best addresses the business needs with solid long‐term viability. Justification Organizational/Business Value – Sustains effective telecommunications services for the Authority. Project Delivery IT Group leads; governance by General Services. E FY2015 E‐CAMP Report 2014‐05May 212 May 13, 2014 SECTION 6: PROJECT PRIORITY RANKING Proposed E‐CAMP projects are first screened based on Safety, Assessed Condition or Regulatory Compliance. Projects required to maintain a safe working environment, to prevent eminent equipment failure in the next two years, and to maintain regulatory compliance are designated “Top Priority” (TP). Certain major assets, such as engine generators, undergo regularly scheduled contracted major maintenance to preserve asset functionality. These projects are designated “Preventative Maintenance” (PM). TP and PM projects are recommended for near‐term funding. Remaining projects are prioritized as described in this section. The project prioritization process utilizes the established evaluation categories and assigns a weighted value between 1 and 6 with 1 being the lowest importance and 6 being the highest importance. Each project is rated utilizing the seven evaluation categories with priority value assignment ranging from 0 to 3 with 1 representing low relevance, 2 representing medium relevance and 3 representing high relevance. If a specific evaluation category bears no relevance to the project, the project is assigned a rating of 0. The resulting priority score for each project is determined as the product of the category weight value and the priority value assigned. The composite score for each project is the sum of its priority scores in each evaluation category. Recommendation of project implementation is based on each project’s composite score. The priority project rating can vary from year to year based on specific circumstances at the EWPCF in that particular year. Figure 6‐1 presents the Priority Ranking System used, and Table 6‐1 provides the scoring of the FY 2015 potential projects. Figure 6‐1: Priority Project Ranking System CATEGORY WEIGHT EVALUATION CATEGORY (1 = Lowest Priority) Safety Top Priority
Assessed Asset Service Life Top Priority reached within 2 years
Regulatory Compliance
Top Priority
Consequence of Failure
6
Odor Control
5
Energy Efficiency
4
Cost Efficiency
3
Assessed Asset Service Life
2
Organizational Efficiency
1
E FY2015 E‐CAMP Report 2014‐05May 213 May 13, 2014 This page intentionally left blank
E FY2015 E‐CAMP Report 2014‐05May 214 May 13, 2014 1
P - 1.1.001 Infl Junction Structure Rehab (contingency)
2014
cont.
55
P - 3.2.001 Biofuel Receiving Facilities (Addl budget)
2014
cont.
22
49
50
77
81
121
160
6
9
35
164
P - 1.2.010
P - 2.1.005
P - 2.1.006
P - 3.3.009
P - 3.3.013
P - 5.1.008
P - 5.3.006
P - 1.1.006
P - 1.1.009
P - 1.3.012
P - 5.3.010
PSB Scum Pipeline
Ocean Outfall Bathymetric Survey - External
Ocean Outfall - Integrity Assessment per SLC Lease (5 yrs)
Dryer Lab Enclosure
2015
2015
2015+
2015
2015
2015
2015
2016
2016
2016
2016
TP
TP
TP
TP
TP
TP
TP
TP
TP
TP
TP
46
P - 2.1.002 Ocean Outfall Maintenance and Inspection - External (2 yrs)
2016+
TP
30
P - 1.3.007 SCs 5 and 6 Mech Rehab
2017
TP
68
18
28
63
118
P - 3.2.014
P - 1.2.006
P - 1.3.005
P - 3.2.009
P - 5.1.005
2015
2017
2016
2016
2018
58
P - 3.2.004 Biosolids Screening Facility
2016
Digester 4, 5 and 6 Covers - Interior Coating, Struct Reinf
E Mstr Proj List Tbl6‐1 AppB TOCAppD 2014‐03Mar Table 6‐1
RMC Water and Environment
Table 6‐1 Page 1 of 8 1 Org Eff
Capital Project
4 Engy Eff
3 Cost Eff
2 A Use Life
Project
No.
5 Odor Cntrl
Ref
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
6 cnsq fail
ENCINA WASTEWATER AUTHORITY
Table 6‐1, FY 2015 ACTIVE PROJECTS SORTED BY PRIORITY
6 5 4 3 2 1
3 1 0 2 3 2
yes
0 0 2 2 0
0
3
1
3
2
0
0
0
0
0
0
0
0
2
3
0
2
1
2
3
2
3
1
2
2
0
3
3
3
3
3
-
-
-
-
-
-
-
-
-
-
-
-
58
43
40
39
39
3
3
2
3
2
2
2
0
1
3
3
0
3
1
0
3
2
3
1
1
3
3
2
3
3
3
3
3
3
3
38
3 0 1 3 2
3
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
Last Updated 5/13/2014
1 Org Eff
95
P - 4.1.003 Cogen Engine Catalyst
2018
38
0 2 3 3 2
3
107
P - 4.1.015 Gas Conditioning Facilities
2018
38
0 2 3 3 2
3
141
P - 5.2.017 Service Air and Instrument Air Piping Repairs
2019
37
3 0 1 2 3
3
39
P - 1.3.016 AB Efficiency Optimization
2017
35
2 0 2 2 3
3
123
P - 5.1.010 ORF I, ORF II, and ORF III Process Improvements
2018
33
2 2 1 1 1
2
52
P - 3.1.002 Sludge Process Improvements (DAFT or Alt Tech, Efficiency)
2019
32
1 1 2 2 2
3
130
P - 5.2.006 Plant Water Functional Improvements
2018
29
2 0 1 2 2
3
145
67
5
P - 5.2.021 Climate Control at MCCs
P - 3.2.013 Digester Mixing System Replacement
P - 1.1.005 Grit and Screenings Handling Facility Rehab
≥2020
2017
2019
29
28
27
2 0 1 2 2
2 0 1 2 2
1 2 0 2 1
3
2
3
43
P - 1.4.004 EPS Pipe Lining and Abandoned Pipe Coating Repair
≥2020
27
2 0 0 2 3
3
155
P - 5.3.001 Ops Bldg Locker Replacement
2018
26
1 1 1 2 1
3
87
P - 3.3.019 Centrifuge Drive Replacement
≥2020
25
2 0 0 2 2
3
8
135
P - 1.1.008 GRS Rehab
P - 5.2.011 1W System Rehab
≥2020
≥2020
24
24
1 1 1 1 2
3 0 0 0 2
2
2
156
P - 5.3.002 Ops Bldg Air Intake Relocation
≥2020
23
1 2 0 0 2
3
53
P - 3.1.003 TWAS Pipeline Replacement
≥2020
22
1 0 2 1 1
3
65
P - 3.2.011 Second Waste Gas Flare
≥2020
22
1 1 1 1 1
2
117
P - 5.1.004 Odor Monitoring Facilities
≥2020
22
1 2 0 1 1
1
26
P - 1.3.003 AB Selector Implementation and Cover Replacement
≥2020
21
1 0 2 1 1
2
37
66
P - 1.3.014 SCs 1 - 8 Infl and Effl Gate Rehab/Replacement
P - 3.2.012 Digester 4 - Dewatering
≥2020
≥2020
21
21
2 0 0 1 2
1 0 1 2 1
2
3
Ref
Project
No.
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
Table 6‐1 Page 2 of 8 6 cnsq fail
4 Engy Eff
3 Cost Eff
2 A Use Life
5 Odor Cntrl
1 Org Eff
90
140
P - 3.3.022 Loadout Facility Secondary Control
P - 5.2.016 2W System Upgrades
≥2020
≥2020
21
21
1 0 1 2 1
2 0 0 1 2
3
2
33
P - 1.3.010 WAS Pipeline Replacement
≥2020
20
2 0 0 1 2
1
143
21
27
92
129
151
36
P - 5.2.019
P - 1.2.009
P - 1.3.004
P - 3.3.024
P - 5.2.005
P - 5.2.027
P - 1.3.013
≥2020
2020+
≥2020
≥2020
≥2020
≥2020
≥2020
20
19
19
19
19
19
18
0
1
1
1
1
1
2
2
2
2
0
2
2
1
3
2
2
3
3
2
1
112
P - 4.1.020 Energy Independence Upgrades
tbd
18
0 0 2 2 1
2
14
P - 1.2.002 Primary Sludge Pumping Upgrades
≥2020
17
1 0 1 1 1
2
48
P - 2.1.004 Ocean Outfall Ballast Restoration
≥2020
17
2 0 0 1 1
0
38
44
61
62
100
120
136
138
158
P - 1.3.015
P - 1.4.005
P - 3.2.007
P - 3.2.008
P - 4.1.008
P - 5.1.007
P - 5.2.012
P - 5.2.014
P - 5.3.004
≥2020
≥2020
≥2020
≥2020
≥2020
≥2020
≥2020
≥2020
≥2020
16
16
16
16
16
16
16
16
16
1
1
0
1
0
1
2
1
1
2
0
2
3
2
0
2
3
2
Ref
Project
No.
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
Plant Beautification
PSB Struct and Mech Rehab (PSB Ph 2)
AB Mech Rehab and RAS Pump Addition
Centrifuge Remote Control Addition
3WHP Strainer Replacement (See P-5.2.006)
Plant-Wide Seal Coating
SC Concrete Cracking Prevention
AB Flow Eq Feed and Return Pipeline Rehab
PD Blower Addition, Aeration/Agitation
Digesters 1 and 3 Retrofit for Sludge/Gas storage
Waste Gas Flare Operation Mods
Cogen Engine 5
Drying Bldg Odor Control Improvements
Site Security Facilities
Perimeter Fence Replacement
Ops Bldg Chiller Replacement
Table 6‐1 Page 3 of 8 6 cnsq fail
4 Engy Eff
3 Cost Eff
2 A Use Life
5 Odor Cntrl
2
0
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
1
1
1
0
1
0
0
0
2
1
2
0
0
0
0
1
1
1
2
2
1
1
2
2
2
1
2
0
0
1
2
1
2
0
0
0
0
1
2
1
6 cnsq fail
5 Odor Cntrl
4 Engy Eff
3 Cost Eff
2 A Use Life
1 Org Eff
≥2020
≥2020
≥2020
tbd
≥2020
≥2020
≥2020
≥2020
≥2020
≥2020
15
15
15
15
14
14
14
14
14
13
0
0
0
0
1
1
1
2
1
1
2
1
0
0
0
0
0
0
1
0
0
1
1
1
0
0
0
0
0
0
0
0
1
1
1
1
1
1
1
1
2
3
3
3
3
3
3
0
1
2
P - 1.2.011 PE Meter Replacement
≥2020
12
1 0 0 1 1
1
41
60
110
P - 1.4.002 EPS MCC and Conductors Replacement
P - 3.2.006 Cell Lysis Facilities
P - 4.1.018 Lighting and Controls Improvements
≥2020
≥2020
≥2020
12
12
12
1 0 1 0 1
0 0 1 2 0
0 0 1 1 1
0
2
3
40
P - 1.4.001 EPS Rehab
≥2020
11
1 0 0 1 1
0
150
P - 5.2.026 Plant Waste Stream Rerouting
≥2020
11
0 0 1 1 1
2
111
P - 4.1.019 Chilled Water and Hot Water Systems
≥2020
10
0 0 1 1 1
1
152
85
165
15
57
P - 5.2.028
P - 3.3.017
P - 5.3.011
P - 1.2.003
P - 3.2.003
≥2020
≥2020
≥2020
≥2020
≥2020
10
9
9
8
8
1
0
0
1
1
1
2
3
0
0
Ref
Project
No.
12
104
106
113
11
54
74
76
114
51
P - 1.1.012
P - 4.1.012
P - 4.1.014
P - 4.1.021
P - 1.1.011
P - 3.1.004
P - 3.3.006
P - 3.3.008
P - 5.1.001
P - 3.1.001
23
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
Off-Site Fermentation and Odor Control
Heat Loop Bypass Installation
Retrofit HVAC Fans and Air Handlers with VFDs
Cogen NG Line Meter
Influent Real-Time Monitoring
DAF Polymer System Replacement
Dryer Addition and Centrifuges Replacement
Dryer Major Maint
ORF I System Rehabilitation
DAFTs 1 - 3 Scum Collector Replacement
Flooding Mitigation
DW Polymer Storage Tank Replacement
Pure Green Storage Facility
PE Second Pipeline
Digesters 5 and 6 Pump/Piping Foundation Stabilization
Table 6‐1 Page 4 of 8 0
0
0
0
0
0
1
0
0
0
1
1
2
2
1
1
1
0
0
1
1
1
2
0
0
0
0
0
1
1
6 cnsq fail
5 Odor Cntrl
4 Engy Eff
3 Cost Eff
2 A Use Life
1 Org Eff
≥2020
≥2020
≥2020
≥2020
8
8
8
8
1
1
0
0
0
0
0
0
0
0
1
1
1
1
0
0
0
0
1
1
P - 1.2.004 PE Emergency Discharge Pipeline Rehab
≥2020
6
1 0 0 0 0
0
153
154
168
42
69
P - 5.2.029
P - 5.2.030
P - 5.4.004
P - 1.4.003
P - 3.3.001
≥2020
≥2020
≥2020
≥2020
≥2020
6
6
5
4
4
0
0
0
0
0
0
0
0
0
2
3
3
2
1
0
72
P - 3.3.004 Pellet Bagging Facilities
≥2020
4
0 0 0 1 0
1
103
157
31
102
131
139
P - 4.1.011
P - 5.3.003
P - 1.3.008
P - 4.1.010
P - 5.2.007
P - 5.2.015
≥2020
≥2020
≥2020
≥2020
≥2020
≥2020
4
3
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
1
1
1
1
97
P - 4.1.005 Cogen Engine Top-End Overhaul (2016, 2017, 2 eng/yr)
2016+
PM
-
-
-
-
-
-
98
P - 4.1.006 Cogen Engine In-Frame Overhaul (2015, 2020 2 eng/yr)
2015
PM
-
-
-
-
-
-
99
P - 4.1.007 Cogen Engine Full Overhaul (2018, 2019, 2 eng/yr)
2018+
PM
-
-
-
-
-
-
115
P - 5.1.002 ORF I Carbon Replacement (annually)
2015+
PM
-
-
-
-
-
-
116
P - 5.1.003 ORF III Carbon Replacement
≥2020
PM
-
-
-
-
-
-
Ref
Project
No.
59
75
89
108
P - 3.2.005
P - 3.3.007
P - 3.3.021
P - 4.1.016
16
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
Digesters 5 and 6 Mixing Pumps Replacement
Centrifuges Major Maint
Pyrolysis Facilities
Blower Replacement with High Efficiency Type
3WL - Flow Control Valves on ORFs I & II Spray Water Lines
3WHP - Install Solenoid Valves and Local Controllers
Vallecitos Sample Vault Installation
SE Gate Motor Operator Installation
MCC and Conductors Replacement - DW and Power Bldg
ORC Generator
Construction Office Upgrade
SC 7 - Conversion from EQ to Clarifier
Cogen Engine 6
3WL Pump No. 3 Installation (See P-5.2.006)
Northwest Storm Water Drain Sump to South DAF Pit Rehab
Table 6‐1 Page 5 of 8 0
0
0
0
0
0
0
0
0
0
0
0
1
1
1
1
1
1
0
P - 5.1.011
P - 6.1.101
P - 6.1.201
P - 6.1.501
191
P - 6.1.502 SCADA Software Standards (OT_AM02)
1 Org Eff
124
169
172
190
4 Engy Eff
3 Cost Eff
2 A Use Life
Project
No.
NA (1)
PM
TMP
TMP
TMP
0 2 0 0 0
- - - - - - - - - - - - -
2
-
NA (1)
TMP
-
-
-
-
-
-
(1)
TMP
-
-
-
-
-
-
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
MH No. 4 Odor Control
Process Control Narrative and Automation Study (OT_SS01)
SCADA Network and Computer Room Upgrades (OT_ES01)
≥2020
(1)
NA
2017
6 cnsq fail
Ref
5 Odor Cntrl
192
P - 6.1.503 HMI and PLC Procurement Agreements (OT_AM05)
NA
193
194
P - 6.1.504 Alarm Remediation (Biannial) (OT_AM10)
P - 6.1.505 SCADA Cyber Security VA (Biannial) (OT_AM12)
NA (1)
NA (1)
TMP
TMP
-
-
-
-
-
-
203
P - 6.2.101 IT Governance Policies (BT_TDG01)
TMP
-
-
-
-
-
-
214
P - 6.2.301 LIMS Enhancements (BT_RC01) (annual x5)
NA (1)
2015+
TMP
-
-
-
-
-
-
217
P - 6.2.401 CMMS Enhancements (BT_AM01) (annual)
NA (1)
TMP
-
-
-
-
-
-
173
P - 6.1.202 SCADA Pilot Project (OT_ES02)
2016
TMP
-
-
-
-
-
-
174
P - 6.1.203 SCADA Upgrade Plant and Remote Fac (OT_ES03)
2017
TMP
-
-
-
-
-
-
(1)
205
P - 6.2.103 Data Management Standards (BT_TDG03)
215
P - 6.2.302 WIMS Enhancements (BT_RC02) (annual x5)
177
NA
2016+
TMP
-
-
-
-
-
-
TMP
-
-
-
-
-
-
P - 6.1.301 Implement ODMS Layer 1 (SCADA Historian) (OT_ID01)
2017
TMP
-
-
-
-
-
-
184
P - 6.1.401 Electronic Operator Logbook and Pass-Down (OT_OI03)
2017
TMP
-
-
-
-
-
-
207
P - 6.2.202 Management Reporting Enhancements (BT_BME08)(5yrs)
2017
TMP
-
-
-
-
-
-
(1)
TMP
-
-
-
-
-
-
P - 9.6.121 SCADA Upgrade for CWRF Facility (OT_ES05) (R-CAMP)
P - 6.1.204 Co-Gen Facility and Biosoilds SCADA Integration (OT_ES04)
NA
2018
2019
TMP
TMP
-
-
-
-
-
-
P - 6.1.302 SCADA Integration with WIMS and Dashboards (OT_ID03)
2019
TMP
-
-
-
-
-
-
228
P - 6.2.703 Business Continuity Readiness (BT_ITI03)
176
175
178
Table 6‐1 Page 6 of 8 Last Updated 5/13/2014
5 Odor Cntrl
4 Engy Eff
3 Cost Eff
2 A Use Life
TMP
-
-
-
-
-
-
P - 6.2.601 Public Website Enhancements (BT_DM02)
NA (1)
2021
TMP
-
-
-
-
-
-
227
P - 6.2.702 Cyber-Security Assess/Improve/Updates (BT_ITI04) (annual x4)
2021
TMP
-
-
-
-
-
-
226
P - 6.2.701 Mobile Computing Deployments (BT_ITI01) (annual x3)
2022
TMP
-
-
-
-
-
-
185
P - 6.1.402 Optimization Implementation (OT_OI01)
≥2020
TMP
-
-
-
-
-
-
222
P - 6.2.501 Capital Program Management (BT_CPM01)
≥2020
TMP
-
-
-
-
-
-
179
P - 6.1.303 ODMS Management and Data Validation (OT_ID02)
≥2020
TMP
-
-
-
-
-
-
180
P - 6.1.304 Automated Data Validation (OT_ID04)
≥2020
TMP
-
-
-
-
-
-
181
P - 6.1.305 Tablet Access to Electronic Documentation (OT_ID05)
≥2020
TMP
-
-
-
-
-
-
182
P - 6.1.306 Inventory, Collate and Load Documentation (OT_ID06)
≥2020
TMP
-
-
-
-
-
-
183
P - 6.1.307 EWA Staff Wiki (OT_ID07)
≥2020
TMP
-
-
-
-
-
-
186
P - 6.1.403 O&M Performance Management (OT_OI02)
≥2020
TMP
-
-
-
-
-
-
187
P - 6.1.404 Automated Workflow Management (OT_OI04)
≥2020
TMP
-
-
-
-
-
-
188
P - 6.1.405 Electronic O&M/Context Sensitive Help (OT_OI05)
≥2020
TMP
-
-
-
-
-
-
189
P - 6.1.406 Equipment Condition Based Monitoring (OT_OI06)
≥2020
TMP
-
-
-
-
-
-
216
P - 6.2.303 Regulatory SOP Enhancements (BT_RC03)
≥2020
TMP
-
-
-
-
-
-
218
P - 6.2.402 Maintenance SOPs (BT_AM02)
≥2020
TMP
-
-
-
-
-
-
219
P - 6.2.403 GIS Implementation & Integration (BT_AM03)
≥2020
TMP
-
-
-
-
-
-
220
P - 6.2.404 Capital Asset Planning (BT_AM04)
≥2020
TMP
-
-
-
-
-
-
221
P - 6.2.405 Mobile Electronic Forms (BT_AM05)
≥2020
TMP
-
-
-
-
-
-
224
P - 6.2.602 Collaboration/Content Portal (BT_DM01)
≥2020
TMP
-
-
-
-
-
-
Ref
Project
No.
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
204
P - 6.2.102 Technology Master Plan Updates (BT_TDG02) (every 5 yrs)
223
Table 6‐1 Page 7 of 8 1 Org Eff
6 cnsq fail
5 Odor Cntrl
4 Engy Eff
3 Cost Eff
2 A Use Life
225
229
P - 6.2.603 EDMS Update & Enhancements (BT_DM03)
P - 6.2.704 Telecommunications Upgrades (BT_ITI02)
≥2020
≥2020
TMP
TMP
-
-
-
-
-
-
195
P - 6.1.506 SCADA Project Development Methodologies (OT_AM03)
≥2020
TMP
-
-
-
-
-
-
196
P - 6.1.507 Standard Division 17 Specifications (OT_AM04)
≥2020
TMP
-
-
-
-
-
-
197
P - 6.1.508 SCADA Governance (OT_AM06)
≥2020
TMP
-
-
-
-
-
-
198
199
200
201
202
P - 6.1.509
P - 6.1.510
P - 6.1.511
P - 6.1.512
P - 6.1.513
≥2020
≥2020
≥2020
≥2020
≥2020
TMP
TMP
TMP
TMP
TMP
-
-
-
-
-
-
170
P - 6.1.102 Optimization Feasibility Study (OT_SS02)
NA (1)
TMP
-
-
-
-
-
-
(1)
TMP
-
-
-
-
-
-
TMP
-
-
-
-
-
-
Ref
Project
No.
Sfty AUL Reg
FY
Prel.
Planned
TP
TP
TP
Total
Constr
Yes/ Yes/ Yes/
Score
Start
No
No
No
Capital Project
Organization and Support Plan (OT_AM07)
SCADA Disaster Recovery/Business Continuity (OT_AM08)
SCADA Software Change Management (OT_AM09)
SCADA Lifecycle Management (OT_AM11)
Critical Instrument Calibration Procedure (OT_AM13)
1 Org Eff
6 cnsq fail
172
P - 6.1.103 SCADA Knowledge Management Plan (OT_SS03)
206
P - 6.2.201 HR Implementation (BT_BME03)
NA
PAR
208
P - 6.2.203 Financial Enhancements (BT_BME01)
PAR
TMP
-
-
-
-
-
-
209
P - 6.2.204 Payroll Enhancements (BT_BME02)
≥2020
PAR
-
-
-
-
-
-
210
211
212
213
P - 6.2.205
P - 6.2.206
P - 6.2.207
P - 6.2.208
≥2020
≥2020
≥2020
≥2020
PAR
PAR
PAR
PAR
-
-
-
-
-
-
Project Accounting Enhancements (BT_BME04)
Procurement Enhancements (BT_BME05)
Inventory Enhancements (BT_BME06)
Fixed Assets Enhancements (BT_BME07)
(1) NA = Not applicable
(2) SNR = No study required.
(3) CANR = Condition Assessment Not Required
(4) TBD = to be determined
Table 6‐1 Page 8 of 8 Last Updated 5/13/2014
SECTION 7: RECOMMENDED PROJECT IMPLEMENTATION SCHEDULE & COST SUMMARY The Recommended Project Implementation Schedule and Cost Summary for FY 2015 through FY 2019 is presented on the following pages. This schedule is based on project priority ranking. These tables present each phase of projects scheduled for funding, as well as condition assessments, special studies, and engineering services. E FY2015 E‐CAMP Report 2014‐05May 215 May 13, 2014 This page intentionally left blank E FY2015 E‐CAMP Report 2014‐05May 216 May 13, 2014 2015
Table 7‐1: FY 2015 EWA Capital Improvement Program
FY 2015 E‐CAMP Multi‐Year Projects
Studies
Condition and Services
Design
Assessments
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Construction Engineering
Proposed Budget
Construction Construction Management
Proposed Budget
Total
Total
by Project Element
Project Budget
Liquid Process Improvements (1.X)
$ 720,000
P ‐ 1.1.001
D ‐ 1.1.006
S ‐ 1.2.006
Infl Junction Structure Rehab (contingency)
PSB Phase I and PE Pipeline Rehab (Phase 1)
$ ‐
$ ‐
$ ‐
$ ‐
$ 25,000
$ 75,000
$ ‐
$ 75,000
$ ‐
$ 225,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 225,000
$ 100,000
$ 75,000
P ‐ 1.2.010
S ‐ 1.3.016
PSB Scum Pipeline
$ ‐
$ ‐
$ ‐
$ 75,000
$ 50,000
$ ‐
$ 170,000
$ ‐
$ 10,000
$ ‐
$ 15,000
$ ‐
$ 245,000
$ 75,000
Outfall (2.X)
P ‐ 2.1.005
P ‐ 2.1.006
$ 255,000
Ocean Outfall Bathymetric Survey ‐ External
Ocean Outfall ‐ Integrity Assessment per SLC Lease
$ ‐
$ ‐
$ ‐ $ ‐ $ ‐ $ 25,000 $ 81,000
$ 104,000
$ 5,000
$ 30,000
$ 10,000
$ ‐
$ 96,000
$ 159,000
Solids Process Improvements (3.X)
P ‐ 3.2.001
P ‐ 3.2.014
P ‐ 3.3.009
P ‐ 3.3.013
Biofuel Receiving Facilities
Digester Gas Pipeline Replacement (Year 1 of 2)
Drying Safety Upgrades (Phases 2 and 3; Year 1 of 2)
RTO Process Upgrades (Year 1 of 2)
$ 2,208,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 50,000
$ 120,000
$ 95,000
$ 300,000
$ 500,000
$ 554,000
$ 411,000
$ ‐
$ 25,000
$ 29,000
$ 18,000
$ ‐
$ 25,000
$ 50,000
$ 31,000
$ 300,000
$ 600,000
$ 753,000
$ 555,000
Energy Management (4.X)
P ‐ 4.1.006
Cogeneration Engine In‐Frame Overhaul (Year 2 of 2)
$ 440,000
$ ‐
$ ‐
$ ‐
$ 440,000
$ ‐
$ ‐
$ 440,000
General Improvements (5.X)
P ‐ 5.1.002
P ‐ 5.1.008
P ‐ 5.3.006
ORF I Carbon Replacement (annually)
ORF III Chem Feed System Improvements Secondary Scum Pit Roof Removal
$ 919,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 100,000
$ 541,000
$ 175,000
$ 10,000
$ 20,000
$ 10,000
$ ‐
$ 43,000
$ 20,000
$ 110,000
$ 604,000
$ 205,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 610,000
$ ‐
$ 200,000
$ 112,000
$ 68,000
$ ‐
$ ‐
$ 670,000
$ ‐
$ ‐
$ ‐
$ 138,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 610,000
Technology Master Plan Projects (6.X)
S ‐ 6.1.101
D ‐ 6.1.201
S ‐ 6.1.501
S ‐ 6.1.502
S ‐ 6.2.101
P ‐ 6.2.301
Process Control Narrative/Automation Study (OT_SS01)
$ 1,798,000
$ 670,000
$ 200,000
$ 112,000
$ 68,000
$ 138,000
Professional Services (not associated with specific projects) (8.X)
CA ‐ 8.1.004
CA ‐ 8.1.005
S ‐ 8.2.013
ES ‐ 8.3.001
ES ‐ 8.4.001
ES ‐ 8.4.002
ES ‐ 8.4.007
ES ‐ 8.4.009
OS ‐ 8.5.001
OS ‐ 8.5.003
OS ‐ 8.5.004
FY 2015 Asset Condition Assessments ‐ EWPCF
Underground Structures ‐ Part 1 (elect MHs)
Process Master Plan (Solids, Air, Title V, CEPT, Efficiency)
E‐CAMP Update (Annual)
Extension of Staff Engineering Services (Annual)
Research and Development Services
Electronic Ops Manual / Document Mgmt ‐ Phase 3
Pyrolosis Pilot Study Support
Legal and Misc Services
Printing, Shipping, and Advertising
Capital Improvement Management Assessment
$ 749,000
$ 65,000
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 100,000
$ 60,000
$ 130,000
$ ‐
$ 120,000
$ 50,000
$ 20,000
$ 4,000
$ 100,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 65,000
$ 50,000
$ 100,000
$ 60,000
$ 130,000
$ 50,000
$ 120,000
$ 50,000
$ 20,000
$ 4,000
$ 100,000
$ 60,000
Remote Facility Major Plant Rehabilitation: General Improvements (refer to the R‐CAMP) (9.X)
ES ‐ 9.8.001
ES ‐ 9.9.002
R‐CAMP Update (2015, 2017, etc)
FY 2015 Condition Assessments ‐ Remote Facilities
$ ‐
$ 15,000
$ 45,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 45,000
$ 15,000
Sub‐Totals FY 2015 Multi‐Year Projects
$ 130,000
$ 1,794,000
$ 1,273,000
$ 3,601,000
$ 157,000
$ 194,000
$ 7,149,000
E Section 7 Tables 1‐5‐rev8
$ 7,149,000
5/13/2014
2016
Condition Studies
Assessments
and Services
Design
Construction Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Construction Management
Proposed Budget
Total
by Project Element
P ‐ 1.1.006
P ‐ 1.1.009
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 25,000
$ 1,099,000
$ 233,000
$ 43,000
$ 10,000
$ 75,000
$ 10,000
$ 1,217,000
$ 278,000
P ‐ 1.3.005
P ‐ 1.3.007
P ‐ 1.3.012
S ‐ 1.3.016
Outfall (2.X)
AB Diffuser Membrane Replacement SCs 5 and 6 Mech Rehab
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 30,000
$ 122,000
$ 34,000
$ 100,000
$ 240,000
$ ‐
$ 496,000
$ ‐
$ ‐
$ ‐
$ 15,000
$ ‐
$ ‐
$ ‐
$ 30,000
$ ‐
$ 270,000
$ 122,000
$ 575,000
$ 100,000
P ‐ 2.1.002
Ocean Outfall Maint and Inspection ‐ External (Every 2 yrs)
$ 74,000
$ ‐
$ ‐
$ ‐
$ 74,000
$ ‐
$ ‐
$ 74,000
$ 2,234,000
S ‐ 3.1.002
P ‐ 3.2.009
D ‐ 3.2.013
P ‐ 3.3.009
P ‐ 3.3.013
Sludge Process Improvements (DAF or Alt Tech, Efficiency)
Digester 4, 5 and 6 Covers ‐ Interior Coating, Struct Reinf.
$ ‐
$ 75,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 960,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 75,000
$ 960,000
Drying Safety Upgrades (Phase 2 and 3 Year 2 of 2)
RTO Process Upgrades (Year 2 of 2)
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 106,000 $ ‐
$ ‐
$ ‐
$ 554,000
$ 411,000
$ ‐
$ 29,000
$ 18,000
$ ‐
$ 50,000
$ 31,000
$ 106,000
$ 633,000
$ 460,000
$ 293,000
P ‐ 4.1.005
S ‐ 4.1.020
Cogeneration Engine Top‐End Overhaul
Energy Independence Upgrades
$ ‐
$ 75,000
$ ‐
$ 218,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 218,000
$ 75,000
$ 547,000
P ‐ 5.1.002
S ‐ 5.1.010
D ‐ 5.2.006
P ‐ 5.3.010
Dryer Lab Enclosure
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 75,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 100,000
$ 50,000
$ 100,000
$ ‐
$ ‐
$ 172,000
$ 10,000
$ ‐
$ ‐
$ 10,000
$ ‐
$ ‐
$ ‐
$ 30,000
$ 110,000
$ 75,000
$ 100,000
$ 262,000
P ‐ 6.1.201
P ‐ 6.1.202
D ‐ 6.1.203
P ‐ 6.1.401
P ‐ 6.2.103
P ‐ 6.2.302
Total
Project Budget
$ 2,562,000
SCADA Upgrade Plants Remote Facilities (OT_ES03) (3 yrs)
$ 4,595,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 141,000
$ 1,407,000
$ ‐
$ ‐
$ ‐
$ 2,150,000
$ 532,000
$ ‐
$ 114,000
$ 78,000
$ 60,000
$ 80,000
$ 23,000
$ ‐
$ 10,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 2,230,000
$ 696,000
$ 1,407,000
$ 124,000
$ 78,000
$ 60,000
$ 1,174,000
CA ‐ 8.1.006
CA ‐ 8.1.008
CA ‐ 8.1.012
S ‐ 8.2.003
S ‐ 8.2.013
ES ‐ 8.3.004
Bridges
Building Condition Assessment
Biosolids Management Business Plan Update
Process Master Plan (Solids, Air, Title V, CEPT, Efficiency)
E‐CAMP Update
ES ‐ 8.4.001 Extension of Staff Engineering Services (Annual)
ES ‐ 8.4.002 Research and Development Services
ES ‐ 8.4.008 Electronic Operations Manual and Document Mgmt ‐ Phase 4
OS ‐ 8.5.001 Legal and Misc Services
OS ‐ 8.5.003 Printing, Shipping, and Advertising
Remote Facility Major Plant Rehabilitation: General Improvements (refer to the R‐CAMP)
CA ‐ 9.9.003 FY 2016 Condition Assessments ‐ Remote Facilities
$ 100,000
$ 10,000
$ 100,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 180,000
$ 400,000
$ 60,000
$ 130,000
$ ‐
$ 120,000
$ 20,000
$ 4,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 100,000
$ 10,000
$ 100,000
$ 180,000
$ 400,000
$ 60,000
$ 130,000
$ 50,000
$ 120,000
$ 20,000
$ 4,000
$ 10,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 10,000
$ 220,000
$ 1,139,000
$ 2,165,000
$ 7,491,000
$ 248,000
$ 226,000
$ 11,489,000
$ 10,000
$ 11,489,000
5/13/2014
2017
Studies
Condition and Services
Design
Construction Assessments
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Total
by Project Element
D ‐ 1.2.006
P ‐ 1.3.007
P ‐ 1.3.016
Total
Project Budget
$ 3,463,000
$ ‐
$ ‐
$ ‐ $ ‐ $ 250,000
$ ‐
$ ‐
$ 1,833,000
$ ‐
$ 69,000
$ ‐
$ 119,000
$ 250,000
$ 2,021,000
$ ‐
$ ‐ $ ‐
$ 1,092,000
$ 50,000
$ 50,000
$ 1,192,000
Outfall (2.X)
$ ‐
$ 1,841,000
P ‐ 3.2.013
$ ‐
$ ‐ $ ‐ $ 1,712,000
$ 60,000
$ 69,000
$ 1,841,000
D ‐ 4.1.003
P ‐ 4.1.005
D ‐ 4.1.015
P ‐ 4.1.020
$ 643,000
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐ $ ‐ $ ‐ $ ‐
$ 50,000
$ 50,000
$ ‐
$ 218,000
$ ‐
$ 250,000
$ ‐
$ ‐
$ ‐
$ 10,000
$ ‐
$ ‐
$ ‐
$ 15,000
$ 50,000
$ 218,000
$ 50,000
$ 325,000
P ‐ 5.1.002
D ‐ 5.1.010
$ 140,000
$ ‐
$ ‐ $ 30,000
$ 100,000
$ ‐
$ 10,000
$ ‐
$ ‐
$ ‐
$ 110,000
$ 30,000
P ‐ 6.1.203
P ‐ 6.1.301
P ‐ 6.2.202
P ‐ 6.2.302
D ‐ 6.2.703
SCADA Upgrade Plants Remote Facilities (OT_ES03) Implement ODMS Layer 1 (SCADA Historian) (OT_ID01)
$ 4,580,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
$ 100,000
$ 3,741,000
$ 467,000
$ 50,000
$ 60,000
$ ‐
$ 162,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 3,903,000
$ 467,000
$ 50,000
$ 60,000
$ 100,000
$ 344,000
CA ‐ 8.1.009
S ‐ 8.2.007
ES ‐ 8.3.001
ES ‐ 8.4.001
ES ‐ 8.4.002
OS ‐ 8.5.001
Offsite Wetlands Restoration
E‐CAMP Update
$ 50,000
$ 25,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 50,000
$ ‐ $ ‐ $ ‐ $ ‐ $ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 50,000
$ 25,000
$ 65,000
$ 130,000
$ 50,000
$ ‐
$ ‐
$ ‐
$ 65,000
$ 130,000
$ ‐
$ 20,000
$ ‐
$ ‐ $ ‐
$ ‐
$ 20,000
OS ‐ 8.5.003
$ ‐
$ 4,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 4,000
CA ‐ 9.9.004
ES ‐ 9.8.001
P ‐ 9.6.121
$ 342,000
$ ‐
$ 45,000
$ ‐ $ ‐
$ ‐
$ 282,000
$ ‐ $ ‐ $ ‐
$ ‐
$ ‐
$ ‐
$ 15,000
$ 45,000
$ 15,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 282,000
$ 90,000
$ 264,000
$ 862,000
$ 9,523,000
$ 361,000
$ 253,000
$ 11,353,000
$ 11,353,000
5/13/2014
2018
Condition Assessments
Proposed Budget
Studies
and Services
Design
Construction Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Total
by Project Element
D ‐ 1.1.005
P ‐ 1.2.006
$ ‐
$ ‐
$ ‐
$ ‐
$ 492,000 $ ‐
$ ‐
$ 2,928,000
$ ‐
$ 100,000
$ ‐
$ 100,000
$ 492,000
$ 3,128,000
$ 74,000
Ocean Outfall Maint and Inspection ‐ External (Every 2 yrs)
$ ‐
$ ‐
$ ‐
$ 74,000
$ ‐
$ ‐
$ 74,000
D ‐ 3.1.002
$ 276,000
$ ‐
$ ‐
$ 276,000
$ ‐
$ ‐
$ ‐
$ 276,000
P ‐ 4.1.003
P ‐ 4.1.007
P ‐ 4.1.015
Gas Conditioning Facilities (Year 1 of 2)
$ 4,381,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 175,000
$ 911,000
$ 3,105,000
$ 10,000
$ ‐
$ 75,000
$ 30,000
$ ‐
$ 75,000
$ 215,000
$ 911,000
$ 3,255,000
$ 1,696,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 115,000
$ 100,000
$ 635,000
$ 10,000
$ 24,000
$ ‐
$ 41,000
P ‐ 5.1.010
P ‐ 5.2.006
HW/GRT/PSB Odor Control Improvements
$ ‐
$ ‐
$ ‐
$ 135,000
$ 439,000
$ 10,000
$ 22,000
$ 30,000
$ 30,000
$ 110,000
$ 815,000
$ 175,000
$ 491,000
D ‐ 5.2.017
S ‐ 5.3.003
Service Air and Instrument Air Piping Rehab
$ ‐
$ ‐
$ ‐
$ 30,000
$ 75,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 75,000
$ 30,000
P ‐ 5.1.002
P ‐ 5.1.005
P ‐ 6.1.204
P ‐ 6.2.302
P ‐ 9.6.121
Co‐Gen Facility and Biosoilds SCADA Integration (OT_ES04)
$ 928,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 30,000
$ ‐
$ ‐
$ ‐
$ 65,000
$ 130,000
$ ‐
$ 20,000
$ 4,000
$ 71,000 $ ‐
$ ‐
$ ‐
$ 60,000
$ 797,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 71,000
$ 60,000
$ ‐
$ ‐
$ ‐
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 30,000
$ 65,000
$ 130,000
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 20,000
$ 4,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 30,000
$ 118,000
$ 10,000
$ 30,000
$ 158,000
$ 249,000
$ 1,079,000
$ 9,477,000
$ 261,000
$ 336,000
$ 11,462,000
$ 797,000
CA ‐ 8.1.010
ES ‐ 8.3.001
ES ‐ 8.4.001
ES ‐ 8.4.002
OS ‐ 8.5.001
OS ‐ 8.5.003
Project Budget
$ 3,620,000
Outfall (2.X)
P ‐ 2.1.002
Total
E‐CAMP Update
$ 299,000
$ ‐
$ ‐
CA ‐ 9.9.005
P ‐ 9.3.002
BVPS ‐ Rehab Orig Forcemain Section over Creek
$ 30,000
$ ‐
$ 60,000
$ 188,000
$ 11,462,000
5/13/2014
Condition Assessments
Studies
and Services
Design
Construction Construction Engineering
Total
Total
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
Proposed Budget
by Project Element
Project Budget
2019
P ‐ 1.1.005
Grit and Screenings Handling Facility Rehab (Year 1 of 2)
$ 3,937,000
$ ‐
$ ‐
$ ‐ $ 3,557,500
$ 138,500
$ 241,000
$ 3,937,000
Outfall (2.X)
$ ‐
$ 2,855,000
P ‐ 3.1.002
$ ‐
$ ‐
$ ‐
$ 2,500,000
$ 130,000
$ 225,000
$ 2,855,000
P ‐ 4.1.007
P ‐ 4.1.015
Gas Conditioning Facilities (Year 2 of 2)
$ 1,996,000
$ ‐
$ ‐
$ ‐
$ 911,000
$ 1,035,000
$ ‐
$ 25,000
$ ‐
$ 911,000
$ 25,000
$ 1,085,000
$ 568,000
P ‐ 5.1.002
$ ‐
$ ‐
P ‐ 5.2.017
Service Air and Instrument Air Piping Rehab
$ ‐
$ ‐
D ‐ 5.3.003
Construction Office Upgrade (Year 1 of 2)
$ ‐
$ ‐
$ ‐
$ 50,000
$ 100,000
$ 10,000
$ ‐
$ 110,000
$ 364,000
$ 14,000
$ 30,000
$ 408,000
$ ‐
$ ‐
$ ‐
$ 50,000
$ 1,270,000
P ‐ 6.1.204
Co‐Gen Facility and Biosoilds SCADA Integration (OT_ES04)
$ ‐
$ ‐
$ ‐ $ 671,000
$ 29,000
$ ‐
$ 700,000
P ‐ 6.1.302
S ‐ 6.2.102
Technology Master Plan Updates (BT_TDG02) (every 5 yrs)
$ ‐
$ ‐
$ ‐
$ 218,000
$ ‐ $ ‐ $ 279,000
$ ‐
$ 13,000
$ ‐
$ ‐
$ ‐
$ 292,000
$ 218,000
P ‐ 6.2.302
$ ‐
$ ‐
$ ‐
$ 60,000
$ ‐
$ ‐
$ 60,000
$ 304,000
CA ‐ 8.1.011
$ 30,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 30,000
ES ‐ 8.3.001
E‐CAMP Update
$ ‐
$ 70,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 70,000
ES ‐ 8.4.001
ES ‐ 8.4.002
$ ‐
$ 130,000
$ ‐
$ ‐
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 130,000
$ 50,000
OS ‐ 8.5.001
OS ‐ 8.5.003
$ ‐
$ ‐
$ 20,000
$ 4,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 20,000
$ 4,000
$ 75,000
ES ‐ 9.8.001
R‐CAMP Update (2015, 2017, etc)
$ ‐
$ 45,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 45,000
CA ‐ 9.9.006
$ 30,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 30,000
$ 60,000
$ 487,000
$ 100,000
$ 9,477,500
$ 359,500
$ 521,000
$ 11,005,000
$ 11,005,000
5/13/2014
This page intentionally left blank.
APPENDIX A HISTORICAL PROJECT LIST This page intentionally left blank FISCAL YEAR 2014 PROJECTS Projects selected for implementation during FY 2014 are listed below. These projects have been completed unless otherwise noted. 1.
P ‐ 1.1.001 IJS Rehab (2012 Major Plant Rehab) (Part 1, continued in FY 2015) 2.
P ‐ 1.1.002 HW Ag/Aer Piping and Diffusers Replacement (with P‐1.1.001) 3.
P ‐ 1.1.007 Vactor Receiving Station (with P‐1.1.001) 4.
P ‐ 1.1.010 Influent Pipelines Rehab (with P‐1.1.001) 5.
P ‐ 2.1.002 Ocean Outfall Maintenance and Inspection ‐ External – PM 6.
P ‐ 2.1.003 Outfall ARV Vault Replacement (with P‐1.1.001) 7.
P ‐ 3.3.010 Drying Building Coded Locks (PAR) 8.
P ‐ 3.3.011 Drying Safety Upgrades Incl Recycle Bin Purge vent relocation (Phase 1) 9.
P ‐ 3.3.012 RTO Media Replacement 10.
P ‐ 3.3.014 RTO Flush Drain Relocation 11.
P ‐ 3.3.015 RTO Equipment Corrosion Control (PAR) 12.
P ‐ 4.1.004 NG Dilution Equipment Servicing 13.
P ‐ 5.2.004 CoGen Engine In‐Frame Overhaul (2014, 2015, 2 engines each year) 14.
P ‐ 4.1.013 CoGen Bldg Floor Repair (PAR) 15.
P ‐ 5.1.006 IJS Odor Control Improvements (with P‐1.1.001) 16.
P ‐ 5.2.001 Natural Gas Pipeline Replacement 17.
P ‐ 5.2.004 3WLC Strainer Replacement 18.
P ‐ 5.3.009 DW Bldg Roof Repair (PAR) 19.
S ‐ 8.2.001 EWPCF 204 Facility Master Plan 20.
S ‐ 8.2.010 Plant Flooding Study FISCAL YEAR 2013 PROJECTS Projects selected for implementation during FY 2013 are listed below. These projects have been completed unless otherwise noted. 1.
P ‐ 1.1.004 Grit Separator Nos.1 and 2 Replacement 2.
P ‐ 1.3.001 Blower Electrical Improvements 3.
P ‐ 2.1.001 Land Outfall Inspection and Cleaning ‐ Internal – PM 4.
P ‐ 3.2.002 Digesters 5 and 6 Cleaning (finished in FY 2014) 5.
P ‐ 4.1.002 Cogen UPS Upgrade ‐ completed in house 6.
P ‐ 4.1.005 Cogen Engine Top‐End Overhaul (2012, 2013, 2 engines each year) 7.
P ‐ 5.1.002 ORF I Carbon Replacement – PM 8.
P ‐ 5.2.023 South Parcel Fence 9.
P ‐ 5.3.008 Roof Access Safety Facilities (continued in FY 2014) 10.
S – 8.2.002 Plant and Non‐Potable Water Study FISCAL YEAR 2012 PROJECTS Projects selected for implementation during FY 2012 are listed below. These projects have been completed unless otherwise noted. E FY2015 E‐CAMP Report 2014‐05May A‐1 May 13, 2014 1.
2.
3.
4.
5.
6.
7.
8.
9.
Biogas Treatment Facilities (EMP3) Cogen Communications Redundancy (POW3) Digester 4 Rehab (D5) Third Centrifuge Facilities (DRY2) Cogen Engines Catalyst (Part A) (EMP2A) Cake Pump Bleedoff Line (DRY4) Centrate Polymer Control System Upgrades (DRY5) Cogen Engine Top‐End OH1 and 2 ‐ PM (PV1C) Centrifuge Polymer Storage Tank Expansion (DRY7) FISCAL YEAR 2011 PROJECTS Projects selected for implementation during FY 2011 are listed below. These projects have been completed unless otherwise noted. 1.
Cogeneration Engine Top‐End OH 3 and 4 (PV1B) 2.
Rehab of 42” Aeration Air Piping (AIR3) 3.
ORF I Carbon Replacement Project ‐ PM (ORF1) 4.
Grit Screw Nos. 1 and 2 (HW4) 5.
Centrate Line Improvement Project (DRY2) 6.
Agitation Air Blower conversion to Aeration Air Blower (POW1) 7.
Primary Clarifier Cover Replacement (Tanks 1‐6) (PC16) 8.
Regenerated Thermal Oxidizer Media Replacement (DRY1) 9.
Energy Mgmt ‐ Miscellaneous Energy Efficiency Project (EMP3) 10.
Post Phase V Site Improvements – Plant Paving Repair (PVSI1) 11.
Misc Plant Improvements ‐ Additional Bulk Hypochlorite Storage Tank Chlorine Contact Basin (MPI1) 12.
Rehabilitate of Digester No. 4 Gas Mixing System – Design Only (D5) 13.
Gas Compressors Control Upgrades (MCU1) 14.
Aeration Basin Rehabilitation – Design Only (A13) 15.
Plant Safety Projects (SFTY2) 16.
Post Phase V Follow‐Up Improvements (IMP4) 17.
Equalization Storage 2011 Update FISCAL YEAR 2010 PROJECTS Projects selected for implementation during FY 2010 are listed below. These projects have been completed unless otherwise noted. 1.
Waste Gas Flare System Replacement (Final Design, Bid and Construction) (FLR1) 2.
ORF III Rehabilitation (East Tower) (ORF III) 3. Co‐Gen Engines, Top End Overhaul, Engines 1 and 2 4. Safety Enhancements (fall protection and platform by wet bins area, rebuild steps from first floor of dewatering, task lighting and receptacles at dryer platforms, polymer area secondary containment and drains – Phase III Building) 5. Secondary Clarifier Nos. 1 through 4 E FY2015 E‐CAMP Report 2014‐05May A‐2 May 13, 2014 FISCAL YEAR 2009 PROJECTS Projects selected for implementation during FY 2009 are listed below. These projects have been completed unless otherwise noted. 1.
Waste Gas Flare System Replacement (Preliminary Design only) (FLR1) 2.
ORF III Rehabilitation (West Tower Only) (ORF III) FISCAL YEAR 2008 PROJECTS Projects selected for implementation during FY 2008 are listed below. These projects have been completed unless otherwise noted. 1.
Starting Air System (Cogeneration) (AIR1) 2.
Rehabilitation of Aeration Blower 4006 (BLR1) FISCAL YEAR 2007 PROJECTS Projects selected for implementation during FY 2007 are listed below. These projects have been completed unless otherwise noted. 1.
Cogeneration Engine Overhaul (4) (CG2) FISCAL YEAR 2006 PROJECTS Projects selected for implementation during FY 2006 are listed below. These projects have been completed unless otherwise noted. 1.
Replace Media in ORF III (OD6) 2.
Rehab Clarifier Mechanism for Basin No. 8 (SC5) 3.
Replace Bar Screen No. 4 (HW5) 4.
Replace Dome Cover Insulation for Digester Nos. 4, 5 and 6 (D4) 5.
Replace Grit Drain Line (G5) 6.
Replace Dome Diffusers in Aeration Basin No. 3 (A12) 7.
Roof Replacement/Repair on Select Buildings (R1) FISCAL YEAR 2005 PROJECTS Projects selected for implementation during FY 2005 are listed below. These projects have been completed unless otherwise noted. 1.
Replace Secondary MCCs and RAS Pump VFDs (SC6) E FY2015 E‐CAMP Report 2014‐05May A‐3 May 13, 2014 FISCAL YEAR 2004 PROJECTS Projects selected for implementation during FY 2004 are listed below. These projects have been completed unless otherwise noted. 1.
Replace and Upgrade the Skylights and Roof Hatches Throughout the Plant (SFTY1) 2.
Replace Building Fresh Ductwork (HVAC9) FISCAL YEAR 2003 PROJECTS Projects selected for implementation during FY 2003 are listed below. These projects have been completed unless otherwise noted. 1.
Clean Digester Nos. 5 and 6 (D3) 2.
Replace Aeration Air Header to Aeration Basin Nos. 1 and 2 (A11) FISCAL YEAR 2002 PROJECTS Projects selected for implementation during FY 2002 are listed below. These projects have been completed unless otherwise noted. 1.
Replace Dome Diffusers in Aeration Basin No. 2 (A9) 2.
Supply 2W Softened Water to Secondary Area (SFT1) FISCAL YEAR 2001 PROJECTS Projects selected for implementation during FY 2001 are listed below. These projects have been completed unless otherwise noted. 1.
Rebuild Three (3) Cogeneration System Engines (CG1) 2.
Replace Dome Diffusers in Aeration Basin No. 1 (A8) FISCAL YEAR 2000 PROJECTS Projects selected for implementation during FY 2000 are listed below. These projects have been completed unless otherwise noted. 1.
Groundwater Infiltration Through Electrical Conduits into Secondary Gallery (GW1) 2.
Replace V‐Notch Weir Plates in Primary Clarifier Nos. 1 through 6 (PC14) 3.
Replace Effluent Troughs – Primary Clarifier Nos. 1, 2 and 3 (PC15) 4.
Replace Mechanical Bar Screen No. 1 (HW3) 5.
Replace Air Handling Unit – Cogen Building (HVAC1) 6.
Replace Air Handling Unit – Headworks Building (HVAC2) 7.
Replace Air Handling Unit – Dewatering Building (HVAC3) 8.
Aeration Basin Channel Piping Rehabilitation (A4) 9.
Improve Drainage System at DAF Thickener and Chlorine Building Areas (DRN1) E FY2015 E‐CAMP Report 2014‐05May A‐4 May 13, 2014 FISCAL YEAR 1999 PROJECTS Projects selected for implementation during FY 1999 are listed below. These projects have been completed unless otherwise noted. 1.
Primary Clarifier Nos. 1, 2 and 3 Scum Removal Mechanism (PC1‐3) 2.
Replace Dilute Natural Gas Mix. and Associated Equipment (CS3) 3.
Replace Carbon and Carbon Bed Support Beams ORT‐I & ORT IIA (OD5) 4.
Replace Influent Gates – Grit Tank Nos. 1 and 2 (G3) 5.
Replace Influent Junction Gate (HW4) 6.
Replace Influent Flow Dist. In Primary Clarifier Nos. 1 through 6 (PC13) 7.
Replace Wall Bearings and Shafting for Primary Clarifier No. 3 (PC8) FISCAL YEAR 1998 PROJECTS Projects selected for implementation during FY 1998 are listed below. These projects have been completed unless otherwise noted. 1.
Upgrade Electrical System for Cogeneration (CS1) 2.
Provide Additional Adsorption Chiller Capacity (CS2) 3.
Modify Ductwork in Dewatering Building to Improve Air Quality (DW3) 4.
Replace Mechanical Bar Screen No. 2 (HW2) 5.
Recoat Secondary Clarifier Nos. 1 and 3 Hardware (SC2) 6.
Recoat Secondary Clarifier Nos. 2 and 4 Hardware (SC1) FISCAL YEAR 1997 PROJECTS Projects selected for implementation during FY 1997 are listed below. These projects have been completed unless otherwise noted. 1.
Modify Supply and Exhaust Ductwork in Headworks (HW1) 2.
Install Foul Air Ducting to Influent Junction Structure (OD2) 3.
Repair Carbon Towers (OD4) 4.
Replace Chlorine Gas with Hydrogen Peroxide and Sodium Hypochlorite FISCAL YEAR 1996 PROJECTS Projects selected for implementation during FY 1996 are listed below. These projects have been completed unless otherwise noted. 1.
Recoat Interior of Grit Chamber No. 2 (G2) 2.
Replace Steel Floor Rails for Primary Clarifier No. 2 (PC7) 3.
Replace Scum Skimmer Mechanism in Primary Clarifier No. 4 (PC4) 4.
Recoat the Interior of Digester No. 4 (D1) E FY2015 E‐CAMP Report 2014‐05May A‐5 May 13, 2014 FISCAL YEAR 1995 PROJECTS Projects selected for implementation during FY 1995 are listed below. These projects have been completed unless otherwise noted. 1.
Replace Aeration Basin Nos. 1 and 2 Diffuser Air Piping (A1 and A2) 2.
Rehabilitation of DAF Hardware (DAF2) 3.
Screenings Building Ductwork Rehabilitation (HVAC2) FISCAL YEAR 1994 PROJECTS Projects selected for implementation during FY 1994 are listed below. These projects have been completed unless otherwise noted. 1.
Process and Channel Air Cross Connection (A3) 2.
Repair Process and Channel Air Piping (A4) 3.
Rehabilitation of DAF Hardware (DAF1) 4.
Underground Storage Tank Removal and Replacement (U1) E FY2015 E‐CAMP Report 2014‐05May A‐6 May 13, 2014 APPENDIX B PROJECT LIST This page left intentionally blank ENCINA WASTEWATER AUTHORITY
APPENDIX B ‐ FY 2014 E‐CAMP HISTORICAL, CURRENT AND FUTURE PROJECT LIST
Ref
Capital Project
(Blue, Italics Text Indicates Project Funded/
Completed by FY Construction Listed or Eliminated )
Project
No.
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
pre-2014
pre-2014
pre-2014
pre-2014
2014
2014
eliminated
2014
1.0 Liquid Process Improvements
1.1 Headworks
1
2
3
4
P - 1.1.001
P - 1.1.002
P - 1.1.003
P - 1.1.004
Infl Junction Structure Rehab (contingency)
HW Ag/Aer Piping and Diffusers Replacement
HW CEPT Sys Air Delivery Rehab - (w/P-1.1.002)
Grit Separators 1 and 2 Replacement
5
P - 1.1.005
6
P - 1.1.006
7
P - 1.1.007
Vactor Receiving Station
8
P - 1.1.008
GRS Rehab
9
P - 1.1.009
10
P - 1.1.010
Influent Pipeline Rehab w/Addl 2012 Major Rehab
11
P - 1.1.011
Influent Real-Time Monitoring
12
P - 1.1.012
Off-Site Fermentation and Odor Control
1.2 Primary Treatment
13
P - 1.2.001
Primary Process Annunciator Panel Replacement (w/P-1.1.005)
pre-2014
pending
pre-2014
pre-2014
pre-2014
pre-2014
2014
2015
2015
pending
2014
pending
pending
2014
pending
pending
pre-2014
eliminated
14
P - 1.2.002
Primary Sludge Pumping Upgrades
pre-2014
pending
15
16
17
18
P - 1.2.003
P - 1.2.004
P - 1.2.005
P - 1.2.006
PE Second Pipeline
PE Emergency Discharge Pipeline Rehab
PSB Helical Scum Skimmer Replace - (w/P-1.2.006)
pre-2014
pre-2014
pre-2014
pre-2014
pending
pending
combined
pending
19
P - 1.2.007
CEPT Neat Polymer Flow Meter Installation - eliminated
pre-2014
eliminated
20
P - 1.2.008
PSB Influent Gate Replacement - (w/P-1.2.006 )
pre-2014
combined
21
P - 1.2.009
PSB Struct and Mech Rehab (PSB Ph 2)
pre-2014
pending
22
P - 1.2.010
PSB Scum Pipeline
2014
pending
23
P - 1.2.011
PE Meter Replacement
2015
pending
1.3 Secondary Treatment
24
25
P - 1.3.001
P - 1.3.002
Blower Electrical Improvements
Annunciator Panels Replace - Second Process (w/P-1.3.004)
pre-2014
pre-2014
2013
combined
26
P - 1.3.003
AB Selector Implementation and Cover Replacement
pre-2014
pending
27
P - 1.3.004
pre-2014
pending
28
P - 1.3.005
pre-2014
pending
E Mstr Proj List Tbl6‐1 AppB TOCAppD 2014‐03Mar App B Compr List_byProjectNo
App B ‐ Page 1 of 10 Last Updated 5/13/2014
Ref
Project
No.
29
P - 1.3.006
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
Secondary Polymer System Replacement (no longer used)
pre-2014
pending
pending
Capital Project
30
P - 1.3.007
pre-2014
31
P - 1.3.008
pre-2014
pending
32
P - 1.3.009
Sec Splitter Box Gate Motor Operators Install - eliminated
pre-2014
eliminated
33
P - 1.3.010
WAS Pipeline Replacement
pre-2014
pending
34
P - 1.3.011
AB No. 3 Diffusers Membr Repl -(duplicate, see P-1.3.005)
pre-2014
eliminated
35
P - 1.3.012
2014
pending
36
P - 1.3.013
2014
pending
37
P - 1.3.014
SCs 1 - 8 Infl and Effl Gate Rehab/Replacement
2014
pending
38
P - 1.3.015
2014
pending
39
P - 1.3.016
2015
pending
1.4 Effluent
40
P - 1.4.001
EPS Rehab
pre-2014
pending
41
P - 1.4.002
EPS MCC and Conductors Replacement
pre-2014
pending
42
P - 1.4.003
SE Gate Motor Operator Installation
pre-2014
pending
43
P - 1.4.004
EPS Pipe Lining and Abandoned Pipe Coating Repair
2014
pending
44
P - 1.4.005
PD Blower Addition, Aeration/Agitation
2014
pending
2013
2014
2014
2.0 Outfall
2.1 Outfall
45
46
47
P - 2.1.001
P - 2.1.002
P - 2.1.003
Land Outfall Inspection and Cleaning - Internal - Complete
Ocean Outfall Maintenance and Inspection - External (2 yrs)
Outfall ARV Vault Replacement - (w/P-1.1.001)
pre-2014
pre-2014
pre-2014
48
P - 2.1.004
Ocean Outfall Ballast Restoration
pre-2014
pending
49
P - 2.1.005
Ocean Outfall Bathymetric Survey - External
2014
pending
50
P - 2.1.006
Ocean Outfall - Integrity Assessment per SLC Lease (5 yrs)
2015
pending
3.0 Solids Processing Improvements
3.1 Biosolids Thickening
51
P - 3.1.001
DAFTs 1 - 3 Scum Collector Replacement
pre-2014
pending
52
P - 3.1.002
Sludge Process Improvements (DAFT or Alt Tech, Efficiency)
pre-2014
pending
53
P - 3.1.003
TWAS Pipeline Replacement
54
P - 3.1.004
DAF Polymer System Replacement
3.2 Biosolids Digestion
pre-2014
pending
pre-2014
pending
Capital Project
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
Ref
Project
No.
55
56
57
58
P - 3.2.001
P - 3.2.002
P - 3.2.003
P - 3.2.004
Biofuel Receiving Facilities (Addl budget)
Digesters 5 and 6 Cleaning
Digesters 5 and 6 Pump/Piping Foundation Stabilization
Biosolids Screening Facility
pre-2014
pre-2014
pre-2014
pre-2014
2014
2013
pending
pending
59
P - 3.2.005
Digesters 5 and 6 Mixing Pumps Replacement
pre-2014
pending
60
P - 3.2.006
Cell Lysis Facilities
pre-2014
pending
61
62
P - 3.2.007
P - 3.2.008
Digesters 1 and 3 Retrofit for Sludge/Gas storage
pre-2014
pre-2014
pending
pending
63
P - 3.2.009
Digester 4, 5 and 6 Covers - Interior Coating, Struct Reinf
2014
pending
64
P - 3.2.010
Digesters 5 and 6 Covers - Interior Coating (comb w/3.2.009)
2014
combined
65
P - 3.2.011
Second Waste Gas Flare
pre-2014
pending
66
P - 3.2.012
Digester 4 - Dewatering
2015
pending
67
P - 3.2.013
2015
pending
68
P - 3.2.014
2015
pending
3.3 Biosolids Dewatering and Drying
69
P - 3.3.001
MCC and Conductors Replacement - DW and Power Bldg
pre-2014
pending
70
71
P - 3.3.002
P - 3.3.003
Pellet Storage Facility Improvements (w/P-3.3.009)
Struvite Control Facilities (eliminate, Ostara)
pre-2014
pre-2014
pending
pending
72
P - 3.3.004
Pellet Bagging Facilities
pre-2014
pending
73
P - 3.3.005
Cake Pump Mods - eliminated
pre-2014
pending
74
P - 3.3.006
Dryer Addition and Centrifuges Replacement
pre-2014
pending
75
P - 3.3.007
Centrifuges Major Maint
pre-2014
pending
76
P - 3.3.008
Dryer Major Maint
pre-2014
pending
77
P - 3.3.009
pre-2014
2014
78
79
80
P - 3.3.010
P - 3.3.011
P - 3.3.012
Drying Building Coded Locks (PAR)
Recycle Bin Purge Vent Relocation - (w/P-3.3.009)
RTO Media Replacement
pre-2014
pre-2014
pre-2014
2014 ?GS?
combined
2014
81
82
83
84
85
86
P - 3.3.013
P - 3.3.014
P - 3.3.015
P - 3.3.016
P - 3.3.017
P - 3.3.018
RTO Flush Drain Relocation
RTO Equipment Corrosion Control
Cake Conveyance Equipment Improvements
DW Polymer Storage Tank Replacement
Centrate Pipeline Replacement (w/P-1.2.010)
pre-2014
pre-2014
pre-2014
pre-2014
pre-2014
2014
pending
2014
2014
combined
pending
2014
Ref
Capital Project
Project
No.
87
P - 3.3.019
Centrifuge Drive Replacement
88
P - 3.3.020
Dryer Drum Repair
89
P - 3.3.021
Pyrolysis Facilities
90
P - 3.3.022
Loadout Facility Secondary Control
91
P - 3.3.023
Centrate Line TSS Probes - PAR
92
P - 3.3.024
Centrifuge Remote Control Addition
4.0 Energy Management
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
2014
2014
2015
2015
2015
2015
pending
2014
pending
pending
pending
pending
combined
2012
pending
93
94
95
P - 4.1.001
P - 4.1.002
P - 4.1.003
Cogen Communications Redundancy (incorp w/Tech MP)
Cogen UPS Upgrade - completed in house.
pre-2014
pre-2014
pre-2014
96
P - 4.1.004
NG Dilution Equipment Servicing
pre-2014
2014
97
P - 4.1.005
Cogen Engine Top-End Overhaul (2016, 2017, 2 eng/yr)
pre-2014
pending
98
P - 4.1.006
Cogen Engine In-Frame Overhaul (2015, 2020 2 eng/yr)
pre-2014
pending
99
P - 4.1.007
pre-2014
pending
100
P - 4.1.008
Cogen Engine 5
pre-2014
pending
101
P - 4.1.009
Cogen Top-End OH 1 and 2 - (w/P-4.1.005)
pre-2014
combined
102
P - 4.1.010
Cogen Engine 6
pre-2014
pending
103
P - 4.1.011
ORC Generator
pre-2014
pending
104
P - 4.1.012
Heat Loop Bypass Installation
pre-2014
pending
105
P - 4.1.013
Cogen Bldg Floor Repair (PAR)
pre-2014
2014 GS
106
P - 4.1.014
107
108
109
110
111
P - 4.1.015
P - 4.1.016
P - 4.1.017
P - 4.1.018
P - 4.1.019
Blower Replacement with High Efficiency Type
Annunciator Panels Replacement - Power Bldg (by GS)
Lighting and Controls Improvements
Chilled Water and Hot Water Systems
2015
pending
pre-2014
pre-2014
pre-2014
2014
2014
pending
pending
PAR
pending
pending
112
P - 4.1.020
2014
pending
113
P - 4.1.021
Cogen NG Line Meter
2015
pending
5.0 General Improvements
5.1 Odor Control
114
P - 5.1.001
ORF I System Rehabilitation
pre-2014
pending
115
P - 5.1.002
pre-2014
pending
Ref
Project
No.
116
P - 5.1.003
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
ORF III Carbon Replacement
pre-2014
pending
Capital Project
117
P - 5.1.004
Odor Monitoring Facilities
pre-2014
pending
118
119
120
121
122
P - 5.1.005
P - 5.1.006
P - 5.1.007
P - 5.1.008
P - 5.1.009
IJS Odor Control Improvements - complete
Drying Bldg Odor Control Improvements
ORF III Recirc Pump Facility Repairs - (w/P-5.1.008)
pre-2014
pre-2014
pre-2014
pre-2014
2013
pending
pending
pending
pending
eliminated
123
P - 5.1.010
124
P - 5.1.011
MH No. 4 Odor Control
2015
pending
pre-2014
pending
Natural Gas Pipeline Replacement
High Risk and Critical Asset Rehabilitation (w/misc projects)
High Risk & Critical Asset Rehab- (w/P-5.2.002)
pre-2014
pre-2014
pre-2014
2014
eliminated
eliminated
5.2 Plant-Wide Systems
125
126
127
P - 5.2.001
P - 5.2.002
P - 5.2.003
128
P - 5.2.004
3WLC Strainer Replacement
pre-2014
2014
129
P - 5.2.005
pre-2014
pending
pending
130
P - 5.2.006
pre-2014
131
P - 5.2.007
3WL Pump No. 3 Installation (See P-5.2.006)
pre-2014
pending
132
133
134
P - 5.2.008
P - 5.2.009
P - 5.2.010
Underground Piping Rehabilitation - comb w/misc projects
Structure Settlement Stabilization (see 3.2.003)
3WHP Pump Control Improvements - comb w/P-5.2.006
pre-2014
pre-2014
pre-2014
pending
pending
pending
135
P - 5.2.011
1W System Rehab
pre-2014
pending
136
P - 5.2.012
pre-2014
pending
137
P - 5.2.013
Crane Truck Replacement - elim., veh replace PAR
pre-2014
PAR
138
P - 5.2.014
Perimeter Fence Replacement
pre-2014
pending
139
P - 5.2.015
Northwest Storm Water Drain Sump to South DAF Pit Rehabilitation
pre-2014
pending
140
141
P - 5.2.016
P - 5.2.017
2W System Upgrades
pre-2014
pre-2014
pending
pending
142
143
144
145
146
P - 5.2.018
P - 5.2.019
P - 5.2.020
P - 5.2.021
P - 5.2.022
UG piping to new pipe galleries - eliminated, not practical
Facility Vehicle Replacement - eliminated, veh replace PAR
Climate Control at MCCs
Coded Entry at MCCs - (w/P-5.2.012)
pre-2014
2014
pre-2014
pre-2014
pre-2014
PAR
pending
eliminated
pending
pending
Ref
Project
No.
147
P - 5.2.023
Capital Project
South Parcel Fence
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
pre-2014
2013
2014
2014
≥2020
≥2020
2015
2015
2015
PAR
pending
pending
pending
pending
pending
pending
pre-2014
pre-2014
pre-2014
pending
pending
pending
P - 5.2.024
148
149
P - 5.2.025
150
P - 5.2.026
151
P - 5.2.027
152
P - 5.2.028
153
P - 5.2.029
154
P - 5.2.030
5.3 Buildings
Exterior Asset Corrosion Control - PAR
Technology Master Plan Recommendations Implementation
Plant Waste Stream Rerouting
Plant-Wide Seal Coating
Flooding Mitigation
3WL - Flow Control Valves on ORFs I & II Spray Water Lines
3WHP - Install Solenoid Valves and Local Controllers
155
156
157
P - 5.3.001
P - 5.3.002
P - 5.3.003
Ops Bldg Locker Replacement
Ops Bldg Air Intake Relocation
158
P - 5.3.004
Ops Bldg Chiller Replacement
pre-2014
pending
159
P - 5.3.005
Chlorine Storage Facility Floor Repairs - (PAR)
pre-2014
PAR
160
P - 5.3.006
pre-2014
pending
161
P - 5.3.007
RAS Channel Vapor Barrier (w/P-1.3.004)
pre-2014
combined
162
P - 5.3.008
Roof Access Safety Facilities
pre-2014
2014
163
P - 5.3.009
DW Bldg Roof Repair (PAR)
pre-2014
2014 - GS
164
P - 5.3.010
165
P - 5.3.011
5.4 Miscellaneous
Dryer Lab Enclosure
Pure Green Storage Facility
2015
2015
pending
pending
pre-2014
pre-2014
pre-2014
pre-2014
eliminated
eliminated
eliminated
pending
169
170
171
6.1.1 Special Studies
P - 6.1.101
P - 6.1.102
Optimization Feasibility Study (OT_SS02)
P - 6.1.103
SCADA Knowledge Management Plan (OT_SS03)
2015
2015
2015
pending
pending
pending
6.1.2 Enterprise SCADA
172
P - 6.1.201
2015
pending
165
166
167
168
P - 5.4.001
P - 5.4.002
P - 5.4.003
P - 5.4.004
Treatment Plant Model - eliminated, <$50k
Lateral File Cabinets in Vault - eliminated, not E-CAMP project
Document Management - moved to ES project
Vallecitos Sample Vault Installation
6.0 Technology
6.1 Operations Technology
Ref
Project
No.
173
174
175
176
P - 6.1.202
P - 6.1.203
P - 6.1.204
P - 9.6.121
Capital Project
Co-Gen Facility and Biosoilds SCADA Integration (OT_ES04)
SCADA Upgrade for CWRF Facility (OT_ES05) (R-CAMP)
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
2015
2015
2015
2015
pending
pending
pending
pending
2015
2015
2015
2015
2015
2015
2015
pending
pending
pending
pending
pending
pending
pending
2015
pending
6.1.3 Information Driven
177
178
179
180
181
182
183
P - 6.1.301
P - 6.1.302
P - 6.1.303
P - 6.1.304
P - 6.1.305
P - 6.1.306
P - 6.1.307
Implement ODMS Layer 1 (SCADA Historian) (OT_ID01)
ODMS Management and Data Validation (OT_ID02)
Automated Data Validation (OT_ID04)
Tablet Access to Electronic Documentation (OT_ID05)
Inventory, Collate and Load Documentation (OT_ID06)
EWA Staff Wiki (OT_ID07)
6.1.4 Operations Improvement
184
P - 6.1.401
Electronic Operator Logbook and Pass-Down (OT_OI03)
185
P - 6.1.402
Optimization Implementation (OT_OI01)
2015
pending
186
187
188
189
P - 6.1.403
P - 6.1.404
P - 6.1.405
P - 6.1.406
O&M Performance Management (OT_OI02)
Automated Workflow Management (OT_OI04)
Electronic O&M/Context Sensitive Help (OT_OI05)
Equipment Condition Based Monitoring (OT_OI06)
2015
2015
2015
2015
pending
pending
pending
pending
6.1.5 SCADA Asset Management
190
P - 6.1.501
191
P - 6.1.502
2015
2015
pending
pending
192
P - 6.1.503
HMI and PLC Procurement Agreements (OT_AM05)
2015
pending
193
P - 6.1.504
Alarm Remediation (Biannial) (OT_AM10)
2015
pending
194
P - 6.1.505
SCADA Cyber Security VA (Biannial) (OT_AM12)
2015
pending
195
196
197
198
199
200
201
202
P - 6.1.506
P - 6.1.507
P - 6.1.508
P - 6.1.509
P - 6.1.510
P - 6.1.511
P - 6.1.512
P - 6.1.513
SCADA Project Development Methodologies (OT_AM03)
Standard Division 17 Specifications (OT_AM04)
SCADA Governance (OT_AM06)
Organization and Support Plan (OT_AM07)
SCADA Disaster Recovery/Business Continuity (OT_AM08)
SCADA Software Change Management (OT_AM09)
SCADA Lifecycle Management (OT_AM11)
Critical Instrument Calibration Procedure (OT_AM13)
2015
2015
2015
2015
2015
2015
2015
2015
pending
pending
pending
pending
pending
pending
pending
pending
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
6.2.1 Technology & Data Governance
203
P - 6.2.101
204
P - 6.2.102
Technology Master Plan Updates (BT_TDG02) (every 5 yrs)
2015
2015
pending
pending
205
2015
pending
Ref
Capital Project
Project
No.
6.2 Business Technology
P - 6.2.103
6.2.2 Business Management Enhancements
206
2015
pending
207
P - 6.2.202
208
P - 6.2.203
Financial Enhancements (BT_BME01)
209
P - 6.2.204
Payroll Enhancements (BT_BME02)
210
P - 6.2.205
Project Accounting Enhancements (BT_BME04)
211
P - 6.2.206
Procurement Enhancements (BT_BME05)
212
P - 6.2.207
Inventory Enhancements (BT_BME06)
213
P - 6.2.208
Fixed Assets Enhancements (BT_BME07)
6.2.3 Regulatory Compliance
214
P - 6.2.301
P - 6.2.201
HR Implementation (BT_BME03)
2015
2015
2015
2015
2015
2015
2015
pending
pending
pending
pending
pending
pending
pending
2015
pending
215
P - 6.2.302
2015
pending
216
P - 6.2.303
Regulatory SOP Enhancements (BT_RC03)
2015
pending
2015
2015
2015
2015
2015
pending
pending
pending
pending
pending
2015
pending
6.2.4 Asset Management
217
218
219
220
221
P - 6.2.401
P - 6.2.402
P - 6.2.403
P - 6.2.404
P - 6.2.405
CMMS Enhancements (BT_AM01) (annual)
Maintenance SOPs (BT_AM02)
GIS Implementation & Integration (BT_AM03)
Capital Asset Planning (BT_AM04)
Mobile Electronic Forms (BT_AM05)
6.2.5 Capital Program Management
222
P - 6.2.501
Capital Program Management (BT_CPM01)
6.2.6 Document/Records Management
223
P - 6.2.601
Public Website Enhancements (BT_DM02)
2015
pending
224
225
P - 6.2.602
P - 6.2.603
Collaboration/Content Portal (BT_DM01)
EDMS Update & Enhancements (BT_DM03)
2015
2015
pending
pending
2015
2015
pending
pending
6.2.7 Information Technology Infrastructure
226
P - 6.2.701
Mobile Computing Deployments (BT_ITI01) (annual x3)
227
P - 6.2.702
Cyber-Security Assess/Improve/Updates (BT_ITI04) (annual x4)
Ref
Capital Project
Project
No.
228
P - 6.2.703
229
P - 6.2.704
Telecommunications Upgrades (BT_ITI02)
7.0 Reserved for Future
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
2015
2015
pending
pending
8.0 Professional Services
8.1 Condition Assessments
230
CA-8.1.001
FY 2013 Asset Condition Assessments
2014
2013
231
CA-8.1.002
Fire Main Supply
2014
2014
232
CA-8.1.003
FY 2014 Assessments Triggered by Asset Age
2014
2014
233 CA-8.1.004
2014
pending
234 CA-8.1.005
Underground Structures (Elect MHs)
2014
pending
235 CA-8.1.006
2014
pending
236
Underground Structures - Part 2 - eliminated
2014
pending
237 CA-8.1.008
CA-8.1.007
Bridges
2014
pending
238 CA-8.1.009
2014
pending
239 CA-8.1.010
2014
pending
240 CA-8.1.011
2015
pending
241 CA-8.1.012
Building Condition Assessment
2015
pending
8.2 Studies and Updates
242
S-8.2.001
EWPCF 2040 Facility Master Plan Study
2014
2014
243
S-8.2.002
Plant and Non-Potable Water Study
2014
2013
244 S-8.2.003
Biosolids Management Business Plan Update
2014
pending
245
S-8.2.004
Comprehensive Energy Rates Study (see P-4.1.020)
2014
pending
246
S-8.2.005
Wastewater Characterization Study - eliminated
2014
pending
247
S-8.2.006
Exterior Asset Corrosion Control (PAR)
2014
pending
pending
248 S-8.2.007
Offsite Wetlands Restoration
2014
249
S-8.2.008
R&D Projects Support (moved to ES-8.4.002)
2014
NA
(1)
250
S-8.2.009
Agency Merger Studies - not part of capital program
2014
NA
(1)
251
S-8.2.010
Plant Flooding Study
2014
Technology Assessment Group Project Feasibility Study
2015
252 S-8.2.011
NA (1)
pending
253 S-8.2.012
Sludge / Biosolids Screening Facility
2015
pending
254 S-8.2.013
Process Master Plan (Solids, Air, Title V, CEPT, efficiency)
2015
pending
255
CEPT Evaluation
2015
pending
S-8.2.014
Ref
Capital Project
Project
No.
E-CAMP
Rev Year
Project
Added
Actual Const
FY Start
2013
2012
8.3 E-CAMP Updates
256 ES-8.3.001
E-CAMP Updates (Annual)
ES-8.4 Engineering Services
257 ES-8.4.001
2014
2006
258 ES-8.4.002
R&D Projects Support
2014
2012
ES-8.4.003
Map Underground Piping ≤ 12-inch
2014
2013
260 ES-8.4.004
Map Underground Piping > 12-inch
2014
pending
ES-8.4.005
Electronic O&M and Document Management - Phase 1
2014
2013
ES-8.4.006
2014
2014
263 ES-8.4.007
2014
pending
264 ES-8.4.008
2015
pending
265 ES-8.4.009
2015
NA (1)
259
261
262
OS-8.5 Other Services
266 OS-8.5.001
Legal and Misc Services (Annual)
2014
267 OS-8.5.002
Settlement Study
2015
NA (1)
2014
268 OS-8.5.003
2015
2015
269 OS-8.5.004
Capital Improvement Management Assessment
2015
2015
9.0 Remote Major Rehab Improvements - Refer to R-CAMP
APPENDIX C EWA COMPREHENSIVE ASSET MANAGEMENT PLAN METHODOLOGY This page left intentionally blank Appendix C: EWA Comprehensive Asset Management Plan Methodology C.1 Background The Encina Water Pollution Control Facility (EWPCF) has a successful history of asset management through its Master Plan of Rehabilitation and Major Improvement Projects (Master Plan). Originally developed in 1993, the Master Plan became the vehicle to communicate to the EWA Board of Directors the future EWPCF infrastructure improvements and the anticipated resources required for implementation. The Master Plan for the EWPCF utilized a comprehensive ranking system that included seven evaluation categories to determine infrastructure rehabilitation and replacement needs. Those evaluation categories were: 1. Replacement Required 2. Maintain Plant Rated Capacity 3. Cost Efficiency 4. Improve Safety and Working Environment 5. Improve Odor Control 6. Compliance with Regulatory Requirements 7. Improve Energy Efficiency Each evaluation category was appropriately weighted to an established level of importance ranging from 1 to 10 with 1 being the lowest importance and 10 being the highest importance. Previous Master Plan projects are listed in Appendix A. C.2 Introduction to the EWPCF Comprehensive Master Plan (E‐CAMP) Process This appendix outlines the EWA’s approach and basic framework behind the EWPCF Comprehensive Asset Management Plan (E‐CAMP) process. The CAMP process was developed from the previous Master Plan process, incorporating project needs identification based on asset‐based inventory and ongoing condition assessment triggered by approaching of the end of useful life. EWA developed an initial major asset registry which was used as a basis for the CAMP process. The CAMP process consists of seven unique task elements that provide staff and consultant with a logical framework of progression from beginning to its ultimate conclusion with final publishing and distribution of the E‐CAMP update each year. The E‐CAMP is updated prior to establishing the budget for the upcoming fiscal year. While the E‐CAMP is independent of the budgeting process, it is used as a reference in developing one, five and twenty year budgets. The annual update is utilized in planning capital rehabilitation projects with the consideration of anticipated changes in regulatory compliance, cost‐saving opportunities, available funding and ongoing O&M requirements of the EWPCF. The implementation schedule is prepared after considering the project priority ranking and other factors, such as regulatory compliance deadlines and economy of scale. Typical scheduling of project phases include:  Condition Assessment  Feasibility Study  Design  Bid and Construction C-1
Typically the condition assessment for major assets is completed at least five years prior to reaching the estimated end of the estimated useful life of major assets. A feasibility study or in‐kind replacement is scheduled when the asset is confirmed to be nearing the end of its assessed useful life. The study and design phases will consider conventional and alternative delivery methods including design‐build (DB), design‐build‐
operate (DBO), design‐build‐own‐operate (DBOO), etc. Construction is typically scheduled for the year after the design phase. At the beginning of each fiscal year, the E‐CAMP projects selected for funding are initiated. If the cost of implementing an approved project during a fiscal year exceeds the budgeted amount, or if the project is not started in its respective fiscal year, the project can then be re‐evaluated for priority ranking and implementation in the following fiscal year. The E‐CAMP contains condition assessments, studies, and other capital plan updates. It is primarily focused on rehabilitation and improvements needed for the existing facilities. Projects that are considered in the E‐
CAMP are those needed to maintain the existing facilities, reduce operating costs, meet regulatory requirements, improve odor control, improve plant safety or improve energy efficiency. The cost of each project included in the E‐CAMP is estimated to exceed $50,000. However, EWA staff may select lower cost projects to be included in the E‐CAMP if those projects are considered high priority. Professional services including condition assessments, studies, and other capital plan updates included in the E‐CAMP are included based upon the probability that the outcome of each assessment, study, and update will most likely exceed the $50,000 threshold for E‐CAMP project inclusion. Remote facility capital asset related projects are identified under the Remote Comprehensive Asset Management Plan (R‐CAMP) and are not evaluated in the E‐CAMP. However, the remote facility projects recommended in the most recent R‐CAMP are included in Section 7 of the E‐CAMP. Implementation of the E‐CAMP is through the following seven Task Elements:  Task Element 1 – Conduct Condition Assessments  Task Element 2 – Update Asset Lists  Task Element 3 – Conduct Needs Assessments  Task Element 4 – Update Capital Projects Lists  Task Element 5 – Determine Priority Projects  Task Element 6 – Estimate Project Costs  Task Element 7 – Recommend Project Implementation Schedule The EWA budgeting process includes several designations to group capital projects. These are referenced in E‐CAMP project summary tables and are described as follows:  Capital Improvement Projects (CIP): Improvement projects that increase or maintain system capacity. The EWA budgeting process defines Capital Improvement Projects as those valued greater than $20,000. Projects valued between $20,000 and $50,000 will generally not be included in the E‐
CAMP.  Planned Asset Replacement (PAR): Asset replacement projects extend the useful life of facilities. The EWA budgeting process defines PAR projects as those valued greater than $20,000. Projects valued between $20,000 and $50,000 will generally not be included in the E‐CAMP.  Capital Acquisition (CA): New assets or facility repair projects valued greater than $2,000 but less than $20,000.  Major Assets (MjA): Assets valued greater than $50K C-2



Minor Assets (MnA): Assets valued less than $50K Information Systems (IS) Improved Technology (IMPR) The E‐CAMP contains detailed supporting documents that provide an organized listing of major assets, estimated useful life of each asset, and scheduled replacement or rehabilitation of each asset. Through the E‐CAMP, EWA staff project future expenditures for capital improvement projects, in both the short and long term, and communicates proposed improvements to the EWA Board of Directors. Discussion of each Task Element occurs in the subsequent paragraphs. C.3 Major Asset Register The cornerstone of the EWA’s E‐CAMP is an accurate inventory of the EWPCF assets placed in its appropriate asset classification. The EWPCF Infrastructure was placed in service over various major expansion phases of construction that began in 1963. Major asset inventory and historical asset auditing is a continuing process for EWA staff. Assets inventoried in FY 2009 and FY 2010 included above ground and below ground piping 12‐inches and larger. Assets inventoried in FY 2011 include the new operations and maintenance facilities, biosolids facilities and energy management facilities. In FY 2012, below ground piping less than 12‐inches in diameter were added to the major asset register. Major assets currently inventoried for the EWPCF can be found in the Appendix E. The EWPCF major asset register will be reviewed annually to account for in‐house and contracted rehabilitation projects. Information that is provided in the asset register includes:  Asset ID  Asset Description  Asset Classification  Asset Location  Asset Installation Date  Last Rehabilitation Date of Asset  Estimated Asset Useful Life  Estimated Asset Replacement Date  Estimated Replacement Cost C.3.1 Asset Classification Asset classification within the E‐CAMP effectively organizes EWPCF assets according to functionality. The E‐
CAMP includes six unique asset classifications that are categorized in Figure C‐1. Figure C‐1: Asset Classifications C-3
C.3.2 Asset Useful Life Expectancy Asset useful life expectancy is an estimation of how long an asset is expected to function in its environment. Initially, the useful life was estimated. Assets utilized in the wastewater treatment process are generally recognized as “severe‐duty” assets routinely exposed to a wide variety of harmful elements. Asset useful life estimates for the EWPCF were determined through in‐house staff consultation, benchmarking other wastewater treatment facilities and conducting online research. Once asset useful life estimations were determined they were placed in the E‐CAMP Major Asset Register and are used as a basis for rehabilitation or replacement budgeting. As assets near the end of their estimated useful life, a condition assessment is completed to determine the “assessed” useful life. Based on the assessed useful life, either replacement of the asset is scheduled or deferred until later in the assessed service life. Table C‐1 lists general asset useful life estimates utilized for the EWPCF. Table C‐1: General Asset Useful Life Estimates Useful Life (years) 15 Asset Burner – Waste Gas Air Conditioner 15 Catalyst, Oxidation 10 Air Drier 10 Centrifuge 25 Air Handling Units 20 Chiller (Power Bldg) 20 Air Compressor 10 Chute 25 Air Dryer 25 Collector – DAF Tank 15 Aluminum Covers, for process areas 20 Collector – Secondary Clarifier 20 Analyzer (Meter), Dissolved Oxygen 10 Communication Radio 7 Analyzer, CO2 and CO 10 Condenser/Saturator 10 Backflow Preventer 15 Conveyor – Screw 25 Bar Screens 20 Conveyor – Belt 20 Battery Bank 7 CPU 7 Belt Filter Presses 20 Crane 25 Bin, Wet Cake and Recycle Material 25 Crusher, Pellet Roller 25 Blower, RTO Exhaust 25 Digester Gas Boiler 15 Blower, Furnace Combustion 25 Door, Roll up 25 Blowers – Aeration Air (engine driven) 20 Defribrillator 10 Blowers – Aeration Air (electric) 30 Drill 7 Blowers – Agitation Air 30 Drum Dryer 30 Blower ‐ Digester Mix Gas Bookcase, File Drawer, Cabinet, Desk, Hutch 20 Drying oven, paint shop 12 Dust Collector 20 Asset Actuator 10 Useful Life (years) 30 Boiler 15 Electric Conduit, Wiring, and Fixtures 25 Building, Structure 50 Electric Cart 7 Burner, RTO 30 Electric Switch Gear 20 C-4
Useful Life (years) Electric Transformer 20 Elevator, Bucket Asset Asset Useful Life (years) Laboratory Equipment, Hood, Fume 20 25 Laboratory Equipment, Kiln 15 Elevator 25 Laboratory Equipment, Miscellaneous Mixers, Stirrers, Burners 7 Engine – Cogen 20 Laboratory Equipment, Bottle Washer 10 Engine Related Equipment 20 Laptop 7 Ethernet Switch 7 Leak Detector 10 Explosion Vent 20 Level Sensor 7 Fan 25 Lighting, Yard 15 Filter – 3WHP/2W Sandfilter 25 Heater, Pellet Oil Tank 10 Filter – Carbon 20 Main Switchgear 30 Fire Hydrant 10 Mixer, Static Polymer 10 Flame Arrester 15 Meter, chemical flow 7 FRP Weirs 15 Mixer, Dryer 25 FRP Tanks 15 Meter, Magnetic Flow 15 Fugitive Dust Rupture Disk Monitor 15 Meter, portable 10 Furnace 30 Monitor 7 Furnace Flame Detector 30 Motor Control Centers 40 Gates ‐ slide gate 30 Panel 15 Gates ‐ sluice gate, stainless steel 30 Pellet Cooler 25 Gates ‐ sluice gate, cast iron 20 Piping ‐ Ductile Iron, exposed 30 General Distribution Panel (Power Bldg) 20 Piping ‐ Ductile Iron, underground 40 Grinder – Sludge 15 Piping ‐ PVC, exposed 15 Grit Dewatering Screw 20 Piping ‐ PVC, underground 35 Hand‐hole 25 Piping ‐ RCP, underground, sewers 50 Heat Exchanger, shell and tube steel 30 Piping ‐ RCP, underground, storm drains & outfalls 50 Heat Exchanger, Plate & Frame 30 Piping ‐ Stainless Steel 30 Heat Recovery Silancer 20 Piping ‐ Steel, underground 30 Hydraulic Unit – Screenings Press Instrumentation Analyzers, turbidmeters, level sensors 10 Plumbing – General 20 5 Plumbing ‐ Laboratory Piping 20 Instrumentation Controls 15 Pneumatic Transport System 25 Laboratory Equipment, Furnace 12 Polycyclone Screw Feed 25 C-5
Asset Useful Life (years) Asset Useful Life (years) Polycyclone Separator 25 Tank – Silo 40 Preseparator 25 Tank – Water Air Break 20 Product Diverter 25 Tank – Ferric Chloride Storage 15 Printer 7 Tank – Raw Polymer Storage 15 Pulsatin Dampener 8 Tape Drive 7 Pump – WAS, Oil, 3WHP, Primary Sludge, Drain, Grit 10 Thermocouple 10 Pump – Scum, Chemical 8 Transmitters/Switches ‐ Pressure, Temperature, Level, Flow, Vibration 7 15 Transformer 40 20 UPS 10 Receiver 20 Valves ‐ Air Release Valves 10 Recycle Bin Activator/ Vibrator 25 Valves ‐ Butterfly Valves 20 Refrigerator 10 Valve ‐ Ball (chemical) 15 Regenerative Thermal Oxidizer 3 Valve ‐ Check Valve 15 Regulator, Air or Pressure 10 Valve ‐ Double Blocking Main Gas 20 Rotary Screen 20 Valve ‐ Hopper Outlet 25 Scale 25 Valve ‐ Light Duty 25 Server 7 Valve ‐ Plug (Air or Digester Gas) 20 Skimmer 15 Valve ‐ Plug (Solids or Liquid) 15 Spout, Dustless Load 15 Valve ‐ Pressure Relief 10 Stormwater Brow Ditch 50 Valve, Purge 10 Strainer, Basket 10 Valves ‐ Raw wastewater 15 Strainer, Automatic 15 Valve, Rotary 15 Structures – Concrete 50 Valves – Sludge 15 Tank – Concrete 50 Valve ‐ Solenoid 10 Tank – Expansion 20 Vehicle 7 Tank – Filtration 15 Variable Frequency Drive (VFD) 10 Tank – Nitrogen 15 Venturi Scrubber 10 Tank – Oil 20 Saw 10 Tank – Pneumatic Air 15 Shaker Screen 25 Tank – Polymer Mixing 15 Wet Bin Live Bottom Screw 25 Pump – TWAS, 3W, Sump, Storm Water, Sludge Circulating, Cake Pump – RAS, PE, SE, 2W, Digester Mixing, Vertical Turbine C-6
C.4 CAMP Task Elements C.4.1 Task Element 1 – Conduct Condition Assessments Infrastructure planning and condition assessment provides a solid foundation for future decision making. It is critical that the EWA has a clear understanding of the condition of its infrastructure and how it is performing. Management decisions leading to the replacement and rehabilitation of the EWPCF assets revolve around these two aspects. Not knowing the current condition or performance level of an asset may lead to the premature failure of the asset, leaving the EWA with only one option: to replace the asset – usually the most expensive option in the asset management life‐cycle chain. The unforeseen failure of an asset can have significant consequences that constitute a business risk or potential loss to the EWA. By conducting regular condition assessments, and by monitoring asset performance, rehabilitation strategies can be updated and refined, and ultimate replacement schedules can be determined more accurately. Condition assessment allows the EWA to better understand the remaining useful life of the EWPCF assets. This fundamental understanding drives future expenditure patterns. In FY 2011, EWA initiated a formal condition assessment process for the EWPCF major assets. The condition assessment documents the current condition of each asset and recommends one of the following: 1) For assets in with remaining useful life, recommend extending the estimated useful life and redesignating to an assessed useful life. 2) Assets with end of useful life projected in the near term, recommend a needs assessment to define a project. C.4.2 Task Element 2 – Update Major Asset Register The Major Asset Register is updated with assessed useful life information determined during the condition assessment conducted as Task Element 1. Additional updates to the Asset Register may include addition or replacement of assets during the previous year capital project work. C.4.3 Task Element 3 – Conduct Needs Assessments Needs assessments are identified both from the condition assessments and from EWA staff observation. When an asset condition assessment determines that an asset is within five years of its assessed useful life, that asset may be recommended for in‐kind replacement or for a more detailed study to determine if alternative technologies are more suitable for upgrade. Staff observations are investigated and recommendations summarized in new project definitions. C.4.4 Task Element 4 – Update Capital Projects List A comprehensive list of capital projects is maintained and updated with new projects during each CAMP cycle. The projects are numbered by process area. C-7
C.4.5 Task Element 5 – Priority Project Assignment Proposed E‐CAMP projects are first screened based on Safety, Assessed Condition or Regulatory Compliance. Projects required to maintain a safe working environment, to prevent eminent equipment failure in the next two years, and to maintain regulatory compliance are designated “Top Priority” and are recommended for funding. Remaining projects are prioritized as described in this section. The project prioritization process utilizes the established evaluation categories and assigns a weighted value between 1 and 6 with 1 being the lowest importance and 6 being the highest importance. Each project is rated utilizing the seven evaluation categories with priority value assignment ranging from 0 to 3 with 1 representing low relevance, 2 representing medium relevance and 3 representing high relevance. If a specific evaluation category bears no relevance to the project, the project is assigned a rating of 0. The resulting priority score for each category is determined as the product of the category weight value and the priority value assigned. The composite score for each project is the sum of its priority scores in each evaluation category. Recommendation of project implementation is based on each project’s composite score. The priority project rating can vary from year to year based on specific circumstances at the EWPCF in that particular year. Figure C‐2: Priority Project Ranking Methodology CATEGORY WEIGHT EVALUATION CATEGORY (1 = Lowest Priority) Safety Top Priority
Assessed Asset Useful Life Top Priority reached within 2 years
Regulatory Compliance
Top Priority
Consequence of Failure
6
Odor Control
5
Energy Efficiency
4
Cost Efficiency
3
Assessed Asset Useful Life
2
Organizational Efficiency
1
C-8
Evaluation Category Discussion The following paragraphs describe each prioritization category and the scoring process. First, projects are screened for applicability of the first three categories. If a project receives a “yes” score for these categories, it is classified as a “top priority” project and is recommended for funding in the near term. If a project receives a “no” score for these categories, it is then scored for the following categories. C.4.5.1 Safety The safety category is used to assess improvements needed to maintain a safe working environment for facility personnel. If a project will significantly reduce the risk of an accident occurring or will significantly improve the working environment then it would screen as a safety project. C.4.5.2 Assessed Useful Life The asset useful life evaluation category addresses the need to replace an existing asset that is within two years of the end of its assessed useful life. C.4.5.3 Regulatory Compliance The regulatory compliance evaluation category is used to assess the relative impact of a project and its ability to comply with current or anticipated regulatory requirements such as:  Effluent discharge criteria  Air pollution control rules and regulations  Regulation for storage and handling of hazardous material  Storm water regulations  OSHA and other safety regulations A project would be identified as a top priority project based on regulatory compliance if there is a high level of risk of non‐compliance with established regulatory criteria. C.4.5.4 Consequence of Failure The consequence of failure category is used to determine the criticality of an asset. Some assets are more critical than other assets in maintaining the plant capacity, having higher risk of a failure or an accident occurring, or having higher impacts on the ability to comply with regulatory requirements. These critical assets should be managed and/or maintained to a greater degree than less critical assets because of the probability of a failure occurring and the resulting consequences of that failure. C.4.5.5 Odor Control The odor control evaluation category is used to assess whether a project has a significant effect on improving odor control at the EWPCF. In order for an odor source to be rated, it must be noticeable to odor receptors beyond the EWPCF plant boundary. C-9
C.4.5.6 Energy Efficiency The energy efficiency evaluation category is used to assess the energy effectiveness of each project. Energy effectiveness can be realized through a reduction of energy usage and costs resulting from the implementation of a project. If a project significantly reduces the EWPCF energy requirements or increases the capability to meet on‐site energy demands it would receive a higher rating. C.4.5.7 Cost Efficiency The cost efficiency evaluation category is used to assess the cost effectiveness of each project. Cost effectiveness can be realized through a reduction of operational costs resulting from the implementation of a project. In addition, if a project has a relatively short payback period then it would be designated as cost effective and receive a higher rating. C.4.5.8 Assessed Useful Life The assessed useful life category is used to assess projects related to aging assets. If an asset is within five years of assessed useful life, it will score higher in this category. C.4.5.9 Organizational Efficiency The organizational efficiency evaluation category is used to assess the improvement in safety and working environment for the EWPCF plant personnel if the project is implemented. If a project will improve organizational efficiency by creating a more positive working environment, it receives a high rating. C.5 Cost Control Considerations For implementation of each E‐CAMP project, the following issues should be considered to control project costs: 1. Where practical, projects should be combined into a single construction contract. This would reduce the volume of contract documents, contract management costs, construction inspection costs, EWA staff time and the general contractor’s overhead and supervision costs. 2. Pre‐purchase major assets to eliminate Contractor mark‐up. 3. Bid projects at the beginning of the fiscal year if bidding climate is favorable. 4. Design and bid similar projects together. This will allow EWA to obtain a favorable bid for multiple units of each asset. O&M costs would be reduced due to simplified training of personnel and a smaller amount of parts inventory. C - 10
APPENDIX D PROJECT COST TABLES This page left intentionally blank Appendix D: Project Cost Tables The E‐CAMP Project Cost Table for FY2015 through 2019 contains project construction, study and condition assessment cost estimates. This allows EWA to plan and accurately budget ongoing as well as future assessment and replacement of assets to realize full use of service and to replace assets prior to the end of assessed service life. The baseline percentages for anticipated construction years extending past a few years are as follows: Description Percentage Contractor Overhead & Profit: 27% Shipping Rate 40 % of total is shipped at 15% Sales Tax 50% of total is taxed at 7.75% Project Contingency 40% Values should be annually reviewed or altered at the engineer/estimator’s discretion with more precise percentages as more pertinent information is known and the construction year approaches. There is Project Phase Cost associated with the Total Main Project Cost that is factored into the Total Project Cost. The baseline percentages for these are as follows: Project Phase Condition Assessment Conceptual Study Design Engineer During Construction Construction Management *Percent of Total Main Project Cost Rate* 1.5% 2.5% 8.0% 4.5% 5.5% Contingency 20% 20% 15% 15% 20% Rate and Contingency are subject to modification pending upon relevant information and project difficulty. Previous condition assessment, conceptual study, and/or acceptable design from projects in the same process may minimize the project phases cost. Modifications or changes to the baseline percentages should be noted in the last box in the project cost table for further reference. This page left intentionally blank ENCINA WASTEWATER AUTHORITY
Appendix D ‐ Cost Tables
Table of Contents
FY
Planned
Constr
Start
Page
No.
2019
D-1
6
P - 1.1.006 GRS Isolation Improvements w/GRS 3 Inf Gate
8
P - 1.1.008 GRS Rehab
9
P - 1.1.009 Influent Flow Metering Installation
1.2 Primary Treatment
2016
≥2020
2016
D-2
D-3
D-4
18
P - 1.2.006 PSB Phase 1 / PE Pipeline (Phase 1)
21
P - 1.2.009 PSB Struct and Mech Rehab (PSB Ph 2)
22
P - 1.2.010 PSB Scum Pipeline
23
P - 1.2.011 PE Meter Replacement
1.3 Secondary Treatment
2017
2020+
2015
≥2020
D-5
D-6
D-7
D-8
26
P - 1.3.003 AB Selector Implementation and Cover Replacement
≥2020
D-9
27
28
30
31
33
P - 1.3.004
P - 1.3.005
P - 1.3.007
P - 1.3.008
P - 1.3.010
≥2020
2016
2017
≥2020
≥2020
D-10
D-11
D-12
D-13
D-14
35
P - 1.3.012 AB DO Probe Replacement
2016
D-15
36
P - 1.3.013 SC Concrete Cracking Prevention
≥2020
D-16
37
P - 1.3.014 SCs 1 - 8 Influent Gate Replacement
≥2020
D-17
38
P - 1.3.015 AB Flow Eq Feed and Return Pipeline Rehab
≥2020
D-18
39
P - 1.3.016 AB Efficiency Optimization
2017
D-19
≥2020
D-20
Ref
Project
No.
Capital Project
1.0 Liquid Process Improvements
1.1 Headworks
5
P - 1.1.005 Grit and Screenings Handling Facility Rehab
1.4 Effluent
43
P - 1.4.004 EPS Pipe Lining and Abandoned Pipe Coating Repair
2.0 Outfall
2.1 Outfall
46
P - 2.1.002 Ocean Outfall Maintenance and Inspection - External (2 yrs)
2016+
D-21
48
P - 2.1.004 Ocean Outfall Ballast Restoration
≥2020
D-22
49
P - 2.1.005 Ocean Outfall Bathymetric Survey - External
2015
D-23
50
P - 2.1.006 Ocean Outfall - Integrity Assessment per SLC Lease (5 yrs)
2015+
D-24
E Mstr Proj List Tbl6‐1 AppB TOCAppD 2014‐03Mar AppDTOC
App D TOC Page 1 of 4 RMC Water and Environment
Table of Contents
Ref
Project
No.
Capital Project
FY
Planned
Constr
Start
Page
No.
3.0 Solids Processing Improvements
3.1 Biosolids Thickening
52
P - 3.1.002 Sludge Process Improvements (DAFT or Alt Tech, Efficiency)
2019
D-25
53
P - 3.1.003 TWAS Pipeline Replacement
≥2020
D-26
3.2 Biosolids Digestion
55
P - 3.2.001 Biofuel Receiving Facilities (Addl budget)
2014
D-27
58
P - 3.2.004 Biosolids Screening Facility
2016
D-28
62
P - 3.2.008 Waste Gas Flare Operation Mods
≥2020
D-29
63
P - 3.2.009 Digester 4, 5 and 6 Covers - Interior Coating, Struct Reinf
2016
D-30
65
P - 3.2.011 Second Waste Gas Flare
66
P - 3.2.012 Digester 4 - Dewatering
67
P - 3.2.013 Digester Mixing System Replacement
68
P - 3.2.014 Digester Gas Pipeline Replacement
3.3 Biosolids Dewatering and Drying
≥2020
≥2020
2017
2015
D-31
D-32
D-33
D-34
76
P - 3.3.008 Dryer Major Maint
≥2020
D-35
77
P - 3.3.009 Drying Safety Upgrades (Phases 2 and 3)
2015
D-36
2015
≥2020
≥2020
D-37
D-38
D-39
2018
2016+
2015
2018+
≥2020
≥2020
2018
D-40
D-41
D-42
D-43
D-44
D-45
D-46
tbd
D-47
2015+
D-48
81
P - 3.3.013 RTO Process Upgrades
90
P - 3.3.022 Loadout Facility Secondary Control
92
P - 3.3.024 Centrifuge Remote Control Addition
95
97
98
99
100
106
107
P - 4.1.003
P - 4.1.005
P - 4.1.006
P - 4.1.007
P - 4.1.008
P - 4.1.014
P - 4.1.015
Cogen Engine Top-End Overhaul (2016, 2017, 2 eng/yr)
Cogen Engine In-Frame Overhaul (2015, 2020 2 eng/yr)
Cogen Engine 5
112
P - 4.1.020 Energy Independence Upgrades
5.0 General Improvements
5.1 Odor Control
115
P - 5.1.002 ORF I Carbon Replacement (annually)
Table of Contents
Ref
Project
No.
Capital Project
FY
Planned
Constr
Start
Page
No.
117
P - 5.1.004 Odor Monitoring Facilities
≥2020
D-49
118
P - 5.1.005 HW/GRT/PSB Odor Control
2018
D-50
121 P - 5.1.008 ORF III Chem Feed System Improvements
123 P - 5.1.010 ORF I, ORF II, and ORF III Process Improvements
5.2 Plant-Wide Systems
2015
2018
D-51
D-52
129
130
135
136
141
143
P - 5.2.005
P - 5.2.006
P - 5.2.011
P - 5.2.012
P - 5.2.017
P - 5.2.019
≥2020
2018
≥2020
≥2020
2019
≥2020
D-53
D-54
D-55
D-56
D-57
D-58
150
P - 5.2.026 Plant Waste Stream Rerouting
≥2020
D-59
151
152
P - 5.2.027 Plant-Wide Seal Coating
P - 5.2.028 Flooding Mitigation
≥2020
≥2020
D-60
D-61
1W System Rehab
5.3 Buildings
155
156
P - 5.3.001 Ops Bldg Locker Replacement
P - 5.3.002 Ops Bldg Air Intake Relocation
2018
≥2020
D-62
D-63
157
P - 5.3.003 Construction Office Upgrade
≥2020
D-64
158
P - 5.3.004 Ops Bldg Chiller Replacement
≥2020
D-65
160
P - 5.3.006 Secondary Scum Pit Roof Removal
2015
D-66
164
P - 5.3.010 Dryer Lab Enclosure
2016
D-67
NA (1)
D-68
6.0 Technology
6.1 Operations Technology
6.1.1 Special Studies
169
P - 6.1.101 Process Control Narrative and Automation Study (OT_SS01)
6.1.2 Enterprise SCADA
172
P - 6.1.201 SCADA Network and Computer Room Upgrades (OT_ES01)
2017
D-69
173
P - 6.1.202 SCADA Pilot Project (OT_ES02)
2016
D-70
174 P - 6.1.203 SCADA Upgrade Plant and Remote Fac (OT_ES03)
175 P - 6.1.204 Co-Gen Facility and Biosoilds SCADA Integration (OT_ES04)
6.1.3 Information Driven
2017
2019
D-71
D-72
177
2017
D-73
P - 6.1.301 Implement ODMS Layer 1 (SCADA Historian) (OT_ID01)
Table of Contents
Ref
178
Project
No.
Capital Project
P - 6.1.302 SCADA Integration with WIMS and Dashboards (OT_ID03)
FY
Planned
Constr
Start
Page
No.
2019
D-74
2017
D-75
NA
(1)
D-76
NA
(1)
D-77
NA
(1)
D-78
NA
(1)
D-79
NA
(1)
D-80
(1)
D-81
6.1.4 Operations Improvement
184
P - 6.1.401 Electronic Operator Logbook and Pass-Down (OT_OI03)
6.1.5 SCADA Asset Management
190
191
193
194
P - 6.1.501 SCADA Design Guidelines (OT_AM01)
P - 6.1.502 SCADA Software Standards (OT_AM02)
P - 6.1.504 Alarm Remediation (Biannial) (OT_AM10)
P - 6.1.505 SCADA Cyber Security VA (Biannial) (OT_AM12)
6.2 Business Technology
6.2.1 Technology & Data Governance
203
P - 6.2.101 IT Governance Policies (BT_TDG01)
204
P - 6.2.102 Technology Master Plan Updates (BT_TDG02) (every 5 yrs)
NA
205
P - 6.2.103 Data Management Standards (BT_TDG03)
NA (1)
D-82
6.2.2 Business Management Enhancements
206
P - 6.2.201 HR Implementation (BT_BME03)
PAR
D-83
207
P - 6.2.202 Management Reporting Enhancements (BT_BME08)(5yrs)
2017
D-84
6.2.3 Regulatory Compliance
214
P - 6.2.301 LIMS Enhancements (BT_RC01) (annual x5)
2015+
D-85
215
P - 6.2.302 WIMS Enhancements (BT_RC02) (annual x5)
2016+
D-86
6.2.4 Asset Management
217 P - 6.2.401 CMMS Enhancements (BT_AM01) (annual)
6.2.6 Document/Records Management
NA
(1)
D-87
223
2021
D-88
NA (1)
D-89
2018
D-90
P - 6.2.601 Public Website Enhancements (BT_DM02)
6.2.7 Information Technology Infrastructure
228 P - 6.2.703 Business Continuity Readiness (BT_ITI03)
9.0 Remote Major Rehab Improvements - Refer to R-CAMP
176
P - 9.6.121 SCADA Upgrade for CWRF Facility (OT_ES05) (R-CAMP)
Project 1.1.005
Main Project Type
New Facility
Facility Rehabilitation
X
Major Maintenance
Asset Replacement
Special Study
Main Project Cost(1)
Project Task Elements
Screening (existing headworks)
Demolition
Influent Channel Repair
Screens (Four climber sceens)
Ventilation and Ducting
Cutthroat Flume Modifications
Electrical
Instrumentation
Grit and Screenings Building
Demolition
Site Work
Concrete
Building (Masonry/Roof/Handrails)
Washer/Compactor (2 units)
Classifier (2 units)
Roto Strainer (1 unit)
Odor Control (1 unit)
Screenings Conveyor
Mechanical Piping
Electrical
Instrumentation
Grit Removal
Demolition
Concrete
Grit Pumps (6 units)
Mechanical Piping
Electrical
Instrumentation
Grit Tank Nos 1 and 2 Inlet Gates (2'‐8" x 7'‐3" Slide Gates, new stainless steel plate, reuse extg frame, stem and operator)
Subtotal
Contractor Overhead & Profit @
Shipping Rate
40%
of total is shipped @
Sales Tax 50%
of total is taxed @
Project Contingency @
Total Main Project Cost (Year of Estimate or Estimate Update)
Total Project Cost (Present Value in 2014 Dollars)
ENR CCI Corresponding to CAMP Report Year
Total Main Project Cost (CAMP Report Year)
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
$ 93,471
$ 41,600
$ 1,102,400
$ 124,800
$ 28,704
$ 232,023
$ 46,405
$ 94,000
$ 42,000
$ 1,103,000
$ 125,000
$ 29,000
$ 233,000
$ 47,000
$ 28,042
$ 21,708
$ 122,554
$ 155,766
$ 256,256
$ 503,360
$ 95,680
$ 355,160
$ 234,416
$ 236,600
$ 299,259
$ 59,852
1
1
1
1
1
1
2
LS
LS
LS
LS
LS
LS
EA
$ 15,095
$ 461
$ 166,620
$ 159,959
$ 66,792
$ 13,358
$ 7,500
Labor Cost
% of Mat'l
Total
Total Cost
$ 94,000
$ 42,000
$ 1,103,000
$ 125,000
$ 29,000
$ 233,000
$ 47,000
$ 29,000
$ 22,000
$ 123,000
$ 156,000
$ 257,000
$ 504,000
$ 96,000
$ 356,000
$ 235,000
$ 237,000
$ 300,000
$ 60,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 16,000
$ 1,000
$ 167,000
$ 160,000
$ 67,000
$ 14,000
$ 15,000
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 8,000
$ 16,000
$ 1,000
$ 167,000
$ 160,000
$ 67,000
$ 14,000
$ 23,000
50%
$ 29,000
$ 22,000
$ 123,000
$ 156,000
$ 257,000
$ 504,000
$ 96,000
$ 356,000
$ 235,000
$ 237,000
$ 300,000
$ 60,000
$ 4,496,000
$ 675,000
included
$ 175,000
$ 1,337,000
$ 6,683,000
15% (per Carollo Tech Memo)
15%
7.75%
25% (per Carollo Tech Memo)
10088
10740
LA CCI Nov‐2013
1.065
$ 7,115,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
1.1.005 CA
Condition Assessment
0.0%
$ ‐
20%
$ ‐
$ ‐
1.1.005 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
1.1.005 DS
Design
8.0%
$ 427,680
15%
$ 64,152 $ 492,000
1.1.005 EDC
Engr During Construction
4.5%
$ 240,570
15%
$ 36,086 $ 277,000
1.1.005 CM
Construction Mgt
7.5%
$ 400,950
20%
$ 80,190 $ 482,000
Notes:
1. For most projects Main Project cost is construction cost, however Main Project Cost could be bypass pumping or similar costs.
2. Percent of Total Main Project Cost
3. Carollo Tech Memo No. 6 Grit and Screening Handling Study, November 2011.
1.1.005
Jan‐15
Nov‐11
Nov‐13
2019
D‐1
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Completed
Completed
$ 492,000
$ 277,000
$ 482,000
$ 8,366,000
Project 1.1.006
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Install adjustable weir gate (estimated 24' x 12" gate)
Bypass pumping
Grit Chamber No. 3 Influent ‐ Motorized Sluice Gate
Motor Operators (2 motor operators per eff weir gate)
Rehababiliation grit tank effluent channel (Length 210' x Width 5' x Depth 8.25' ‐ assumed 2" of concrete on the surface needs rehab = 591.25 CY)
Coating effluent channel
Channel Isolation Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Total Main Project Cost(Year of Estimate or Estimate Update)
ENR CCI Corresponding to Year of Estimate
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
3
1
1
6
22
EA
LS
LS
EA
CY
$ 45,000
$ 30,000
$ 58,280
$ 25,000
$ 1,200
$ 135,000
$ 30,000
$ 59,000
$ 150,000
$ 27,000
25%
125%
3550
1
SF
LS
$ 11
$ 30,000
$ 40,000
$ 30,000
Jan‐15
Nov‐11
Nov‐13
2016
Total Cost
25%
75%
$ 33,750
$ 37,500
$ ‐
$ 37,500
$ 21,000
$ 168,750
$ 67,500
$ 59,000
$ 187,500
$ 48,000
0%
0%
$ ‐
$ ‐
$ 40,000
$ 30,000
$ 601,000
$ 163,000
$ 37,000
$ 24,000
$ 207,000
$ 1,032,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
10088
10740
1.065
$ 1,099,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Rate(2)
1.1.006 CA
1.5%
$ 12,375
20%
$ 2,475 $ 15,000 $ 5,000
1.1.006 CS
Conceptual Study
2.5%
$ 10,775
20%
$ 2,155 $ 13,000
$10,000
1.1.006 DS
Design
8.0%
$ 66,000
15%
$ 9,900 $ 76,000
$20,000
1.1.006 EDC
4.5%
$ 37,125
15%
$ 5,569 $ 43,000
$10,000
1.1.006 CM
Construction Mgt
7.5%
$ 61,875
20%
$ 12,375 $ 75,000
$30,000
Notes:
3. Estimated weir gate cost from OCSD Peak Flow Mngt project escalated to 2011 cost.
4. Maybe more cost effective to install isolation gates at the end of each grit effluent channel.
1.1.006
D‐2
Total not reqd
$ 25,000
$ 75,000
$ 43,000
$ 75,000
$ 1,317,000
Project 1.1.008
GRS Rehab
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
Grit Tank Nos 1 and 2 Inlet Gates (2'‐8" x 7'‐3" Slide Gates, new stainless steel plate, reuse extg frame, stem and operator)
Rehababiliation grit tank effluent channel (Length 210' x Width 5' x Depth 8.25' ‐ assumed 2" of concrete on the surface needs rehab = 591.25 CY)
Coating effluent channel
Bypass Pumping
Subtotal
Shipping Rate
20%
Sales Tax 45%
of total is taxed @
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
2
EA
$ 7,500
$ 15,000
50%
$ 8,000
$ 23,000
22
CY
$ 1,200
$ 27,000
75%
$ 21,000
$ 48,000
3550
1
SF
LS
$ 11
$ 85,000
$ 40,000
$ 85,000
0%
0%
$ ‐
$ ‐
$ 40,000
$ 85,000
$ 196,000
$ 53,000
$ 6,000
$ 7,000
$ 105,000
$ 367,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10283
10740
1.044
$ 384,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.1.008 CA
1.5%
$ 3,930
20%
$ 786 $ 5,000
1.1.008 CS
Conceptual Study
2.5%
$ 4,275
20%
$ 855 $ 6,000
1.1.008 DS
Design
17.2%
$ 45,064
15%
$ 6,760 $ 52,000
1.1.008 EDC
12.0%
$ 31,440
15%
$ 4,716 $ 37,000
1.1.008 CM
Construction Mgt
16.5%
$ 43,230
20%
$ 8,646 $ 52,000
Notes:
3. Slide gate cost from IEUA, RP‐1 Gate Replacement Project, Waterman quotes escalated to 2015 dollars. 4. Concrete rehab cost estimate from IJS 90% Cost Estimate.
1.1.008
Jan‐15
Nov‐12
Nov‐13
≥2020
D‐3
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
not reqd
$ 52,000
$ 37,000
$ 52,000
$ 525,000
Project 1.1.009
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Flowmeter Systems
SCADA Programming
Startup
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
4
1
4
EA
LS
EA
Material Cost
Unit Cost
Total
$ 25,000
$ 10,000
$ 3,500
$ 100,000
$ 10,000
$ 14,000
Labor Cost
% of Mat'l
Total
30%
0%
0%
Jan‐14
Jan‐11
Dec‐13
2016
Total Cost
$ 30,000
$ ‐
$ ‐
$ 130,000
$ 10,000
$ 14,000
Verbal quote 12/19/2013, Flow Shark Pulse with transmitter, $25,000 each with $3,000 installation each if conduit/wiring is in place
Subtotal
Shipping Rate
20%
Sales Tax 80%
of total is taxed @
$ 154,000
$ 42,000
$ 5,000
$ 10,000
$ 22,000
$ 233,000
27%
15%
7.75%
10%
LA CCI Nov‐2013
10740
10740
1.000
$ 233,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.1.008 CA
1.5%
$ 3,165
20%
$ 633 $ 4,000
1.1.008 CS
Conceptual Study
2.5%
$ 1,975
20%
$ 395 $ 3,000
1.1.008 DS
Design
17.2%
$ 36,292
15%
$ 5,444 $ 42,000
1.1.008 EDC
12.0%
$ 25,320
15%
$ 3,798 $ 30,000
1.1.008 CM
Construction Mgt
16.5%
$ 34,815
20%
$ 6,963 $ 42,000
Notes:
3. Four 48" flow meters from ABB flowmeter system quote 2013. 4. Online Analyzer from HACH quote 2013. 5. EWA Engineering Staff ‐ May be packaged with 1.2.010.
1.1.009
D‐4
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
not reqd
$ 25,000
$ 10,000
$ 10,000
$ 278,000
Project 1.2.006
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Bypass Pumping
PE Pipeline Cleaning
Pipe Repairs, mechanical, crown of pipe
PSB 1‐6 effluent channel gates, conc repair
PSB 1‐6 effl channel conc repair, coating (120'L x 3'W x 6'D)
PSB PE EQ Structure Coating (240' L x 4.5' W x 6' D)
PSB PE EQ Bypass Structure Coating (5' L x 4' W x 6' D)
PSB effluent launder supports
PSB equipment (shaft) priority repairs
PSB 1‐10 (20 influent gates, 18‐inch dia, ss)
PSB infl channel conc repair, coating (220' L x 3' W x 8' D)
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
1
60
20
24
1476
2934
108
4
1
20
2676
$ 300,000
$ 1,000
$ 5,000
$ 3,500
$ 75
$ 75
$ 75
$ 7,000
$ 10,000
$ 10,000
$ 75
LS
LF
EA
EA
SF
SF
SF
EA
EA
EA
SF
25%
50%
50%
50%
50%
50%
25%
25%
Total Cost
$ ‐
$ 15,000
$ 50,000
$ 42,000
$ 55,350
$ ‐
$ ‐
$ 14,000
$ 5,000
$ 50,000
$ 50,175
$ 300,000
$ 75,000
$ 150,000
$ 126,000
$ 166,050
$ 221,000
$ 9,000
$ 42,000
$ 15,000
$ 250,000
$ 251,000
$ 1,606,000
$ 434,000
$ 97,000
$ 63,000
$ 550,000
$ 2,750,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
Project Phases Cost
Rate(2)
1.2.006 CA
1.5%
1.2.006 CS
Conceptual Study
2.5%
1.2.006 DS
Design
12.0%
1.2.006 EDC
4.5%
1.2.006 CM
Construction Mgt
7.5%
Notes:
3. Cost estimated. A more detailed cost will be available after the study phase.
1.2.006 $ 300,000
$ 60,000
$ 100,000
$ 84,000
$ 110,700
$ 220,050
$ 8,100
$ 28,000
$ 10,000
$ 200,000
$ 200,700
Labor Cost
% of Mat'l
Total
Jan‐15
Oct‐12
Oct‐12
2017
10088
10740
1.065
$ 2,928,000
Amount
$ 33,000
$ 264,000
$ 99,000
$ 165,000
D‐5
Contingency
20%
$ 6,600
20%
$ ‐
15%
$ 39,600
15%
$ 14,850
20%
$ 33,000
Subtotal
$ 40,000
$ ‐
$ 304,000
$ 114,000
$ 198,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total completed
$ 75,000
$ 250,000
$ 100,000
$ 100,000
$ 3,453,000
Project 1.2.009
PSB Struct and Mech Rehab (PSB‐Phase 2)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
(1)
PSB 1‐6 Structural Repair (Assumed top 2‐inch of concrete need repairs. Each PSB has 3200 sf of vertical surface area.)
PSB 1‐6 Coating (Each PSB Dim 160' L x 20' W x 9' D)
PSB 1‐10 Sludge and Scum Collectors Rehab
Helical Skimmers Refurbishment
PSB 7‐10 Effl Channel conc repair, coat (80'Lx4'wx6'D)
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No.
Material Cost
Units Unit Cost
Labor Cost
Total
% of Mat'l
Total
Total Cost
120
CY
$ 1,200
$ 144,000
50%
$ 72,000
$ 216,000
19200
10
10
996
SF
EA
EA
SF
$ 50
$ 100,000
$ 10,000
$ 75
$ 960,000
$ 1,000,000
$ 100,000
$ 74,700
20%
25%
25%
$ ‐ $ 200,000
$ 25,000
$ 18,675
$ 960,000
$ 1,200,000
$ 125,000
$ 94,000
$ 2,595,000
$ 701,000
$ 156,000
$ 101,000
$ 889,000
$ 4,442,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
10283
10740
1.044
$ 4,640,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
1.2.006 CA
1.5%
$ 53,295
20%
$ 10,659 $ 64,000
1.2.006 CS
Conceptual Study
1.6%
$ 68,851
20%
$ 13,770 $ 83,000
1.2.006 DS
Design
12.2%
$ 431,690
15%
$ 64,753 $ 497,000
1.2.006 EDC
5.5%
$ 193,639
15%
$ 29,046 $ 223,000
1.2.006 CM
Construction Mgt
8.8%
$ 310,888
20%
$ 62,178 $ 374,000
Notes:
3. Cost estimated based on FY 2012 IJS 90% Cost Estimate and NSD Expansion Project.
4. Cost estimated. A more detailed cost will be available after the 2013 Condition Assessment
1.2.009
Jan‐15
Nov‐12
Nov‐13
≥2020
D‐6
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total $ 64,000
$ 83,000
$ 250,000
$ 100,000
$ 200,000
$ 5,337,000
Project 1.2.010
PSB Scum Pipeline
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Quantity
No. Units
Material Cost
Unit Cost
Total
25
227
680
25
227
1020
1
1
$ 100
$ 35
$ 40
$ 50
$ 61
$ 20
$ 5,000
$ 5,000
Labor Cost
% of Mat'l
Total
Jan‐15
Dec‐12
Dec‐12
2015
Total Cost
Sawcut, remove, and dispose Conc above scum pipeline/drain Remove and dispose native soil as neceessary Repair/Replace pipeline, add supports (4 pipe systems)
Place Pipe Bedding (Crushed Stone 3/4" to 1/2") (3)
Backfill and Compaction Pour new concrete walkway Mob/Demobilization
Construction Sequencing
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
CY
CY
FT
CY
CY
SF
LS
LS
$ 2,519
$ 7,933
$ 27,200
$ 1,259
$ 13,827
$ 20,400
$ 5,000
$ 5,000
Includ.
Includ.
Includ.
Includ.
Includ.
Includ.
Includ.
Includ.
$ 86,000
$ 24,000
$ 7,000
$ 4,000
$ 49,000
$ 170,000
27%
15%
7.75%
40%
LA CCI Nov‐13
LA CCI Nov‐2013
10740
10740
1.000
$ 170,000
Contingency
Amount
Project Phases Cost
Rate(2)
1.1.001 CA
0.0%
$ ‐
20%
$ ‐
1.1.001 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
1.1.001 DS
Design
0.0%
$ ‐
15%
$ ‐
1.1.001 EDC
4.5%
$ 5,445
15%
$ 817
1.1.001 CM
Construction Mgt
7.5%
$ 9,075
20%
$ 1,815
Notes:
3. Novato Sanitary District Wastewater Facility Upgrade Project, August 2006, unit costs escalated to 2012 costs.
4. RS Means Heavy Construction 2013.
5. Increased design cost to include geotechnical investigation to mitigate future settlement.
6. EWA Engineering Staff ‐ May be packaged with 1.1.009
1.2.010
$ 3,000
$ 8,000
$ 28,000
$ 2,000
$ 14,000
$ 21,000
$ 5,000
$ 5,000
D‐7
Subtotal
Minimum
$ ‐
$5,000
$ ‐
$ 10,000
$ ‐
$35,000
$ 7,000
$10,000
$ 11,000
$30,000
Total complete
Not Req'd
$ 50,000
$ 10,000
$ 15,000
$ 245,000
Project 1.2.011
PE Meter Replacement
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Jan‐14
≥2020
Total Cost
Mob/Demobilization
Replace flow meter
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
1
1
LS
EA
$ 5,000 $ 5,000
$ 25,000 $ 25,000
$ 25,000
$ 7,000
$ 2,000
$ 1,000
$ 14,000
$ 49,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 53,000
Contingency
Amount
Project Phases Cost
Rate(2)
1.1.001 CA
0.0%
$ ‐
20%
$ ‐
1.1.001 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
1.1.001 DS
Design
0.0%
$ ‐
15%
$ ‐
1.1.001 EDC
4.5%
$ 1,575
15%
$ 236
1.1.001 CM
Construction Mgt
7.5%
$ 2,625
20%
$ 525
Notes:
1.2.011
$ 5,000
$ 25,000
D‐8
Subtotal
$ ‐
$ ‐
$ ‐
$ 2,000
$ 4,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Not Req'd
Not Req'd
Not Req'd
Not Req'd
Not Req'd
$ 53,000
Project 1.3.003
AB Selector Implementation and Cover Replacement
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
May‐11
Jan‐14
≥2020
Total Cost
1. 3WHP Water Pipe
2. Basin Covers and Access
3. Basin Selector Zones
1
1
1
LS
LS
LS
$ 91,656 $ 91,656
$ 818,613 $ 819,000
$ 1,281,755 $ 1,282,000
0%
0%
$ ‐
$ ‐
$ ‐
$ 92,000
$ 819,000
$ 1,282,000
(1) From Carollo Report
Anaerobic Selector Implementation and basin cover access platforms replacement
Subtotal
27%
Shipping Rate ‐ included
40%
15%
Sales Tax ‐ included
50%
of total is taxed @
7.75%
15%
LA CCI Nov‐2013
$ 2,193,000
$ 593,000
$ 132,000
$ 85,000
$ 451,000
$ 3,454,000
10000
10740
1.074
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
1.3.003 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.003 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.003 DS
Design (4) 0.0%
$ ‐
15%
$ ‐
$ ‐
1.3.003 EDC Engr During Construction
4.5%
$ 135,135
15%
$ 20,270 $ 156,000
1.3.003 CM Construction Mgt
7.5%
$ 225,225
20%
$ 45,045 $ 271,000
Notes:
3. Secondary Aeration Basin Rehabilitation Tech Memo No. 8, May 2011, Carollo and Updated cost estimate dated 3/12/2012
4. Design completed in 2012, addl budget allocated for minor revisions and bid process
1.3.003
D‐9
$ 3,710,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Completed
Completed
$ 40,000
$ 156,000
$ 271,000
$ 4,177,000
Project 1.3.004
AB MechRehab and RAS Pump Addition
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
1. General and Site Work
2. Influent Channel
3. Infl Slide Gates (moved to 1.3.016)
4. RAS Pump (piping reconf P‐1.3.016) (1)
5. EIC
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐11
Jan‐14
≥2020
Total Cost
1
1
LS
LS
$ 21,000
$ 765,934
$ 21,000
$ 765,934
$ ‐
$ ‐
$ 21,000
$ 766,000
1
1
LS
LS
$ 45,000
$ 375,850
$ 45,000
$ 375,850
$ ‐
$ ‐
$ 45,000
$ 376,000
Subtotal
27%
40%
15%
50%
of total is taxed @
7.75%
15%
LA CCI Nov‐2013
$ 1,208,000
$ 327,000
$ 73,000
$ 47,000
$ 249,000
$ 1,904,000
10000
10740
1.074
$ 2,045,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.3.004 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.004 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.004 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
4.5%
$ 74,475
15%
$ 11,171 $ 86,000
7.5%
$ 124,125
20%
$ 24,825 $ 149,000
Notes:
1.3.004
D‐10
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Completed
Completed
$ 40,000
$ 86,000
$ 149,000
$ 2,320,000
Project 1.3.005
Main Project Type
New Facility
Major Maintenance
Asset Replacement
X
Special Study
Repair Diffuser Piping
Replace Diffusers, AB 1
Dispose of old diffusers and construction debris
Mob / Demb
Membranes procured in FY 2014
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
6520
6520
5400
1
1
LS
EA
EA
EA
LS
LS
$ 20,000 $ 20,000
$ 5 $ 33,000
$ 5 $ 33,000
$ 5 $ 27,000
$ 10,000 $ 10,000
$ 5,000 $ 5,000
0%
50%
50%
50%
50%
50%
$ ‐
$ 16,500
$ 16,500
$ 13,500
$ 5,000
$ 2,500
$ 20,000
$ 50,000
$ 50,000
$ 41,000
$ 15,000
$ 8,000
6520
EA
$ (5) $ (33,000)
0%
$ ‐
$ (33,000)
Subtotal
27%
Shipping Rate 40%
15%
Sales Tax 50%
of total is taxed @
7.75%
15%
LA CCI Nov‐2013
$ 151,000
$ 41,000
$ 10,000
$ 6,000
$ 32,000
$ 240,000
10740
10740
1.000
$ 240,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.3.004 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.004 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.004 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
4.5%
$ 9,360
15%
$ 1,404 $ 11,000
7.5%
$ 15,600
20%
$ 3,120 $ 19,000
Notes:
4. Diamond diffusers based on Siemens quote dated 11/15/2011 1.3.005
Jan‐15
Nov‐13
Dec‐13
2016
D‐11
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Completed
Completed
$ 30,000
not reqd
not reqd
$ 270,000
Project 1.3.007
SCs 5 and 6 Rehabilitation
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
(1)
Main Project Cost
Bonds and Insurance
Mobilization
Fab and Deliver Clarifier Mechanisms Demo Existing Clarifier Equipment
Install New Clarifiers ‐ Includes Sandblast/Painting of New Equipment Repair Concrete Cracks
Repair Concrete Holes
Replace Launders/Trough
Replace Launder Supports
Abbrassive Blast/Coat Extg Knee Brackets, Troughts, Bridges
Replace Weirs
Replace Drain Gates
Replace Influent Gates
Rehab Effluent Gates
Electrical
Demobilize
Quantity
Material Cost
No. Units Unit Cost
Total
1
1
2
2
2
2
2
2
2
2
2
2
2
2
1
1
LS
LS
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
EA
LS
LS
$ 12,300 $ 13,000
$ 10,997 $ 11,000
$ 195,954 $ 392,000
$ 17,529 $ 36,000
$ 195,954 $ 392,000
$ 3,550 $ 8,000
$ 2,825 $ 6,000
$ 20,790 $ 42,000
$ 6,951 $ 14,000
$ 60,138 $ 121,000
$ 12,084 $ 25,000
$ 6,460 $ 13,000
$ 5,000 $ 10,000
$ 3,000 $ 6,000
$ 34,050 $ 35,000
$ 19,616 $ 20,000
Labor Cost
% of Mat'l
Total
50%
$ 5,000
Jan‐15
Sep‐11
Dec‐13
2017
Total Cost
$ 13,000
$ 11,000
$ 392,000
$ 36,000
$ 392,000
$ 8,000
$ 6,000
$ 42,000
$ 14,000
$ 121,000
$ 25,000
$ 13,000
$ 15,000
$ 6,000
$ 35,000
$ 20,000
Cost Estimate Based on Filanc Pay Request, Clarifier Nos. 1‐4
Subtotal
Shipping Rate
80%
Sales Tax 80%
of total is taxed @
$ 1,149,000
$ 173,000
Included
Included
$ 397,000
$ 1,719,000
15%
15%
7.75%
30%
LA CCI Nov‐2013
10077
10740
$ 1,833,000
(2)
Contingency
Project Phases Cost
Amount
Rate
1.3.007 CA
0.0%
$ ‐
20%
$ ‐
1.3.007 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
1.3.007 DS
Design
8.0%
$ 105,760
15%
$ 15,864
1.3.007 EDC
4.5%
$ 59,490
15%
$ 8,924
1.3.007 CM
Construction Mgt
7.5%
$ 99,150
20%
$ 19,830
3. Cost estimated based on Filanc Pay Request for Clarifier 1‐4 Rehab Project dated September 2011.
1.3.007
1.066
D‐12
Subtotal
$ ‐
$ ‐
$ 122,000
$ 69,000
$ 119,000
Minimum
Total $5,000
Completed
$10,000 Not Applicable
$250,000 $ 122,000
$10,000 $ 69,000
$30,000 $ 119,000
$ 2,143,000
Project 1.3.008
Secondary Clarifier No. 7 ‐ Conversion from EQ to Clarifier
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Piping
Gates
Valves
Clarifier mechanism
Launder covers?
Painting and coating
Electrical/I&C
Labor Cost
% of Mat'l
Total
$ ‐
$ ‐
Jan‐15
Oct‐13
≥2020
Total Cost
$ ‐
$ ‐
$ ‐
$ ‐
Long‐term project, cost sheet not developed, this is placeholder
Subtotal
Shipping Rate
80%
Sales Tax 80%
of total is taxed @
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
27%
15%
7.75%
40%
LA CCI Nov‐2013
10296
10740
1.043
$ ‐
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.3.008 CA
1.5%
$ ‐
20%
$ ‐
$ ‐
1.3.008 CS
Conceptual Study
2.5%
$ ‐
20%
$ ‐
$ ‐
1.3.008 DS
Design
8.0%
$ ‐
15%
$ ‐
$ ‐
1.3.008 EDC
4.5%
$ ‐
15%
$ ‐
$ ‐
1.3.008 CM
Construction Mgt
7.5%
$ ‐
20%
$ ‐
$ ‐
Notes:
3. Cost estimated based on Filanc Pay Request for Clarifier 1‐4 Rehab Project dated September 2011.
1.3.008
D‐13
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total $ 5,000
$ 10,000
$ 20,000
$ 10,000
$ 30,000
$ 75,000
Project 1.3.010
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Trench excavation, backfilling, shoring, pipe sub‐base, etc.
Assumed average 8 feet depth and 3 feet wide trench.
Temporary bypass piping
New WAS pipe (8" DI Pipe)
Paving/restoration
Existing piping and pavement demolition
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
Material Cost
Unit Cost
Total
250
LF
$ 200
$ 50,000
1
250
750
1
LS
LF
SF
LS
$ 40,000
$ 160
$ 5
$ 20,000
$ 40,000
$ 40,000
$ 3,750
$ 20,000
Labor Cost
% of Mat'l
Total
Incl.
Incl.
Total Cost
$ ‐
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 40,000
$ 40,000
$ 3,750
$ 20,000
$ 154,000
$ 42,000
$ 12,000
$ 6,000
$ 86,000
$ 300,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10296
10740
1.043
$ 313,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.3.010 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.010 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.010 DS
Design
20.0%
$ 42,800
15%
$ 6,420 $ 50,000
1.3.010 EDC
12.0%
$ 25,680
15%
$ 3,852 $ 30,000
1.3.010 CM
Construction Mgt
7.5%
$ 16,050
20%
$ 3,210 $ 20,000
Notes:
3. Cost estimates from RS Means 2012 and Novato Sanitary District Wastewater Facility Upgrade Cost Estimates
4. Length of pipe is estimated per Phase IV, SPM2, Sheet 139, WAS pipe exits from pump room at CL EL 118. TOC EL 124. 1.3.010
Jan‐15
Nov‐12
Nov‐12
≥2020
D‐14
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total $ 20,000
not reqd
$ 50,000
$ 30,000
$ 30,000
$ 443,000
Project 1.3.012
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
(1)
Demolition
Probe mounting modifications
Dissolved Oxygen System (Clark Type)
SCADA Programming
Conduit
Subtotal
Shipping Rate
5%
Sales Tax 60%
of total is taxed @
Quantity
Material Cost
Labor Cost
No.
Units
Unit Cost
Total
% of Mat'l
Total
1
32
32
1
1
LS
Ea.
Ea.
LS
LS
$ 11,000
$ 600
$ 4,000
$ 10,000
$ 30,000
$ 11,000
$ 20,000
$ 128,000
$ 10,000
$ 30,000
50%
25%
50%
0%
0%
$ 5,500
$ 5,000
$ 64,000
$ ‐ $ ‐ Total Cost
$ 17,000
$ 25,000
$ 192,000
$ 10,000
$ 30,000
$ 274,000
$ 74,000
$ 3,000
$ 13,000
$ 110,000
$ 474,000
27%
15%
7.75%
30%
LA CCI Nov‐2013
10283
10740
1.044
$ 496,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
1.3.012 CA
1.5%
$ ‐
20%
$ ‐
$ ‐
1.3.012 CS
Conceptual Study
2.5%
$ 5,000
20%
$ 1,000 $ 6,000
1.3.012 DS
Design
8.0%
$ 29,120
15%
$ 4,368 $ 34,000
1.3.012 EDC
4.5%
$ 16,380
15%
$ 2,457 $ 19,000
1.3.012 CM
Construction Mgt
7.5%
$ 27,300
20%
$ 5,460 $ 33,000
Notes:
3. Material cost based on instrument supplier (HACH) website. Estimated Labor for installation and control connection. 4. EWA Engineering Staff ‐ May be packaged with 1.3.016
1.3.012
Jan‐15
Sep‐12
Oct‐12
2016
D‐15
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Complete‐EWA
Complete‐EWA
$ 34,000
$ 15,000
$ 30,000
$ 575,000
Project 1.3.013
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Repair Cracks
Install new mud valves
Regrout clarifiers
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
500
8
2
$ 40
$ 5,000
$ 5,000
LF
EA
EA
$ 20,000
$ 40,000
$ 10,000
Labor Cost
% of Mat'l
Total
0%
100%
100%
0
$ 40,000
$ 10,000
Jan‐15
Sep‐12
Nov‐13
≥2020
Total Cost
$ 20,000
$ 80,000
$ 20,000
$ 120,000
$ 33,000
$ 8,000
$ 5,000
$ 67,000
$ 233,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10296
10740
1.043
$ 244,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Total Rate(2)
1.3.013 CA
LS
$ 15,000
20%
$ 3,000 $ 18,000
$10,000 $ 10,000
1.3.013 CS
Conceptual Study
LS
$ 20,000
20%
$ 4,000 $ 24,000
$10,000 $ 30,000
1.3.013 DS
Design
8.0%
$ 13,280
15%
$ 1,992 $ 16,000
$20,000 $ 50,000
1.3.013 EDC
4.5%
$ 7,470
15%
$ 1,121 $ 9,000
$10,000 $ 10,000
1.3.013 CM
Construction Mgt
7.5%
$ 12,450
20%
$ 2,490 $ 15,000
$30,000 $ 30,000
$ 374,000
Notes:
3. Cost present only include assessement and initial evaluation. Estimates for the physical repair will be developed after the evaluation has been completed.
1.3.013
D‐16
Project 1.3.014
SCs 1 ‐ 8 ‐ Inf Gate Replacemnt
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Mobilization/Demobilization
Bypass/Outage
Dewater
Replace Influent Gates
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
1
1
8
LS
LS
LS
EA
Material Cost
Unit Cost
Total
$ 20,000
$ 50,000
$ 50,000
$ 10,000
$ 20,000
$ 50,000
$ 50,000
$ 80,000
Labor Cost
% of Mat'l
Total
25%
25%
50%
50%
Total Cost
$ 5,000
$ 12,500
$ 25,000
$ 40,000
$ 25,000
$ 63,000
$ 75,000
$ 120,000
$ 283,000
$ 77,000
$ 17,000
$ 11,000
$ 117,000
$ 505,000
27%
15%
7.75%
30%
LA CCI Nov‐2013
10283
10740
1.044
$ 528,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.3.014 CA
1.5%
$ ‐
20%
$ ‐
$ ‐
1.3.014 CS
Conceptual Study
2.5%
$ 5,550
20%
$ 1,110 $ 7,000
1.3.014 DS
Design
8.0%
$ 31,040
15%
$ 4,656 $ 36,000
1.3.014 EDC
4.5%
$ 17,460
15%
$ 2,619 $ 21,000
1.3.014 CM
Construction Mgt
7.5%
$ 29,100
20%
$ 5,820 $ 35,000
Notes:
3. Estimates for the physical repair will be developed after the evaluation has been completed.
4. Estimated based on NSD cost estimate for 48" gate.
1.3.014
Jan‐15
Oct‐12
Nov‐13
≥2020
D‐17
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
Not Required
$ 36,000
$ 21,000
$ 35,000
$ 620,000
Project 1.3.015
Main Project Type
New Facility
x
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Dec‐12
Oct‐13
≥2020
Total Cost
Mobilization
Outage/install plug
Install isolation gate/valve
Replace/Rehab 36‐inch PE EQ Feed
Replace/Rehab 20‐inch PE EQ Return
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
1
1
1
200
200
LS
EA
EA
LF
LF
$ 20,000
$ 40,000
$ 15,000
$ 400
$ 350
$ 20,000
$ 40,000
$ 15,000
$ 80,000
$ 70,000
0%
0%
25%
25%
25%
$ ‐
$ ‐
$ 3,750
$ 20,000
$ 17,500
$ 267,000
$ 73,000
$ 21,000
$ 11,000
$ 149,000
$ 521,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 555,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
1.1.001 CA
2.5%
$ 9,300
20%
$ 1,860 $ 11,200
1.1.001 CS
Conceptual Study
2.5%
$ 6,350
20%
$ 1,270 $ 8,000
1.1.001 DS
Design
8.0%
$ 29,760
15%
$ 4,464 $ 35,000
1.1.001 EDC
4.5%
$ 16,740
15%
$ 2,511 $ 20,000
1.1.001 CM
Construction Mgt
7.5%
$ 27,900
20%
$ 5,580 $ 34,000
Notes:
3. Estimates for the physical repair will be developed after the evaluation study has been completed.
1.3.015
$ 20,000
$ 40,000
$ 18,750
$ 100,000
$ 87,500
D‐18
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total $ 10,000
$ 20,000
$ 35,000
$ 20,000
$ 34,000
$ 674,000
Project 1.3.016
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
1. General and Site Work (1)
2. 3WHP Water Pipe (see P‐1.3.004)
3. Influent Gates (1)
4. RAS Piping (reconf RAS piping only)
5. Air piping automation at basins
6. Electrical and Controls
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐11
Jan‐14
2017
Total Cost
1
LS
$ 11,000
$ 11,000
$ ‐
$ 11,000
1
1
1
1
LS
LS
LS
LS
$ 328,248
$ 175,000
$ 150,000
$ 50,000
$ 328,248
$ 175,000
$ 150,000
$ 50,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 329,000
$ 175,000
$ 150,000
$ 50,000
Subtotal
27%
40%
15%
50%
of total is taxed @
7.75%
15%
LA CCI Jul‐12
LA CCI Nov‐2013
$ 715,000
$ 194,000
included
included
$ 137,000
$ 1,046,000
10296
10740
1.043
$ 1,092,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.3.004 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
1.3.004 CS
Conceptual Study
18.8%
$ 62,063
20%
$ 12,413 $ 75,000
1.3.004 DS
Design
8.0%
$ 72,720
15%
$ 10,908 $ 84,000
4.5%
$ 40,905
15%
$ 6,136 $ 48,000
7.5%
$ 68,175
20%
$ 13,635 $ 82,000
Notes:
1.3.016
D‐19
Minimum
$5,000
$50,000
$75,000
$30,000
$30,000
Total Completed
$ 75,000
$ 100,000
$ 50,000
$ 50,000
$ 1,367,000
Project 1.4.004
EPS Pipe Lining and Abandoned Pipe Coating Repair
Main Project Type
New Facility
x
Major Maintenance
Asset Replacement
Special Study
Mobilization/Demobilization
Removed Damaged Coating
Repair Lining, 60‐inch Disch Piping at EPS
Repair Coating
60‐inch Abandoned PE Piping in Surge Tower
Construction Outages
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
1
100
LS
LS
LF
25,000
5,000
500
$ 25,000
$ 5,000
$ 50,000
0%
25%
25%
$ ‐
$ 1,250
$ 12,500
$ 25,000
$ 6,250
$ 62,500
10
1
LF
LS
500
30,000
$ 5,000
$ 30,000
0%
0%
$ ‐
$ ‐
$ 5,000
$ 30,000
$ 129,000
$ 35,000
$ 8,000
$ 5,000
$ 71,000
$ 248,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 265,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
1.1.001 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
1.1.001 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
1.1.001 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
1.1.001 EDC
4.5%
$ 7,965
15%
$ 1,195 $ 10,000
1.1.001 CM
Construction Mgt
7.5%
$ 13,275
20%
$ 2,655 $ 16,000
Notes:
3. Estimates for the physical repair will be developed after the evaluation study has been completed.
1.4.004
Jan‐14
Dec‐12
Jan‐14
≥2020
D‐20
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
not reqd
$ 30,000
$ 15,000
$ 30,000
$ 340,000
Project 2.1.002
Sea Outfall Inspection and Maintenance ‐ External Main Project Type
New Facility
Major Maintenance
X
Asset Replacement
Special Study
Underwater inspection and minor maintenance
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ 43,000
$ 43,000
Labor Cost
% of Mat'l
Total
0%
Total Cost
$ ‐
$ 43,000
$ 43,000
$ 12,000
Included
Included
$ 14,000
$ 69,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
10088
10740
1.065
$ 74,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
(4)
2.1.002 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
Condition Assessment 2.1.002 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
2.1.002 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
2.1.002 EDC
0.0%
$ ‐
15%
$ ‐
$ ‐
2.1.002 CM
Construction Mgt
0.0%
$ ‐
20%
$ ‐
$ ‐
Notes:
4. Cost based on last project cost provided by D. Larson December 2011.
2.1.002
Jan‐15
Nov‐11
Nov‐11
2016, 2018
D‐21
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Included
Included
Not Applicable
Not Applicable
Not Applicable
$ 74,000
Project 2.1.004
Sea Outfall Ballast Restoration
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Mobilize Derrek Barge and Rock Barge
Place new ballast rock
4,000 LF * 10 ft wide * 1 ft deep * 165lb/cf
Quantity
No.
Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
LS
$ 250,000
$ 250,000
0%
$ ‐
$ 250,000
3,300
ton
$ 50
$ 165,000
0%
$ ‐
$ 165,000
Subtotal
27%
Shipping Rate
0%
15%
Sales Tax 30%
of total is taxed @
7.75%
25%
LA CCI Nov‐2013
$ 415,000
$ 113,000
Included
Included
$ 132,000
$ 660,000
10088
10740
1.065
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
2.1.004 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
2.1.004 CS
Conceptual Study
25.0%
$ 61,250
20%
$ 12,250 $ 74,000
2.1.004 DS
Design
8.0%
$ 42,240
15%
$ 6,336 $ 49,000
2.1.004 EDC
4.5%
$ 23,760
15%
$ 3,564 $ 28,000
2.1.004 CM
Construction Mgt
7.5%
$ 39,600
20%
$ 7,920 $ 48,000
Notes:
3. Cost estimated.A more detail cost will be available after condition assessment.
4. Based on information from Alan Alcorn, Moffat and Nichols, Dec 2012
2.1.004
Jan‐15
Nov‐11
Nov‐11
≥2020
D‐22
$ 703,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
$ 75,000
$ 100,000
$ 50,000
$ 50,000
$ 978,000
Project 2.1.005
Sea Outfall Bathymetric Survey ‐ External
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
x
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Dec‐12
Dec‐12
2015
Total Cost
Mob/Demob
Field Work, equipment and labor
Data Processing
Reporting and Charting
Additional regulations in effect after 2012 (vessel equip)
1
1
1
1
1
LS
LS
LS
LS
LS
$ 10,000
$ 9,000
$ 10,000
$ 5,000
$ 5,000
$ 10,000
$ 9,000
$ 10,000
$ 5,000
$ 5,000
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 10,000
$ 9,000
$ 10,000
$ 5,000
$ 5,000
Cost from proposal from Ecosystems Mgmt Associates
Proposal dated July 31, 2012
Subtotal
Shipping Rate
0%
Sales Tax 100% of total is taxed @
Project Phases Cost
1.1.001 CA
1.1.001 CS
Conceptual Study
1.1.001 DS
Design
1.1.001 EDC
1.1.001 CM
Construction Mgt
Notes:
2.1.005
$ 39,000
$ 11,000
$ ‐
$ 4,000
$ 22,000
$ 76,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 81,000
Rate(2)
0.0%
0.0%
0.0%
4.5%
7.5%
Amount
$ ‐
$ ‐
$ ‐
$ 2,430
$ 4,050
D‐23
Contingency
20%
$ ‐
20%
$ ‐
15%
$ ‐
15%
$ 364.50
20%
$ 810
Subtotal
$ ‐
$ ‐
$ ‐
$ 3,000
$ 5,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
included
not reqd
$ 5,000
$ 10,000
$ 96,000
Project 2.1.006
Ocean Outfall ‐ Integrity Assessment per SLC Lease
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
x
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Jan‐14
2015
Total Cost
Mob/Demob
Confined Space Entry Crew into Land Outfall
Core Sampling
CCTV
Assessment
1
1
2
1
1
LS
Day
LS
LS
LS
$ 10,000 $ 10,000
$ 30,000 $ 30,000
$ 2,500 $ 5,000
$ 5,000 $ 5,000
$ 7,450 $ 7,450
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 10,000
$ 30,000
$ 5,000
$ 5,000
$ 7,450
Note: EWA may want to CCTV the old PE discharge line in conjuction with this project Cost Approx $5000
Egr during construction includes confined space entry, structural egr observations and report, core testing and report
Subtotal
Shipping Rate
Sales Tax Project Contingency @
0%
0%
of total is taxed @
$ 58,000
$ 16,000
$ ‐
$ ‐
$ 30,000
27%
15%
7.75%
40%
$ 104,000
LA CCI Nov‐2013
10740
10740
$ 104,000
Contingency
Amount
Project Phases Cost
Rate(2)
1.1.001 CA
0.0%
$ ‐
20%
$ ‐
1.1.001 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
1.1.001 DS
Design
0.0%
$ ‐
15%
$ ‐
1.1.001 EDC
Engr During Constr, Testing, SLC
4.5%
$ 3,330
15%
$ 500
1.1.001 CM
Construction Mgt
7.5%
$ 5,550
20%
$ 1,110
Notes:
3. Confined space entry crew based on date rate from EWA Ocean Outfall Internal Inspection 2012
4. Concrete coring test quote from UTS, LLC 2013 for sample preparation and compressive strength test.
5. Assumed 40 hours to analyze and generate a integrity assessment report.
2.1.006
1.000
D‐24
Subtotal
$ ‐
$ ‐
$ ‐
$ 4,000
$ 7,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
not reqd
$ 25,000
$ 30,000
not reqd
$ 159,000
Project 3.1.002
Sludge Process Improvements (DAFT or Alt Tech, efficiency)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Scope of replacement system to be determined after Study.
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
0%
15%
7.75%
0%
LS
Material Cost
Unit Cost
Total
$ 2,500,000
$ 2,500,000
Labor Cost
% of Mat'l
Total
0%
Total Cost
$ ‐
$ 2,500,000
$ 2,500,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 2,500,000
(Included)
(Included)
(Included)
(Included)
LA CCI Nov‐2013
10740
10740
1.000
$ 2,500,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
3.1.004 CA
0.0%
$ 10,000
20%
$ 2,000 $ 12,000
3.1.004 CS
Conceptual Study
2.5%
$ 62,500
20%
$ 12,500 $ 75,000
3.1.004 DS
9.0%
$ 225,000
23%
$ 50,625 $ 276,000
Design (4)
3.1.004 EDC
4.5%
$ 112,500
15%
$ 16,875 $ 130,000
Engr During Construction (4)
3.1.004 CM
Construction Mgt
7.5%
$ 187,500
20%
$ 37,500 $ 225,000
Notes:
3. Cost estimate will be further defined after the scope of work is identified.
3.1.002
Jan‐15
Nov‐12
Nov‐12
2019
D‐25
Minimum
$5,000
$10,000
$225,000
$100,000
$200,000
Total not reqd
$ 75,000
$ 276,000
$ 130,000
$ 225,000
$ 3,206,000
Project 3.1.003
TWAS Pipeline Replacement
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
TWAS Pipeline ‐ Replace pipeline from DAF to Digesters
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
Material Cost
Unit Cost
Total
800
$ 200
LF
$ 160,000
Labor Cost
% of Mat'l
Total
100%
Total Cost
$ 160,000
$ 320,000
$ 320,000
$ 87,000
$ 20,000
$ 13,000
$ 176,000
$ 616,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 656,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
3.1.003 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
3.1.003 CS
Conceptual Study
2.5%
$ 7,400
20%
$ 1,480 $ 9,000
3.1.003 DS
8.0%
$ 35,200
15%
$ 5,280 $ 41,000
Design (4)
3.1.003 EDC
4.5%
$ 19,800
15%
$ 2,970 $ 23,000
3.1.003 CM
Construction Mgt
7.5%
$ 33,000
20%
$ 6,600 $ 40,000
Notes:
3. Cost estimated based on actual pipe length.
3.1.003
Jan‐15
Nov‐11
Nov‐11
≥2020
D‐26
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Not Applicable
$ 10,000
$ 60,000
$ 30,000
$ 40,000
$ 796,000
Project 3.2.001
Biofuel Receiving Faciities
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
Biofuel (FOG) receiving tanks w/piping, pumping, odor
control, connection to Dig 5&6, third mixed gas blower (4)
(Previously called Waste to Energy)
(In Phase 1 of energy projects)
Div 1 costs
Markup on subs
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐10
Nov‐12
2015
Total Cost
1
LS
$ 678,000
$ 678,000
64%
$ 434,000
$ 1,112,000
1
1
LS
LS
$ 111,000
$ 30,000
$ 111,000
$ 30,000
0%
0%
$ ‐
$ ‐
$ 111,000
$ 30,000
Funded in 2014
$ (1,118,203)
Additional budget required
$ 165,000
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
$ 300,000
$ ‐
Included
$ ‐
$ ‐
$ 300,000
18%
15%
7.75%
25%
LA CCI Nov‐2013
10740
10740
1.000
$ 300,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
3.2.001 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
3.2.001 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
3.2.001 DS
Design‐Build
15.0%
$ 45,000
15%
$ 6,750 $ 52,000
3.2.001 EDC
1.5%
$ 4,500
15%
$ 675 $ 6,000
3.2.001 CM
Construction Mgt
5.5%
$ 16,500
20%
$ 3,300 $ 20,000
Notes:
3. Costs based on 2010 Energy Management Strategic Plan Update dated 11/30/2010. 4. Cost from Kennedy Jenks Report is $1M ‐ 1.5M for Grease Receiving and Storage Facilities
3.2.001
D‐25
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Completed
funded 2014
included
funded 2014
$ 300,000
Project 3.2.004
Sludge Screening Facility
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
Tempoary Utilities
Sludge Screening Platform
Strainpress
Sludge Feed Pump
Grinder
Odor Control
Mechanical Piping and Valves
Instrumentation
Electrical
Debris Collection Room
Subtotal
Shipping Rate
50%
Sales Tax 75%
of total is taxed @
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
1
1
1
1
1
1
1
1
1
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 16,000
$ 70,660
$ 350,000
$ 94,990
$ 39,200
$ 8,638
$ 35,925
$ 3,000
$ 22,500
$ 36,850
$ 16,000
$ 70,660
$ 350,000
$ 94,990
$ 39,200
$ 8,638
$ 35,925
$ 3,000
$ 22,500
$ 36,850
Labor Cost
% of Mat'l
Total
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Total Cost
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 16,000
$ 71,000
$ 350,000
$ 95,000
$ 39,000
$ 9,000
$ 36,000
$ 3,000
$ 23,000
$ 37,000
$ 679,000
$ 184,000
$ 51,000
$ 40,000
$ 239,000
$ 1,193,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
9772
10740
1.099
$ 1,312,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
3.2.004 CA
1.5%
$ 14,310
20%
$ 2,862 $ 18,000
3.2.004 CS
Conceptual Study
2.5%
$ 12,850
20%
$ 2,570 $ 16,000
3.2.004 DS
Design
9.1%
$ 86,814
15%
$ 13,022 $ 100,000
3.2.004 EDC
4.5%
$ 42,930
15%
$ 6,440 $ 50,000
3.2.004 CM
Construction Mgt
7.5%
$ 71,550
20%
$ 14,310 $ 86,000
Notes:
3. Cost estimate based on April 26, 2010 Black & Veatch Screening Facility Basis of Design Report
3.2.004
Jan‐15
Apr‐10
Apr‐10
2016
D‐28
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Complete
Complete
$ 100,000
$ 50,000
$ 86,000
$ 1,548,000
Project 3.2.008
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Jan‐14
Initial Estimate
Estimate Update
Oct‐13
Const Year
≥2020
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
Install Digester Gas Pilot Light System
Saw Cut and Removal of A/C Paving
Form/Rebar/Pour Concrete House Keeping Pad
Furnish and Install 2" 316 SS P.O.C at 12" LSG Piping,
2" 316ss Supply Piping w/ 316ss Gas Isolation Valves
Furnish and Install VAREC Crtl Panel n Ignition System
Furnish and Install VAREC P.O.C at Flare
Furnish and Install VAREC pressure transmitter, fire‐eye, fire‐eye relay, controller and miscellaneous
Furnish and Install 2" and 1" 316ss Pilot Light Piping
from VAREC Control to Flare P.O.C.
Furnish and Install Electrical underground conduit Supply One Analog Signal Isolator to Existing PLC
VAREC Field Services (3 Days)
Subtotal
Shipping Rate
30%
Sales Tax 50%
of total is taxed @
1
LS
$ 120,000
$ 120,000
0%
$ ‐
$ 120,000
$ 18,000
$ 6,000
$ 5,000
$ 30,000
$ 179,000
15%
15%
7.75%
20%
LA CCI Nov‐2013
10088
10740
1.065
$ 191,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
1.1.001 CA
1.5%
$ 2,235
20%
$ 447 $ 2,700
1.1.001 CS
Conceptual Study
2.5%
$ 1,475
20%
$ 295 $ 2,000
1.1.001 DS
Design
8.0%
$ 11,920
15%
$ 1,788 $ 14,000
1.1.001 EDC
4.5%
$ 6,705
15%
$ 1,006 $ 8,000
1.1.001 CM
Construction Mgt
5.0%
$ 7,450
20%
$ 1,490 $ 9,000
Notes:
3. Cost estimate based on February 13, 2012 SS Mechanical Corp. Flare Modifications Quote
3.2.008
$ 120,000
D‐29
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Not Req'd
Not Req'd
$ 20,000
$ 10,000
$ 30,000
$ 251,000
Project 3.2.009
Digester No. 4, 5 and 6 Covers ‐ Interior Coating
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
(1)
Mob/Dembo
Digester Dewatering
Digester Debris Removal
Surface Preperation/Repairs ‐ Cover
(3.14*48^2*2)+(3.14*53^2)
Coating ‐ Cover
Surface Preperation ‐ Interior Piping
Coating ‐ Interior Piping
Scaffolding
Structural Improvements
Funding in FY 2014 for design
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
Material Cost
No.
Units Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
3
3
24,856
LS
LS
LS
SF
$ 75,000 $ 75,000
$ 75,000 $ 225,000
$ 30,000 $ 90,000
$ 5 $ 124,281
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ 75,000
$ 225,000
$ 90,000
$ 124,281
24,856
1
1
1
1
SF
LS
LS
LS
LS
$ 14 $ 347,987
$ 15,000 $ 15,000
$ 45,000 $ 45,000
$ 50,000 $ 50,000
$ 67,282 $ 67,282
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 347,987
$ 15,000
$ 45,000
$ 50,000
$ 67,282
$ (197,000)
Subtotal
27%
Shipping Rate
5%
15%
Sales Tax 50%
of total is taxed @
7.75%
25%
LA CCI Nov‐2013
$ 768,000
included
included
included
$ 192,000
$ 960,000
10740
10740
1.000
$ 960,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
3.2.009 CA
1.5%
$ 11,520
20%
$ 2,304 $ 14,000
3.2.009 CS
Conceptual Study
2.5%
$ 4,800
20%
$ 960 $ 6,000
3.2.009 DS
Design
8.0%
$ 61,440
15%
$ 9,216 $ 71,000
3.2.009 EDC
4.5%
$ 34,560
15%
$ 5,184 $ 40,000
3.2.009 CM
Construction Mgt
7.5%
$ 57,600
20%
$ 11,520 $ 70,000
Notes:
3. Estimates based on digester cleaning bid results from District and Yucaipa Valley Water District and EWA.
4. Estimates based on digester cover coating estimates Novato Sanitary District and Yucaipa Valley Water District.
3.2.009
Jan‐15
Oct‐12
Nov‐13
2016
D‐30
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
Not Required
funded 2014
funded 2014
funded 2014
$ 960,000
Project 3.2.011
Second Waste Gas Flare and Pipeline
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
(1)
Key Dates
CAMP Report
Jan‐14
Initial Estimate
Estimate Update
Oct‐13
Const Year
≥2020
Quantity
Material Cost
No. Units Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
Furnish Contract Bonds, Project Insurance & Permits
Mobilization/Demobilization including Closeout/Cleanup
Excavation Safety Measures
Demolition
One New Flare, Digester Gas Handling Equipment, Appurt
Installation of New Flare, Digester Equipment, Appurt
Electrical and Installation
Coordination of Flare Permit Process and Source Tests
Piping from Digester 3 to New Flare
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
1
1
1
1
1
1
1
1
500
LS
LS
LS
LS
LS
LS
LS
LS
LF
$ 8,000
$ 13,000
$ 500
$ 15,000
$ 285,343
$ 86,157
$ 17,000
$ 2,000
$ 200.00
$ 8,000
$ 13,000
$ 500
$ 15,000
$ 285,343
$ 86,157
$ 17,000
$ 2,000
$ 100,000
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 527,000
$ 143,000
$ 40,000
$ 21,000
$ 147,000
$ 878,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10088
10740
1.065
$ 935,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
1.1.001 CA
1.5%
$ 10,965
20%
$ 2,193 $ 13,200
1.1.001 CS
Conceptual Study
2.5%
$ 8,775
20%
$ 1,755 $ 11,000
1.1.001 DS
Design
8.0%
$ 58,480
15%
$ 8,772 $ 68,000
1.1.001 EDC
4.5%
$ 32,895
15%
$ 4,934 $ 38,000
1.1.001 CM
Construction Mgt
5.0%
$ 36,550
20%
$ 7,310 $ 44,000
Notes:
3. Cost estimate based on November 25, 2011 SS Mechanical Corp. Purchase Order #20110073
3.2.011
$ 8,000
$ 13,000
$ 500
$ 15,000
$ 285,343
$ 86,157
$ 17,000
$ 2,000
$ 100,000
D‐31
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Not Req'd
Not Req'd
$ 68,000
$ 38,000
$ 44,000
$ 1,085,000
Project 3.2.012
Digester 4 ‐ Dewatering
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Jan‐14
Initial Estimate
Estimate Update
Oct‐13
Const Year
≥2020
X
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
Digester No. 4 Dewatering
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
1
LS
$ 200,000
$ 200,000
0%
$ ‐
$ 200,000
$ 54,000
$ 12,000
$ 8,000
$ 110,000
$ 384,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 409,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.1.001 CA
1.5%
$ 4,110
20%
$ 822 $ 5,000
1.1.001 CS
Conceptual Study
2.5%
$ 4,600
20%
$ 920 $ 6,000
1.1.001 DS
Design
8.0%
$ 21,920
15%
$ 3,288 $ 26,000
1.1.001 EDC
4.5%
$ 12,330
15%
$ 1,850 $ 15,000
1.1.001 CM
Construction Mgt
5.0%
$ 13,700
20%
$ 2,740 $ 17,000
Notes:
3.2.012
$ 200,000
D‐32
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
$ 50,000
$ 60,000
$ 15,000
$ 30,000
$ 564,000
Project 3.2.013
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
(1)
Key Dates
CAMP Report
Jan‐14
Initial Estimate
Estimate Update
Oct‐13
Const Year
2017
Quantity
No.
Units
1
LS
Material Cost
Unit Cost
Labor Cost
Total
% of Mat'l
Total
60%
$ 310,500
Total Cost
Mixing Equipment
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
$ 517,500 $ 517,500
$ 828,000
$ 224,000
$ 63,000
$ 33,000
$ 460,000
$ 1,608,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 1,712,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
1.1.001 CA
1.5%
‐‐
20%
‐‐
1.1.001 CS
Conceptual Study
8.0%
$ 62,400
20%
$ 12,480 $ 75,000
1.1.001 DS
Design
8.8%
$ 100,450
15%
$ 15,068 $ 116,000
1.1.001 EDC
4.5%
$ 51,660
15%
$ 7,749 $ 60,000
1.1.001 CM
Construction Mgt
5.0%
$ 57,400
20%
$ 11,480 $ 69,000
Notes:
3.2.013
$ 828,000
D‐33
Minimum
$5,000
$50,000
$80,000
$30,000
$30,000
Total not required
$ 75,000
$ 116,000
$ 60,000
$ 69,000
$ 2,032,000
Project 3.2.014
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
Key Dates
CAMP Report
Jan‐14
Initial Estimate
Estimate Update
Oct‐13
Const Year
2015
Quantity
(1)
Digester 4 through 6 ‐ Digester Gas Piping
Temporary Piping and Cross Over
Install 18‐inch Aboveground Pipeline for Blowers (3)
Pipe Supports for 18‐inch Pipeline
18" Expansion Joints
Install 14‐inch Aboveground pipeline for Flare (3)
Digester Gas Piping from Bridge to Flare
Digester Shutdown to Perform Tie‐in
Install 14‐inch Aboveground pipeline for Flare
(3)
Material Cost
Labor Cost
Total Cost
No.
Units
Unit Cost
Total
% of Mat'l
Total
1
360
10
10
600
18
18
LS
LF
EA
EA
LF
EA
EA
$ 10,000
$ 240
$ 2,000
$ 1,650
$ 195
$ 1,850
$ 1,300
$ 10,000
$ 86,400
$ 20,000
$ 16,500
$ 117,000
$ 33,300
$ 23,400
incl.
15%
15%
15%
15%
15%
15%
$ ‐
$ 12,960
$ 3,000
$ 2,475
$ 17,550
$ 4,995
$ 3,510
$ 11,000
$ 87,000
$ 21,000
$ 17,000
$ 118,000
$ 34,000
$ 24,000
1
125
4
4
EA
LF
EA
EA
$ 10,000
$ 195
$ 2,500
$ 1,300
$ 10,000
$ 24,375
$ 10,000
$ 5,200
0%
15%
15%
15%
$ ‐ $ 3,656
$ 1,500
$ 780
$ 11,000
$ 25,000
$ 11,000
$ 6,000
Alloted Budget to Phase 1 is $600k. Any construction activity exceeding alloted budget shall be moved to Phase 2 or P‐3.2.011 ‐ Secondary Waste Gas Flare and Pipeline
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
$ 365,000
$ 99,000
$ 28,000
$ 15,000
$ 153,000
$ 660,000
27%
15%
7.75%
30%
LA CCI Mar 2014
10731
10731
1.000
$ 660,000
(2)
Contingency
Project Phases Cost
Amount
Subtotal
Rate
1.1.001 CA
1.5%
‐‐
20%
‐‐
1.1.001 CS
Conceptual Study
8.0%
$ 23,600
20%
$ 4,720 $ 29,000
1.1.001 DS
Design
20.0%
$ 101,400
15%
$ 15,210 $ 117,000
1.1.001 EDC
12.0%
$ 60,840
15%
$ 9,126 $ 70,000
1.1.001 CM
Construction Mgt
20.0%
$ 101,400
20%
$ 20,280 $ 122,000
Notes:
3. Diameters from "Digester Gas Piping" spreadsheet and Digester Gas Production from EWA "2013 Flow Data" spreadsheet
4. Cost from Penn Stainless Products, Inc.
5. Assumed Existing Pipeline Abandoned‐in‐Place. Additional cost associated with fill abandon or removal of existing pipeline.
3.2.014
D‐34
Minimum
Total $5,000 not required
$50,000 $ 50,000
$120,000 $ 120,000
$75,000 $ 80,000
$140,000 $ 140,000
$ 1,050,000
Project 3.3.008
Dryer Major Maintenance
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Manufacturer provided major repairs/replacement parts
include the following:
Stators
Elevator Gear Box
Centrifuge Repairs
Rupture Disc
Shaker Motors
Plow Heads
Cake Pump Rebuild spares
Mist Eliminator Panels
Bag House Filter Socks
Slide Gate Repair Parts
Recirc. Pump Feed Pit Spares
Misc. IE belts, hoses, gauges
Compressor and Air Dryer (redundancy)
Subtotal
Shipping Rate
67%
Sales Tax 67%
of total is taxed @
Quantity
No. Units
1
1
1
1
1
1
1
1
1
1
1
1
1
$ 90,169
$ 3,376
$ 9,783
$ 43,598
$ 2,806
$ 39,203
$ 15,286
$ 10,398
$ 1,363
$ 4,771
$ 5,128
$ 21,024
$ 28,653
$ 90,169
$ 3,376
$ 9,783
$ 43,598
$ 2,806
$ 39,203
$ 15,286
$ 10,398
$ 1,363
$ 4,771
$ 5,128
$ 21,024
$ 28,653
Labor Cost
% of Mat'l
Total
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
Total Cost
$ 45,085
$ 1,688
$ 4,892
$ 21,799
$ 1,403
$ 19,602
$ 7,643
$ 5,199
$ 682
$ 2,386
$ 2,564
$ 10,512
$ 14,327
$ 136,000
$ 6,000
$ 15,000
$ 66,000
$ 5,000
$ 59,000
$ 23,000
$ 16,000
$ 3,000
$ 8,000
$ 8,000
$ 32,000
$ 43,000
$ 420,000
$ 114,000
$ 43,000
$ 22,000
$ 150,000
$ 749,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
Project Phases Cost
Rate(2)
3.3.008 CA
1.5%
3.3.008 CS
Conceptual Study
2.5%
3.3.008 DS
Design
8.0%
3.3.008 EDC
4.5%
3.3.008 CM
Construction Mgt
7.5%
Notes:
1. Estimates based on the March 6‐8, 2012 Andritz Service Report.
3.3.008
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
Jan‐15
Nov‐11
Oct‐12
≥2020
10088
10740
1.065
$ 798,000
Amount
$ 8,985
$ 8,225
$ 47,920
$ 26,955
$ 44,925
D‐35
Contingency
20%
$ 1,797
20%
$ 1,645
15%
$ 7,188
15%
$ 4,043
20%
$ 8,985
Subtotal
$ 11,000
$ 10,000
$ 56,000
$ 31,000
$ 54,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
$ 10,000
$ 56,000
$ 31,000
$ 54,000
$ 949,000
Project 3.3.009
Drying Safety Upgrades ‐ Phase 2 and 3
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Replacement of Extg Outdoor Explosion Vent
Indoor Bag House Deflagration Isolation
Screw Conveyor and Bucket Elevator Deflagration Isolation
Bucket Elevator Deflagration Isolation
Nitrogen Injection at Bottom of Storage Silos
Recycle Bin Emptying Improvements
Dehumidification of Silo Ventilation Air Supply
CO Monitoring of Rcyc Bin, Dryer Gas Loop, Bucket Elev.
Screw Conveyor Slide Gate Replacement
Additional budget for Phase 1
Phase 3
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
1
1
1
1
1
1
1
1
1
1
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 100,000 $ 100,000
$ 100,000 $ 100,000
$ 60,000 $ 60,000
$ 130,000 $ 130,000
$ 7,000 $ 7,000
$ 105,000 $ 105,000
$ 140,000 $ 140,000
$ 300,000 $ 300,000
$ 17,000 $ 17,000
$ 70,000 $ 70,000
$ 78,167 $ 78,167
Labor Cost
% of Mat'l
Total
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Jan‐15
Nov‐11
Dec‐13
2015
Total Cost
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 100,000
$ 100,000
$ 60,000
$ 130,000
$ 7,000
$ 105,000
$ 140,000
$ 300,000
$ 17,000
$ 70,000
$ 78,167
Costs taken from "Drying Safety and Pellet Reheating Project", Final Report, Nov 2013, Author: Black and Veatch
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
$ 1,108,000
included
included
included
included
$ 1,108,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
$ 1,108,000
Contingency
Amount
Project Phases Cost
Rate(2)
3.3.009 CA
0.0%
$ ‐
20%
$ ‐
3.3.009 CS
Conceptual Study
2.5%
$ ‐
20%
$ ‐
3.3.009 DS
Design
9.4%
$ 104,152
15%
$ 15,623
3.3.009 EDC
4.5%
$ 49,860
15%
$ 7,479
3.3.009 CM
Construction Mgt
7.5%
$ 83,100
20%
$ 16,620
Notes:
3. Estimated cost. A more detailed cost estimate will be available after completion of the FY 2013 study.
3.3.009
1.000
D‐36
Subtotal
$ ‐
$ ‐
$ 120,000
$ 58,000
$ 100,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Complete
$ 120,000
$ 58,000
$ 100,000
$ 1,386,000
Project 3.3.013
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ ‐
$ ‐
Labor Cost
% of Mat'l
Total
Total Cost
$ ‐
$ 500,000
$ 500,000
$ 135,000
$ 30,000
$ 20,000
$ 137,000
$ 822,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 822,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
3.3.013 CA
1.5%
$ 10,275
20%
$ 2,055 $ 13,000
3.3.013 CS
Conceptual Study
2.5%
$ 8,050
20%
$ 1,610 $ 10,000
3.3.013 DS
Design
8.0%
$ 54,800
15%
$ 8,220 $ 64,000
3.3.013 EDC
4.5%
$ 30,825
15%
$ 4,624 $ 36,000
3.3.013 CM
Construction Mgt
7.5%
$ 51,375
20%
$ 10,275 $ 62,000
Notes:
3. Estimated cost. A more detail cost will be available after study.
4. Cost Basis from EWA Engineer Staff
3.3.013
Jan‐15
Jun‐08
Dec‐13
2015
D‐37
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
complete
$ 95,000
$ 36,000
$ 62,000
$ 1,015,000
Project 3.3.022
Secondary Controls Load Out Facilities Ground Floor
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Dec‐13
Dec‐13
≥2020
Total Cost
Control System
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
ENR CCI Corresponding to CAMP Report Year, FY 2014
1
LS
$ 100,000
$ 100,000
0%
$ ‐
$ 100,000
$ 27,000
$ 6,000
$ 4,000
$ 55,000
$ 192,000
27%
15%
7.75%
40%
10740
10740
1.000
$ 192,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.1.001 CA
1.5%
$ 2,055
20%
$ 411 $ 2,500
1.1.001 CS
Conceptual Study
2.5%
$ 2,300
20%
$ 460 $ 3,000
1.1.001 DS
Design
8.0%
$ 10,960
15%
$ 1,644 $ 13,000
1.1.001 EDC
4.5%
$ 6,165
15%
$ 925 $ 8,000
1.1.001 CM
Construction Mgt
5.0%
$ 6,850
20%
$ 1,370 $ 9,000
Notes:
3.3.022
$ 100,000
D‐38
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 20,000
$ 10,000
$ 30,000
$ 252,000
Project 3.3.024
Remote Centrifuges Control from Heater Dryer Control Room
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Dec‐13
≥2020
Total Cost
Remote Control System
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
1
LS
$ 50,000
$ 50,000
0%
$ ‐
$ 50,000
$ 14,000
$ 3,000
$ 2,000
$ 28,000
$ 97,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
1.000
$ 97,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
1.1.001 CA
1.5%
$ 1,035
20%
$ 207 $ 1,300
1.1.001 CS
Conceptual Study
2.5%
$ 1,175
20%
$ 235 $ 2,000
1.1.001 DS
Design
8.0%
$ 5,520
15%
$ 828 $ 7,000
1.1.001 EDC
4.5%
$ 3,105
15%
$ 466 $ 4,000
1.1.001 CM
Construction Mgt
5.0%
$ 3,450
20%
$ 690 $ 5,000
Notes:
3.3.024
$ 50,000
D‐39
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 20,000
$ 10,000
$ 30,000
$ 157,000
Project 4.1.003
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Dec‐10
Nov‐12
2018
Total Cost
Gas conditioning facilities on engine exhaust (3)
(Project is in Phase 2 of Energy Projects)
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
1
LS
$ 121,000 $ 121,000
0%
$ ‐
$ 130,000
included
included
included
$ 33,000
$ 163,000
12%
15%
7.75%
25%
LA CCI Dec‐2011
LA CCI Nov‐2013
10008
10740
1.073
$ 175,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
4.1.003 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
4.1.003 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
4.1.003 DS
Design‐Build
14.0%
$ 18,200
15%
$ 2,730 $ 21,000
4.1.003 EDC
4.5%
$ 5,850
15%
$ 878 $ 7,000
4.1.003 CM
Construction Mgt
6.7%
$ 8,710
15%
$ 1,307 $ 11,000
Notes:
3. Costs based on draft tech memo, October 2012, provided via email by Kennedy Jenks
4.1.003
$ 130,000
D‐40
Minimum
$5,000
$10,000
$10,000
$10,000
$30,000
Complete
$ 50,000
$ 10,000
$ 30,000
$ 265,000
Project 4.1.005
Main Project Type
New Facility
Major Maintenance
X
Asset Replacement
Special Study
Top‐end Overhaul for two engines (reqd after 8,000 service hours for each engine)
Spare heat shield (in case replacement is needed)
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐12
Nov‐08
Oct‐12
2016, 2017
Total Cost
2
EA
$ 42,100
$ 84,200
78%
$ 65,676
$ 150,000
1
EA
$ 10,000
$ 10,000
0%
$ ‐
$ 10,000
$ 160,000
Included
Included
Included
$ 40,000
$ 200,000
0%
15%
7.75%
25%
LA CCI Nov‐2013
9876
10740
1.087
$ 218,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Total Rate(2)
4.1.005 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
$0
Complete
4.1.005 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
$0 Not Applicable
4.1.005 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
$0 Not Applicable
4.1.005 EDC
0.0%
$ ‐
15%
$ ‐
$ ‐
$0 Not Applicable
4.1.005 CM
Construction Mgt
0.0%
$ ‐
20%
$ ‐
$ ‐
$0 Not Applicable
$ 218,000
Notes:
3. Quote was provided by Hawthorne Power Systems in Nov 25, 2008. Refer to Table 7‐2.
4. Engine overhaul top‐end shall be performed on 2 of 4 engines after every 8,000 service hours. At 24,000 hrs an in‐frame overhaul is reqd for each engine. The in‐frame overhaul includes a top‐end overhaul so separate top‐end is not reqd on those years. At 40,000 hrs, major overhaul reqd
5. In 2013 and 2017, Engine Nos. 3 and 4 are due for Top End overhaul service. In 2016, Engine Nos. 1 and 2 are due for Top End overhaul maintenance service. 4.1.005
D‐41
Project 4.1.006
Cogeneration Engine In‐Frame Overhaul
Main Project Type
New Facility
Major Maintenance
X
Asset Replacement
Special Study
In‐frame Overhaul for Engines 3 and 4 FY2015 (reqd after 24,000 service hours for each engine)
Generator Service
Bonding
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐12
Nov‐13
Nov‐13
2015
Total Cost
2
EA
$ 173,000
$ 346,000
incl
$ 346,000
2
2
EA
EA
$ 24,750
$ 1,875
$ 49,500
$ 3,750
incl
incl
$ 50,000
$ 4,000
Pricing from Hawthorne Power Systems, Sept 2013, EP137532, incl Generator Service
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
$ 400,000
Included
Included
Included
$ 40,000
$ 440,000
0%
15%
7.75%
10%
LA CCI Nov‐2013
10740
10740
1.000
$ 440,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Total Rate(2)
4.1.005 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
$0
Complete
4.1.005 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
$0 Not Applicable
4.1.005 DS
Design
12.0%
$ 48,000
25%
$ 12,000 $ 60,000 $ 40,000 $ ‐
4.1.005 EDC
5.0%
$ 20,000
10%
$ 2,000 $ 22,000 $ 20,000 $ ‐
4.1.005 CM
Construction Mgt
6.0%
$ 24,000
20%
$ 4,800 $ 29,000 $ 25,000 $ ‐
$ 440,000
Notes:
3. Quote was provided by Hawthorne Power Systems in Nov 2013.
4. Engine overhaul in‐frame shall be performed on engines after 24,000 service hours. Operation scheduled such that 2 engines per year are overhauled
5. In‐frame overhaul includes top‐end overhaul work.
4.1.006
D‐42
Project 4.1.007
Co‐gen Engine Full Overhaul
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
(1)
In‐frame Overhaul for two engines (reqd after 24,000 service hours for each engine)
Quantity
Material Cost
No. Units Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Apr‐14
Apr‐14
2018
Total Cost
2
EA
$ 173,000 $ 346,000
20.7%
$ 71,622
$ 418,000
2
EA
$ 30,000
$ 60,000
25.0%
$ 15,000
$ 75,000
Price includes replacing the exhaust bellows and heat shields as well as replacing the generator coupler and new turbochargers Full overhaul includes the in‐frame overhaul plus:
Replacement of Camshafts and Lifters as‐needed
Based on observations during in‐frame overhauls,
the crankshafts will be evaluated. Replacement is not
anticipated but may be required.
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
Project Phases Cost
1.1.001 CA
1.1.001 CS
Conceptual Study
1.1.001 DS
Design
1.1.001 EDC
1.1.001 CM
Construction Mgt
Notes:
4.1.007
$ 493,000
$ 134,000
$ 37,000
$ 20,000
$ 171,000
$ 855,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
10088
10740
1.065
$ 911,000
(2)
Rate
0.0%
0.0%
0.0%
4.5%
7.5%
Amount
$ ‐
$ ‐
$ ‐
$ 30,780
$ 51,300
D‐43
Contingency
20%
$ ‐
20%
$ ‐
15%
$ ‐
15%
$ 4,617
20%
$ 10,260
Subtotal
$ ‐
$ ‐
$ ‐
$ 36,000
$ 62,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
not reqd
not reqd
not reqd
not reqd
$ 911,000
Project 4.1.006
Cogeneration Engine In‐Frame Overhaul
Main Project Type
New Facility
Major Maintenance
X
Asset Replacement
Special Study
In‐frame Overhaul for Engines 3 and 4 FY2015 (reqd after 24,000 service hours for each engine)
Generator Service
Bonding
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐12
Nov‐13
Nov‐13
2015
Total Cost
2
EA
$ 173,000
$ 346,000
incl
$ 346,000
2
2
EA
EA
$ 24,750
$ 1,875
$ 49,500
$ 3,750
incl
incl
$ 50,000
$ 4,000
Pricing from Hawthorne Power Systems, Sept 2013, EP137532, incl Generator Service
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
$ 400,000
Included
Included
Included
$ 40,000
$ 440,000
0%
15%
7.75%
10%
LA CCI Nov‐2013
10740
10740
1.000
$ 440,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Total Rate(2)
4.1.005 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
$0
Complete
4.1.005 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
$0 Not Applicable
4.1.005 DS
Design
12.0%
$ 48,000
25%
$ 12,000 $ 60,000 $ 40,000 $ ‐
4.1.005 EDC
5.0%
$ 20,000
10%
$ 2,000 $ 22,000 $ 20,000 $ ‐
4.1.005 CM
Construction Mgt
6.0%
$ 24,000
20%
$ 4,800 $ 29,000 $ 25,000 $ ‐
$ 440,000
Notes:
3. Quote was provided by Hawthorne Power Systems in Nov 2013.
4. Engine overhaul in‐frame shall be performed on engines after 24,000 service hours. Operation scheduled such that 2 engines per year are overhauled
5. In‐frame overhaul includes top‐end overhaul work.
4.1.006
D‐42
Project 4.1.008
Cogeneration Engine 5
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
Engine Generator Set
Fuel Gas System
Local Data Panel
Aux Cooling Cir. Heat Transfer Equipment
JW System Heat Transfer Equipment
Exhaust System, HRU & Silencer
Custom Master Controls
Facility Interface
Gas Chromatograph
Spare Parts
First Fill Fluids
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
2
1
1
1
1
1
1
1
1
1
EA
EA
EA
EA
EA
EA
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 417,000
$ 18,500
$ 91,300
$ 5,800
$ 15,130
$ 77,000
$ 40,000
$ 10,000
$ 15,000
$ 7,000
$ 2,500
$ 417,000
$ 37,000
$ 91,300
$ 5,800
$ 15,130
$ 77,000
$ 40,000
$ 10,000
$ 15,000
$ 7,000
$ 2,500
Labor Cost
% of Mat'l
Total
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Jan‐15
May‐06
Nov‐12
≥2020
Total Cost
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 718,000
$ 194,000
$ 44,000
$ 28,000
$ 365,000
$ 1,349,000
27%
15% (Included)
7.75% (Included)
37%
8554
10740
1.256
$ 1,694,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Rate(2)
4.1.008 CA
1.5%
$ 14,760
20%
$ 2,952 $ 18,000
$5,000
4.1.008 CS
Conceptual Study
2.5%
$ 15,775
20%
$ 3,155 $ 19,000
$10,000
4.1.008 DS
Design
14.2%
$ 140,019
15%
$ 21,003 $ 162,000
$20,000
4.1.008 EDC
9.5%
$ 93,174
15%
$ 13,976 $ 108,000
$10,000
4.1.008 CM
Construction Mgt
9.1%
$ 89,168
20%
$ 17,834 $ 108,000
$30,000
Notes:
3. Cost estimate pper Hawthorne Power Systems Invoice for the first 4 sets of Enginee Generator for 3700 kWs Electrical Power dated 5/18/2006.
4.1.008
$ 417,000
$ 37,000
$ 91,300
$ 5,800
$ 15,130
$ 77,000
$ 40,000
$ 10,000
$ 15,000
$ 7,000
$ 2,500
D‐44
Not Applicable
$ 162,000
$ 108,000
$ 108,000
$ 2,072,000
Project 4.1.014
VFDs on Misc Equipment
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Retrofit HVAC Fans with VFD Controls
Retrofit Solids Digestion Pumps with VFD Controls
Retrofit other Water Pumps with VFD Controls
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
1
1
LS
LS
LS
Material Cost
Unit Cost
Total
$ 100,000
$ 115,000
$ 73,000
$ 100,000
$ 115,000
$ 73,000
Labor Cost
% of Mat'l
Total
0%
0%
0%
Total Cost
$ ‐
$ ‐
$ ‐
$ 100,000
$ 115,000
$ 73,000
$ 288,000
$ 78,000
$ 18,000
$ 12,000
$ 159,000
$ 555,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10008
10740
1.073
$ 596,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
4.1.014 CA
1.5%
$ 5,940
20%
$ 1,188 $ 8,000
4.1.014 CS
Conceptual Study
2.5%
$ 6,675
20%
$ 1,335 $ 9,000
4.1.014 DS
Design
8.0%
$ 31,680
15%
$ 4,752 $ 37,000
4.1.014 EDC
4.5%
$ 17,820
15%
$ 2,673 $ 21,000
4.1.014 CM
Construction Mgt
7.5%
$ 29,700
20%
$ 5,940 $ 36,000
Notes:
3. Cost estimate per Table 6 of Draft Energy Management Strategic Plan dated 11/30/2010.
4.1.014
Jan‐15
Nov‐10
Nov‐11
≥2020
D‐45
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Completed
$ 37,000
$ 21,000
$ 36,000
$ 690,000
Project 4.1.015
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
Key Dates
X
(1)
Estimate per EWA Staff
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
Material Cost
Labor Cost
No.
Units
Unit Cost
Total
1
LS
$ 2,750,000
$ 2,750,000
% of Mat'l
Total
$ ‐ Total Cost
$ 2,750,000
$ 2,750,000
$ 743,000
included
$ 107,000
$ 540,000
$ 4,140,000
27%
15%
7.75%
15%
LA CCI Nov‐2013
10740
10740
1.000
$ 4,140,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
4.1.015 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
4.1.015 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
4.1.015 DS
Design‐Build
15.0%
$ 540,000
15%
$ 81,000 $ 621,000
4.1.015 EDC
0.0%
$ ‐
15%
$ ‐
$ ‐
4.1.015 CM
Construction Mgt
6.0%
$ 216,000
20%
$ 43,200 $ 260,000
Notes:
3. Costs based on draft tech memo, October 2012, provided via email by Kennedy Jenks
4.1.015
Jan‐15
Nov‐12
Nov‐12
2018
D‐46
Minimum
Total $0 Not Applicable
$0
Completed
$0 $ 50,000
$10,000 $ 100,000
$0 $ 100,000
$ 4,390,000
Project 4.1.020
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
Net Metering or other modifications per study results
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
Project Phases Cost
1.1.001 CA
1.1.001 CS
Conceptual Study
1.1.001 DS
Design
1.1.001 EDC
1.1.001 CM
Construction Mgt
Notes:
1. From KJ report, 2011.
4.1.020
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
0%
15%
7.75%
0%
LS
Material Cost
Unit Cost
Total
$ 400,000
Labor Cost
% of Mat'l
Total
Jan‐14
Dec‐12
Dec‐12
≥2020
Total Cost
$ 400,000
$ 250,000
$ 250,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 250,000
(Included)
(Included)
(Included)
(Included)
LA CCI Nov‐2013
10740
10740
1.000
$ 250,000
Rate(2)
0.0%
0.0%
0.0%
4.5%
7.5%
Amount
$ ‐
$ ‐
$ ‐
$ 11,250
$ 18,750
D‐47
Contingency
20%
$ ‐
20%
$ ‐
15%
$ ‐
15%
$ 1,688
20%
$ 3,750
Subtotal
$ ‐
$ ‐
$ ‐
$ 13,000
$ 23,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
$ 75,000
$ 50,000
$ 15,000
$ 15,000
$ 405,000
Project 5.1.002
ORF I Carbon Replacement
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
(1)
Carbon Replacement, market price
Quantity
No.
1
Material Cost
Units Unit Cost
LS
$85,556
Key Dates
Jan‐15
Aug‐08
Nov‐11
2015+
Labor Cost
Total
% of Mat'l
$ 85,556
0%
Total Cost
Total
$ ‐ $ 85,556
FY 2013 bid range was $53k, $63, $82, $107. Contractor for low bid subsequently notified EWA that he did not include $5k cost in original bid.
The low bid Contractor honored his bid but the anticipated future cost for this work should include an additional $5k plus addl cost associated with inflation.
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
$ 86,000
Included
Included
Included
$ 9,000
$ 95,000
27%
15%
7.75%
10%
LA CCI Feb 2013 =
LA CCI Nov‐2013
10285
10740
1.044
$ 100,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
5.1.002 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.1.002 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
5.1.002 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
5.1.002 EDC
0.0%
$ ‐
15%
$ ‐
$ ‐
5.1.002 CM
Construction Mgt
0.0%
$ ‐
20%
$ ‐
$ ‐
Notes:
3. Quote (unit cost) provided by Carbon Activated Corporation for ORF III project in August 2008. Applied unit cost to vol ORF 1
4. Analysis of Peroxide useage vs carbon regen
5.1.002
D‐48
Minimum
$0
$0
$0
$0
$0
Not Applicable
Not Applicable
$ 10,000
Not Applicable
$ 110,000
Project 5.1.004
Odor Monitoring Facilities
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
X
Plant‐wide Odor Monitoring Program Implementation
Subtotal
Shipping Rate
60%
Sales Tax 60%
of total is taxed @
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ 300,000
$ 300,000
Labor Cost
% of Mat'l
Total
0%
Total Cost
$ ‐
$ 300,000
$ 300,000
$ ‐
$ 27,000
$ 14,000
$ 137,000
$ 478,000
0%
15%
7.75%
40%
10004
10740
1.074
$ 514,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.1.004 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.1.004 CS
Conceptual Study
2.5%
$ 4,450
20%
$ 890 $ 6,000
5.1.004 DS
8.0%
$ 27,280
15%
$ 4,092 $ 32,000
Design (4)
5.1.004 EDC
4.5%
$ 15,345
15%
$ 2,302 $ 18,000
5.1.004 CM
Construction Mgt
0.0%
$ ‐
20%
$ ‐
$ ‐
Notes:
3. Cost provided by D Larson on December 2010.
4. Cost for Contract Documents preparation.
5.1.004
Jan‐15
Dec‐10
Nov‐11
≥2020
D‐49
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
$ 10,000
$ 32,000
$ 18,000
Not Applicable
$ 574,000
Project 5.1.005
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Scope of work for the improvement to be determined. Potential scope of work includes the following:
Odor ducts and connections
New Odor Control Unit
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
1
LS
LS
Material Cost
Unit Cost
Total
$ 30,000
$ 300,000
$ 30,000
$ 300,000
Labor Cost
% of Mat'l
Total
0%
0%
Total Cost
$ ‐
$ ‐
$ 30,000
$ 300,000
$ 330,000
$ 90,000
$ 20,000
$ 13,000
$ 182,000
$ 635,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
1.000
$ 635,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.1.005 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.1.005 CS
Conceptual Study (incl other OC)
LS
$ 40,000
20%
$ ‐
$ 40,000
5.1.005 DS
Design
8.0%
$ 35,200
15%
$ 5,280 $ 41,000
5.1.005 EDC
4.5%
$ 20,385
15%
$ 3,058 $ 24,000
5.1.005 CM
Construction Mgt
7.5%
$ 33,975
20%
$ 6,795 $ 41,000
Notes:
3. Estimated cost. A more detailed cost estimate will available after condition assessment or conceptual study.
5.1.005
Jan‐15
Oct‐12
Oct‐12
2018
D‐50
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Incl w/design
$ 115,000
$ 24,000
$ 41,000
$ 815,000
Project 5.1.008
ORF III Chemical Feed System Improvements
Main Project Type
New Facility
Major Maintenance
Asset Replacement
X
Special Study
General Requirements, sitework, concrete, repairs
Chem piping, heat tracing, valve and appurtenances
Chem pumps, flow measureing, electrical
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
1
1
LS
LS
LS
Material Cost
Unit Cost
Total
$ 93,000
$ 139,000
$ 138,000
$ 93,000
$ 139,000
$ 138,000
Key Dates
Jan‐15
Nov‐11
Nov‐11
2015
Labor Cost
% of Mat'l
Total
0%
0%
0%
Total Cost
$ ‐
$ ‐
$ ‐
$ 93,000
$ 139,000
$ 138,000
Costs from TM dated June 12, 2013, Subject: ORF III Chem Feed System Improvements, Author: Dudek
Cost from report $580k did not include contractor O&P
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
$ 370,000
$ 100,000
included
included
$ 71,000
$ 541,000
27%
15%
7.75%
15%
LA CCI Nov‐2013
10740
10740
1.000
$ 541,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.1.008 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.1.008 CS
Conceptual Study
2.5%
$ 4,275
20%
$ 855 $ 6,000
5.1.008 DS
8.0%
$ 37,600
15%
$ 5,640 $ 44,000
Design (4)
5.1.008 EDC
4.5%
$ 21,150
15%
$ 3,173 $ 25,000
5.1.008 CM
Construction Mgt
7.5%
$ 35,250
20%
$ 7,050 $ 43,000
Notes:
3. Estimated cost based on Manning Chem Facility Upgrade project.
4. Higher than standard cost associated with capital project percentage. 5. Deleted $50,000 canopy per EWA Engineer Staff 2013
5.1.008
D‐51
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Complete
Complete
$ 20,000
$ 43,000
$ 604,000
Project 5.1.010
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
X
Main Project Cost
(1)
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No.
Units
1
LS
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Oct‐13
Oct‐13
2018
Total Cost
Eliminate wet phase of scrubber
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
$ 75,000 $ 75,000
0%
$ ‐ $ 75,000
$ 21,000
Not Applicable
Not Applicable
$ 39,000
$ 135,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
1.000
$ 135,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
1.1.001 CA
1.5%
$ 1,440
20%
$ 288 $ 1,800
1.1.001 CS
Conceptual Study
2.5%
$ 1,500
20%
$ 300 $ 2,000
1.1.001 DS
Design
8.0%
$ 7,680
15%
$ 1,152 $ 9,000
1.1.001 EDC
4.5%
$ 4,320
15%
$ 648 $ 5,000
1.1.001 CM
Construction Mgt
5.0%
$ 4,800
20%
$ 960 $ 6,000
Notes:
5.1.010
$ 75,000
D‐52
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
$ 75,000
$ 30,000
$ 10,000
$ 30,000
$ 280,000
Project 5.2.005
3WHP Strainer Replacement Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Sitework
Coating
Strainer incl spare parts, service
Mechanical
Electrical
Staging
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
1
1
1
1
1
LS
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 5,000
$ 5,000
$ 25,000
$ 40,000
$ 20,000
$ 10,000
$ 5,000
$ 5,000
$ 25,000
$ 40,000
$ 20,000
$ 10,000
Labor Cost
% of Mat'l
Total
0%
0%
40%
0%
0%
0%
Total Cost
$ ‐
$ ‐
$ 10,000
$ ‐
$ ‐
$ ‐
$ 5,000
$ 5,000
$ 35,000
$ 40,000
$ 20,000
$ 10,000
$ 115,000
$ 32,000
$ 7,000
$ 5,000
$ 64,000
$ 223,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
9764
10740
1.100
$ 246,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.2.005 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.2.005 CS
Conceptual Study
2.5%
$ 2,700
20%
$ 540 $ 4,000
5.2.005 DS
8.0%
$ 12,720
15%
$ 1,908 $ 15,000
Design (4)
5.2.005 EDC
4.5%
$ 7,155
15%
$ 1,073 $ 9,000
5.2.005 CM
Construction Mgt
7.5%
$ 11,925
20%
$ 2,385 $ 15,000
Notes:
3. Costs from RMC memo of 3WLC system Feb 2010.
4. Estimated Engineering Cost based on anticipated efforts including electrical engineering and bid support services.
5. Estimated Engineering During Construction Cost based on anticipated efforts.
5.2.005
Jan‐15
Feb‐10
Nov‐11
≥2020
D‐53
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total Completed
$ 10,000
$ 45,000
$ 35,000
$ 30,000
$ 366,000
Project 5.2.006
Main Project Type
New Facility
x
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Dec‐12
Dec‐13
2018
Total Cost
Piping and Valves Subtotal
Contractor Overhead & Profit included
Shipping Rate Included
50%
Sales Tax Included
50%
of total is taxed @
Project Contingency Included
Project Phases Cost
1.1.001 CA
1.1.001 CS
Conceptual Study
1.1.001 DS
Design w/Tech Memo
1.1.001 EDC
1.1.001 CM
Construction Mgt
Notes:
5.2.006
1
LS
$ 300,000
$ 300,000
0%
$ ‐
$ 300,000
$ 300,000
$ ‐
$ ‐
$ ‐
$ 120,000
$ 420,000
0%
0%
0.00%
40%
LA CCI Nov‐2013
10283
10740
1.044
$ 439,000
Rate(2)
0.0%
0.0%
0.0%
4.5%
7.5%
Amount
$ ‐
$ ‐
$ ‐
$ 18,900
$ 31,500
D‐54
Contingency
20%
$ ‐
20%
$ ‐
15%
$ ‐
15%
$ 2,835
20%
$ 6,300
Subtotal
$ ‐
$ ‐
$ ‐
$ 22,000
$ 38,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
complete
$ 100,000
$ 22,000
$ 30,000
$ 591,000
Project 5.2.011
1W System Rehab
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
North Side Plant Water (1W) Pipeline Replacement
(6‐inch CW exposed pipe ‐ galvanized steel with coating)
8‐inch pipe
Tank repairs
Interior coating
Exterior coating
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Labor Cost
% of Mat'l
Total
Quantity
No. Units
Material Cost
Unit Cost
Total
150
LF
$ 72
$ 10,800
50%
$ 5,400
$ 17,000
200
1
1
1
LF
LS
LS
LS
$ 96
$ 10,000
$ 10,000
$ 10,000
$ 19,200
$ 10,000
$ 10,000
$ 10,000
50%
0%
0%
0%
$ 9,600
$ ‐
$ ‐
$ ‐
$ 29,000
$ 10,000
$ 10,000
$ 10,000
Total Cost
$ 76,000
$ 21,000
$ 5,000
$ 3,000
$ 42,000
$ 147,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 157,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.2.011 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.2.011 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
5.2.011 DS
Design
0.0%
$ ‐
15%
$ ‐
$ ‐
5.2.011 EDC
4.5%
$ 4,725
15%
$ 709 $ 6,000
5.2.011 CM
Construction Mgt
7.5%
$ 7,875
20%
$ 1,575 $ 10,000
Notes:
3. Estimated costs based on actual pipe length.
5.2.011
Jan‐15
Nov‐11
Nov‐11
≥2020
D‐55
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 30,000
$ 10,000
$ 30,000
$ 227,000
Project 5.2.012
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Centralized control and monitoring console (Serves EWPCF and Remote Facilities)
Surveillance video monitoring system and installation
Video camara
Receivers
Software and recording
PA System
Gates retrofit and connect to system
Doors retrofit and connect to system
Subtotal
Shipping Rate
22%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
LS
$ 30,000
$ 30,000
0%
$ ‐
$ 30,000
30
30
1
1
2
1
EA
EA
LS
LS
EA
LS
$ 500
$ 500
$ 50,000
$ 50,000
$ 20,000
$ 80,000
$ 15,000
$ 15,000
$ 50,000
$ 50,000
$ 40,000
$ 80,000
50%
50%
0%
0%
0%
0%
$ 7,500
$ 7,500
$ ‐
$ ‐
$ ‐
$ ‐
$ 23,000
$ 23,000
$ 50,000
$ 50,000
$ 40,000
$ 80,000
$ 266,000
$ ‐
$ 9,000
$ 11,000
$ 115,000
$ 401,000
0% (included)
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
1.000
$ 401,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.2.012 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.2.012 CS
Conceptual Study
4.0%
$ 16,040
20%
$ 3,208 $ 20,000
5.2.012 DS
Design
12.0%
$ 34,320
15%
$ 5,148 $ 40,000
5.2.012 EDC
6.0%
$ 17,160
15%
$ 2,574 $ 20,000
5.2.012 CM
Construction Mgt
11.5%
$ 32,890
20%
$ 6,578 $ 40,000
Notes:
3. Cost estimate based on information from "http://www.fixr.com/costs/install‐video‐surveillance‐cameras".
4. Scope will be further defined after study of the project needs is complete.
5.2.012
Jan‐15
Nov‐12
Nov‐12
≥2020
D‐56
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
$ 20,000
$ 40,000
$ 20,000
$ 40,000
$ 521,000
Project 5.2.017
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Air Compressor
1‐inch copper instrumentation air aboveground piping
Milltronics Ultrasonic Level Transducers
Motor Control Valves
Abandon in Place piping
Remove Service Air Station, Cap, Dispose of Materials
Electrical and Controls at 15% of installed equipment cost
Mob/Demob
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
1
1000
9
2
1
85
1
1
$ 20,000
$ 15
$ 3,000
$ 6,000
$ 5,000
$ 500
$ 10,500
$ 9,300
LS
LF
EA
EA
LS
EA
LS
LS
$ 20,000
$ 15,000
$ 27,000
$ 12,000
$ 5,000
$ 42,500
$ 10,500
$ 9,300
Labor Cost
% of Mat'l
Total
60%
50%
60%
60%
0%
0%
0%
0%
Total Cost
$ 12,000
$ 7,500
$ 16,200
$ 7,200
$ ‐
$ ‐
$ ‐
$ ‐
$ 32,000
$ 22,500
$ 43,200
$ 19,200
$ 5,000
$ 42,500
$ 10,500
$ 9,300
$ 185,000
$ 50,000
$ 15,000
$ 10,000
$ 104,000
$ 364,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
1.000
$ 364,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.2.017 CA
1.5%
$ 3,900
20%
$ 780 $ 5,000
5.2.017 CS
Conceptual Study
2.5%
$ 4,475
20%
$ 895 $ 6,000
5.2.017 DS
Design
8.0%
$ 20,800
15%
$ 3,120 $ 24,000
5.2.017 EDC
4.5%
$ 11,700
15%
$ 1,755 $ 14,000
5.2.017 CM
Construction Mgt
7.5%
$ 19,500
20%
$ 3,900 $ 24,000
Notes:
3. Cost estimated. More detail cost estimate will be available after condition assessment.
5.2.017
Jan‐15
Nov‐11
Nov‐11
2019
D‐57
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total complete
not reqd
$ 75,000
$ 14,000
$ 30,000
$ 483,000
Project 5.2.019
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
x
Quantity
No.
Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐14
Dec‐12
Dec‐12
≥2020
Total Cost
Replace Irrigation Piping (assume 1.5‐inch piping)
Replace Irrigation Heads
New Landscaping Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
Project Phases Cost
1.1.001 CA
1.1.001 CS
Conceptual Study
1.1.001 DS
Design
1.1.001 EDC
1.1.001 CM
Construction Mgt
Notes:
5.2.019
20,000
300
75,000
SF
EA
SF
$ 1.16
$ 18
$ 1.00
$ 23,200
$ 5,400
$ 75,000
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 24,000
$ 6,000
$ 75,000
$ 105,000
$ 29,000
$ 8,000
$ 5,000
$ 59,000
$ 206,000
27%
15%
7.75%
40%
10283
10740
LA CCI Nov‐2013
1.044
$ 216,000
Rate(2)
0.0%
0.0%
8.0%
4.5%
7.5%
Amount
$ ‐
$ ‐
$ 11,760
$ 6,615
$ 11,025
D‐58
Contingency
20%
$ ‐
20%
$ ‐
15%
$ 1,764
15%
$ 992
20%
$ 2,205
Subtotal
$ ‐
$ ‐
$ 14,000
$ 8,000
$ 14,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 20,000
$ 10,000
$ 30,000
$ 276,000
Project 5.2.026
Plant Waste Stream Routing
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Main Project Cost
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Jan‐15
Nov‐12
Nov‐12
≥2020
X
(1)
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
Piping and Valves
Cost estimate to be revised when study complete
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
1
0%
15%
7.75%
0%
LS
$ 150,000
$ 150,000
0%
$ ‐
$ 150,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 150,000
(Included)
(Included)
(Included)
(Included)
LA CCI Nov‐2013
10740
10740
1.000
$ 150,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.2.031 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.2.031 CS
Conceptual Study
16.5%
$ 24,750
20%
$ 4,950 $ 30,000
5.2.031 DS
Design
28.5%
$ 42,750
15%
$ 6,413 $ 50,000
5.2.031 EDC
4.5%
$ 6,750
15%
$ 1,013 $ 8,000
5.2.031 CM
Construction Mgt
7.5%
$ 11,250
20%
$ 2,250 $ 14,000
Notes:
3. Cost estimate will be further defined after the scope of work is identified.
5.2.026
$ 150,000
D‐59
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
$ 30,000
$ 50,000
$ 10,000
$ 30,000
$ 270,000
Project 5.2.027
Plantwide Seal Coating
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Asphalt Pavement Seal Coat ‐ Entire Plant
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
Quantity
No.
Units
311,735
27%
15%
7.75%
20%
SF
Material Cost
Unit Cost
Total
$ 0.75
$ 233,801
Labor Cost
% of Mat'l
Total
50%
$ 116,901
Total Cost
$ 350,702
$ 351,000
$ 95,000
$ ‐
$ ‐
$ 90,000
$ 536,000
(Included)
(Included)
LA CCI Nov‐2013
Jan‐15
Jan‐11
Nov‐12
≥2020
10000
10740
1.074
$ 576,000
Contingency
Amount
Subtotal
Minimum
Total Project Phases Cost
Rate(2)
5.2.032 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
$5,000
not reqd
5.2.032 CS
Conceptual Study
0.0%
$ ‐
20%
$ ‐
$ ‐
$10,000
not reqd
5.2.032 DS
Design
8.0%
$ 35,680
15%
$ 5,352 $ 42,000
$20,000 $ 42,000
5.2.032 EDC
4.5%
$ 20,070
15%
$ 3,011 $ 24,000
$10,000 $ 24,000
5.2.032 CM
Construction Mgt
7.5%
$ 33,450
20%
$ 6,690 $ 41,000
$30,000 $ 41,000
$ 683,000
Notes:
3. Cost estimate based on Bid Results of Post Phase V Improvements Project. 4. In FY 2014, 235,000 SF. of the plant asphalt was fog sealed. The total asphalt surface is 311,000 SF. The fog seal is just a light oil based spray on coating very different from slurry seal. 5.2.027
D‐60
Project 5.2.028
Flooding Mitigation
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Quantity
No. Units
Material Cost
Unit Cost
Total
390
4
24
190
10
3
2
$ 15
$ 2,000
$ 125
$ 5
$ 4,600
$ 5,000
$ 300
Labor Cost
% of Mat'l
Total
Jan‐15
Oct‐13
≥2020
Total Cost
Concrete curb build‐up
Stop logs frame/guide
Stop logs, 36"x6"
Demolish and replace railing
Explosion proof motors
Watertight, bulkhead door
Watertight MH cover
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
Project Phases Cost
5.2.015 CA
5.2.015 CS
Conceptual Study
5.2.015 DS
Design
5.2.015 EDC
5.2.015 CM
Construction Mgt
Notes:
5.2.028
LF
EA
LS
LF
EA
EA
EA
$ 5,850
$ 8,000
$ 3,000
$ 950
$ 46,000
$ 15,000
$ 600
50%
25%
0%
50%
25%
50%
25%
$ 2,925
$ 2,000
$ ‐
$ 475
$ 11,500
$ 7,500
$ 150
$ 8,775
$ 10,000
$ 3,000
$ 1,425
$ 57,500
$ 22,500
$ 750
$ 104,000
$ 29,000
$ 8,000
$ 5,000
$ 59,000
$ 205,000
27%
15%
7.75%
40%
10740
10740
1.000
$ 205,000
Rate(2)
1.5%
2.5%
8.0%
4.5%
7.5%
Amount
$ 2,190
$ 2,525
$ 11,680
$ 6,570
$ 10,950
D‐61
Contingency
20%
$ 438
20%
$ 505
15%
$ 1,752
15%
$ 986
20%
$ 2,190
Subtotal
$ 3,000
$ 4,000
$ 14,000
$ 8,000
$ 14,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total $ 5,000
$ 10,000
$ 20,000
$ 10,000
$ 30,000
$ 280,000
Project 5.3.001
Operations Building Locker Replacement
Main Project Type
New Facility
Major Maintenance
Asset Replacement
X
Special Study
Mob/Demob
Remove and haul away extg lockers
Extend concrete base of lockers
Relocate benches
Repair tile in front of lockers and at benches
Provide and install new lockers, delivered
Provide temporary shower facility
Provide temporary storage trailor for lockers
Subtotal
Shipping Rate
10%
Sales Tax 65%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
1
1
1
1
1
1
1
LS
LS
LS
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 7,100
$ 10,200
$ 2,600
$ 1,000
$ 5,100
$ 51,000
$ 6,120
$ 1,000
$ 7,100
$ 10,200
$ 2,600
$ 1,000
$ 5,100
$ 51,000
$ 6,120
$ 1,000
Labor Cost
% of Mat'l
Total
0%
0%
0%
0%
0%
50%
50%
50%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 25,500
$ 3,060
$ 500
Jan‐15
2018
Total Cost
$ 7,100
$ 10,200
$ 2,600
$ 1,000
$ 5,100
$ 76,500
$ 9,180
$ 1,500
$ 114,000
$ 31,000
$ 2,000
$ 6,000
$ 62,000
$ 215,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10148
10740
1.058
$ 228,000
Contingency
Project Phases Cost
Amount
Subtotal
Minimum
Total Rate(2)
5.3.001 CA
1.5%
$ 2,295
20%
$ 459 $ 3,000
$5,000
completed
5.3.001 CS
Conceptual Study
2.5%
$ 2,525
20%
$ 505 $ 4,000
$10,000
completed
5.3.001 DS
Design
8.0%
$ 12,240
15%
$ 1,836 $ 15,000
$20,000 $ 30,000
5.3.001 EDC
4.5%
$ 6,885
15%
$ 1,033 $ 8,000
$10,000 $ 10,000
5.3.001 CM
Construction Mgt
7.5%
$ 11,475
20%
$ 2,295 $ 14,000
$30,000 $ 30,000
$ 298,000
Notes:
1) Costs based on TM Operations Facility Locker Replacement Memo, RMC, dated Jan 4, 2011
2) Original report uses a Contractor O&P value of 20%. This cost sheet uses a value of 27%, consistent with the CAMP process for similarly‐sized projects.
3) Original report uses a contingency of 15%. This cost sheet uses a contingency of 40%, consistent with the CAMP process for long range projects.
5.3.001
D‐62
Project 5.3.002
Ops Bldg Air Intake Relocation
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Air Intake Relocation
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ 50,000
$ 50,000
Labor Cost
% of Mat'l
Total
50%
Total Cost
$ 25,000
$ 75,000
$ 75,000
$ 21,000
$ 5,000
$ 3,000
$ 42,000
$ 146,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10088
10740
1.065
$ 156,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.3.002 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.3.002 CS
Conceptual Study
2.5%
$ 1,775
20%
$ 355 $ 3,000
5.3.002 DS
Design
8.0%
$ 8,320
15%
$ 1,248 $ 10,000
5.3.002 EDC
4.5%
$ 4,680
15%
$ 702 $ 6,000
5.3.002 CM
Construction Mgt
7.5%
$ 7,800
20%
$ 1,560 $ 10,000
Notes:
3. Cost estimated. A more detailed estimate will be available after conceptual study.
5.3.002
Jan‐12
Nov‐11
Nov‐11
≥2020
D‐63
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 20,000
$ 10,000
Not Applicable
$ 186,000
Project 5.3.003
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Floor Coverings (1)
Repair and Paint Walls (1)
Replace Ceiling (1)
Replace Window Covering (1)
Evaluate / Replace Lighting (1)
Remove cabinets
Evaluate HVAC equipment, test and balace
Upgrade Electrical Service
Misc Improvements
Quantity
No. Units
1
1
1
1
1
1
1
1
1
LS
LS
LS
LS
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 5,000
$ 20,000
$ 20,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 5,000
$ 20,000
$ 20,000
$ 10,000
Labor Cost
% of Mat'l
Total
0%
0%
0%
0%
0%
0%
0%
0%
0%
Jan‐15
Oct‐13
≥2020
Total Cost
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 5,000
$ 20,000
$ 20,000
$ 10,000
(1) Areas requiring upgrade incl offices, electrical room,
Conf Room, kitchen, locker room, records storage
corridores, overall bldg
(2) Addl Upgrades may be required if alternate use of building is desired
Subtotal
Shipping Rate
0%
Sales Tax 0%
of total is taxed @
Project Phases Cost
5.3.003 CA
5.3.003 CS
Conceptual Study
5.3.003 DS
Design
5.3.003 EDC
5.3.003 CM
Construction Mgt
Notes:
5.3.003
$ 105,000
$ 29,000
$ ‐
$ ‐
$ 34,000
$ 168,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
9764
10740
1.100
$ 185,000
Rate(2)
1.5%
2.5%
8.0%
4.5%
7.5%
Amount
$ 2,010
$ 1,575
$ 10,720
$ 6,030
$ 10,050
D‐64
Contingency
20%
$ 402
20%
$ 315
15%
$ 1,608
15%
$ 905
20%
$ 2,010
Subtotal
$ 3,000
$ 2,000
$ 13,000
$ 7,000
$ 13,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total incl in study
$ 30,000
$ 50,000
$ 10,000
$ 30,000
$ 305,000
Project 5.3.004
Operations Building Chiller Replacement Main Project Type
New Facility
Major Maintenance
Asset Replacement
X
Special Study
Main Project Cost
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
(1)
Material Cost
Labor Cost
No.
Units
Unit Cost
Total
% of Mat'l
Total
1
1
1
1
LS
LS
LS
LS
$ 180,000
$ 24,000
$ 16,500
$ 510,000
$ 180,000
$ 24,000
$ 16,500
$ 510,000
35%
50%
50%
43%
$ 63,000
$ 12,000
$ 8,250
$ 219,300
Jan‐15
Nov‐11
Nov‐11
≥2020
Total Cost
(4)
Replace existing Chiller Piping, Valves, and other equip
Cooling Tower
Installation of hot water piping from Power Bldg to Operation Bldg
Subtotal
Shipping Rate
70%
Sales Tax 70%
of total is taxed @
$ 1,034,000
$ 280,000
$ 109,000
$ 57,000
$ 592,000
$ 2,072,000
27%
15%
7.75%
40%
LA CCI Nov‐2013
10740
10740
1.000
$ 2,072,000
(2)
Contingency
Amount
Subtotal
Project Phases Cost
Rate
5.3.004 CA
0.0%
$ ‐
20%
$ ‐
$ ‐
5.3.004 CS
Conceptual Study
2.5%
$ 25,950
20%
$ 5,190 $ 32,000
5.3.004 DS
Design
8.0%
$ 118,400
15%
$ 17,760 $ 137,000
5.3.004 EDC
4.5%
$ 66,600
15%
$ 9,990 $ 77,000
5.3.004 CM
Construction Mgt
7.5%
$ 111,000
20%
$ 22,200 $ 134,000
Notes:
3. Cost estimated. A more detailed estimate will be available after conceptual study.
4. Assume Eco‐Max Adsorption Chiller option per Draft Energy Management Strategic Plan dated 11/30/2010.
5.3.004
$ 243,000
$ 36,000
$ 25,000
$ 730,000
D‐65
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
$ 32,000
$ 137,000
$ 77,000
$ 134,000
$ 2,452,000
Project 5.3.006
Main Project Type
New Facility
x
Major Maintenance
Asset Replacement
Special Study
Demolish Existing Roof, labor included
Relocate or provide new lighting
Provide access platform
Handrail
Davit for cover removal
Modify covers to be compatible with davit
Replace Bubbler with Ultrasonic
Subtotal
Shipping Rate
50%
Sales Tax 50%
of total is taxed @
Project Phases Cost
5.3.006 CA
5.3.006 CS
Conceptual Study
5.3.006 DS
Design
5.3.006 EDC
5.3.003 CM
Construction Mgt
Notes:
5.3.006
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
2
1
100
1
1
1
LS
EA
LS
LS
LS
LS
LS
Material Cost
Unit Cost
Total
$ 10,000
$ 5,000
$ 20,000
$ 100
$ 10,000
$ 5,000
$ 10,000
$ 10,000
$ 10,000
$ 20,000
$ 10,000
$ 10,000
$ 5,000
$ 10,000
Labor Cost
% of Mat'l
Total
0%
50%
0%
0%
50%
0%
0%
Jan‐15
Dec‐12
Dec‐13
2015
Total Cost
$ ‐
$ 5,000
$ ‐
$ ‐
$ 5,000
$ ‐
$ ‐
$ 10,000
$ 15,000
$ 20,000
$ 10,000
$ 15,000
$ 5,000
$ 10,000
$ 85,000
$ 23,000
$ 7,000
$ 4,000
$ 48,000
$ 167,000
27%
15%
7.75%
40%
LA CCI Dec 2012 =
LA CCI Nov‐2013
10271
10740
1.046
$ 175,000
Rate(2)
1.5%
2.5%
8.0%
4.5%
7.5%
Amount
$ 1,785
$ 2,050
$ 9,520
$ 5,355
$ 8,925
D‐66
Contingency
20%
$ 357
20%
$ 410
15%
$ 1,428
15%
$ 803
20%
$ 1,785
Subtotal
$ 3,000
$ 3,000
$ 11,000
$ 7,000
$ 11,000
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Total not reqd
not reqd
$ 40,000
$ 10,000
$ 20,000
$ 245,000
Project 5.3.010
Dryer Lab Enclosure
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Laboratory Enclosure
Includes structure, ventilation, doors, lighting
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ 150,000
$ 150,000
Labor Cost
% of Mat'l
Total
0%
Total Cost
$ ‐
$ 100,000
$ 100,000
$ 27,000
$ 6,000
$ 4,000
$ 35,000
$ 172,000
27%
15%
7.75%
25%
LA CCI Nov‐2013
10740
10740
1.000
$ 172,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.3.003 CA
1.5%
$ 2,055
20%
$ 411 $ 3,000
5.3.003 CS
Conceptual Study
2.5%
$ 1,800
20%
$ 360 $ 3,000
5.3.003 DS
Design
8.0%
$ 10,960
15%
$ 1,644 $ 13,000
5.3.003 EDC
4.5%
$ 6,165
15%
$ 925 $ 8,000
5.3.003 CM
Construction Mgt
7.5%
$ 10,275
20%
$ 2,055 $ 13,000
Notes:
5.3.010
Jan‐14
Dec‐13
Dec‐13
2016
D‐67
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 50,000
$ 10,000
$ 30,000
$ 262,000
Project 6.1.101
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Quantity
No. Units
Design Labor
Review SOPs and Process Narratives
Conduct PCN and Automation Workshops (4)
Automation (I&C) Field Survey
Create Draft PCNs
Create Draft Automation Requirements Report
PCS and Automation Review Meetings (4)
Create Final PCNs and Automation Requirements
Create Draft Automation Requirements Report
Project Management
Project Management
Admin Support
QC
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
5%
2%
2%
12
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
80
Hrs
48
Hrs
40
Hrs
2363.6 Hrs
160
Hrs
48
Hrs
120
Hrs
120
Hrs
2979.6 Hrs
74.489 wks
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 12,400
$ 7,440
$ 6,200
$ 366,354
$ 24,800
$ 7,440
$ 18,600
$ 18,600
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 12,400
$ 7,440
$ 6,200
$ 366,354
$ 24,800
$ 7,440
$ 18,600
$ 18,600
160.98
59.591
59.591
$ 190
$ 80
$ 175
$ 30,586
$ 4,767
$ 10,428
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 30,586
$ 4,767
$ 10,428
Hr
Hr
Hr
$ 508,000
Included
Not Applicable
Not Applicable
$ 101,600
$ 610,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 610,000
Contingency
Project Phases Cost
Amount
Subtotal
Rate(2)
5.4.001 CA
1.5%
$ 7,620
20%
$ 1,524 $ 10,000
5.4.001 CS
Conceptual Study
2.5%
$ 2,540
20%
$ 508 $ 4,000
5.4.001 DS
Design
8.0%
$ 40,640
15%
$ 6,096 $ 47,000
5.4.001 EDC
4.5%
$ 22,860
15%
$ 3,429 $ 27,000
5.4.001 CM
Construction Mgt
7.5%
$ 38,100
20%
$ 7,620 $ 46,000
Notes:
3. Cost estimate from EWA Technology Master Plan 2013.
6.1.101
Jan‐15
Nov‐13
Dec‐13
2015
D‐68
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 610,000
Project 6.1.201
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Design Labor Included Below
Network Design (30%, 60%, 90%) $150,000+
Control Room Design $25,000+
Computer Room Modifications $20,000+
Network Logicaland Security Design $25,000+
Prepare Bid Documents $5,000+
UPS Design $25,000+
Backup Control Room at Faraday $25,000+
Project Management $6,000+
Implementation and Hardware
Configure and Test Network
Build Structured Cabling
Build Network Closets and Network Core Build Control Room
Build Computer Room
Build Plant UPS
Build backup control room
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
2654
320
240
300
80
320
320
120
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 411,370
$ 49,600
$ 37,200
$ 46,500
$ 12,400
$ 49,600
$ 49,600
$ 18,600
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
800
1
1
1
1
1
1
Hrs
LS
LS
LS
LS
LS
LS
$ 155
$ 600,000
$ 400,000
$ 150,000
$ 150,000
$ 150,000
$ 150,000
$ 124,000
$ 600,000
$ 400,000
$ 150,000
$ 150,000
$ 150,000
$ 150,000
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 124,000
$ 600,000
$ 400,000
$ 150,000
$ 150,000
$ 150,000
$ 150,000
240
80
80
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 45,600
$ 6,400
$ 14,000
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 45,600
$ 6,400
$ 14,000
$ 1,790,000
Included
Not Applicable
Not Applicable
$ 358,000
$ 2,148,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 2,150,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 26,850
20%
$ 5,370 $ 33,000
5.4.001 CS
Conceptual Study
2.5%
$ 8,950
20%
$ 1,790 $ 11,000
5.4.001 DS
Design
20.0%
$ 358,000
35%
$ 125,300 $ 484,000
5.4.001 EDC
4.5%
$ 80,550
15%
$ 12,083 $ 93,000
5.4.001 CM
Construction Mgt
7.5%
$ 134,250
20%
$ 26,850 $ 162,000
Notes:
6.1.201
Jan‐15
Nov‐13
Dec‐13
2017
D‐69
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 670,000
$ 80,000
In House
$ 2,900,000
Project 6.1.202
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Pilot System Design (1 plant and 1 remote facility) $120K
Bill of Materials $6,000
Detailed Migration Plan $6,000
Procure SCADA Hardware and Software $4,000
Project Management $5,000
Implementation Labor
Design HMI and PLC Templates
Program and Test HMI and PLC Templates
Program, Test and Commission HMI and PLC
Install, Configure and Test Servers, Workstations and Laptops
Hardware and Software Costs
SCADA Server 1
Historian Server 1
CompactLogix PLC Control Panel
SCADA Server Software
Historian Software
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
774
40
40
24
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 119,970
$ 6,200
$ 6,200
$ 3,720
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
80
240
645
80
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 12,400
$ 37,200
$ 99,975
$ 12,400
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 12,400
$ 37,200
$ 99,975
$ 12,400
1
1
2
1
1
LS
LS
LS
LS
LS
$ 10,000
$ 15,000
$ 80,000
$ 20,000
$ 20,000
$ 10,000
$ 15,000
$ 160,000
$ 20,000
$ 20,000
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
160
100
100
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 30,400
$ 8,000
$ 17,500
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 10,000
$ 15,000
$ 160,000
$ 20,000
$ 20,000
$ ‐
$ 30,400
$ 8,000
$ 17,500
$ 443,000
Included
Not Applicable
Not Applicable
$ 88,600
$ 532,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 532,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 6,645
20%
$ 1,329 $ 8,000
5.4.001 CS
Conceptual Study
2.5%
$ 2,215
20%
$ 443 $ 3,000
5.4.001 DS
Design
8.0%
$ 35,440
15%
$ 5,316 $ 41,000
5.4.001 EDC
4.5%
$ 19,935
15%
$ 2,990 $ 23,000
5.4.001 CM
Construction Mgt
7.5%
$ 33,225
20%
$ 6,645 $ 40,000
Notes:
6.1.202
Jan‐15
Nov‐13
Dec‐13
2016
D‐70
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 141,000
$ 23,000
In House
$ 696,000
Project 6.1.203
SCADA Upgrade Plant and Remote Facilities (OT_ES03)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Supervisory Control $67,000
Design CS Upgrade Remote Facilities (4 CP) (500 I/O) $170K
Design CS Upgrade for Plant (14 CP) (2000 I/O) $800k
Automation Upgrades $310k
Preparation of Bid Documents and Support $40k
Project Management and QC $20k
Implementation
Supply SCADA Servers
Thin Client Servers
Supply Laptops
Supply NAS, Domain Controller, Net Monitor
Upgrades to Control Room
Software Lab Hardware
Automation Upgrades
PLC and Panel Hardware (See reference on right)
Decommission Obsolete Control Panels Software Costs
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
424
1097
5161
2000
242
Hrs
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 155
$ 65,720
$ 170,035
$ 799,955
$ 310,000
$ 37,510
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
7887
2
2
15
2
1
1
1
1
35
1
Hrs
LS
LS
LS
LS
LS
LS
LS
LS
EA
LS
$ 135
$ 10,000
$ 10,000
$ 1,500
$ 10,000
$ 20,000
$ 30,000
$ 900,000
$ 732,000
$ 3,000
$ 115,000
$ 1,064,745
$ 20,000
$ 20,000
$ 22,500
$ 20,000
$ 20,000
$ 30,000
$ 900,000
$ 732,000
$ 105,000
$ 115,000
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
212
106
106
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 40,280
$ 8,480
$ 18,550
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 1,064,745
$ 20,000
$ 20,000
$ 22,500
$ 20,000
$ 20,000
$ 30,000
$ 900,000
$ 732,000
$ 105,000
$ 115,000
$ ‐
$ 40,280
$ 8,480
$ 18,550
$ 3,117,000
Included
Not Applicable
Not Applicable
$ 623,400
$ 3,741,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 3,741,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 46,755
20%
$ 9,351 $ 57,000
5.4.001 CS
Conceptual Study
2.5%
$ 15,585
20%
$ 3,117 $ 19,000
5.4.001 DS
Design
8.0%
$ 249,360
15%
$ 37,404 $ 287,000
5.4.001 EDC
4.5%
$ 140,265
15%
$ 21,040 $ 162,000
5.4.001 CM
Construction Mgt
7.5%
$ 233,775
20%
$ 46,755 $ 281,000
Notes:
6.1.203
Jan‐15
Nov‐13
Dec‐13
2017
D‐71
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 1,407,000
$ 162,000
In House
$ 5,310,000
Project 6.1.204
Co‐Gen Facility and Biosolids SCADA Integration (OT_ES04)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
SCADA Architecture and Block Diagrams $15,000
Detailed Mitigation Plan $20,000
Prep Bid Documents $20,000
Project Management and QC $6,000
Implementation
Install, Config, Test Workstations, laptops
Program, commission SCADA System
Software Costs
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
80
64
120
120
40
Hrs
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 155
$ 12,400
$ 9,920
$ 18,600
$ 18,600
$ 6,200
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
232
3556
Hrs
Hrs
$ 110
$ 135
$ 25,520
$ 480,060
0%
0%
$ ‐
$ ‐
$ 25,520
$ 480,060
160
60
100
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 30,400
$ 4,800
$ 17,500
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 30,400
$ 4,800
$ 17,500
$ 559,000
Included
Not Applicable
Not Applicable
$ 111,800
$ 671,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 671,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 8,385
20%
$ 1,677 $ 11,000
5.4.001 CS
Conceptual Study
2.5%
$ 2,795
20%
$ 559 $ 4,000
5.4.001 DS
Design
8.0%
$ 44,720
15%
$ 6,708 $ 52,000
5.4.001 EDC
4.5%
$ 25,155
15%
$ 3,773 $ 29,000
5.4.001 CM
Construction Mgt
7.5%
$ 41,925
20%
$ 8,385 $ 51,000
Notes:
6.1.204
Jan‐15
Nov‐13
Dec‐13
2019
D‐72
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 71,000
$ 29,000
In House
$ 771,000
Project 6.1.301
Implement ODMS Layer 1 (OT_ID01)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Needs Assessment
Design ODMS Level 1
Define Reports (6), Manual Data Entry Forms (3)
Vendor Selection and Procurement
Cfg ODMS Level 1 (Historians, DMZ, portal, wrkstns)
Program and Test Manual Data Entry Forms (3)
Program and Test six (6) Reports and four (4) dashboards
End‐user (3) and DBA Training (1)
One Year Support Production Historians
Production WebPortal
DMZ Historian
DMZ WebPortal
Software costs
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
120
184
72
64
360
72
256
120
120
2
1
1
1
1
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
LS
LS
LS
LS
LS
$ 175
$ 175
$ 155
$ 155
$ 151
$ 151
$ 151
$ 151
$ 151
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 80,000
$ 21,000
$ 32,200
$ 11,160
$ 9,920
$ 54,360
$ 10,872
$ 38,656
$ 18,120
$ 18,120
$ 20,000
$ 10,000
$ 10,000
$ 10,000
$ 80,000
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 21,000
$ 32,200
$ 11,160
$ 9,920
$ 54,360
$ 10,872
$ 38,656
$ 18,120
$ 18,120
$ 20,000
$ 10,000
$ 10,000
$ 10,000
$ 80,000
137
69
69
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 26,030
$ 5,520
$ 12,075
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 26,030
$ 5,520
$ 12,075
$ 389,000
Included
Not Applicable
Not Applicable
$ 77,800
$ 467,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 467,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 5,835
20%
$ 1,167 $ 8,000
5.4.001 CS
Conceptual Study
2.5%
$ 1,945
20%
$ 389 $ 3,000
5.4.001 DS
Design
8.0%
$ 31,120
15%
$ 4,668 $ 36,000
5.4.001 EDC
4.5%
$ 17,505
15%
$ 2,626 $ 21,000
5.4.001 CM
Construction Mgt
7.5%
$ 29,175
20%
$ 5,835 $ 36,000
Notes:
6.1.301
Jan‐15
Nov‐13
Dec‐13
2017
D‐73
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Not Applicable
In House
In House
$ 467,000
Project 6.1.302
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Quantity
No. Units
Needs Assessment
Integration of SCADA Prod Hist WIMS
Report and Dashboard Narratives
Update ODMS standards
Configure and test WIMS Integr.
Deploy BI and Middleware
Dev 5 reports and 2 dashboards
Hardware ‐ Enterprise Historian
Software
WIMS Middleware Adapter
Enterprise Historian
Project Management
Project Management
Admin Support
QC
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
5%
2%
2%
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
80
64
52
80
200
200
200
1
1
1
1
880
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
LS
LS
LS
LS
$ 155
$ 155
$ 155
$ 155
$ 135
$ 135
$ 135
$ 15,000
$ 40,000
$ 20,000
$ 20,000
$ 12,400
$ 9,920
$ 8,060
$ 12,400
$ 27,000
$ 27,000
$ 27,000
$ 15,000
$ 40,000
$ 20,000
$ 20,000
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 12,400
$ 9,920
$ 8,060
$ 12,400
$ 27,000
$ 27,000
$ 27,000
$ 15,000
$ 40,000
$ 20,000
$ 20,000
44
17.6
17.6
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 8,360
$ 1,408
$ 3,080
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 8,360
$ 1,408
$ 3,080
$ 232,000
Included
Not Applicable
Not Applicable
$ 46,400
$ 279,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 279,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 3,480
20%
$ 696 $ 5,000
5.4.001 CS
Conceptual Study
2.5%
$ 1,160
20%
$ 232 $ 2,000
5.4.001 DS
Design
8.0%
$ 18,560
15%
$ 2,784 $ 22,000
5.4.001 EDC
4.5%
$ 10,440
15%
$ 1,566 $ 13,000
5.4.001 CM
Construction Mgt
7.5%
$ 17,400
20%
$ 3,480 $ 21,000
Notes:
6.1.302
Jan‐15
Nov‐13
Dec‐13
2019
D‐74
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
$ 13,000
In House
$ 292,000
Project 6.1.401
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Design Labor
Research Technologies
Faciltate workshops and product demonstrations
Draft and Final Design Report
Procure Product and Implementation
40
64
80
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 6,200
$ 9,920
$ 12,400
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 6,200
$ 9,920
$ 12,400
200
384
9.6
Hrs
Hrs
Wks
$ 155
$ 31,000
0%
$ ‐
$ 31,000
Software Costs
Standard Components (select from pull‐down list)
1
LS
$ 30,000
$ 30,000
0%
$ ‐
$ 30,000
Project Management
Project Management
Admin Support
QC
18
18
0
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 3,420
$ 1,440
$ ‐
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 3,420
$ 1,440
$ ‐
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Dec‐13
2017
$ 95,000
Included
Not Applicable
Not Applicable
$ 19,000
$ 114,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 114,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 1,425
20%
$ 285 $ 2,000
5.4.001 CS
Conceptual Study
2.5%
$ 475
20%
$ 95 $ 1,000
5.4.001 DS
Design
8.0%
$ 7,600
15%
$ 1,140 $ 9,000
5.4.001 EDC
4.5%
$ 4,275
15%
$ 641 $ 5,000
5.4.001 CM
Construction Mgt
7.5%
$ 7,125
20%
$ 1,425 $ 9,000
Notes:
6.1.401
Total Cost
D‐75
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
$ 10,000
In House
$ 124,000
Project 6.1.501
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Design Labor
Define the scope and high level contents
Control Philosophy and Architecture
Tagging and Documentation
Network Logical Design and Cyber Security
Local Area Network Design
Wide Area Network Design (not needed)
Control Panel Design
Instrumentation and Device Finalize Draft Standards
Provide Training (not needed)
Project Management
10
Admin Support
QC
10%
2%
2%
8
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
160
120
120
120
0
120
120
120
0
880
22
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Wks
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 24,800
$ 18,600
$ 18,600
$ 18,600
$ ‐
$ 18,600
$ 18,600
$ 18,600
$ ‐
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 24,800
$ 18,600
$ 18,600
$ 18,600
$ ‐
$ 18,600
$ 18,600
$ 18,600
$ ‐
96
18
18
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 18,240
$ 1,408
$ 3,080
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 18,240
$ 1,408
$ 3,080
$ 160,000
Included
Not Applicable
Not Applicable
$ 39,040
$ 200,000
27%
15%
7.75%
24%
LA CCI Nov‐2013
10740
10740
1.000
$ 200,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 2,400
20%
$ 480 $ 3,000
5.4.001 CS
Conceptual Study
2.5%
$ 976
20%
$ 195 $ 2,000
5.4.001 DS
Design
8.0%
$ 12,800
15%
$ 1,920 $ 15,000
5.4.001 EDC
4.5%
$ 7,200
15%
$ 1,080 $ 9,000
5.4.001 CM
Construction Mgt
7.5%
$ 12,000
20%
$ 2,400 $ 15,000
Notes:
6.1.501
Jan‐15
Nov‐13
Dec‐13
2015
D‐76
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 200,000
Project 6.1.502
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Quantity
No. Units
Design Labor
Operations Data Management and Reporting
HMI Baseline Documentation and Template
PLC/PAC Baseline Documentation and Template
HMI and PLC Device Documentation and Templates
Provide Training
Project Management
Project Management
Admin Support
QC
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
5%
2%
2%
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
120
120
120
120
64
Hrs
Hrs
Hrs
Hrs
Hrs
544
13.6
Hrs
Wks
27.2
10.88
10.88
Hr
Hr
Hr
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
$ 155
$ 155
$ 155
$ 155
$ 155
$ 18,600
$ 18,600
$ 18,600
$ 18,600
$ 9,920
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 18,600
$ 18,600
$ 18,600
$ 18,600
$ 9,920
$ 190
$ 80
$ 175
$ 5,168
$ 870
$ 1,904
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 5,168
$ 870
$ 1,904
$ 93,000
Included
Not Applicable
Not Applicable
$ 18,600
$ 112,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 112,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 1,395
20%
$ 279 $ 2,000
5.4.001 CS
Conceptual Study
2.5%
$ 465
20%
$ 93 $ 1,000
5.4.001 DS
Design
8.0%
$ 7,440
15%
$ 1,116 $ 9,000
5.4.001 EDC
4.5%
$ 4,185
15%
$ 628 $ 5,000
5.4.001 CM
Construction Mgt
7.5%
$ 6,975
20%
$ 1,395 $ 9,000
Notes:
6.1.502
Jan‐15
Nov‐13
Dec‐13
2015
D‐77
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 112,000
Project 6.1.504
Alarm Remediation (Binnial) OT_AM10)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Design Labor
Create Alarm Configuration Summary
Operations Workshops to Review Nuisance Alarms
Summarize Alarm Changes in PCNs
Modify and FAT Alarms Deploy and Test Alarms
Training
Project Management
Project Management
Admin Support
QC
5%
2%
2%
12
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
24
80
40
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 3,720
$ 12,400
$ 6,200
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 3,720
$ 12,400
$ 6,200
60
60
0
264
6.6
Hrs
Hrs
Hrs
Hrs
Wks
$ 155
$ 155
$ 155
$ 9,300
$ 9,300
$ ‐
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 9,300
$ 9,300
$ ‐
25.2
5.28
5.28
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 4,788
$ 422
$ 924
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 4,788
$ 422
$ 924
$ 48,000
Included
Not Applicable
Not Applicable
$ 9,600
$ 58,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 58,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 720
20%
$ 144 $ 1,000
5.4.001 CS
Conceptual Study
2.5%
$ 240
20%
$ 48 $ 1,000
5.4.001 DS
Design
8.0%
$ 3,840
15%
$ 576 $ 5,000
5.4.001 EDC
4.5%
$ 2,160
15%
$ 324 $ 3,000
5.4.001 CM
Construction Mgt
7.5%
$ 3,600
20%
$ 720 $ 5,000
Notes:
6.1.504
Jan‐15
Nov‐13
Dec‐13
2015
D‐78
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 58,000
Project 6.1.505
SCADA Cyber Security VA (Biannial) (OT_AM12)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Design Labor
Conduct SCADA Security VA
Develop Remediation Plan
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
240
80
Hrs
Hrs
320
8
Hrs
Wks
32
16
16
Hr
Hr
Hr
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
$ 155
$ 155
$ 37,200
$ 12,400
0%
0%
$ ‐
$ ‐
$ 37,200
$ 12,400
$ 190
$ 80
$ 175
$ 6,080
$ 1,280
$ 2,800
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 6,080
$ 1,280
$ 2,800
$ 60,000
Included
Not Applicable
Not Applicable
$ 12,000
$ 72,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 72,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 900
20%
$ 180 $ 2,000
5.4.001 CS
Conceptual Study
2.5%
$ 300
20%
$ 60 $ 1,000
5.4.001 DS
Design
8.0%
$ 4,800
15%
$ 720 $ 6,000
5.4.001 EDC
4.5%
$ 2,700
15%
$ 405 $ 4,000
5.4.001 CM
Construction Mgt
7.5%
$ 4,500
20%
$ 900 $ 6,000
Notes:
6.1.505
Jan‐15
Nov‐13
Dec‐13
2015
D‐79
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 72,000
Project 6.2.101
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Design Labor
Document Structure/Methodology for EWA IT Governance
Develop review process
Conduct IT review process
Deploy process elements
Project Management
Project Management
Admin Support
QC
5%
2%
2%
8
120
120
40
40
Hrs
Hrs
Hrs
Hrs
320
8
Hrs
Wks
24.0
6.4
6.4
Hr
Hr
Hr
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Dec‐13
2015
Total Cost
$ 155
$ 155
$ 155
$ 155
$ 18,600
$ 18,600
$ 6,200
$ 6,200
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ 18,600
$ 18,600
$ 6,200
$ 6,200
$ 190
$ 80
$ 175
$ 4,560
$ 512
$ 1,120
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 4,560
$ 512
$ 1,120
Labor estimated, requires verification
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
$ 56,000
Included
Not Applicable
Not Applicable
$ 11,200
$ 68,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 68,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 840
20%
$ 168 $ 2,000
5.4.001 CS
Conceptual Study
2.5%
$ 280
20%
$ 56 $ 1,000
5.4.001 DS
Design
8.0%
$ 4,480
15%
$ 672 $ 6,000
5.4.001 EDC
4.5%
$ 2,520
15%
$ 378 $ 3,000
5.4.001 CM
Construction Mgt
7.5%
$ 4,200
20%
$ 840 $ 6,000
Notes:
6.2.101
D‐80
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 68,000
Project 6.2.102
Technology Master Plan Upgrades (BT_TDG02)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Quantity
No. Units
Design Labor
Includes changes to planned projects, additions of new
projects, update Master Plan
Project Management
Project Management
Admin Support
QC
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
5%
2%
2%
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
LS
$ 200,000
$ 200,000
0%
$ ‐
$ 200,000
1
1
1
LS
LS
LS
$ 10,000
$ 4,000
$ 4,000
$ 10,000
$ 4,000
$ 4,000
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 10,000
$ 4,000
$ 4,000
$ 218,000
Included
Not Applicable
Not Applicable
Included
$ 218,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 218,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 3,270
20%
$ 654 $ 4,000
5.4.001 CS
Conceptual Study
2.5%
$ ‐
20%
$ ‐
$ ‐
5.4.001 DS
Design
8.0%
$ 17,440
15%
$ 2,616 $ 21,000
5.4.001 EDC
4.5%
$ 9,810
15%
$ 1,472 $ 12,000
5.4.001 CM
Construction Mgt
7.5%
$ 16,350
20%
$ 3,270 $ 20,000
Notes:
6.2.102
Jan‐15
Nov‐13
Dec‐13
2019
D‐81
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Not Applicable
In House
In House
$ 218,000
Project 6.2.103
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Includes organization/business value, program value, project value standards
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
382.3
Hrs
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Dec‐13
2016
Total Cost
$ 155
$ 59,256
0%
$ ‐
$ 59,256
$ 190
$ 80
$ 175
$ 3,040
$ 640
$ 1,400
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 3,040
$ 640
$ 1,400
382.3 Hrs
9.5575 Wks
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
16
8
8
Hr
Hr
Hr
$ 65,000
Included
Not Applicable
Not Applicable
$ 13,000
$ 78,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 78,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 975
20%
$ 195 $ 2,000
5.4.001 CS
Conceptual Study
2.5%
$ 325
20%
$ 65 $ 1,000
5.4.001 DS
Design
8.0%
$ 5,200
15%
$ 780 $ 6,000
5.4.001 EDC
4.5%
$ 2,925
15%
$ 439 $ 4,000
5.4.001 CM
Construction Mgt
7.5%
$ 4,875
20%
$ 975 $ 6,000
Notes:
6.2.103
D‐82
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 78,000
Project 6.2.201
HR Implementation (BT_BME03)
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Design Labor
Evaluate MUNIS Software for extension of capabilities
Enhance MUNIS interface w/payroll, finance, mgmt
Establish HR‐mgmt interface dashboards
Project Management
Project Management
Admin Support
QC
Quantity
No. Units
120
320
160
Hrs
Hrs
Hrs
600
15
Hrs
Wks
60
30
30
Hr
Hr
Hr
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Dec‐13
2015
Total Cost
$ 155
$ 155
$ 155
$ 18,600
$ 49,600
$ 24,800
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 18,600
$ 49,600
$ 24,800
$ 190
$ 80
$ 175
$ 11,400
$ 2,400
$ 5,250
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 11,400
$ 2,400
$ 5,250
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
$ 113,000
Included
Not Applicable
Not Applicable
$ 22,600
$ 136,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 136,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 1,695
20%
$ 339 $ 3,000
5.4.001 CS
Conceptual Study
2.5%
$ 565
20%
$ 113 $ 1,000
5.4.001 DS
Design
8.0%
$ 9,040
15%
$ 1,356 $ 11,000
5.4.001 EDC
4.5%
$ 5,085
15%
$ 763 $ 6,000
5.4.001 CM
Construction Mgt
7.5%
$ 8,475
20%
$ 1,695 $ 11,000
Notes:
6.2.201
D‐83
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 136,000
Project 6.2.202
Management Reporting Enhancements (BT_BME08)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Design Labor
Implement Core Mgmt Trending, Analysis and Reporting ‐ Finance
‐ Human Resources
‐ Maintenance/Operations
‐ Environmental and Regulatory Compliance
‐ Capital Improvements Team
‐ also implement SQL Server Reporting Services
‐ This project will be completed partially w/EWA staff
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ 250,000
$ 250,000
Labor Cost
% of Mat'l
Total
0%
Total Cost
$ ‐
$ 250,000
$ 250,000
Included
Not Applicable
Not Applicable
Not Applicable
$ 250,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 250,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 3,750
20%
$ 750 $ 5,000
5.4.001 CS
Conceptual Study
2.5%
$ ‐
20%
$ ‐
$ ‐
5.4.001 DS
Design
8.0%
$ 20,000
15%
$ 3,000 $ 23,000
5.4.001 EDC
4.5%
$ 11,250
15%
$ 1,688 $ 13,000
5.4.001 CM
Construction Mgt
7.5%
$ 18,750
20%
$ 3,750 $ 23,000
Notes:
6.2.202
Jan‐15
Nov‐13
Dec‐13
2017
D‐84
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 250,000
Project 6.2.301
LIMS Enhancements (BT_RC01)
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Quantity
No. Units
Design Labor
Define Lab Info Mgmt System enhancement needs
Upgrade LIMS software update
Design improvements to Linko Compliance mgmt software
Assess addl LIMS applications and Ops Data Mgmt System
Integrate Linko Compliance Software
Integrate Data Mgmt System
Implement Mgmt Trending and Reporting Apps
Project Management
Project Management
Admin Support
QC
5%
2%
2%
12
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Dec‐13
2015
Total Cost
40
20
40
80
160
160
160
660
16.5
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Wks
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 6,200
$ 3,100
$ 6,200
$ 12,400
$ 24,800
$ 24,800
$ 24,800
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 6,200
$ 3,100
$ 6,200
$ 12,400
$ 24,800
$ 24,800
$ 24,800
45
13.2
13.2
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 8,550
$ 1,056
$ 2,310
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 8,550
$ 1,056
$ 2,310
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
$ 115,000
Included
Not Applicable
Not Applicable
$ 23,000
$ 138,000
27%
15%
7.75%
20%
10740
10740
1.000
$ 138,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 1,725
20%
$ 345 $ 3,000
5.4.001 CS
Conceptual Study
2.5%
$ 575
20%
$ 115 $ 1,000
5.4.001 DS
Design
8.0%
$ 9,200
15%
$ 1,380 $ 11,000
5.4.001 EDC
4.5%
$ 5,175
15%
$ 776 $ 6,000
5.4.001 CM
Construction Mgt
7.5%
$ 8,625
20%
$ 1,725 $ 11,000
Notes:
6.2.301
D‐85
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 138,000
Project 6.2.302
WIMS Enhancements (BT_RC02)
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Quantity
No. Units
WIMS Enhancements (BT_RC02)
1470.1
Hrs
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Jan‐15
Nov‐13
Dec‐13
2016
Total Cost
$ 155
$ 227,872
0%
$ ‐
$ 227,872
$ 190
$ 80
$ 175
$ 13,966
$ 2,352
$ 5,146
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 13,966
$ 2,352
$ 5,146
1470.1 Hrs
36.754 Wks
Project Management
Project Management
Admin Support
QC
0.05
0.02
0.02
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
73.507
29.403
29.403
Hr
Hr
Hr
$ 250,000
Included
Not Applicable
Not Applicable
$ 50,000
$ 300,000
27%
15%
7.75%
20%
10740
10740
1.000
$ 300,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 3,750
20%
$ 750 $ 5,000
5.4.001 CS
Conceptual Study
2.5%
$ 1,250
20%
$ 250 $ 2,000
5.4.001 DS
Design
8.0%
$ 20,000
15%
$ 3,000 $ 23,000
5.4.001 EDC
4.5%
$ 11,250
15%
$ 1,688 $ 13,000
5.4.001 CM
Construction Mgt
7.5%
$ 18,750
20%
$ 3,750 $ 23,000
Notes:
6.2.302
D‐86
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 300,000
Project 6.2.401
CMMS Enhancements (BT_AM01)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Implement Foundation Technology (hardware, software)
for new MUNIS CMMS
Install software
Configure software for business requirements
Test and Confirm software
Plan and execute deployment
Design, develop and publish mgmt reports
Integrate w/financials, HR, SCADA, CMMS‐GIS
Project Management
Project Management
Admin Support
QC
5%
8
4
4
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
1
16
24
16
16
16
24
113
2.825
LS
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
Wks
$ 20,000
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 20,000
$ 2,480
$ 3,720
$ 2,480
$ 2,480
$ 2,480
$ 3,720
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 20,000
$ 2,480
$ 3,720
$ 2,480
$ 2,480
$ 2,480
$ 3,720
14
4
6
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 2,594
$ 320
$ 989
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 2,594
$ 320
$ 989
$ 42,000
Included
Not Applicable
Not Applicable
$ 8,400
$ 51,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 51,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 630
20%
$ 126 $ 1,000
5.4.001 CS
Conceptual Study
2.5%
$ 210
20%
$ 42 $ 1,000
5.4.001 DS
Design
8.0%
$ 3,360
15%
$ 504 $ 4,000
5.4.001 EDC
4.5%
$ 1,890
15%
$ 284 $ 3,000
5.4.001 CM
Construction Mgt
7.5%
$ 3,150
20%
$ 630 $ 4,000
Notes:
6.2.401
Jan‐15
Nov‐13
Dec‐13
2015
D‐87
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 51,000
Project 6.2.601
Public Website Enhancements
Main Project Type
New Facility
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
X
Design Labor
Evaluate website and identify improvements
Integrate improvements
Project Management
Project Management
Admin Support
QC
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Quantity
No. Units
240
400
Hrs
Hrs
640
16
Hrs
Wks
64
32
32
Hr
Hr
Hr
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
$ 155
$ 155
$ 37,200
$ 62,000
0%
0%
$ ‐
$ ‐
$ 37,200
$ 62,000
$ 190
$ 80
$ 175
$ 12,160
$ 2,560
$ 5,600
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 12,160
$ 2,560
$ 5,600
$ 120,000
Included
Not Applicable
Not Applicable
$ 24,000
$ 144,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 144,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 1,800
20%
$ 360 $ 3,000
5.4.001 CS
Conceptual Study
2.5%
$ 600
20%
$ 120 $ 1,000
5.4.001 DS
Design
8.0%
$ 9,600
15%
$ 1,440 $ 12,000
5.4.001 EDC
4.5%
$ 5,400
15%
$ 810 $ 7,000
5.4.001 CM
Construction Mgt
7.5%
$ 9,000
20%
$ 1,800 $ 11,000
Notes:
6.2.601
Jan‐15
Nov‐13
Dec‐13
2015
D‐88
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 144,000
Project 6.2.703
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Includes: plan for business continuity and disaster recovery
disaster scenarios, testing schedule, eval, action plan
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
1
LS
Material Cost
Unit Cost
Total
$ 100,000
$ 100,000
Labor Cost
% of Mat'l
Total
0%
Jan‐15
Nov‐13
Dec‐13
2017
Total Cost
$ ‐
$ 100,000
Consider as PAR
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
$ 100,000
Included
Not Applicable
Not Applicable
Included
$ 100,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 100,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 1,500
20%
$ 300 $ 2,000
5.4.001 CS
Conceptual Study
2.5%
$ ‐
20%
$ ‐
$ ‐
5.4.001 DS
Design
8.0%
$ 8,000
15%
$ 1,200 $ 10,000
5.4.001 EDC
4.5%
$ 4,500
15%
$ 675 $ 6,000
5.4.001 CM
Construction Mgt
7.5%
$ 7,500
20%
$ 1,500 $ 9,000
Notes:
6.2.703
D‐89
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
Included
In House
In House
$ 100,000
Project 9.6.121
SCADA Upgrade for CWRF Facility (OT_ES05)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Design
40
40
80
I&C Design Plant (2) (500 I/O) $230,000
1468
Preparation of Bid Documents and Support $8,000
52
Project Management, QC $20,000
120
Implementation
112
Program, Test, Deploy and Commission SCADA System (500 I/O 1481
Install Panels and Replace PLCs (See reference on right)
160
2
Thin Client Servers
2
Supply Laptops
0
2
1
Provide Control Panels
2
SCADA Server Software (Redundant)
2
SCADA Thin Clients
5
Project Management
Project Management
300
Admin Support
120
QC
140
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 6,200
$ 6,200
$ 12,400
$ 227,540
$ 8,060
$ 18,600
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
Hrs
Hrs
Hrs
LS
LS
LS
LS
LS
LS
LS
LS
$ 110
$ 135
$ 110
$ 20,000
$ 20,000
$ 1,500
$ 20,000
$ 20,000
$ 80,000
$ 15,000
$ 2,500
$ 12,320
$ 199,935
$ 17,600
$ 40,000
$ 40,000
$ ‐
$ 40,000
$ 20,000
$ 160,000
$ 30,000
$ 12,500
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 12,320
$ 199,935
$ 17,600
$ 40,000
$ 40,000
$ ‐
$ 40,000
$ 20,000
$ 160,000
$ 30,000
$ 12,500
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 57,000
$ 9,600
$ 24,500
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 57,000
$ 9,600
$ 24,500
$ 664,000
Included
Not Applicable
Not Applicable
$ 132,800
$ 797,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 797,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 9,960
20%
$ 1,992 $ 12,000
5.4.001 CS
Conceptual Study
2.5%
$ 3,320
20%
$ 664 $ 4,000
5.4.001 DS
Design
8.0%
$ 53,120
15%
$ 7,968 $ 62,000
5.4.001 EDC
4.5%
$ 29,880
15%
$ 4,482 $ 35,000
5.4.001 CM
Construction Mgt
7.5%
$ 49,800
20%
$ 9,960 $ 60,000
Notes:
9.6.121
Jan‐15
Nov‐13
Dec‐13
2018
D‐90
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 282,000
In House
In House
$ 1,079,000
Project 9.6.121
SCADA Upgrade for CWRF Facility (OT_ES05)
Main Project Type
New Facility
X
Major Maintenance
Asset Replacement
Special Study
Key Dates
CAMP Report
Initial Estimate
Estimate Update
Const Year
Quantity
No. Units
Design
40
40
80
I&C Design Plant (2) (500 I/O) $230,000
1468
Preparation of Bid Documents and Support $8,000
52
Project Management, QC $20,000
120
Implementation
112
Program, Test, Deploy and Commission SCADA System (500 I/O 1481
Install Panels and Replace PLCs (See reference on right)
160
2
Thin Client Servers
2
Supply Laptops
0
2
1
Provide Control Panels
2
SCADA Server Software (Redundant)
2
SCADA Thin Clients
5
Project Management
Project Management
300
Admin Support
120
QC
140
Subtotal
Shipping Rate
40%
Sales Tax 50%
of total is taxed @
Material Cost
Unit Cost
Total
Labor Cost
% of Mat'l
Total
Total Cost
Hrs
Hrs
Hrs
Hrs
Hrs
Hrs
$ 155
$ 155
$ 155
$ 155
$ 155
$ 155
$ 6,200
$ 6,200
$ 12,400
$ 227,540
$ 8,060
$ 18,600
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
Hrs
Hrs
Hrs
LS
LS
LS
LS
LS
LS
LS
LS
$ 110
$ 135
$ 110
$ 20,000
$ 20,000
$ 1,500
$ 20,000
$ 20,000
$ 80,000
$ 15,000
$ 2,500
$ 12,320
$ 199,935
$ 17,600
$ 40,000
$ 40,000
$ ‐
$ 40,000
$ 20,000
$ 160,000
$ 30,000
$ 12,500
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ ‐
$ 12,320
$ 199,935
$ 17,600
$ 40,000
$ 40,000
$ ‐
$ 40,000
$ 20,000
$ 160,000
$ 30,000
$ 12,500
Hr
Hr
Hr
$ 190
$ 80
$ 175
$ 57,000
$ 9,600
$ 24,500
0%
0%
0%
$ ‐
$ ‐
$ ‐
$ 57,000
$ 9,600
$ 24,500
$ 664,000
Included
Not Applicable
Not Applicable
$ 132,800
$ 797,000
27%
15%
7.75%
20%
LA CCI Nov‐2013
10740
10740
1.000
$ 797,000
Contingency
Amount
Subtotal
Project Phases Cost
Rate(2)
5.4.001 CA
1.5%
$ 9,960
20%
$ 1,992 $ 12,000
5.4.001 CS
Conceptual Study
2.5%
$ 3,320
20%
$ 664 $ 4,000
5.4.001 DS
Design
8.0%
$ 53,120
15%
$ 7,968 $ 62,000
5.4.001 EDC
4.5%
$ 29,880
15%
$ 4,482 $ 35,000
5.4.001 CM
Construction Mgt
7.5%
$ 49,800
20%
$ 9,960 $ 60,000
Notes:
9.6.121
Jan‐15
Nov‐13
Dec‐13
2018
D‐90
Minimum
$5,000
$10,000
$20,000
$10,000
$30,000
Not Applicable
$ 282,000
In House
In House
$ 1,079,000
APPENDIX E MAJOR ASSET REGISTER This page intentionally left blank
Table E‐1: Encina Water Pollution Control Facility Major Asset List, FY 2015 E‐CAMP
Ref No.
Asset ID
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
unknown
unknown
unknown
unknown
unknown
AHU‐6691‐000
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
2017
2018
2019
2020
2021
2022
789
790
2023
2024
Asset Description
LEVEL CONTROL PANEL‐SEC.SCUM PIT
LEVEL CTRL.PNL.‐CL2 CONTACT TANK
LEVEL CTRL.PNL.‐PRI.TANK DRAIN
SKIMMER‐#1 CHLORINE CONTACT TANK
SKIMMER‐#2 CHLORINE CONTACT TANK
AHU‐SECOND FLOOR SUPPLY FAN (DEWAT)
LEVEL CONTROL PANEL‐#1 DAF TWAS
LEVEL CONTROL PANEL‐#2 DIGESTER
LEVEL CTRL.PNL.‐DIGESTER DRAINPIT
LEVEL CTRL.PNL‐TANK DRAINAGE PIT
FAN‐FOUL AIR BOOSTER(ML CHANNEL)
ODOR CONTROL FAN / DEWATERING, HEAT unknown
DRYING
unknown
LEVEL CTRL.PNL‐STORM WATER PUMPS
unknown
ACTIVATED CARBON ‐ ORF #1
unknown
A & B NO. 1 FINE BUBBLE MEMBRANE DIFFUSER
unknown
AB NO. 3 FINE BUBBLE MEMBRANE DIFFUSER
unknown
DO PROBE SYSTEM
CEPT POLYMER BLENDING UNIT,DYNABLEND CHF‐6921‐000
(EAST)
CEPT POLMER BLENDING UNIT,DYNABLEND CHF‐6922‐000
(WEST)
unknown
unknown
2025
unknown
2026
2027
unknown
unknown
679
669
678
697
1
2
3
4
7
8
12" 3WL
16" FA
21" D
30" D
AHU‐1601‐000
AHU‐1606‐000
AHU‐1610‐000
AHU‐3720‐000
AHU‐4067‐000
AHU‐4510‐000
CONDENSER WATER FLOW METER
Asset Classes
Location
Install Date
Last Nominal Assessed Refurb or Useful Useful Comments
Replace Life Life Date (Years) (Years)
(Year)
15
to be replaced P‐5.3.006
15
15
15
15
20
15
15
15
15
15
15
15
15
15
25
Ele/Inst
Mech
Ele/Inst
Mech
Mech
AGP
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Mech
SECONDARIES.
EFFLUENT
PRIMARIES
EFFLUENT
EFFLUENT
DEWATERING
DAFT
DAFT
DIGESTERS
DAFT
DIGESTERS
DIGESTERS
DIGESTERS
DIGESTERS
SECONDARIES.
SECONDARIES
1984
1984
1984
1984
1984
1984
1991
1991
1991
1991
1991
1991
1991
1991
1992
1984
Mech
DEWATERING
1984
25
NON‐SPECIFIC
HEADWORKS
SECONDARIES
SECONDARIES
SECONDARIES
CEPT. CHEMICAL STORAGE
SECONDARIES
DRYING/CENTRIFUGE SYSTEM
2000
2015
2001
2006
2005
15
2
12
12
8
2009
Ele/Inst
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Estimated Cost to Replace Replace Cost Replace @ LA Date Book Value ENR (Year) (Mar 2010) (Nov 2013)
9770
10741
1999
$30,000
$33,000
1999
$30,000
$33,000
1999
$30,000
$33,000
1999
$55,000
$60,000
1999
$55,000
$60,000
2004
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2006
$30,000
$33,000
2007
$30,000
$33,000
2009
$30,000
$33,000
$50,000
$50,000
$50,000
$90,000
$90,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
2009
$133,000
$146,000
$219,000
2015
2017
2018
2018
2018
$30,000
$93,000
$69,000
$69,000
$256,000
$33,000
$102,000
$76,000
$76,000
$280,000
$50,000
$153,000
$114,000
$114,000
$420,000
10
2019
$132,000
$144,000
$216,000
2009
10
2019
$132,000
$144,000
$216,000
2002
12
2019
$69,000
$76,000
$114,000
2009
10
17
13
17
scheduled maintenance
not operated continuously
not operated continuously
2019
$79,000
$87,000
$131,000
2019
$268,000
$293,000
$440,000
ODOR REDUCTION CARBON TOWER / DEWATERING ORF # 2
TANK‐#1 DIGESTER ROOF
TANK‐#3 DIGESTER ROOF
Struc
DEWATERING
1984
30
35
Mech
Mech
DIGESTERS
DIGESTERS
1984
1984
35
35
PIPE‐12" NO. 3 WATER LOW PRESSURE, DI
PIPE‐16" FOUL AIR, FRP
PIPE‐21"DRAIN, DI
PIPE‐30" DRAIN, DI
AHU‐SCREENINGS ROOM
AHU‐MCC ROOM‐SCREENINGS
FAN‐ROOM, ORF, & PRIMARY GALLERY
AHU‐CHLORINE BLD. MCC
AHU‐MCC ROOM (POWER BLDG.)
AHU ‐ WAREHOUSE
Mech
Mech
Mech
Mech
AGP
AGP
AGP
AGP
AGP
AGP
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
HEADWORKS
HEADWORKS
HEADWORKS
CHLORINE
COGENERATION
SECONDARIES
1980
1980
1980
1980
1984
1984
1984
1984
1984
1984
40
40
40
40
20
20
20
20
20
20
not in use
2019
$81,000
$89,000
not in use
2019
$81,000
$89,000
Sub‐total for Projects Requiring Replacement in next 5 years (prior to 2019)
40
2020
$58,000
$64,000
40
2020
$70,000
$77,000
40
2020
$89,000
$98,000
40
2020
$71,000
$78,000
20
Appendix A
2020
$30,000
$33,000
20
Appendix A
2020
$30,000
$33,000
20
Appendix A
2020
$30,000
$33,000
20
2020
$30,000
$33,000
20
Appendix A
2020
$30,000
$33,000
20
2020
$30,000
$33,000
Major Asset Table (Revised Jan 2014)
Cost Total with 1.5 Multiplier
2000
2000
2000
2000
2000
2000
E-1: Page 1 of 11
$134,000
$134,000
$3,335,000
$96,000
$116,000
$147,000
$117,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
5/12/2014
Ref No.
Asset ID
Asset Description
14
AHU‐6692‐000 AHU‐SECOND FLOOR SUPPLY FAN (DEWAT)
15
AHU‐8054‐000 AHU‐SEC.BLDG.
34
BLD‐4200‐000 CONST OFFICES (OLD MAINT BUILDING)
43
COL‐7101‐000 COLLECTOR‐#1 DAF.TANK SCUM
44
COL‐7201‐000 COLLECTOR‐#2 DAF.TANK SCUM
45
COL‐7301‐000 COLLECTOR‐#3 DAF TANK SCUM
113
HU‐1506‐000 HYDRAULIC UNIT‐SCREENINGS PRESS
118 MCC‐3500‐D00 MCC‐D (CHLORINE BLDG.)
119 MCC‐3500‐E00 MCC‐E (CHLORINE BDLG.)
122 MCC‐4000‐M00 MCC‐M (BLOWERS)
123 MCC‐4000‐N00 MCC‐N (BLOWERS)
124 MCC‐4000‐P00 MCC‐P (POWER & MAINT.BLDG.)
125 MCC‐4000‐R00 MCC‐R (POWER & MAINT.BLDG.)
126 MCC‐6000‐H00 MCC‐H (SLUDGE DEWATERING BLDG.)
710 OUTFALL PRE‐PII PIPE‐OUTFALL PRE‐PHASE III
201
P‐3062‐000 PUMP‐#2 FINAL EFFLUENT
282
P‐7310‐000 PUMP‐#3 TWAS
286
P‐8004‐000 PUMP‐#1 WAS
287
P‐8005‐000 PUMP‐#2 WAS
289
P‐8008‐000 PUMP‐#5 WAS
294
P‐8023‐000 PUMP‐# 1 RAS PUMP
295
296
297
375
SCR‐1512‐000 BARSCREEN #2
376
SCR‐1513‐000 BARSCREEN #3
2028 SCR‐1514‐000 BARSCREEN #4
2029
unknown
DRIVE UNIT‐#1 BAR SCREEN
2030
unknown
2031
unknown
2032
unknown
LEVEL CONTROL PANEL‐#2 BARSCREEN 2033
unknown
(MILTRONICS)
unknown
(MILTRONICS)
unknown
(MILTRONICS)
2036
unknown
MOTOR‐AHU 1271 ‐ SUPPLY FAN
2037
unknown
MOTOR‐FUME HOOD #1 SUPPLY FAN
2038
unknown
2039
unknown
2040
unknown
2041
unknown
2042
unknown
PANEL ‐ HVAC CONTROL PANEL
Asset Classes
AGP
AGP
Struc
Mech
Mech
Mech
Mech
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Location
DEWATERING
SECONDARIES
COGENERATION
DAFT
DAFT
DAFT
HEADWORKS
CHLORINE
CHLORINE
COGENERATION
COGENERATION
COGENERATION
COGENERATION
DEWATERING
NON‐SPECIFIC
EFFLUENT
DAFT
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
HEADWORKS
HEADWORKS
HEADWORKS
HEADWORKS
HEADWORKS
HEADWORKS
HEADWORKS
Ele/Inst HEADWORKS
Ele/Inst HEADWORKS
Ele/Inst HEADWORKS
Mech
Mech
Mech
Mech
Mech
Mech
Ele/Inst
OPERATIONS BLDG
OPERATIONS BLDG
OPERATIONS BLDG
OPERATIONS BLDG
OPERATIONS BLDG
OPERATIONS BLDG
OPERATIONS BLDG
Install Date
1984
1984
1965
1984
1984
1992
1984
1980
1980
1980
1980
1980
1980
1980
1970
1984
1981
1984
1984
1984
1984
1984
1984
1984
1984
1984
1984
2001
1990
2001
1990
(Year)
2000
20
20
Appendix A
2000
20
20
50
55
Upgrade project P‐5.3.003
1995
25
25
Appendix A
1995
25
25
Appendix A
1995
25
25
2005
10
15
to be replaced w/P‐1.1.005
40
40
40
40
40
40
40
40
40
40
40
40
40
40
50
50
2000
20
20
2000
20
20
2000
20
20
2000
20
20
2000
20
20
2000
20
20
2000
20
20
2000
20
20
2000
20
20
1998
20
22
1996
20
24
1998
20
22
16
19
30
16
19
30
1984
1996
1980
1998
1984
2000
2000
2000
2000
2000
2000
2000
2005
E-1: Page 2 of 11
Estimated Cost to Replace Replace Cost Replace @ LA Cost Total with 1.5 Date Book Value ENR Multiplier
(Year) (Mar 2010) (Nov 2013)
9770
10741
2020
$30,000
$33,000
$50,000
2020
$30,000
$33,000
$50,000
2020
$2,451,000 $2,673,000
$4,010,000
2020
$85,000
$93,000
$140,000
2020
$85,000
$93,000
$140,000
2020
$85,000
$93,000
$140,000
2020
$83,000
$91,000
$137,000
2020
$250,000
$273,000
$410,000
2020
$250,000
$273,000
$410,000
2020
$250,000
$273,000
$410,000
2020
$250,000
$273,000
$410,000
2020
$250,000
$273,000
$410,000
2020
$250,000
$273,000
$410,000
2020
$250,000
$273,000
$410,000
2020
$13,856,000 $ 15,109,000 $22,664,000
2020
$66,000
$72,000
$108,000
2020
$74,000
$81,000
$122,000
2020
$45,000
$50,000
$75,000
2020
$45,000
$50,000
$75,000
2020
$45,000
$50,000
$75,000
2020
$32,000
$35,000
$53,000
2020
$32,000
$35,000
$53,000
2020
$32,000
$35,000
$53,000
2020
$32,000
$35,000
$53,000
2020
$287,000
$313,000
$470,000
2020
$287,000
$313,000
$470,000
2020
$287,000
$313,000
$470,000
2020
$57,000
$63,000
$95,000
2020
$57,000
$63,000
$95,000
2020
$57,000
$63,000
$95,000
2020
$57,000
$63,000
$95,000
15
24
rehab w/P‐1.1.005
2020
$30,000
$33,000
$50,000
15
22
2020
$30,000
$33,000
$50,000
15
2020
$30,000
$33,000
$50,000
20
20
20
20
20
20
15
2020
2020
2020
2020
2020
2020
2020
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$33,000
$33,000
$33,000
$33,000
$33,000
$33,000
$33,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
20
5/12/2014
Ref No.
2043
2044
2045
107
108
202
203
230
231
234
235
Asset ID
Asset Description
VARIABLE FREQUENCY DRIVE ‐ FINAL EFFLUENT PUMP #1
VARIABLE FREQUENCY DRIVE ‐ FINAL EFFLUENT unknown
PUMP #2
unknown
VEHICLE‐#48 (10 TON) CRANE TRUCK
GDW‐1501‐000 GRIT DEWATERER‐#1 ‐ SCREW
GDW‐1502‐000 GRIT DEWATERER‐#2 ‐ SCREW
P‐5530‐000 PUMP‐#5‐A DIGESTER MIXING (NORTH)
P‐5531‐000 PUMP‐#5‐B DIGESTER MIXING (SOUTH)
P‐5630‐000 PUMP‐#6‐A DIGESTER MIXING (NORTH)
P‐5631‐000 PUMP‐#6‐B DIGESTER MIXING (SOUTH)
unknown
Asset Classes
Comments
1984
2000
20
2020
$363,000
$396,000
$594,000
Ele/Inst EFFLUENT
1984
2000
20
2020
$245,000
$268,000
$402,000
1997
1984
1984
1991
1991
1991
1991
1991
1991
2000
2001
2001
20
20
20
30
30
30
30
30
30
not managed by CIP
2020
2021
2021
2021
2021
2021
2021
2021
2021
$125,000
$252,000
$252,000
$66,000
$66,000
$270,000
$270,000
$270,000
$270,000
$137,000
$275,000
$275,000
$72,000
$72,000
$295,000
$295,000
$295,000
$295,000
$206,000
$413,000
$413,000
$108,000
$108,000
$443,000
$443,000
$443,000
$443,000
2009
2011
10
ongoing maintenance
2021
$1,000,000
$1,091,000
$1,637,000
$287,000
$93,000
$93,000
$93,000
$57,000
$313,000
$102,000
$102,000
$102,000
$63,000
$470,000
$153,000
$153,000
$153,000
$95,000
Fleet
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
RTO‐540‐000 REGENERATIVE THERMAL OXIDIZER
Misc
2046
2047
2048
2049
2050
SCR‐1511‐000
unknown
unknown
unknown
unknown
Mech
Mech
Mech
Mech
Mech
2051
unknown
2052
101
102
298
299
300
301
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
unknown
FLT‐8830‐000
FLT‐8831‐000
P‐8027‐000
P‐8027‐A00
P‐8028‐000
P‐8029‐000
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
DU‐2511‐000
DU‐2511‐000
DU‐2512‐000
DU‐2512‐000
DU‐2513‐000
DU‐2513‐000
DU‐2514‐000
Install Date
9770
10741
Ele/Inst EFFLUENT
1579
BARSCREEN #1
DRIVE UNIT‐SCREENINGS CONVEYOR
LEVEL CONTROL PANEL‐#1 BARSCREEN (MILLTRONICS)
TWAS PIPELINE
ODOR REDUCTION CARBON TOWER # 3 (EAST)
ODOR REDUCTION CARBON TOWER # 3 (WEST)
PUMP‐# 5 RAS PUMP
PUMP‐# RAS (SPARE)
PUMP‐# 6 RAS PUMP
PUMP‐# 8 RAS PUMP
COVER ‐ PRIMARY SEDIMENTATION #07
PIPE ‐ 72" DIFFUSER SECTION TO END
PIPE ‐ 72" INCREASER TO DIFFUSER SECTION
PROTECTIVE ARCH
REBALLASTING SECURITY SYSTEM AND CAMERA
SLUDGE COLLECTOR ‐ #1 PRI. TANK
Location
Last Nominal Assessed Refurb or Useful Useful Replace Life Life Date (Years) (Years)
(Year)
NON‐SPECIFIC
HEADWORKS
HEADWORKS
EFFLUENT
EFFLUENT
DIGESTERS
DIGESTERS
DIGESTERS
DIGESTERS
DRYING/EMISSIONS CONTROL
HEADWORKS
DEWATERING
SECONDARIES.
SECONDARIES.
HEADWORKS
Ele/Inst HEADWORKS
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Struc
Struc
Struc
Struc
Mech
Mech
Struc
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
DAFT
SECONDARIES.
SECONDARIES.
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
OUTFALL
OUTFALL
OUTFALL
OUTFALL
NON‐SPECIFIC
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
2001
2006
2006
2006
1989
2001
1981
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1972
1972
1992
1992
2012
1984
1984
1984
1984
1984
1984
1992
1999
2002
2002
1999
1999
1999
1996
1996
1996
2000
E-1: Page 3 of 11
20
20
30
30
30
30
30
30
20
15
15
15
30
32
rehab w/P‐1.1.005
2021
2021
2021
2021
2021
15
22
2021
$250,000
$273,000
$410,000
2021
2022
2022
2022
2022
2022
2022
2022
2022
2022
2022
2022
2022
2022
2022
2022
2023
2023
2023
2023
2023
2023
2023
$320,000
$268,000
$268,000
$32,000
$32,000
$32,000
$32,000
$65,000
$65,000
$65,000
$65,000
$2,200,000
$4,000,000
$251,000
$1,100,000
$125,000
$300,000
$300,000
$300,000
$300,000
$300,000
$300,000
$300,000
$349,000
$293,000
$293,000
$35,000
$35,000
$35,000
$35,000
$71,000
$71,000
$71,000
$71,000
$2,399,000
$4,362,000
$274,000
$1,200,000
$137,000
$328,000
$328,000
$328,000
$328,000
$328,000
$328,000
$328,000
$524,000
$440,000
$440,000
$53,000
$53,000
$53,000
$53,000
$107,000
$107,000
$107,000
$107,000
$3,599,000
$6,543,000
$411,000
$1,800,000
$206,000
$492,000
$492,000
$492,000
$492,000
$492,000
$492,000
$492,000
40
20
20
30
30
30
30
30
30
30
30
50
50
30
30
10
20
20
20
20
20
20
20
20
20
30
30
30
30
From asset list‐sample calc
outfall protection file
24
24
24
27
27
27
23
Cost provided by J. Fetu 2011
5/12/2014
Ref No.
Asset ID
Asset Description
2069
2070
2071
98
140
141
142
143
144
145
146
147
148
149
480
481
2072
2073
2074
2075
486
487
488
489
558
559
2076
DU‐2514‐000
DU‐2515‐000
DU‐2515‐000
FLT‐0030‐000
MME‐2501‐A00
MME‐2501‐B00
MME‐2502‐A00
MME‐2502‐B00
MME‐2503‐A00
MME‐2503‐B00
MME‐2504‐A00
MME‐2504‐B00
MME‐2505‐A00
MME‐2505‐B00
T‐2401‐000
T‐2402‐000
T‐2403‐000
T‐2404‐000
T‐2405‐000
T‐2406‐000
T‐2407‐000
T‐2408‐000
T‐2409‐000
T‐2410‐000
VEH‐4057‐000
VEH‐4058‐000
unknown
2077
unknown
617
630
700
12" D
24" SE
24" SE
FILTER‐3WHP/2W SANDFILTER
HELICAL SCUM SKIMMER‐#1 PRI.TANK
TANK‐#1 PRIMARY SEDIMENTATION
VEHICLE‐#57 (FORKLIFT/YALE)
VEHICLE‐#58 TRAILER JOCKEY
PLANT ROADWAYS
SUMP PUMP CONTROL PANEL FOR CENTRIFUGE FEED PIT
PIPE‐12" TANK DRAIN, PVC
PIPE‐24" SECONDARY EFFLUENT, DI
PIPE‐24" SECONDARY EFFLUENT, DI
1580
CND‐500‐000 CONDENSER / SATURATOR
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Fleet
Fleet
Mech
$492,000
$492,000
$492,000
$180,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$104,000
$1,262,000
$1,161,000
$1,172,000
$1,088,000
$1,857,000
$1,857,000
$1,370,000
$1,370,000
$1,370,000
$1,370,000
$90,000
$108,000
$4,908,000
CENTRIFUGE FEED PIT
2008
15
1989
1979
1979
35
40
40
35
45
45
2009
10
15
2024
$80,000
$88,000
$132,000
1984
1984
1984
2009
1992
40
40
40
15
15
40
40
40
15
15
2024
2024
2024
2024
2024
$250,000
$250,000
$66,000
$50,000
$74,000
$273,000
$273,000
$72,000
$55,000
$81,000
$410,000
$410,000
$108,000
$83,000
$122,000
2009
15
15
2024
$155,000
$170,000
$255,000
2009
15
15
2024
$155,000
$170,000
$255,000
2009
15
15
2024
$50,000
$55,000
$83,000
Misc
PNL‐CCP‐6100 PLC PANEL CENTRIFUGE #1 (EAST)
Ele/Inst
1241
PNL‐CCP‐6200 PLC PANEL CENTRIFUGE #2 (WEST)
Ele/Inst
1992
1992
1992
1993
1984
1984
1984
1984
1984
1984
1992
1992
1992
1992
1965
1965
1969
1971
1975
1975
1984
1984
1984
1984
2003
2003
1984
NON‐SPECIFIC
SECONDARIES
SECONDARIES
HEADWORKS
HEADWORKS
EFFLUENT
CENTRIFUGE FEED PIT
DAFT
CENTRIFUGE FEED PIT
1213
PLC CONTROLS FOR CENTRIFUGE FEED PIT
PRIMARIES
PRIMARIES
PRIMARIES
1W & 2W
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
Install Date
Mech
MCC‐1500‐F00
MCC‐1500‐G00
P‐3065‐000
P‐5100‐000
P‐7410‐000
PNL‐PLC‐CFP
Location
9770
10741
2023
$300,000
$328,000
2023
$300,000
$328,000
2023
$300,000
$328,000
2023
$110,000
$120,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$63,000
$69,000
2023
$771,000
$841,000
2023
$709,000
$774,000
2023
$716,000
$781,000
2023
$664,000
$725,000
2023
$1,134,500 $1,238,000
2023
$1,134,500 $1,238,000
2023
$837,250
$913,000
2023
$837,250
$913,000
2023
$837,250
$913,000
2023
$837,250
$913,000
2023
$55,000
$60,000
2023
$65,500
$72,000
2023
$3,000,000 $3,272,000
Mech
Mech
Mech
116
117
204
1008
283
997
MCC‐F (HEADWORKS‐SCREENINGS BLD)
MCC‐G (HEADWORKS‐SCREENINGS BLD)
PUMP‐#5 FINAL EFFLUENT
DIG#2 RECIRCULATION PUMP
PUMP‐#4 TWAS
Asset Classes
(Year)
2000
20
23
2000
20
23
2000
20
23
25
30
1999
20
24
Appendix A; P‐1.1.006
1999
20
24
1999
20
24
1996
20
27
1996
20
27
1996
20
27
2000
20
23
2000
20
23
2000
20
23
2000
20
23
50
58
rehab incl in P‐1.1.006
50
58
Identified P‐1.2.006
50
54
50
52
50
48
50
48
50
39
Estimated Repair cost
50
39
50
39
50
39
15
20
veh not managed in E‐CAMP
15
20
veh not managed in E‐CAMP
2013
10
seal coat
Ele/Inst
Ele/Inst
Mech
Mech
Mech
Ele/Inst
2009
E-1: Page 4 of 11
2023
$250,000
$273,000
$410,000
2024
2024
2024
$95,000
$195,000
$56,000
$104,000
$213,000
$62,000
$156,000
$320,000
$93,000
5/12/2014
Asset Description
Asset Classes
Ref No.
Asset ID
1476
T‐600‐100
NITROGEN STORAGE TANK
Mech
797
T‐6910‐000
FERRIC CHLORIDE STORAGE TANK
Mech
798
T‐6920‐000
CEPT POLYMER STORAGE TANK
Mech
1220
VFD‐6100‐001 VFD MAINDRIVE CENTRIFUGE #1 (EAST)
Ele/Inst
1223
VFD‐6100‐002 VFD BACK DRIVE CENTRIFUGE #1 (EAST)
Ele/Inst
1221
VFD‐6200‐001 VFD MAIN DRIVE CENTRIFUGE #2 (WEST)
Ele/Inst
1224
VFD‐6200‐002 VFD BACK DRIVE CENTRIFUGE #2 (WEST)
Ele/Inst
1581
VS‐510‐000
1416
YS‐30‐1‐1
FUGITIVE DUT RUPTURE DISK MONITOR
Misc
2078
2079
2080
2081
2082
2083
unknown
unknown
unknown
unknown
unknown
unknown
Mech
Struc
Struc
Struc
Struc
Mech
2084
unknown
2085
2086
2087
2088
2089
2090
2091
2092
2093
2094
2095
2096
2097
2098
2099
2100
2101
2102
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
CONVEYOR‐SCREENINGS BDLG.
COVERS ‐ A & B AERATION TANK #1
EMERGENCY STANBY GENERATOR,FLOW EQ
EMERGENCY STANBY GENERATOR,FLOW EQ / 1000 KW
GENERATOR CONTROL PANEL ENG # 1
MIXER‐#2 POLYMER TANK
MOTOR‐#1 ABSORPTION CHILLER
MOTOR‐#2 ABSORPTION CHILLER
PLYMER FEEDER/BLENDER PUMP #1
POLYMER BLENDING UNIT / SECONDARY
SURVELLANCE VIDEO MONITORING SYSTEM
TANKS ‐ STORAGE SODIUM HYPOCHLORITE
VIBRATING SCREEN
57
VENTURI SCRUBBER
CON‐6203‐000 CONVEYOR‐#1 SCREW (NORTH)
Misc
Mech
Ele/Inst
Ele/Inst
Ele/Inst
Ele/Inst
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Struc
Mech
Mech
Location
DRYING/NITROGEN SYSTEM
HEADWORKS
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
9770
10741
Install Date
(Year)
2009
15
15
2024
$60,000
$66,000
$99,000
2009
15
15
2024
$60,000
$66,000
$99,000
2009
15
15
2024
$60,000
$66,000
$99,000
2009
10
15
2024
$154,000
$168,000
$252,000
2009
10
15
2024
$154,000
$168,000
$252,000
2009
10
15
2024
$154,000
$168,000
$252,000
2009
10
15
2024
$154,000
$168,000
$252,000
2009
10
15
2024
$85,000
$93,000
$140,000
2009
15
15
2024
$66,000
$72,000
$108,000
1984
1994
1994
1994
1994
2004
40
30
30
30
30
20
2024
2024
2024
2024
2024
2024
$280,000
$82,500
$82,500
$82,500
$82,500
$205,000
$306,000
$90,000
$90,000
$90,000
$90,000
$224,000
$459,000
$135,000
$135,000
$135,000
$135,000
$336,000
$205,000
$224,000
$336,000
Comments
Project P‐1.3.003 Project P‐1.3.003 Project P‐1.3.003 Project P‐1.3.003 Cost Total with 1.5 Multiplier
SECONDARIES
2004
20
2024
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
DEWATERING
DEWATERING
DEWATERING
DEWATERING
DEWATERING
DEWATERING
DEWATERING
OPERATIONS BLDG
OPERATIONS BLDG
DEWATERING
SECONDARIES.
NON‐SPECIFIC
CHLORINE
DRYER SYSTEM
2009
2009
2009
2009
2009
2009
2009
2009
2009
2009
2009
1999
1999
2009
2009
2004
2004
2009
15
15
15
15
10
10
10
10
10
10
10
20
20
15
15
10
20
7
DEWATERING
1984
2024
$91,000
$100,000
$150,000
2024
$91,000
$100,000
$150,000
2024
$91,000
$100,000
$150,000
2024
$91,000
$100,000
$150,000
15
2024
$83,000
$91,000
$137,000
15
2024
$83,000
$91,000
$137,000
15
2024
$83,000
$91,000
$137,000
15
2024
$83,000
$91,000
$137,000
15
2024
$83,000
$91,000
$137,000
15
2024
$83,000
$91,000
$137,000
15
2024
$83,000
$91,000
$137,000
25
2024
$243,000
$265,000
$398,000
25
2024
$243,000
$265,000
$398,000
2024
$132,000
$144,000
$216,000
2024
$132,000
$144,000
$216,000
20
2024
$93,000
$102,000
$153,000
2024
$49,000
$54,000
$81,000
15
2024
$55,000
$60,000
$90,000
Sub‐total for Projects Requiring Replacement in next 5 to 10 years (2020 to 2024) $89,919,000
25
2025
$55,000
$60,000
$90,000
2000
E-1: Page 5 of 11
25
5/12/2014
Ref No.
Asset ID
Asset Description
58
278
280
2103
2104
2105
2106
2107
2108
378
2109
2110
2111
2112
CON‐6204‐000
P‐7110‐000
P‐7210‐000
unknown
unknown
unknown
unknown
unknown
unknown
SEP‐1505‐000
unknown
unknown
unknown
unknown
727
AH‐1
Asset Classes
866
AHU‐4019‐000
865
965
966
AIT‐4000‐100
B‐5110‐000
B‐5120‐000
CONVEYOR‐#2 SCREW (SOUTH)
PUMP‐#1 TWAS
PUMP‐#2 TWAS
PARKING LOT IN FRONT OF ADMIN BLDG
WEIGHT SCALE & INDICATING DIAL
PIPE ‐ FOUL AIR COLLECTION PIPING
ROTARY SCREEN
WEIR GATE ‐ GRIT TANK #1
AIR HANDLER UNIT FIRST FLOOR SUPPLY & RETURN
AIR HANDLER UNIT SUPPLY 2ND FLOOR
AHU SUPPLY & RETURN 2ND FLR BOARD ROOM ROOF
AHU‐CHLORINATOR ROOM
CHILLER FOR ADMIN BLD
PUMP‐#1 EFFLUENT SAMPLE (EAST)
PUMP‐#2 EFFLUENT SAMPLE (WEST)
BLOWER‐#3 AERATION AIR
CHILLER‐ (POWER BLDG.)
3WLC STRAINER
PIPE‐30" WASTEWATER, CISP
PIPE‐54" WASTEWATER, CISP
PIPE‐84" SECONDARY EFFLUENT, RCP
SUPPLY AIR FOR BLOWER ROOM NEXT TO CHILLER
GAS CHROMATOGRAPH FOR ENGINES
MIXED GAS BLOWER # 1
DIGESTER GAS BLOWER # 2
1462
DST‐031‐000
SILO AREA DUST COLLECTOR
Misc
881
882
883
884
711
967
EG‐4610‐000
EG‐4620‐000
EG‐4630‐000
EG‐4640‐000
OUTFALL PIII
P‐5000‐000
ENGINE GENERATOR # 1
PIPE‐OUTFALL PHASE III
DIG#2 DIGESTED SLUDGE TRANSFER PUMP
Mech
Mech
Mech
Mech
Mech
Mech
730
AH‐2
731
AH‐3
5
726
2113
2114
18
2115
2116
2117
41
2118
677
674
695
AHU‐3750‐000
CH‐1
unknown
unknown
B‐4006‐000
B‐4007‐000
B‐4008‐000
B‐4011‐000
CHR‐4044‐000
unknown
30" WW
54" WW
84" SE
Install Date
Location
(Year)
2000
25
25
2010
15
15
2010
15
15
Comments
9770
10741
2025
$55,000
$60,000
2025
$74,000
$81,000
2025
$74,000
$81,000
2025
$230,000
$251,000
2025
$83,000
$91,000
2025
$83,000
$91,000
2025
$83,000
$91,000
2025
$83,000
$91,000
2025
$140,000
$153,000
2026
$138,000
$151,000
2026
$60,000
$66,000
2026
$60,000
$66,000
2026
$60,000
$66,000
2026
$69,000
$76,000
Mech
Mech
Mech
Struc
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
DEWATERING
DAFT
DAFT
OPERATIONS BLDG
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
SECONDARIES
HEADWORKS
HEADWORKS
HEADWORKS
HEADWORKS
SECONDARIES
1984
1991
1992
2000
2000
2000
2000
2000
1980
1984
1990
1990
1990
2001
Mech
ADMIN. BLDG.
2007
20
20
2027
$105,000
$115,000
$173,000
25
25
25
25
25
2006
2006
2006
2006
45
20
20
20
20
25
20
Cond. Assessment ES1
not operated $90,000
$122,000
$122,000
$377,000
$137,000
$137,000
$137,000
$137,000
$230,000
$227,000
$99,000
$99,000
$99,000
$114,000
Mech
ADMIN. BLDG.
2007
20
20
2027
$105,000
$115,000
$173,000
Mech
ADMIN. BLDG.
2007
20
20
2027
$105,000
$115,000
$173,000
AGP
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
CHLORINE
ADMIN. BLDG.
EFFLUENT
EFFLUENT
COGENERATION
COGENERATION
COGENERATION
COGENERATION
COGENERATION
EFFLUENT
NON‐SPECIFIC
NON‐SPECIFIC
SECONDARIES
1984
2007
2012
2012
1984
1984
1984
2009
1984
1980
1979
1979
1979
20
20
15
15
20
20
20
20
20
15
50
50
50
20
20
50
50
50
2027
2027
2027
2027
2028
2028
2028
2028
2028
2028
2029
2029
2029
$55,000
$243,000
$66,000
$66,000
$210,000
$210,000
$210,000
$210,000
$243,000
$210,000
$75,000
$121,000
$277,000
$60,000
$265,000
$72,000
$72,000
$229,000
$229,000
$229,000
$229,000
$265,000
$229,000
$82,000
$132,000
$303,000
$90,000
$398,000
$108,000
$108,000
$344,000
$344,000
$344,000
$344,000
$398,000
$344,000
$123,000
$198,000
$455,000
Mech
POWER BLDG.
2009
20
20
2029
$91,000
$100,000
$150,000
Misc
Mech
Mech
POWER BLDG.
DIGESTER PHASE
DIGESTER PHASE
DRYING/PELLET TRANSFER AND STORAGE
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
NON‐SPECIFIC
DIGESTER PHASE
2009
2009
2009
20
20
20
20
20
20
2029
2029
2029
$60,000
$225,000
$225,000
$66,000
$246,000
$246,000
$99,000
$369,000
$369,000
2009
20
20
2029
$95,000
$104,000
$156,000
2009
2009
2009
2009
1979
2009
20
20
20
20
50
20
20
20
20
20
50
20
2029
2029
2029
2029
2029
2029
$417,000
$455,000
$417,000
$455,000
$417,000
$455,000
$417,000
$455,000
$2,869,000 $ 3,129,000
$62,000
$68,000
$683,000
$683,000
$683,000
$683,000
$4,694,000
$102,000
2007
2008
2008
2008
2008
1998
2013
E-1: Page 6 of 11
30
Rehab for Phase V
Rehab for Phase V
Rehab for Phase V
Rehab for Phase V
Appendix A
5/12/2014
Ref No.
Asset ID
288
P‐8007‐000
Asset Description
PUMP‐#4 WAS
1266 T‐2760‐620‐200 MINERAL OIL TANK
2119
unknown
2120
unknown
2121
704
703
699
680
unknown
16" SE
24" SE
72" PE
72" SE
2122
unknown
2123
2124
2125
2126
2127
2128
2129
2130
120
2131
2132
2133
2134
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
MCC‐4000‐K00
unknown
unknown
unknown
unknown
2135
B‐5063‐000
24
46
47
48
49
54
724
109
121
127
476
2136
152
153
B‐5064‐000
COL‐8501‐000
COL‐8502‐000
COL‐8503‐000
COL‐8504‐000
COL‐8508‐000
ELV‐4700‐000
GDW‐1503‐000
MCC‐4000‐L00
MCC‐6000‐J00
T‐0021‐000
unknown
MME‐6213‐000
MME‐6214‐000
1577
B‐540‐000
1429
BIN‐013‐000
PIPE ‐ 84" SURGE TOWER TO WYE STRUCTURE
PIPE ‐ 84" X 84" WYE BOX CHANNEL TO 48" OUTFALL
TANKS ‐ STORAGE SODIUM HYPOCHLORITE
PIPE‐16" SIPHON, RCP
PIPE‐24" SIPHON, RCP
PIPE‐72" PRIMARY EFFLUENT, RCP
PIPE‐72" SECONDARY EFFLUENT, RCP
ODOR REDUCTION CARBON TOWER/ SCREENINGS ORF # 1
PIPE ‐ 3WLC INTERTIE TO 3WHP SYSTEM
PIPE ‐ 4" PVC 3WHP PIPING
PIPELINE ‐ WAS PIPELINE
SEPERATOR‐#1 BLOWER ENGINE STEAM
SEPERATOR‐#1 GEN.ENGINE STEAM
SEPERATOR‐#2 BLOWER ENGINE STEAM
MCC‐K (DIGESTERS)
ROOF‐#4 DIGESTER TANK
TANK‐# 2 DIGESTER/SOLIDS STORAGE ROOF
BLOWER, #2 DILUTED NATURAL GAS (WAREHOUSE)
BLOWER, #1 DILUTED NATURAL GAS
COLLECTOR‐SLUDGE & SCUM No. 01
ADMINISTRATION BUILDING ELEVATOR
GRIT DEWATERER‐#3 ‐ SCREW
MCC‐L (DIGESTERS)
MCC‐J (SLUDGE DEWATERING BLDG.)
TANK‐1W WATER AIR BREAK
D.I EXHAUST FAN
SCALE‐#1 TRAILER (SOUTH)
SCALE‐#2 TRAILER (NORTH)
Asset Classes
Mech
Mech
Struc
SECONDARIES
OUTFALL
1984
2009
20
1979
50
Install Date
Struc
OUTFALL
1979
50
Struc
Mech
Mech
Mech
Mech
CHLORINE
NON‐SPECIFIC
NON‐SPECIFIC
PRIMARIES
SECONDARIES
2009
1980
1980
1980
1980
20
50
50
50
50
Mech
HEADWORKS
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Ele/Inst
Mech
Mech
Mech
Mech
NON‐SPECIFIC
SECONDARIES
SECONDARIES
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
DIGESTERS
DIGESTERS
DIGESTERS
DIGESTERS
DIGESTERS
2010
1980
1980
1980
2010
2010
2010
2010
2010
1980
1984
1992
1992
1984
20
50
50
50
20
20
20
20
20
40
25
25
25
25
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Ele/Inst
Ele/Inst
Struc
Mech
Misc.
Misc.
RTO COMBUSTION BLOWER
Mech
RECYCLE MATERIAL BIN
Mech
Location
(Year)
2009
20
20
1991
2006
2006
2006
2006
Comments
20
50
50
50
50
40
9770
10741
2029
$45,000
$50,000
$75,000
2029
$54,000
$59,000
$89,000
2029
$2,860,000
$3,119,000
$4,679,000
2029
$504,800
$551,000
$827,000
2029
2030
2030
2030
2030
$49,000
$57,000
$84,000
$480,000
$70,000
$54,000
$63,000
$92,000
$524,000
$77,000
$81,000
$95,000
$138,000
$786,000
$116,000
2030
$268,000
$293,000
$440,000
2030
2030
2030
2030
2030
2030
2030
2030
2031
2031
2031
2031
2031
$70,000
$60,000
$51,000
$217,000
$217,000
$217,000
$217,000
$217,000
$250,000
$81,000
$81,000
$81,000
$81,000
$77,000
$66,000
$56,000
$237,000
$237,000
$237,000
$237,000
$237,000
$273,000
$89,000
$89,000
$89,000
$89,000
$116,000
$99,000
$84,000
$356,000
$356,000
$356,000
$356,000
$356,000
$410,000
$134,000
$134,000
$134,000
$134,000
COGENERATION
1984
2012
20
2032
$175,000
$191,000
$287,000
DIGESTERS
SECONDARIES.
SECONDARIES.
SECONDARIES.
SECONDARIES.
SECONDARIES.
ADMIN. BLDG.
HEADWORKS
DIGESTERS
DEWATERING
1W & 2W
ADMIN. BLDG.
DEWATERING
DEWATERING
DRYER SYSTEM
1984
1984
1984
1984
1984
1992
2007
1992
1992
1992
1982
2007
1984
1984
2012
2012
2012
2012
2012
2007
20
20
20
20
20
25
25
20
40
40
50
25
25
25
25
25
2032
2032
2032
2032
2032
2032
2032
2032
2032
2032
2032
2032
2033
2033
$165,000
$482,000
$482,000
$482,000
$482,000
$482,000
$57,000
$252,000
$270,000
$250,000
$55,000
$55,000
$83,000
$83,000
$180,000
$526,000
$526,000
$526,000
$526,000
$526,000
$63,000
$275,000
$295,000
$273,000
$60,000
$60,000
$91,000
$91,000
$270,000
$789,000
$789,000
$789,000
$789,000
$789,000
$95,000
$413,000
$443,000
$410,000
$90,000
$90,000
$137,000
$137,000
2012
2008
2008
20
20
20
20
25
25
Appendix A
Appendix A
Appendix A
Appendix A
Replaced drive & recoated
Replaced by EWA
40
40
50
2009
25
25
2034
$450,000
$491,000
$737,000
2009
25
25
2034
$88,000
$96,000
$144,000
E-1: Page 7 of 11
5/12/2014
Asset Description
Asset Classes
Ref No.
Asset ID
1268
BIN‐015‐100
WET CAKE MATERIAL BIN # 1
Mech
1269
BIN‐015‐200
WET CAKE MATERIAL BIN # 2
Mech
29
30
31
32
33
36
38
BLD‐1500‐000
BLD‐3500‐000
BLD‐4000‐PWR
BLD‐4000‐SHP
BLD‐4100‐000
BLD‐6000‐000
BLD‐8000‐000
BUILDING‐SCREENINGS
BUILDING‐CHLORINE
BUILDING‐CO‐GEN POWER
BUILDING‐MAINTENANCE SHOP
BUILDING‐MAINTENANCE ANNEX
BUILDING‐SLUDGE DEWATERING PHASE III
BUILDING‐SECONDARY
Struc
Struc
Struc
Struc
Struc
Struc
Struc
1256
CFG‐6100‐000 CENTRIFUGE # 1
Mech
1257
CFG‐6200‐000 CENTRIFUGE # 2
Mech
1461
50
51
CLR‐060‐000
PELLET COOLER
Misc
COL‐8505‐000 COLLECTOR‐SLUDGE & SCUM No. 05
COL‐8506‐000 COLLECTOR‐SLUDGE & SCUM No. 06
LIVE BOTTOM SCREW CONVEYOR TO CAKE PMP CON‐016‐100
# 1
LIVE BOTTOM SCREW CONVEYOR TO CAKE PMP CON‐016‐200
# 2
Mech
Mech
1264
CON‐6100‐000 WET CAKE SCREW CONVEYOR TO CAKE BIN # 1
Mech
1260
CON‐6200‐000 WET CAKE SCREW CONVEYOR CAKE BIN # 2
1270
1267
Mech
Mech
Mech
1430
ELV‐012‐000
RECYCLE FEED BUCKET ELEVATOR
Mech
1463
ELV‐019‐000
FINAL PRODUCT BUCKET ELEVATOR
Mech
1359
F‐001‐100
DRYER COMBUSTION BLOWER
Mech
1582
F‐005‐000
MAIN INDUCED DRAFT FAN
Mech
1629
1356
1386
1441
1426
1384
457
458
459
460
462
464
465
466
F‐DF‐1
MIX‐017‐000
PCY‐004‐000
PDV‐9‐1‐1
RC‐010‐000
SCR‐009‐000
STR‐0001‐000
STR‐0002‐000
STR‐0012‐000
STR‐0032‐000
STR‐0100‐000
STR‐3000‐000
STR‐3001‐000
STR‐3100‐000
INLINE FAN
DRYER MIXER
POLYCYCLONE SEPARATOR
PRODUCT DIVERTER
PELLET ROLLER CRUSHER
SHAKER SCREEN
STRUCTURE‐BRIDGE OVER CHAN. EAST
STRUCTURE‐BRIDGE OVER CHAN. WEST
STRUCTURE‐STORM WATER PUMP
STRUCTURE‐PLANT DRAINAGE
STORM WATER BROW DITCH
STRUCTURE‐EFF.PUMPING STATION
STRUCTURE‐FAIL SAFE VAULT
STRUCTURE‐EFF.SAMPLER PUMP PIT
Mech
Mech
Mech
Mech
Mech
Mech
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Location
HEADWORKS
CHLORINE
COGENERATION
COGENERATION
COGENERATION
DEWATERING
SECONDARIES
SECONDARIES
SECONDARIES
DRYER SYSTEM
DRYER SYSTEM
DRYING/UTILITIES
DRYER SYSTEM
DRYER SYSTEM
DRYER SYSTEM
DRYER SYSTEM
DRYER SYSTEM
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
NON‐SPECIFIC
SECONDARIES
EFFLUENT
EFFLUENT
EFFLUENT
9770
10741
Install Date
(Year)
2009
25
25
2034
$84,000
$92,000
$138,000
2009
25
25
2034
$84,000
$92,000
$138,000
1984
1984
1984
1984
1984
1984
1984
50
50
50
50
50
50
50
50
50
50
50
50
50
50
2034
2034
2034
2034
2034
2034
2034
$687,000
$496,000
$1,500,000
$510,000
$500,000
$2,043,000
$1,099,000
$750,000
$541,000
$1,636,000
$557,000
$546,000
$2,228,000
$1,199,000
$1,125,000
$812,000
$2,454,000
$836,000
$819,000
$3,342,000
$1,799,000
2009
25
25
2034
$2,208,000
$2,408,000
$3,612,000
2009
25
25
2034
$2,208,000
$2,408,000
$3,612,000
2009
25
25
2034
$133,000
$146,000
$219,000
$526,000
$526,000
$789,000
$789,000
1992
1992
2012
2012
22
22
Comments
3150 SF, Est. $200/SF
2275 SF, Est. $200/SF
2325 SF, Est. $200/SF
2500 SF, Est. $200/SF
9375 SF, Est. $200/SF
5040 SF, Est. $200/SF
2034
2034
$482,000
$482,000
2009
25
25
2034
$133,000
$146,000
$219,000
2009
25
25
2034
$133,000
$146,000
$219,000
2009
25
25
2034
$131,000
$143,000
$215,000
2009
25
25
2034
$131,000
$143,000
$215,000
2009
25
25
2034
$58,000
$64,000
$96,000
2009
25
25
2034
$48,000
$53,000
$80,000
2009
25
25
2034
$449,000
$490,000
$735,000
2009
25
25
2034
$48,000
$53,000
$80,000
2009
2009
2009
2009
2009
2009
1984
1984
1984
1984
1984
1984
1984
1984
25
25
25
25
25
25
50
50
50
50
50
50
50
50
25
25
25
25
25
25
50
50
50
50
50
50
50
50
2034
2034
2034
2034
2034
2034
2034
2034
2034
2034
2034
2034
2034
2034
$118,000
$83,000
$58,000
$50,000
$59,000
$61,000
$437,000
$219,000
$55,000
$55,000
$55,000
$55,000
$55,000
$55,000
$129,000
$91,000
$64,000
$55,000
$65,000
$67,000
$477,000
$239,000
$60,000
$60,000
$60,000
$60,000
$60,000
$60,000
$194,000
$137,000
$96,000
$83,000
$98,000
$101,000
$716,000
$359,000
$90,000
$90,000
$90,000
$90,000
$90,000
$90,000
E-1: Page 8 of 11
5/12/2014
Ref No.
Asset ID
467
477
478
479
490
491
2137
516
517
520
521
522
523
STR‐3200‐000
T‐2101‐000
T‐2102‐000
T‐2103‐000
T‐3001‐000
T‐3002‐000
T‐5200‐000
T‐8100‐000
T‐8200‐000
T‐8501‐000
T‐8502‐000
T‐8503‐000
T‐8504‐000
2138
2139
2140
2142
2143
Asset Description
Asset Classes
STRUCTURE‐FAIL SAFE LINE (WEST)
TANK‐#1 GRIT ‐ CENTER
TANK‐#2 GRIT ‐ EAST.
TANK‐#3 GRIT ‐ WEST
TANK‐#1 CHLORINE CONTACT (EAST)
TANK‐#2 CHLORINE CONTACT (WEST)
TANK‐#2 DIGESTER
TANK‐#1 A & B AERATION
TANK‐#1 SECONDARY SEDIMENTATION
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
unknown
CENTRATE DRAIN LINE FOR CENTRIFUGES
Mech
unknown
unknown
unknown
unknown
HEAT DRY SCALE
STRAINER‐MANUAL 3WHP WATER
STRAINER‐MANUAL 3WLC WATER
STRAINER‐MOTOR OPERATED‐3W WATER
Mech
Mech
Mech
Mech
1464
TRN‐070‐000 PNEUMATIC TRANSPORT SYSTEM
Misc
2144
628
867
1357
1358
872
873
901
948
949
950
885
907
886
2145
2146
2147
2148
2149
2150
2151
2152
21
unknown
72" PE
B‐4011‐000
DD‐002‐000
FUR‐001‐000
HEX‐4150‐000
HEX‐4160‐000
HEX‐4610‐000
HEX‐4620‐000
HEX‐4630‐000
HEX‐4640‐000
HEX‐4710‐000
HEX‐4720‐000
HEX‐4730‐000
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
B‐4009‐000
Mech
Mech
Mech
Mech
Misc
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
Mech
ECLIPSE ‐ NATURAL GAS BLENDING SYSTEM
PIPE‐72" PRIMARY EFFLUENT, RCP
AGITATION AIR BLOWER
ROTARY DRUM DRYER
FURNACE
PLATE HEAT EXCHANGER
PLATE HEAT EXCHANGER
HEAT EXCHANGER ENGINE 1
HEAT EXCHANGER FOR ENGINE 3
HEAT EXCHANGER ENG # 1 PLATE AND FRAME HEAT EXCHANGER # 2 PLATE AND FRAME
HEAT EXCHANGER ENG # 3 PLATE AND FRAME
HEAT EXCHANGER ENG # 4 PLATE AND FRAME
PIPE ‐ 48" Vert Trans TO 48" X 72" INCREASER
PIPE ‐ 48" WYE TO Vert Trans STRUCTURE
SHELL AND TUBE HEAT EXCHANGERS
WASTE GAS FLARE SYSTEM
BLOWER‐#1 AGITATION AIR
Install Date
Location
EFFLUENT
PRIMARIES
PRIMARIES
PRIMARIES
EFFLUENT
EFFLUENT
DIGESTERS
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
DRYER SYSTEM
EFFLUENT
EFFLUENT
EFFLUENT
1984
1984
1984
1984
1984
1984
1984
1984
1984
1984
1984
1984
1984
DIGESTERS
PRIMARIES
POWER BLDG.
DRYER SYSTEM
DRYER SYSTEM
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
OUTFALL
OUTFALL
POWER BLDG.
POWER BLDG.
POWER BLDG.
POWER BLDG.
NON‐SPECIFIC
COGENERATION
(Year)
50
50
50
50
50
50
Recoat Interior 1996
50
50
50
50
50
50
50
50
50
50
50
50
50
50
50
50
50
50
50
2009
25
2009
1984
1984
1984
25
50
50
50
2009
2013
25
1991
1989
2009
2009
2009
2009
2009
2009
2009
2009
2009
2009
2009
2009
2009
1964
1964
2009
2009
2009
2009
2009
2000
2013
25
50
30
30
30
30
30
30
30
30
30
30
30
30
30
50
50
30
30
30
30
30
30
E-1: Page 9 of 11
9770
10741
2034
$55,000
$60,000
2034
$291,000
$318,000
2034
$291,000
$318,000
2034
$291,000
$318,000
2034
$55,000
$60,000
2034
$55,000
$60,000
2034
$2,100,000 $2,290,000
2034
$2,545,000 $2,776,000
2034
$2,545,000 $2,776,000
2034
$927,000 $1,011,000
2034
$927,000 $1,011,000
2034
$927,000 $1,011,000
2034
$927,000 $1,011,000
2034
$185,000
$202,000
$90,000
$477,000
$477,000
$477,000
$90,000
$90,000
$3,435,000
$4,164,000
$4,164,000
$1,517,000
$1,517,000
$1,517,000
$1,517,000
$303,000
2034
$83,000
$91,000
$137,000
2034
$55,000
$60,000
$90,000
2034
$55,000
$60,000
$90,000
2034
$55,000
$60,000
$90,000
Sub‐total for Projects Requiring Replacement in next 10 to 20 years (2025 to 2034) $77,463,000
25
50
30
30
30
30
30
30
30
30
30
30
30
30
30
75
75
40
6,000 cfm, 250 Hp
2038
$80,000
$88,000
$132,000
2038
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2039
2040
$240,000
$251,000
$210,000
$288,000
$249,000
$218,000
$218,000
$218,000
$218,000
$218,000
$218,000
$218,000
$218,000
$218,000
$218,000
$5,846,000
$3,627,000
$269,000
$269,000
$269,000
$269,000
$874,000
$210,000
$262,000
$274,000
$229,000
$315,000
$272,000
$238,000
$238,000
$238,000
$238,000
$238,000
$238,000
$238,000
$238,000
$238,000
$238,000
$6,375,000
$3,955,000
$294,000
$294,000
$294,000
$294,000
$954,000
$229,000
$393,000
$411,000
$344,000
$473,000
$408,000
$357,000
$357,000
$357,000
$357,000
$357,000
$357,000
$357,000
$357,000
$357,000
$357,000
$9,563,000
$5,933,000
$441,000
$441,000
$441,000
$441,000
$1,431,000
$344,000
5/12/2014
Ref No.
Asset ID
Asset Description
22
2153
40
469
470
472
495
496
2154
2155
2156
518
519
2157
35
37
471
473
474
475
524
525
526
527
2158
2159
2160
2161
2162
2163
2164
2165
52
138
139
494
1101
468
992
B‐4010‐000
unknown
BNR‐5007‐000
STR‐7000‐000
STR‐7300‐000
STR‐8400‐000
T‐5500‐000
T‐5600‐000
T‐7101‐DAF
T‐7201‐DAF
T‐7301‐DAF
T‐8300‐000
T‐8400‐000
unknown
BLD‐4500‐000
BLD‐6000‐001
STR‐8000‐000
STR‐8500‐000
STR‐8800‐000
T‐0016‐000
T‐8505‐000
T‐8506‐000
T‐8507‐000
T‐8508‐000
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
COL‐8507‐000
MCC‐8000‐B00
MCC‐8000‐C00
unknown
T‐5400‐000
MCC‐4600‐000
STR‐6300‐000
MCC‐6000‐003
1701
T‐021‐000
PRODUCT STORAGE TANK SILO # 1
1700
T‐021‐100
PRODUCT STORAGE TANK SILO # 2
BLOWER‐#2 AGITATION AIR
CORROSION CONTROL
BURNER WASTE GAS STRUCTURE‐TWAS.PUMP PIT
STRUCTURE‐TWAS.PUMP PIT
STRUCTURE‐PRI.FLOW EQUALIZATION
TANK‐#5 DIGESTER
TANK‐#6 DIGESTER
TANK‐#1 DAF.
TANK‐#2 DAF.
TANK‐#3 DAF
STRUCTURE ‐ OUTFALL SAMPLER STATION
BUILDING‐(WAREHOUSE)
BUILDING‐SLUDGE DEWATERING Phase IV
STRUCTURE‐MIX LIQUOR CHANNEL
STRUCTURE‐SEC.CLARIFIER TANK AREA
STRUCTURE‐SECONDARY CHEM. PIT
TANK‐2W WATER AIR BREAK
PLANT ‐ P.A. SYSTEM
WASTE RECEIEVING STATION
MCC‐B (SEC.BLDG.) EAST‐MCC
MCC‐C (SEC.BLDG.) WEST‐MCC
MCC COMBINED PUMP STATION
TANK‐#4 DIGESTER
MCC MAINTENANCE BUILDING
STRUCTURE‐CHEMICAL STORAGE AREA
MCC‐3 CENTRIFUGE FEED PIT
Asset Classes
Mech
Mech
Mech
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Mech
Struc
Mech
Ele/Inst
Ele/Inst
Ele/Inst
Struc
Ele/Inst
Struc
Ele/Inst
Install Date
Location
COGENERATION
OUTFALL
DIGESTERS
DAFT
DAFT
SECONDARIES
DIGESTERS
DIGESTERS
DAFT
DAFT
DAFT
SECONDARIES
SECONDARIES
OUTFALL
COGENERATION
DEWATERING
SECONDARIES
SECONDARIES.
SECONDARIES
1W & 2W
SECONDARIES
SECONDARIES
SECONDARIES
SECONDARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
PRIMARIES
NON‐SPECIFIC
HEADWORKS
SECONDARIES
SECONDARIES
SECONDARIES
COMB. PUMP STATION
DIGESTERS
MAINT. BLDG.
DEWATERING
CENTRIFUGE FEED PIT
2000
2010
2011
1991
1991
1991
1992
1992
1991
1991
1991
1991
1991
1991
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1984
1984
1984
1984
1984
1984
2014
1984
2020
1984
1984
2005
1984
2007
1997
2009
Mech
DRYING/FINAL LOAD OUT
Mech
DRYING/FINAL LOAD OUT
(Year)
30
40
6,000 cfm, 250 Hp
30
30
30
50
50
50
50
50
50
1991
50
50
Cleaned in 2003
1991
50
50
Cleaned in 2003
50
50
50
50
50
50
50
50
2012
2012
2012
2012
2012
2012
50
50
50
50
50
50
50
50
50
50
30
30
30
30
30
30
50
50
50
50
50
50
50
50
50
50
Insurance Report
5184 SF, Est. $200/SF
40
40
Future equipment
Appendix A
Appendix A
30
2014
9770
10741
2040
$210,000
$229,000
2040
$1,200,000 $1,309,000
2041
$874,000
$954,000
2041
$55,000
$60,000
2041
$55,000
$60,000
2041
$55,000
$60,000
2041
$3,792,000 $4,135,000
2041
$3,792,000 $4,135,000
2041
$719,000
$784,000
2041
$719,000
$784,000
2041
$842,000
$919,000
2041
$3,331,000 $3,633,000
2041
$3,331,000 $3,633,000
2041
$67,000
$74,000
2042
$2,000,000 $2,181,000
2042
$1,130,000 $1,233,000
2042
$55,000
$60,000
2042
$55,000
$60,000
2042
$55,000
$60,000
2042
$55,000
$60,000
2042
$1,458,000 $1,590,000
2042
$1,458,000 $1,590,000
2042
$1,458,000 $1,590,000
2042
$1,458,000 $1,590,000
2042
$65,000
$71,000
2042
$65,000
$71,000
2042
$65,000
$71,000
2042
$65,000
$71,000
2042
$65,000
$71,000
2042
$65,000
$71,000
2044
$53,000
$58,000
2044
$2,468,000 $2,692,000
2045
$482,000
$526,000
2045
$250,000
$273,000
2045
$250,000
$273,000
2045
$250,000
$273,000
2046
$3,324,000 $3,625,000
2047
$250,000
$273,000
2047
$55,000
$60,000
2049
$52,000
$57,000
$344,000
$1,964,000
$1,431,000
$90,000
$90,000
$90,000
$6,203,000
$6,203,000
$1,176,000
$1,176,000
$1,379,000
$5,450,000
$5,450,000
$111,000
$3,272,000
$1,850,000
$90,000
$90,000
$90,000
$90,000
$2,385,000
$2,385,000
$2,385,000
$2,385,000
$107,000
$107,000
$107,000
$107,000
$107,000
$107,000
$87,000
$4,038,000
$789,000
$410,000
$410,000
$410,000
$5,438,000
$410,000
$90,000
$86,000
30
25
40
40
40
50
40
50
40
50
40
50
40
2009
40
40
2049
$125,000
$137,000
$206,000
2009
40
40
2049
$125,000
$137,000
$206,000
2005
2005
1996
E-1: Page 10 of 11
Recoat Interior in 1996
5/12/2014
Ref No.
Asset ID
2166
unknown
2167
2168
2169
2170
2171
1209
1210
759
760
761
463
2172
2173
2174
unknown
unknown
unknown
unknown
unknown
BLD‐4600‐000
BLD‐4600‐SHP
BLD‐4700‐000
BLD‐4700‐0PS
BLD‐4700‐LAB
STR‐2000‐000
unknown
unknown
unknown
BLD‐6000‐
DRYER
unknown
42" AIR
unknown
unknown
unknown
unknown
STR‐0035‐000
1289
2175
625
2176
2177
2178
2179
461
Asset Description
CEPT CONTROL SYSTEM
Asset Classes
Ele/Inst
HEAT LOOP PIPING SYSTEM
48" SCREENING CHANNEL PIPE ‐ #1
BUILDING‐MAINTENANCE/ NEW
BUILDING‐MAINTENANCE SHOP/ NEW
BUILDING‐ADMINISTRATION / NEW
BUILDING‐OPERATIONS DEPT / NEW
BUILDING ‐ LABORATORY DEPT / NEW
STRUCTURE‐PRIMARY GALLERY
BUILDING, OPERATIONS ‐ LAB.DEPT.
BUILDING, OPERATIONS ‐ OPS. DEPT.
BUILDING‐OPERATIONS
Mech
Mech
Mech
Mech
Mech
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
Struc
BUILDING‐HEAT DRYING INCL. FINAL LOAD OUT
Struc
CENTRIFUGE POLYMER STORAGE TANK
PIPE‐42" AIR PIPE, STEEL w/36" COMP LINER
PIPE ‐ 3WHP PIPING
WASTE GAS BURNER
VACTOR DUMPING FACILITY
PIPELINE ‐ NATURAL GAS PIPELINE
STRUCTURE‐INFLUENT STRUCTURE
Mech
Mech
Mech
Mech
Struc
Mech
Struc
Location
NON‐SPECIFIC
HEADWORKS
HEADWORKS
HEADWORKS
HEADWORKS
MAINT. BLDG.
MAINT. BLDG.
ADMIN. BLDG.
ADMIN. BLDG.
ADMIN. BLDG.
PRIMARIES
OPERATIONS BLDG
OPERATIONS BLDG
OPERATIONS BLDG
DEWATERING
SECONDARIES
SECONDARIES
NON‐SPECIFIC
HEADWORKS
DIGESTERS
HEADWORKS
Install Date
(Year)
Comments
9770
10741
2010
40
2050
$250,000
$273,000
$410,000
2000
1982
1982
1982
1982
2007
2007
2007
2007
2007
2007
50
2050
2052
2052
2052
2052
2057
2057
2057
2057
2057
2057
2057
2057
2057
$100,000
$87,000
$87,000
$87,000
$87,000
$1,820,000
$1,001,000
$5,256,000
$4,043,000
$2,022,000
$55,000
$2,000,000
$4,000,000
$4,043,000
$110,000
$95,000
$95,000
$95,000
$95,000
$1,985,000
$1,092,000
$5,732,000
$4,409,000
$2,205,000
$60,000
$2,181,000
$4,362,000
$4,409,000
$165,000
$143,000
$143,000
$143,000
$143,000
$2,978,000
$1,638,000
$8,598,000
$6,614,000
$3,308,000
$90,000
$3,272,000
$6,543,000
$6,614,000
2059
$3,858,000
$4,207,000
$6,311,000
2014
2014
2014
2014
30
30
30
30
50
50
50
50
50
50
38
38
38
38
50
50
50
50
50
50
rehab w/P‐1.1.005
rehab w/P‐1.1.005
rehab w/P‐1.1.005
rehab w/P‐1.1.005
Exterior Walls Repaired 2007
2007
2007
2007
50
50
50
2009
50
50
50
50
50
50
50
50
50
2059
$60,000
$66,000
$99,000
2061
$900,000
$982,000
$1,473,000
2061
$92,000
$101,000
$152,000
2061
$165,000
$180,000
$270,000
2062
$220,000
$240,000
$360,000
2063
$350,000
$382,000
$573,000
50
Replaced w/P‐1.1.001
2064
$2,400,000 $2,617,000
$3,926,000
Sub‐total for Projects Requiring Replacement in over 20 years (past 2034) $138,133,000
TOTAL COST $308,850,000
2009
1980
2011
2011
2012
1980
1984
2011
2013
2014
E-1: Page 11 of 11
50
5/12/2014

E-CAMP - Encina Wastewater Authority

Transcription

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