cc/bsd 2025 AR 06/10 encina wastewater authority budget fy 25-26

ACTION:
____________________________
Clerk/Secretary
Department: Finance Item No: C9
Prepared by: Mathew McDonald, Assistant Director Meeting Date: June 10, 2025 Approved by:

Mike Sylvia, Director/Treasurer
John Conley, City Manager Agenda Location: Consent Calendar SUBJ
ECT: ENCINA WASTEWATER AUTHORITY BUDGET FOR FISCAL YEAR 2025/26 RECO
MMENDATION:

1. Adopt City Council Resolution No. 2025- , approving the Fiscal Year 2025/26 Budget of the Encina Wastewater Authority in accordance with the revised basic agreement of the Encina Joint Powers Authority.

2. Adopt Buena Sanitation District Resolution No. 2025- , approving the Fiscal Year 2025/26 Budget of the Encina Wastewater Authority in accordance with the revised basic agreement of the Encina Joint Powers Authority.

CORRELATION TO CITY COUNCIL GOALS: Fiscal Responsibility.

PRIOR ACTION: On June 11, 2024 adopted City Council Resolution No. 2024-85, approving the Fiscal Year 2024/25 Budget of the Encina Wastewater Authority in accordance with the revised basic agreement of the Encina Joint Powers Authority. Adopted Buena Sanitation District Resolution No. 2024- 03, approving the Fiscal Year 2024/25 Budget of the Encina Wastewater Authority in accordance with the revised basic agreement of the Encina Joint Powers Authority (Vote: 5-0).

STATEMENT ON THE SUBJECT: The Encina Wastewater Authority (EWA) provides wastewater treatment services to six member agencies, including the City of Vista and the Buena Sanitation District (District). In accordance with the Joint Powers Agreement, EWA’s annual operating and capital budgets must be approved by each member agency.

On April 23, 2025, the EWA Board of Directors approved the Fiscal Year (FY) 2025/26 Operating and Capital Budget. The budget includes both operational expenses and capital improvement project funding, as detailed below.

FY 2025/26 EWA Budget City Share District Share
Operating 28,699,044$ 7,607,624$ 2,919,877$
Capital Projects 24,382,029 6,422,824 1,886,985
Total Budget 53,081,073$ 14,030,448$ 4,806,862$
AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
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MEETING DATE: June 10, 2025 PAGE 2
SUBJECT: ENCINA WASTEWATER AUTHORITY BUDGET FOR FISCAL YEAR 2025/26 The City of Vista and Buena Sanitation District’s shares of the EWA Operating Budget cover the operation, maintenance, and administration of the Encina Water Pollution Control Facility (EWPCF), four pump stations (Agua Hedionda, Buena Vista, Buena Creek, and Raceway Basin), and the Environmental Compliance Source Control Program.
• The City’s FY 2025/26 share of the Operating Budget increased by $630,015 or 9.0 percent. • The District’s share increased by $252,499 or 9.5 percent.

Thes
e increases are primarily driven by rising insurance premiums, energy costs, planned maintenance costs, and an overall increase in staff related expenses.

The O
perating Budget is allocated based on each agency’s percentage ownership of the treatment facility, historical cost trends over the past three years, and volume of flow treated. Ownership percentages remain constant: the City of Vista holds approximately 25 percent, and the District holds approximately 10 percent of the EWPCF.

E
ncina Water Pollution Control Facilities. The EWPCF accounts for approximately 78.2 percent of the total operating budget. For FY 2025/26, budgeted costs at the facility increased by $1.5 million, or 7.3 percent, driven by:
• A $632,463 or 8.6 percent increase in personnel expenses, and • A $1.1 million or 15.6 percent increase in internal service fund allocations.

The abov
e increases were partially offset by a $246,562 or 3.9 percent decrease in non-personnel expenses. While most costs remain stable, key increases are associated with staffing, treatment processes, plant contracts, and planned maintenance. These are partially offset by reductions in the cost of processing supplies. More details begin on page 25 of the Encina Budget document (Exhibit 3).

S
ource Control Program. The Source Control Program represents approximately 4.8 percent of the operating budget and is designed to prevent pollutants from entering the wastewater collection systems.

The FY 2025/26 budget for this program increased by $232,744 or 20.1 percent, due primarily to higher personnel related costs. Additional details begin on page 29 of the Encina Budget document (Exhibit 3).

O
peration of Remote Facilities. Remote facilities—comprising four pump stations and the Carlsbad Water Recycling Facility—represent approximately 17.0 percent of the operating budget. Costs for these facilities increased by $317,577, or 7.0 percent, driven by:
• A $202,491 or 16.8 percent increase in personnel operating costs, and • A $147,769 or 19.3 percent increase in internal service expenses across the sites.

The abov
e increases were partially offset by a $32,683 or 1.3 percent decrease in non-personnel expenses. More information on remote facilities begins on page 20 of the Encina Budget document (Exhibit 3).

C
apital Projects. The FY 2025/26 Capital Project Budget totals $24.4 million, reflecting a decrease of $7.0 million, or 22.4 percent, from the prior year. Key drivers of this variance include:
• A $9.3 million or 97.4 percent decrease in solids process projects, and • A $1.3 million or 36.8 percent decrease in general projects, and • A $1.6 million or 84.9 percent decrease in professional services. 06/10/2025
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MEETING DATE: June 10, 2025 PAGE 3
SUBJECT: ENCINA WASTEWATER AUTHORITY BUDGET FOR FISCAL YEAR 2025/26 These decreases are partially offset by a $6.2 million or 259.4 percent increase in energy management projects. The capital budget includes $18.2 million for improvement projects and $1.7 million for planned asset replacement. Detailed information is available beginning on page 59 of the Encina Budget document (Exhibit 3).

The R
evised Basic Agreement of the Encina Wastewater Authority stipulates that the EWA Budget becomes effective upon approval by all member agencies. Staff recommends that the City Council and the Buena Sanitation District Board of Directors approve the Encina Wastewater Authority Budget for Fiscal Year 2025/26.

F
ISCAL IMPACT: The City’s FY 2025/26 and 2026/27 Operating Budget provides for the City’s portion of EWA operating costs in the Sewer Administration Fund account (No. 5010375.522000) and the District’s portion in the Buena Administration Fund account (No. 5040380.522000). The FY 2025/26 EWA capital project costs for both the City and the District are provided in the City’s proposed FY 2025/26 and 2026/27 Capital Improvement Program budget, Project No. 8157.

EXHIBITS:

1. City Council Resolution No. 2025- , approving the Fiscal Year 2025/26 budget of the Encina Wastewater Authority in accordance with the revised basic agreement of the Encina Joint Powers Authority

2. Buena Sanitation District Resolution No. 2025- , approving the Fiscal Year 2025/26 budget of the Encina W
astewater Authority in accordance with the revised basic agreement of the Encina Joint Powers Authority

3. Encina Wastewater Authority Operating & Capital Budget for Fiscal Year 2025/26 06/10/2025
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00061757 1
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF VISTA, CALIFORNIA, APPROVING THE FISCAL YEAR 2025/26 BUDGET OF

THE ENCINA WASTEWATER AUTHORITY IN ACCORDANCE WITH THE

REVISED BASIC AGREEMENT OF THE ENCINA JOINT POWERS

AUTHORITY
The City Council of the City of Vista does resolve as follows:

1. Findings. The City Council hereby finds and declares the following:

A. The City of Vista is a party to the Encina Joint Powers Revised Basic Agreement for Ownership, Operation and Maintenance of a Joint Sewage System, as amended June 22, 2004 (“Revised Basic Agreement”).

B. Section 13.1.2 of the Revised Basic Agreement requires approval of the budget of the Encina Joint Powers Authority, commonly known as the Encina Wastewater Authority (“EWA”), by each of the Member Agencies following the recommendation of the Joint Advisory Committee (“JAC”).

C. The JAC recommended the proposed Fiscal Year (FY) 2025/26 budget and determined each member’s share of expenses in accordance with the allocation provided in the Revised Basic Agreement.

2. Action.

A. The proposed FY 2025/26 budget of EWA, as recommended by the JAC on April 23, 2025, in the amount of $53,081,073 consisting of Operating Expense Budget of $28,699,044 and a Capital Expense Budget of $24,382,029, is approved.

B. The proposed City of Vista’s share of the FY 2025/26 Budget of EWA, in the amount of $14,030,448, consisting of an Operating Expense Budget of $7,607,624 and a Capital Expense Budget of $6,422,824, is approved.

C. The City Manager is hereby authorized to make payments on behalf of this agency to EWA in accordance with the budget, as approved herein, and in accordance with the Revised Basic Agreement, as modified.

D. A certified copy of this Resolution shall be forwarded to EWA upon its execution. [Continued on page 2.]
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EXHIBIT 1
RESOLUTION NO. 2025-

CITY COUNCIL OF THE CHARTERED CITY OF VISTA
PAGE 2
00061757 1

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council held on June 10, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

JOHN B. FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:

APPROVED
Walter C. Chung
20250602112026
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00061759 1
RESOLUTION NO. 2025 -

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE BUENA

SANITATION DISTRICT, VISTA, CALIFORNIA, APPROVING THE FISCAL YEAR 2025/26 BUDGET OF THE ENCINA WASTEWATER AUTHORITY IN

ACCORDANCE WITH THE REVISED BASIC AGREEMENT OF THE ENCINA

JOINT POWERS AUTHORITY
The Board of Directors of the Buena Sanitation District does resolve as follows:

1. Findings. The Board of Directors hereby finds and declares the following:

A. The Buena Sanitation District is a party to the Encina Joint Powers Revised Basic Agreement for Ownership, Operation and Maintenance of a Joint Sewage System, as amended June 22, 2004 (“Revised Basic Agreement”).

C. The JAC recommended the proposed Fiscal Year (FY) 2025/26 budget and determined each member’s share of expenses in accordance with the allocation provided in the Revised Basic Agreement.

2. Action.

A. The proposed FY 2025/26 budget of EWA, as recommended by the JAC on April 23, 2025, in the amount of $53,081,073, consisting of Operating Expense Budget of $28,699,044 and a Capital Expense Budget of $24,382,029 is approved.

B. The proposed Buena Sanitation District’s share of the FY 2025/26 Budget of EWA, in the amount of $4,806,862, consisting of an Operating Expense Budget of $2,919,877 and a Capital Expense Budget of $1,886,985 is approved.

C. The District Manager is hereby authorized to make payments on behalf of this agency to EWA in accordance with the budget, as approved herein, and in accordance with the Revised Basic Agreement, as modified.

D. A certified copy of this Resolution shall be forwarded to EWA upon its execution. [Continued on page 2.]
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EXHIBIT 2
RESOLUTION NO. 2025-

BUENA SANITATION DISTRICT BOARD
PAGE 2
00061759 1

3. Adoption. PASSED AND ADOPTED at a meeting of the District Board held on June 10, 2025, by the following vote:

AYES:

NOES:

ABSENT:

APPROVED AS TO FORM:

WALTER CHUNG, DISTRICT COUNSEL
By:

JOHN B. FRANKLIN, CHAIRPERSON
ATTEST:

KATHY VALDEZ, CLERK OF THE BOARD
By:

APPROVED
Walter C. Chung
20250602112255
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ENCINA

WASTEWATER

AUTHORITY
BUDGET
Fiscal
www.encinajpa.com
760-438-3941
2 0 2 5 - 2 6

OPERATING &

CAPITAL
Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
Year
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PROTECTING PUBLIC AND

ENVIRONMENTAL HEALTH

FOR GENERATIONS TO COME
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PROUDLY SERVING
City of Carlsbad
City of Vista
Buena Sanitation District
Vallecitos Water District
City of Encinitas
Leucadia Wastewater District

OUR VISION
To achieve excellence in wastewater treatment and resource recovery for the communities we serve.

OUR MISSION
To provide reliable, resilient and sustainable wastewater services to North San Diego County while optimizing the use of renewable resources.

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BOARD OF DIRECTORS
CHAIR

VICE-CHAIR
CALENDAR YEAR 2025
Rolando Saldana
Keith Blackburn
Jim Hernandez

CITY OF VISTA &

BUENA SANITATION DISTRICT

LEUCADIA WASTEWATER DISTRICT LEUCADIA WASTEWATER DISTRICT

CITY OF VISTA &

BUENA SANITATION DISTRICT

CITY OF CARLSBAD CITY OF CARLSBAD

VALLECITOS WATER DISTRICT VALLECITOS WATER DISTRICT

CITY OF ENCINITAS CITY OF ENCINITAS
John Franklin
Keith Blackburn
Bruce Ehlers
Chris Roesink
Kevin Shin
Dan O’Donnell
Jim Pennock
Joy Lyndes
Rolando Saldana
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EXECUTIVE LEADERSHIP TEAM
General Manager
Assistant General Manager
Treasurer | Auditor
Scott McClelland, PE, BCEE, MBA
Jennifer Sabine
Director of Environmental Compliance
Director of Operations Director of Technical Services
Director of Finance
General Counsel
Nicholaus Norvell
Octavio Navarrete
Alicia Appel
Dimitris Papachristoforou
Aaron Beanan
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

TABLE OF CONTENTS

INTRODUCTION
Letter of Transmittal ............................................................................................................................................................................... 1 About Encina ........................................................................................................................................................................................... 7 Organization Chart ................................................................................................................................................................................ 11 Position List ........................................................................................................................................................................................... 13 Personnel Expense Summary by Account & by Program ...................................................................................................................... 15

OPERATING PROGRAMS
Operating Budget – Revenue and Expense Summary ........................................................................................................................... 19 Operating Budget – Expense Summary ................................................................................................................................................. 20 Operating Budget – Revenue Summary ................................................................................................................................................ 21 Encina Water Pollution Control Facility – Overview .............................................................................................................................. 23 Encina Water Pollution Control Facility – Operating Expense Summary............................................................................................... 25 Environmental Compliance and Regional Source Control – Overview .................................................................................................. 27 Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 29 Agua Hedionda Lift Station – Overview ................................................................................................................................................. 31 Agua Hedionda Lift Station – Operating Expense Summary ................................................................................................................. 33 Buena Creek Pump Station – Overview ................................................................................................................................................. 35 Buena Creek Pump Station – Operating Expense Summary ................................................................................................................. 37 Buena Vista Pump Station – Overview .................................................................................................................................................. 39 Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 41 Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 43 Carlsbad Water Recycling Facility – Operating Expense Summary ....................................................................................................... 45 Raceway Basin Pump Station – Overview ............................................................................................................................................ 47 Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 49 Internal Service Funds – Overview ........................................................................................................................................................ 51 Internal Service Funds – Operating Expense Summary ......................................................................................................................... 53

CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….57 Summary of Capital Expenses ............................................................................................................................................................... 59 Encina Water Pollution Control Facility – Capital Improvements ......................................................................................................... 60 Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 61 Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 63 Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 64 Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 66 Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 69 Long-Term Capital Financial Plan .......................................................................................................................................................... 73

APPENDIX
Budget Resolutions................................................................................................................................................. 75 DRAFT (4.23.25)
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INTRODUCTORY

SECTION
Letter of Transmittal
Organizational Chart
Position List
Personnel Expense Summary
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Date: April 23, 2025
To: Honorable Chair and Members of the Board of Directors Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Scott McClelland, General Manager
Subject: Transmittal of FY 2025-26 Recommended Operating & Capital Budgets This letter transmits the Encina Wastewater Authority’s (Encina) Recommended Fiscal Year 2025-26 Operating and Capital Budgets. In conformance with the Revised Basic Agreement for Ownership, Operation and Maintenance of the Encina Joint Sewage System, this Recommended Budget estimates the amount of money required to sustainably operate, maintain and administer the Joint System during Fiscal Year 2025-26. It also includes estimates for each Member Agency’s proportionate share of the budget.

Encina’s operations directly support public and environmental health and a North San Diego economy in excess of $20 billion dollars. Global volatility and uncertainty continue to be consistent themes that are putting significant upward pressure on the cost of providing wastewater services. For example, January 2025 wildfires in the Los Angeles area are anticipated to boost demand for construction materials and construction labor during post-wildfire rebuilding efforts. The increased demand is expected to drive up prices and put additional pressure on supply chains. United States policy decisions on tariffs are anticipated to increase prices in a variety of sectors. Lumber, gypsum, metals, and electronics are expected to be impacted, all of which are used in Encina’s construction projects and throughout the plant. Increasing the adaptability, sustainability, and resiliency of operations and finances will become important for all public utilities. Within this budget staff continues to proactively adapt to a volatile environment and creates a roadmap to help ensure Encina protects public and environmental health for generations to come.

As shown in the table below, the Recommended Fiscal Year 2025-26 budget reflects a 8.5% decrease over last year’s budget:

The following sections will describe how this budget will allow Encina to continue its mission to provide reliable, resilient and sustainable wastewater services to North San Diego County while optimizing the use of renewable resources.

OPERATING BUDGET OVERVIEW
The FY 2025-26 Operating Budget reflects Encina’s continuing commitment to provide sustainable and fiscally responsible wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. The Recommended FY 2025-26 Operating Budget is comprised of seven (7) operational programs that provide services to the Encina Member Agencies. Each operational program includes direct personnel and non-personnel expenses and related internal service fund (ISF) charges. The Recommended FY 2025-26 Budget reflects management’s strategies and objectives to ensure continued achievement within each of the six (6) Strategic Initiatives identified in the Five-Year Strategic Plan (2024- 2028): Protect Public and Environmental Health; Remain an Employer of Choice; Ensure Administrative Effectiveness; Budget Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
Operating Budget 24,091,121$ 26,624,721$ 28,699,044$ 7.8% Capital Budget 27,513,763$ 31,417,581$ 24,382,029$ -22.4% Total Budget $ 51,604,884 $ 58,042,302 $ 53,081,073 -8.5%

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Maintain Infrastructure Reliability & Safeguard Public Assets; Pursue Resource Recovery; and Optimize Operational Performance.

The Recommended FY 2025-26 Operating Budget totals approximately $28.2M for the seven (7) operational programs summarized below:

The primary driver for this operating budget is the existing obligations associated with staffing costs, which make up most of the operating budget increase. Attracting, retaining, and developing a highly skilled, adaptable, and engaged workforce is critical to the success of Encina’s mission. The budget reflects the implementation of year three in the three-year salary and benefit package approved by the Board of Directors in July 2023. Within staffing costs, increases in health benefit costs and CalPERS related costs for existing staff are the most significant factors driving the personnel increase. Health benefits continue to be costly, and costs related to CalPERS unfunded accrued liability and Encina’s Pension Policy are included within this budget.

Other impacts to the operating budget include energy and insurance costs. Chemical costs are decreasing overall based on chemical bids received in April. Volatility continues to impact these sectors making it difficult to predict long-term trends and their impact on Encina. In prior years volatility put significant upward pressure on the operating budget. Longer-term, the Cogeneration Low Emission & Augmentation Retrofit (CLEAR) project currently being developed aims to stabilize long-term energy costs, as well as respond to increasingly stringent air quality regulations, in a way that maximizes value for Encina and its Member Agencies.
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Operating Program Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
Encina Water Pollution Control Facility $ 18,998,862 $ 20,907,524 $ 22,431,526 7.3% Environmental Compliance ─ Source Control $ 1,082,931 $ 1,157,985 $ 1,390,729 20.1% Agua Hedionda Lift Station $ 659,604 $ 663,873 $ 731,488 10.2% Buena Creek Pump Station $ 599,241 $ 676,191 $ 702,898 3.9% Buena Vista Pump Station $ 835,114 $ 990,528 $ 1,038,211 4.8% Carlsbad Water Recycling Facility $ 1,698,053 $ 1,926,044 $ 2,075,864 7.8% Raceway Basin Pump Station $ 217,316 $ 302,576 $ 328,328 8.5% Total Operating Budget $ 24,091,121 $ 26,624,721 $ 28,699,044 7.8% Estimated Other Operating Revenue $ - $ (474,800) $ (475,000) 0.0% Estimated Member Agency Share $ 24,091,121 $ 26,149,921 $ 28,224,044 7.9%

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

CAPITAL BUDGET OVERVIEW
The Recommended FY 2025-26 Capital Budget totals approximately $24.4M for the following Encina capital programs summarized below:

Despite a history of strategic planning, capital costs have increased rapidly over the past 3 years driven by the global volatility discussed in previous budgets. Encina’s 2040 Master Plan provided direction related to addressing some, but not all, of the changing environment Encina is facing. While the Recommended FY 2025-26 Capital Budget reflects pressures from several directions including aging infrastructure renewal, solids management capacity due to solids inflow growth, and regulations, it also reflects the opportunity to adapt to a new paradigm.

Aging Infrastructure Renewal
Facility age and a uniquely corrosive marine environment, given Encina’s coastal location and the nature of the resources Encina manages, are putting significant pressure on infrastructure renewal. The original treatment plant was constructed in 1963 with Phase I and II following in 1971 and 1975 respectively. The first three phases were built between 50 and 62 years ago. Phase III and IV were built in 1982 and 1992, respectively. Phase V, the most recent comprehensive expansion, was completed in 2009. Based on estimates from July 2024 Encina is responsible for ~$746 million worth of Joint System Assets at the EWPCF. Many of these assets are near or at the end of their useful life. Failure to proactively maintain Encina’s aging infrastructure can lead to process failures resulting in wastewater spills that negatively impact the environment and north San Diego County economy. Over the next several years, plant rehabilitation to maintain core services is expected to have an order of magnitude cost of ~$145 million, in 2025 dollars. This does not include other necessary infrastructure upgrades as discussed below.

Solids Management Capacity due to Growth
Growth within the Member Agencies’ service area is also putting significant pressure on Encina’s solids management capacity.

About 63% of the overall 43.31 million gallons per day of solids capacity is currently used which creates three challenges.

First, reduced hydraulic detention time of solids in the digesters is near the permit limit of 15 days. This permit limit allows for the disposal of Class “B” solids when the heat dryer system does not have adequate capacity to meet demands or is out of service for maintenance. The Biosolids Management Plan completed in 2022 identified the need for either increased hydraulic capacity at the digesters or the installation of a second heat dryer system; adding hydraulic capacity in the digester process was determined to be the least cost alternative as rehabilitation of unused existing infrastructure would reduce overall project costs. Second, the additional digester capacity would provide buffering capabilities in the event that Encina experiences a process upset where an upset digester would need to be isolated and the biological activity restored to normal levels without the potential to spill digested solids. Third, spare solids management capacity is needed to ensure preventative maintenance can be performed on the digesters helping increase infrastructure sustainability and resiliency and lowering long-term costs. Without the spare capacity to meet permit requirements, allow for appropriate control of process upsets Capital Program Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
EWPCF – Capital Improvements 22,231,253$ 25,072,000$ 18,240,000$ -27.2% EWPCF – Planned Asset Rehabilitation 1,496,903$ 1,729,000$ 1,694,000$ -2.0% EWPCF – Capital Acquisitions 341,988$ 720,000$ 693,000$ -3.8% Remotes Facilities – Acquisitions & Rehabilitation 1,260,290$ 1,549,500$ 1,173,500$ -24.3% Allocated Personnel Expenses 2,183,329$ 2,347,081$ 2,581,529$ 10.0% Total Capital Budget $ 27,513,763 $ 31,417,581 $ 24,382,029 -22.4% Estimated Federal Grant $ (100,000) $ - -100.0%
Estimated Member Agency Share $ 27,513,763 $ 31,317,581 $ 24,382,029 -22.1%

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

and for proactive and preventative maintenance, the risk of permit violations, infrastructure failures and costly rehabilitation increases significantly. Over the next 5 years, improvements to Encina's Digester 1, 2, and 3 are expected to have a cost order of magnitude of ~$40 million, in 2025 dollars.

The CLEAR project currently being developed aims to stabilize those energy costs while simultaneously addressing the newly adopted air quality regulations. Another example includes the State Water Resource Control Board (SWRCB) investigating how nutrients discharged from treatment plants impact the ocean ecosystem. There is concern that excess nutrients from ocean outfalls contribute to ocean acidification and hypoxia, both of which can have substantial negative impacts on marine ecosystems. Recently, Encina completed a plume tracking study in accordance with operating permit requirements. The data from this study is being monitored by the SWRCB and is anticipated to guide their future regulations. Staff anticipates our 2018 National Pollutant Discharge Elimination System (NPDES) permit, which included plume tracking for the first time, will be renewed by late 2025 with additional requirements not yet known. Based on SWRCB’s historical regulation cycle, staff anticipates the SWRCB will incorporate nutrient limits into our NPDES permit between 2032 and 2040. One of the most common technologies available to remove nutrients from wastewater discharge are membrane bio-reactors, the same technology used for direct or indirect potable reuse projects. This technology is costly. Over the next nine years, regulatory requirements impacting energy resources and nutrient limits on Encina’s Ocean Outfall are expected to have an order of magnitude cost of ~$25 million and ~$220 million, respectively, in 2025 dollars. Grant funding totaling ~$14 million is expected to offset a portion of the expected ~$25 million for the CLEAR project.

General Capital
The proposed capital budget reflects steps to begin addressing these challenges. The Capital Improvement Projects are planned, scoped, and prioritized to consider anticipated changes in regulatory requirements, prospective operational efficiencies, funding availability, available resources and other factors.

Staffing resources are also critical to the successful execution of the decades-long capital plan to address Encina’s challenges.

As such, the Recommended FY 2025-26 Capital Budget includes funding for ~10 full-time equivalent (FTE) positions. These positions include full and part-time efforts of Encina executives, professionals, managers, and technical staff who plan, direct, and support Encina’s Capital Program. The addition of the Engineer position last budget cycle helps support the significant workload associated with Encina’s aging infrastructure, capacity improvements, and regulatory requirements.

Capital Improvement Projects for FY 2025-26 include new and continued funding of the CLEAR ($7.3M), Primary Sedimentation Basin Mechanical Rehabilitation ($3.0M), and the Secondaries & Effluent Electrical & Controls Improvements ($3.0M), along with over 50 other projects of lesser value.

Planned Asset Rehabilitation and Replacement (PARR) effort at EWPCF reflects minor plant rehabilitation efforts undertaken by Encina staff to maintain the Joint System assets. PARR Projects total ~$1.7M. EWPCF Capital Acquisitions total ~$0.7M and reflect investment in minor infrastructure and equipment. Remote Facilities – Acquisitions and Rehabilitation total ~$1.2M and reflect investment in remote facility improvements.

SUMMARY
Staff has made every effort to coordinate with the Member Agencies and provides its best professional judgement based on understanding the day-to-day operating requirements and capital investment needs while developing the budget. This budget represents the a comprehensive plan to address the challenges Encina is facing. The two largest factors influencing

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 the success of its decades-long plan are funding and staffing. As such, staff will be working with the Member Agencies to identify alternatives to pay-as-you-go funding to help minimize the financial impacts to their ratepayers and realize the economic value of Encina’s resources. A staffing framework has also been developed to support these efforts. However, given the impacts of adding additional staff, Encina is proposing to take an “adaptive management" approach to ensure Encina continues to operate using a lean staffing model; only having the staff necessary to support its mission and reassessing staffing needs at every opportunity. Staff will be working with the Board and Member Agencies on solutions over the next decade to ensure Encina can continue to protect public and environmental health for generations to come.

Through efforts by staff, Encina consistently looks for opportunities to enhance efficiency and provide value to its Member Agencies and their rate payers. As a result, Encina has been able to hold a very tight line on all costs that are discretionary with an increase of merely 0.5% above last year’s budget. Encina continues to look for long-term solutions to infrastructure challenges that provide lasting value for the community it serves.

Please join me in recognizing the staff whose efforts produced this document. Assistant General Manager Jennifer Sabine, who prepared and developed operations estimates with the Executive Leadership team at Encina. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY 2025-26 Budget. Finally, the Executive Leadership Team coordinated the budget development processes within their respective departments.

Respectfully Submitted,
Scott McClelland, P.E., BCEE, MBA
General Manager

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

ABOUT ENCINA

Founded in 1961, the Encina Wastewater
Authority (Encina) is a public joint
powers authority located in North San
Diego County. Encina provides
wastewater treatment services on behalf
of its six (6) Member Agencies.

Facts

Founded
1961

Population Served
380,000

Service Area
123 square miles

Permitted Liquid Treatment Capacity

40.51 million gallons per day (dry weather)

Permitted Solids Treatment Capacity

43.53 million gallons per day (dry weather)
Member Agencies

City of Carlsbad
July 13, 1961

City of Vista
July 13, 1961

Buena Sanitation District
January 6, 1964

Vallecitos Water District
March 22, 1965

City of Encinitas
August 17, 1971

Leucadia Wastewater District
August 17, 1971

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

RESOURCE RECOVERY
Encinas has long been a leader in the wastewater industry while still remaining within the industry standards for cost of service. Encina
was one of the first in the nation to
adopt a cogeneration model back in
the 1980’s, one of the first in the
state and nation to adopt a heat
dryer model, and one of the first in
the nation to use beer wastes as a
power generation source in 2017.

Each of these has provided value to
Encina, its Member Agencies, and
their ratepayers. Because of
Encina’s unique approach within the industry, it provides exceptional value for its Member Agencies and ratepayers.

ORGANIZATION OF EXCELLENCE
Encina is a model of excellence and innovation. Encina has received over 40 awards for organizational excellence and innovations over the past decade. This reflects the competence of Encina’s highly qualified, trained, and certified workforce. Some recent awards are shown here.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 ORGANIZATION CHART (78 FTEs)
Senior Construction
Manager
Human Resources
Manager
Assistant General
Manager
Administrative
Assistant
Board of DirectorsGeneral Counsel
General Manager
Board Secretary/
Executive Assistant
Engineering Services
Manager
Human Resources
Analyst
Director of
Operations
Director of
Technical Services
Director of
Environmental
Compliance
Director of Finance
Operations Manager
EWPCF Operations Manager
Remote Facilities
Operations Manager
Resource Recovery
Field Services
Superintendent Maintenance Manager Contract Administrator Accounting Supervisor Information Systems
Manager
Mechanical Tech
Supervisor
Electrical &
Instrumentation
Supervisor
Information Systems
Analyst (3)
Inspector (3) Chemist (5)
Operator (14)
Engineer
Shift Supervisor (4)
Operations
Training and
Quality Control
Specialist
Inventory Control
Technician
Procurement
Specialist
Accounting
Technician
Lead Mechanical
Technician
Cogeneration
Specialist (2)
Electrical &
Instrumentation
Technician (3)
Lead Operator (7)
Mechanical
Technician (6)
Source Control
Manager Laboratory Manager Safety and
Training Manager

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 2023-24 Budget 2024-25 Budget 2025-26 Budget
Office of the General Manager
General Manager 1.00 1.00 1.00
Assistant General Manager 1.00 1.00 1.00
Engineering Services Manager 1.00 1.00 1.00
Senior Construction Manager 1.00 1.00 1.00
Associate Engineer/Engineer 0.00 1.00 1.00
Human Resources Manager 1.00 1.00 1.00
Human Resources Analyst 1.00 1.00 1.00
Board Secretary/Executive Assistant 1.00 1.00 1.00
Administrative Assistant I/II 1.00 1.00 1.00
Total 8.00 9.00 9.00
Finance Department
Director of Finance 1.00 1.00 1.00
Accounting Supervisor 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00
Contract Administrator 1.00 1.00 1.00
Inventory Control Technician 1.00 1.00 1.00
Procurement Specialist 1.00 1.00 1.00
Total 6.00 6.00 6.00
Operations Department
Director of Operations 1.00 1.00 1.00
Operations Manager 3.00 3.00 3.00
Shift Supervisor1,2

6.00 6.00 4.00
Lead Operator1

5.00 5.00 7.00
Operator-In-Training/Operator I/II1

15.00 15.00 14.00
Operations Training and Quality Control Specialist 1.00 1.00 1.00 Total 31.00 31.00 30.00

AUTHORIZED POSITIONS
Summary by Department

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 2023-24 Budget 2024-25 Budget 2025-26 Budget

AUTHORIZED POSITIONS
Summary by Department
Technical Services Department
Director of Technical Services 1.00 1.00 1.00
Maintenance Manager 1.00 1.00 1.00
Electrical and Instrumentation Supervisor 1.00 1.00 1.00 Electrical and Instrumentation Technician-In-
Training/Electrical and Instrumentation Technician 3.00 3.00 3.00 Mechanical Technician Supervisor 1.00 1.00 1.00
Lead Mechanical Technician 1.00 1.00 1.00
Mechanical Technician I/II 6.00 6.00 6.00
Cogeneration Specialist2

1.00 1.00 2.00
Field Services Superintendent 1.00 1.00 1.00
Information Systems Manager 1.00 1.00 1.00
Information Systems Analyst 2.00 3.00 3.00
Total 19.00 20.00 21.00
Environmental Compliance Department
Director of Environmental Compliance 1.00 1.00 1.00
Source Control Manager 1.00 1.00 1.00
Source Control Inspector I/II/III 3.00 3.00 3.00
Laboratory Manager 1.00 1.00 1.00
Chemist I/II/III 5.00 5.00 5.00
Safety and Training Manager 1.00 1.00 1.00
Total 12.00 12.00 12.00
Full-time Equivalent Employees Summary
Office of the General Manager 8.00 9.00 9.00
Finance 6.00 6.00 6.00
Operations 31.00 31.00 30.00
Technical Services 19.00 20.00 21.00
Environmental Compliance 12.00 12.00 12.00
Total 76.00 78.00 78.00

1. Mid-year change per General Manager authority during Fiscal Year 2023-24.

2. Mid-year change per General Manager authority during Fiscal Year 2024-25.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Salaries
FY 2024-25
Budget % of Total FY 2025-26
Budget % of Total % Change
Regular 10,579,056$ 11,181,408$ 5.7%
Overtime 213,715$ 225,883$ 5.7%
Holiday 106,000$ 119,000$ 12.3%
Temporary & Part-Time Staff 50,000$ 50,000$ 0.0% Intern Program 33,290$ 33,290$ 0.0%
Shift Differential 40,000$ 39,000$ -2.5%
Incentive Awards 24,684$ 25,000$ 1.3%
Standby 2,000$ 6,000$ 200.0%
Subtotal Salaries 11,048,744$ 73.5% 11,679,581$ 68.2% 5.7% FY 2024-25
Budget % of Total FY 2025-26
Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 2,184,251$ 2,302,458$ 5.4% CalPERS Retirement Unfunded Liability -$ 1,279,642$
CalPERS Employee Contribution (855,725)$ (907,153)$ 6.0% Other Post-Employment Benefits 104,632$ 87,227$ -16.6% Flexible Benefits 125 Plan 1,702,471$ 1,871,411$ 9.9% Deferred Compensation 381,540$ 409,787$ 7.4% Medicare 170,052$ 181,069$ 6.5%
Workers Compensation Insurance 249,511$ 179,369$ -28.1% Other Ancillary Benefits 50,422$ 52,800$ 4.7%
Subtotal Benefits 3,987,153$ 26.5% 5,456,611$ 31.8% 36.9% Total Personnel Expense 15,035,897$ 100.0% 17,136,192$ 100.0% 14.0% FY 2024-25
Budget
FY 2024-25
Positions
FY 2025-26
Budget
FY 2025-26
Positions % Change
Encina Water Pollution Control Facility 7,345,477$ 39.95 7,977,940$ 39.46 8.6% Source Control 793,766$ 4.46 942,391$ 4.39 18.7% Agua Hedionda Lift Station 250,374$ 1.32 282,034$ 1.24 12.6% Buena Creek Pump Station 232,490$ 1.26 238,010$ 1.03 2.4% Buena Vista Pump Station 201,784$ 1.07 232,919$ 1.02 15.4% Carlsbad Water Reclamation Facilities 386,104$ 2.05 505,487$ 2.38 30.9% Raceway Basin Pump Station 134,210$ 0.71 149,003$ 0.64 11.0% Remote Facilities 1,204,962$ 6.41 1,407,453$ 6.31 16.8% Subtotal 9,344,205$ 50.82 10,327,784$ 50.16 10.5% Internal Service Funds 3,344,610$ 17.08 4,226,878$ 17.73 26.4% Subtotal Operating 12,688,815$ 67.89 14,554,662$ 67.89 14.7% Capital Program 2,347,081$ 10.11 2,581,529$ 10.11 10.0% Total Personnel Expense 15,035,896$ 78.00 17,136,191$ 78.00 14.0% PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs

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OPERATING

SECTION
Operating Budget Summaries
Encina Water Pollution Control Facility
Environmental Compliance & Regional Source Control
Remote Facilities:

Agua Hedionda Pump Station
Buena Creek Pump Station
Buena Vista Pump Station
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Internal Service Funds
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
City of Carlsbad 7,220,724$ 8,050,581$ 7,533,549$ 8,380,330$ 329,749$ 4.1% City of Vista 6,439,002$ 6,977,609$ 6,361,177$ 7,607,624$ 630,015$ 9.0% Buena Sanitation District 2,463,561$ 2,667,378$ 2,406,452$ 2,919,877$ 252,499$ 9.5% Vallecitos Water District 4,200,822$ 4,466,441$ 4,115,253$ 4,880,755$ 414,314$ 9.3% City of Encinitas 880,196$ 948,629$ 869,604$ 1,020,554$ 71,925$ 7.6% Leucadia Wastewater District 2,886,816$ 3,039,283$ 2,803,505$ 3,414,904$ 375,621$ 12.4% Sub Total 24,091,121$ 26,149,921$ 24,089,540$ 28,224,044$ 2,074,123$ 7.9% Estimated Other Revenue * 474,800$ 453,000$ 475,000$ 200$ 0.0% Total 24,091,121$ 26,624,721$ 24,542,540$ 28,699,044$ 2,074,323$ 7.8% *2023-24 Actual total is net of other revenue
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 18,998,862$ 20,432,724$ 18,702,089$ 21,956,526$ 1,523,802$ 7.5% Source Control 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 232,744$ 20.1% Agua Hedionda Lift Station 659,604$ 663,873$ 652,096$ 731,488$ 67,615$ 10.2% Buena Creek Pump Station 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Buena Vista Pump Station 835,114$ 990,528$ 840,116$ 1,038,211$ 47,683$ 4.8% Carlsbad Water Recycling Facility 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Raceway Basin Pump Station 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% Total 24,091,121$ 26,149,921$ 24,089,540$ 28,224,044$ 2,074,123$ 7.9% (474,800)$ (453,000)$
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 18,998,862$ 20,907,524$ 19,155,089$ 22,431,526$ 1,524,002$ 7.3% Source Control 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 232,744$ 20.1% Agua Hedionda Lift Station 659,604$ 663,873$ 652,096$ 731,488$ 67,615$ 10.2% Buena Creek Pump Station 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Buena Vista Pump Station 835,114$ 990,528$ 840,116$ 1,038,211$ 47,683$ 4.8% Carlsbad Water Recycling Facility 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Raceway Basin Pump Station 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% Total 24,091,121$ 26,624,721$ 24,542,540$ 28,699,044$ 2,074,323$ 7.8% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 8,270,416$ 9,344,204$ 7,401,324$ 10,327,784$ 983,580$ 10.5% Non-Personnel 8,755,555$ 8,878,772$ 8,671,307$ 8,602,701$ (276,071)$ -3.1% Internal Service Fund 7,065,150$ 8,401,745$ 8,469,909$ 9,768,559$ 1,366,814$ 16.3% Total 24,091,121$ 26,624,721$ 24,542,540$ 28,699,044$ 2,074,323$ 7.8% Combined Operating Budget Expense
OPERATING BUDGET: REVENUE and EXPENSE SUMMARY
Operating Revenues from Member Agencies by Program
Operating Budget Expense Summary by Program
Revenue Summary

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 6,191,658$ 7,345,476$ 5,408,473$ 7,977,940$ 632,464$ 8.6% Non-Personnel 6,694,702$ 6,245,965$ 6,447,977$ 5,999,403$ (246,562)$ -3.9% Internal Service Fund 6,112,502$ 7,316,083$ 7,298,639$ 8,454,183$ 1,138,100$ 15.6% Total 18,998,862$ 20,907,524$ 19,155,089$ 22,431,526$ 1,524,002$ 7.3% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 740,634$ 793,766$ 749,586$ 942,391$ 148,625$ 18.7% Non-Personnel 63,681$ 43,132$ 20,812$ 46,306$ 3,174$ 7.4% Internal Service Fund 278,616$ 321,087$ 352,324$ 402,032$ 80,945$ 25.2% Total 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 232,744$ 20.1% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 313,886$ 250,374$ 251,873$ 282,034$ 31,660$ 12.6% Non-Personnel 223,906$ 287,400$ 266,982$ 301,853$ 14,453$ 5.0% Internal Service Fund 121,812$ 126,099$ 133,241$ 147,601$ 21,502$ 17.1% Total 659,604$ 663,873$ 652,096$ 731,488$ 67,615$ 10.2% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 252,442$ 232,490$ 243,201$ 238,010$ 5,520$ 2.4% Non-Personnel 265,733$ 353,801$ 262,024$ 359,861$ 6,060$ 1.7% Internal Service Fund 81,066$ 89,900$ 94,992$ 105,027$ 15,127$ 16.8% Total 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 189,815$ 201,784$ 208,719$ 232,919$ 31,135$ 15.4% Non-Personnel 561,341$ 699,489$ 537,087$ 698,454$ (1,035)$ -0.1% Internal Service Fund 83,958$ 89,255$ 94,310$ 106,838$ 17,583$ 19.7% Total 835,114$ 990,528$ 840,116$ 1,038,211$ 47,683$ 4.8% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 480,159$ 386,104$ 401,434$ 505,487$ 119,383$ 30.9% Non-Personnel 886,682$ 1,140,658$ 1,073,269$ 1,088,516$ (52,142)$ -4.6% Internal Service Fund 331,212$ 399,282$ 432,964$ 481,861$ 82,579$ 20.7% Total 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 101,822$ 134,210$ 138,038$ 149,003$ 14,793$ 11.0% Non-Personnel 59,510$ 108,327$ 63,156$ 108,308$ (19)$ 0.0% Internal Service Fund 55,984$ 60,039$ 63,439$ 71,017$ 10,978$ 18.3% Total 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Lift Station
Buena Vista Pump Station
Buena Creek Pump Station

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 4,884,194$ 5,452,265$ 4,980,458$ 5,558,590$ 106,325$ 2.0% Source Control 347,807$ 364,123$ 356,556$ 411,869$ 47,746$ 13.1% Agua Hedionda Lift Station 203,818$ 205,135$ 201,496$ 226,031$ 20,896$ 10.2% Buena Vista Pump Station 86,852$ 103,014$ 87,372$ 107,976$ 4,962$ 4.8% Carlsbad Water Recycling Facility 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Total 7,220,724$ 8,050,581$ 7,533,549$ 8,380,330$ 329,749$ 4.1% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 4,668,913$ 4,945,145$ 4,525,001$ 5,403,604$ 458,459$ 9.3% Source Control 348,725$ 383,636$ 368,199$ 440,000$ 56,364$ 14.7% Agua Hedionda Lift Station 455,786$ 458,738$ 450,600$ 505,457$ 46,719$ 10.2% Buena Vista Pump Station 748,262$ 887,514$ 752,744$ 930,235$ 42,721$ 4.8% Raceway Basin Pump Station 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% Total 6,439,002$ 6,977,609$ 6,361,177$ 7,607,624$ 630,015$ 9.0% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 1,767,828$ 1,894,218$ 1,714,301$ 2,069,694$ 175,476$ 9.3% Source Control 96,492$ 96,969$ 91,934$ 147,285$ 50,316$ 51.9% Buena Creek Pump Station 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Total 2,463,561$ 2,667,378$ 2,406,452$ 2,919,877$ 252,499$ 9.5% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 4,033,536$ 4,293,267$ 3,947,179$ 4,631,870$ 338,603$ 7.9% Source Control 167,286$ 173,174$ 168,074$ 248,885$ 75,711$ 43.7% Total 4,200,822$ 4,466,441$ 4,115,253$ 4,880,755$ 414,314$ 9.3% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 840,461$ 900,877$ 820,584$ 972,046$ 71,169$ 7.9% Source Control 39,735$ 47,752$ 49,020$ 48,508$ 756$ 1.6% Total 880,196$ 948,629$ 869,604$ 1,020,554$ 71,925$ 7.6% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 2,803,930$ 2,946,952$ 2,714,566$ 3,320,722$ 373,770$ 12.7% Source Control 82,886$ 92,331$ 88,939$ 94,182$ 1,851$ 2.0% Total 2,886,816$ 3,039,283$ 2,803,505$ 3,414,904$ 375,621$ 12.4% OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District

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ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services to approximately 380,000 residents in a 123 square mile service area of northwest San Diego County. The EWPCF consists of three major components: the treatment plant; the Encina Ocean Outfall (EOO); and the Joint Flow Metering System (JFMS).

The EWPCF was constructed in 1963 to treat wastewater from the Cities of Carlsbad and Vista, with the City of Encinitas, Vallecitos Water District, Buena Sanitation District and Leucadia Wastewater District joining the partnership in the subsequent years. Since its original design and construction, the treatment plant has undergone four (4) major expansions – the latest completed in 2009 – and is beginning another round of construction to address reliability and aging infrastructure.

Today, the EWPCF is a modern resource recovery facility that produces: clean water for recycling and Pacific Ocean discharge (via primary and secondary activated sludge treatment processes); flow equalization facilities; and a 1.5 mile EOO, which discharges treated effluent at an average depth of one-hundred-fifty (150) feet; a granular fertilizer marketed under the trade name PureGreen (via anaerobic digesters, solids dewatering centrifuges, and a triple-pass rotary drum heat dryer); and, between 80 and 85% of the electricity required to power the EWPCF (via a Combined Heat & Cogeneration Power System) in a typical year. In addition, the JFMS consists of nineteen (19) flow meters strategically placed throughout the collection system. The data collected at these metering sites, which is analyzed and certified by an independent consultant, is a critical element in allocating EWPCF costs among the Encina Member Agencies.

Capacity – The EWPCF has a rated liquid treatment capacity of 40.51 million gallons per day (MGD) and a rated solids treatment capacity of 43.53 MGD. During FY 2024-25, the EWPCF will: (1) clean more than 7.97 billion gallons of water; (2) recycle about 2.9 billion gallons for on-site use and regional irrigation; and, (3) process 99 million gallons of digested sludge into over 6,300 tons of PureGreen fertilizer based on prior year actuals.

Cost Allocation – The EWPCF costs are allocated among member agencies based on ownership and usage charges in accordance with the Financial Plan and Revenue Program. EOO costs are allocated among Member Agencies based on the volume of effluent discharged. JFMS costs are allocated among the Member Agencies based on the number, location and type of meters.

Encina Water Pollution Control Facility

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 4,700,656$ 5,369,585$ 4,014,264$ 5,418,244$ 0.9% 5200 Benefits 1,491,002$ 1,975,891$ 1,394,209$ 2,559,696$ 29.5% Total Personnel Expenses 6,191,658$ 7,345,476$ 5,408,473$ 7,977,940$ 8.6% 21001 7330 Specialty Services 158,156$ 164,844$ 161,424$ 182,172$ 10.5% 22001 5400 CEPT Polymer 161,566$ 228,861$ 160,022$ 189,101$ -17.4% 22001 5401 Ferric Chloride 715,375$ 969,750$ 940,752$ 1,067,156$ 10.0% 22001 5405 Atmospheric Control (Nitrogen) 28,175$ 41,273$ 21,783$ 41,328$ 0.1% 22001 5406 Pellet Dust Control 22,840$ 48,841$ 19,037$ 48,841$ 0.0% 22001 5407 Sodium Hypochlorite 146,432$ 183,576$ 171,641$ 141,741$ -22.8% 22001 5409 Dewatering / Thickening Polymer 1,455,709$ 1,604,826$ 1,412,973$ 1,093,878$ -31.8% 22001 5420 Biosolids Recycling 1,054,549$ 898,900$ 1,441,407$ 1,072,500$ 19.3% 22001 5422 Pure Green Marketing 9,815$ 15,000$ 4,754$ 15,000$ 0.0% 22001 5423 Grit Hauling 131,209$ 136,500$ 147,752$ 143,500$ 5.1% 22001 5431 Water 15,614$ 20,451$ 13,959$ 21,162$ 3.5% 22001 6430 Memberships -$ 6,991$ 1,229$ 7,531$ 7.7% 22001 6450 Professional Services 19,587$ 67,000$ 26,572$ 47,000$ -29.9% 22001 6720 Specialty Equipment 42,592$ 7,250$ 44,154$ 29,250$ 303.4% 22001 6920 Permits 38,881$ 37,612$ 38,201$ 37,612$ 0.0% 22001 7310 Safety & Medical Services 189,840$ 296,200$ 232,135$ 198,500$ -33.0% 22001 7330 Specialty Services 6,086$ 5,500$ 7,558$ 5,500$ 0.0% 22001 7610 Professional Development -$ 17,800$ 20,014$ 22,000$ 23.6% 23001 5410 Chemicals -$ 6,000$ 4,007$ 6,000$ 0.0% 23001 5910 Equipment Rental 8,433$ 14,000$ 2,252$ 14,000$ 0.0% 23001 6120 Fuel & Lube 35,635$ 39,613$ 47,097$ 39,613$ 0.0% 23001 6220 Earthquake & Flood Insurance 251,759$ -$ -$ -$ 0.0% 23001 6230 Janitorial 93,848$ 101,000$ 105,593$ 107,000$ 5.9% 23001 6410 Laundry & Uniforms 14,931$ 20,000$ 14,844$ 25,000$ 25.0% 23001 6424 Info Systems: Enterprise Applications 343,332$ -$ -$ -$ 0.0% 23001 6430 Memberships -$ 4,316$ 3,510$ 4,640$ 7.5% 23001 6450 Professional Services 425,662$ 20,000$ 154,007$ 20,000$ 0.0% 23001 6710 Equipment New 7,134$ 11,000$ 10,909$ 12,000$ 9.1% 23001 6930 Piping & Electrical Repair 147,193$ 140,000$ 190,880$ 140,000$ 0.0% 23001 6940 Planned Maintenance 375,336$ 280,000$ 279,173$ 324,500$ 15.9% 23001 7010 Plant Contracts 309,410$ 362,000$ 304,950$ 403,000$ 11.3% 23001 7510 Tools 9,709$ 10,000$ 16,861$ 18,000$ 80.0% 23001 7610 Professional Development -$ -$ -$ 18,000$ 0.0% continued 
Projected
FY 2024-25
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
OPERATING EXPENSE SUMMARY:

ENCINA WATER POLLUTION CONTROL FACILITY

PERSONNEL
NON-PERSONNEL Proposed
FY 2025-26
Proposed
FY 2025-26
Projected
FY 2024-25
Budget
FY 2024-25
Actual
FY 2023-24
%
Change¹

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 24001 6810 Ocean Monitoring 41,835$ 28,000$ 7,131$ 10,000$ -64.3% 24001 6911 Effluent Testing 25,251$ 33,000$ 34,930$ 33,000$ 0.0% 24001 6920 Permits 320,080$ 316,872$ 321,694$ 337,778$ 6.6% 500xx 5610 Board of Directors Fees 54,346$ 79,484$ 51,408$ 85,860$ 8.0% 500xx 6010 Board of Directors Meeting Expense 34,382$ 29,505$ 33,364$ 37,240$ 26.2% Total Non-Personnel Expenses 6,694,702$ 6,245,965$ 6,447,977$ 5,999,403$ -3.9% 11001 Administration 2,869,161$ 3,489,790$ 3,687,437$ 4,209,265$ 20.6% 12001 Laboratory 1,042,069$ 1,131,155$ 1,367,599$ 1,427,909$ 26.2% 13001 Energy Management 2,201,272$ 2,695,138$ 2,243,603$ 2,817,009$ 4.5% Total Internal Service Fund Expenses 6,112,502$ 7,316,083$ 7,298,639$ 8,454,183$ 15.6% Total Operating Expenses 18,998,862$ 20,907,524$ 19,155,089$ 22,431,526$ 7.3%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget.

Budget
FY 2024-25
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Projected
FY 2024-25
%
Change¹

INTERNAL SERVICE FUNDS
NON-PERSONNEL EXPENSES (cont.) Proposed
FY 2025-26
Proposed
FY 2025-26
Actual
FY 2023-24
%
Change¹

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ENVIRONMENTAL COMPLIANCE
& REGIONAL SOURCE CONTROL
The EWPCF discharges clean water to the Pacific Ocean via the Encina Ocean Outfall pursuant to a National Pollutant Discharge Elimination System (NPDES) Permit issued under the authority of the federal Clean Water Act (CWA). The CWA also covers non-domestic sources of wastewater that discharge directly to a publicly owned treatment works like the EWPCF.

Such discharges may be federally regulated or regulated by Encina’s Pretreatment Ordinance, which are enforced by Encina in cooperation with the host Member Agency under authority derived from the federal CWA. The goal of Encina’s Regional Source Control Program is to prevent the discharge of pollutants into the Member Agency sewer system, which may interfere with the operation of the EWPCF or pass through the system and negatively impact the ocean environment, the quality of PureGreen fertilizer or the ability to reclaim water. The Source Control Program achieves this goal by: identifying regulated industries; conducting facility inspections; issuing wastewater discharge permits; sampling industrial discharges to determine compliance; taking enforcement in response to noncompliance; responding to Member Agency requests to perform investigations regarding non-routine discharges; and, conducting related public outreach activities.

Capacity – During FY 2025-26 staff estimates sixty (60) industries will be fully permitted under a Class I, II, or III permit, while another 500 businesses will participate in Encina’s Best Management Practices Program.

Cost Allocation – Personnel Expenses make up over 84% of Source Control’s budgeted expenses. Over 79% of personnel expenses are allocated to Member Agencies based on the actual level of effort by staff. The remaining personnel expenses and all non-personnel expenses are allocated to the Member Agencies on the basis of Encina Ocean Outfall flows.

Public outreach at the 2024 Carlsbad Citizen’s Academy.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 551,876$ 570,589$ 538,651$ 632,624$ 10.9% 5200 Benefits 188,758$ 223,177$ 210,935$ 309,767$ 38.8% Total Personnel Expenses 740,634$ 793,766$ 749,586$ 942,391$ 18.7% 40001 5930 Equipment Replacement 6,081$ 1,000$ 79$ 1,000$ 0.0% 40001 6120 Fuel & Lube 1,449$ 2,900$ 1,401$ 2,900$ 0.0% 40001 6310 Lab Equipment Repair 9,161$ 7,000$ 1,577$ 9,000$ 28.6% 40001 6330 Lab Supplies 416$ 1,600$ 1,447$ 1,600$ 0.0% 40001 6410 Laundry & Uniforms 1,535$ 2,000$ 3,067$ 3,000$ 50.0% 40001 6422 Legal Notices -$ 750$ 1,179$ 750$ 0.0% 40001 6430 Memberships -$ 2,482$ 1,368$ 956$ -61.5% 40001 6450 Professional Services 41,268$ 15,000$ 857$ 15,000$ 0.0% 40001 7130 Public Information 3,771$ 2,000$ 2,000$ 2,500$ 25.0% 40001 7610 Professional Development -$ 8,400$ 7,837$ 9,600$ 14.3% Total Non-Personnel Expenses 63,681$ 43,132$ 20,812$ 46,306$ 7.4% 11001 Administration 193,864$ 228,783$ 241,741$ 286,098$ 25.1% 12001 Laboratory 82,549$ 89,606$ 108,337$ 113,114$ 26.2% 13001 Energy Management 2,203$ 2,698$ 2,246$ 2,820$ 4.5% Total Internal Service Fund Expenses 278,616$ 321,087$ 352,324$ 402,032$ 25.2% Total Operating Expenses 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 20.1%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget.

Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
OPERATING EXPENSE SUMMARY:

SOURCE CONTROL

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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REMOTE FACILITIES

AGUA HEDIONDA LIFT STATION
The Agua Hedionda Lift Station (AHLS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista and the City of Carlsbad. This pump station is located on the southeast shore of the Agua Hedionda Lagoon.

Capacity – The new AHLS is equipped four (4) lift pumps and four (4) force main pumps, providing pumping redundancy and a broad operating range. This facility is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The AHLS is operated by EWA under a contract with the owner agencies. The costs of operating and maintaining the AHLS are allocated to the City of Vista (69.1%) and the City of Carlsbad (30.9%) in accordance with the May 2017 Memorandum of Understanding.

Agua Hedionda Lift Station

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 233,026$ 182,074$ 189,706$ 191,255$ 5.0% 5200 Benefits 80,860$ 68,300$ 62,168$ 90,779$ 32.9% Total Personnel Expenses 313,886$ 250,374$ 251,873$ 282,034$ 12.6% 31001 5431 Water 13,886$ 21,300$ 10,925$ 21,450$ 0.7% 31001 5435 Electricity 178,283$ 194,040$ 197,648$ 209,110$ 7.8% 31001 5910 Equipment Rental 994$ 1,000$ -$ -$ -100.0% 31001 6120 Fuel & Lube 2,355$ 10,830$ 275$ 10,830$ 0.0% 31001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 31001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 31001 6920 Permits 5,881$ 6,330$ 6,979$ 6,613$ 4.5% 31001 6930 Piping & Electrical Repair 1,668$ -$ -$ -$ 0.0% 31001 6940 Planned Maintenance 11,292$ 14,500$ 18,779$ 15,500$ 6.9% 31001 7010 Plant Contracts 8,864$ 31,850$ 31,850$ 30,800$ -3.3% 31001 7320 Safety Equipment -$ 2,000$ -$ 2,000$ 0.0% 31001 7510 Tools 168$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 223,906$ 287,400$ 266,982$ 301,853$ 5.0% 11001 Administration 121,812$ 126,099$ 133,241$ 147,601$ 17.1% Total Internal Service Fund Expenses 121,812$ 126,099$ 133,241$ 147,601$ 17.1% Total Operating Expenses 659,604$ 663,873$ 652,096$ 731,488$ 10.2%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget. %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

AGUA HEDIONDA LIFT STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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REMOTE FACILITIES

BUENA CREEK PUMP STATION
The Buena Creek Pump Station (BCPS) is owned by the Buena Sanitation District (BSD). This pump station is located approximately two miles north of Palomar Airport Road and 1/8 mile east of Melrose Drive.

Capacity – The BCPS, which is equipped with five (5) pumps rated at 4,500 gallons per minute and is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The BCPS is operated by EWA under a contract with the BSD. 100% of the costs for operating and maintaining the BCPS are allocated to the BSD in accordance with the May 2017 Memorandum of Understanding.

Buena Creek Pump Station

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 185,507$ 169,974$ 177,690$ 159,421$ -6.2% 5200 Benefits 66,935$ 62,516$ 65,512$ 78,589$ 25.7% Total Personnel Expenses 252,442$ 232,490$ 243,201$ 238,010$ 2.4% 37001 5431 Water 4,560$ 3,700$ 2,361$ 3,700$ 0.0% 37001 5435 Electricity 243,187$ 296,101$ 229,658$ 305,250$ 3.1% 37001 6120 Fuel & Lube 997$ 6,290$ 474$ 6,290$ 0.0% 37001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 37001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 37001 6920 Permits 3,496$ 4,760$ 4,541$ 4,871$ 2.3% 37001 6930 Piping & Electrical Repair 3,178$ 5,000$ 343$ 5,000$ 0.0% 37001 6940 Planned Maintenance 3,594$ 6,500$ 6,003$ 6,500$ 0.0% 37001 7010 Plant Contracts 6,039$ 24,700$ 17,702$ 21,500$ -13.0% 37001 7320 Safety Equipment -$ 1,200$ 416$ 1,200$ 0.0% 37001 7510 Tools 167$ 1,000$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 265,733$ 353,801$ 262,024$ 359,861$ 1.7% 11001 Administration 81,066$ 89,900$ 94,992$ 105,027$ 16.8% Total Internal Service Fund Expenses 81,066$ 89,900$ 94,992$ 105,027$ 16.8% Total Operating Expenses 599,241$ 676,191$ 600,217$ 702,898$ 3.9%

BUENA CREEK PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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REMOTE FACILITIES

BUENA VISTA PUMP STATION
The Buena Vista Pump Station (BVPS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista and the City of Carlsbad. This pump station is located on the southwest shores of the Buena Vista Lagoon.

Capacity – The BVPS, which is equipped with four (4) pumps rated at 6,000 gallons per minute and is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The BVPS is operated by EWA under a contract with the owner agencies. The costs of operating and maintaining the BVPS are allocated to the City of Vista (89.6%) and the City of Carlsbad (10.4%) in accordance with the May 2017 Memorandum of Understanding.

Buena Vista Pump Station

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 133,503$ 146,944$ 152,762$ 155,047$ 5.5% 5200 Benefits 56,312$ 54,840$ 55,957$ 77,872$ 42.0% Total Personnel Expenses 189,815$ 201,784$ 208,719$ 232,919$ 15.4% 32001 5431 Water 874$ 1,220$ 839$ 1,220$ 0.0% 32001 5435 Electricity 528,920$ 632,122$ 485,664$ 632,126$ 0.0% 32001 5910 Equipment Rental -$ -$ -$ -$ 0.0%
32001 6120 Fuel & Lube 2,123$ 6,540$ 435$ 6,540$ 0.0% 32001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 32001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 32001 6920 Permits 5,490$ 7,157$ 8,108$ 7,418$ 3.6% 32001 6930 Piping & Electrical Repair 3,303$ 7,500$ 7,964$ 7,500$ 0.0% 32001 6940 Planned Maintenance 6,449$ 13,500$ 5,113$ 13,500$ 0.0% 32001 7010 Plant Contracts 13,257$ 24,400$ 27,338$ 23,100$ -5.3% 32001 7320 Safety Equipment 243$ 1,500$ 416$ 1,500$ 0.0% 32001 7510 Tools 167$ 1,000$ 684$ 1,000$ 0.0% Total Non-Personnel Expenses 561,341$ 699,489$ 537,087$ 698,454$ -0.1% 11001 Administration 83,958$ 89,255$ 94,310$ 106,838$ 19.7% Total Internal Service Fund Expenses 83,958$ 89,255$ 94,310$ 106,838$ 19.7% Total Operating Expenses 835,114$ 990,528$ 840,116$ 1,038,211$ 4.8%

BUENA VISTA PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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REMOTE FACILITIES

CARLSBAD WATER RECYCLING FACILITY
The Carlsbad Water Recycling Facility (CWRF) is owned by the City of Carlsbad via the Carlsbad Municipal Water District. The facility is located on nine (9) acres directly adjacent to the southwest border of the EWPCF.

Capacity – The CWRF treats EWPCF secondary effluent to meet title 22, California Code of Regulations standards for disinfected tertiary recycled water, which is conveyed throughout the City for irrigation purposes. A plant expansion completed during FY 2016-17 increased the plant capacity to 7 MGD.

Cost Allocation – The CWRF is operated by EWA under a contract with the Carlsbad Municipal Water District. 100% of the costs for operating and maintaining the CWRF are paid by the Carlsbad Municipal Water District, via the City of Carlsbad, in accordance with the May 2005 Memorandum of Understanding (being revised in 2025). Recommended expenses are based on the expected recycled water production volume. Production volume is anticipated to increase during Fiscal Year 2025-26 due to decreased production at the Vallecitos Water District’s Meadowlark Water Reclamation Facility. The Meadowlark Water Reclamation Facility typically supplies a portion of the City of Carlsbad’s recycled water needs but will be offline due to planned maintenance activities for a portion of the fiscal year. Actual expenditures will reflect the actual volume of recycled water production.

Carlsbad Water Recycling Facility

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 355,697$ 280,539$ 307,963$ 333,168$ 18.8% 5200 Benefits 124,462$ 105,565$ 93,471$ 172,319$ 63.2% Total Personnel Expenses 480,159$ 386,104$ 401,434$ 505,487$ 30.9% 38001 5394 Sodium Hydroxide 6,137$ 20,000$ 5,291$ 20,000$ 0.0% 38001 5395 Citric Acid 13,089$ 38,100$ 10,412$ 38,100$ 0.0% 38001 5407 Sodium Hypochlorite 450,707$ 611,679$ 591,533$ 524,881$ -14.2% 38001 5408 Coagulation Polymer -$ 3,300$ 109$ 3,300$ 0.0% 38001 5409 Dewatering Polymer -$ -$ -$ -$ 0.0%
38001 5411 Sodium Bisulfite 9,559$ 26,334$ 4,176$ 26,334$ 0.0% 38001 5412 Alum 7,552$ 14,100$ -$ 14,100$ 0.0% 38001 5435 Electricity 253,443$ 265,125$ 345,180$ 303,051$ 14.3% 38001 5530 Misc. Corrosion Protection 54,692$ 2,000$ -$ 2,000$ 0.0% 38001 5910 Equipment Rental -$ 3,500$ -$ 3,500$ 0.0% 38001 6120 Fuel & Lube 78$ 1,445$ 51$ 1,445$ 0.0% 38001 6230 Janitorial 1,375$ 2,100$ -$ 2,100$ 0.0% 38001 6410 Laundry & Uniforms 978$ 1,250$ 999$ 1,250$ 0.0% 38001 6424 Information Systems 4,522$ 4,000$ 74$ 4,000$ 0.0% 38001 6450 Professional Services 5,993$ 25,000$ 7,543$ 25,000$ 0.0% 38001 6920 Permits 30,145$ 33,925$ 35,577$ 40,855$ 20.4% 38001 6930 Piping & Electrical Repair 9,591$ 10,000$ 6,751$ 10,000$ 0.0% 38001 6940 Planned Maintenance 30,292$ 35,000$ 45,702$ 35,000$ 0.0% 38001 7010 Plant Contracts 7,152$ 41,100$ 19,141$ 30,900$ -24.8% 38001 7320 Safety Equipment 397$ 1,700$ -$ 1,700$ 0.0% 38001 7510 Tools 980$ 1,000$ 730$ 1,000$ 0.0% Total Non-Personnel Expenses 886,682$ 1,140,658$ 1,073,269$ 1,088,516$ -4.6% 11001 Administration 264,298$ 326,647$ 345,147$ 390,171$ 19.4% 12001 Laboratory 66,914$ 72,635$ 87,817$ 91,690$ 26.2% Total Internal Service Fund Expenses 331,212$ 399,282$ 432,964$ 481,861$ 20.7% Total Operating Expenses 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 7.8% %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

CARLSBAD WATER RECYCLING FACILITY

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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REMOTE FACILITIES

RACEWAY BASIN PUMP STATION
The Raceway Basin Pump Station (RBPS) is owned by the City of Vista. This pump station is located approximately 1/2 mile north of Palomar Airport Road and 1/8 mile west of Melrose Drive.

Capacity – The RBPS, which is equipped with three (3) pumps rated at 1,350 gallons per minute and is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The RBPS is operated by EWA under a contract with the City of Vista. 100% of the costs for operating and maintaining the RBPS are allocated to the City of Vista in accordance with the May 2017 Memorandum of Understanding.

Raceway Basin Pump Station

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 62,071$ 97,145$ 100,231$ 98,313$ 1.2% 5200 Benefits 39,751$ 37,065$ 37,807$ 50,690$ 36.8% Total Personnel Expenses 101,822$ 134,210$ 138,038$ 149,003$ 11.0% 39001 5431 Water 750$ 1,100$ 820$ 1,100$ 0.0% 39001 5435 Electricity 43,980$ 62,014$ 35,132$ 62,040$ 0.0% 39001 5910 Equipment Rental -$ -$ -$ -$ 0.0%
39001 6120 Fuel & Lube 940$ 5,648$ 449$ 5,648$ 0.0% 39001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 39001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 39001 6730 Non-Specific Repair & Maintenance 216$ -$ -$ -$ 0.0% 39001 6920 Permits 4,065$ 5,565$ 5,485$ 5,670$ 1.9% 39001 6930 Piping & Electrical Repair -$ 2,000$ -$ 2,000$ 0.0% 39001 6940 Planned Maintenance 2,120$ 5,000$ 646$ 5,000$ 0.0% 39001 7010 Plant Contracts 6,412$ 20,300$ 20,098$ 20,150$ -0.7% 39001 7320 Safety Equipment -$ 1,150$ -$ 1,150$ 0.0% 39001 7510 Tools 512$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 59,510$ 108,327$ 63,156$ 108,308$ 0.0% 11001 Administration 55,984$ 60,039$ 63,439$ 71,017$ 18.3% Total Internal Service Fund Expenses 55,984$ 60,039$ 63,439$ 71,017$ 18.3% Total Operating Expenses 217,316$ 302,576$ 264,633$ 328,328$ 8.5%

RACEWAY BASIN PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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INTERNAL SERVICE FUNDS
Internal Service Funds (ISFs) make categorical and overhead charges to operating and capital programs. Categorical charges are costs incurred by the ISF that are directly attributable to a particular operating or capital program the ISF supports.

Overhead charges are costs incurred by the ISF that support more than one operating or capital program. Encina’s budget reflects three ISFs: (1) Administration; (2) Laboratory; and, (3) Energy Management. The existence of these ISFs traces back to the 1998 Encina Staffing Reorganization and management’s effort to distinguish between costs required to ensure public health, produce effluent water compliant with NPDES Permit standards, and maintain the associated Encina Joint System infrastructure from costs associated with administering the Encina Joint System that could be taken on by a Member Agency or a third party administrator (Administration), permit compliance activities that could be contracted out (Laboratory), and power that could be purchased from San Diego Gas & Electric (Energy Management).

Administration – The Administration Internal Service Fund provides professional support services to Encina’s Board of Directors as well as all Operating and Capital Programs. Administration plans and executes Encina’s business, asset management, and financial plans; provides treasury and accountancy management; is responsible for required and supplemental financial reporting; administers all human resources functions, employee benefits, professional development, and other “Employer of Choice” initiatives; and, supports Encina’s governance activities. Administration also supports technology infrastructure, provides cybersecurity and data protection, provides disaster recovery and continuity planning, provides support and helpdesk services, and helps ensure compliance with various governance activities.

Laboratory – The Laboratory Internal Service Fund is responsible for monitoring and reporting activities required by: (1) Encina’s National Pollutant Discharge Elimination System (NPDES) Permit; (2) permits related to facilities operated and maintained by Encina staff; (3) Encina’s Storm Water Permit; and, (4) permits and contracts related to biosolids use. The Laboratory is also responsible for management of Encina’s Joint Flow Metering System (JFMS), as well as the sampling and data compilation elements of Encina’s Financial Plan and Revenue Program.

Encina’s Laboratory, which is certified by the State of California’s Environmental Laboratory Accreditation Program, analyzes over 32,000 samples per year including process control, plant influent and effluent, biosolids, industrial user samples, ocean water, storm water, and drinking water. A portion of the analyses is completed under contract for Encina’s Member Agencies, which generated over $231,000 in revenue in FY 2024-25, offsetting operating expenses.

Energy Management – The Energy Management Internal Service Fund utilizes the EWPCF’s power production and heat exchange facilities to maximize the beneficial reuse of digester gas produced in the wastewater treatment process thus minimizing the amount of energy Encina must purchase to operate the EWPCF. EWPCF’s Energy Management facilities generates about 12 million kilowatt hours of green electricity per year from biogas thus providing up to 85% of the electricity required to operate the EWPCF. Encina is a member of the Environmental Protection Agency’s Green Power Partnership and has been ranked in the Top 30 of the Green Power Leadership Club for On-Site Generation since 2011.

Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 2,328,289$ 2,464,203$ 2,978,140$ 2,882,944$ 17.0% 5200 Benefits 827,006$ 880,407$ 1,043,675$ 1,343,934$ 52.6% Total Personnel Expenses 3,155,295$ 3,344,610$ 4,021,815$ 4,226,878$ 26.4% 11001 5445 Telephone 132,008$ -$ 977$ -$ 0.0% 11001 5510 Advertising 3,030$ 2,000$ -$ -$ -100.0% 11001 5520 Books and Publications 958$ 947$ -$ 947$ 0.0% 11001 5810 Employee Recognition 18,344$ -$ -$ -$ 0.0% 11001 5920 Equipment Repair Maint 4,653$ -$ -$ -$ 0.0% 11001 6210 Independent Auditor/Actuary 19,422$ -$ -$ -$ 0.0% 11001 6220 Insurance 595,893$ -$ -$ -$ 0.0% 11001 6420 Legal Services 108,721$ 100,000$ 69,598$ 100,000$ 0.0% 11001 6424 Info Systems: Infrastructure 466,248$ -$ -$ -$ 0.0% 11001 6430 Memberships 66,716$ 37,223$ 41,398$ 38,810$ 4.3% 11001 6440 Mileage Reimbursement 5,189$ -$ -$ -$ 0.0% 11001 6450 Professional Services 219,668$ 23,430$ 108,489$ 29,288$ 25.0% 11001 6830 Materials & Supplies 32,149$ 32,000$ 31,583$ 32,000$ 0.0% 11001 7110 Postage 6,511$ 7,990$ 4,436$ 7,990$ 0.0% 11001 7120 Printing & Reproduction 522$ 2,000$ 45$ 2,000$ 0.0% 11001 7310 Safety & Medical Services -$ -$ -$ -$ 0.0% 11001 7410 Subscriptions 659$ -$ 1,000$ -$ 0.0% 11001 7610 Professional Development 186,645$ 106,720$ 172,106$ 106,000$ -0.7% 11003 5445 Telephone -$ 11,214$ -$ 11,214$ 0.0% 11003 6210 Independent Auditor/Actuary -$ 22,770$ 21,365$ 23,940$ 5.1% 11003 6220 Insurance -$ 664,415$ 617,446$ 696,822$ 4.9% 11003 6430 Memberships -$ 1,366$ 1,436$ 2,445$ 79.0% 11003 6440 Mileage Reimbursement -$ 3,000$ 4,823$ 3,500$ 16.7% 11003 6450 Professional Services -$ 169,350$ 163,094$ 249,650$ 47.4% 11003 7610 Professional Development -$ 3,500$ 3,909$ 8,500$ 142.9% 11004 5510 Advertising -$ 5,000$ 3,370$ 5,000$ 0.0% 11004 5810 Employee Recognition -$ 30,000$ 28,932$ 30,000$ 0.0% 11004 6420 Legal Services -$ -$ -$ 20,000$ 0.0% 11004 6430 Memberships -$ 5,838$ 7,989$ 5,838$ 0.0% 11004 6450 Professional Services -$ 45,600$ 30,000$ 55,600$ 21.9% 11004 7610 Professional Development -$ 81,680$ 38,807$ 81,680$ 0.0% 11005 5445 Telephone -$ 128,088$ 107,813$ 128,088$ 0.0% 11005 5920 Equipment Repair Maint -$ 10,000$ 5,069$ 10,000$ 0.0% 11005 6424 Info Systems: Infrastructure 189$ 936,668$ 948,195$ 1,160,250$ 23.9% continued 
%
Change¹
OPERATING EXPENSE SUMMARY:

INTERNAL SERVICE FUNDS

PERSONNEL EXPENSES

NON-PERSONNEL EXPENSES
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 11005 6430 Memberships -$ 390$ 390$ 520$ 33.3% 11005 7610 Professional Development -$ 11,000$ 16,275$ 58,000$ 427.3% 12001 6120 Fuel & Lube 643$ 695$ 386$ 695$ 0.0% 12001 6310 Lab Equipment Repair 38,740$ 43,900$ 45,468$ 47,750$ 8.8% 12001 6320 Lab Minor Equip Replace 5,461$ 9,600$ 5,902$ 4,450$ -53.6% 12001 6330 Lab Supplies 116,667$ 105,100$ 105,232$ 122,300$ 16.4% 12001 6410 Laundry & Uniforms 3,952$ 4,400$ 4,039$ 4,400$ 0.0% 12001 6430 Memberships -$ 3,052$ 1,608$ 3,699$ 21.2% 12001 6450 Professional Services 7,334$ 22,000$ 24,287$ 11,500$ -47.7% 12001 6910 Outside Analysis 11,563$ 17,000$ 30,377$ 19,500$ 14.7% 12001 6911 Effluent Testing 83$ 2,000$ 1,500$ 2,400$ 20.0% 12001 6912 Biosolids Testing 4,948$ 7,700$ 2,347$ 9,900$ 28.6% 12001 6913 Industrial User Testing 41,102$ 53,000$ 48,098$ 60,000$ 13.2% 12001 6920 Permits 11,715$ 19,400$ 28,756$ 19,700$ 1.5% 12001 7120 Printing & Reproduction 355$ 650$ -$ 650$ 0.0% 12001 7330 Specialty Services 7,545$ 16,500$ 13,707$ 17,500$ 6.1% 12001 7610 Professional Development -$ 1,500$ 1,400$ 16,500$ 1000.0% 13001 5410 Chemicals 8,940$ 10,600$ 6,423$ 10,600$ 0.0% 13001 5435 Electricity 872,592$ 967,741$ 937,641$ 1,176,000$ 21.5% 13001 5440 Natural Gas 695,646$ 1,062,607$ 472,778$ 870,355$ -18.1% 13001 6120 Fuel & Lube 34,924$ 35,600$ 43,899$ 36,900$ 3.7% 13001 6230 Janitorial 303$ -$ -$ -$ 0.0%
13001 6410 Laundry & Uniforms 1,196$ 1,400$ 1,222$ 1,400$ 0.0% 13001 6730 Non-Specific Repair & Maintenance 22,224$ 27,500$ 20,938$ 29,000$ 5.5% 13001 6920 Permits 35,260$ 25,000$ 37,131$ 25,000$ 0.0% 13001 6940 Planned Maintenance 87,321$ 108,000$ 155,377$ 113,400$ 5.0% 13001 7330 Specialty Services 32,014$ 67,500$ 30,122$ 67,500$ 0.0% 13001 7510 Tools 1,803$ 2,500$ 908$ 2,500$ 0.0% Total Non-Personnel Expenses 3,909,856$ 5,057,134$ 4,448,091$ 5,541,681$ 9.6% Total Operating Expenses 7,065,151$ 8,401,744$ 8,469,906$ 9,768,559$ 16.3%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget.

NON-PERSONNEL EXPENSES (cont.) Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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CAPITAL

SECTION
Capital Budget Summary
Capital Improvement Program
Planned Asset Rehabilitation & Replacement
Capital Acquisitions
Remote Facilities Acquisitions & Rehabilitation
Capital Improvement Program - 5 Year Detail
Capital Improvement Program - Est. Carry Forward
Long-Term Capital Financial Plan
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CAPITAL PROGRAM
The Authority’s Capital Program consists of the following elements: (1) EWPCF – Capital Improvements; (2) EWPCF – Planned Asset Rehabilitation & Replacement; (3) EWPCF – Capital Acquisitions; (4) Remote Facilities – Acquisitions & Rehabilitation; (5) Five-Year Capital Improvement Plan; and (6) Twenty Year Capital Improvement Plan.

EWPCF – Capital Improvements – Capital Improvement Projects are those projects that increase or maintain the capacity of the Joint System and require a significant time commitment from staff. These projects regularly span multiple fiscal years and, therefore, unspent appropriations are carried forward by the Authority’s annual Appropriations Resolution. Capital Project costs are allocated to Member Agencies based on ownership of the affected facilities. All Capital Projects are studied, designed, and executed pursuant to Encina’s Comprehensive Asset Management Plan.

Encina Wastewater Authority, 2014
EWPCF – Planned Asset Rehabilitation & Replacement – Planned Asset Rehabilitation & Replacement projects extend the useful life of existing Joint System facilities and require a significant time commitment from staff. These projects are typically completed within a fiscal year, however, if a project cannot be completed, the Authority’s annual Appropriations Resolution will identify unspent appropriations to be carried forward. Planned Asset Replacement costs are allocated based on ownership of the affected facilities.

EWPCF – Capital Acquisitions – Capital Acquisitions include the purchase of new items and minor facility projects that maintain the capacity and useful life of existing Joint System facilities. Expenditures are allocated based on the benefiting program or internal service fund.

Remote Facilities – Acquisitions & Rehabilitation – Remote Facility Acquisitions and Rehabilitation include the purchase of new items and minor facility projects that maintain the capacity and useful life of existing remote facilities operated by the Authority. Expenditures are allocated based on ownership of the affected facilities.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

CAPITAL PROGRAM (cont.)

LONG TERM CAPITAL IMPROVEMENTS
Five-Year Capital Improvement Plan – The Five-Year Capital Improvement Plan includes expenditure projections for current and planned projects expected to require additional appropriations through FY 2029-30, as identified by Encina’s Comprehensive Asset Management Plan (E-CAMP) documents. The Five-Year Capital Improvement Plan is developed and sequenced pursuant to E-CAMP.

Twenty-Year Capital Improvement Plan – The Twenty-Year Capital Improvement Plan includes expenditure projections for current and planned projects expected to require additional appropriations through FY 2044-45.

As planning reports are updated or other information becomes available, the long-term financial schedules may be revised.

Capital Programs may also be modified due to unanticipated wastewater service requirements by one or more Member Agencies, cost inflation, changes in local population and development growth patterns, and new regulatory requirements. All projections are shown in current year dollars.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual FY 2023-24¹ Budget FY 2024-25 Proposed FY 2025-26 EWPCF – Capital Improvements 22,231,253$ 25,072,000$ 18,240,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,496,903$ 1,729,000$ 1,694,000$ EWPCF – Capital Acquisitions 341,988$ 720,000$ 693,000$ Remotes Facilities – Acquisitions & Rehabilitation 1,260,290$ 1,549,500$ 1,173,500$ Subtotal 25,330,434$ 29,070,500$ 21,800,500$
Salaries & Benefits 2,183,329$ 2,347,081$ 2,581,529$ Total Capital Expense 27,513,763$ 31,417,581$ 24,382,029$ Actual FY 2023-24¹ Budget FY 2024-25 Proposed FY 2025-26 City of Carlsbad 6,693,921$ 7,793,555$ 5,983,474$ City of Vista 6,966,891$ 8,185,279$ 6,422,824$ Buena Sanitation District 1,956,477$ 2,395,414$ 1,886,985$ Vallecitos Water District 5,694,032$ 6,678,308$ 5,203,352$ City of Encinitas 1,079,378$ 1,264,922$ 986,363$ Leucadia Wastewater District 4,266,715$ 5,000,103$ 3,899,033$ Federal Grant 376,563$ 100,000$ -$
Total Capital Revenue² 27,033,977$ 31,417,581$ 24,382,030$ Actual FY 2023-24¹ Budget FY 2024-25 Proposed FY 2025-26 Liquid Process 535,428$ 3,067,000$ 3,100,000$
Outfall 71,736$ 230,000$ -$
Solids Process 11,227,825$ 9,550,000$ 250,000$
Energy Management 797,639$ 2,400,000$ 8,625,000$ General 5,948,612$ 3,400,000$ 2,150,000$
Technology 2,278,978$ 4,600,000$ 3,840,000$
Professional Services 1,371,035$ 1,825,000$ 275,000$ Total EWPCF – Capital Improvements 22,231,253$ 25,072,000$ 18,240,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,496,903$ 1,729,000$ 1,694,000$ EWPCF – Capital Acquisitions 341,988$ 720,000$ 693,000$ Remote Facilities – Acquisitions & Rehabilitation 1,260,290$ 1,549,500$ 1,173,500$ Personnel 2,183,329$ 2,347,081$ 2,581,529$
Total Capital Expense 27,513,763$ 31,417,581$ 24,382,029$

1. Actuals for FY 2023-24 include the expenditure of authorized appropriations carried over from the previous year.

2. Revenue difference relates to a $479,786 interest income timing difference that will be net with future year member agency billings.

SUMMARY of CAPITAL

CAPITAL IMPROVEMENT PROGRAM

MULTI-YEAR PROJECTS

ESTIMATED REVENUES

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Amount Totals
92102 8300 12009 PSB mechanical Rehab-Short Term 3,000,000$ 92102 8300 13019 Control Strategy Improvements 100,000$ Total Liquid Process 3,100,000$
N/A N/A N/A N/A -$
Total Outfall -$
92102 8300 31010 DAFT Repairs Phase II 250,000$
Total Solids Process 250,000$
92102 8300 41006 Cogen Engine In Frame Overhaul 875,000$ 92102 8300 41015 Cogen Low Emission & Augmentation Retrofit (CLEAR) 7,250,000$ 92102 8300 41023 Alternative Fuels Receiving Facility Improvements 500,000$ Total Energy Management 8,625,000$
92102 8300 51001 Odor & Corrosion Control Improvements 800,000$ 92102 8300 51002 ORF Carbon Media Replacement 150,000$
92102 8300 52012 Site Security Facilities- Tier 1 450,000$ 92102 8300 52032 Plant-wide Asset Painting & Coating 150,000$ 92102 8300 52047 Site Security Facilities - Tier 2-4 150,000$ 92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$ 92102 8300 54006 As-Needed Contractor Services 250,000$ 92102 8300 54007 Miscellaneous Building Rehabilitation 50,000$ Total General 2,150,000$
92102 8300 61206 Secondaries & Effluent Electrical & Controls 3,000,000$ 92102 8300 61514 SCADA Integration Services 50,000$
92102 8300 62705 Host Server Replacement-IT 440,000$
92102 8300 62707 Backup Host Servers 100,000$
92102 8300 62708 Document Management System Upgrade 100,000$ 92102 8300 62709 Cyber Security & Business System Management Services 150,000$ Total Technology 3,840,000$
92102 8300 84001 Extension of Staff Engineering Services 200,000$ 92102 8300 84002 Research and Development Services 50,000$ 92102 8300 84012 Air Permitting Assistance 25,000$
Total Professional Services 275,000$
Total EWPCF – Capital Improvements 18,240,000$
* Project is supported by Federal grant revenue.

Description
EWPCF – CAPITAL IMPROVEMENTS

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Description Amount
80002 8010 80711 General Plant Projects 413,500$
General Plant Repairs & Unplanned Repair 175,000$
Plant Security Services 90,000$
Door Hinge and Lock Repair 40,000$
Aerial Lift Rehabilitation 10,000$
Replace Plant Lighting 10,000$
Admin. Building Lab/Bathrooms Floor Replacement 60,000$ Maintenance Building Floor Replacement 20,000$
New Batteries & Self Fill DO System 8,500$
80002 8020 80040 TWAS & DAF System Projects 84,000$
TWAS Pump Rebuild 60,000$
DAF Pressurization Pump rebuild 20,000$
DAF Poly Pump Rebuild 4,000$
80002 8030 80811 Water Systems Projects 185,000$
Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC) 180,000$ Chlorine Pump Rebuild 5,000$
80002 8050 80098 Primary Area Projects 211,000$
Primary Sed Tank Parts 30,000$
Sludge Pump Rebuild Kit 40,000$
Primary Area Tank Drainage Pump Rebuild 5,000$
Plant Drainage Rebuild 10,000$
Primary Grinder Rebuild 16,000$
Grit Pump Rebuilds (2) 40,000$
Ferric / Polymer Pumps (2) 10,000$
Replace Valves in Gallery (8"=5, 6"=5) 10,000$
Bar Screen and Washer compacter wear parts 20,000$
Grit Dewater Parts 30,000$
80002 8050 80209 FOG System Projects 60,000$
FOG Metering Pump Replacement 15,000$
Recirc Pump Rebuild 15,000$
FOG Transporter (Lobe Pump) Rebuild 30,000$
80002 8060 80185 Secondary Area Projects 145,000$
RAS Pump Replacement 50,000$
Aeration Basin DO Probe Replacements (1 basin) 60,000$
WAS Pump Rebuild 15,000$
Effluent Pump VFD Replacement 10,000$
Effluent Motor Rehab 10,000$
EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Description Amount
80002 8070 80195 Digester Area Projects 154,000$
Digester Mix Pump Rebuild 80,000$
Digester Transfer Pump Rebuild 12,000$
Digester Hot Water Pump Replacement 6,000$
Gas Equipment Maintenance (with LIT) 6,000$
Flow Meter Replacement 20,000$
Digester Mix Pump Minor Rebuild 10,000$
80002 8080 80419 Centrifuge Feed Pit Projects 30,000$
Centrifuge Feed Pump Grinder Rebuild 15,000$
Centrifuge Feed Pump Motor Rebuild 15,000$
80002 8080 80264 Solids Processing Equipment Projects 246,500$ Cake Pump & Gear Box Rebuild 60,000$
RTO Media Replacement 30,000$
Misc. Motors 20,000$
Furnace obsolete parts (NG Liner valve, Maxon, valves) 30,000$ Condenser Mist Eliminators replacement due to wear 20,000$ Replacement of mixer plows due to wear 30,000$
Check Valve for Orival Stariner Replacement 13,500$
Wet Scrubber Fan Spare Assembly 17,500$
Recycle Feed Rotary Spare Airlock 17,500$
Orival Spare Strainer 8,000$
80002 8090 80394 Cogeneration System Projects 165,000$
Heatloop Pump Repair 15,000$
Engine Cooling Pump VFD 15,000$
UPS Repair and Warranty 15,000$
Heat Exchangers Channel Plate & Gaskets 100,000$
Gas Flowmeters Replacement 20,000$
Total EWPCF – Planned Asset Rehabilitation & Replacement 1,694,000$

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Description Amount
23002 7710 70010 Information Technology 167,000$
Computer Replacement 40,000$
Network Hardware Replacement 30,000$
SCADA Clients Hardware 15,000$
IP Speakers (PA System) 12,000$
Operator Technology Equipment 30,000$
ID Card Machine 10,000$
Inventory Management Program 30,000$
23002 7730 70023 New Equipment 280,000$
Misc. Motor Replacements 40,000$
Process Monitoring TOC Analyzer (Primaries) 60,000$
Trailer Jockey 140,000$
Cart Rehab/Replacement 40,000$
23002 7730 70033 Operations & Administration Building 160,000$ Refrigerated Sampler for Influent Monitoring 20,000$
Replace MAU-1 mech shop 65,000$
Repave parking lot and entry way 75,000$
23002 7750 70300 EWPCF Plant 86,000$
Remote Circuit Breaker Switch-Safety 21,000$
Centrifuge Rehabilitation 65,000$
Total EWPCF – Capital Acquisitions 693,000$
EWPCF – CAPITAL ACQUISITIONS

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Amount Totals
31002 7750 70850 AHLS - Minor (Mech / Structural) Rehabilitation 20,000$ 31002 7750 70864 AHLS - Minor Electrical & Instrumentation Rehabilitation 20,000$ 31002 7750 70870 AHLS - Integration Assistance 50,000$
31002 7750 70410 AHLS - Grinder Rebuild 85,000$
31002 7750 70840 AHLS - Pump and Motor Rebuild 100,000$ 31002 7750 70860 AHLS - VFD Repairs 15,000$
31002 7750 70862 AHLS - Coatings and Paintings 5,000$
31002 7750 70866 AHLS - Firewall Replacements 15,000$
Total AHLS 310,000$
37002 7750 70841 BCPS - Minor Electrical Instrumentation & Control Rehabilitation 20,000$ 37002 7750 70851 BCPS - Minor Mechanical Rehabilitation 30,000$ 37002 7750 70855 BCPS - Minor Structural Rehabilitation 20,000$ 37002 7750 70990 BCPS - Grinder Rebuild 30,000$
37002 7750 71000 BCPS - Sewage Pump Rebuild 55,000$
37002 7750 71010 BCPS - Sewage Pump Motor Rebuild 6,500$ 37002 7750 71060 BCPS - Integration Assistance 32,000$
37002 7750 71040 BCPS - Unplanned Minor Rehabilitation 10,000$ 37002 7750 71030 BCPS - Coatings and Paintings 8,000$
37002 7750 71050 BCPS - VFD Repairs 15,000$
37002 7750 70857 BCPS - Information Technology 15,000$
Total BCPS 241,500$
32002 7750 70811 BVPS - Minor Electrical Instrumentation & Control Rehabilitation 20,000$ 32002 7750 70812 BVPS - Minor Mechanical Rehabilitation 20,000$ 32002 7750 70825 BVPS - Minor Structural Rehabilitation 20,000$ 32002 7750 70360 BVPS - Grinder Rebuild 60,000$
32002 7750 70219 BVPS - Sewage Pump & Motor Rebuild 45,000$ 32002 7750 70920 BVPS - Coatings and Paintings 10,000$
32002 7750 70930 BVPS - Unplanned Minor Rehabilitation 10,000$ 32002 7750 70940 BVPS - Integration Assistance 44,000$
32002 7750 70960 BVPS - VFD Repairs 15,000$
32002 7750 70833 BVPS - Information Technology 15,000$
Total BVPS 259,000$
38002 7750 71091 CWRF - Miscellaneous Service Requests 15,000$ 38002 7750 71111 CWRF - Minor Electrical Instrumentation & Control Rehabilitation 20,000$ 38002 7750 71081 CWRF - Minor Structural Rehabilitation 40,000$ 38002 7750 71110 CWRF - Unplanned Minor Rehabilitation 15,000$ 38002 7750 71160 CWRF - Integration Assistance 75,000$
38002 7750 71130 CWRF - VFD Repairs 15,000$
38002 7750 71150 CWRF - Forsta Filter Spare Parts 20,000$ 38002 7750 71150 CWRF - UF Parts such as Actuators, Sensors, Air System 20,000$ 38002 7750 71064 CWRF - Information Technology 15,000$
Total CWRF 235,000$
REMOTE FACILITIES – ACQUISITIONS & REHABILITATION
Description

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Amount TotalsDescription
39002 7750 70398 RBPS - Minor Mechanical Rehabilitation 15,000$ 39002 7750 71191 RBPS - Minor Structural Rehabilitation 10,000$ 39002 7750 71180 RBPS - Grinder Rebuild 30,000$
39002 7750 71211 RBPS - Sewage Pump & Motor Rebuild 30,000$ 39002 7750 71220 RBPS - Coatings and Paintings 1,000$
39002 7750 71200 RBPS - Unplanned Minor Rehabilitation 7,000$ 39002 7750 71240 RBPS - Integration Assistance 20,000$
39002 7750 71210 RBPS - VFD Repairs 15,000$
Total RBPS 128,000$
Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,173,500$

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Amount
Authorized1
Prior
Appropriation2 Transfers3
Total Prior
Appropriation
Total Prior
Expenditures4
Balance as of
Feb. 20255
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
FY 2029-30
Appropriation
Total
Appropriations
In Progress
PSB Mechanical Rehab - Short Term IP 12009 5,230,347$ 3,100,000$ -$ 3,100,000$ 1,110,041$ 1,989,959$ 3,000,000$ 2,800,000$ 2,100,000$ -$ -$ 11,000,000$ Secondary Clarifiers and Strainers Improvements IP 13007 8,084,798 8,059,306 - 8,059,306 8,025,632 33,674 - - - - - 8,059,306 Control Strategy Improvements IP 13019 95,000 100,000 - 100,000 - 100,000 100,000 - - - - 200,000 Aeration Basin Minor Repairs (Diffuser Replacements) IP 13023 543,862 460,847 74,140 534,987 404,586 130,401 - - - - - 534,987 RAS Box/IJS Rehabilitation IP 13024 57,144 401,046 - 401,046 8,452 392,594 - - 500,000 1,500,000 - 2,401,046 Effluent Pump Station Discharge Piping Valves IP 14006 102,810 267,000 - 267,000 - 267,000 - - - - - 267,000 84-inch Outfall Repair IP 21009 79,993 150,000 - 150,000 79,993 70,007 - - - - - 150,000 DAFT Repairs IP 31006 5,767,134 5,575,435 186,612 5,762,047 5,760,827 1,220 - - - - - 5,762,047 DAFT Repairs: Phase II & Solids Facilities Support System IP 31010 - 1,100,000 (266,080) 833,920 68 833,852 250,000 1,000,000 5,000,000 6,000,000 5,750,000 18,833,920 Digester Rehabilitation and Improvements IP 32013 26,062,998 26,784,208 600,000 27,384,208 22,486,928 4,897,280 - - - - - 27,384,208 Dryer Safety Improvements IP 33026 1,937,577 1,951,042 (13,466) 1,937,576 1,930,295 7,281 - - - - - 1,937,576 Existing Dryer Major Rehabilitation IP 33030 261,017 2,261,016 - 2,261,016 61,182 2,199,834 - 500,000 3,000,000 - - 5,761,016 Cogen Low Emission Augmentaiton & Retrofit (CLEAR)6 IP 41015 1,886,846 569,829 295,000 864,829 195,545 669,284 7,250,000 12,500,000 7,750,000 - - 28,364,829 Alternative Fuels Receiving Facility Improvements IP 41023 112,315 400,000 - 400,000 67,010 332,990 500,000 - - - - 900,000 Automate Main Breakers in Cogen IP 41024 236,323 249,812 - 249,812 236,323 13,489 - - - - - 249,812 Energy Management Controls-CLEAR Project IP 41025 398,399 1,917,802 - 1,917,802 398,399 1,519,403 - 2,500,000 1,000,000 - - 5,417,802 ORF I System Rehabilitation & Odor and Corrosion Control IP 51001 1,358,575 1,577,945 - 1,577,945 1,140,823 437,122 800,000 6,500,000 5,900,000 1,000,000 - 15,777,945 ORF II Treatment System Improvements IP 51014 836,879 836,879 - 836,879 824,077 12,802 - - - - - 836,879 Odor Control Improvements IP 51016 206,279 206,006 - 206,006 206,006 - - - - - - 206,006 Site Security Facilities-Tier 1 IP 52012 419,262 785,435 - 785,435 419,161 366,274 450,000 - - - - 1,235,435 Building Roof Replacement(Secondary, Chlorine, Headworks) IP 53013 2,423,796 2,625,000 - 2,625,000 2,155,772 469,228 - - - - - 2,625,000 Admin Building HVAC Rehab IP 53004 6,126,012 6,126,012 - 6,126,012 6,106,187 19,825 - - - - - 6,126,012 Flood Control Channel Restoration IP 52044 144,845 197,490 - 197,490 131,880 65,610 - - - - - 197,490 Dewatering Building Reabilitation (and Cogen Roof) IP 53015 - 1,000,000 (125,000) 875,000 - 875,000 - - - - - 875,000 Network Improvements7 IP 61205 4,183,907 4,233,383 - 4,233,383 4,183,906 49,477 - - - - - 4,233,383 Secondaries & Effluent Electrical & Controls Improvements IP 61206 12,261,178 5,139,192 (233,100) 4,906,092 2,691,977 2,214,115 3,000,000 6,500,000 - - - 14,406,092 Cogen Electrical and Controls Improvements IP 61207 479,035 480,000 - 480,000 47,886 432,114 - - - - - 480,000 CPS/SEEPS Controls Improvements IP 61208 244,000 244,000 - 244,000 244,000 - - - - - - 244,000 Blower Controls Improvements IP 61209 276,774 276,778 - 276,778 276,774 4 - - - - - 276,778 Heat Dryer Controls Improvements IP 61210 82,648 851,900 48,100 900,000 36,776 863,224 - - - - - 900,000 Chlorine Building and EPS Electrical and Controls Improvements IP 61211 433,908 433,908 - 433,908 433,908 - - - - - - 433,908 Centrifuge & Ancillary Systems Control Improvements IP 61212 - 300,000 - 300,000 - 300,000 - - - - - 300,000 Load Shed Controls Improvements IP 61214 41,737 41,737 - 41,737 41,737 - - - - - - 41,737 Host Server Replacement-OT IP 62706 154,972 350,000 - 350,000 28,693 321,307 - - - - 460,000 810,000 IT Business Network Conversion IP 62710 396,292 500,000 - 500,000 - 500,000 - - - - - 500,000 Facility Master Plan Update IP 80827 3,069 100,000 - 100,000 2,685 97,315 - 400,000 - - - 500,000 Potable Reuse Pilot8 IP 82015 2,174,825 2,082,055 - 2,082,055 1,872,028 210,027 - - - - - 2,082,055 Energy Resilience Assessment IP 82020 771,712 592,319 148,150 740,469 686,182 54,287 - - - - - 740,469 Potable Reuse Strategic Plan IP 82022 249,916 249,916 - 249,916 155,968 93,948 - - - - - 249,916 OT Plan Update IP 82025 31,465 100,000 - 100,000 15,842 84,158 - - - - - 100,000 Heat Dryer HAZOP IP 82028 - 75,000 - 75,000 - 75,000 - - - - - 75,000 IT Plan Update IP 82030 59,670 100,000 - 100,000 59,670 40,330 - - - - - 100,000 Electronic Operations Man & Doc Mgt IP 84008 191,355 162,865 - 162,865 144,244 18,621 - - - - - 162,865 Total In Progress 84,408,673$ 83,015,163$ 714,356$ 83,729,519$ 62,671,463$ 21,058,056$ 15,350,000$ 32,700,000$ 25,250,000$ 8,500,000$ 6,210,000$ 171,739,519$ Recurring Projects
Ocean Outfall Maintenance and Inspection - External RP 21002 110,625 269,848$ -$ 269,848$ 133,592$ 136,256$ -$ 130,000$ -$ 130,000$ -$ 529,848$ Ocean Outfall Bathymetric Survey - External RP 21005 - - - - - - - 142,000 - - - 142,000 Ocean Outfall - Internal Integrity Assessment RP 21006 - - - - - - - 280,000 - - - 280,000

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Project Name Status
Project
Number
Amount
Authorized1
Prior
Appropriation2 Transfers3
Total Prior
Appropriation
Total Prior
Expenditures4
Balance as of
Feb. 20255
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
FY 2029-30
Appropriation
Total
Appropriations
84-inch Outfall Inspection - Internal RP 21007 - - - - - - - - - - - - Digester Cleaning Cycle RP 32018 - - - - - - - - 1,000,000 1,000,000 - 2,000,000 Exsiting Dryer Compenents Rehab RP 33025 557,469 660,194 - 660,194 373,897 286,297 - - - - - 660,194 Cogen Engine Top-End Overhaul RP 41005 2,052,069 2,085,534 - 2,085,534 1,651,849 433,685 - - 400,000 400,000 - 2,885,534 Cogen Engine In-Frame Overhaul RP 41006 - - - - - - 875,000 875,000 - - - 1,750,000 Cogen Engine Full Overhaul RP 41007 2,324,412 2,324,412 - 2,324,412 2,324,412 - - - - - 950,000 3,274,412 ORF Carbon Media Replacement RP 51002 940,511 951,273 - 951,273 769,222 182,051 150,000 150,000 150,000 150,000 150,000 1,701,273 Plant-Wide Asset Painting and Protective Coating RP 52032 1,298,661 1,258,000 - 1,258,000 1,103,667 154,333 150,000 150,000 150,000 150,000 150,000 2,008,000 Site Security Facilities -Tier 2-4 RP 52047 108,545 300,000 - 300,000 108,545 191,455 150,000 150,000 150,000 150,000 - 900,000 Implement Minor Condition Assessment Recommendations RP 54005 49,438 534,639 - 534,639 144,995 389,644 150,000 150,000 150,000 150,000 150,000 1,284,639 As-Needed Contractor Services RP 54006 3,296,606 4,279,712 (124,140) 4,155,572 3,227,929 927,643 250,000 500,000 500,000 500,000 500,000 6,405,572 Miscellaneous Building Rehabilitation RP 54007 399,230 527,616 - 527,616 391,509 136,107 50,000 50,000 50,000 50,000 50,000 777,616 As-Needed SCADA Integration Services RP 61514 1,271,615 1,455,222 - 1,455,222 1,162,771 292,451 50,000 200,000 200,000 200,000 200,000 2,305,222 Host Server Replacement-IT RP 62705 - - - - - - 440,000 - - 500,000 - 940,000 Backup Host Servers RP 62707 - - - - - - 100,000 - - - - 100,000 Document Mangement System Upgrade RP 62708 671,092 895,643 - 895,643 584,587 311,056 100,000 20,000 20,000 20,000 20,000 1,075,643 Cyber Security and Business System Management Services RP 62709 667,039 744,357 - 744,357 594,497 149,860 150,000 150,000 150,000 150,000 150,000 1,494,357 Asset Condition Assessments RP 81016 99,457 247,285 (92,066) 155,219 99,457 55,762 - 50,000 50,000 50,000 50,000 355,219 E-CAMP Update/Condition Assessment RP 83001 722,505 843,319 - 843,319 617,567 225,752 - - 250,000 - - 1,093,319 Extension of Staff Engineering Services RP 84001 4,608,290 5,181,405 (148,150) 5,033,255 4,237,008 796,247 200,000 300,000 300,000 300,000 300,000 6,433,255 Research and Development Projects Services RP 84002 537,325 637,324 - 637,324 537,324 100,000 50,000 100,000 100,000 100,000 100,000 1,087,324 Air Permitting Assistance RP 84012 73,160 459,250 - 459,250 57,890 401,360 25,000 25,000 25,000 25,000 25,000 584,250 CMMS/Asset Management RP 84019 150,273 179,903 - 179,903 - 179,903 - 50,000 50,000 50,000 50,000 379,903 Total Recurring Projects 19,938,324$ 23,834,936$ (364,356)$ 23,470,580$ 18,120,718$ 5,349,862$ 2,890,000$ 3,472,000$ 3,695,000$ 4,075,000$ 2,845,000$ 40,447,580$ New Projects
Digester 1, 2 & 3 Improvements NP 32020 - 350,000$ (350,000)$ -$ -$ -$ -$ 550,000$ 2,000,000$ 4,700,000$ 11,800,000$ 19,050,000$ Total New Projects -$ 350,000$ (350,000)$ -$ -$ -$ -$ 550,000$ 2,000,000$ 4,700,000$ 11,800,000$ 19,050,000$ Future Projects
SC 7-Conversion from EQ to Clarifier FP 13008 - -$ -$ -$ -$ -$ -$ -$ -$ -$ 890,000$ 890,000$ Turbo Blower Upgrade FP 41022 - - - - - - - - - 3,000,000 2,500,000 5,500,000 Climate Change Action Plan Update FP 82023 - - - - - - - - - 100,000 - 100,000 Source Control Program Evaluation FP 82024 - - - - - - - 85,000 - - - 85,000 Total Future Projects -$ -$ -$ -$ -$ -$ -$ 85,000$ -$ 3,100,000$ 3,390,000$ 6,575,000$ Total Unidentified Future Projects9 N/A - -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Subtotal Capital Improvements 104,346,997$ 107,200,099$ -$ 107,200,099$ 80,792,181$ 26,407,918$ 18,240,000$ 36,807,000$ 30,945,000$ 20,375,000$ 24,245,000$ 237,812,099$ Grant Funding6 -$ -$ -$ -$ -$ -$ -$ (7,000,000)$ -$ (7,000,000)$ -$ (14,000,000)$ Total Capital Improvements 104,346,997$ 107,200,099$ -$ 107,200,099$ 80,792,181$ 26,407,918$ 18,240,000$ 29,807,000$ 30,945,000$ 13,375,000$ 24,245,000$ 223,812,099$ In Progress IP 84,408,673$ 83,015,163$ 714,356$ 83,729,519$ 62,671,463$ 21,058,056$ 15,350,000$ 32,700,000$ 25,250,000$ 8,500,000$ 6,210,000$ 171,739,519$ Recurring Project RP 19,938,324 23,834,936 (364,356) 23,470,580 18,120,718 5,349,862 2,890,000 3,472,000 3,695,000 4,075,000 2,845,000 40,447,580 New Project NP - 350,000 (350,000) - - - - 550,000 2,000,000 4,700,000 11,800,000 19,050,000 Future Project FP - - - - - - - 85,000 - 3,100,000 3,390,000 6,575,000 - - - - - - - - - - -

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Amount
Authorized1
Prior
Appropriation2 Transfers3
Total Prior
Appropriation
Total Prior
Expenditures4
Balance as of
Feb. 20255
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
FY 2029-30
Appropriation
Total
Appropriations
Notes: (6,832,000) (4,493,000) (14,142,000) (7,033,000) (8,382,424)

1. Amount authorized represents Board of Director's appropriations/authorizations (>$100,000) and/or General Manager appropriations/authorization (<$100,000) and may be different than existing project appropriations due to the "cash flow" budgeting approach for projects.

2. Historical data based on available information from when Munis was implemented over 10 years ago.

3. Reflects transfers occuring after the FY 2024-25 published budget document and may include transfers to/from projects now closed. The transfers are due to project timining differences and in lieu of appropriation requests to minimize cash flow impacts.

4. Includes actual expenditures through mid-February 2025.

5. The estimated carryforward includes encumbrances and available balance through mid-February 2025 and may vary based on actual spending through fiscal year end.

6. Cogeneration Low Emission Augmentation & Retrofit (CLEAR) project offsets are currently anticipated from Investment Tax Credit (via the Inflation Reduction Act) and Self-Generation Incentive Program (via the California Public Utilities Commission) funds.

7. Represent prior projects with current activity not included in FY 2024-25 published budget document.

8. Partially offset by Federal grant revenues.

9. Represents anticipated expenditures based on historical experience that have not yet been assigned to a specific project.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Liquid Process (1xxxx)
PSB Mechanical Rehab - Short Term 12009 3,100,000$ 2,934,689$ 165,311$ 3,000,000$ 3,165,311$ Secondary Clarifiers and Strainers Improvements 13007 8,059,306 8,025,632 33,674 - 33,674 SC 7-Conversion from EQ to Clarifier 13008 - - Control Strategy Improvements 13019 100,000 70,000 30,000 100,000 130,000 Aeration Basin Minor Repairs (Diffuser Replacements) 13023 460,847 460,847 - - - RAS Box/IJS Rehabilitation 13024 401,046 133,452 267,594 - 267,594 Effluent Pump Station Discharge Piping Valves 14006 267,000 - 267,000 - 267,000 Total Liquid Process 12,388,199$ 11,624,620$ 763,579$ 3,100,000$ 3,863,579$ Outfall (2xxxx)
Ocean Outfall Maintenance and Inspection - External 21002 269,848$ 133,592$ 136,256$ -$ 136,256$ Ocean Outfall Bathymetric Survey - External 21005 - - - - - Ocean Outfall - Internal Integrity Assessment 21006 - - - - - 84-inch Outfall Inspection - Internal 21007 - - 84-inch Outfall Repair 21009 150,000 79,993 70,007 - 70,007 Total Outfall 419,848$ 213,585$ 206,263$ -$ 206,263$ Solids Process (3xxxx)
DAFT Repairs 31006 5,575,435$ 5,575,435$ -$ -$ -$ DAFT Repairs-Phase II 31010 1,100,000 316,148 783,852 250,000 1,033,852 Digester Rehabilitation and Improvements 32013 26,784,208 25,115,457 1,668,751 - 1,668,751 Digester Cleaning Cycle 32018 - - - - - Digester 1, 2 & 3 Improvements 32020 350,000 350,000 - - - Exsiting Dryer Compenents Rehab 33025 660,194 433,897 226,297 - 226,297 Dryer Safety Improvements 33026 1,951,042 1,943,761 7,281 - 7,281 Existing Dryer Major Rehabilitation 33030 2,261,016 261,182 1,999,834 - 1,999,834 Total Solids Process 38,681,895$ 33,995,880$ 4,686,015$ 250,000$ 4,936,015$

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Energy Management (4xxxx)
Cogen Engine Top-End Overhaul 41005 2,085,534$ 2,051,848$ 33,686$ -$ 33,686$ Cogen Engine In-Frame Overhaul 41006 - - - 875,000 875,000 Cogen Engine Full Overhaul 41007 2,324,412 2,324,412 - - - Cogen Low Emission Augmentaiton & Retrofit (CLEAR) 41015 569,829 340,786 229,043 7,250,000 7,479,043 Turbo Blower Upgrade 41022 - - - - - Alternative Fuels Receiving Facility Improvements 41023 400,000 197,010 202,990 500,000 702,990 Automate Main Breakers in Cogen 41024 249,812 236,323 13,489 - 13,489 Energy Management Controls-CLEAR Project 41025 1,917,802 448,399 1,469,403 - 1,469,403 Total Energy Management 7,547,389$ 5,598,778$ 1,948,611$ 8,625,000$ 10,573,611$ General (5xxxx)
ORF I System Rehabilitation 51001 1,577,945$ 1,359,489$ 218,456$ 800,000$ 1,018,456$ ORF Carbon Media Replacement 51002 951,273 898,427 52,846 150,000 202,846 ORF II Treatment System Improvements 51014 836,879 833,077 3,802 - 3,802 Odor Control Improvements 51016 206,006 206,006 - - - Site Security Facilities-Tier 1 52012 785,435 530,730 254,705 450,000 704,705 Building Roof Replacement(Secondary, Chlorine, Headworks) 53013 2,625,000 2,549,398 75,602 - 75,602 Admin Building HVAC Rehab 53004 6,126,012 6,115,186 10,826 - 10,826 Plant-Wide Asset Painting and Protective Coating 52032 1,258,000 1,255,949 2,051 150,000 152,051 Flood Control Channel Restoration 52044 197,490 161,880 35,610 - 35,610 Site Security Facilities -Tier 2-4 52047 300,000 239,815 60,185 150,000 210,185 Dewatering Building Reabilitation (and Cogen Roof) 53015 1,000,000 325,000 675,000 - 675,000 Implement Minor Condition Assessment Recommendations 54005 534,639 110,683 423,956 150,000 573,956 As-Needed Contractor Services 54006 4,279,712 3,651,844 627,868 250,000 877,868 Miscellaneous Building Rehabilitation 54007 527,616 391,509 136,107 50,000 186,107 Total General 21,206,007$ 18,628,993$ 2,577,014$ 2,150,000$ 4,727,014$

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Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Technology (6xxxx)
Network Improvements5 61205 4,233,383$ 4,231,906$ 1,477$ -$ 1,477$ Secondaries & Effluent Electrical & Controls Improvements 61206 5,139,192 3,539,429 1,599,763 3,000,000 4,599,763 Cogen Electrical and Controls Improvements 61207 480,000 47,886 432,114 - 432,114 CPS/SEEPS Controls Improvements 61208 244,000 244,000 - - - Blower Controls Improvements 61209 276,778 276,774 4 - 4 Heat Dryer Controls Improvements 61210 851,900 32,676 819,224 - 819,224 Chlorine Building and EPS Electrical and Controls Improvements 61211 433,908 433,908 - - - Centrifuge & Ancillary Systems Control Improvements 61212 300,000 - 300,000 - 300,000 Load Shed Controls Improvements 61214 41,737 41,737 - - - As-Needed SCADA Integration Services 61514 1,455,222 1,388,529 66,693 50,000 116,693 Host Server Replacement-IT 62705 - - - 440,000 440,000 Host Server Replacement-OT 62706 350,000 268,941 81,059 - 81,059 Backup Host Servers 62707 - - - 100,000 100,000 Document Mangement System Upgrade 62708 895,643 841,522 54,121 100,000 154,121 Cyber Security and Business System Management Services 62709 744,357 727,974 16,383 150,000 166,383 IT Business Network Conversion 62710 500,000 330,000 170,000 - 170,000 Total Technology 15,946,120$ 12,405,282$ 3,540,838$ 3,840,000$ 7,380,838$ Professional Services (8xxxx)
Facility Master Plan Update 80827 100,000$ 2,685$ 97,315$ -$ 97,315$ Asset Condition Assessments 81016 247,285$ 191,524 55,761$ -$ 55,761 Potable Reuse Study6 82015 2,082,055 2,081,465 590 - 590 Energy Resilience Assessment 82020 592,319 571,364 20,955 - 20,955 Potable Reuse Strategic Plan 82022 249,916 162,489 87,427 - 87,427 Climate Change Action Plan Update 82023 - - - - - Source Control Program Evaluation 82024 - - - - - OT Plan Update 82025 100,000 33,381 66,619 - 66,619

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Heat Dryer HAZOP 82028 75,000 - 75,000 - 75,000 IT Plan Update 82030 100,000 59,670 40,330 - 40,330 E-CAMP Update/Condition Assessment 83001 843,319 730,443 112,876 - 112,876 Extension of Staff Engineering Services 84001 5,181,405 4,666,744 514,661 200,000 714,661 Research and Development Projects Services 84002 637,324 587,324 50,000 50,000 100,000 Electronic Operations Man & Doc Mgt 84008 162,865 158,489 4,376 - 4,376 Air Permitting Assistance 84012 459,250 107,128 352,122 25,000 377,122 CMMS/Asset Management 84019 179,903 29,903 150,000 - 150,000 Total Professional Services 11,010,641$ 9,382,609$ 1,628,032$ 275,000$ 1,903,032$ Total Unidentified Future Projects7 N/A -$ -$ -$ -$ -$ Total Capital Improvements 107,200,099$ 91,849,747$ 15,350,352$ 18,240,000$ 33,590,352$ Notes:

1. Historical data based on available information from when Munis was implemented over 10 years ago.

2. Includes estimated expenditures through June 2025. Actual expenditures through June 2025 will vary.

3. The estimated carryforward includes encumbrances and may vary based on actual spending through fiscal year end.

5. Represent prior projects with current activity not included in FY 2024-25 published budget document.

6. Partially offset by Federal grant revenues.

7. Represents anticipated expenditures based on historical experience that have not yet been assigned to a specific project.

4. Amounts shown here represent the FY 2025-26 Appropriation plus Estimated Carry Forward. The actual carry forwards plus FY 2025-26 Appropriations will vary based on actual expenditures through June 2025. Does not include Planned Asset Replacement, Capital Acquisitions, Remotes, or Personnel appropriations shown on other schedules.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Fiscal Year
EWPCF
Capital
Improvements
Grant Funding1
EWPCF
Planned Asset
Rehabilitation &
Replacement
EWPCF
Capital Acquisitions
Remote Facilities
Acquisitions &
Rehabilitation
Personnel
Expense Total2
2026 18,240,000$ -$ 1,694,000$ 693,000$ 1,173,500$ 2,581,529$ 24,382,029$ 2027 36,807,000$ (7,000,000)$ 1,745,000$ 405,000$ 1,185,000$ 2,672,000$ 35,814,000$ 2028 30,945,000$ -$ 1,797,000$ 417,000$ 1,197,000$ 2,766,000$ 37,122,000$ 2029 20,375,000$ (7,000,000)$ 1,851,000$ 430,000$ 1,209,000$ 2,863,000$ 19,728,000$ 2030 24,245,000$ -$ 1,907,000$ 443,000$ 1,221,000$ 2,963,000$ 30,779,000$ 5 Year Total 130,612,000$ (14,000,000)$ 8,994,000$ 2,388,000$ 5,985,500$ 13,845,529$ 147,825,029$ 2031 35,000,000$ -$ 1,964,000$ 456,000$ 1,233,000$ 3,067,000$ 41,720,000$ 2032 50,000,000$ -$ 2,023,000$ 470,000$ 1,245,000$ 3,174,000$ 56,912,000$ 2033 55,000,000$ -$ 2,084,000$ 484,000$ 1,257,000$ 3,285,000$ 62,110,000$ 2034 60,000,000$ -$ 2,147,000$ 499,000$ 1,270,000$ 3,400,000$ 67,316,000$ 2035 40,000,000$ -$ 2,211,000$ 514,000$ 1,283,000$ 3,519,000$ 47,527,000$ 2036 - 2040 191,000,000$ -$ 12,086,000$ 2,808,000$ 6,610,000$ 19,529,000$ 232,033,000$ 2041 - 2045 191,000,000$ -$ 14,012,000$ 3,254,000$ 6,945,000$ 23,192,000$ 238,403,000$ 20 Year Total 752,612,000$ (14,000,000)$ 45,521,000$ 10,873,000$ 25,828,500$ 73,011,529$ 893,846,029$

2. Future year costs are shown in current year dollars.

LONG-TERM CAPITAL FINANCIAL PLAN
5 YEAR and 20 YEAR CAPITAL BUDGET

1. Cogeneration Low Emission Augmentation & Retrofit (CLEAR) project offsets are currently anticipated from Investment Tax Credit (via the Inflation Reduction Act) and Self- Generation Incentive Program (via the California Public Utilities Commission) funds.

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APPENDIX
Member Agency Resolutions
Appropriation & Controls Resolution
Salary & Benefit Resolution
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Ref: Admin.25-16248

ENCINA WASTEWATER AUTHORITY

JOINT ADVISORY COMMITTEE
Ite
m : 16
Date : April 23 , 2025
To : Honorable Chair and Joint Advisory Committee
From : Scott McClelland, General Manager
Issue : ADOPTION OF FISCAL YEAR 2025-26 OPERATING AND CAPITAL BUDGETS STAFF RECOMMENDS THE JOINT ADVISORY COMMITTEE:

1. Adopt the FY 2025-26 Proposed Operating Budget and forward the recommended budget to the Boards and Councils of the Member Agencies.

2. Adopt the FY 2025-26 Proposed Capital Program Budget and forward the recommended budget to the Boards and Councils of the Member Agencies.

3. Discuss and take other appropriate action.

BACKGROUND
The Revised Basic Agreement (RBA) establishes a specific process for consideration and adoption of Encina’s annual budget. Staff initiates the process by developing a proposed budget no later than May 1st of the relevant year. The Board of Directors considers and adopts the proposed budget and, subsequently, makes recommendations to the Joint Advisory Committee (JAC) for further action. The JAC then makes recommendations to the Boards and Councils of Encina’s Member Agencies for consideration. The budget is considered final upon approval of the Boards and Councils of Encina’s Member Agencies.

FIVE-YEAR STRATEGIC BUSINESS PLAN REFERENCE
Strategic Initiative No. 3 – Ensure Administrative Effectiveness.

DISCUSSION
Encina’s operations directly support public and environmental health and a North San Diego economy in excess of $20 billion dollars. Global volatility and uncertainty continue to be consistent themes that are putting significant upward pressure on the cost of providing wastewater services. For example, January 2025 wildfires in the Los Angeles area are anticipated to boost demand for construction materials and construction labor during post-wildfire rebuilding efforts. The increased demand is expected to dr ive up prices and put additional pressure on supply chains. United States’ policy decisions on tariffs are anticipated to increase prices in a variety of sectors. Lumber, gypsum, metals, and electronics are expected to be impacted, all of which are used in Encina’s construction projects and throughout the plant.

Increasing the adaptability, sustainability, and resiliency of operations and finances will become important 16-1
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for all public utilities. Within this budget , staff continues to proactively adapt to a volatile environment and create a roadmap to help ensure Encina protects public and environmental health for generations to come.

As shown in the table below, the Recommended Fiscal Year 2025 -26 budget reflects an 8.5% decrease over last year’s budget:

OPERATING BUDGET OVERVIEW
The FY 2025 -26 Operating Budget reflects Encina’s continuing commitment to provide sustainable and fiscally responsible wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. The Recommended FY 202 5-26 Operating Budget is comprised of seven (7) operational programs that provide services to the Encina Member Agencies. Each operational program includes direct personnel and non -personnel expenses and related internal service fund (ISF) charges. The Rec ommended FY 2025 -26 Budget reflects management’s strategies and objectives to ensure continued achievement within each of the six (6) Strategic Initiatives identified in the Five -Year Strategic Plan (2024-2028): Protect Public and Environmental Health; Rem ain an Employer of Choice; Ensure Administrative Effectiveness; Maintain Infrastructure Reliability & Safeguard Public Assets; Pursue Resource Recovery; and Optimize Operational Performance.

The Recommended FY 2025 -26 Operating Budget totals approximately $28.2M for the seven (7) operational programs summarized on the following page:

Budget Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
Operating Budget 24,091,121$ 26,624,721$ 28,699,044$ 7.8% Capital Budget 27,513,763$ 31,417,581$ 24,382,029$ -22.4% Total Budget $ 51,604,884 $ 58,042,302 $ 53,081,073 -8.5% 16-2
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The primary driver for this operating budget is the existing obligations associated with staffing costs, which make up most of the operating budget increase. Attracting, retaining, and developing a highly skilled, adaptable, and engaged workforce is critical to the success of Encina’s mission. The budget reflects the implementation of year three in the three -year salary and benefit package approved by the Board of Directors in July 2023. Within staffing costs, increases in health benefit costs and CalPERS related costs for existing staff are the most significant factors driving the personnel increase. Health benefits continue to be costly, and costs related to CalPERS unfunded accrued liability and Encina’s Pension Policy are included within this budget.

Other impacts to the operating budget include rising energy and insurance costs. Chemical costs are decreasing overall based on chemical bids received in April. In prior years, volatility put significant upward pressure on the operating budget. Volatility continues to impact these sectors making it difficult to predict long-term trends and their impact on Encina. Longer -term, the Cogeneration Low Emission & Augmentation Retrofit (CLEAR) project currently being developed aims to stabilize long-term energy costs, as well as respond to increasingly stringent air quality regulations, in a way that maximizes value for Encina and its Member Agencies.

[Remainder of page intentionally left blank.]

Operating Program Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
Encina Water Pollution Control Facility $ 18,998,862 $ 20,907,524 $ 22,431,526 7.3% Environmental Compliance ─ Source Control $ 1,082,931 $ 1,157,985 $ 1,390,729 20.1% Agua Hedionda Lift Station $ 659,604 $ 663,873 $ 731,488 10.2% Buena Creek Pump Station $ 599,241 $ 676,191 $ 702,898 3.9% Buena Vista Pump Station $ 835,114 $ 990,528 $ 1,038,211 4.8% Carlsbad Water Recycling Facility $ 1,698,053 $ 1,926,044 $ 2,075,864 7.8% Raceway Basin Pump Station $ 217,316 $ 302,576 $ 328,328 8.5% Total Operating Budget $ 24,091,121 $ 26,624,721 $ 28,699,044 7.8% Estimated Other Operating Revenue $ - $ (474,800) $ (475,000) 0.0% Estimated Member Agency Share $ 24,091,121 $ 26,149,921 $ 28,224,044 7.9% 16-3
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CAPITAL BUDGET OVERVIEW
The Recommended FY 2025 -26 Capital Budget totals approximately $24.4M for the following Encina capital programs summarized below:

Despite a history of strategic planning, capital costs have increased rapidly over the past 3 years driven by the global volatility discussed in previous budgets. Encina’s 2040 Master Plan provided direction to address some, but not all, of the changing environment factors Encina is facing. While the Recommended FY 2025-26 Capital Budget reflects pressures from several directions including aging infrastructure renewal, solids management capacity due to solids inflow growth, and regulations, it also reflects the opportunity to adapt to a new paradigm.

Aging Infrastructure Renewal
Facility age and a uniquely corrosive marine environment, given Encina’s coastal location and the nature of the resources Encina manages, are putting significant pressure on infrastructure renewal. The original treatment plant was constructed in 1963 with Phase I and II following in 1971 and 1975 respectively. The first three phases were built between 50 and 62 years ago. Phase III and IV were built in 1982 and 1992, respectively. Phase V, the most recent comprehensive expansion, was built in 2006. Based on estimates from July 2024 Encina is responsible for ~$746 million worth of Joint System Assets at the EWPCF. Many of these assets are near or at the end of their useful life. Failure to proactively maintain Encina’s aging infrastructure can lead to process failures resulting in wastewater spills that negatively impact the environment and north San Diego County economy. Over the next several years, plant rehabilitation to maintain core services is expected to have an order of magnitude cost of ~$145 million, in 2025 dollars.

This does not include other necessary infrastructure upgrades as discussed below.

Solids Management Capacity due to Growth
Growth within the Member Agencies’ service area is also putting significant pressure on Encina’s solids management capacity. About 63% of the overall 43.31 million gallons per day of solids capacity is currently used which creates three challenges. First, reduced hydraulic detention time of solids in the digesters is Capital Program Actual
FY 2
023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Ch
ange
EWPCF – Capital Improvements 22,231,253$ 25 ,072,000$ 18,240,000$ -27.2% EWPCF – Planned Asset Rehabilitation 1,496,903$ 1, 729,000$ 1,694,000$ -2.0% EWPCF – Capital Acquisitions 341,988$ 72 0,000$ 693,000$ -3.8% Remotes Facilities – Acquisitions & Rehabilitation 1,260,290$ 1, 549,500$ 1,173,500$ -24.3% Allocated Personnel Expenses 2,183,329$ 2, 347,081$ 2,581,529$ 10.0% Total Capital Budget $ 27,513,763 $ 31 ,417,581 $ 24,382,029 -22.4% Estimated Federal Grant $ (100,000) $ - -1 00.0% Estimated Member Agency Share $ 27,513,763 $ 31 ,317,581 $ 24,382,029 -22.1% 16-4
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near the permit limit of 15 days. This permit limit allows for the disposal of Class “B” solids when the heat dryer system does not have adequate capacity to meet demands or is out of service for maintenance. The Biosolids Management Plan completed in 2022 identified the need for either increased hydraulic capacity at the digesters or the installation of a second heat dryer system; adding hydraulic capacity in the digester processes was determined to be the least cost alternative as rehabilitation of unused existing infrastructure would reduce overall project costs. Second, the additional digester capacity would provide buffering capabilities in the event that Encina experiences a process upset where an upset digester would need to be isolated and the biological activity restored to normal levels without the potential to spill digested solids. Third, spare solids management capacity is needed to ensure preventative maintenance can be performed on the digesters helping increase infrastructure sustainability an d resiliency and lowering long-term costs. Without the spare capacity to meet permit requirements, allow for appropriate control of process upsets and for proactive and preventative maintenance, the risk of permit violations, infrastructure failures and co stly rehabilitation increases significantly. Over the next 5 years, improvements to Encina's Digester 1, 2, and 3 are expected to have a cost order of magnitude of ~$40 million, in 2025 dollars.

Regulatory Environment
More stringent regulations continue to put significant pressure on Encina. While some upcoming regulations are predictable, they are not fully quantifiable, leading to increased business risk. For example, newly adopted air quality regulations by the EPA and the State will have a profound impact on Encina’s cogeneration engines used to produce power and heat onsite. If a viable alternative cannot be found, Encina anticipates that its energy costs will increase ~$3.3 million annually, in 2025 dollars. The CL EAR project currently being developed aims to stabilize those energy costs while simultaneously addressing the newly adopted air quality regulations. Another example includes the State Water Resource Control Board (SWRCB) investigating how nutrients discharged from treatment plants impact the ocean ecosystem. There is concern that excess nutrients from ocean outfalls contribute to ocean acidification and hypoxia, both of which can have substantial negative impacts on marine ecosystems. Recently, Encina completed a plume tracking study in accordance with operating permit requirements. The data from this study is being monitored by the SWRCB and is anticipated to guide their future regulations. Staff anticipates our 2018 National Pollutant Discharge Elimination System (NPDES) permit, which included plume tracking for the first time, will be renewed by late 2025 with additional requirements not yet known. Based on SWRCB’s historical regulation cycle, staff anticipates the SWRCB will incorporate nutrient limits into our NPDES permit between 2032 and 2040. One of the most common technologies available to remove nutrients from wastewater discharge are membrane bio -reactors, the same technology used for direct or indirect potable reuse projects. This technology is costly. Over the next nine years, regulatory requirements impacting energy resources and nutrient limits on Encina’s Ocean Outfall are expected to have an order of magnitude cost of ~$25 million and ~$220 million, respectively, in 2025 16-5
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dollars. Grant funding totaling ~$14 million is expected to offset a portion of the expected ~$25 million for the CLEAR project.

Staffing resources are also critical to the successful execution of the decades-long capital plan to address Encina’s challenges. As such, the Recommended FY 2025 -26 Capital Budget includes funding for ~10 full - time equivalent (FTE) positions. These positions include full and part -time efforts of Encina executives, professionals, managers, and technical staff who plan, direct, and support Encina’s Capital Program. The addition of the Engineer position last budget cycle helps support the significant workload associated with Encina’s aging infrastructure, capacity improvements, and regulatory requirements.

Capital Improvement Projects for FY 2025 -26 include new and continued funding of the CLEAR ($7.3M), Primary Sedimentation Basin Mechanical Rehabilitation ($3.0M), and the Secondaries & Effluent Electrical & Controls Improvements ($3.0M), along with over 50 other projects of lesser value.

Planned Asset Rehabilitation and Replacement (PARR) effort at EWPCF reflects minor plant rehabilitation efforts undertaken by Encina staff to maintain the Joint System assets. PARR Projects total ~$1.7M. EWPCF Capital Acquisitions total ~$0.87M and reflect investment in minor infrastructure and equipment. Remote Facilities – Acquisitions and Rehabilitation total ~$1.2M and reflect investment in remote facility improvements.

Budget Schedule
The Fiscal Year 2025-26 budget adoption schedule and current progression through the process is shown below for reference.

Date Action Participant
February 4, 2025 Budget Schedule MAM
February 26, 2025 Board Presentation: Budget Assumptions/Drivers BOD February 27, 2025 Remote Facilities Budget Review Carlsbad & Vista March 4, 2025 Email Draft Budget MAM & BOD
March 11, 2025 Budget Workshop #1: Draft Budget Discussion MAM & BOD April 8, 20251 Optional Budget Workshop #2: Draft Budget Discussion MAM & BOD April 23, 2025 Budget Approval BOD & JAC
May & June 2025 Member Agency Budget Approval Member Agencies June 25, 2025 Appropriations Resolution BOD

1. The Board elected via motion at the March budget workshop to forgo the optional April budget workshop.

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Budget Changes from March Budget Workshop
At the March 11, 2025 budget workshop, staff committed to communicate any changes to the budget which occurred after the workshop. Since the workshop, Staff have made several changes to the budget.

The first change is to correct a typo on the EWPCF – Capital Improvements, Five -Year Detail schedule.

Previously a column header in that schedule read “Balance as of Feb. 2024.” It now reads “Balance as of Feb. 2025.”
Second, staff made non-substantive changes to the language in the Letter of Transmittal.

Third, staff have added an additional column to the EWPCF – Capital Improvements, Five -Year Detail schedule based on feedback from the Member Agency Managers during the March 11, 2025 budget workshop. The Member Agency Managers requested information on what portion of a project had been authorized (i.e. approved by the Board or through the General Manager’s authority). Staff added an “Amount Authorized” column to convey this information.

Fourth, staff made corrections to the historical data shown in the EWPCF – Capital Improvements, Five- Year Detail schedule for project 13023, 33026, and 51016 to tie out to the financial information system.

Lastly, staff adjusted the budget based on the several bids received prior to publication of this report. As mentioned during the March 11, 2025 budget workshop, our chemical contracts were out to bid and, for our larger chemical contracts, expected to be returned early April. The following table shows the changes between the estimated budget numbers used for the March budget workshop and the proposed budget numbers based on the bids received:

Line Item FY 2025-26 Estimated FY 2025-26 Proposed Change ($) CEPT Polymer $228,861 $189,101 ($39,760)
Dewatering Polymer 1,430,100 1,093,878 (336,222)
Ferric Chloride 1,080,000 1,067,156 (12,844)
Sodium Hypochlorite1 795,255 666,623 (128,632)
Total $3,677,716 $3,016,758 ($517,458)

1. Includes Encina and CWRF amounts.

These budget adjustments impact data and tables throughout the budget book by the magnitude shown in the table.

FISCAL IMPACT
The recommended budget currently provides for FY 2025 -26 Operating Appropriations totaling $28,699,044 and Capital Appropriations totaling $24,382,029, for a combined total of $53,081,073.

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JOINT ADVISORY COMMITTEE
Staff prepared the appropriate proposed budget documents and recommendations for JAC consideration.

If the JAC or Member Agencies do not approve the FY 2024 -25 Proposed Budgets, the RBA enables E nci to continue operating using the most recently approved budgetary limitations.

MEMBER AGENCY MANAGERS REVIEW
Per the Fiscal Year 2025-26 Budget Schedule adopted by the Board, budget discussions and workshops will be held with the complete Board. Therefore, there was no feedback from the Member Agency Manager meeting. However, staff did receive and respond to writ ten questions from Member Agency Managers and staff.

COMMITTEE REVIEW
During the Fiscal Year 2024-25 budget adoption process, staff received feedback from the Board to modify the budget process to allow the Board to consider the comprehensive impacts of the budget's operating and capital components. In response, staff developed an alternative budget adoption process for Fiscal Year 2025-26, adopted by the Board in September 2024. As part of this process, the complete Board met in March to discuss the budget during the March budget workshop. There was no feedback from the Policy & Finance Committee or Capital Improvement Committee meetings since the budget workshop was held with the complete Board.

THEREFORE, STAFF RECOMMENDS THE JOINT ADVISORY COMMITTEE:

1. Adopt the FY 2025-26 Proposed Operating Budget and forward the recommended budget to the Boards and Councils of the Member Agencies.

2. Adopt the FY 2025-26 Proposed Capital Program Budget and forward the recommended budget to the Boards and Councils of the Member Agencies.

3. Discuss and take other appropriate action.

Prepared by: Aaron Beanan, Director of Finance
Reviewed by: Jennifer Sabine, Assistant General Manager Approved by: Scott McClelland, General Manager

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Ref: Admin.25-16242

ENCINA WASTEWATER AUTHORITY

BOARD OF DIRECTORS
Item
: 17
Date : April 23, 2025
To : Honorable Chair and Board of Directors
From : Scott McClelland, General Manager
Issue : DISSOLVED AIR FLOTATION THICKENER (DAFT) PHASE II REHABILITATION AND REPAIR

PRELIMINARY DESIGN AWARD

STAFF RE
COMMENDS THE BOARD OF DIRECTORS:

1. Authorize the General Manager to execute a Professional Services Agreement with Carollo Engineers, Inc. in the amount not to exceed $ 393,657 for Preliminary Design Services for DAFT Phase II Rehabilitation and Repair.

2. Discuss and take other action as appropriate.

BACKGROUND
The three existing Dissolved Air Flotation Thickeners (DAFT) at Encina Wastewater Authority’s (EWA) Encina Water Pollution Control Facility (EWPCF) provide thickening of the waste activated sludge (WAS) as part of the solids handling process. The basins were installed between 1982 and 1984 during the Phase IV expansion. The DAFT Phase II Rehabilitation and Repairs will address the remaining repairs and improvements required to extend the useful life of the facilities that were not addressed in the Phase I effort. The recommendation exceeds the General Manager’s authority and therefore requires the Board of Directors’ approval.

FIVE-YEAR STRATEGIC PLAN REFERENCE
Strategic Initiative SI-4-6: Advance the DAFT Phase II Improvements Project

DISCUSSION
In 2018, a Condition Assessment by V&A determined that significant repairs and improvements were needed for the system to continue operating safely. Due to resource constraints, the repairs were planned to be completed in two (2) phases. In 2021, Carollo completed a DAFT condition assessment to identify key repairs for the first phase. The DAFT Phase I Rehabilitation and Repair Project addressed the most immediate and critical repairs needed to keep the system operational and was completed in January 2025.

While the DAFT Phase I Rehabilitation and Repairs focused on structural repairs and replacement of mechanical equipment on the inside of the DAFT tanks, DAFT Phase II will complete repairs and improvements outside of the tanks as well as the adjacent systems. During the preliminary design phase of this project, additional evaluation will be performed on the project elements to validate the 17-1
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improvements that provide best -value to EWA and develop final design criteria. The Preliminary Design Services for the DAFT Phase II Rehabilitation and Repairs will include the following elements:
• Rehabilitation of the DAFT units including r eplacement of the DAFT pressurization system , pressurization pumps, dissolution tanks and valves, odor control ducting, and repair of the side hatches.
• WAS and thickened waste activated sludge (TWAS) system mechanical improvements including the replacement of TWAS pumps, valves, flow meters, piping, and supports in the pump pit. • Polymer system improvements including the demolition and replacement of the DAFT polymer system blending units and pumps, modifications to the polymer piping, demolition and removal of abandoned facilities, and improvements to the polymer containment area. • Rehabilitation and improvements to the Class B loadout facilities including gate actuators, conveyor, scale, and odor control facilities.
• Improvements to the yard piping including condition assessment of WAS piping and replacement of TWAS piping.
• Electrical, instrumentation, and controls improvements including the replacement of MCCs which have reached the end of useful life and migration of the remaining legacy facilities to the new SCADA system.

Beginning in May of 2024, staff began reaching out to prospective consultants to provide design services for the DAFT Phase II Rehabilitation and Repairs to discuss the proposed project and conduct individual site walks to foster interest in the project. Staff released the Request for Proposals in December 2024 and allowed eight weeks for consultants to prepare and submit their proposals. In February 2025, staff received two proposals. In March 2025, staff conducted interviews with the two qualified teams and evaluated the teams based on Project Understanding, Approach, and Scope of Service; Related Project Experience and Technical Competence; Project Team and Staff Qualifications; and Estimated Level of Effort. Carollo Engineers, Inc. was determined to be the most qualified and responsive firm.

Staff has negotiated the preliminary design scope and fee with Carollo Engineers, Inc. to complete the preliminary design of the recommended Phase II improvements and produce a Preliminary Design Report.

A separate Board action will be requested for authorization of the final design services. Following the completion of final design, this project will be competitively bid for construction.

FISCAL IMPACT
The fiscal impact of this recommendation is $ 393,657. Sufficient appropriati ons are available in the FY2025 and FY2026 Capital Improvement Program budgets to support the recommendation.

Rec. No. Services Firm Authorization Amount
1 Professional Services Agreement Carollo Engineers, Inc. $393,657 Total $393,657

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April 23, 2025
Encina Wastewater Authority (Encina) Board of Directors (BOD) DAFT Phase II Rehabilitation and Repair Preliminary Design Award

Ref: Admin.25-16242

MEMBER AGENCY MANAGER REVIEW
The Member Agency Managers were briefed on this project in their April meeting.

COMMITTEE REVIEW
The Capital Improvement Committee reviewed this item in their April meeting and approved staff’s recommendation.

THEREFORE, STAFF RECOMMENDS THE BOARD OF DIRECTORS:

1. Authorize the General Manager to execute a Professional Services Agreement with Carollo Engineers, Inc. in the amount not to exceed $393,657 for Preliminary Design Services for DAFT Phase II Rehabilitation and Repair.

2. Discuss and take other action as appropriate.

Attachment 1: Presentation
Attachment 2: Scope of Work for Dissolved Air Floatation Thickener (DAFT) Phase II Rehabilitation and Repair Preliminary Design Services

Prepared by: Michael Powers, Engineering Services Manager Reviewed by: Jennifer Sabine, Assistant General Manager Approved by: Scott McClelland, General Manager
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ATTACHMENT 1

PRESENTATION
Apr
il 23, 2025
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Dissolved Air Flotation Thickener (DAFT)
Phase II Rehabilitation and Repair
Preliminary Design Award

BOARD OF DIRECTORS
APRIL 23, 2025
Recommendations

1. Authorize the General Manager to execute a Professional Services Agreement with Carollo Engineers, Inc. in the amount not to exceed $393,657 for Preliminary Design Services for DAFT Phase II Rehabilitation and Repair.

2. Discuss and take other action as appropriate.

Five-year Strategic Plan Reference
Strategic Initiative No. 4-6: Advance the DAFT
Phase II Improvements Project
1 2
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• Three Existing DAFTs provide
thickening for the Waste Activated
Sludge (WAS)
• Aging facilities
• DAFT Nos 1 & 2 constructed in 1982
• DAFT No. 3 constructed in 1984
• Condition Assessments completed
in 2018 and 2021 identified key
repairs required to extend useful life
of DAFTs
• DAFT Phase I Rehabilitation and
Repair Project was completed in
January 2025
DAFT Phase II Rehabilitation and Repair Project Background DAFTs
Project
Elements
TWAS
WAS
Project Elements
Polymer System
Existing DAFT Cover Electrical Room
Pressurization System
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Outreach
Received
Outreach & Selection
• Two (2) Proposals were received
• Staff conducted interviews on March 13, 2025
• The Carollo Engineering Team, including Black and Veatch, was found to be the most qualified
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Fiscal Impact
Authorization AmountFirmServicesRec. No.
$393,657Carollo Engineering,
Inc.

Preliminary Design Services –
DAFT Phase II1
$393,657Total
Recommendations

1. Authorize the General Manager to execute a Professional Services Agreement with Carollo Engineers, Inc. in the amount not to exceed $393,657 for Preliminary Design Services for DAFT Rehabilitation and Repair Phase II.

2. Discuss and take other action as appropriate.

Questions?
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ATTACHMENT 2

SCOPE OF WORK FOR DISSOLVED AIR FLOTATION THICKENER (DAFT)

PHASE II REHABILITATION AND REPAIR PRELIMINARY DESIGN

SERVICES
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5355 Mira Sorrento Place, Suite 270
San Diego, California 92121
P 858-505-1020
carollo.com
19P
roject No / DAFT Phase II Scope
April 10, 2025
Mr
. Michael Powers, P.E.

Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
Subject: Proposal to Provide Engineering Services for the Desi g n of the Encina Water Pollution Control
Facility’s Dissolved Air Flotation Thickener Phase II – Rehabilitation and Repair Dea
r Mr. Powers:

Carollo Engineers Inc. (Carollo) is pleased to submit this proposal to provide Engineering Services for the design of the Dissolved Air Flotation Thickener Phase II – Rehabilitation and Repair Design Services (Project). While the Phase I project addressed structural and internal mechanical components of the DAFTs, Phase II will incorporate further improvements to restore full performance and optimize maintenance in the future. This letter provides our proposal to provide design services for DAFT Phase II Rehabilitation and Repair.

SCOPE OF WORK

This proposal is to complete the design for the project and includes the following tasks:

Task 1 – Preliminary Design
T
ask 1.1/1.2-Meetings and Workshops
Ca
rollo will chair meetings to present project progres s and discuss major decisions and action items. Workshops will be used for focused discussions on specific disciplines such as electrical, instrumentation and control (EI&C) or deliverable feedback. A kickoff meeting will be used to review the scope of work, establish lines of communication, and discuss project goals and approach. At the meeting, project issues and concerns can be expressed by EWA staff. Data and other information needs will be discussed. The following meetings are scheduled:
• Project Kickoff Meeting.
• Progress Meetings (6)
• EI&C Workshop
• Preliminary Design Workshop.

Task 1.3-Project Management/Invoicing
This task addresses the management responsibilities as
sociated with proper scheduling, budget control, invoice preparation and coordination with the EWA. Carollo’s principal-in-charge and project manager will review the status of budget, schedule and relevant project issues together on a weekly basis. Our project manager will provide project status updates via email to EWA’s designated project manager on a bi-weekly basis. These bi- weekly status updates will be used to confirm work progress, identify critical information needs, and where appropriate alert the EWA to any potential issues which may impact the project scope, schedule or budget. These 17-10
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bi-weekly project status updates will be supplemented with monthly project status reports that will be prepared a
nd distributed along with Carollo’s invoices.

Task 1.4-Quality Assurance and Quality Control
Carollo will provide quality assurance and quality c o ntrol (QA/QC) reviews through the course of the project consistent with EWA’s policies. Our QA/QC and quality management procedures establish and maintain a structure for providing reviews of all work products and adherence to industry design standards.

All product deliverables, including detailed checking of work by in-house staff will be reviewed prior to submittal to the EWA. Technical reviews will include reviews for code compliance, safety, operability, constructability, errors/omissions and clarity.

Task 1.5-Topographic Survey
Site elevation information will be collected by a top ographic field survey. The information collected will be used to verify existing structure elevations, tie-in locations and provide grade information. Areas of interest will be developed based on alternatives and final survey data will be used for preliminary and final design modifications.

Eight (8) potholes up to 10 feet deep are included in this scope.

Task 1.6-Utility Investigation
To better manage risk for excavation activities, in a ddition to a review of record documents, an underground utility survey will be conducted at points of potential conflict. Utilities include all in-plant, utility company owned, and public agency-owned piping, duct banks and other interferences. The information collected will be used during preliminary design to develop pipe routing alternatives.

Task 1.7-DAFT Improvements
Improvements will include recommendations for repair of the side hatches, evaluation and recommendation for replacement of DAFT pressurization system, including pressurization pumps, dissolution tanks and valves, or consideration of alternative technology. DAFT improvements will also evaluate rerouting odor control duct for better access and draining in conjunction with options for addressing DAFT cover improvements not addressed under DAFT Phase I.

Task 1.8- Mechanical Piping Improvements
The mechanical improvements will include an evaluatio n and recommendation for the replacement of the existing TWAS pumps which currently experience pressure limitations. Pump evaluation will also consider valve arrangement, pipe configuration and flow meter installation within the DAFT pump pits. Improvements to the TWAS piping system include alternative routing for replacement of TWAS piping and improvements to supports within the pump pits, and dump valves. Pump and piping design will consider operational pump preferences and existing pressure issues.

Task 1.9- Polymer System Improvements
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Evaluate and make recommendations on DAFT polymer blending units and replacement of existing aging e
quipment with new polymer blending units, pumps, and polymer piping modifications located in the existing containment area. Polymer improvements include structural improvements to the containment area.

Task 1.10 Class B Loadout Improvements
Rehabilitation of the existing Class B Loadout Facili ties will include replacement of gate actuators, evaluating the existing conveyor for repair or replacement, scale alternatives to allow door closing when trucks are being weighed, odor control improvements, and video monitoring of loadout.

Task 1.11 Yard Piping Improvements
Yard piping improvements include an optional task to perform a condition assessment on existing WAS piping from the secondary pump gallery to the DAFT units. The optional task includes CCTV scope for four (4) 8-inch pipes and approximately 380 linear feet per pipe. Where feasible piping above ground will be assessed visually.

Pipe material and condition will be evaluated for the remaining life and determined if replacement is necessary.

Recommendations for replacement will include pipe material and sizing.

Task 1.12 Electrical & Instrumentation Improvements
Electrical and instrumentation upgrades will include
rewiring I/O to new IOC, replacement of MCC H&J in
Dewatering Building, replacement of MCC P&R in Power Building, improvements to Dewatering Building electrical room HVAC, evaluation for replacement of underground conduit with above ground conduit where practical, and replacement of lighting panels in Dewatering Building Electrical room.

Task 1.13 SCADA Improvements
SCADA improvements will include the design and coord i nation of installation of new MCCs to new SCADA and migration of DAFT equipment from the old SCADA system to the new SCADA.

Final recommendations for each element will be incorporated into a preliminary class 4 construction cost estimate. Each alternative will review sequencing constraints during construction. All assumptions and coordination for implementation of each element will be provided, taking into consideration other project elements along with operational constraints and other EWA projects.

Task 1.14/1.15 Draft PDR Report
The Preliminary Design Report (PDR) will document the
results of the above tasks. The PDR will focus on
finalizing the design criteria, equipment selection, spatial configurations, and development of alternatives for final design. A list of final design drawings will be included in the report. Both a draft and final report will be prepared.

Task 1.16 Construction Opinion of Cost
Class 4 opinion of cost will be developed based on co nceptual quantity take-offs, expected unit costs, and vendor quotes for major equipment. Carollo’s Cost Template will be used.

Task 1.17 EI&C Workshop I
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Carollo & Black and Veatch will lead a focused EI&C review workshop to present the findings and r
ecommendations. The workshop will be specific to electrical and instrumentation portions of the project and will include discussion final design recommendations along with discussion for construction sequencing needs to maintain plant operations.

Task 1.18 PDR Review Workshop
Carollo will lead one (1) PDR review workshop to pre s
ent the findings and recommendations of the PDR and
document EWA comments. The workshop will include discussion on each engineering discipline and identify final design recommendations along with construction sequencing needs to maintain plant operations.

Task 1 Deliverables:
• Status reports and monthly status reports submitted with each invoice. • Project schedule, QA/QC documentation.
• Meeting agendas.
• Workshop presentation slides.
• Draft and final meeting minutes.
• Draft Preliminary Design Report
• Final Preliminary Design Report
• Opinion of Cost
• Implementation plan (as a chapter of PDR)
Assumptions
• EWA will provide all available as-built plans, record drawings, layouts, reports, and any other information related to the facility prior to beginning work.
• Geotechnical services are not required.
• Entry for condition assessment is not provided in this scope. • Opinion of Cost based on industry experience and vendor quotes • Preliminary layouts will be provided using 3D software.

Task 2 – F inal Design
Task 2.1 - Progress Meetings
C
arollo will chair progress meetings to present proje ct progress and discuss major decisions and action items.

There will be a total of nine (9) progress meetings during the final design period.

Task 2.2 – Project Management/Invoicing
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Carollo will continue to provide project management and invoicing through Final Design as described in Task 1 – Pr
eliminary Design.

Task 2.3 – QA/QC
Carollo will continue to provide QA/QC through Final De sign as described in Task 1 – Preliminary Design.

Task 2.4 – Prepare 30% Plans and Specifications
Based on the information identified during preliminary
design, Carollo will prepare 30% plans and specifications to rehabilitate the existing DAFT units and to implement improvements to the WAS/TWAS mechanical components, Polymer System, Class B Loadout Facilities, yard piping, Electrical, Instrumentation, and SCADA systems. Draft plans and specifications, including front end documents, will be prepared for submittal to EWA for review and comment.

Task 2.5– Prepare 60% Plans and Specifications
After submission of the 30% design documents, Carollo
will collect EWA comments and incorporate responses
into a 60% set of plans and specifications. The 60% plans and specifications will be prepared and submitted to EWA ahead of approval of bid-ready drawings and specifications.

Task 2.6 – Prepare 90% Plans and Specifications
After submission of 60% design documents, Carollo will collect EWA comments and incorporate responses into a 90% set of plans and specifications. The 90% plans and specifications will be prepared and submitted to EWA ahead of approval of bid-ready drawings and specifications.

Task 2.7 – Prepare 100% Plans and Specifications
After submission of 90% design documents, Carollo wil l collect EWA comments and incorporate responses into a
100% set of plans and specifications. The 100% plans and specifications will be prepared and submitted to EWA ahead of approval of bid-ready drawings and specifications.

Task 2.8 – Prepare Bid-Ready Plans and Specifications
A
fter submission of 100% design documents, Carollo wil l collect EWA comments and incorporate responses into a bid-ready set of plans and specifications. The bid-ready plans and specifications will be prepared and submitted to EWA for final advertising for contractual construction.

Task 2.9 Construction Opinion of Cost
An AACE International Class 3 cost estimate will be pr
epared for the 30% design submittal. For design submittals at 60%, 90%, and 100% an AACE International Class 2 opinion of cost will be prepared. Each opinion of cost will be reflective of the progress made by each respective design submittal.

Task 2.10 Construction Schedule
A preliminary construction schedule will be prepared f or the 30%, 60%, 90%, and 100% deign submittals.

Construction schedules will be reflective of the progress made by each respective design submittal. Schedules will be provided in Gantt chart format using scheduling software such as Primavera Project Planner (P3) or Microsoft 17-14
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Project. A qualified Carollo construction individual will be engaged to review quantity takeoffs and assist in the de
velopment of the detailed construction schedule.

Task 2.11 Deliverable Review Workshops
Deliverable review workshops will be used for focused discussions on specific deliverable feedback. Deliverable workshops will be held for the following design submittals:
• 30% Design Workshop
• 60% Design Workshop
• 90% Design Workshop
Task 2.12 EI&C Workshop II
Carollo & Black and Veatch will lead a focused EI&C re view workshop to discuss progress on electrical and instrumentation scope. The workshop will be specific to electrical and instrumentation portions of the project and address comments from EWA.

Task 2.13 – Bid Support Services
Carollo will conduct one pre-bid meeting, including th e presentation preparation and site walk. Bid addenda will be prepared to provide information and clarification of the bid documents. A bid evaluation report will be prepared along with a recommendation for award.

Deliverables:
• Status reports and monthly status reports submitted with each invoice. • Project schedule, QA/QC documentation.
• Meeting agendas.
• Workshop presentation slides.
• Draft and final meeting minutes.
• 30% design documents in electronic format.
• 60% design documents in electronic format.
• 90% design documents in electronic format.
• 100% design documents in electronic format.
• Final bid documents in electronic format.
• Opinion of Cost
• Construction Schedule
• Pre-bid meeting minutes.
• As-needed addenda (3 assumed).
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• Conformed plans in electronic format.
• Co
nformed specifications in electronic format.
• Bid evaluation report.

Assumptions:
• Final design scope based on a total sheet count of 75. The drawing list is included after the scope in Appendix A.
• EWA front end contract specifications will be used.
• Permitting with the Regional Water Quality Control Board is not included in this Scope. • Permitting with local City building department is not anticipated or included. • Replacement of existing supply air fans is not included. • Opinion of cost based on industry experience and vendor quotes.

BUDGET ESTIMATE
Carollo proposes to perform the above-described scope of services on a time and material and Not-To-Exceed Fee
of $1,392,625. A d etailed estimated budget is attached.

SCHEDULE
The schedule for performing the above tasks will take approximately twenty-two (22) months to complete. Below is
a summary of the proposed schedule assuming a Notice to Proceed (NTP) date of May 1 st, 2025. • NTP
and Kick-off Meeting: 5/1/2025
• EI&C Workshop No. 1: 7/25/2025
• Submit Draft PDR: 9/20/2025
• Preliminary Design Workshop: 10/12/2025
• Submit Final PDR: 11/1/2025
• Final Design NTP: 12/12/2025
• 30% Design Submittal: 3/17/2026
• 30% Design Workshop: 4/18/2026
• EI&C Workshop No.2: 4/25/2026
• 60% Design Submittal: 7/2/2026
• 60% Design Workshop: 7/30/2026
• 90% Design Submittal: 10/1/2026
• 90% Design Workshop: 10/29/2026
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• 100% Design Submittal: 11/27/2026
• F
inal Submittal: 1/2/2027
• Final Plans and Specifications for Bid: 2/6/2027
Please feel free to contact me should you have any questions regarding this proposal. Carollo appreciates the opportunity to work with the EWA on this important infrastructure project.

Sincerely,
CAROLLO ENGINEERS, INC.

Jeff Weishaar, P.E.

Project Manager
Enclosures:

Fee Schedule
cc:

Jeff Weishaar
Benito Gutierrez
James Kearns
Charbel Kobtawy
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Appendix A: Prelim
inary Drawing List

ENERAL DRAWINGS - (G)
G-01 TITLE SHEET AND LOCATION MAPS
G-02 SHEET INDEX AND DRAWING IDENTIFICATION
G-03 LEGEND, SYMBOLS AND GENERAL NOTES - GENERAL
G-04 ABBREVIATIONS
G-05 SITE PLAN AND CONTRACTOR STAGING

DEMOLITION - (D)
D-01 OVERALL DEMO PLAN
D-02 DAFT COVERS/HATCHES 1
D-03 DAFT PHOTOS 1
D-04 PRESSURIZATION SYSTEM DWG/PHOTOS 1
D-05 PUMP PIT 1 DWG/PHOTOS
D-06 PUMP PIT 2 DWG/PHOTOS
D-07 POLYMER SYSTEM/BOOSTER PUMPS
D-08 POLYMER SYSTEM PHOTOS 1
D-09 POLYMER SYSTEM PHOTOS 2
D-10 CLASS B LOADOUT PHOTOS 1
CIVIL/SITE DRAWINGS – (C)
C-01 LEGEND, SYMBOLS AND GENERAL NOTES - CIVIL
C-02 YARD PIPING OVERALL PLAN
C-03 YARD PIPING PARITIAL PLAN AND PROFILE-TWAS 1
C-04 YARD PIPING PARITIAL PLAN AND PROFILE-TWAS 2
C-05 YARD PIPING PARITIAL PLAN AND PROFILE-WAS 1
C-06 YARD PIPING PARITIAL PLAN AND PROFILE-WAS 2
C-07 CONNECTION DETAILS 1
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STRUCTURAL DRAWINGS - (
S)
S-01 LEGEND, SYMBOLS, AND GENERAL NOTES
S-02 DAFT- COVER/ FRAMING MODIFICATIONS 1
S-03 DAFT- COVER/ FRAMING MODIFICATIONS 2
S-04 POLYMER CONTAINMENT AREA
S-05 CLASS B LOADOUT AREA
S-06 STRUCTURAL DETAILS 1

PROCESS MECHANICAL DRAWINGS - (M)
M-01 LEGEND, SYMBOLS AND GENERAL NOTES -

PROCESS/MECHANICAL
M-02 DAFT & PRESSURIZATION AREA- PLAN
M-03 DAFT & PRESSURIZATION AREA SECTIONS
M-04 PUMP PIT PLAN
M-05 PUMP PIT SECTION 1
M-06 PUMP PIT SECTION 2
M-07 POLYMER AREA PLAN
M-08 POLYMER SYSTEM SECTIONS
M-09 CLASS B LOADOUT- UPPER PLAN
M-10 CLASS B LOADOUT- LOWER PLAN
M-11 CLASS B LOADOUT- SECTION
M-12 MECH DETAILS 1
ELECTRICAL DRAWINGS – (E)
E-01 ELECTRICAL LEGEND
E-02 ELECTRICAL ABBREVIATIONS AND NOTES
E-03 OVERALL SITE PLAN
E-04 POWER DISTRIBUTION ONE-LINE
E-05 MCC H&J ONE-LINE
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E-06 MCC P&R ONE-LINE
E-07 MISC ONE-LINES FOR HVAC AND MISC REPLACEMENT
E-08 CONTROL ONE-LINES FOR DEWATERING AREA
E-09 CONTROL ONE-LINES FOR POWER BUILDING AND MISC AREAS E-10 CONTROL ONE-LINES FOR LOADOUT CONVEYOR AND GATES
E-11 CONNECTION DIAGRAM FOR SCALES AND LOADOUT FACILITY

CAMERAS
E-12 PROCESS SCHEMATICS
E-13 HVAC SCHEMATICS AND MISC BULDING SERVICE
E-14 POWER PLAN - DEWATERING
E-15 POWER PLAN - POWER BUILDING
E-16 POWER PLAN - ELECTRICAL AREA
E-17 POWER PLAN - DAFT BASIN 1
E-18 POWER PLAN - DAFT BASIN 2
E-19 POWER PLAN - DAFT BASIN 3
E-20 POWER PLAN - CLASS B LOADOUT FACILITIES
E-21 ELEVATIONS
E-22 MISC DETAILS
E-23 SCHEDULES
INSTRUMENTATION AND CONTROLS – (I&C)
I-01 P&ID LEGEND & ABBREVIATIONS SHEET 1 OF 3
I-02 P&ID LEGEND & ABBREVIATIONS SHEET 2 OF 3
I-03 P&ID LEGEND & ABBREVIATIONS SHEET 3 OF 3
I-04 CONTROL SYSTEM BLOCK DIAGRAM
I-05 DAFT 1 P&ID
I-06 DAFT 2 P&ID
I-07 DAFT 3 P&ID
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I-08 DAFT Pressurization System P&ID
I-09 TWAS P&ID 1
I-10 TWAS P&ID 2
I-11 Cake Loadout P&ID
I-12 I&C Installation Details
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Encina Wastewater Authority
DAFT Phase II Improvements - Design Fee
April 2025
Hourly Billing Rate $325 $240 $325 $240 $190 $206 $180 $145 $364 $302 $286 $312 $322 $280 $172 $312 $182 $146 $146 $166 $119 $104 $145 Task
No. TASK DESCRIPTION
Project Manager
Lead Project Engineer
Senior Engineer
Project Engineer
Staff Engineer
Senior CAD Designer
CAD Designer
Document Processing
Project
Director
Project
Manager
Engineering
Manager/
Client
Liaison
QA/QC Electrical
QA/QC
Senior I&C
Engineer I&C Engineer
Senior
Electrical
Engineer
Electrical
Engineer
I&C
Technician
Electrical
Technician
Project
Controls
Project
Accountant Project Biller Project
Admin

1.0 Preliminary Design 128 264 80 231 242 8 24 40 3 37 57 5 4 54 97 5 66 2 17 16 16 13 7 1,017 399 $ 244,148 $ 86,493 $ 612 $ 8,259 $ 8,055 $ 24,700 $ 14,300 $ 7,090 $ 393,657

1.1 Kick off Meeting 2 2 2 2 3 3 2 2 8 10 1,990$ 2,948$ 120$ 88$ 152$ 5,297$

1.2 Progress Meetings (6 Total) 6 6 6 4 5 2 2 18 13 4,830$ 3,562$ 192$ 114$ 184$ 8,882$

1.3 Project Management/Invoicing 8 14 1 2 14 13 16 16 13 7 23 81 6,200$ 15,601$ 709$ 815$ 23,325$

1.4 QA/QC 16 8 16 2 2 40 4 12,320$ 1,176$ 35$ 61$ 13,592$

1.5 Topographic Survey 2 8 10 0 2,400$ -$ -$ $ 14,300 715$ 17,415$

1.6 Utility Investigation 2 8 8 10 8 2,400$ 2,288$ 70$ $ 8,055 521$ 13,334$

1.7 DAFT Improvements 12 24 12 40 32 120 0 29,240$ -$ -$ -$ 29,240$

1.8 Mechanical Piping Improvements 8 16 8 48 20 100 0 24,360$ -$ -$ -$ 24,360$

1.9 Polymer Improvements 8 24 12 36 80 0 19,100$ -$ -$ -$ 19,100$

1.10 Class B Loadout Improvements 12 32 12 24 80 0 20,040$ -$ -$ -$ 20,040$

1.11 Yard piping Improvements 12 16 8 40 20 96 0 23,740$ -$ -$ $ 24,700 1,235$ 49,675$

1.12 Elec & Instrument Improvements 12 24 4 6 13 22 1 41 36 87 9,660$ 18,122$ 3,145$ 1,063$ 31,991$

1.13 SCADA Improvements 8 16 2 4 1 14 22 24 43 6,440$ 9,764$ 376$ 507$ 17,087$

1.14 Draft Report,including Implementation Plan & Drawings 8 40 8 40 60 8 24 24 2 6 2 2 9 22 7 2 11 212 63 45,248$ 13,064$ 551$ 681$ 59,544$

1.15 Final Report 4 16 4 24 24 16 1 2 4 2 2 7 22 3 6 88 49 19,080$ 10,546$ 429$ 549$ 30,603$

1.16 Construction Cost Estimate 8 16 12 24 60 0 13,880$ -$ -$ -$ 13,880$

1.17 EI&C Workshop I 2 4 2 4 3 5 1 10 6 25 1,610$ 5,580$ $ 60 2,602$ 409$ 10,261$

1.18 PDR Review Workshop (1) 2 2 2 2 2 4 4 1 3 6 16 1,610$ 3,842$ $ 240 140$ 199$ 6,031$

2.0 Final Design 135 453 104 342 318 316 884 150 3 61 110 58 35 108 139 39 534 35 375 33 33 27 13 2,702 1,603 $ 574,861 $ 317,802 $ 828 $ 16,410 $ - $ - $ - $ 16,711 $ 926,611

2.1 Progress Meetings (9 Total) 9 9 9 7 8 2 2 27 19 7,245$ 5,326$ 288$ 166$ 275$ 13,300$

2.2 Project Management/Invoicing 10 22 1 2 27 27 33 33 27 13 33 162 8,770$ 30,702$ 1,418$ 1,606$ 42,495$

2.3 QA/QC 24 12 24 1 1 60 2 18,480$ 588$ 18$ 30$ 19,116$

2.4 30% Plans and Specifications 16 80 16 72 48 60 160 24 2 6 11 6 14 24 6 106 6 86 476 267 100,640$ 50,328$ 2,336$ 2,633$ 155,937$

2.5 60% Plans and Specifications 24 104 24 96 64 120 220 48 2 10 17 10 22 32 8 152 8 104 700 365 147,040$ 70,164$ 3,194$ 3,668$ 224,066$

2.6 90% Plans and Specifications 12 64 16 54 54 44 160 24 2 10 21 14 32 42 12 169 12 134 428 448 89,024$ 86,526$ 3,920$ 4,522$ 183,992$

2.7 100% Plans and Specifications 6 40 8 36 24 32 120 20 2 6 7 4 7 16 4 34 1 31 286 112 58,442$ 22,612$ 980$ 1,180$ 83,214$

2.8 Final Bid Set 4 16 4 18 18 24 64 16 1 2 4 2 1 1 12 1 22 1 20 164 67 32,964$ 12,784$ 586$ 669$ 47,003$

2.9 Construction Cost Estimate 4 16 4 8 32 64 0 14,440$ -$ -$ -$ 14,440$

2.10 Construction Schedule 2 16 8 1 2 2 2 26 7 6,010$ 2,058$ 61$ 106$ 8,235$

2.11 Deliverable Review Workshops (3) 6 12 12 6 8 4 8 3 16 30 45 7,110$ 10,444$ $ 360 394$ 542$ 18,850$

2.12 EI&C Workshop II 2 4 2 2 4 3 5 1 10 8 25 1,990$ 5,580$ $ 60 2,602$ 409$ 10,641$

2.13 Bid Support Services 0 0

2.13A Pre-bid Meeting 2 2 1 2 1 1 4 5 1,130$ 1,336$ $ 120 44$ 69$ 2,699$

2.13B Addenda (3) 8 40 8 32 24 16 60 8 2 10 8 10 196 30 42,296$ 7,524$ 263$ 389$ 50,472$

2.13C Bid Evaluation & Recommedation 4 8 8 2 2 8 6 2 6 22 24 5,030$ 6,288$ 210$ 325$ 11,853$

2.13D Conformed Documents 2 8 16 24 20 100 8 2 4 6 6 7 178 25 34,250$ 5,542$ 219$ 288$ 40,299$ 263 717 184 573 560 324 908 190 6 98 167 63 39 162 236 44 600 37 392 49 49 40 20 3,719 2,002 819,009$ 404,295$ 1,440$ 24,669$ 8,055$ 24,700$ 14,300$ 23,801$ 1,320,268$

3.0 OPTIONAL TASK 16 24 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40 0 $ 10,960.00 $ - $ 240.00 $ - $ - $ 58,244.00 $ - $ 2,912.20 $ 72,356

3.1 WAS Piping Inspection 16 24 40 0 10,960$ 240$ -$ 58,244$ 2,912$ 72,356$ 279 741 184 573 560 324 908 190 6 98 167 63 39 162 236 44 600 37 392 49 49 40 20 3,759 2,002 829,969$ 404,295$ 1,680$ 24,669$ 8,055$ 82,944$ 14,300$ 26,713$ 1,392,625$ Carollo Black & Veatch
TOTAL HOURS- Carollo
LABOR FEE-Carollo
LABOR FEE-Black & Veatch
Other Direct Costs-Carollo
TOTAL HOURS- Black & Veatch
TOTAL

OPTIONAL TASK
TOTAL: BASE + OPTIONAL
Other Direct Costs-Black & Veatch
Underground Solutions
V&A Engineering
O'Day Engineering
Markup on Subconsultants (5%)

TOTAL PROJECT FEE
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Ref: Admin.25-16216

ENCINA WASTEWATER AUTHORITY

BOARD OF DIRECTORS
Item : 18
Date : April 23, 2025
To : Honorable Chair and Board of Directors
From : Scott McClelland, General Manager
Issue : SOURCE CONTROL PROGRAM TECHNOLOGY UPDATE
STAFF RECOMMENDS THE BOARD OF DIRECTORS:

1. Receive and file the Source Control Program Technology Update.

2. Discuss and take other action as appropriate.

BACKGROUND
Encina Wastewater Authority has worked to modernize business processes and implement efficiencies to the Source Control Program. A Source Control Program Evaluation completed in 2022 specifically recommended “modernizing software” to maximize limited staff resources as a top priority . This report describes the successful outcome s of th ese efforts, as demonstrated by the success of the database platform known as the “Pretreatment Information Management System”, or PIMS.

FIVE-YEAR STRATEGIC PLAN REFERENCE
Strategic Initiative No. 6: Optimize Operational Performance

DISCUSSION
Encina Wastewater Authority is required by the Clean Water Act to implement a Source Control (Pretreatment) Program to protect Encina Water Pollution Control Facility (EWPCF) from pass through, interference, and upset caused by industrial wastewater discha rges. Encina staff work with Member Agencies to evaluate new and existing businesses, and implement a compliance monitoring, inspection, and reporting program for approximately 570 permitted businesses. Class I/II/III Permits are issued to federally regulated and flow -based Significant Industrial Users ( SIUs), including metal finishers, pharmaceutical manufactures, industrial laundries, and other businesses that could impact treatment at EWPCF or Meadowlark Water Reclamation Facility (MWRF). Other locally regulated users are tracked and inspected through a Best Management Practice (BMPs) Permit Program. These businesses are wide– ranging and include breweries, car washes, commercial laboratories, and universities. All such businesses must be aware of their po tential to harm the EWPCF or MWRF and of the requirements of Encina’s Pretreatment Ordinance.

Encina’s Source Control Program requires rigorous recordkeeping to demonstrate compliance with the Clean Water Act, including issued or amended permits and fact sheets, monitoring data reports, inspection reports, and enforcement notices. Prior to 2023, En cina Wastewater Authority was using the industry-standard software for Pretreatment programs, but staff and management were increasingly frustrated by lack of functionality to support business needs. The software included multiple modules 18-1
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Encina Wastewater Authority (Encina) Board of Directors (BOD) Source Control Program Technology Update
Ref: Admin.25-16216
which were difficult to navigate and nevertheless required repetitive data entry. When the software announced that it was transitioning to a Software as a Service (SAS) licensing model, Encina explored many alternatives and determined that building a Micro soft-based database was going to achieve better outcomes than any off-the-shelf software with high annual subscription fees.

The Source Control staff worked with Encina’s Information Technology consultant, Nexinite, to develop the Pretreatment Information Management system (PIMS). PIMS supports Encina staff in several key business functions, integrating with the Microsoft ShareP oint cloud -based file storage system and reducing human error to bring significant efficiencies to the program. PIMS achieves the following:
• Integrates information between “areas” (e.g. monitoring events, violations, and enforcement). • Connects with Encina data from other sources including Laboratory Information Management System (LIMS) and Wastewater Information Management System (WIMS). • Auto populates and generates documents and reports such as Permits, Fact Sheets, Chains of Custody, Notices of Violation, and appendices for the annual report. • Automatically calculates monitoring data results, compares the results to permit limits, and flags violations.
• Manages deadlines for permit renewals, monitoring, and enforcement between multiple inspectors.

The Source Control Program also benefits from new Microsoft Power Business Intelligence (Power BI) dashboards and reports summarizing key PIMS information for Inspections, Monitoring, and Enforcement in real time. Encina staff have also added a new Geographic Information System (GIS) tool for Member Agency collection system GIS data, which in 2025 will relate to PIMS data through a backend Application Programming Interface (API) (Tactical Goal SI -6-6). This will support staff during unknown substance investigations, to identify potential contributing industries and track upstream/downstream trunk lines to EWPCF and Meadowlark Water Reclamation Facility treatment plants.

Technology tools are crucial for Encina to maximize limited staff resources in the Source Control Program and offset an increasing workload. The use of publicly available hazardous waste databases has enabled Encina Environmental Compliance Inspectors to identify at least a dozen previously unpermitted businesses. Methodically working to evaluate and permit these industries takes significant effort and adds to the existing workload. Efforts like this are necessary to ensure that Encina can continue to comply with our NPDES permit and provide uninterrupted wastewater treatment to the region.

FISCAL IMPACT
None.

THEREFORE, STAFF RECOMMENDS THE BOARD OF DIRECTORS:

1. Receive and file the Source Control Program Technology Update.

2. Discuss and take other action as appropriate.

Attachment 1: Presentation

Prepared by: Alicia Appel, Director of Environmental Compliance Reviewed by: Jennifer Sabine, Assistant General Manager Approved by: Scott McClelland, General Manager
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ATTACHMENT 1

PRESENTATION
Apr
il 23, 2025
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Source Control Program
Technology Update

BOARD OF DIRECTORS MEETING
APRIL 23, 2025
Staff recommends the Board of Directors
• Receive and file the Source Control Program Technology Update • Discuss and take other action as appropriate
Source Control Program Overview
• Required by Clean Water Act and National Pollutant Discharge Elimination System (NPDES) Permit to protect Encina and the Ocean from industrial waste
• 570 Class I/II/III & Best Management Practice Permits • 2024 Program Activities:
• 71 permits issued (new, amend, renew)
• 176 facility inspections
• 122 Encina monitoring events
• 141 Industry monitoring events
• 64 Notices of Violation
• 2022 Source Control Program Evaluation
• Recommended modernizing software
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Data Management Opportunities
• Document Management transition to Sharepoint
• Industry standard software transitioned to Software as Service (SAS) model with a significant cost increase
• Power BI tools for reporting and program oversight
with live data
• Integrate with other data sources, reduce double entry Integration + Automation
= Efficiency
Pretreatment Information Management System (PIMS)
• Automate data transfer from one activity to another ‐> REDUCE HUMAN ERROR • Manage events and interactions from multiple staff
• Integrate with Sharepoint for record generation (Notices, Permits, Chains of Custody, etc) Pretreatment Information Management System (PIMS)
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Generating
Notices
• Used daily for:
• Violations
• Permits
• Chains of Custody
• Improves accuracy
and consistency
• Saves time in review
Monitoring Overview
Power Business Intelligence Reporting Tools
Source Control Program –F u t u r e Projects
• Integrate PIMS with Geographic
Information System (GIS) data
from Member Agencies (2025 SI‐6‐6)
• PIMS portal
• Direct data upload by industries
• Reduce paper and streamline
correspondence
• Other program activities:
• Business inventory review
• Engage with unpermitted businesses
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Questions
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Vista City CouncilJune 10, 2025

Vista City Council
June 10, 2025