Metropolitan Sewer District of Greater Cincinnati (MSDGC)

Transcription

1 2016 Metropolitan Sewer District of Greater Cincinnati (MSDGC) Update to 2016 Operating Budget Request submitted Balanced and Workable Budget to enable MSDGC accomplishing its mission to protect and enhance water quality and the environment by providing safe and efficient wastewater collection and treatment to customers. October 9, 2015 MSDGC 01/01/2016

2 Contents Introduction... 3 Table Operating Budget Request (Adjusted)... 3 Table Requested Budget vs Original Request and 2015 Adopted budget... 4 Personnel Budget... 6 Non-Personnel Adjustments (to the Original Budget Request submitted 8/14/2015)... 7 Office of Director (OOD)... 7 Wastewater Engineering (WWE)... 7 Wastewater Administration (WWA)... 8 Wastewater Treatment (WWT)... 8 Wastewater Collection (WWC) Regulatory Compliance & Safety (RCS) Watershed Operations (WO) Sewer Backup Response Program (SBU) OTEA ($200,000) Table 3 - Change from 2015 Budget (Adopted) to 2016 Budget (Requested) Tables 4 thru Table 4 - Expert Services Table 5 - Sundry Services Table 6 - OTEA Itemization Table 7 - Software & License Table 8 - Motorized Equipment Update to MSDGC 2016 Operating Budget Request Page 2

3 Introduction Upon assuming his duties as MSDGC s Interim Director, Mr. Checco directed the CFO and Superintendents to review the 2016 Operating Budget request that was submitted on August, 14, 2015 with a goal of trimming the Non-Personnel Operating Budget wherever possible to ease the burden to ratepayers, without negatively affecting the department s core functions. The result was a proposed net cut totaling $6.9 million. The Adjustments section, beginning on page 7, itemizes these cuts. Adjusted budget request is summarized in Table 1 below. Table Operating Budget Request (Adjusted) Budget Department Personnel Non-Personnel Total Office of The Director 1,788,217 2,036,124 $ 3,824,341 Wastewater Engineering 7,508, ,579 $ 8,326,517 Wastewater Administration 6,553,440 9,459,105 $ 16,012,545 Wastewater Treatment 18,922,422 28,720,567 $ 47,642,989 Wastewater Collections 10,345,938 13,307,426 $ 23,653,364 Regulatory Compliance & Safety - RCS 4,721,888 2,320,190 $ 7,042,078 Watershed Operation** 506,174 5,888,300 $ 6,394,474 SBU** 435,211 4,947,686 $ 5,382,897 OTEA 3,437,292 $ 3,437,292 Vehicles 1,727,000 $ 1,727,000 Indirect City Overhead 295,510 $ 295,510 Direct City County Overhead 2,900,000 $ 2,900,000 Indirect County Overhead 178,325 $ 178,325 Operating Budget without Debt Service $ 50,782,228 $ 76,035,104 $ 126,817,332 Debt Service 111,226,790 $ 111,226,790 Total operating Budget $ 50,782,228 $ 187,261,894 $ 238,044,122 * Formerly known as Industrial Waste Management ** split, used to be combined This adjusted non-personnel budget request is now only one million dollar or 1% higher than 2015 original budget request (Table 2). Since the 2015 adopted budget did not grant MSD all requested budget items for its operation, 2016 budget request is $10.8 million higher than 2015 adopted budget. Update to MSDGC 2016 Operating Budget Request Page 3

4 Table Requested Budget vs Original Request and 2015 Adopted budget Program 2015 Original Request 2015 Approved Budget 2016 Operating Budget (Adjusted) 2015 Additional Request / Reduction 2016 Request Changes from 2015 Original Request to 2016 Request % Change from 2015 Original request % Change from 2015 Approved % Change from 2015 Projected (1) (2) (3) (4) 1 to 4 2 to 4 (2+3) to 4 Personnel 45,743,958 45,417,258 1,193,960 50,782,228 5,038,270 11% 12% 9% OOD 2,524,060 1,800, ,536 1,788,217 (735,843) -29% -1% -18% WWE 4,760,485 4,600,000 2,590,304 7,508,938 2,748,453 58% 63% 4% WWA 5,041,261 5,041, ,997 6,553,440 1,512,179 30% 30% 17% WWT 19,139,252 19,471,252 (956,575) 18,922,422 (216,830) -1% -3% 2% WWC 10,018,410 10,372,725 (1,022,413) 10,345, ,528 3% 0% 11% RCS (DIW) 4,260,490 3,705,020 68,111 4,721, ,398 11% 27% 25% WO 0 427,000 (427,000) 506, ,174 SBU , ,211 Non-Personnel 75,007,232 65,229,000 3,375,388 76,035,104 1,027,872 1% 17% 11% OOD 5,224,780 2,742, ,387 2,509,960 (2,714,820) -52% -8% -21% WWE 1,035, , , ,579 (218,091) -21% 50% 17% WWA 9,189,565 9,561,920 (356,298) 9,459, ,540 3% -1% 3% WWT 26,054,525 24,474,900 2,439,254 28,720,567 2,666,042 10% 17% 7% WWC 12,397,286 11,668, ,044 13,307, ,140 7% 14% 9% RCS (DIW) 1,610,930 1,377, ,197 2,320, ,260 44% 68% 56% WO ,888,300 5,888,300 SBU 11,651,876 8,950,000 (316,225) 4,947,686 (6,704,190) -58% -45% -43% GFOH 2,500,000 2,500, ,000 2,900, ,000 16% 16% 0% Vehicles 1,985,000 1,250, ,727,000 (258,000) -13% 38% 38% OTEA 3,357,600 2,160, ,437,292 79,692 2% 59% 59% Total Without Debt Paymen 120,751, ,646,258 4,569, ,817,332 6,066,142 5% 15% 10% Debt Payment 113,400, ,000, ,226,790 (2,173,210) -2% 5% 5% Total With Debt Payment 234,151, ,646,258 4,569, ,044,122 3,892,932 2% 10% 8% Update to MSDGC 2016 Operating Budget Request Page 4

5 The $10.8 million non-personnel increase in 2016 budget request can be contributed the following: 1) Inflation (1.9%) $1.2 million 2) Critical Budgeted items $4.4 million a) Wet weather operational optimization $2,100,000 These funds support ongoing maintenance of MSD s Wet Weather SCADA system, and the achievement of crucial operational optimization capabilities needed to maximize the existing capacity of MSD s wastewater system ahead of the WWIP Phase 2 negotiations. b) Security Guard Services $68,000 Contracted services for Administration and Engineering Buildings. c) Additional process control training $50,000 - due to the retirement of FT Staff d) Class IV supplemental staff $200,000 The Ohio Environmental Protection Agency (OEPA) has outlined Operator of Record requirements in the Ohio Administrative Code (OAC). To meet OAC Section requirements, five of MSDGC Wastewater Treatment Plants must have a Class IV operator on the plant site 8 hours per day, five days per week. WWT currently has three Class IV operators as operator of record and utilizes several exceptions outlined in the OAC to meet the additional operator requirements. In addition, two of the three existing Class IV operators are eligible to retire in Until more Class IV operators can be hired or developed the use temporary staff is necessary. e) Odor Control $400,000 - Phase 2 f) SES skimming/waste hauling Muddy Creek and Indian Creek 360,000 The Mill Creek TP used to accept hauled grit and skims from the outlying plants to dewater in the grit pit prior to landfilling. The landfill will not accept this material unless it is dewatered. Due to odors, we are no longer permitted to haul anything to Mill Creek. We have contracted with SES to dewater and haul this material at an estimated cost is $30,000 per month. g) 7296-Operator and Equipment $1,000,000 This is a proposed agreement with Department of Public Services (City of Cincinnati) to compensate for Street Cleaning in CSO areas and to meet CSO NPDES Floatable Control Update to MSDGC 2016 Operating Budget Request Page 5

6 permit requirements. Compliance with the Nine Minimum Controls is part of MSD s NPDES Permit for CSOs. h) Security Enhancements $233,000 After a Critical Infrastructure Assessment by Local Emergency Planning Police and Fire, several areas of improvement were identified including badge card swipe access, upgrades to perimeter fence and gated entries, visual warning indicators along with audio alarm system upgrades campus wide, surveillance camera upgrades, Call boxes at various locations including tunnel system, and other various upgrades throughout the campus. Total $4,411,000 3) Increase/Decrease in certain OBJ where itemized list is provided $4.3 million (please see tables 4 thru 8 for full listing) a) Expert Services-Noc (excluding the $2.1 million) ($1,082,731) b) 7299-Sundry Contract $3,383,029 c) 7418-Software & Lice $250,530 d) 7615-Automotive Equipment $453,250 e) OTEA $1,477,292 Total $4,281,360 4) Budget realignment $814K. a) Additions to realign budget to historical trend $4,051,798 b) Reductions to realign budget to historical trend ($3,177,415) Net $874,383 Personnel Budget Although this effort and document is focused on Non-Personnel budget, still it is worth highlighting the $5 million Personnel increase in 2016 budget request: 1) $1.0 million Cost of Living Adjustment 2) $2.8 million Engineering Personnel realignment to reflect the actual funding source trend. This is not an increase in Engineering personnel budget but rather to funding source (Operating vs. Capital) 3) $1.2 million to fill vacancies and to reduce the utilization of supplemental staff. Update to MSDGC 2016 Operating Budget Request Page 6

7 Non-Personnel Adjustments (to the Original Budget Request submitted 8/14/2015) Office of Director (OOD) 1) 7232-Printing And Other Repro ($45,000) 2) 7281-Legal Services $215,000 3) Financial System Integration (Only if shifted to Capital Funding) ($1,500,000) 4) Safety Services ($500,000) 5) SBE Monitoring and Tracking ($500,000) 6) Staff Development ($137,630) 7) Communications ($100,000) 8) Strategic Planning & Benchmarking ($100,000) 9) Procurement Support ($75,000) Grand Total ($2,742,630) Wastewater Engineering (WWE) 1) Modeling ($200,000) 2) SWA model update and support ($60,000) 3) 7289 Flow Monitoring ($150,000) 4) GI incentive (unless restored by County Monitor) ($500,000) 5) Legal Services ($56,000) 6) Hamilton County Planning $120,000 7) Ribway Engineering (Planning Services and support) $80,000 8) Staff Development ($284,261) Grand Total ($1,050,261) Total proposed cut is one million of which $500K is for the GI incentive program. This program is a response to community members desiring a higher level of water quality. The benefit of this program is that it would enable community members to improve the water quality in their region by installing green infrastructure to manage stormwater in combined sewer areas. Eliminating this program would inhibit MSD's ability to support community and private individual's interest in being part of the combined sewer overflow solution. It s recommended to restore the funding for this program. Update to MSDGC 2016 Operating Budget Request Page 7

8 Wastewater Administration (WWA) 1) 7212-Telephone ($48,000) 2) FloWatch hosting Services ($85,000) 3) SBE ($300,000) 4) Staff Development ($100,152) 5) Service Desk Supplemental Staff ($75,000) 6) Workforce Training, Background checks, Org. Development ($50,000) 7) 7418-Software & Lice ($201,437) Grand Total ($859,437) Wastewater Treatment (WWT) 1) 7212-Telephone ($13,000) 2) Maintenance management software development ($100,000) 3) Maximo (Only if shifted to Capital Funding) ($400,000) 4) Telemetry call center monitoring ($100,000) 5) Staff Development ($46,141) Grand Total ($659,141) Total proposed cut is $660K of which $400K is for costs related the Maximo system. The Wastewater Treatment Division (WWT) utilizes Maximo as their computerized maintenance management system (CMMS). In 2013 MSD IT and WWT completed a several yearlong software upgrade from Maximo to Maximo 7.5. The upgrade was not without many challenges due to the complexity of upgrading from a decade old Maximo version. As a result many pieces of the procurement and inventory modules were never implemented. Workarounds are currently in place to help support our business process, but these measures are inefficient, cumbersome, and make it difficult to collect data and accurate historical maintenance costs. These pieces of information are necessary to improve storeroom operation, inventory monitoring, budget tracking, and procurement. For example, a purchaser cannot create a purchase requisition in Maximo. In fact, the storeroom and maintenance each have a separate procurement workflow. Instead maintenance creates a work order to have an artificial reference point. From there they have to manually collect and enter all pertinent cost information. If a purchase order was created we could use Maximo store that information, associate it with an asset or item number (part), receive the information, and have the historical cost information roll-up to the correct database tables. While we can collect some of the data manually it is inefficient as Maximo can be configured to do much of Update to MSDGC 2016 Operating Budget Request Page 8

9 that work automatically. The storeroom orders there items using CFS and updates Maximo after the fact. Storeroom parts management has taken a step back with the new version of Maximo. Not having the full suite of procurement and inventory tools has led to a less efficient operation. While they can collect the data, it takes longer than the past as they must complete the steps manually. For example, when a part comes in they cannot simply receive the part in the Shipping Receiving module and have the appropriate information roll-up to the appropriate places in the database. Instead our staff must put in stock by making an adjustment, manually calculate the new average cost, and adjust the receipt cost information. Also, inventory counting is a slow tedious process. First, there is not a standard inventory counting report. A report is manually generated, our staff makes notes on the report, and they must return to the computer to manually reconcile the balances. The Storeroom management currently does not have a simple procedure or tool to track items ordered. Operations and maintenance staff spend a portion of their time performing rounds to inspect equipment and collect information. As they find deficiencies in the field they must record the problem on paper and return to their office or control room to manually create a service request. The worker can get distracted by other issues and fail to create the service request. Also, when they do create the service request there is often missing or inaccurate information provided. Those details must be checked and verified by the service request screener. These additional steps are inefficient to both the service requester and those trying to ensure the information is accurate and the right work is performed at the right time. Also, supervisor labor time is spent performing QA/QC for these tasks that could be spent on other tasks. Recommended Capital (or operating) Project The project can be broken down into categories: improve existing functionality and optimize business processes through use of complementary mobile technology Improve existing functionality There are several modules that need implemented to better align our costs with specific assets and work activities. Functionality in the following areas will be developed: Shipping Receiving Parts Inspection Stocking Parts Issuing and Receiving Parts staging Cycle Counting Inventory Level Adjustments Purchase request. This includes non-stock items from a work order or an asset bill of material/parts list) Purchase request. This includes stock items from an auto or semi-auto replenishment trigger Update to MSDGC 2016 Operating Budget Request Page 9

10 Vendor Companies Vendor Contracts Purchasing approval rules CFS reports Receiving parts/services A portion of the budget will be dedicated to inventory clean-up and standardization. While this task is not intended to be all encompassing, it will provide a foundation for MSD staff to continue the task as part of day to day operations. Optimize business processes through use of complementary mobile technology The rapid technological advances in smartphone and tablet technology have also spurned the growth of Maximo mobile computing solutions. Operations, maintenance, and storeroom personnel can improve work efficiencies by collecting data remotely versus in the office or control room. During the fourth quarter of 2015, the Wastewater Treatment Division will begin a mobile maintenance management solution pilot project. The selected vendor is DataSplice a leading CMMS mobile integrator. Assuming pilot is successful; the project would acquire and configure the software to align with our business processes. This project scope is limited to the following areas Inventory issues and returns Inventory receiving Inventory counting Operator checklists Wastewater Collection (WWC) 1) 7212-Telephone $22,000 2) Stormwater elimination removal/reimbursement program (unless restored by County Monitor) ($500,000) 3) Staff Development $3,946 4) Sewer Condition Assessment and Cleaning ($750,000) 5) Sewer Backup Customer Services ($100,000) Grand Total ($1,324,054) Total proposed cut is $1.3 million of which $500K is for Stormwater elimination removal/reimbursement program and $750K cut form Sewer Condition Assessment and cleaning program. The budget for the Stormwater Elimination Removal/Reimbursement Program is intended to provide a mechanism for MSD to fund the removal of inappropriate stormwater connections to the public sanitary sewer Update to MSDGC 2016 Operating Budget Request Page 10

11 system originating on private property. The scope and direction of this program may be used to encourage the installation of privately owned green infrastructure such as rain gardens on private property to regain capacity in the sanitary sewer system, while helping to incrementally improve the effects of uncontrolled stormwater runoff in the watersheds of the MSD service area. Failure to fund this line item will result in MSD having no financial mechanism to encourage the reduction of illicit strormwater connections identified during the course of normal service request investigations and collection system maintenance work. As a foundation of Asset Management Program for the wastewater collection system, WWC is utilizing a standardized Repair-Replace-Rehabilitate decision support system that relies on accurate PACP (Pipeline Assessment Certification Program) data captured through the completion of standardized condition assessments of the main sewers that comprise the system. Using MSD s Gravity Sewer Risk Model, WWC has identified and prioritized all main sewer segments within the MSD collection system that have never been televised, and those that have never been assessed using the PACP standard. The proposed budget listed in 7289 Sewer Condition Assessment and Cleaning is intended to fund the standardized condition assessment of all main sewer segments in the Extreme and High Risk Bins of MSD s Gravity Sewer Structural Risk Matrix, as well as other segments in lower risk bins that will require expedited assessment to coordinate with external construction activities. Failure to fund this item at the requested level will push back the baseline condition assessment and re-inspection of High Risk assets (increasing overall Risk to MSD), and will result in lost opportunities to asses and repair/rehabilitate assets in a timely and cost-effective manner through the construction coordination program. WWC recommends funding at the requested level. Regulatory Compliance & Safety (RCS) 1) Staff Development ($21,680) Grand Total ($21,680) Watershed Operations (WO) 1) Technical Equipment $$180,000 2) maintenance of remote field monitoring equipment ($120,000) 3) Expansion of the wet weather operational capabilities through use of the GE IP Proficy system. ($100,000) Grand Total ($40,000) Update to MSDGC 2016 Operating Budget Request Page 11

12 Sewer Backup Response Program (SBU) 1) Legal Services $15,000 2) Staff Development ($21,974) Grand Total ($6,974) OTEA ($200,000) Update to MSDGC 2016 Operating Budget Request Page 12

13 Table 3 summarizes and highlights the changes from 2015 adopted budget to 2016 requested budget. Table 3 - Change from 2015 Budget (Adopted) to 2016 Budget (Requested) Update to MSDGC 2016 Operating Budget Request Page 13

14 Tables 4 thru 8 Table 4 - Expert Services 7289 Table 5 - Sundry Services Table 6 - OTEA Itemization Table 7 - Software & License Table 8 - Motorized Equipment Update to MSDGC 2016 Operating Budget Request Page 14

15 Table Expert Services (7289) Budget Request Items 2016 Budget Request Proposed reduction Revised Request 410 3,780,000 (2,775,000) 1,005,000 Contract DB Development, Phase 1 - IT analysis 5,000 5,000 Contract DB Development, Phase 1 - Needs, Uses, & Outline 15,000 15,000 Contract Procedures training 10,000 10,000 Contract Procedures Training Development 25,000 25,000 Rate Study and Financial Mgt Support 500, ,000 Communications 250,000 (100,000) 150,000 Strategic Planning & Benchmarking 250,000 (100,000) 150,000 Procurement Support 225,000 (75,000) 150,000 Safety Services 500,000 (500,000) 0 SBE Monitoring and Tracking 500,000 (500,000) 0 Financial Services (Process mapping, Financial System integrations, Only if shifted to Capital Funding 1,500,000 (1,500,000) 0 WWE 480,000 (210,000) 270,000 Flow Monitoring 150,000 (150,000) 0 Model Maintenance Support 10,000 10,000 Modeling 200,000 (200,000) 0 SWM Model Update and support 60,000 (60,000) 0 Others - Based on Historical trend 60,000 60, Hamilton County Planning 120, , Ribway Engineering (Planning Services and support) 80,000 80,000 WWA 1,640,000 (510,000) 1,130,000 Asset Management serivces 35,000 35,000 Business Intelligence development (reports, dashboards ) 32,500 32,500 Database Administration Supplemental Staff 40,000 40,000 Econ. Inclusion, Legal, System support, Outreach, SBE Compliance, Contractor Capacity 600,000 (300,000) 300,000 FloWatch hosting services 135,000 (85,000) 50,000 Infrastructure Professional Services 50,000 50,000 Laboratory technical services (reports, development) 22,000 22,000 OnBase development services 45,000 45,000 Program Development, Org. Assessment, County Svc's 150, ,000 Service Desk Supplemental Staff 125,000 (75,000) 50,000 SharePoint development 75,000 75,000 Workforce Training, Background checks, Org. Development 250,000 (50,000) 200,000 Job Classifications 80,500 80,500 WWT 1,765,950 (500,000) 1,265,950 Aeration tank performance testing 108, ,000 Air emission regulatory testing 53,500 53,500 Business process improvements 50,000 50,000 Table 4 - Expert Services 7289

16 Table Expert Services (7289) Budget Request Items 2016 Budget Request Proposed reduction Revised Request Condition monitoring services 25,000 25,000 Discharge and Sewer Sludge Fees 50,200 50,200 East/West Automation project 200, ,000 Facility inspections 12,250 12,250 Laboratory services 42,000 42,000 Maintenance management software development 200,000 (100,000) 100,000 Maximo inventory/procurement enhancement with mobile utilization Only if shifted to Capital Funding 400,000 (400,000) 0 MCTP Incinerator performance testing 200, ,000 Odor Control Phase 2 400, ,000 Supplemental services 25,000 25,000 WWC 8,732,000 (750,000) 7,982,000 Building Alarm Monitoring 7,000 7,000 Business Process Certification Program 200, ,000 Customer Communication 200, ,000 Geotechnical Support & Preconstruction Surveys 50,000 50,000 Technical Staff Supplementation 200, ,000 WWC Vehicle GPS 75,000 75,000 Sewer Condition Assessment and Cleaning 8,000,000 (750,000) 7,250,000 DIW 200, ,000 Treatment Process Enhancement through Lab Program. 200, , WO 3,235,000 (100,000) 3,135,000 Support services for CSO distributed treatment technologies 265, ,000 Performance montoring strategy implementaion 220, ,000 Performance management services for Real Time Control (RTC) and High Rate Treatment (HRT) facilities 150, ,000 Programatic management and support for MSD's Remote Monitoring Program 400, ,000 Expansion of the wet weather operational capabilities through use of the GE IP Proficy system. 2,200,000 (100,000) 2,100, SBU 3,139,000 (100,000) 3,039,000 Sewer Backup Claim Valuation 32,000 32,000 Sewer Backup Customer Services 1,000,000 (100,000) 900,000 Sewer Backup Prevention Program 2,107,000 2,107,000 0 Grand Total 22,971,950 (4,945,000) 18,026,950 Table 4 - Expert Services 7289

17 Table Sundry Contractual Services (7299) Budget Request Items 2016 Budget Request Proposed reduction Revised Request ,286 (500,000) 1,286 GI incentive - unless restored by County Monitor 500,000 (500,000) 0 Others - Based on Historical trend 1,286 1, , ,000 UPS, Federal Express 41,000 41,000 WWT 3,453,000 (100,000) 3,353,000 Grass cutting and vegetation control 48,000 48,000 HVAC maintenance agreement. Oil analysis. 53,000 53,000 Landfill fees 330, ,000 Landscaping services 250, ,000 Liquid Sludge Hauling to Little Miami or Mill Creek 345, ,000 Locksmith services 1,000 1,000 Misc material disposal 1,500 1,500 Monthly PM and Emergency Repair of Stand-by Generators 40,000 40,000 Remote monitoring data plan 20,000 20,000 Remote monitoring services 50,000 50,000 SCADA and telemetry programming services 107, ,500 Sludge hauling 400, ,000 Sludge hauling and disposal 180, ,000 sludge hauling of cake when incinerator goes off line 1,263,000 1,263,000 Telemetry call center monitoring 200,000 (100,000) 100,000 Telemetry system support 25,000 25,000 Underground storage tank fees 5,000 5,000 Vactor services for cleaning incinerator when off line 12,000 12,000 Vactor services for cleaning of wet well 12,000 12,000 Vactor services for cleaning of wet wells and aeration tanks 110, ,000 WWC 603,133 (500,000) 103,133 Chemical Disposal Services 5,000 5,000 Crane Inspection/Repair Services 7,500 7,500 Driveway/Lot Sweeping Services 4,000 4,000 Landfill Services 54,000 54,000 Table 5 - Sundry Services

18 Table Sundry Contractual Services (7299) Budget Request Items 2016 Budget Request Proposed reduction Revised Request Machine Shop Services 10,000 10,000 Parts Washer Services 4,000 4,000 Pest Control Services 2,633 2,633 Radio Reapir Services 1,000 1,000 Stormwater elimination removal/reimbursement program - unless restored by County Monitor 500,000 (500,000) 0 Tree Removal Serivces 15,000 15,000 RCS 783, ,000 Algae pilot project 50,000 50,000 As Needed Program Support 20,000 20,000 Documentation of Program Activities 45,000 45,000 Industrial Hygiene support; haz assessments; air sampling 300, ,000 ipacs customized enhancements 35,000 35,000 Local Limits Development 50,000 50,000 Water quality pilot project 50,000 50,000 Security Enhancements 233, , WO 1,800,000 (120,000) 1,680,000 Contracted preventative and reactive maintenance for all stormwater control measures (SCM) and includes assets both above and below ground. 200, ,000 Contract services for the installation, removal and all site maintenance of remote field monitoring equipment, including level sensors, flow meters, and rain gauges. 1,600,000 (120,000) 1,480, SBU 1,080, ,080,422 Sewer Backup Cleaning Contractors 1,080,422 1,080,422 Grand Total 8,261,841 (1,220,000) 7,041,841 Table 5 - Sundry Services

19 Table 6 OTEA Department Itemization Name New / Replacement 2016 Estimated Cost 420 GPS Base Stations replacement 20, Survey EDM/Theodolite Total Station replacement 15, Survey GPS Software Upgrade replacement 5, Devices and equipment for safety program requirements: ie. lock out tag out / electrical; fall protection; confined space new 30, Specialty and Misc Equipment 25, Lifecycle replacement desktops 250, Lifecycle replacement laptops 145, Data center improvements 220, Virtualization expansion 105, Security needs 138, Rotating equipment replacement (pumps, motors, gearboxes, etreplacements 500, Rotating equipment replacement (pumps, motors, gearboxes, etreplacements 200, Rotating equipment replacement (pumps, motors, gearboxes, etreplacements 100, Rotating equipment replacement (pumps, motors, gearboxes, etreplacements 100, Rotating equipment replacement (pumps, motors, gearboxes, etreplacements 100, Rotating equipment replacement (pumps, motors, gearboxes, etreplacements 100, Pump station submerisble pumps and generator replacements Replacements 200, Remote monitoring panels and instrumentation (10 stations) New 200, Facililty asset replacement (HVAC, lighting, roof, UPS, etc.) Replacements 500, NOZZLES & ROOT CUTTERS FOR FLUSH/VAC TRUCKS Replacement $50, IBAK COAX REEL LAUNCHER - 3 EA. Replacement $15, IBAK LISY Replacement $65, LATERAL CAMERA REPLACEMENT - 3 EA. Replacement $75, IBAK FIBEROPTIC CABLE REEL - 3 EA. Replacement $24, CUES LAUNCH CABLE Replacement $10, Sampling and Field Analysis Equipment Repair & replace 144, Refrigerator (2 each) Replace old 2, COD Analyzer (1 each) Hach DR3900 5, Jar Testing Apparatus Phipps & Bird 4, BOD incubator Outlying lab 4, BOD Analyzer Process Support 80,000 Table 6 - OTEA Itemization

20 Table 6 OTEA Department Itemization Name New / Replacement 2016 Estimated Cost 460 Discrete Composite Sampler (1 each) Support to WWT 460 Respirometer (1 each) Support to WWT 35, Liquid / Liquid Extraction System Oil and Grease 70, Ion Chromatograph Hexavalent Cr 45, Refrigerators (4 each) Replace old 4, Fitness Center 51,042 3,637,292 Table 6 - OTEA Itemization

21 Table 7 Software & License Vendor/Software 2016 Budget Request Proposed reduction Revised Request Sunview ChangeGear $ 3, (3,842) 0 Bi-Cycle $ 8, SHI Tricerat $ 4, Richard Palmer & Associates $ 1, Airwatch MDM $ 12, Airwatch MDM True Up $ 1, Mythics Oracle Peoplesoft Purchasing $ - 0 Hydromatis GPS-X $ 7, Netwave Polycom CMA $ 13, IBM Maximo $ 216, Concord Technologies $ - 0 OnBase $ 13, EnvioSim BioWin $ 4, Dell EqualLogic (SAN) $ 9, (9,922) 0 Telog $ 4, MCPc Citrix Netscaler $ 102, PerkinElmer Labworks & LIMS Link $ 48, MCPc RSA Securcare $ 2, (2,105) 0 JMS Software $ 5, Dell Altiris $ 43, (43,589) 0 RoundTower Symantec Enterprise Vault $ 16, (16,582) 0 Bentley Flowmaster $ 1, Adobe Acrobat Pro CLP (Dell) 2YR $ - 0 CustomGuide $ 10, Mythics Oracle $ 45, Dell Symantec Endpoint (SCADA) $ 3, (3,182) 0 MCPc ExaGrid $ ChemSW CISpro $ 12, OarNET vsphere $ 12, Dell Altiris (SCADA) $ 7, (7,542) 0 MC2 ICE $ 4, OMS Connect $ 13, ArcGIS $ 26, Azteca CityWorks $ 96, PCM Symantec Enterprise Vault $ - 0 Innovyze InfoSWMM and CapPlan $ 75, Mythics Peoplesoft (co-termed w/ Primavera & Purchasing) $ 84, Computational Hydraulics (CHI) $ 8, /7 Tango $ 23, PCM Seagull Scientific Bartender $ Table 7 - Software & License

22 Table 7 Software & License Vendor/Software 2016 Budget Request Proposed reduction Revised Request Dell Symantec Endpoint $ 58, (58,591) 0 Dell Vmware $ - 0 ArcGIS Online $ 34, ArcGIS GeoEvent Processor $ 1, ArcView Editor for Infomaster $ 13, (13,350) 0 OarNET Vmware $ - 0 Mythics Primavera (co-termed) $ - 0 PCM Whatsup Gold $ 3, Dell ControlPoint $ 5, dVision SolidWorks $ 4, Peninsular PipeTech $ 12, EnfoTech ipacs $ 62, Dell Datacenter $ 19, (19,741) 0 Dell Microsoft SA $ 173, Xactware Xactimate $ 1, (1,815) 0 Dell Alertfind $ 11, MCPc Veeam $ 7, RoundTower NS120 & Vmware $ 24, PV & Associates WinSLAMM $ Kronos $ 62, PQ Systems CHARTrunner $ PCM Vmware Shavlik $ 4, DLT Solutions AutoDesk $ 24, PCM Symantec NetBackUp $ 64, OnCenter Takeoff $ 4, Emerson UPS (2 yrs) $ 43, TechSmith Camtasia $ Freeance $ 21, (21,175) 0 CBTS (Juniper support) $ 45, Sunview ChangeGear $ 10, $ 1,666,212 $ (201,437) $ 1,464,775 Table 7 - Software & License

23 Table 8 Column1 Replacement/New Repl. No. Year Mileage L.T.D. Cost Year to Date Description - Item to be Purchased Est, Cost Division Reason 1 Replacement ,437 $36,378 $3, TV/Flush truck $570, Age & Condition 2 Replacement ,283 $174,047 $1, Replacing Little giant Crane $340, Age & Condition 3 Replacement ,093 $38,540 $2, YARD DUMP TRUCK $220, Age & Condition 4 Replacement ,608 $16,014 $1, Van seats 5 w/arrow board $30, Age & Condition 5 Replacement ,756 $14,180 $67.03 Van $22, Age & Condition 6 Replacement ,611 $21,028 $1, Van seats 5 w/arrow board $30, Age & Condition 7 Replacement* ,762 $17,828 $ Van $22, Age & Condition 8 Replacement ,678 $11,110 $ Van seats 5 w/arrow board $30, Age & Condition 9 Replacement* ,865 $13,221 $1, Van $22, Age & Condition 10 Replacement ,551 $12,354 $ Van $22, Age & Condition 11 Replacement* ,412 $12,748 $ Van seats 5 $22, Age & Condition 12 Replacement* $13,022 $ Van $22, Age & Condition 13 Replacement ,847 $11,322 $ Van $22, Age & Condition 14 Replacement ,685 $5,861 $ SUV $25, Age & Condition 15 Replacement* ,958 $5,416 $ SUV $25, Age & Condition 16 Replacement* ,849 $5,622 $1, SUV $25, Age & Condition 17 Replacement* ,195 $11,149 $67.00 SUV $25, Age & Condition 18 Replacement* ,502 $7,658 $ SUV $25, Age & Condition 19 Replacement* ,665 $13,243 $3, Pick -up $32, Age & Condition 20 Replacement* ,447 $9,038 $ Pick -up $32, Age & Condition 21 Replacement* ,895 $27,842 $9, x4 Utility truck $45, Age & Condition 22 Replacement* ,197 $17,279 $ Fork lift $40, Age & Condition 23 Replacement ,361 $22,190 $ ATV $23, Age & Condition 24 Replacement ,320 $16,488 $ ATV $23, Age & Condition 25 Replacement ,846 $19,097 $1, ATV $23, Age & Condition 26 Replacement Misc. small equipment and shop tools $10, $1,727, Table 8 - Motorized Equipment