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5525; UTILITIES ASSET MANAGEMENT PLAN; 2015 CARLSBAD CITYWIDE UTILITY ASSET MANAGEMENT PLAN; 2015-10-01
City of Carlsbad Public Works Department Citywide Utility Asset Management Plan October 2015 GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | i Table of contents 1. Introduction.......................................................................................................................................... 1 1.1 City of Carlsbad Public Works Department .............................................................................. 1 1.2 Asset Management Plan ........................................................................................................... 1 1.3 Study Area ................................................................................................................................ 3 2. Levels of Service ................................................................................................................................. 4 2.1 Asset Management Strategic Framework................................................................................. 4 3. Future Demands ................................................................................................................................. 9 3.1 Potable Water Facilities ............................................................................................................ 9 3.2 Recycled Water Facilities........................................................................................................ 10 3.3 Wastewater Facilities .............................................................................................................. 11 4. Asset Inventory and Valuation .......................................................................................................... 12 4.1 Asset Register ......................................................................................................................... 12 4.2 Installation Profile .................................................................................................................... 14 4.3 Consumption Profile ................................................................................................................ 14 4.4 Replacement Cost .................................................................................................................. 15 5. Risk Assessment ............................................................................................................................... 17 5.1 Methodology ........................................................................................................................... 17 5.2 Results .................................................................................................................................... 23 6. Long-Range Prediction ..................................................................................................................... 24 7. Potable Water System ...................................................................................................................... 26 7.1 Potable Water Distribution System ......................................................................................... 26 7.2 Maerkle Pump Station............................................................................................................. 43 7.3 Bressi Pump Station ............................................................................................................... 48 7.4 Calavera Pump Station ........................................................................................................... 54 7.5 Maerkle Reservoir ................................................................................................................... 59 7.6 Maerkle Tank .......................................................................................................................... 64 7.7 D-3 Tank ................................................................................................................................. 69 7.8 B (T.A.P.) Tank ....................................................................................................................... 74 7.9 Lake Calavera Reservoir ........................................................................................................ 79 7.10 La Costa Hi Tank .................................................................................................................... 84 7.11 Santa Fe II Tank ..................................................................................................................... 89 7.12 Skyline Tank ........................................................................................................................... 94 7.13 Ellery Tank .............................................................................................................................. 99 7.14 Elm Tank ............................................................................................................................... 104 7.15 Maerkle Upper Chlorination Station ...................................................................................... 109 ii | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.16 Maerkle Lower Chlorination Station ...................................................................................... 114 7.17 Pressure Regulating Stations ............................................................................................... 119 8. Recycled Water System .................................................................................................................. 124 8.1 Recycled Water Distribution System .................................................................................... 124 8.2 Carlsbad WRF Pump Station ................................................................................................ 139 8.3 Twin D Pump Station ............................................................................................................ 144 8.4 Bressi RC Pump Station ....................................................................................................... 149 8.5 Calavera Hills RC Pump Station ........................................................................................... 155 8.6 Twin D Tanks ........................................................................................................................ 161 8.7 C Tank .................................................................................................................................. 166 8.8 Recycled Water Pressure Regulating Stations ..................................................................... 171 9. Wastewater System ........................................................................................................................ 176 9.1 Wastewater Collection System ............................................................................................. 176 9.2 Sand Shell Lift Station........................................................................................................... 189 9.3 Knots Lane Lift Station .......................................................................................................... 195 9.4 North Batiquitos Lift Station .................................................................................................. 200 9.5 Terramar Lift Station ............................................................................................................. 205 9.6 Chinquapin Lift Station .......................................................................................................... 210 9.7 Fox’s Lift Station ................................................................................................................... 215 9.8 Poinsettia Lift Station ............................................................................................................ 220 9.9 El Fuerte Lift Station ............................................................................................................. 225 9.10 Gateshead Lift Station .......................................................................................................... 230 9.11 Villas Lift Station ................................................................................................................... 235 9.12 Simsbury Lift Station ............................................................................................................. 240 9.13 Cannon Lift Station ............................................................................................................... 245 9.14 Home Plant Lift Station ......................................................................................................... 250 10. Storm Drain System ........................................................................................................................ 255 10.1 Storm Drain Collection System ............................................................................................. 255 11. Confidence Level Rating ................................................................................................................. 266 11.1 Confidence Level Rating ....................................................................................................... 266 11.2 Methodology and Assessment .............................................................................................. 266 11.3 Confidence Level Rating Assessment Results ..................................................................... 268 11.4 Improvement Plan ................................................................................................................. 270 GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | iii Appendices Appendix A – City of Carlsbad Level of Services and Performance Measures GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 1 1. Introduction The City of Carlsbad Public Work Department is currently strengthening its asset management program to foster more efficient financial and physical resource investment to prolong the life of the infrastructure system. As part of this effort, the Utilities Division chose to develop an asset management plan. The Utilities Division wanted to demonstrate the core concepts and processes of asset management through the asset management plan and to develop a customized asset management program. With the successful completion of the asset management plan, the Public Works Department can work towards continuously improving the asset management program to more optimally manage its infrastructure. 1.1 City of Carlsbad Public Works Department The City of Carlsbad Public Works Department owns, maintains, and operates water; wastewater, recycled water, and storm drain systems that serve approximately 105,000 residents. The sewer system includes six interceptor sewer pipelines, 270 miles of sewer conveyance pipelines, and 16 lift stations. The drainage system network is comprised of 9,000 storm drain structures, 180 miles of storm drain pipes, and 26 miles of storm drain open ditches and channels. The recycled water system includes a 4 MGD water treatment facility, along with three booster pump stations, a 54-MG Reservoir, and 75 miles of pipelines. The potable water system conveys imported water through 435 miles of pipelines, 42,000 fire hydrants, 71 pressure regulating stations, five booster pump stations, ten storage tanks, and an earthen dam reservoir. Like many other cities in Southern California, the City of Carlsbad is approaching a build-out situation. The focus is shifting from development to management and maintenance of the existing infrastructure. The focus of expanding infrastructure to meet future demand is fading away. The Public Works Department is now focusing on maintaining the existing infrastructure to prolong the life of the assets, enhance the service delivery, and maximize system reliability. The Public Works Department would like to enhance its infrastructure management practices to sustain the delivery of its services in an efficient and defendable manner. Faced with the challenges of aging infrastructure, increasing regulatory requirements, limited staff resources, and closer stakeholder involvement, the Public Works Department wishes to utilize asset management to help identify, prioritize, and justify work and capital investments. 1.2 Asset Management Plan An asset management plan is a long-range planning document used to provide a rational framework for understanding the assets an organization owns, the services it provides, the risks it exposes, and the financial investments it requires. The asset management plan documents the current state of infrastructure, committed service levels, risk profile, and future capital and maintenance needs to sustain the delivery of its assets. The results of the asset management plan are used to drive the capital improvement plan and the financial plan. An asset management plan is a living document. It is to be updated and continually refined as part of an ongoing asset management and business improvement process. 2 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 1.2.1 Why is an asset management plan needed? Aging assets are reaching a time at which they are beginning to fail, and in some cases they can fail with significant consequences. In years past, there were far fewer assets to manage. Assets were often visible and younger. With the rapid development of communities, however, the number of assets required to meet the growing demand has increased exponentially. As a result, assets can no longer be managed effectively by relying on the historical reactive management practices. In order to improve management practices, asset management helps to answer the following five core questions: 1. What is the current state of the assets? 2. What is the required sustained level of service? 3. Which assets are critical to sustained performance? 4. What are the best O&M and CIP investment strategies? 5. What is the best long-term funding strategy? An asset management plan is intended to answer the preceding questions. An asset management plan enables the organization to have the information required to make the right decision, at the right time, at the right cost, and for the right reason. By implementing core asset management processes, the Public Works Department gains knowledge of the assets owned, the remaining useful life to manage, the amount of investment required, and the business risk it faces. The asset management plan will provide a foundation to promote sustainable management practices. 1.2.2 How can an asset management plan be applied? The following points list the key benefits of an asset management plan: Road map for future asset commitments. Develop a funding model to estimate the revenues required to manage infrastructures at the established levels of service. Effective use of existing funds. Optimize the use of current funds to achieve the best value from both capital improvement programs and operations and maintenance budgets. Future asset requirements. Identify future, long-term projects and strategies to deliver the most cost-effective service option from a life cycle asset management perspective. Risk identification. Identify future business risks that may impact the organization from both level of service and cost of service perspectives. Developing an asset management plan will require the Public Works Department to complete and master the following activities: Identify assets where rehabilitation or replacement will be cost effective. Understand and manage critical assets. Focus maintenance efforts using risk. Optimize maintenance and capital needs to reduce the life cycle cost of ownership. Understand the long-term future renewal, rehabilitation, and replacement expenditure requirements of the organization and assist in the development of plans to mitigate the various expenditure peaks. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 3 1.3 Study Area The study area is shown in the figure below (Figure 1-1). The figure represents the limits of the City of Carlsbad. Figure 1-1 Service Area 4 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 2. Levels of Service The key factors that drive the success of an asset management program are having clear direction and measuring performance. As part of the continuous improvement process, the Public Works Department should review its strategic goals and evaluate whether the goals and objectives are being met. The management decisions and day-to-day activities should work towards achieving the strategic direction. All decisions and activities that do not align with or support the strategic direction should become a lower priority. This chapter documents Utilities Division’s established strategic direction, levels of service, and performance indicators. In an effort to further reinforce the Utilities Division’s management practices, the Utilities Division decided to adopt the Effective Utility Management (EUM) attributes (Figure 2-1). In 2007, six national water utility professional organizations and the U.S. Environmental Protection Agency worked together to identify the following attributes of effective managed water sector utilities: 1. Product quality 2. Customer satisfaction 3. Employee and leadership development 4. Operational optimization 5. Financial viability 6. Infrastructure stability 7. Operational resiliency 8. Community sustainability 9. Water resource adequacy 10. Stakeholder understanding and support The attributes provide an indication of where effectively-managed utilities divisions focus and what they strive to achieve. These attributes should be regarded as continuously improving management building blocks. These attributes were adopted to guide the Utilities Division to meet the long term management goals. 2.1 Asset Management Strategic Framework In an effort to establish a strategic direction, an asset management strategic framework (Framework) was developed. The Framework is designed to identify the commitment to asset management and to guide the asset management program implementation. Figure 2-2 presents the Strategic Framework in the form of a pyramid. The Framework guides the asset management activities towards achieving the overarching mission. Figure 2-1 Ten Attributes of Effectively Managed Water Sector Utilities (Source: AWWA) GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 5 Figure 2-2 Asset Management Strategic Framework The Framework builds upon the bottom elements to achieve the higher level goals. Similarly, the top level goals help to guide the management direction of the bottom elements. This balanced approach helps to guide and align the asset management decisions. For example, the asset management processes and practices are developed to optimize and meet the established levels of service. These levels of service serve as performance indicators to achieve the objectives. Objectives help to further refine the higher level goals. Goals are developed to conceptually define the mission. The Framework is categorized in two specific components, strategic and tactical. The strategic components define the mission, goals, objectives, and levels of service. The tactical components identify and develop the processes to optimize the achievement of the strategic components. The strategic components provide high-level direction and help to define purpose and intent. They also establish a link between the processes and practices (work performed) and the levels of service (work measured). As shown in Figure 2-2, the strategic components are composed of the mission, goals, objectives, and levels of service. These elements are explained in the following sections. 2.1.1 Goals Goals broadly describe the expected future outcomes. They provide a programmatic, high-level direction and focus on ends rather than means. The goals must be in alignment with the mission and supported by the objectives, which in turn provide the means to achieve the goals. The Utilities Division goals were established with respect to the EUM attributes. The goals are as follows: 1. Product quality – Produces potable and recycled water in full compliance with regulatory and reliability requirements and consistent with consumer, public health, and ecological needs. 2. Customer satisfaction – Provides reliable, responsive, and affordable services in line with explicit customer- accepted service levels. – Receives timely customer feedback to maintain responsiveness to customer needs and emergencies. 6 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 3. Employee and leadership development – Recruits and retains a workforce that is competent, motivated, adaptive, and safe-working. – Establishes a participatory, collaborative organization dedicated to continual learning and improvement. – Ensures employee institutional knowledge is retained and improved upon over time. – Provides a focus on and emphasizes opportunities for professional and leadership development. – Strives to create an integrated and well-coordinated senior leadership team. 4. Operational optimization – Ensures ongoing, timely, cost-effective, reliable, and sustainable performance improvements in all facets of its operations. – Maintains awareness of information and operational technology developments to anticipate and support timely adoption of improvements. 5. Financial viability – Ensure Adequate and Predictable Water and Sewer Rates Achieve adequate cash reserves Develop adequate rates – Ensure Financially Stability Adopt financial policies Manage revenues and expenditures to ensure sustainability – Ensure outside funding opportunities are maximized 6. Infrastructure stability – Understands the condition of and costs associated with critical infrastructure assets. – Maintains and enhances the condition of all assets over the long-term at the lowest possible life-cycle cost and acceptable risk consistent with customer, community, and regulator-supported service levels, and consistent with anticipated growth and system reliability goals. – Assure asset repair, rehabilitation, and replacement efforts are coordinated within the community to minimize disruptions and other negative consequences. 7. Operational resiliency – Ensures that utility leadership and staff work together to anticipate and avoid problems. – Proactively identifies, assesses, establishes tolerance levels for, and effectively manages a full range of business risks that include legal, regulatory, environmental, safety, security and natural disasters in a way that is consistent with system reliability goals. 8. Community sustainability – Is explicitly cognizant of and attentive to the impacts its decisions have on current and long-term future community and watershed health and welfare. – Manages operations, infrastructure, and investments to protect, restore, and enhance the natural environment. – Efficiently uses water and energy resources. – Promotes economic vitality. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 7 – Engenders overall community improvement. – Explicitly considers a variety of source water protection approaches as part of an overall strategy to maintain and enhance ecological and community sustainability. 9. Water resource adequacy – Ensures water availability consistent with current and future customer needs through long-term resource supply and demand analysis, conservation, and public education. – Explicitly considers its role in water availability and manages operations to provide for long-term aquifer and surface water sustainability and replenishment. 10. Stakeholder understanding and support – Ensure understanding and gain support from stakeholders for service levels, rate structures, operating budgets, capital improvement programs, and risk management decisions. – Actively involves stakeholders in the decisions that will affect them. – Ensures water availability consistent with current and future customer needs through long- term resource supply and demand analysis, conservation, and public education. – Explicitly considers its role in water availability and manages operations to provide for long-term aquifer and surface water sustainability and replenishment 2.1.2 Objectives Objectives identify how goals are to be achieved. Objectives identify issues that need to be addressed and provide a clear and specific statement of action that will help achieve the goals. They specify an action to be taken, but do not define the individual performance metrics, which are stated in the levels of service. Objectives were developed to support the goals established for the EUM attributes. The objectives can be found in Appendix A of this asset management plan. 2.1.3 Levels of Service Levels of service are a set of commitments to it customers and stakeholders. They are specific activities developed to meet the objectives. They include specific performance metrics to measure how well they are achieving the target performance. Defined levels of service can be used to track performance and identify areas where activities are not in alignment with the mission or goals of the organization. Understanding what to measure establishes the relationship between the levels of service and the cost to provide the service. Once established, this relationship can be evaluated to determine the optimum service at the lowest life cycle cost and risk. This balanced point, as illustrated in Figure 2-3, is one of the goals of the asset management program. Figure 2-3 Asset Management Balance Model Customer Expectations Cost of Service Levels of Service Business Risk 8 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Levels of service shown with respect to objectives can be found in Appendix A of this asset management plan. Currently little performance data is available to determine if all levels of service are being met. Moving forward, the Utilities Division intends to track costs, measure performance, and further refine these levels of service statements. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 9 3. Future Demands This chapter documents any anticipated changes in demand and/or levels of service that could influence the future infrastructure planning and management efforts. These changes could include growth in demand, changes in regulatory standards, sustainability practices, and anticipated staff changes. In alignment with the proactive planning processes of asset management, it is important to identify, document, and plan for any factors that could affect the infrastructure management. The following factors will or could potentially influence the planning and management of the infrastructure. The City of Carlsbad is nearly built out. The Utilities Division estimates that water demand will increase at a slower pace than in previous years. In addition, the Utilities Division feels that demand for water will no longer be the business driver due to maturing water conservation programs and increasing use of recycled water. Rather, the business driver will focus on sustaining the delivery of services using existing infrastructure. Potable water demand changes are derived by demographic projections and water conservation. A key factor influencing water use projections is projected growth in population, housing, and employment. Growth projections by San Diego Association of Governments (SANDAG) indicates that the City of Carlsbad will experience continued growth in population, housing units, persons per household, and employment, but at a much lower rate than in previous decades. Most of the projected growth in housing units is associated with planned developments in the eastern portion of the service area. Additional increases will be from smaller infill development in established neighborhoods and commercial areas. The future demand projection for recycled water is based on a list of 161 potential new recycled water customers identified in the 2012 Recycled Water Master Plan. The total additional potential future demand, based on the customer database, is nearly 4.8 MGD. This demand includes 2.4 MGD for the Utilities Division and 2.4 MGD for neighboring agencies. Most of the projected growth in the City of Carlsbad sewer system is associated with planned developments in the eastern portion of the City and along the coastal corridor. The remainder of the future growth includes later phases of larger developments that are mostly built out, and non- specific general infill and redevelopment of established neighborhoods and commercial areas located in the western portions of the City. Further discussion around water demand, by system, is summarized below. 3.1 Potable Water Facilities According to the Water Master Plan, the potable water system currently has sufficient transmission and storage capacity to provide adequate service pressures, to serve existing demands, and to replenish operational storage. The City’s Growth Management Plan and emergency storage policy is to provide 10 days of average water use. Based on the existing average daily demand of 19.1 MGD, the required storage volume is 191 MG. Maerkle Reservoir, which has a storage capacity of 195 MG, currently provides the required storage volume for the District. A sample summary of potable water facilities’ existing versus required capacity is shown in Table 3-1. As can be seen in this table, both Maerkle and D3 tanks have surplus capacity. 10 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 3-1 Capacity Assessment of Potable Water Facilities Facility System Capacity Required Capacity Balance Maerkle Tank Potable Water 10.0 MG 2.28 MG +7.72 MG Tank D3 Potable Water 8.5 MG 6.14 MG +2.36 MG Maerkle PS Potable Water 13,500 GPM 13,245 GPM +255 GPM Table 3-2 provides a summary of capacity analysis based on future demands. The future demands are based on projections for future development. According to the results, Maerkle pump station will have a deficit of 1,673 GPM. For the pumps in this facility, capacity might become the imminent level of service if not addressed before the high future demands are reached. Table 3-2 Capacity Assessment Based on Future Demands Facility System Capacity Required Capacity Balance Maerkle Tank Potable Water 10.0 MG 2.57 MG +7.43 MG Tank D3 Potable Water 8.5 MG 7.44 MG +1.06 MG Maerkle PS Potable Water 13,500 GPM 15,173 GPM -1,673 GPM 3.2 Recycled Water Facilities The recycled water facilities include the Twin D reservoirs, Carlsbad WRF pump station, and among other facilities. Table 3-3 provides a summary of a sample of the Utilities Division’s existing daily storage and pumping capacities. As can be seen in this table, Twin D and C tanks have more capacity than what is required for pressure zone 384. The capacities of recycled water pump stations exceed their required capacity. Therefore, these facilities have adequate capacity to support the existing demand. Table 3-3 Capacity Assessment of Facilities Facility Type Capacity Required Capacity Balance Twin D and C1) Tanks Tanks 3.5 MG 1.8 MG +1.7 MG Carlsbad WRF PS Pump Station 6,667 GPM 2,777 GPM +3,890 GPM Twin D PS Pump Station 4,500 GPM 1,903 GPM +2,697 GPM Note: This tank is not included in the condition assessment. Table 3-4 provides a summary of capacity analysis based on future demands. The future demands are based on projections for future development and the expanded use of recycled water by customers. The results of the capacity analysis indicate that Twin D and C tanks and Carlsbad WRF pump station will have a deficit of 0.5 MG and 933 GPM, respectively. For these facilities, capacity might become the imminent failure mode if the capacity issue is not addressed before the high future demands are reached. Table 3-4 Capacity Assessment of Facilities Based on Future Demands Facility System Capacity Required Capacity Balance Twin D and C Tanks Recycled Water 3.5 MG 4.0 MG -0.5 MG Carlsbad WRF PS Recycled Water 6,667 GPM 7,600 GPM -933 GPM Twin D PS Recycled Water 4,500 GPM 3,400 GPM +1,100 GPM GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 11 3.3 Wastewater Facilities Table 3-5 provides a sample of wastewater facilities’ existing versus required capacity. Capacity analysis information is only available for N. Batiquitos lift station. As can be seen in this table, the capacity of N. Batiquitos lift station currently exceeds its required capacity. Table 3-5 Capacity Assessment of Lift Stations Based on Current Demands Facility System Capacity Required Capacity Balance N. Batiquitos LS Wastewater 2,250 GPM 1,400 GPM +850 GPM Table 3-6 provides a summary of capacity analysis based on future demands. The future demands are based on projections for future development. N. Batiquitos lift station exceeds the required capacity by 1,673 GPM. Table 3-6 Capacity Assessment of Lift Stations Based on Future Demands Facility System Capacity Required Capacity Balance North Batiquitos LS Wastewater 2,250 GPM 1,150 GPM +1,100 GPM 12 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 4. Asset Inventory and Valuation One of the key questions of asset management is “what’s the current state of the assets?” This chapter focuses on answering this question by providing a snapshot of the assets owned and managed. It will document the assets owned and managed in the service area. It will also assess the general condition, replacement valuation, and consumption profile. The assessments in this chapter will be the basis of the asset database for the life cycle cost analyses. 4.1 Asset Register To understand the assets owned and managed, information about the assets must be consolidated in a central location (asset register). An asset register records all of the organization's managed assets and the key attributes used to support asset management decisions. It also forms links between all asset-related applications (e.g., CMMS, GIS) through a unique asset identification number (Asset ID). All Utilities Division assets were consolidated into a single database, the asset register. During the consolidation process, data gaps (e.g., missing install year, pipe material, size) were identified. Working closely with engineering and field staff, missing data was filled with the best information available. In addition, all facilities were visited to identify the assets at each. During the visit, assets were inventoried, data was collected, and visual condition assessment was performed. A photo of each asset was taken and recorded as part of the asset inventory process. 4.1.1 Asset Hierarchy In order to organize the thousands of assets in the asset register, an asset hierarchy was used. An asset hierarchy provides a structured framework for organizing assets in the asset register. A hierarchy will enable the Asset Manager to easily locate an asset and obtain data (e.g., valuation, risk, remaining life) required to support asset management decisions. The hierarchy has a structured relationship (Parent-Child), which allows consistent roll-up/roll-down of data. The Utilities Division asset hierarchy is presented in Figure 4-1 below. Assets were categorized into four major systems: the potable water system, recycled water system, wastewater system, and storm drain system. For each system, assets were further categorized into point, distribution/collection, and facility assets. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 13 Utilities Division Potable Water System Linear Assets D‐3 Tank Maerkle Tank Maerkle Dam Reservoir Facility Assets Mains Services Pump StationsReservoirs Chlorination StationsPressure Reducing Stations Maerkle Lower Pump Station and Chlorination Station D3 Effluent Flow Ctrl Vault D3 Influent Flow Ctrl Vault Camino De Las Ondas PRS Poinsettia West PRS Lake Shore Gardens PRS Encinas PRS Palomar West PRS Black Rail PRS Maerkle Tap #3 PRS Maerkle Effluent PRS Maerkle Upper Chlorination Station Recycled Water System Linear Assets Facility Assets Mains Services Pump Stations Carlsbad WRF Pump Station D Site Recycled Water Pump Station Wastewater System Storm Drains Linear Assets Sand Shell Lift Station Knots Lane Lift Station N. Batiquitos Li ft Station Facility Assets Force Mains Gravity Mains Lift Stations Linear Assets Channels Pipes Point Assets Hydrants Meters Valves Appurtenances Cathodic Protections Point Assets Meters Valves Appurtenances Cathodic Protections Point Assets Access Holes Reservoirs D Site Recycled Water Reservoirs (D1 & D2) Pressure Reducing Stations Avenida Encinas Recycled Water PRS D2 Potable Make‐Up PRS Point Assets Structures Public Works Department Transportation Division Figure 4-1 Asset Hierarchy 4.1.2 Asset Inventory The following tables provide a high level summary of the asset inventory. The potable water system includes 435 miles of distribution pipes, five pump station, ten storage tanks, 71 pressure reducing stations, and two chlorination stations. The wastewater system includes 270 miles of collection pipes and 16 lift stations. The recycled water system includes 75 miles of distribution pipes, three pump stations, one reservoir, and two pressure reducing stations. The storm drain system includes 180 miles of drain storm pipes and 26 miles of storm drain open ditches and channels. Table 4-1 Asset Inventory Summary System and Sub System Count Mileage Potable Water System Potable Water Distribution System 96,321 606 Potable Water Facilities 865 - Recycled Water System Recycled Water Distribution System 4,490 82 Recycled Water Facilities 321 - Wastewater System Wastewater Collection System 13,258 271 Wastewater Facilities 587 - Storm Drain System Storm Drain Collection System 18,143 195 Total 133,985 1,154 14 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 4.2 Installation Profile The historical asset installation profile provides insight into when large portions of assets were installed. The profile shows the installation trends. The trends generally coincide with events in history (e.g., economic recessions, heightened government spending, and development of communities). The historical asset installation profile is presented in Figure 4-2. It illustrates the amount of investment (asset installation) per year, represented in 2014 dollars, dating back to the earliest asset installation. It does not represent the actual capital investment that took place in any given year. As shown in the figure, the oldest assets were installed in 1929. A few more assets were installed in 1940 and in the 1950s. The main construction of the assets started in the late 1950s. Asset installation was fairly constant through the 1970s and 1980s before it increased sharply in the late 1990s and 2000s. Installation dropped off dramatically in the late 2000s, which corresponds with the economic recession. Figure 4-2 Installation Profile 4.3 Consumption Profile Unlike the installation profile which focuses on the past, the consumption profile focuses on an assessment of the current state of the assets. The consumption profile provides an overview of how much of each asset’s life is used up. The profile provides an indication of the amount of assets reaching the end of their expected life and when they will require replacement. The consumption profile is calculated using each asset’s age, condition, and expected life. For example, an asset identified as 0% consumed indicates a new asset, whereas an asset identified as 100% consumed indicates the asset has reached the end of its useful life. Similarly, assets with shorter expected lives will be consumed more quickly than assets with long expected lives. The consumption profile of the assets is presented in Figure 4-3. The dollar value represented in the figure is expressed in today’s (2014) estimated replacement costs. In general, most of the assets are within the 10 to 40 percent range. This is expected, as most assets were installed in the 1990s and 2000s, which is indicated by the installation profile (Figure 4-2). However, there are some assets that are fully consumed (roughly $45 million). The majority of these assets are potable GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 15 water copper service lines installed in the 1970s and early 1980s. These pipes have a relatively short expected life (20 or 30 years). The Utilities Division has recognized this problem and has initiated a service line replacement program. Figure 4-3 Consumption Profile 4.4 Replacement Cost With a general understanding of the current state of the collection system assets, the Public Works Department needs to start looking at the financial requirement to address the replacement needs. This process starts with assessing the current replacement value of each asset. Asset valuations are an integral part of asset management. The valuation process provides asset managers with the knowledge of estimated current replacement costs to support their budgetary planning, identify high value assets, and understand the total value of the assets at all levels of the hierarchy. Each asset in the asset register was assigned an estimated replacement cost based on what it might cost to replace the asset in today’s (2014) dollar. A summary of the asset valuation is provided below in Figure 4-4. The estimated replacement cost of all assets is about $2.3 billion. The potable water system has the highest replacement cost at $1.0 billion (44%), followed by the storm drain system ($0.8 billion or 33%), the wastewater system ($0.4 billion or 16%), and then the recycled water system ($0.2 billion or 7%). 16 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 4-4 System Level Replacement Cost Table 4-2 System Level Replacement Cost System (Sub System) Total Replacement Cost % Potable Water System $1,017,759,397 44% Distribution System $900,783,200 Facilities $116,976,197 Recycled Water System $162,430,852 7% Distribution System $149,303,824 Facilities $13,127,028 Wastewater System $372,574,539 16% Collection System $355,696,901 Facilities $16,877,638 Storm Drain System $775,764,796 33% Total $2,328,529,584 100% As expected, the majority of the past investment has been in distribution and collection systems. Of the total $1.0 billion for the potable water system, distribution assets (e.g., pipes, valves) account for most of the system (89%) and potable water facilities (e.g., reservoirs, pump stations) only account for the remaining 11%. For the recycled water system, the distribution assets represent 92% of the total $162 million of total replacement cost estimate. The wastewater and storm drain collection assets represent 95% and 100% of their total replacement cost estimates. Detailed analyses of replacement costs will be presented and discussed in subsequent chapters. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 17 5. Risk Assessment This chapter provides an understanding of the potable water, recycled water, wastewater, and storm drain asset risk profiles. Risk is the key element of asset management. It is used to prioritize budgets and resources in a transparent and consistent way. The objectives of a risk assessment are as follows: 1. Identify assets representing the greatest risk to the organization 2. Promote efficient use of resources by focusing on high-risk assets (i.e., capital and operational expenditures, staff hours) 3. Highlight assets requiring detailed condition assessment or renewal 4. Prioritize inspection, cleaning, and preventative maintenance schedules 5. Develop and apply appropriate risk management strategies 5.1 Methodology Business Risk Exposure (BRE) is the term used to describe and quantify the risks associated with the management of assets. It can be assessed at an asset level and/or at the system level. Business risk exposure is comprised of three major components: probability of failure, consequence of failure, and redundancy. The probability of failure measures an asset’s likelihood of or timing to failure. The consequence of failure evaluates the direct and indirect impacts of a failure. Redundancy, the presence of backup equipment, helps to decrease the overall risks of a failure. A BRE score is assigned to each asset in the asset register to help prioritize the needs under limited resources. Business Risk Exposure (BRE) Probability of Failure (PoF) Consequence of Failure (CoF)= x Redundancy x 5.1.1 Probability of Failure A combination of condition-based and age-based approaches has been utilized to calculate Probability of Failure (PoF). Figure 5-1 and Figure 5-2 show the PoF methodologies for distribution/collection system assets and facility assets, respectively. 18 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 5-1 PoF Methodology for Distribution and Collection System Assets The methodology starts with reviewing existing asset information available from various sources, including GIS and Hansen databases, master plans, and as built drawings. Limited CCTV data from wastewater main inspections were analyzed to determine the structural and operational conditions of wastewater pipes (Figure 5-1). Site visits were conducted to inventory and visually assess the condition of facility assets (Figure 5-2). When condition data was available, the PoF was calculated utilizing the condition score. Where the condition data was not available, an age-based methodology using useful life, a deterioration curve, and age was used to estimate the PoF. It is assumed that the assets are likely to have a slightly late decay curve. Additionally, where applicable, redundancy was identified and used to reduce the PoF for facility assets (Figure 5-2). Depending on the consequence of failure of the assets, an appropriate management strategy (aggressive or normal) was applied. To manage risk, aggressive management strategies will highlight assets to be replaced before the end of useful life and/or at a set condition or risk value. Reacting to failure for a high risk asset will be the most costly option with the highest consequence impact. This methodology ensures that the Utilities Division has time to plan and act before a failure of the asset. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 19 Figure 5-2 PoF Methodology for Facility Assets 5.1.2 Consequences of Failure The consequence of failure (CoF) measures the direct and indirect impacts of an asset failure from the perspective of the triple bottom line (economic, social, and environment). For distribution/collection assets, spatial analysis using available GIS layers was conducted. Key GIS layers and their contribution of consequence of failure assessment are as follows: 1. Land Use – Provides an estimate on social and economic impacts of asset failure. For example, a water main break in a commercial district will have bigger social and economic impact in comparison with a residential neighborhood. 2. Road Classification – This factor is used to determine the varying degrees of economic and social impacts associated with asset failures (e.g., traffic interruption and detour during repair). Road classification includes major road, collector, and rail road. 20 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 3. Vicinity to water bodies (bays, lagoons, and streams) – Wastewater spill to water bodies will affect environmental quality and trigger economic and social consequences due to cleaning. Spills and overflows in these areas come with possible fines from the state. 4. Size – The greater the size of the asset, the greater the consequence of failure (e.g., volume of wastewater spill, volume of potable water loss, social and environmental disturbances). It was determined that potable and recycled water assets with diameter of larger than 24” and wastewater and storm drain assets with diameter of 60” or larger are deemed critical (high consequence of failure). While every distribution and collection asset will have consequence of failure scores for each of the four factors mentioned above, one critical score will be enough to consider an asset as critical. For example, any pipes under major roads or rail roads will automatically be considered high consequence. The consequence of failure for facility assets uses a different methodology. A two-tiered assessment approach is used. The consequence of failure is assessed at the facility level and at the asset level. Figure 5-3 illustrates of the methodology using pump stations as an example. Figure 5-3 Two-Tier Consequence of Failure Method To objectively measure the criticality of each facility, an assessment was conducted at a city-wide level, considering all facilities managed by the Utilities Division. The impact of a failure for facility- level criticality is considered from a triple bottom line perspective (economic, environmental, and social effects). Because each system presents different risks, separate weights were assigned for each system. Table 5-1 summarizes the weightings used for the potable water, recycled water, and wastewater systems. Table 5-1 Triple Bottom Line Weightings for Facility-Level Criticality System Economy (Capacity) Environment (Location) Social (Level of Service) Potable Water 0.2 0.3 0.5 Recycled Water 0.3 0.4 0.3 Wastewater 0.2 0.5 0.3 Table 5-2 shows the criticality (consequence of failure) of the Utilities Division’s reservoirs from a triple bottom line perspective, encompassing the elements of economic, environmental, and social effects. Among potable water reservoirs, Maerkle Reservoir and Maerkle Tank have the highest consequence of failure. The most critical recycled water reservoir is C Tank, followed by Twin D Tanks. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 21 Table 5-2 Facility CoF - Reservoirs System Facility Name (Location) CoF Scores (1: Low – 5: High) Final CoF Score Economy Environment Social Potable Water Maerkle Reservoir 5 5 5 5 Potable Water Maerkle Tank 5 5 5 5 Potable Water Santa Fe II Tank 4 3 5 4.2 Potable Water D-3 Tank 4 4 4 4 Potable Water La Costa Hi Tank 4 3 4 3.7 Potable Water Elm Tank 1 4 4 3.4 Potable Water TAP Tank 4 1 4 3.1 Potable Water Ellery Tank 3 1 4 2.9 Potable Water Skyline Tank 1 1 4 2.5 Recycled Water C Tank 3 5 3 3.8 Recycled Water Tank D1 2 4 3 3.1 Recycled Water Tank D2 2 4 3 3.1 Table 5-3 shows the criticality (consequence of failure) of the Utilities Division’s Pump Stations from a triple bottom line perspective, encompassing the elements of economic, environmental, and social effects. The Maerkle Pump Station is the most critical facility, followed by Calavera Hills Pump Station and Bressi Pump Station in the potable water system. In the recycled water system, Carlsbad WRF is the most critical facility, followed by Bressi Pump Station and Calavera Pump Station. Table 5-3 Facility CoF - Pump Stations System Facility Name (Location) CoF Scores (1: Low – 5: High) Final CoF Score Economy Environment Social Potable Water Maerkle Pump Station 5 5 5 5 Potable Water Calavera Hills Pump Station 3 3 5 4 Potable Water Bressi Pump Station 5 1 5 3.8 Recycled Water Carlsbad WRF Pump Station 5 5 4 4.7 Recycled Water Bressi Pump Station 5 4 5 4.6 Recycled Water Calavera Pump Station 4 4 5 4.3 Recycled Water Twin D Pump Station 4 4 3 3.7 Table 5-4 shows the criticality (consequence of failure) of the Utilities Division’s pressure reducing stations from a triple bottom line perspective, encompassing the elements of economic, environmental, and social effects. In the potable water system, Maerkle Effluent and Maerkle Tap #3 pressure reducing stations are the most critical assets, followed by D3 Effluent and Influent flow control vaults. In the recycled water system, Twin D PRS is the most critical station followed by Avenida Encinas Rec PRS. 22 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 5-4 Facility CoF - Pressure Reducing Stations System Facility Name (Location) CoF Scores (1: Low – 5: High) Final CoF Score Economy Environment Social Potable Water Maerkle Effluent PRS 5 5 5 5 Potable Water Maerkle Tap #3 PRS 5 5 5 5 Potable Water D-3 Effluent Flow Control Vault 5 4 5 4.7 Potable Water D-3 Influent Flow Control Vault 5 4 5 4.7 Potable Water Lake Shore Gardens PRS 4 1 5 3.6 Potable Water Palomar West PRS 3 1 4 2.9 Potable Water Encinas PRS 3 1 2 1.9 Potable Water Black Rail PRS 3 1 2 1.9 Potable Water Camino De Las Ondas PRS 3 1 1 1.4 Potable Water Poinsettia West PRS 3 1 1 1.4 Recycled Water Twin D PRS (Ralph Valve) 3 4 5 4 Recycled Water Avenida Encinas Rec PRS 4 3 5 3.9 Recycled Water D-2 Potable Water Turnout 2 4 3 3.1 Table 5-5 shows the complete list of the Utilities Division’s lift stations with their criticalities (consequence of failure) from a triple bottom line perspective, encompassing the elements of economic, environmental, and social effects. The most critical lift stations are North Batiquitos, Home Plant, Buena Vista, Aqua Hedionda, Foxes Landing, and Cannon Road. At the asset level, the impact was measured by the impact of the asset failure at the facility (processes). Table 5-5 Facility CoF - Lift Stations System Facility Name (Location) CoF Scores (1: Low – 5: High) Final CoF Score Economy Environment Social Wastewater North Batiquitos 5 5 5 5 Wastewater Home Plant 5 5 5 5 Wastewater Buena Vista 5 5 5 5 Wastewater Agua Hedionda 5 5 5 5 Wastewater Foxes Landing 5 5 5 5 Wastewater Cannon Road 5 5 5 5 Wastewater Chinquapin 3 5 5 4.6 Wastewater Poinsettia 5 4 5 4.5 Wastewater Terramar 2 4 5 3.9 Wastewater Simsbury 3 4 3 3.5 Wastewater El Fuerte 2 4 1 2.7 Wastewater Villas 1 2 3 2.1 Wastewater Vancouver 1 3 1 2 Wastewater Sand Shell 1 1 3 1.6 Wastewater Knots Lane 1 1 3 1.6 Wastewater Gateshead 1 1 1 1 Table 5-6 shows the facility asset criticality by different asset classes. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 23 Table 5-6 Asset Class Criticality Asset Class CoF Asset Class CoF Asset Class CoF Motor-L 5 Cover 4 Sump Pump 2 Motor-S 5 Concrete Process Structure 4 W-Valve-L 2 Shaft-L 5 Control Panel 4 W-Valve-S 2 Shaft-S 5 Tank 3 Bridge 1 VFD 5 WW-Valve-L 3 Crane 1 W-Pump-L 5 WW-Valve-S 3 Accesshole Cover 1 W-Pump-S 5 Grinder 3 Building 1 WW-Pump-L 5 Scrubber 2 Camera 1 WW-Pump-S 5 Analyzer 2 Fence 1 Chlorinator 5 Blower 2 Gate 1 Dam 5 Tower 2 Grating 1 Gas Cylinder 5 Compressor-L 2 Hatch 1 MCC 5 Compressor-S 2 Lighting 1 Steel Reservoir 5 HVAC 2 Non-office Building 1 Transformer 5 SCADA 2 Open Reservoir 1 Chemical Tank 5 Sensor 2 Pavement-AC 1 Concrete Reservoir 5 Transducer 2 Road 1 Generator 5 Airvac 2 Wall 1 Process Pipe 5 Flow Meter 2 5.2 Results The risk profiles and results for each system are explained in detail in each system’s chapter of this report (i.e., potable water, recycled water, wastewater, and storm drain). Table 5-7 shows a summary of the risk profile of all the linear assets, including potable water, recycled water, wastewater, and storm drain systems. The majority of linear assets are categorized as low risk. Only 1% of linear assets are categorized as high risk, which indicates that nearly all of the assets are low to moderate risk. In other words, the majority of assets with high consequence of failure have a low probability of failure or the majority of assets that are close to the end of their useful lives are not critical. Table 5-7 Risk Profile – Linear Assets Sub System Low Risk Medium Risk High Risk Potable Water Distribution system Linear assets (mains and services) 371 miles (61%) 229 miles (38%) 7 miles (1%) Recycled Water Distribution system Linear assets (mains and services) 73 miles (89%) 9 miles (11%) 0 miles (0%) Wastewater Collection system Linear assets (force and gravity mains) 212 miles (78%) 53 miles (19%) 6 miles (2%) Storm Drain Collection system Linear assets (channels and pipes) 161 miles (85%) 28 miles (15%) <1 miles (<1%) Total 817 miles (71%) 319 miles (28%) 13 miles (1%) 24 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 6. Long-Range Prediction This chapter introduces the long-range renewal need projection (rehabilitation and replacement). The renewal projection is a look at the future capital investment needs. Understanding the long- range renewal projection is a key step in making sustainable and proactive management decisions. A 100-year renewal projection is generated for the collection system assets (Figure 6-1). A 100-year planning horizon is used to ensure the full lifecycle of all assets is captured. For proper asset management planning, a long-range planning horizon is required to fully understand the cyclic nature of the installation and replacement trends. A short-range (e.g., 5-year, 10-year) planning horizon often fails to consider the large capital requirement that may lie just beyond the analysis window. Without a long-range consideration, an organization will not be able to financially prepare for renewal requirements due to the enormous capital investment needs of infrastructure assets. Figure 6-1 Long-Range Prediction The results show a large spike in the first year of the model. This is due to assets that are older than their useful life estimate. This spike of $60 million does not mean that the Public Works Department needs to spend this money immediately, but it does mean that there is significant backlog of past due asset replacements. Section 4.3 discussed the 100% consumed assets and identifies some of the asset that makes up this spike. Copper potable water services are included in this spike. Based on the life cycle analyses, it is estimated that the Public Works Department will need to invest $36 million per year on average for the next 100 years to sustain the delivery of services for all the asset systems included in this plan. However, for a shorter horizon of 10, 25, and 50 years, the investment needs are significantly lower, at $16 million, $22 million, and $25 million, respectively (Table 6-1). The lower investment requirements are due to less pipe replacement needs in the first 50 years. Because pipes generally have long useful lives, they are not due for replacement until the 2070s and beyond. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 25 Table 6-1 Average Renewal Needs System 10 Year Average 25 Year Average 50 Year Average 100 Year Average Potable Water System $9,814,190 $13,863,556 $15,057,298 $17,629,220 Recycled Water System $290,922 $722,447 $1,307,004 $2,285,100 Wastewater System $573,000 $659,044 $966,136 $8,280,891 Storm Drain System $5,152,395 $6,482,354 $7,434,234 $8,084,826 Total $15,830,507 $21,727,401 $24,764,672 $36,280,037 26 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7. Potable Water System 7.1 Potable Water Distribution System 7.1.1 Introduction CMWD imports water through the San Diego Water Authority (Water Authority) for their potable water needs. Water is supplied to CMWD through four separate Water Authority treated water turnouts. CMWD’s water distribution system is flexible in that supply from the four aqueduct connections can be routed to different parts of the distribution system by making changes to several key valve settings. This section provides detailed information about the state of assets, asset inventory, replacement costs, installation and consumption profiles, risk assessment, and future needs of the potable water distribution system. 7.1.2 State of the Assets As shown in Figure 7-1, the existing distribution system consists of 435 miles of pipeline, 13,000 valves, 42,000 fire hydrants, 28,000 meters, 6,500 appurtenances, and 72 cathodic protection elements. The following figure shows asset classes in the Potable Water Distribution System. Figure 7-1 Asset Hierarchy - Potable Water Distribution System Table 7-1 provides a detailed look at the potable water mains. The total length of potable water mains is 435 miles. The summary shows that the Utilities Division pipes are dominated by ACP (227 miles) and PVC (170 miles). They make up 91% of the total miles of pipe. Table 7-1 Asset Inventory Summary - Potable Water Mains < 66 8 10121416182021242730333642 ACP 2.0 40.7 85.0 39.6 36.0 7.4 15.5 1.4 227.5 CI 0.2 0.0 0.3 CML&C 0.0 0.9 0.2 0.3 0.6 1.2 0.0 0.2 0.2 2.0 0.2 2.0 7.8 COPPER 0.2 0.2 DI 0.2 0.0 0.3 0.2 1.4 0.5 0.4 2.9 1.7 0.6 8.3 HDPE 0.1 0.1 PCCP 3.0 0.1 3.1 PVC 0.4 2.2 114.2 14.2 31.4 1.1 5.6 1.2 170.3 STL 0.2 0.6 1.1 1.0 1.7 0.5 5.9 0.5 0.2 0.5 1.8 1.5 1.9 0.2 0.4 18.1 Total 2.7 43.5 201.7 55.0 69.7 9.7 29.7 3.7 0.6 3.5 5.0 1.7 4.1 0.2 3.9 1.0 435.7 Mains Material Total Length (miles) by Diameter (in)Total Note: ACP: Asbestos Cement Pipes, CI: Cast Iron, CML&C: Cement-Mortar Lined and Coated, DI: Ductile Iron, HDPE: High Density Poly Ethylene, PVC: Poly Vinyl Chloride, STL: Steel GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 27 Table 7-2 provides a detailed look at the potable water services. The total length of potable water services is 170 miles. The summary shows that the Utilities Division pipes are dominated by Copper (148 miles). Table 7-2 Asset Inventory Summary - Potable Water Services Services Material Total Length (miles) by Diameter (in) Total 1 1 1/2 2 2 1/2 3 4 6 8 10 ACP 0.0 0.0 0.0 0.1 3.1 0.1 3.3 0.0 0.0 COPPER 133.6 0.0 14.3 0.0 0.1 0.0 0.1 148.1 DI 0.0 0.0 0.2 0.2 0.0 0.0 0.0 0.0 PVC 0.2 0.5 0.0 0.3 16.6 1.0 0.0 18.6 STL 0.0 0.1 0.1 Total 133.8 0.0 14.8 0.0 0.2 0.4 20.0 1.1 0.0 170.4 Note: ACP: Asbestos Cement Pipes, COPPER: Copper, DI: Ductile Iron, HDPE: High Density Polyethylene, PVC: Poly Vinyl Chloride, STL: Steel Table 7-3 provides a detailed look at the potable water valves. There are over 13,000 valves in the distribution system. The summary shows that the Utilities Division valves are almost exclusively gate valves. Table 7-3 Asset Inventory Summary - Potable Water Valves Valves Types Count by Diameter (in) Total 2 2 1/2 4 6 8 10 12 14 16 18 20 21 24 27 30 36 42 Butterfly 2 2 5 20 50 139 31 14 3 65 4 34 20 8 397 Gate 22 1 117 5,559 4,813 967 1,278 62 207 11 2 2 1 1 13,043 Plug 7 3 7 2 5 2 2 1 29 Total 22 1 117 5561 4822 975 1305 114 351 44 16 7 66 5 34 20 9 13,469 Table 7-4 provides a detailed look at the hydrants. There are a total of 4,297 fire hydrants in the potable water system. The summary shows that the Utilities Division fire hydrants are dominated by Jones hydrants. Table 7-4 Asset Inventory Summary - Potable Hydrants Hydrants Manufacturer Count Clow 1,430 Jones 2,702 Long Beach 108 Mueller 5 Rich 4 Unknown 48 Total 4,297 28 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 7-5 provides a detailed look at the potable water meters. There is over 28,000 meters in the potable water system. The summary shows that the Utilities Division potable water meters are dominated by single family meters (82%). Table 7-5 Asset Inventory Summary - Potable Water Meters Table 7-6 provides a detailed look at the potable water appurtenances. There are a total of 6,567 potable water appurtenances. The summary shows that the Utilities Division appurtenances are split between manual air release valves and blow off valves. Table 7-6 Asset Inventory Summary - Potable Water Appurtenances Appurtenances Type Count by Diameter (in) Total 1 2 4 6 10 14 18 Manual Air Relief Valve 1,179 2,160 1 1 1 3,342 Air/Vacuum Valve 230 551 8 3 792 Blow Off Valve 32 2,283 69 48 1 2,433 Total 1,441 4,994 77 52 1 1 1 6,567 The table below provides a detailed look at the potable water cathodic protection components. There are a total of 72 cathodic protection elements in potable water system. Table 7-7 Asset Inventory Summary - Potable Water Cathodic Protection Cathodic Protection Type Count Cathodic Test Stations 52 Insulation Kit 19 Total 72 Figure 7-2 and Table 7-8 present the estimated total replacement costs for potable water distribution assets (mains, services, hydrants, meters, valves, cathodic protection, and appurtenances). The total replacement cost of all potable water distribution assets is estimated to be $900 million. Water mains account for 66% of replacement cost, followed by valves at 17%. 5/8 3/4 1 1.5 2 3 4 6 8 Agricultural (AG) 1 2 8 5 8 24 Commercial (C) 303 152 276 298 527 7 3 1 2 1569 Fire Protection (FP) 710 1 9 46 2 3 1 772 Institutional (IN) 10 2 11 15 44 1 83 Irrigation (IR) 64 47 189 221 353 1 4 4 1 884 Multiple Dwelling (M) 72 39 149 180 322 5 3 2 772 Planned Multiple Dwelling (M1) 1 6 2 1 10 Single Family (S) 21,326 1334 293 25 9 22,987 Single Family with Fire Protection (SF) 12 96 682 790 Other (AH or D) 181 66 23 4 2 276 Total 22,680 1,737 1,634 795 1,269 20 18 10 4 28,167 Meters Types Count by Diameter (in)Total GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 29 Figure 7-2 Replacement Cost - Potable Water Distribution System Table 7-8 Replacement Cost - Potable Water Distribution System Asset Class Count of Assets Total Length (Miles) Total Replacement Cost Mains 8,177 436 $590,322,024 Services 35,571 170 $88,927,500 Hydrants 4,297 $8,594,000 Meters 28,167 $8,765,023 Valves 13,470 $153,880,250 Appurtenances 6,567 $44,396,403 Cathodic Protection Stations 72 $5,898,000 Total 96,321 606 $900,783,200 With an understanding of the assets owned and managed, an installation profile and consumption profile were developed (Figure 7-3). It should be noted that the dollar value represented in the figure is expressed in today’s (2014) estimated replacement costs. It does not represent the actual capital investment that took place in any given year. The historical asset installation profile not only provides insight into the Utilities Division’s development trend, but also provides a high level understanding of how old the assets are. One would expect the installation profile to correlate with the Utilities Division major developments. The consumption profile provides an indication of the value of assets reaching the end of their expected useful lives. The majority of the assets are currently 5% to 25% consumed. However, assets nearing the end of their estimated useful lives are also evident. According to the analysis, approximately $25 million worth of assets are 100% consumed. These assets mostly consist of services and meters. 30 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-3 Installation and Consumption Profile – Potable Water Distribution System 7.1.1 Risk Assessment The business risk assessment for Potable Water Distribution system is investigated in this section. The risk maps provided in this section are a visual representation of where the low, medium, and high risk assets are located. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 31 Figure 7-4 shows the PoF map of potable water mains. All of the mains are categorized as low PoF, which means that none of the mains are close to the end of their useful lives. Figure 7-4 PoF Map - Potable Water Mains 32 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-5 shows the CoF map of potable water mains. The high CoF assets provide service to critical land uses, intersect significant roads, have large diameters, or are close to water bodies, lagoons, or streams. The red pipes in the figure closely correspond to the major streets in the City. Figure 7-5 CoF Map - Potable Water Mains GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 33 Figure 7-6 shows the risk map of potable water mains. Most of the low risk mains are located in the residential areas of the City. The medium risk mains are located along the major streets and in the downtown area. Four segments were identified as high risk. These segments should be reviewed by the Utilities Division staff to determine what factors are making them high risk and then develop appropriate risk mitigation strategies to reduce the risk of these mains. Figure 7-6 Risk Map - Potable Water Mains 34 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-7 shows the PoF map of potable water services. The high PoF assets are the services installed from 1970 to 1985, and they have reached to the end of their useful lives. The Utilities Division has recognized the replacement need and is planning for replacement of these services with new copper services with anodes. Figure 7-7 PoF Map - Potable Water Services GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 35 Figure 7-8 shows the CoF map of potable water services. The high CoF services are in the critical land use areas, such as hotels, motels, and automotive dealerships. Figure 7-8 CoF Map - Potable Water Services Figure 7-9 shows the risk map of potable water services. Most of the services are medium risk, this is due to their high risk PoF (from age) and a low CoF. The high risk services are located in the critical land uses (i.e., hotels, motels, automotive dealerships, neighborhood shopping centers, and arterial commercial); these assets also have a high probability of failure. 36 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-9 Risk Map - Potable Water Services Figure 7-10 shows the risk map of potable water valves. The high risk valves are assets with high consequence of failure and medium probability of failure. These include valves that are connecting 6-inch mains to transmission lines. They also have medium probability of failure because they have consumed 70% to 80% of their useful lives. The high risk valves should be reviewed to see the direct effects of these valves not being operable. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 37 Figure 7-10 Risk Map - Potable Water Valves Figure 7-11 shows the risk map of potable water meters. The high risk meters are assets with high probability of failure and medium consequence of failure. These meters have consumed the majority of their useful lives and have medium consequence of failure due to their medium size. These meters are generally located in the northwest corner of the service area, near downtown. 38 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-11 Risk Map - Potable Water Meters Figure 7-12 shows the risk map of potable hydrants. In general, the hydrants are split between medium and low risk. The few high risk hydrants located near downtown. The asset data is based on the age of the hydrant and staff input; as such, a field inspection is warranted for hydrants that are identified as high risk. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 39 Figure 7-12 Risk Map - Potable Hydrants Figure 7-13 shows the risk map of potable water appurtenances. No appurtenances are identified as high risk. The data is based on age of the appurtenances and staff input; as such, a field inspection is warranted for appurtenances that have consumed more than 70% of their useful lives. 40 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-13 Risk Map - Potable Water Appurtenances Figure 7-14 shows the risk map of potable water cathodic protection components. Most of the cathodic protection stations are medium risk, but there is a single high risk station. This station should be reviewed for the reasons that it is high risk. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 41 Figure 7-14 Risk Map - Potable Water Cathodic Protection 7.1.2 Future Needs The long-range capital investment needs for the Potable Water Distribution System are presented in Figure 7-15. These results incorporate the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies). The short-term asset replacement needs, which are mainly service replacements, happen immediately (2015). The next 42 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan significant replacement needs are water main replacements, which start in the 2030s and continue through the 2050s. There are also several peaks indicating significant investment needs in the late 2090s. Over the 100 years, the distribution system requires approximately $17 million per year to sustain the assets. Figure 7-15 Long-Range Investment Needs Projection – Potable Water Distribution System GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 43 Figure 7-16 Maerkle Pump Station 7.2 Maerkle Pump Station 7.2.1 Introduction The Maerkle Pump Station is located at 5298 Sunny Creek Rd, Carlsbad, CA (Figure 7-16). Constructed in 1993, it is designed for a firm capacity of 19 MGD. The pump station pumps water from the Maerkle Reservoir into the Maerkle Tank in order to supply water at a constant pressure and improve water quality and circulation within the reservoir. It is the only station that operates on a regular basis and has the capacity to supplement a large portion of the Utilities Division’s water system during a Water Authority shutdown. 7.2.2 State of the Assets The Maerkle Pump Station has three pumps with 150 HP motors and one pump with a 7.5 HP motor. It also has a standby generator, rated at 450 KW, for emergency power (Figure 7-17). Figure 7-17 Major Assets – Maerkle Pump Station Assets of the Maerkle Pump Station are organized based on the asset hierarchy presented in Figure 7-18. The pump station is categorized into four location-based classifications (i.e., site, building, vault, pump assembly). Each classification is further supplemented by asset classes (e.g., valves, motors, pumps, structure) found in that location. 44 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-18 Asset Hierarchy - Maerkle Pump Station The total replacement cost of the Maerkle pump station is estimated to be $1.5 million (Table 7-9). This estimation is based on an estimated 2014 replacement cost of assets. As expected, the largest replacement valued assets are located in the building. These high priced assets include the generator, instruments, controls, and concrete structure. The replacement cost for four pump assemblies was estimated to be $483,000. Table 7-9 Asset Inventory Summary – Maerkle Pump Station Hierarchy Level Count of Assets Total Replacement Cost Building 17 $833,450 Flowmeter Vault 6 $109,950 Pump Assembly 28 $483,500 Site 6 $65,015 Total 57 $1,491,915 As illustrated in the Figure 7-19, most of the assets were installed in 1993. Some upgrades, such as pump, diesel tank, and paving, were done in 2012. As indicated by the consumption profile, some assets (e.g., VFD, SCADA, motor, pressure gauge), notably electrical assets, are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 45 Figure 7-19 Installation and Consumption Profile – Maerkle Pump Station 7.2.3 Risk Assessment Risk assessment was performed for each asset within the Maerkle Pump Station. The risk results are summarized in Figure 7-20, Figure 7-21, and Figure 7-22. Most assets are low to medium probability of failure, indicating they still have significant usage left. About 33% of assets were identified as high probability of failure due to age and/or current condition. However, with respect to replacement value, the overall replacement value was estimated to be around $687 thousand. Similarly, about 35% ($765 thousand) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, motors, electrical, structural) would result in immediate shut down of the facility. Combining the results of probability of failure and consequence of failure results in risk or Business Risk Exposure (BRE). The results indicate 33% of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high BRE assets is presented in Table 7-10. Full risk assessment results can be found in the asset register database. 46 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-20 PoF Results - Maerkle Pump Station Figure 7-21 CoF Results - Maerkle Pump Station Figure 7-22 BRE Results - Maerkle Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 47 Table 7-10 High Risk Assets - Maerkle Pump Station High Risk (High BRE) Assets Install year Estimated Remaining Life Motor #1 1993 0 Motor #2 1993 0 Motor #3 1993 0 Motor #4 1993 0 Drive Shaft #4 1993 0 Pump #1 1993 3 Pump #2 1993 3 Pump #3 1993 3 Generator 1993 8 VFD 1 1993 8 VFD 2 1993 8 VFD 3 1993 8 Drive Shaft #1 1993 8 Drive Shaft #2 1993 8 Drive Shaft #3 1993 8 Isolation Transformer - Pump 1 1993 13 Isolation Transformer - Pump 2 1993 13 Isolation Transformer - Pump 3 1993 13 Pump #4 2009 6 7.2.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies); long-range capital investment needs for the Maerkle Pump Station are presented in Figure 7-23. Over the next 30 years, the significant asset replacement needs (over $100,000) are in 2015, 2023, 2030, 2035, 2043 and 2045. Figure 7-23 Long Range Investment Needs Projection - Maerkle Pump Station 48 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-24 Bressi Pump Station 7.3 Bressi Pump Station 7.3.1 Introduction The Bressi Pump Station is located at the SE corner of Palomar Airport Road and El Camino Real, Carlsbad, CA (Figure 7-24). Constructed in 2006, it is designed for firm capacity of 3.60 MGD. The Bressi Pump Station can be used to boost water from the 490 Zone to the 700 Zone during shutdowns. The Bressi is a critical facility that will operate during a planned aqueduct shutdown, and also during an emergency loss of the Water Authority Second Aqueduct or TAP, respectively. 7.3.2 State of the Assets The Bressi Pump Station has three pumps with 125 HP motors (Figure 7-25). No backup power or generator is currently provided at this site. The steel surge tank is another major asset in this site which is located in a separate room in pumps & equipment vault. Figure 7-25 Major Assets – Bressi Pump Station Assets of the Bressi Pump Station are organized based on the asset hierarchy presented in Figure 7-26. The pump station is categorized into two location-based classifications (i.e., Pumps & Equipment Vault, and Site). Each classification is further supplemented by asset classes (e.g., valves, motors, pumps, structure) found in that location. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 49 Figure 7-26 Asset Hierarchy - Bressi Pump Station The total replacement cost of the Bressi pump station is estimated to be $1.3 million (Table 7-11). This estimation is based on an estimated 2014 replacement cost of assets. As expected, the largest replacement valued assets are located in the pumps and equipment vault. These high priced assets include pumps and motors, MCC, surge tank, and concrete structure. The replacement cost for four pump assemblies was estimated to be around $475,000. Table 7-11 Asset Inventory Summary – Bressi Pump Station Hierarchy Level Count of Assets Total Replacement Cost Site 2 $6,000 Pumps & Equipment Vault 70 $1,325,500 Total 72 $ 1,331,500 As illustrated in the Figure 7-27, most of the assets were installed in 2006. As indicated by the consumption profile, most assets (e.g., VFD, SCADA, motor, pressure gauge), are reaching the midpoint of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. 50 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-27 Installation and Consumption Profile – Bressi Pump Station 7.3.3 Risk Assessment Risk assessment was performed for each asset within the Bressi Pump Station. The risk results are summarized in Figure 7-20, Figure 7-21, and Figure 7-22. All of the assets are low probability of failure, indicating they still have significant usage left. Similarly, about 26% ($370 thousand) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, motors, electrical, structural) would result in immediate shut down of the facility. The risk results combine the results of probability of failure and consequence of failure. The results indicate 0% of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility, while 32% are at medium risk. A partial list of these medium BRE assets is presented in Table 7-12. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 51 Figure 7-28 PoF Results - Bressi Pump Station Figure 7-29 CoF Results - Bressi Pump Station Figure 7-30 BRE Results - Bressi Pump Station 52 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 7-12 Medium Risk Assets - Bressi Pump Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Pump 4 - Potable Station 2006 20 Motor 4 - Potable Station 2006 20 Pump 5 2006 8 Motor 5 2006 25 Pump 6 2006 25 Motor 6 2006 8 Soft Starter Pump 4/Drive/Disconnect 2006 13 Soft Starter Pump 5/Drive/Disconnect 2006 15 Soft Starter Pump 6/Drive/Disconnect 2006 20 Main Control Center 2006 13 Suction Header 2006 15 Discharge Header 2006 20 Transformer 2006 13 Gate Valve 1 2006 15 Gate Valve 2 2006 20 Suction Transducer 2006 20 Discharge Pressure Transducer 2006 10 Discharge Isolation Gate Valve 4 2006 10 Discharge Isolation Gate Valve 5 2006 10 Discharge Isolation Gate Valve 6 2006 25 Bypass Isolation Valve 2006 18 Vault Structure 2006 63 Surge Tank 2006 15 7.3.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Bressi Pump Station are presented in Figure 7-31. Other than the short term replacement needs projected for the electrical, instruments, and controls assets, not much further investment is required. Over the next 40 years, the significant asset replacement needs (over $100,000) occur in 2025, 2030, 2035, 2040, 2045, and 2050. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 53 Figure 7-31 Long Range Investment Needs Projection - Bressi Pump Station 54 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-32 Calavera Pump Station 7.4 Calavera Pump Station 7.4.1 Introduction The Calavera Pump Station is located at northeast corner of College Blvd and Carlsbad Village Drive, Carlsbad, CA (Figure 7-32). Constructed in 2002, it is designed for a firm capacity of 2 MGD. The station has wiring to accommodate a generator. This pump station is a critical facility that will operate during a planned aqueduct shutdown, and also during an emergency loss of the Water Authority Second Aqueduct or TAP. During a Water Authority shutdown, this pump station serves zone 580N from zone 446. 7.4.2 State of the Assets The Calavera Pump Station has two pumps with 75 HP motors and a jockey pump with a 15 HP motor (Figure 7-33). Improvements have been performed in this station in 2013 which included installation of hydro pneumatic tank and a jockey pump. Figure 7-33 Major Assets – Calavera Pump Station Assets of the Calavera Pump Station are organized based on the asset hierarchy presented in Figure 7-34. The pump station is categorized into two location-based classifications (i.e., site, building). Each classification is further supplemented by asset classes (e.g., pump assembly, instrumentation and control) found in that location. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 55 Figure 7-34 Asset Hierarchy - Calavera Pump Station The total replacement cost of the Calavera pump station is estimated to be $515,000 (Table 7-13 to Table 7-9). This estimation is based on an estimated 2013 replacement cost of assets. As expected, the largest replacement valued assets are located in the building. These high priced assets include the instruments, controls, and concrete structure. Table 7-13 Asset Inventory Summary – Calavera Pump Station Hierarchy Level Count of Assets Total Replacement Cost Pump Control Building 21 $497,000 Site 3 $17,830 Total 24 $514,830 As illustrated in the Figure 7-35, most of the assets were installed in 2002. Pump Assembly #3, was added in 2011. As indicated by the consumption profile, most assets are only 73% through their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge their remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. 56 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-35 Installation and Consumption Profile – Calavera Pump Station 7.4.3 Risk Assessment Risk assessment was performed for each asset within the Calavera Pump Station. The risk results are summarized in Figure 7-36, Figure 7-37, and Figure 7-38. Most assets are low to medium probability of failure, indicating they still have significant usage left. About 50% of assets were identified as medium probability of failure due to age and/or current condition. However, with respect to replacement value, the overall replacement value was estimated to be around $460,000. Similarly, about 79% ($182,000) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, motors, electrical, structural) would result in immediate shut down of the facility. The risk results indicate 29% of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high BRE assets is presented in Table 7-14. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 57 Figure 7-36 CoF Results - Calavera Pump Station Figure 7-37 PoF Results - Calavera Pump Station Figure 7-38 BRE Results - Calavera Pump Station 58 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 7-14 High Risk Assets - Calavera Pump Station High Risk (High BRE) Assets Install year Estimated Remaining Life Main Control Center 2002 5 Soft Starter Pump 1 2002 5 Soft Starter Pump 2 2002 5 Pump 1 2002 5 Motor 1 2002 5 Pump 2 2002 5 Motor 2 2002 5 7.4.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Calavera Pump Station are presented in Figure 7-39. Not much further investment is required at this time. The next significant asset replacement needs (over $100,000) occur in 2028, and 2050. Figure 7-39 Long Range Investment Needs Projection - Calavera Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 59 Figure 7-40 Maerkle Reservoir 7.5 Maerkle Reservoir 7.5.1 Introduction Maerkle Reservoir is located at 5298 Sunny Creek Rd, Carlsbad, CA (Figure 7-40). The Maerkle Reservoir was built in 1962 with a holding capacity of 195 MG. The reservoir serves as the main water storage facility for the Utilities Division. The Maerkle Reservoir’s original purpose was to provide additional water storage for the Utilities Division’s increasing customer base. Although the additional reservoir is no longer necessary, the site remains to potentially serve as a future water infrastructure facility. It is filled from the Water Authority No. 3 connection for the use of operational storage and in order to meet the Utilities Division’s need during a planned advanced notice 10-day outage of the Water Authority 2nd Aqueduct. 7.5.2 State of the Assets The Maerkle Reservoir has an asphalt-lined earthen dam with a floating polypropylene cover of 650 thousand square feet (Figure 7-41). Figure 7-41 Major Assets - Maerkle Reservoir The assets of the Maerkle Reservoir are organized based on the asset hierarchy presented in the Figure 7-42. The reservoir is categorized into two location-based classifications (i.e., site, storage reservoir), and each classification is further supplemented by the asset classes (e.g., road, storm drain channel, structure, pumps) found in that location. 60 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-42 Asset Hierarchy - Maerkle Reservoir The total replacement cost of the Maerkle Reservoir is estimated to be $27 million (Table 7-15). This cost is based on the estimated 2013 replacement cost of assets. As expected, most of the replacement costs are located in the reservoir. These high priced assets consist of 96% of the total estimated replacement cost and include sump pumps and concrete structures. Table 7-15 Asset Inventory Summary – Maerkle Reservoir Hierarchy Level Count of Assets Total Replacement Cost Outlet 3 $28,800 Reservoir 32 $25,925,452 Site 33 $990,096 Total 68 $26,944,348 As illustrated in the Figure 7-43, most of the assets were installed in 1962 when the reservoir was constructed, although most of the assets were upgraded in 1996 and 1998 (e.g., polypropylene cover, concrete process structure, fence, gate, control panel). As indicated by the consumption profile, some assets such as sump pumps are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 61 Figure 7-43 Installation and Consumption Profile - Maerkle Reservoir Based on the visual field inspection, the actuator valves and back-up hydraulic hand pump showed significant deterioration. Figure 7-44 shows the poor condition of these assets. As shown, significant corrosion issues have developed that may affect the functionality of these assets in the future. Figure 7-44 Assets with Poor Condition - Maerkle Reservoir 7.5.3 Risk Assessment Risk assessment was performed for each asset within the Maerkle Reservoir (Figure 7-45, Figure 7-46, and Figure 7-47). The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. About 30% of assets were identified as high probability of failure due to age and/or current condition. However, with respect to replacement value, the overall replacement value was estimated to be around $4 million. Similarly, about 20% 62 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan ($20 million) of assets were identified as critical (high consequence of failure). The failure of these assets would result in the immediate shut down of the facility. The risk results indicate 13% ($4 million) of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high risk assets is included in Table 7-16. Full risk assessment results can be found in the asset register database. Figure 7-45 PoF Results - Maerkle Reservoir Figure 7-46 CoF Results - Maerkle Reservoir GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 63 Figure 7-47 BRE Results - Maerkle Reservoir Table 7-16 High Risk Assets – Maerkle Reservoir High Risk (High BRE) Assets Install year Estimated Remaining Life Polypropylene Cover 1998 2 Compressor Control with Bubbler 1996 1 7.5.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Maerkle Reservoir are presented in Figure 7-48. The significant asset replacement needs (over $100,000) happen in 20-year intervals starting from 2015. Figure 7-48 Long Range Investment Needs Projection - Maerkle Reservoir 64 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-49 Maerkle Tank 7.6 Maerkle Tank 7.6.1 Introduction The Maerkle Tank is located at 5298 Sunny Creek Rd, Carlsbad, CA (Figure 7-49). The underground rectangular concrete tank located next to Maerkle Reservoir was built in 1991 and has the capacity of 10 MG. Under the normal operations, Maerkle Tank receives water from the Maerkle Reservoir through the Maerkle Pump Station. The Maerkle tank provides a constant head to stabilize system pressures and allows the Maerkle Reservoir to be drawn down to near empty in an extended emergency. The Maerkle tank was designed with a divider wall in order to provide necessary contact time for chloramine disinfection. 7.6.2 State of the Assets The Maerkle Tank has a total of 485 square foot galvanized steel access hatches (Figure 7-50). Figure 7-50 Major Assets – Maerkle Tank The assets of the Maerkle Tank are organized based on the asset hierarchy in the Figure 7-51. The tank is categorized into three location-based classifications (i.e., site, storage tank, airvac vaults), and each classification is further supplemented by the asset classes (e.g., road, valves, structure, pumps) found in that location. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 65 Figure 7-51 Asset Hierarchy - Maerkle Tank The total replacement cost of the Maerkle Tank is estimated to be $13.6 million (Table 7-17). This cost is based on the estimated 2013 replacement cost of assets. As expected, most of the replacement costs are located in the tank. The highest priced asset is the concrete tank structure itself, which is about 91% of the total replacement cost of the facility. Table 7-17 Asset Inventory Summary – Maerkle Tank Hierarchy Level Count of Assets Total Replacement Cost Airvac Vaults 6 $28,500 Reservoir Tank 3 $12,584,750 Site 20 $999,850 Total 29 $13,613,100 As illustrated in Figure 7-52, most of the assets were installed in 1991 when the tank was initially built, although there were few upgrades done in 2012 (e.g., airvac vault, access road, level sensor). As indicated by the consumption profile, some assets, such as security camera, fence, and gate, are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. 66 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-52 Installation and Consumption Profile – Maerkle Tank Based on the visual field inspection, the tank cell isolation valve showed moderate deterioration. Figure 7-53 shows the condition of the valve. Figure 7-53 Assets with Moderate Deterioration – Maerkle Tank 7.6.3 Risk Assessment Risk assessment was performed for each asset within the Maerkle Tank. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. About 27% of assets were identified as high probability of failure due to age and/or current condition. However, assets with high probability of failure have a replacement cost less than GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 67 $104,500. In addition, less than 1% of assets were identified as critical (high consequence of failure), but the replacement costs of those assets are over $12 million. The failure of these assets will result in immediate shut down of the facility. The risk results indicate only one asset, with a replacement cost of $6,000, is at high risk, which is presented in Table 7-18. Full risk assessment results can be found in the asset register database. Figure 7-54 PoF Results – Maerkle Tank Figure 7-55 CoF Results – Maerkle Tank 68 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-56 BRE Results – Maerkle Tank Table 7-18 High Risk Assets - Maerkle Tank High Risk (High BRE) Assets Install year Estimated Remaining Life East Gate Electric Panel 1998 3 7.6.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Maerkle Tank are presented in Figure 7-57. Other than the replacement needs projected for the concrete tank structure in 2071, not much further investment is required. The next significant asset replacement needs occur in 2071 when the tank structure is expected to need replacement. Figure 7-57 Long Range Investment Needs Projection - Maerkle Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 69 Figure 7-58 D-3 Tank 7.7 D-3 Tank 7.7.1 Introduction D-3 Tank is located at the southeast corner of Poinsettia Lane and Black Rail Rd, Carlsbad, CA (Figure 7-58). The capacity of this tank is 8.5 MG. It was constructed in 1995. According to the 2011 Utilities Division Water Master Plan, a small area around the 375 Zone D-3 Tank experiences operating pressures less than 40 psi during peak hour. The 375 zone D-3 Tank is supplied from the 550 Zone via a PRS located adjacent to the tank. Downstream of this station are 12-inch and 16-inch plug valves that are operated as flow control valves and throttled to regulated D-3 Tank water levels. 7.7.2 State of the Assets The steel tank, valves, and cathodic protection elements are the major assets in this facility (Figure 7-59). Figure 7-59 Major Assets - D-3 Tank Assets of the D-3 Tank are organized based on the asset hierarchy presented in the Figure 7-60. The tank is categorized into two location-based classifications (i.e., storage tank, inlet meter vault). Each classification is further supplemented by asset classes (e.g., structure, meter, valves, piping) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. 70 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-60 Asset Hierarchy - D-3 Tank The total replacement cost of the D-3 Tank is estimated to be $8.6 million (Table 7-19). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the steel reservoir tank itself. Table 7-19 Asset Inventory Summary – D-3 Tank Hierarchy Level Count of Assets Total Replacement Cost D3 Tank 4 $8,551,619 Inlet Meter Vault 8 $97,250 Total 12 $8,648,869 As illustrated in the Figure 7-61, all of the assets were installed in 1995. As indicated by the consumption profile, all assets are approaching the end of their useful life. Although they are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on its condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 71 Figure 7-61 Installation and Consumption Profile – D-3 Tank Based on the field visit, there were some assets with maintenance backlog. The notable assets requiring attention are assets located in the tank. Figure 7-62 shows the condition of the tank. The tank shows severe deterioration/corrosion at wall footing caulking, minor seam corrosion at tank shell interior, minor spot corrosion at tank shell exterior, severe deterioration/corrosion at access hatches, minor to heavy corrosion at tank roof, minor spot corrosion at tank floor, sever deterioration/corrosion at interior ladders/handrail, and erosion at discharge. Interior debris has been observed, and the tank needs cleaning. The roof vent does not meet CDPH guidelines. Figure 7-62 Assets with Maintenance Backlog – D-3 Tank 72 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.7.3 Risk Assessment Risk assessment was performed for each asset within the D-3 Tank. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. Although 33% of assets were identified as high probability of failure due to current condition, the replacement value was estimated to be around $42,000. Similarly, only 25% of assets were identified as critical (high consequence of failure) even though replacement value was $8.5 million. The failure of these assets (e.g., tank, pipes) will result in immediate shut down of the facility. The risk results indicate only the steel tank reservoir, and the overflow pipe are at high risk, meaning they has high chances of failure and will potentially result in shut down of the facility. A list of high risk assets are listed in Table 7-20. Full risk assessment results can be found in the asset register database. Figure 7-63 PoF Results – D-3 Tank Figure 7-64 CoF Results – D-3 Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 73 Figure 7-65 BRE Results – D-3 Tank Table 7-20 High Risk Assets – D-3 Tank High Risk (High BRE) Assets Install year Estimated Remaining Life Overflow Pipe 1995 5 Tank D-3 1995 5 7.7.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the D-3 Tank are presented in Figure 7-66. Major investments are scheduled for 2023, and 2093, with much smaller investments in 2043 and 2063. Figure 7-66 Long Rage Investment Needs – D-3 Tank 74 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.8 B (T.A.P.) Tank 7.8.1 Introduction The TAP tank is located in the City of Carlsbad. Access to the site is obtained from Tamarack Avenue by proceeding north along Talus Way and then east along Bluff Court (Figure 7-67). The tank is a circular pre-stressed concrete tank which was constructed by CMWD in 1985. The tank is located in the 446 pressure zone with a floor elevation of 446 ft. Water is supplied through a single 16 in diameter inlet/outlet pipe to the tank extending from the 16 in diameter transmission main in Tamarack Avenue. There is no mixing system. 7.8.2 State of the Assets The steel tank and valves are the major assets in this facility. The inlet and outlet isolation butterfly valves are in poor condition. There were difficulties in exercising these valves. The tank has no interior coating. Exterior has been coated in 2005. The exterior coating material is Elastomeric Acrylate applied in 8 to 12 mils. The roof exterior has been painted but is deteriorating. Stainless steel ladder at the hatchway is in good condition. Exterior ladder and handrail was replaced in 2005 and in good condition. The grouting material is showing signs of deterioration (on the roof), minor cracking at base. Flush valve access panel showing structural deterioration and corrosion. Rail system has cosmetic rust. Top of tank has graffiti. Modify climb tower to prevent repeated unauthorized access/vandalism. Minor cosmetic cracks with minor spalling. The Distribution Reservoirs Repair and Maintenance Program report recommends assessing pre-stressed wire condition by a professional inspector. Figure 7-69 Major Assets - B (T.A.P.) Tank Figure 7-68 D-3 Tank Figure 7-67 B (T.A.P.) Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 75 Assets of the B (T.A.P.) Tank are organized based on the asset hierarchy presented in the Figure 7-70. The facility is categorized into three location-based classifications (i.e., storage tank, inlet/outlet line, site). Each classification is further supplemented by asset classes (e.g., valve, appurtenance, sampling station, and telemetry) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-70 Asset Hierarchy – B (T.A.P.) Tank The total replacement cost of the Tank is estimated to be $7.6 million. This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the steel reservoir tank itself, which is estimated to have a replacement cost of around $7.5 million. Table 7-21 Asset Inventory Summary – B (T.A.P) Tank Hierarchy Level Count of Assets Total Replacement Cost Inlet/Outlet Line 6 $30,000 Storage Tank 1 $7,500,000 Site 6 $60,000 Total 13 $7,590,000 As illustrated in the Figure 7-71, all of the assets were installed in 1985. As indicated by the consumption profile, the storage tank, among other smaller things, is reaching the end of its useful life. Although the tank is currently functioning as intended, it is recommended that the Utilities Division perform further investigation on its condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 76 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-71 Installation and Consumption Profile – B (T.A.P.) Tank 7.8.3 Risk Assessment The risk assessment was performed for each asset within the B (T.A.P.) Tank. The risk results are summarized below. The majority of assets, by value, are medium probability of failure, indicating they still have moderate usage left. Although no assets were identified as high probability of failure due to current condition, 23% are considered high consequence of failure; the failure of these assets (e.g., tank, pipes) will result in immediate shut down of the facility. The risk results indicate only the concrete tank reservoir, and the Inlet and Outlet valves is at high risk, meaning it has high chances of failure and will potentially result in shut down of the facility. A list of high risk assets are listed in Table 7-22. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 77 Figure 7-72 PoF Results – B (T.A.P.) Tank Figure 7-73 CoF Results – B (T.A.P.) Tank Figure 7-74 BRE Results – B (T.A.P.) Tank 78 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 7-22 High Risk Assets – B (T.A.P.) Tank High Risk (High BRE) Assets Install year Estimated Remaining Life Inlet Isolation Butterfly Valve 1985 5 Outlet Isolation Butterfly Valve 1985 5 Reservoir Tank 1985 5 7.8.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the B (T.A.P.) Tank are presented in Figure 7-75. Other than the short term replacement needs projected for the steel tank reservoir in 2037, not much further investment is required. However, there are small peaks approximate every twenty years starting from 2023. Figure 7-75 Long Rage Investment Needs – B (T.A.P.) Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 79 Figure 7-76 Lake Calavera Reservoir 7.9 Lake Calavera Reservoir 7.9.1 Introduction The Lake Calavera Reservoir is located in the City of Carlsbad. Access to the site is obtained from Tamarack Avenue, Figure 7-76. The dam was constructed of compacted fill earth by Carlsbad Mutual Water Company in 1940 with the capacity of 176 MG. Carlsbad Mutual Water Company was purchased by the City of Carlsbad in 1957. On May 25, 1983, the City entered into an agreement with Costa Real Municipal Water District to have the functional water system responsibilities conveyed to the Water District. The dam captures surface runoff and is generally used as a flood control facility. In 2007/2008 improvements were made including demolition of the upper portion of the outlet tower, the outlet pipe beneath the dam was lined with 28-inch diameter high density polyethylene, a laid back outlet pipe was installed on the upstream face of the dam, the overflow spillway was lined with concrete, concrete block was placed to line the overflow channel from the spillway, three pneumatic and hydraulic remote controlled valves were installed under permit with Division of Safety of Dams. Future use is under consideration to convert the storage to be part of the recycled water system. 7.9.2 State of the Assets The hydraulic actuators on outlet valves were replaced in 2012. The inspection of valves was not possible because they were submerged, however, no operational issues were reported by the operators. The overflow consists of a spillway, which is concrete lined, followed by a concrete block lined overflow channel. The concrete spillway and concrete block liner in the overflow channel are in good condition. The control building is enclosed in a 6-foot high chain link fence installed in 2008. The earthen dam, overflow diversion channel, and hydropneumatic control valves are the major assets in this facility (Figure 7-77). 80 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-77 Major Assets – Lake Calavera Reservoir Assets of the Lake Calavera Reservoir are organized based on the asset hierarchy presented in the Figure 7-78. The reservoir is categorized into three location-based classifications (i.e., storage reservoir, spillway control station, site). Each classification is further supplemented by asset classes (e.g., valve, control panel, access road, and transformer) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-78 Asset Hierarchy – Lake Calavera Reservoir GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 81 The total replacement cost of the Lake Calavera Reservoir is estimated to be $26 million (Table 7-23). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the earthen reservoir itself, which is estimated to have a replacement cost of around $25 million. Table 7-23 Asset Inventory Summary – Lake Calavera Reservoir Hierarchy Level Count of Assets Total Replacement Cost Site 9 $25,627,220 Spillway Control Station 29 $352,550 Total 38 $25,979,770 As illustrated in the Figure 7-79, all of the assets were installed between 2007 and 2008 except the Dam which was installed in 1940. As indicated by the consumption profile, the Dam is reaching the midpoint of its useful life. Although the Dam is currently functioning as intended, it is recommended that the Utilities Division perform further investigation on its condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. Figure 7-79 Installation and Consumption Profile – Lake Calavera Reservoir 7.9.3 Risk Assessment The risk assessment was performed for each asset within the Lake Calavera Reservoir. The risk results are summarized below. Most assets are low probability of failure, indicating they still have 82 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan significant life left. Only 5% of assets were identified as critical (high consequence of failure) even though replacement value was $25 million. The failure of these assets (e.g., Dam) will result in immediate shut down of the facility. The risk results indicate most assets are at medium risk, meaning it has moderate chance of failure and will potentially result in shut down of the facility. Full risk assessment results can be found in the asset register database. Figure 7-80 PoF Results – Lake Calavera Reservoir Figure 7-81 CoF Results – Lake Calavera Reservoir GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 83 Figure 7-82 BRE Results – Lake Calavera Reservoir 7.9.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the Lake Calavera Reservoir are presented in Figure 7-83. Future investments vary by year, but no significant (over $100,000) investment is required until 2035. Figure 7-83 Long Rage Investment Needs –Lake Calavera Reservoir 84 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.10 La Costa Hi Tank 7.10.1 Introduction The 6.0 MG La Costa Hi Tank is located in the City of Carlsbad. Access to the site is obtained from El Fuerte Street by proceeding east along Corintia Street Drive (Figure 7-84). The tank is a circular pre-stressed concrete tank that is partially buried and was constructed by CMWD in 1985. The tank is located in the 700 pressure zone with a floor elevation of 700 ft. Water is supplied through a single 21-inch diameter inlet/outlet pipe to the tank extending from the 27-inch diameter transmission main in Alga Road. The PAX water mixing system was installed in 2012. 7.10.2 State of the Assets An exterior coating was applied in 2005 (Elastometric Acrylate). The stainless steel ladder is in good condition, but no safety-climb is installed. The tank shows signs of settling and wide spread paint flaking, paint and grouting is recommended. The structural integrity of the tank appears in good condition. The drain valve was replaced during the last tank cleaning project, according to staff. The concrete V-ditch surrounding the tank wall shows signs of deterioration, but is in satisfactory condition. The site is enclosed in 6-foot high chain link fence with barb wire at the top. The fence was replaced in 2007 and is in good condition. The storage tank, tank mixer, and telemetry are the major assets in this facility (Figure 7-85). Figure 7-85 Major Assets – La Costa Hi Tank Assets of the La Costa Hi Reservoir are organized based on the asset hierarchy presented in the Figure 7-86. The tank is categorized into three location-based classifications (i.e., inlet/outlet vault, storage tank, site). Each classification is further supplemented by asset classes (e.g., tank mixer, fence, gate, process structure, and telemetry) found in that location. The number of assets in each Figure 7-84 La Costa Hi Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 85 asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-86 Asset Hierarchy – La Costa Hi Tank The total replacement cost of the La Costa Hi Tank is estimated to be $7.7 million (Table 7-19). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the concrete reservoir tank itself, which is estimated to have a replacement cost of around $7.5 million. Table 7-24 Asset Inventory Summary – La Costa Hi Tank Hierarchy Level Count of Assets Total Replacement Cost Inlet/Outlet Vault 10 $90,380 Reservoir Tank 2 $7,510,000 Site 6 $60,490 Total 18 $7,660,870 As illustrated in the Figure 7-87, all of the assets were installed in 1985, with replacements made in 2007, 2012, and 2013. As indicated by the consumption profile, several assets are reaching their end of its useful life. Although they are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on its condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 86 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-87 Installation and Consumption Profile – La Costa Hi Tank 7.10.3 Risk Assessment The risk assessment was performed for each asset within the La Costa Hi Tank site. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant life remaining. The risk figures are skewed by the value of the tank compared to the value of all other assets. The risk results indicate only the steel tank reservoir is at high risk. This is based on a medium probability of failure due to its age and a high consequence of failure. A list of high risk assets are listed in Table 7-20. Full risk assessment results can be found in the asset register database. Figure 7-88 PoF Results – La Costa Hi Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 87 Figure 7-89 CoF Results – La Costa Hi Tank Figure 7-90 BRE Results – La Costa Hi Tank Table 7-25 High Risk Assets – La Costa Hi Tank High Risk (High BRE) Assets Install year Estimated Remaining Life Inlet Isolation Valve #1 (upstream) 1984 2 Pressure Sustaining Valve 1985 3 Inlet Isolation Valve #2 (downstream) 1985 5 Pressure Transducer 1985 5 Storage Tank 1985 3 7.10.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the La Costa Hi Tank are presented in Figure 7-91. The most significant investment is anticipated in 2037, when the tank is projected to be replaced. 88 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-91 Long Rage Investment Needs – La Costa Hi Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 89 7.11 Santa Fe II Tank 7.11.1 Introduction The Santa Fe II Tank is located in the City of San Marcos. Access to the site is obtained by proceedings south along White Sands Drive from San Marcos Boulevard to Coast Avenue (Figure 7-92). The tank is a circular pre-stressed concrete tank constructed y CMWD in 1986 with the capacity of 9 MG. The tank is located in the 700 pressure zone with a floor elevation of 700 feet. On the northwest face, the tank is placed behind two levels of concrete crib wall with the upper 15 feet of the tank wall exposed. Water is supplied through a single 36-inch diameter inlet/outlet pipe extending the tank from the 36-inch diameter transmission main in San Marcos Boulevard. 7.11.2 State of the Assets The storage tank and crib retaining wall are the major assets in this facility (Figure 7-93). Areas of settling, cracking and settling patches can be seen on the tank roof. The tank roof shows areas of pulling, hatches and shows signs of corrosion. Hatches show signs of cracking and structural deterioration. Support poles for telemetry are structurally compromised. There is no mixing system, and the chlorine residual can decay if tank fill and draw is not manually manipulated by Water Operations staff. Site fencing has been replaced in 2012. The driveway has been re- graded above the crib wall in 2012 to provide drainage away from tank wall. Figure 7-93 Major Assets – Santa Fe II Tank Assets of the Santa Fe II Tank are organized based on the asset hierarchy presented in the Figure 7-94. The tank is categorized into two location-based classifications (i.e., storage tank, site). Each classification is further supplemented by asset classes (e.g., driveway, gate, retaining wall, Figure 7-92 Santa Fe II Tank 90 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan telemetry) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-94 Asset Hierarchy – Santa Fe II Tank The total replacement cost of the Santa Fe II Tank is estimated to be $10 million (Table 7-26). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the steel reservoir tank itself. Table 7-26 Asset Inventory Summary – Santa Fe II Tank Hierarchy Level Count of Assets Total Replacement Cost Reservoir Tank 1 $9,000,000 Site 6 $1,081,410 Total 7 $10,081,410 As illustrated in the Figure 7-95, all of the assets were installed between 1984 and 2013. As indicated by the consumption profile, most assets are reaching the end of its useful life. Although they are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on their condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 91 Figure 7-95 Installation and Consumption Profile – Santa Fe II Tank 7.11.3 Risk Assessment The risk assessment was performed for each asset within the Santa Fe II Tank site. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left, but the tank itself has a medium PoF. Only the tank was identified as critical (high consequence of failure) even though replacement value was $9 million. The failure of these assets (e.g., tank) will result in immediate shut down of the facility. The risk results indicate only the concrete tank reservoir is at high risk, meaning it has high chances of failure and will potentially result in shut down of the facility. Full risk assessment results can be found in the asset register database. 92 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-96 PoF Results – Santa Fe II Tank Figure 7-97 CoF Results – Santa Fe II Tank Figure 7-98 BRE Results – Santa Fe II Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 93 Table 7-27 High Risk Assets – Santa Fe II Tank High Risk (High BRE) Assets Install year Estimated Remaining Life Storage Tank 1984 5 7.11.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the Santa Fe II Tank are presented in Figure 7-99. Significant investments are anticipated for 2035 and 2037. Figure 7-99 Long Rage Investment Needs – Santa Fe II Tank 94 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.12 Skyline Tank 7.12.1 Introduction The Skyline Tank is located in the City of Carlsbad. Access to the site is obtained from Skyline road (Figure 7-100). The tank is a circular, welded steel tank, with a knuckle roof, that was constructed by City of Carlsbad in 1972 with the capacity of 1.5 MG. On May 25, 1983, the City entered into an agreement with Costa Real Municipal Water District to have the functional water system responsibilities conveyed to the Water District. The tank was conveyed to CMWD in 1983 under terms of the agreement. The tank is located in the 255 pressure zone with a floor elevation of 241 ft. Water is supplied through a single 12-inch diameter inlet/outlet pipe to the tank connecting to a 12-inch diameter transmission main in Skyline road. 7.12.2 State of the Assets The storage tank and valves are the major assets in this facility (Figure 7-101). The tank interior and exterior has been sand blasted, recoated and painted in 2013. The site is enclosed in 6-foot high chain link fence. The fence was in satisfactory condition. Figure 7-101 Major Assets – Skyline Tank Assets of the Skyline Tank are organized based on the asset hierarchy presented in the Figure 7-102. The tank is categorized into three location-based classifications (i.e., storage tank, electrical, site). Each classification is further supplemented by asset classes (e.g., valves, fence, gate, and telemetry) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-100 Skyline Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 95 Figure 7-102 Asset Hierarchy – Skyline Tank The total replacement cost of the Skyline Tank is estimated to be $1.6 million (Table 7-28). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the steel reservoir tank itself, which is estimated to have a replacement cost of around $1.5 million. Table 7-28 Asset Inventory Summary – Skyline Tank Hierarchy Level Count of Assets Total Replacement Cost Electrical 1 $3,000 Reservoir Tank 3 $1,514,000 Site 7 $112,190 Total 11 $1,629,190 As illustrated in the Figure 7-103, all of the assets were installed between 1972 and 2013. As indicated by the consumption profile, one asset (outdoor lighting) is reaching the end of its useful life. Although the lighting is currently functioning as intended, it is recommended that the Utilities Division perform further investigation on its condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 96 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-103 Installation and Consumption Profile – Skyline Tank 7.12.3 Risk Assessment The risk assessment was performed for each asset within the Skyline Tank site. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant life left. The risk results indicate no assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. Full risk assessment results can be found in the asset register database. Figure 7-104 PoF Results – Skyline Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 97 Figure 7-105 CoF Results – Skyline Tank Figure 7-106 BRE Results – Skyline Tank 7.12.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the Skyline Tank are presented in Figure 7-107. Other than the replacement needs projected for the tank reservoir in 2050, not much further significant investment is required. 98 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-107 Long Rage Investment Needs – Skyline Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 99 7.13 Ellery Tank 7.13.1 Introduction The Ellery Tank is located in the City of Carlsbad. Access to this site is obtained from Janis Way (Figure 7-108). The tank is a circular welded steel tank that was constructed by the City of Carlsbad in 1972 with capacity of 5 MG. The tank was conveyed to CMWD in 1982 under terms of an agreement between the City and CMWD. The tank is located in the 330 pressure zone with a floor elevation of 330 feet. Water is supplied through a single 14-inch diameter inlet pipe to the tank connecting to an 18-inch diameter transmission main in Celinda Way. There is no mixing system installed. 7.13.2 State of the Assets The steel tank and isolation valves are the major assets in this facility (Figure 7-109). The interior and exterior were coated in 2013. The ring wall foundation appears to be in good condition. No evidence of dynamic cracking was identified and no spalling was found. Shell wall and roof don’t show visible signs of deterioration. The site is enclosed in a 6-foot high chain link fence. The fence was in satisfactory condition and no large openings to allow for intrusion. Figure 7-109 Major Assets – Ellery Tank Assets of the Ellery Tank are organized based on the asset hierarchy presented in the Figure 7-110. The tank is categorized into three location-based classifications (i.e., storage tank, site, analyzer building). Each classification is further supplemented by asset classes (e.g., structure, meter, valves, piping) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-108 Ellery Tank 100 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-110 Asset Hierarchy – Ellery Tank The total replacement cost of the Ellery Tank is estimated to be $5.1 million (Table 7-29). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the steel reservoir tank itself, which is estimated to have a replacement cost of around $5 million. Table 7-29 Asset Inventory Summary – Ellery Tank Hierarchy Level Count of Assets Total Replacement Cost Analyzer Building 2 $17,500 Site 11 $5,140,120 Total 13 $5,157,620 As illustrated in the Figure 7-111, all of the assets were installed between 1972 and 1974. As indicated by the consumption profile, all assets are reaching the midpoint of their useful life. Although they are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on their condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 101 Figure 7-111 Installation and Consumption Profile – Ellery Tank 7.13.3 Risk Assessment The risk assessment was performed for each asset within the Ellery Tank site. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. Although only 53% of assets were identified as low probability of failure due to current condition, the replacement value was estimated to be around $5.1 million. Similarly, only 23% of assets were identified as critical (high consequence of failure) even though replacement value was $5 million. The failure of these assets (e.g., tank, pipes) will result in immediate shut down of the facility. The risk results indicate no assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. Full risk assessment results can be found in the asset register database. 102 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-112 PoF Results – Ellery Tank Figure 7-113 CoF Results – Ellery Tank Figure 7-114 BRE Results – Ellery Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 103 7.13.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the Ellery Tank are presented in Figure 7-115. Minor investments are expected in the short term, but major investment is anticipated in 2050. Figure 7-115 Long Rage Investment Needs – Ellery Tank 104 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.14 Elm Tank 7.14.1 Introduction The Elm tank is located in the City of Carlsbad. Access to the site is obtained from Donna Drive on the north side of Carlsbad Village Drive (Figure 7-116). The tank is a circular, welded steel tank that was constructed by the City of Carlsbad in 1972 with the capacity of 1.5 MG. On May 25, 1983, the City entered into an agreement with Costa Real Municipal Water District to have the functional water system responsibilities conveyed to the Water District. The tank was conveyed to CMWD in 1983 under terms of the agreement. Water is supplied through a single 12-inch diameter inlet/outlet pipe to that tank connecting to a 12-inch diameter transmission main in Donna Drive. There is no mixing system installed. Site inspections were performed in 2011. 7.14.2 State of the Assets The storage tank and valves are the major assets in this facility (Figure 7-117). The tank was rehabilitated in 2013. The supply and discharge valves were replaced along with the level targets. All components have been recoated or resurfaced. The overflow was resurfaced/reconditioned. The level indicating cables were also replaced. The tank pad appears in very good condition. Only minor chipping no substantial cracks or deterioration. Access hatches have been re-gasketed. The exterior was sand blasted and epoxied in recent years. Minor housekeeping of the general site is required, minor pooling of water on the finished ground. Minor sediment is visible on the bottom of the tank, interior access ladder is in excellent condition. The site is enclosed in 6-foot high chain link fence with 3-strand barb wire at the top. There are areas of overgrowth around the fence. There are areas where fence postings are compromised by vegetation/trees. There is vining through fence. The fence shows signs of security risks and the barb wire is compromised. Figure 7-117 Major Assets – Elm Tank Assets of the Elm Tank are organized based on the asset hierarchy presented in the Figure 7-118. The tank is categorized into two location-based classifications (i.e., tank, inlet meter vault). Each classification is further supplemented by asset classes (e.g., structure, meter, valves, piping) found Figure 7-116 Elm Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 105 in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-118 Asset Hierarchy – Elm Tank The total replacement cost of the Elm Tank is estimated to be $1.6 million (Table 7-30). This estimation is based on estimated 2013 replacement cost of assets. As expected, the asset with the largest replacement value is the steel reservoir tank itself, which is estimated to have a replacement cost of around $1.5 million. Table 7-30 Asset Inventory Summary – Elm Tank Hierarchy Level Count of Assets Total Replacement Cost Electrical 1 $3,000 Reservoir Tank 3 $1,514,000 Site 4 $42,745 Total 8 $1,559,745 As illustrated in the Figure 7-119, all of the assets were installed in 1972 with minor assets being replaced in 2013. As indicated by the consumption profile, most assets are reaching the end of their useful life. Although they are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on their condition in order to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 106 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-119 Installation and Consumption Profile – Elm Tank 7.14.3 Risk Assessment The risk assessment was performed for each asset within the Elm Tank. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. Only 16% of assets were identified as critical (high consequence of failure) even though replacement value was $1.5 million. The failure of these assets (e.g., tank, pipes) will result in immediate shut down of the facility. The risk results indicate no assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 107 Figure 7-120 PoF Results – Elm Tank Figure 7-121 CoF Results – Elm Tank Figure 7-122 BRE Results – Elm Tank 108 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.14.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), the long-range capital investment needs for the Elm Tank are presented in Figure 7-123. Other than the minor short term replacement needs, the next significant investment anticipated is in 2050. Figure 7-123 Long Rage Investment Needs – Elm Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 109 7.15 Maerkle Upper Chlorination Station 7.15.1 Introduction Maerkle Upper Chlorination Station is located at 5298 Sunny Creek Rd, Carlsbad, CA (Figure 7-124). Maerkle pump station is the only pumping facility that is operated on a regular basis. This pump station is a transfer station that is used daily to supply Maerkle Tank from the Maerkle Reservoir. Capacity requirements for this station are based on supplying the average daily demand of the entire distribution system during an aqueduct shutdown. 7.15.2 State of the Assets The Maerkle Upper Chlorination Station has a 1,225 square foot building, 300 gallon steel chlorine tank and chlorinator (Figure 7-125). Figure 7-125 Major Assets – Maerkle Upper Chlorination Station Assets of the Maerkle Upper Chlorination Station are organized based on the asset hierarchy presented in Figure 7-126. The chlorination station is categorized into three location-based classifications (i.e., site, scrubber unit, building). Each classification is further supplemented by asset classes (e.g., chlorine tank, chlorinator room, blower) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-124 Maerkle Upper Chlorination Station 110 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-126 Asset Hierarchy – Maerkle Upper Chlorination Station The total replacement cost of the Maerkle Upper Chlorination Station is estimated to be $340,000 (Table 7-31). This estimation is based on estimated 2013 replacement cost of assets. As expected, the largest replacement valued asset is the building structure which is estimated to be around $180,000. Table 7-31 Asset Inventory Summary - Maerkle Upper Chlorination Station Hierarchy Level Count of Assets Total Replacement Cost Building 7 $233,150 Scrubber Unit 4 $95,000 Site 4 $12,150 Total 15 $340,300 As illustrated in the Figure 7-127, most of the assets were installed in 1962. Upgrade on some of the assets, such as chlorinator, motor, and MCC, were done in 2009 and 2013. As indicated by the consumption profile, some assets (e.g., scrubber tower, chlorine tank, crane assembly) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 111 Figure 7-127 Installation and Consumption Profile - Maerkle Upper Chlorination Station 7.15.3 Risk Assessment The risk assessment was performed for each asset within the Maerkle Upper Chlorination Station. The risk results are summarized in the figures below. About 60% of assets were identified as high probability of failure due to age and/or current condition. However, with respect to replacement value, the overall replacement value was estimated to be around $250,000. Similarly, about 33% ($54,000) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., chlorine tank, control panel, motor) will result in immediate shut down of the facility. The risk results indicate 26% ($15,000) of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high BRE assets is presented in Table 7-32. Full risk assessment results can be found in the asset register database. 112 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-128 PoF Results - Maerkle Upper Chlorination Station Figure 7-129 CoF Results - Maerkle Upper Chlorination Station Figure 7-130 BRE Results - Maerkle Upper Chlorination Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 113 Table 7-32 High Risk Assets - Maerkle Upper Chlorination Station High Risk (High BRE) Assets Install year Estimated Remaining Life Inlet Isolation Butterfly Valve 1985 5 Outlet Isolation Butterfly Valve 1985 5 Reservoir Tank 1985 5 7.15.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Maerkle Upper Chlorination Station are presented in Figure 7-131. The significant asset replacement needs are in 2015 and 2065 for the building structure. Lesser significant asset replacement needs are in 2030, 2046, 2059, 2060 and 2075 for the assets including tanks, scrubber tower, and control panels. Figure 7-131 Long Range Investment Needs Projection - Maerkle Upper Chlorination Station 114 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 7.16 Maerkle Lower Chlorination Station 7.16.1 Introduction Maerkle Lower Chlorination Station is located at 5298 Sunny Creek Rd, Carlsbad, CA (Figure 7-132). It is located on the same site as the Maerkle reservoir. 7.16.2 State of the Assets The Maerkle Lower Chlorination Station has a scrubber tower, three 300 gallon chlorine tanks, and two 100 gallon chemical tanks (Figure 7-133). Assets of the Lower Chlorination Station are organized based on the asset hierarchy presented in Figure 7-134. The chlorination station is categorized into four location-based classifications (i.e., building, analyzer building). Each classification is further supplemented by asset classes (e.g., chlorinator room, scrubber unit, analyzers) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-133 Major Assets – Maerkle Lower Chlorination Station Figure 7-134 Asset Hierarchy - Maerkle Lower Chlorination Station Figure 7-132 Maerkle Lower Chlorination Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 115 The total replacement cost of the Maerkle Chlorination Station is estimated to be $326,000 (Table 7-33). This estimation is based on estimated 2013 replacement cost of assets. As expected, the largest replacement valued assets are located in the building. These high priced assets include the scrubber tower, MCC, chlorinator, and ammonia analyzer. Table 7-33 Asset Inventory Summary - Maerkle Lower Chlorination Station Hierarchy Level Count of Assets Total Replacement Cost Analyzer Building 7 $53,000 Building 23 $178,400 Scrubber Unit 4 $95,000 Total 34 $326,400 As illustrated in the Figure 7-135, although some of the assets were installed in 1993 when the facility was built, most assets have been rehabilitated or replaced. These assets, such as motor, scrubber tower, chlorine residual analyzer, pump assembly, and chlorinators, were upgraded between 2003 and 2013. As indicated by the consumption profile, some assets (e.g., chlorine gas tank, solution pump assembly, control panel) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. Figure 7-135 Installation and Consumption Profile - Maerkle Lower Chlorination Station 116 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Based on the field visit, the notable assets requiring attention are solution pumps in the building. Figure 7-136 shows the poor condition of the pumps. As shown, significant corrosion issues have developed that may, in the future, affect the functionality of the pumps. Figure 7-136 Asset in Poor Condition - Maerkle Lower Chlorination Station 7.16.3 Risk Assessment The risk assessment was performed for each asset within the Maerkle Lower Chlorination Station. The risk results are summarized in Figure 7-137. Most assets are low probability of failure, indicating they still have significant usage left. About 35% ($62,000) of assets were identified as high probability of failure due to age and/or current condition. About 65% ($163,000) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, gas tanks, chlorination, chemical tanks) will result in immediate shut down of the facility. The risk results indicate 21% ($22,000) of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high risk assets is presented in Table 7-34. Full risk assessment results can be found in the asset register database. Figure 7-137 PoF Results - Maerkle Lower Chlorination Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 117 Figure 7-138 CoF Results - Maerkle Lower Chlorination Station Figure 7-139 BRE Results - Maerkle Lower Chlorination Station Table 7-34 High Risk Assets - Maerkle Lower Chlorination Station High Risk (High BRE) Assets Install year Estimated Remaining Life Chlorine Gas Tank #1 1993 2 Chlorine Gas Tank #2 1993 3 Chlorine Gas Tank #3 1993 5 Solution Pump Assembly #1 1993 3 Solution Pump Assembly #2 1993 3 Emergency Shutoff 1993 2 Motor 2009 4 7.16.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Maerkle Upper Chlorination Station are presented in Figure 7-140. The significant asset replacement needs are in 2045, 2075, and 2105 for assets including the chlorinator and scrubber tower. 118 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-140 Long Range Investment Needs Projection - Maerkle Lower Chlorination Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 119 7.17 Pressure Regulating Stations 7.17.1 Introduction The Pressure Regulating Stations (also referred to as Pressure Reducing Stations) use valves to control the flow of the water from the upper pressure zones into lower pressure zones. The Utilities Division currently manages a total of 84 Pressure Regulating Stations (listed in Table 7-35). Table 7-35 Potable Water Pressure Reducing Stations Potable Water Pressure Reducing Stations Adams Influent To Mrkl1 College East Grosse Maerkle Effluent Sdcwa #3 Carlsbad Alga 1 College North Hailey Maerkle Tap #3 Sierra Morrena Alga 2 College South Hilton May Company Skyline East Alicante College West Jackspar Melrose Skyline West Ayres D3 Effluent Flow Ctrl Vault Jockey Club Olympia Tamarack Point Black Rail D3 Influent Flow Ctrl Vault Kelly Cut Palomar Oaks Tanglewood Bolero Donna & Baswood Kelly Vault Palomar West Tap #4 Cannon / SDCWA-4 Buena Vista El Fuerte Lower La Costa Country Club (North Course) Pine Tap #4 Reservoir (Hi-Lo) Camino De Las Ondas El Fuerte Upper La Costa High Poinsettia & East (P) Unicornio Cannon Ellery Res. (Sustaining) La Costa Low Poinsettia West Whiptail Cannon Rd Elm Reservoir North Vault La Costa Low 2 Point D North Zodiac Cannon/College High school Elm Reservoir South Vault La Golondrina Point D South Avenida Encinas Rec Carlsbad #1/ Sdcwa-1 Elm Tap Laguna Riviera Rancho Carlsbad D Site Res Carlsbad #2 Encinas Lake Shore Gardens Rancho Pancho D2 Potable Water Turn Out Chestnut Faraday Lower Lanikai Rising Glenn Faraday RC Clearview / Macarthur Fox Tail Loop Lapis Salk Poinsettia & East RC Colibri Frost Maerkle Control Vault Santa Fe Ii Vault 7.17.2 State of the Assets The major assets in the Pressure Reducing Stations include pressure regulating valves, pressure sustaining valves, or pressure reducing valves. These stations also include sump pumps with 0.25 HP motors and pressure gauge assembly (Figure 7-141). 120 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 7-141 Major Assets – Potable Water Pressure Reducing Stations Assets of the Pressure Reducing Stations are organized based on the asset hierarchy presented in Figure 7-142. Due to the large number of stations in the inventory, the figure only shows a sample of stations. The Pressure Reducing Stations are categorized into ten location-based classifications (i.e., D2 Potable Water Turn Out, D3 influent Flow Cntrl Vlt, D3 Effluent Flow Ctrl Vlt, Maerkle Effluent PRS, Maerkle Tap #3, Camino De Las Ondas PRS, Poinsettia West PRS, Lake Shore Gardens PRS, Encinas PRS, Palomar West PRS, Black Rail PRS). Each classification is further supplemented by asset classes (e.g., structure, valves, meters, mechanical) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 7-142 Asset Hierarchy - Potable Water Pressure Reducing Stations The total replacement cost of the potable water pressure reducing stations is estimated to be $4.3 million. This estimation is based on estimated 2013 replacement cost of assets. The stations range in size and cost. For example, Maerkle Tap #3 has the most assets and therefore also has the GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 121 highest replacement value ($323,000). A complete list of all 84 stations can be found in the asset register. As illustrated in the figures below, most of the assets were installed in 1970 and 2010. As indicated by the consumption profile, some assets (regulators, valves, pumps, and flow meters) are reaching the end of their useful lives. Most of these assets are located in Poinsettia West, Lake Shore Gardens, Encinas, Black Rail, or Camino De Las Ondas PRSs, which were constructed in the early 1980s. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. Figure 7-143 Installation and Consumption Profile - Potable Water Pressure Reducing Stations 7.17.3 Risk Assessment The risk assessment was performed for each asset within the Pressure Reducing Stations. The risk results are summarized in the figure below. Most assets have low probability of failure, indicating they still have significant usage left. About 9% ($180,000) of assets were identified as high probability of failure due to age and/or current condition. About 5% ($140,000) of assets were identified as critical (high consequence of failure). The failure of these assets will result in immediate shut down of the facility. The risk results indicate 18% ($464,000) of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high 122 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan risk assets is presented in Table 7-36. Full risk assessment results can be found in the asset register database. Figure 7-144 PoF Results - Potable Water Pressure Reducing Stations Figure 7-145 CoF Results - Potable Water Pressure Reducing Stations Figure 7-146 BRE Results - Potable Water Pressure Reducing Stations GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 123 Table 7-36 High Risk Assets – Potable Water Pressure Reducing Stations High Risk (High BRE) Assets Install year Estimated Remaining Life Surge Suppression Valve 1977 1 Pressure Reducing Valve 1977 1 Pressure Reducing Valve 1970 1 Surge Suppression Valve 1970 1 Pressure Reducing Valve 1970 1 Upstream Isolation Valve 1977 1 Surge Suppression Isolation Valve 1977 2 Upstream Isolation Valve 1970 2 Downstream Isolation Valve 1970 0 Upstream Isolation Valve 1970 0 Downstream Isolation Valve 1970 0 Upstream Isolation Valve 1970 12 Downstream Isolation Valve 1970 14 7.17.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Pressure Reducing Stations are presented in Figure 7-147. According to the graph below, there are short term replacement needs for the regulators, flow meters, and valves. The next significant asset replacement needs are in 2035, 2065, and 2075. Figure 7-147 Long Range Investment Needs Projection - Potable Water Pressure Reducing Stations 124 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 8. Recycled Water System 8.1 Recycled Water Distribution System 8.1.1 Introduction CMWD started its recycled water program in 1990. Subsequently, CMWD issued a mandatory use ordinance and started implementing the recycled water system facilities (Phase I of a multi-phase project). CMWD delivered over 1,000 acre-feet per year (afy) of recycled water by 1995. The implementation of Phase II started in 2000, and included construction of the 4-MGD Carlsbad Water Recycling Facility (CWRF), expansion of the Madowlark Water Reclamation Facility (MWRF), improvements to Mahr Reservoir, three new booster pump stations, and 24 miles of additional recycled water pipelines. Construction of Phase II was completed in 2008 and the CMWD currently serves approximately 4,000 afy of recycled water. CMWD currently receives recycled water from the Carlsbad Water Recycling Facility (WRF), which is owned by CMWD but operated by the Encina Wastewater Authority (EWA), the Meadowlard WRF, which is owned and operated by the Vallecitos Water District (VWD), and the Gafner WRP, which is owned and operated by the Leucadia Wastewater District (LWWD). The next sections provide detailed information about the state of assets, asset inventory, replacement costs, installation and consumption profile, risk assessment, and future needs of recycled water distribution system. 8.1.2 State of the Assets The existing distribution system consists of 75 miles of mains, 6 miles of services, 824 valves, 706 meters, 1,128 appurtenances, and 38 cathodic protection stations. Figure 8-1 shows asset classes in the Recycled Water Distribution System. Figure 8-1 Asset Hierarchy - Recycled Water Distribution System Table 8-1 provides a detailed look at the recycled water mains. The total length of recycled water mains is 75.2 miles. The summary shows that the Utilities Division mains are dominated by PVC (78% of the total length). GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 125 Table 8-1 Asset Inventory Summary – Recycled Water Mains Mains Material Total Length (miles) by Diameter (in) Total 2 4 6 8 10 12 14 16 18 20 24 27 30 ACP 0.3 0.0 2.0 0.2 2.5 CML&C 0.0 0.0 0.1 0.1 0.1 0.1 0.1 0.3 2.0 3.9 6.8 DI 0.4 0.2 0.1 0.5 0.2 1.6 0.1 0.2 3.3 PVC 0.0 5.5 4.6 26.5 1.2 16.2 2.0 1.6 0.9 58.5 STL 0.1 0.3 0.1 0.4 0.1 0.4 2.5 0.4 0.0 4.1 Total 0.0 5.5 5.3 27.1 1.2 18.5 1.0 2.5 3.3 1.5 4.5 0.4 4.2 75.2 Note: ACP: Asbestos Cement Pipes, CML&C: Cement-Mortar Lined and Coated, DI: Ductile Iron Pipes, HDPE: High Density Poly Ethylene Pipes, PVC: Poly Vinyl Chloride Pipes, STL: Steel Pipes Table 8-2 provides a detailed look at the recycled water services. The total length of recycled water services is 6.7 miles. The summary shows that the Utilities Division services are almost entirely Copper (95% of total length). Table 8-2 Asset Inventory Summary – Recycled Water Services Services Material Total Length (miles) by Diameter (in) Total 1 2 2 1/2 3 4 6 Copper 1.17 5.05 0.02 0.02 0.03 6.29 Ductile Iron 0.20 0.01 0.21 PVC 0.02 0.03 0.01 0.00 0.07 0.14 Steel 0.00 0.00 0.00 Total 1.19 5.08 0.03 0.23 0.09 0.03 6.65 Table 8-3 provides a detailed look at the 824 recycled water valves. The summary shows that the Utilities Division valves are dominated by gate valves (87%). Table 8-3 Asset Inventory Summary – Recycled Water Valves Valves Types Count by Diameter (in) Total 2 4 6 8 10 12 14 16 18 20 24 30 Butterfly 1 6 18 21 19 30 15 110 Gate 1 52 78 322 10 234 4 8 2 3 714 Total 1 52 79 322 10 234 10 26 23 19 33 15 824 Table 8-4 provides a detailed look at the recycled water meters. There is a total of 706 recycled water meters in recycled water system. Table 8-4 Asset Inventory Summary – Recycled Water Meters Meters Types Count by Diameter (in) Total 5/8 3/4 1 1 1/2 2 3 4 6 8 Recycled Water (RC) 1 13 163 251 260 8 6 3 1 706 Total 1 13 163 251 260 8 6 3 1 706 126 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 8-5 provides a detailed look at the recycled water appurtenances. There are a total of 1,128 recycled water appurtenances. Table 8-5 Asset Inventory Summary – Recycled Water Appurtenances Appurtenances Type Count by Diameter (in) Total 1 2 4 6 Manual Air Relief Valve 54 359 413 Air/Vacuum Valve 33 202 1 2 238 Blow Off Valve 426 45 6 477 Total 87 987 46 8 1,128 Table 8-6 provides a detailed look at the recycled water cathodic protection stations. There are a total of 38 cathodic protection stations and 5 insulation kits. Table 8-6 Asset Inventory Summary – Recycled Water Cathodic Protection Cathodic Protection Type Count Cathodic Protection Station 38 Insulation Kit 5 Total 43 Figure 8-2 and Table 8-7 present the estimated total replacement costs for recycled water distribution assets (i.e., mains, services, meters, valves, cathodic protections, and appurtenances). The total replacement cost of all recycled water distribution assets is estimated to be $149 million. Water mains account for 80% of replacement cost at $119 million, followed by valves at $14 million (9%). Figure 8-2 Replacement Cost - Recycled Water Distribution System GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 127 Table 8-7 Replacement Cost – Recycled Water Distribution System Asset Class Count of Assets Total Replacement Cost Appurtenances 1,128 $8,034,045 Cathodic Protection Stations 43 $5,274,000 Mains 763 $119,049,223 Meters 706 $468,956 Services 1,025 $2,562,500 Valves 824 $13,913,100 Total 4,490 $149,301,824 Figure 8-3 Installation and Consumption Profile – Recycled Water Distribution System With an understanding of the assets owned and managed, an installation profile and consumption profile was developed (Figure 8-3). It should be noted that the dollar value represented in the figure is expressed in today’s (2014) estimated replacement costs. It does not represent the actual capital investment that took place in any given year. The historical asset installation profile not only provides insight into the City of Carlsbad’s development trend, but also provides a high level understanding of how old the assets are. One would expect the installation profile to correlate with the Utilities Division’s major developments. According to the asset data, installation of the recycled water system started in 1989. Assets installed prior to 1989 are most likely that were installed for potable water and later converted to the recycled water system. The major development of the Utilities Division assets peaked in the early 2000’s. 128 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan The consumption profile provides an indication of the value of assets reaching the end of their expected useful lives. The majority of the assets are currently less than 25% consumed. 8.1.3 Risk Assessment The business risk assessment for Recycled Water Distribution system is analyzed in this section. The risk maps provided in this section are a visual representation of where the low, medium, and high risk assets are located. Figure 8-4 shows the probability of failure (PoF) map of recycled water mains. Almost all of the 75 miles of water mains have low PoF. Figure 8-4 PoF Map - Recycled Water Mains GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 129 Figure 8-5 shows the CoF map of recycled water mains. The high CoF assets provide service to critical land uses, intersect significant roads, have large diameters, or are in the vicinity of water bodies, lagoons, or streams. Figure 8-5 CoF Map - Recycled Water Mains 130 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-6 shows the risk map of recycled water mains. It is reassuring to realize that all mains in the high consequence of failure areas are, by data, in a good state. However, the data is based on age of the pipe and staff input; as such, a field inspection is warranted for high consequence of failure assets. Figure 8-6 Risk Map - Recycled Water Mains GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 131 Figure 8-7 shows the PoF map of recycled water services. The medium PoF services were installed in late-1980s and early-1990s and have consumed 50% to 70% of their useful lives. Figure 8-7 PoF Map - Recycled Water Services 132 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-8 shows the CoF map of recycled water services. The medium and high CoF services are mostly services in the vicinity of the water bodies, lagoons, or streams. Figure 8-8 CoF Map - Recycled Water Services GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 133 Figure 8-9 shows the risk map of recycled water services. The results show that no services are identified as high risk. Potential high risk services would be located in environmentally critical areas in the vicinity of water bodies, lagoons, or streams and have consumed 80% of their useful lives. Figure 8-9 Risk Map - Recycled Water Services 134 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-10 shows the risk map of recycled water valves. No valves have a high risk and only a small percentage of valves have a medium risk. This is due to the relatively recent installation of the recycled water system. Figure 8-10 Risk Map - Recycled Water Valves GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 135 Figure 8-11 shows the risk map of recycled water meters. High risk meters are scattered throughout the system. These meters are probably higher CoF based on their size or location. Figure 8-11 Risk Map - Recycled Water Meters 136 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-12 shows the risk map of recycled water appurtenances. No appurtenances are identified as high risk. Most of the assets are low risk with only a few medium risk assets scattered throughout the system. Appurtenances are generally low risk, so these results were expected. Figure 8-12 Risk Map - Recycled Water Appurtenances GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 137 Figure 8-13 shows the risk map of recycled water cathodic protections. Nearly all of 38 cathodic protection stations are medium risk. The data is based on age of the cathodic protection stations and staff input; as such, a field inspection is warranted for anodes. Figure 8-13 Risk Map - Recycled Water Cathodic Protection 138 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 8.1.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Recycled Water Distribution System are presented in Figure 8-14. The short-term asset replacement needs are not significant. However, the first significant replacement needs are cathodic protections replacements, which happen in 30-year intervals starting from early 2030’s. There are also several peaks indicating significant investment needs, especially main replacements, in 2083, 2088, and 2113. Figure 8-14 Long-Range Investment Needs Projection – Recycled Water Distribution System GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 139 8.2 Carlsbad WRF Pump Station 8.2.1 Introduction The Carlsbad Water Recycling Facility (WRF) Pump Station is within the Encina Water Pollution Control Facilities (EWPCF) located at 6200 Avenida Encinas, CA (Figure 8-15). This facility was constructed in 2005 to pump recycled water from Encina Treatment Facility to Twin D recycled water reservoirs. The facility consists of three pump units that pump into Zone 384. Two empty basins provide space for future expansion of the pump station. 8.2.2 State of the Assets The Carlsbad WRF Pump Station has three pumps with 500 HP motors (Figure 8-16). Each pump in the pumping units has a capacity of 3,300 GPM. The pump station design flow of 10,000 GPM requires simultaneous operation of all three pumps. The most expensive assets in this station include concrete structures with the capacity of 7.5 MG, three pump assemblies, and MCC. Figure 8-16 Major Assets - Carlsbad WRF Pump Station Assets of the Carlsbad WRF Pump Station are organized based on the asset hierarchy presented in Figure 8-17. The pump station is categorized into six location-based classifications (i.e., site, pressure relief valve assembly, pump assembly, control room building, surge arrestor unit, and vault). Each classification is further supplemented by asset classes (e.g., valves, motors, pumps, structure) found in that location. Figure 8-15 Carlsbad WRF Pump Station 140 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-17 Asset Hierarchy - Carlsbad WRF Pump Station The total replacement cost of the Carlsbad WRF Pump Station is estimated to be $1.2 million (Table 8-8). This estimation is based on the estimated 2013 replacement cost of assets. Table 8-8 Asset Inventory Summary - Carlsbad WRF Pump Station Hierarchy Level Count of Assets Total Replacement Cost Control Room Building 9 $287,000 Pressure Relief Valve Assembly 11 $65,100 Pump Assembly 19 $653,000 Site 5 $15,000 Surge Arrestor Unit 9 $89,800 Vault 8 $94,500 Total 61 $1,204,400 As illustrated in the Figure 8-18, most of the assets are installed in 2005. Some upgrades, such as a motor, soft starters, and pressure reducing valve were done in 2010s. As indicated by the consumption profile, the majority of assets have consumed less than half of their useful life. Sump pump and SCADA have consumed 90% and 60% of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 141 Figure 8-18 Installation and Consumption Profile - Carlsbad WRF Pump Station 8.2.3 Risk Assessment The risk assessment was performed for each asset within the Carlsbad WRF Pump Station. The risk results are summarized in Figure 8-19. The majority of assets are low probability of failure, indicating they still have significant usage left. About 21% of assets were identified as high consequence of failure. The overall replacement value of these assets, however, was estimated to be around $750 thousand. The failure of these assets (e.g., concrete basins, pumps, motors, electrical, structural) would result in immediate shut down of the facility. The risk results indicate that about 3% of assets are at high risk. These are assets with high consequence of failure but low probability of failure. A partial list of these high risk assets is presented in Table 8-9. Full risk assessment results can be found in the asset register database. 142 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-19 PoF Results - Carlsbad WRF Pump Station Figure 8-20 CoF Results - Carlsbad WRF Pump Station Figure 8-21 BRE Results - Carlsbad WRF Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 143 Table 8-9 High Risk Assets - Carlsbad WRF Pump Station High Risk (High BRE) Assets Install year Estimated Remaining Life Motor #2 2005 5 Motor #3 2005 5 8.2.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Carlsbad WRF Pump Station are presented in Figure 8-22. Replacement costs consist of short-term replacement needs projected for the electrical, instruments, and controls assets. The next significant asset replacement needs are every 15 years starting in 2020. Figure 8-22 Long Range Investment Needs Projection - Carlsbad WRF Pump Station 144 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 8.3 Twin D Pump Station 8.3.1 Introduction Twin D Pump Station is located at the site of the Twin D Tanks at the southeast corner of Poinsettia Lane and Black Rail Rd, Carlsbad, CA (Figure 8-23). This station was constructed in 2006 and consists of four pump units pumping from Zone 384 to Zone 550. This pump station is designed to supply the upper zones of CMWD’s recycled water system from Carlsbad WRF if supply from Meadowlark WRF is unavailable. The pump station is capable of conveying flow through the Corintia Meter into Mahr Reservoir. 8.3.2 State of the Assets The Twin D Pump Station has four pumps with 150 HP motors (Figure 8-24). The pump station design flow of 4,500 GPM requires simultaneous operation of all four pumps. The most expensive assets in this station include four pump assemblies, pump building, MCC, Main Control Panel (MCP), and surge tank. Figure 8-24 Major Assets - Twin D Pump Station Assets of the Twin D Pump Station are organized based on the asset hierarchy presented in Figure 8-25. The pump station is categorized into three location-based classifications (i.e., site, building, and surge arrestor unit). Each classification is further supplemented by asset classes (e.g., valves, pump assembly, electrical, instrumentation and control) found in that location. Figure 8-23 Twin D Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 145 Figure 8-25 Asset Hierarchy - Twin D Pump Station The total replacement cost of the Twin D Pump Station is estimated to be $1 million (Table 8-10). This estimation is based on the estimated 2013 replacement cost of assets. As expected, the largest replacement valued assets are located in the pump station building that houses the pump assemblies, SCADA, MCC, and main control panel. Table 8-10 Asset Inventory Summary - Twin D Pump Station Hierarchy Level Count of Assets Total Replacement Cost Pump Station Building 38 $942,100 Site 5 $25,000 Surge Arrestor Unit 7 $132,700 Total 50 $1,099,800 As illustrated in the Figure 8-26, most of the assets were installed in 2006. As indicated by the consumption profile, the majority of assets have not consumed more than half of their useful lives. Although all assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of assets that have consumed more than half of their useful lives (security camera and surge arrestor sensor) to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. 146 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-26 Installation and Consumption Profile - Twin D Pump Station 8.3.3 Risk Assessment The risk assessment was performed for each asset within the Twin D Pump Station. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. Only one asset (security camera) was identified as high probability of failure due to age and/or current condition. About 26% ($613 thousand) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, motors, MCC, VFD) would result in immediate shut down of the facility. The risk results indicate that none of the assets are at high risk and 36% of assets are at medium risk. These are assets with high consequence of failure but low probability of failure. The list of these medium risk assets is presented in Table 8-11. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 147 Figure 8-27 PoF Results - Twin D Pump Station Figure 8-28 CoF Results - Twin D Pump Station Figure 8-29 BRE Results - Twin D Pump Station 148 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 8-11 Medium Risk Assets - Twin D Pump Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Sensor 2006 3 Air Compressor Control Panel 2006 3 Motor #1 2006 3 Steel Pump #1 2006 3 Motor #2 2006 2 Steel Pump #2 2006 3 Motor #3 2006 21 Steel Pump #3 2006 21 Motor #4 2006 21 Steel Pump #4 2006 21 VFD #1 2006 21 VFD #2 2006 21 VFD #3 2006 21 VFD #4 2006 21 SCADA/Telemetry (OFOI) with UPS 2006 6 Security Camera 2006 0 MCC 2006 41 Surge Tank 2006 21 8.3.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Twin D Pump Station are presented in Figure 8-30. Replacement costs consist of a combination of short- term replacement needs projected for the electrical, instruments, and controls assets, and long-term needs, such as replacement of motors and pumps. The significant asset replacement needs happen in 5-year intervals starting from 2016. Figure 8-30 Long Range Investment Needs Projection - Twin D Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 149 8.4 Bressi RC Pump Station 8.4.1 Introduction The Bressi RC Pump Station is located at SE corner of Palomar Airport Road and El Camino Real, Carlsbad, CA (Figure 8-31). Constructed in 2006, it is designed for the capacity of 4.30 MGD. The Bressi Pump Station can be used to boost water from the Zone 550 to the Zone 660. The Bressi RC Pump Station is the sole conveyance of recycled water into Zone 660. This station consists of three main pump units with 75 HP motors and a small 180-gpm jockey pump with a 7.5-hp motor. The station contains a hydro-pneumatic tank, which provides pressure while the pump units are inactive. 8.4.2 State of the Assets The most expensive assets in this station include four pump assemblies, pump vault, surge tank, and VFD’s (Figure 8-32). Figure 8-32 Major Assets – Bressi RC Pump Station Assets of the Bressi Pump Station are organized based on the asset hierarchy presented in Figure 8-25. The pump station is categorized into two location-based classifications (i.e., site, pumps & equipment vault). Each classification is further supplemented by asset classes (e.g., valves, pump assembly, electrical, instrumentation and control) found in that location. Figure 8-31 Bressi RC Pump Station 150 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-33 Asset Hierarchy – Bressi RC Pump Station The total replacement cost of the Bressi RC Pump Station is estimated to be $1.3 million (Table 8-12). This estimation is based on the estimated 2013 replacement cost of assets. As expected, the largest replacement valued assets are located in the pump station building that houses the pump assemblies, SCADA, MCC, and main control panel. Table 8-12 Asset Inventory Summary – Bressi RC Pump Station Hierarchy Level Count of Assets Total Replacement Cost Pumps & Equipment Vault 76 $1,293,260 Site 5 $19,600 Total 81 $1,312,860 As illustrated in the Figure 8-34, most of the assets were installed in 2006. As indicated by the consumption profile, the majority of assets have not consumed more than half of their useful lives. Although all assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of assets that have consumed more than half of their useful lives (security camera and surge arrestor sensor) to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 151 Figure 8-34 Installation and Consumption Profile – Bressi RC Pump Station 8.4.3 Risk Assessment The risk assessment was performed for each asset within the Bressi RC Pump Station. The risk results are summarized below. Most assets are low probability of failure, indicating they still have significant usage left. Only one asset (security camera) was identified as high probability of failure due to age and/or current condition. About 13.5% ($473 thousand) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, motors, MCC, VFD) would result in immediate shut down of the facility. The risk results indicate that none of the assets are at high risk and 31% of assets are at medium risk. These are assets with high consequence of failure but low probability of failure. The list of these medium risk assets is presented in Table 8-13. Full risk assessment results can be found in the asset register database. 152 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-35 PoF Results – Bressi RC Pump Station Figure 8-36 CoF Results – Bressi RC Pump Station Figure 8-37 BRE Results – Bressi RC Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 153 Table 8-13 Medium Risk Assets – Bressi RC Pump Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Supply Fan #2 2006 5 Pump 1 2006 5 Motor 1 2006 2 Pump 2 2006 5 Motor 2 2006 5 Pump 3 2006 5 Motor 3 2006 3 VFD Pump 1/Drive/Disconnect 2006 2 VFD Pump 2/Drive/Disconnect 2006 2 VFD Pump 3/Drive/Disconnect 2006 1 VFD Pump 4/Drive/Disconnect 2006 15 Main Control Center 2006 25 Suction Header 2006 25 Discharge Header 2006 25 Transformer 2006 18 Gate Valve 1 2006 20 Gate Valve 2 2006 20 Suction Transducer 2006 8 Discharge Pressure Transducer 2006 8 Discharge Isolation Gate Valve 1 2006 20 Discharge Isolation Gate Valve 2 2006 20 Discharge Isolation Gate Valve 3 2006 20 Surge Tank Isolation Valve 2006 20 Vault Structure 2006 63 Surge Tank 2006 15 8.4.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Bressi RC Pump Station are presented in Figure 8-30. Replacement costs consist of a combination of short-term replacement needs projected for the electrical, instruments, and controls assets, and long-term needs, such as replacement of motors and pumps. The significant asset replacement needs happen in 10-year intervals starting from 2030. 154 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-38 Long Range Investment Needs Projection – Bressi RC Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 155 8.5 Calavera Hills RC Pump Station 8.5.1 Introduction Calavera Hills RC Pump Station is located at the northwest corner of College Blvd and Rift Rd (Figure 8-39).This station was constructed in 2005 and is designed for the firm capacity of 2.6 MGD. The Calavera Hills RC Pump Station can be used to boost water from the Zone 580 to the Zone 384. This pump station is the sole conveyance of recycled water into Zone 580. and consists of three main pump units with 60 HP motors and a small 50 gpm jockey pump unit with a 5 HP motor. The station contains a hydro- pneumatic tank, which provides pressure while the pump units are inactive. 8.5.2 State of the Assets The Calavera Hills RC Pump Station has three main pump units with 60 HP motors and a small 50-gpm jockey pump unit with a 5 HP motor (Figure 8-40). The most expensive assets in this station include four pump assemblies, pump building, MCC, and surge tank. Figure 8-40 Major Assets – Calavera Hills RC Pump Station Assets of the Calavera Hills RC Pump Station are organized based on the asset hierarchy presented in Figure 8-41. The pump station is categorized into three location-based classifications (i.e., site, pump control building, and outlet pipe). Each classification is further supplemented by asset classes (e.g., valves, pump assembly, electrical, instrumentation and control) found in that location. Figure 8-39 Calavera Hills RC Pump Station 156 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-41 Asset Hierarchy – Calavera Hills RC Pump Station The total replacement cost of the Calavera Hills RC Pump Station is estimated to be $588 thousand (Table 8-14). This estimation is based on the estimated 2013 replacement cost of assets. As expected, the largest replacement valued assets are located in the pump station building that houses the pump assemblies, SCADA, MCC, and main control panel. Table 8-14 Asset Inventory Summary - Calavera Hills RC Pump Station Hierarchy Level Count of Assets Total Replacement Cost Outlet Pipe 3 $10,500 Pump Control Building 38 $492,300 Site 7 $85,248 Total 48 $588,048 As illustrated in the Figure 8-42, most of the assets were installed in 2005. As indicated by the consumption profile, the majority of assets have consumed half of their useful lives. Although all assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 157 Figure 8-42 Installation and Consumption Profile - Calavera Hills RC Pump Station 8.5.3 Risk Assessment The risk assessment was performed for each asset within the Calavera Hills RC Pump Station. The risk results are summarized below. All assets are low probability of failure, indicating they still have significant usage left. About 46% ($290,000) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., pumps, motors, MCC, VFD) would result in immediate shut down of the facility. The risk results indicate that none of the assets are at high risk and 46% of assets are at medium risk. These are assets with high consequence of failure but low probability of failure. The list of these medium BRE assets is presented in Table 8-15. Full risk assessment results can be found in the asset register database. 158 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-43 PoF Results - Calavera Hills RC Pump Station Figure 8-44 CoF Results - Calavera Hills RC Pump Station Figure 8-45 BRE Results - Calavera Hills RC Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 159 Table 8-15 Medium Risk Assets - Calavera Hills RC Pump Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Main Control Breaker 2005 20 VFD1 2005 15 VFD2 2005 15 VFD3 2005 15 VFD4 2011 15 Motor #1 2005 5 Pump #1 2005 8 Motor #2 2005 13 Pump #2 2005 10 Motor #3 2005 20 Pump #3 2005 13 Isolation Gate Valve 2005 10 Pressure Transducer #1 (Discharge) 2005 20 Isolation Gate Valve #1 2005 13 Isolation Gate Valve #2 2005 10 Gate Valve #3 2005 20 Pressure Transducer #2 (Suction) 2005 8 Recirculation Pressure Sustaining Valve 2005 20 Recirculation Isolation Valve 2005 20 Building 2005 10 Gate Valve (Surge Tank Outlet) 2005 20 Pneumatic Tank 2005 25 8.5.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Calavera Hills RC Pump Station are presented in Figure 8-46. Replacement costs consist of a combination of short-term replacement needs projected for the electrical, instruments, and controls assets, and long-term needs, such as replacement of motors and pumps. The significant (over $100 thousand) asset replacement needs are anticipated in 2030, 2055, 2060, and 2065. 160 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-46 Long Range Investment Needs Projection – Calavera Hills RC Pump Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 161 8.6 Twin D Tanks 8.6.1 Introduction Twin D Tanks are located at the southeast corner of Poinsettia Lane and Black Rail Rd, Carlsbad, CA (Figure 8-47). Tank D-1 and Tank D-2 were originally constructed in 1958 and 1968 accordingly as potable water reservoirs, but were converted to recycled water reservoirs in mid-late 1990s. This station provides a 2.5 million gallon storage capacity in zone 384. The capacity of each tank is 1.25 million gallons. 8.6.2 State of the Assets There are two steel tanks in this facility, each with the capacity of 1.25 million gallons (Figure 8-48). The most expensive assets in this facility are steel tanks, paving, and outlet pipes to the pump station. Figure 8-48 Major Assets - Twin D Tanks The assets of the Twin D Tanks are organized based on the asset hierarchy presented in Figure 8-49. The storage facility is categorized in to three location-based classifications (i.e. site, D-1 tank, D-2 tank), and each classifications is further supplemented by the asset classes (e.g., valves, piping, fence, instrumentation and control) found in that location. Figure 8-47 Twin D Tanks 162 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-49 Asset Hierarchy - Twin D Tanks The total replacement cost of the Twin D Tanks is estimated to be $3.1 million (Table 8-16). This cost is based on the estimated 2013 replacement cost of assets. As expected, most of the replacement costs are located in the steel tanks. These high priced assets consist of 93% of the total estimated replacement cost and include steel tanks, valves, and outlet pipes to Twin D Pump Station. Table 8-16 Asset Inventory Summary - Twin D Tanks Hierarchy Level Count of Assets Total Replacement Cost D1 Tank 8 $1,539,620 D2 Tank 8 $1,378,110 Site 21 $202,870 Total 37 $3,120,600 As illustrated in the Figure 8-50, most of the assets were installed in 1958 and 1969 when the steel tanks were installed, although most of the assets were upgraded in 1997 (e.g., control panels, process structures, lighting, transducers, and gates). As indicated by the consumption profile, some assets such as sump pumps, process pipes, SCADA, transducer, and camera are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 163 Figure 8-50 Installation and Consumption Profile - Twin D Tanks 8.6.3 Risk Assessment The risk assessment was performed for each asset within the Twin D Tanks. The risk results are summarized below. Most assets are medium probability of failure, indicating they still have moderate usage left. About 19% of assets were identified as high probability of failure due to age and/or current condition. However, with respect to replacement value, the overall replacement value was estimated to be around $88,000. 22% of assets have been identified as critical (high consequence of failure), with a replacement value of $2.8 million. The risk results indicate 22% ($2.7 million) of the assets are at high risk. These are assets with high probability of failure and high consequence of failure. A partial list of these high risk assets is presented in Table 8-17. Full risk assessment results can be found in the asset register database. 164 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-51 PoF Results - Twin D Tanks Figure 8-52 CoF Results - Twin D Tanks Figure 8-53 BRE Results - Twin D Tanks GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 165 Table 8-17 High Risk Assets - Twin D Tanks Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Overflow Pipe 1958 13 Overflow Pipe 1969 3 Drain Pipe 1958 0 Tank D-1 1958 24 Drain Pipe 1969 14 Vault Fan Control System 1997 0 Tank D-2 1969 4 Irrigation Pump Control System 1997 2 8.6.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Twin D Tanks are presented in Figure 8-54. There is an immediate replacement need projected for assets that have used most of their useful lives (i.e. transducers, sump pump, process pipes, and SCADA). The significant asset replacement needs happen in 100-year intervals starting from late 2020 and late 2030. Figure 8-54 Long Range Investment Needs Projection - Twin D Tanks 166 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 8.7 C Tank 8.7.1 Introduction The C Tank is located in the City of Carlsbad. Access to the site is obtained from Cannon Road east of College Boulevard (Figure 8-55). The 1.0 MG tank is a circular, welded steel tank, with a cone roof, that was constructed by CMWD in 1961 with the capacity of 1.0 MG. Water is supplied through a single 14-inch diameter inlet/outlet pipe to the tank. 8.7.2 State of the Assets The most expensive assets in this facility are storage tank and valve (Figure 8-56). Figure 8-56 Major Assets – C Tank Paint on the tank shell is blistering. Level indicator is broken or damaged. The concrete base is deteriorating. Climb cage is in poor condition, and missing access ladder. Paint is in poor condition and chalking. The tank has no cathodic protection. The site is enclosed by a 6 foot high chain link fence with 3-strand barb wire at top. The fence was in satisfactory condition. According to the Distribution Reservoirs Repair and Maintenance Program report in 2012, the interior shell coating system is comprised of an epoxy coating that is in good condition. Very minor evidence of localized corrosion was noted on the vertical and horizontal plate connection weld seams. No significant metal loss was observed. The flat areas of the horizontal plates on the roof appear to be intact and defect free. The edges of these plates and the adjacent overlap areas are exhibiting minor localized corrosion. The appearance of this corrosion is emphasized by the formation of corrosion staining originating from inaccessible areas within the plate overlap joints. Corrosion is also visible along edges of the horizontal roof support beam edges, the stabilizer rod assemblies and at the beam to shell bolted connection points. No notable metal loss or structural compromise at this time. The floor coating system shows very minor evidence of localized corrosion on the plate overlap connection weld seams. No significant metal loss was reported on the tank floor. The assets of the C Tank are organized based on the asset hierarchy presented in Figure 8-57. The storage facility is categorized in to two location-based classifications (i.e. site, storage tank), and Figure 8-55 C Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 167 each classifications is further supplemented by the asset classes (e.g., valves, piping, fence, instrumentation and control) found in that location. Figure 8-57 Asset Hierarchy - C Tank The total replacement cost of the Twin D Tanks is estimated to be $1 million (Table 8-16). This cost is based on the estimated 2013 replacement cost of assets. As expected, most of the replacement costs are located in the steel tank. This high priced asset consists of 92% of the total estimated replacement cost. Table 8-18 Asset Inventory Summary - C Tank Hierarchy Level Count of Assets Total Replacement Cost Site 10 $1,077,195 Total 10 $1,077,195 As illustrated in the Figure 8-58, most of the assets were installed in 1961 when the steel tank were installed, although most of the assets were upgraded in 1995, or 2004. As indicated by the consumption profile, most assets such as the tank, process pipes, butterfly valve, and telemetry are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. 168 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-58 Installation and Consumption Profile - C Tank 8.7.3 Risk Assessment The risk assessment was performed for each asset within the C Tank. The risk results are summarized below. Most assets are medium probability of failure, indicating they still have moderate usage left. About 30% of assets were identified as critical (high consequence of failure). However, with respect to replacement value, the overall replacement value was estimated to be around $1 million. The risk results indicate 30% ($1 million) of the assets are at high risk. These are assets with high or medium probability of failure and high consequence of failure. A partial list of these high BRE assets is presented in Table 8-19. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 169 Figure 8-59 PoF Results - C Tank Figure 8-60 CoF Results - C Tank Figure 8-61 BRE Results - C Tank 170 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 8-19 High Risk Assets - C Tank High Risk (High BRE) Assets Install year Estimated Remaining Life Isolation Butterfly Valve 1961 6 Inlet & Outlet Piping 1961 6 Storage Tank 1961 8 8.7.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies); long-range capital investment needs for the C Tank are presented in Figure 8-62. The significant asset replacement needs happen in 70-year intervals starting from 2023 when the tank must be replaced. Figure 8-62 Long Range Investment Needs Projection - C Tank GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 171 8.8 Recycled Water Pressure Regulating Stations 8.8.1 Introduction The Pressure Reducing Stations (PRS and sometimes referred to as Pressure Regulating Stations) use valves to control flow of the water from the upper pressure zone into a lower pressure zone. The Utilities Division currently manages a total of 5 Pressure Reducing Stations. Table 8-20 shows the list of PRS in the recycled water system. The pressure regulating station at the Twin D Pump Station acts as an altitude valve, replenishing the Twin D Tanks from the MWRF and Mahr Reservoir via the Corintia Meter. The valve is a combination rate of flow, pressure sustaining, and solenoid control valve, but is controlled by SCADA based on tank level and demand. The Avenida Encinas PRS is the sole conveyance to Zone 318, regardless of supply source and operating conditions. The D2 Potable Water Turn Out connects CMWD’s potable water distribution system to the recycled water distribution system. This station can convey at least 3,000 GPM. The valve is normally closed and can be operated remotely through SCADA. Table 8-20 Asset Summary - Recycled Water Pressure Reducing Stations Station Name Pressure Zone Valve dia (in) Status Function From To Primary/ Secondary Twin D Flow Control Valve (Ralph Valve) 550 384 10 Open Act as an altitude valve Avandia Encinas PRS (PRS 70) 384 318 4 Open Maintains a set pressure downstream D-2 Potable Water Turnout (PRS23) Potable Water System 384 8 Closed Connect the potable water distribution system to the recycled water distribution system 8.8.2 State of the Assets As shown in Table 8-21, the Twin D Flow Control Valve and Avenida Encinas PRS have two pressure regulating valves each. D-2 Potable Water Turn Out has a meter and a pressure sustaining valve. Assets of the Pressure Reducing Stations are organized based on the asset hierarchy presented in Figure 8-63. The Pressure Reducing Stations are categorized into four location-based classifications (i.e., D2 Potable Water Turnout, Avenida Encinas Rec PRS, and Twin D PRS). Each classification is further supplemented by asset classes (e.g., structure, valves, meter). The number of assets in each station is provided in the table below. A detailed list of the assets and the associated attributes can be found in the asset register database. Table 8-21 Asset Class Summary - Recycled Water Pressure Reducing Stations Asset Class Count Airvac 2 Concrete Process Structure 1 Flow Meter 1 W-Valve-S 8 172 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-63 Asset Hierarchy - Recycled Water Pressure Reducing Stations The total replacement cost of the Recycled Water Pressure Reducing Stations is estimated to be $224,000 (Table 8-22). This estimation is based on estimated 2013 replacement cost of assets. Poinsettia & East has the most assets and therefore also has the highest replacement value $90,000. Table 8-22 Asset Inventory Summary - Recycled Water Pressure Reducing Stations Hierarchy Level Count of Assets Total Replacement Cost Avenida Encinas Rec PRS (PRS70) 4 $11,325 D Site Res 7 $45,500 D2 Potable Water Turn Out (PRS23) 2 $12,000 Faraday RC PRS 2 $65,000 Poinsettia & East RC PRS 18 $90,300 Total 33 $224,125 As illustrated in the Figure 8-64, the assets were installed in 1991, 2001, 2004, 2006, 2012, and 2013. As indicated by the consumption profile, the pressure sustaining valve at D2 Potable Water Turnout has consumed 60% of its useful life. Although this asset is currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of this asset to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 173 Figure 8-64 Installation and Consumption Profile - Recycled Water Pressure Reducing Stations 8.8.3 Risk Assessment The risk assessment was performed for each asset within the Pressure Reducing Stations. The risk results are summarized below. Almost all assets have low probability of failure, indicating they still have significant usage left. 9% of assets were identified as critical (high consequence of failure). There are no high risk assets because the assets with medium consequence of failure have low probability of failure. Full risk assessment results can be found in the asset register database. Figure 8-65 PoF Results - Recycled Water Pressure Reducing Stations 174 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 8-66 CoF Results - Recycled Water Pressure Reducing Stations Figure 8-67 BRE Results - Recycled Water Pressure Reducing Stations 8.8.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Pressure Reducing Stations are presented in Figure 8-68. According to the graph below, there are short term replacement needs for the regulators, flow meters, and valves. The next significant asset replacement needs are in 2035, 2046, 2075, 2086 and 2103. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 175 Figure 8-68 Long Range Investment Needs Projection - Recycled Water Pressure Reducing Stations 176 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9. Wastewater System 9.1 Wastewater Collection System 9.1.1 Introduction The Carlsbad Sanitary District provided the first wastewater collection service in 1929 until the City of Carlsbad incorporated in 1952. The City of Carlsbad provides sewer service to 78 percent of the City limits. All wastewater flows are treated in the Encina Water Pollution Control Facility (EWPCF) and then are either disposed through ocean outfall or delivered to the Carlsbad Water Recycling Facility (CWRF) for reuse. This section provides detailed information about the state of, asset inventory, replacement costs, installation and consumption profile, risk assessment, and future needs of the wastewater collection system assets. 9.1.2 State of the Assets The existing collection system consists of 265 miles of gravity pipeline, 6 miles of force main, and 6,500 access holes and cleanouts. The Figure 9-1 shows asset classes under the Wastewater Collection System. Figure 9-1 Asset Hierarchy - Wastewater Collection System Table 9-1 provides a detailed look at the wastewater gravity mains. The total length of the wastewater gravity mains is 265 miles. The summary shows that the Utilities Division pipes are dominated by PVC (150 miles) and VCP (105 miles). They make up total 255 miles of the 265 total miles of pipe (96% of the total pipe inventory). Table 9-1 Asset Inventory Summary – Wastewater Gravity Mains Pipe Material Total Length (miles) by Diameter (in) Total 4 6 8 10 12 15 16 18 20 21 24 27 30 36 39 42 48 60 ABS <.1 0.3 0.4 CI 0.0 0.1 0.1 0.2 DIP 0.0 0.0 0.0 1.9 0.5 2.4 HOBAS 0.1 0.1 1.0 0.1 1.3 HDPE 0.2 0.1 0.3 FPVC 0.1 0.1 PVC 6.0 122.1 10.5 7.7 1.2 <.1 0.9 0.5 0.1 1.1 150.0 RCP 0.0 0.1 2.3 1.0 3.5 ESVCP 0.2 0.7 0.1 <.1 1.1 VCP <.1 9.2 78.4 6.6 3.1 1.5 1.1 1.2 3.1 1.0 0.2 0.1 105.5 Total <.1 15.4 201.6 17.6 10.9 2.7 0.1 2.0 0.5 1.3 4.3 1.0 0.0 2.1 0.2 3.9 1.0 0.1 264.8 ESVCP: Extra Strength Vitrified Clay, HOBAS: HOBAS Brand Pipe, PVC: Poly Vinyl Chloride, RCP: Reinforced Concrete Pipe, VCP: Vitrified Clay Pipe, CI: Cast Irong, DIP: Ductile Iron Pipe, ABS: Acrylonitrile Butadiene Stryrene, HDPE: High Density Poly Ethylene GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 177 Table 9-2 provides a detailed look at the wastewater force mains. The total length of the wastewater force mains is six miles. The Utilities Division force mains are mostly plastic-based pipe materials. Table 9-2 Asset Inventory Summary - Wastewater Force Mains Pipe Material Total Length (miles) by Diameter (in) Total 4 6 8 10 12 14 16 18 24 ACP <.1 0.2 0.2 CI <.1 0.0 DIP 0.2 0.3 0.1 <.1 0.7 FPVC <.1 1.4 1.4 HDPE 0.6 0.9 0.1 1.7 PVC 0.1 0.3 0.7 0.4 0.7 0.3 2.5 Total 0.2 0.3 1.1 1.0 0.7 1.3 0.3 0.1 1.4 6.4 Note: DIP: Ductile Iron Pipe, PVC: Poly Vinyl Chloride, ACP: Asbestos Cement Pipe, DIP: Ductile Iron Pipe, HDPE: High Density Poly Ethylene, PVC: Poly Vinyl Chloride Table 9-3 provides a detailed look at the wastewater access holes and cleanouts. There are total of 6,563 access holes and 706 cleanouts in the wastewater system. Table 9-3 Asset Inventory Summary – Wastewater Access Holes Structure Type Total Access Holes 5,857 Cleanouts 706 Total 6,563 Figure 9-2 and Table 9-4 present the estimated total replacement costs for wastewater collection system assets (i.e., gravity mains, force mains, and access holes). The total replacement cost of all wastewater collection system assets is estimated to be $355 million. The wastewater gravity mains account for 76% of the replacement cost at $273 million Figure 9-2 Replacement Cost - Wastewater Collection System 178 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-4 Replacement Cost - Wastewater Collection System Asset Class Count of Assets Length (miles) Total Replacement Cost Access Holes and Cleanouts 6,563 n/a $72,823,000 Force Mains 43 6.4 $9,188,285 Gravity Mains 6,650 264.8 $273,514,617 Total 13,258 $355,252,902 With an understanding of the assets owned and managed, an installation profile and consumption profile was developed (Figure 9-3). It should be noted that the dollar value represented in the figure is expressed in today’s (2013) estimated replacement costs. It does not represent the actual capital investment that took place in any given year. The historical asset installation profile not only provides insight into the City of Carlsbad’s development trend, but also provides a high level understanding of the age of the assets. According to the asset data, installation of all the assets started in 1929. The major development of the Utilities Division’s assets continuously peaked from the 1960s to the 2000s, with the exception of a sudden drop of installation in the 1980s. Since the 2000s, installation has gradually decreased. The consumption profile provides an indication of the value of assets reaching the end of their expected useful lives. The majority of the assets are currently 5% to 30% consumed. Figure 9-3 Installation and Consumption Profile GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 179 9.1.3 Risk Assessment The business risk assessment for the Wastewater Collection System is investigated in this section. The risk maps provided in this section are a visual representation of where the low, medium, and high risk assets are located. Figure 9-4 shows the PoF map of wastewater gravity mains. Almost all pipes have a low PoF. The medium PoF pipes are located in the downtown and coastal region. The high PoF of a few wastewater gravity mains was identified by the CCTV data, which revealed that these pipes have high structural issues. Figure 9-4 Structural PoF Map - Wastewater Gravity Mains 180 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-5 shows the CoF map of wastewater gravity mains. The high CoF pipes provide service to critical land uses, intersect significant roads, have large diameters, or are in the vicinity of water bodies, lagoons, or streams. The medium CoF pipes are generally located near commercial areas. Failure of these pipes would affect the local businesses, especially in the downtown area. Figure 9-5 CoF Map - Wastewater Gravity Mains GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 181 Figure 9-6 shows the risk map of wastewater gravity mains. The high risk gravity mains include the main trunk lines to the Encina Water Pollution Control Facility. These pipes are high CoF because of their size, location to water, and the flow they convey. These pipes are medium PoF, due to their age. The combination of these factors makes them high risk. Figure 9-6 Risk Map - Wastewater Gravity Mains 182 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-7 shows the PoF map of wastewater force mains. These pipes are scattered throughout the city. All force mains, except one, are low PoF. Figure 9-7 PoF Map - Wastewater Force Mains GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 183 Figure 9-8 shows the CoF map of wastewater force mains. The high CoF force mains are in the vicinity of the vicinity of bodies of water, such as Batiquitos lagoon. The size of the force main contributes to the CoF score because it is a good indicator of the volume of wastewater that passed through the lift station. Figure 9-8 CoF Map - Wastewater Force Mains 184 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-9 shows the risk map of wastewater force mains. One of the medium risk force main is a critical force main located in the vicinity of Batiquitos lagoon that was installed in 1976 and has consumed 40% of its estimated useful life. This data is based on age of the pipe and staff input; as such, a field inspection is warranted for the medium consequence of failure force main. Most force mains received a low risk score. Figure 9-9 Risk Map - Wastewater Force Mains GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 185 Figure 9-10 shows the PoF map of wastewater access holes and cleanouts. The medium PoF access holes were installed in the early 1990s and have consumed 70% of their useful lives. The high PoF assets are located in the downtown area, the oldest area of town. Figure 9-10 PoF Map - Wastewater Access Holes 186 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-11 shows the CoF map of wastewater access holes. The high CoF assets are located in critical land uses, located in significant roads, or are in the vicinity of water bodies, lagoons, or streams. The vast majority of assets are low CoF. Figure 9-11 CoF Map - Wastewater Access Holes GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 187 Figure 9-12 shows the risk map of wastewater access holes. The high risk access holes are critical assets with low to medium probability of failure. The high PoF assets only received a medium risk because they have low PoF. Figure 9-12 Risk Map - Wastewater Access Holes 188 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.1.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Wastewater Collection System are presented in Figure 9-13. There are several peaks in 2015, 2027, 2032, 2038, and 2040 that indicate significant investment needs. Figure 9-13 Long Range Investment Needs Projection – Wastewater Collection System GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 189 9.2 Sand Shell Lift Station 9.2.1 Introduction Sand Shell Lift Station is located near 613 Sand Shell Avenue, Carlsbad, CA (Figure 9-14). This facility was constructed in 2002. The total area of this site is 3,110 square feet. There are two pumps with 3.7 HP motors with total capacity of 324 GPM with three to four hours of detention time. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.2.2 State of the Assets The Sand Shell Lift Station has a wet well and a dry well (Figure 9-15). The wet well contains pump inlets, and the dry well contains all the pumps and valves. The original pumps were replaced in 2009. Figure 9-15 Major Assets - Sand Shell Lift Station The assets of the Sand Shell Lift Station are organized based on the asset hierarchy presented in Figure 9-16. The lift station is categorized into three location-based classifications and each classification is further supplemented by the asset classes found in that location (e.g., wall, pump assembly, electrical). Figure 9-14 Sand Shell Lift Station 190 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-16 Asset Hierarchy - Sand Shell Lift Station The total replacement cost of the Sand Shell Lift Station is estimated to be $1.3 million (Table 9-5). The cost is based on the estimated 2013 replacement cost of assets. Most of the replacement costs are located in wet well and dry well areas. These high-priced assets consist of 73% of the total estimated replacement cost of the site. Table 9-5 Asset Inventory Summary - Sand Shell Lift Station Hierarchy Level Count of Assets Total Replacement Cost Generator & Control Room Building 11 $298,554 Site 5 $52,669 Wet / Dry Well 19 $971,615 Total 35 $1,322,838 As illustrated in the Figure 9-17, most of the assets were installed in 2002 when the lift station was constructed, although some assets were replaced in 2009 (i.e., pumps, motors). As indicated by the consumption profile, only one asset (SCADA) is reaching the end of its useful life. Although the asset is currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of the asset to better gauge the remaining life. After the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the current deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 191 Figure 9-17 Installation and Consumption Profile - Sand Shell Lift Station 9.2.3 Risk Assessment Risk assessment was performed for each asset within the Sand Shell Lift Station. The risk results are summarized in Figure 9-18. Most assets are low probability of failure, consistent with their recent installation. None of the assets were identified as high probability of failure. Assets that were identified as critical (high consequence of failure), include the MCC, pumps, and motors. Since none of the assets had high probability of failure, there weren’t any assets with high risk. However, nearly $400,000 worth of the assets were identified as having medium risk. Medium risk assets are listed in Table 9-6. Full risk assessment results can be found in the asset register database. 192 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-18 PoF Results - Sand Shell Lift Station Figure 9-19 CoF Results - Sand Shell Lift Station Figure 9-20 BRE Results - Sand Shell Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 193 Table 9-6 Medium Risk Assets - Sand Shell Lift Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Security System 2002 5 Telemetry 2002 5 Generator 2002 2 Bubbler Control Panel 2002 3 Outflow Check Valve, Spring Loaded #1 2002 5 Outflow Plug Valve with Handwheel Operator #1 2002 5 Outflow Check Valve, Spring Loaded #2 2002 3 Outflow Plug Valve with Handwheel Operator #2 2002 3 Sprinkler System 2002 3 Switchboard "SE" 2002 3 Transfer Switch (ATS) 2002 1 Inflow Plug Valve with Handwheel Operator #1 2002 1 Inflow Plug Valve with Handwheel Operator #2 2002 1 Generator Fuel Tank 2002 17 MCC 2002 37 Supply Fan 2002 7 Exhaust Fan 2002 7 Main Control Panel (MCP) 2002 37 Pump #1 2009 24 Motor #1 2009 24 Pump #2 2009 24 Motor #2 2009 24 9.2.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Sand Shell Lift Station are presented in Figure 9-21. The significant asset replacement needs over $100,000 are in 2017, 2032, 2047, 2052, 2062. Most of these assets are either located inside the generator and control room building or wet/dry wall (e.g., MCC and outflow check valve). 194 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-21 Long Range Investment Needs Projection - Sand Shell Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 195 Figure 9-22 Knots Lane Lift Station 9.3 Knots Lane Lift Station 9.3.1 Introduction Knots Lane Lift Station is located near 501 Knots Lane, Carlsbad, CA (Figure 9-22). This facility was constructed in 1999. The total area of this site is 3,900 square feet. There is one duty and one standby pump with capacity of 355 GPM and 10HP motor. 9.3.2 State of the Assets The Knots Lane Lift Station has equipment and control room building that is in good condition and has recently been repainted (Figure 9-23). There is also dry well that contains the pump assemblies and other mechanical systems. Figure 9-23 Major Assets - Knots Lane Lift Station Assets of the Knots Lane Lift Station are organized based on the asset hierarchy in the Figure 9-24. The lift station is categorized into three location-based classifications (i.e., site, wet/dry well, generator & control room building). Each classification is further supplemented by asset classes found in that location (e.g., paving, pump assembly, electrical). The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. 196 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-24 Asset Hierarchy - Knots Lane Lift Station The total replacement cost of the Knots Lane Lift Station is estimated to be $1.3 million (Table 9-7). This estimation is based on estimated 2013 replacement cost of assets. Most of the replacement costs are located in the wet and dry wells. These high priced assets consist of 74% of the total estimated replacement cost and include concrete process structures. Table 9-7 Asset Inventory Summary - Knots Lane Lift Stations Hierarchy Level Count of Assets Total Replacement Cost Generator & Control Room Building 10 $295,739 Site 4 $49,983 Wet / Dry Well 19 $971,615 Total 33 $1,317,337 As illustrated in the Figure 9-25 below, all the assets were installed in 1999 when the facility was built, except for one asset (flow meter) that was replaced in 2013. As indicated by the consumption profile, a few assets are reaching the end of their useful lives (e.g., motors, telemetry). Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 197 Figure 9-25 Installation and Consumption Profile - Knots Lane Lift Station 9.3.3 Risk Assessment A risk assessment was performed for each asset within the Knots Lane Lift Station. The risk results are summarized in the figures on the following page. Most assets are medium or low probability of failure, indicating they still have significant usage left. Only two assets, with replacement value of $79,000, had high probability of failure. Roughly $215,000 worth of the assets were identified as having high consequence of failure. These assets include the pumps, motors, MCC, and emergency generator. Six assets were labelled as high risk. These assets have less than half of their life remaining and are high consequence of failure. A list of high risk assets are listed in Table 9-8. Full risk assessment results can be found in the asset register database. 198 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-26 PoF Results - Knots Lane Lift Station Figure 9-27 CoF Results - Knots Lane Lift Station Figure 9-28 BRE Results - Knots Lane Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 199 Table 9-8 High Risk Assets - Knots Lane Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Telemetry 1999 0 Generator 1999 14 Pump #1 1999 14 Motor #1 1999 14 Pump #2 1999 14 Motor #2 1999 14 9.3.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies); long-range capital investment needs for the Knots Lane Lift Station are presented in Figure 9-29. The significant asset replacement needs are in 2049, 2074 and 2099. Figure 9-29 Long Range Investment Needs Projection - Knots Lane Lift Station 200 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.4 North Batiquitos Lift Station 9.4.1 Introduction North Batiquitos lift station is located at 7382 Gabbiano Lane, Carlsbad, CA (Figure 9-30). This facility was constructed in 1997. The total area of this site is 18,000 square feet. There are three pumps with 100 HP motors with maximum capacity of 2,250 GPM with three to four hours of detention time. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. Proximity to Batiquitos lagoon is one of the risk factors that significantly increase the consequence of failure of this station. Currently this station has three pumps with separate motors. During the site visit, pump number 2 was under repair. The upcoming pumps on this station have been designed, and the Utilities Division has planned to replace the existing pumps by 2015. Although the pumps are in the dry-well, the new pumps will be submersible pumps in order to create redundancy in case of spills or flooding. This station has an emergency concrete tank with a detention time of two hours in the peak flows. Odor complaints are not a problem at this station. 9.4.2 State of the Assets The North Batiquitos lift station has an emergency storage for the overflow tank with capacity of 172,000 gallons (Figure 9-31). Figure 9-31 Major Assets - North Batiquitos Lift Station Assets of the North Batiquitos Lift Station are organized based on the asset hierarchy in the Figure 9-32. The lift station is categorized into six location-based classifications (i.e., site, wet/dry well, emergency storage, surge arrestor assembly, equipment building, site piping). Each classification is further supplemented by asset classes (e.g., paving, pump assembly, grating, surge tank, valves) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-30 North Batiquitos Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 201 Figure 9-32 Asset Hierarchy - North Batiquitos Lift Station The total replacement cost of the North Batiquitos Lift Station is estimated to be $2.8 million (Table 9-9). This estimation is based on estimated 2013 replacement cost of assets. As expected, the largest replacement valued asset is the wet and dry well which is estimated to be around $1.8 million. The replacement cost for these locations is high due to their concrete process structures. Table 9-9 Asset Inventory Summary - North Batiquitos Lift Station Hierarchy Level Count of Assets Total Replacement Cost Emergency Storage 2 $480,500 Equipment Building 8 $385,314 Site 9 $96,005 Site Piping 9 $39,100 Surge Arrestor Assembly 2 $11,650 Wet / Dry Well 29 $1,789,740 Total 59 $2,802,309 As illustrated in the Figure 9-33, most of the assets were installed in 1997 when the facility was constructed. However, some of these assets, such as gate valves, check valve, and air-vacuum valves were replaced in 2013 due to the force main failure. As indicated by the consumption profile, some assets (e.g., MCC, motor, supply fan) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 202 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-33 Installation and Consumption Profile - North Batiquitos Lift Station 9.4.3 Risk Assessment Risk assessment was performed for each asset within the North Batiquitos Lift Station. The risk results are summarized in Figure 9-34. About 20% ($185,000) of assets were identified as high probability of failure due to age and/or current condition. About 19% ($379,000) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., motors, generator) will result in immediate shut down of the facility. The results indicate 25% ($261,000) of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. These assets all have high or medium consequence of failure scores and high probability of failure scores. A partial list of these high BRE assets is presented in Table 9-10. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 203 Figure 9-34 PoF Results - North Batiquitos Lift Station Figure 9-35 CoF Results - North Batiquitos Lift Station Figure 9-36 BRE Results - North Batiquitos Lift Station 204 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-10 High Risk Assets - North Batiquitos Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Pump #3 1997 3 Drive Shaft #3 1997 0 Motor #3 1997 0 Pump #1 1997 0 Drive Shaft #1 1997 0 Motor #1 1997 0 Pump #2 1997 0 Drive Shaft #2 1997 0 Motor #2 1997 0 Surge Tank 1997 0 Grinder (Wet Well) 1997 2 Generator 1997 12 Flanged Swing Check Valve #2 1997 2 Flanged Swing Check Valve #3 1997 2 Flanged Swing Check Valve #1 1997 2 9.4.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the North Batiquitos Lift Station are presented in Figure 9-37. The significant asset replacement needs are anticipated in 2027, 2047, 2057, 2072, and 2097. Figure 9-37 Long Range Investment Needs Projection - North Batiquitos Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 205 9.5 Terramar Lift Station 9.5.1 Introduction Terramar lift station is located at 300 Cannon Rd, Carlsbad, CA (Figure 9-38). This facility was reconstructed in 2013. There are two pumps with 3 HP motors with capacity of 100 GPM at 25 feet of head. Station capacity is the duty capacity with one pump out-of-service. One pump is on duty and one pump is on standby. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.5.2 State of the Assets The major assets in Terramar Lift Station are the wet well, dry well, pumps, and MCC. All the assets are in excellent or good condition (Figure 9-39). Figure 9-39 Major Assets - North Batiquitos Lift Station Assets of the Terramar Lift Station are organized based on the asset hierarchy in the Figure 9-40. The lift station is categorized into three location-based classifications (i.e., site, dry well, wet well). Each classification is further supplemented by asset classes found in that location (e.g., structure, pump assembly, mcc). The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-38 Terramar Lift Station 206 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-40 Asset Hierarchy - Terramar Lift Station The total replacement cost of the Terramar Lift Station is estimated to be $470,000 (Table 9-11). This estimation is based on estimated 2013 replacement cost of assets. The largest replacement valued asset is the site which is estimated to be around $336,000, due to the MCC and emergency generator. Table 9-11 Asset Inventory Summary - Terramar Lift Station Hierarchy Level Count of Assets Total Replacement Cost Dry Well 10 $83,400 Site 14 $336,000 Wet Well 4 $50,521 Total 28 $469,921 As illustrated in the Figure 9-41, all of the assets were installed in 2013. As indicated by the consumption profile, some assets are reaching the midpoint of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 207 Figure 9-41 Installation and Consumption Profile – Terramar Lift Station 9.5.3 Risk Assessment The risk assessment was performed for each asset within the Terramar Lift Station. The risk results are summarized below. None of the assets were identified as high probability of failure due to age and/or current condition. About $260,000 worth of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., motors, generator) could result in immediate shut down of the facility. The results indicate that 0% of the assets are at high risk. A list of these medium BRE assets is presented in Table 9-12. Full risk assessment results can be found in the asset register database. 208 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-42 PoF Results - Terramar Lift Station Figure 9-43 CoF Results - Terramar Lift Station Figure 9-44 BRE Results - Terramar Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 209 Table 9-12 Medium Risk Assets - Terramar Lift Station Medium Risk (High BRE) Assets Install year Estimated Remaining Life Main Control Center 2013 25 9.5.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Terramar Lift Station are presented in Figure 9-45. The significant asset replacement needs occur every 5 years starting from 2030, with major spikes in 2040 and 2090. Figure 9-45 Long Range Investment Needs Projection - Terramar Lift Station 210 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.6 Chinquapin Lift Station 9.6.1 Introduction Chinquapin lift station is located at 4020 Chinquapin, Carlsbad, CA (Figure 9-46). This facility was reconstructed in 1999. There are two submersible pumps with 7.5 HP motors with maximum capacity of 360 GPM at 50 feet of head installed in 2014. Station capacity is the duty capacity with one pump out-of-service. One pump is on duty and one pump is on standby. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. Proximity to Aqua Hedionda lagoon is one of the risk factors that significantly increase the consequence of failure of this station. 9.6.2 State of the Assets The major assets in Chinquapin Lift Station are the wet well, dry well, pumps, MCC, and generator. The submersible pumps have been replaced in 2014 and are excellent condition (Figure 9-47). Figure 9-47 Major Assets - Chinquapin Lift Station Assets of the Chinquapin Lift Station are organized based on the asset hierarchy in the Figure 9-48. The lift station is categorized into four location-based classifications (i.e., site, dry well, wet well, emergency/equipment enclosure). Each classification is further supplemented by asset classes found in that location (e.g., driveway, pump assembly, access hatch, valves). The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-46 Chinquapin Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 211 Figure 9-48 Asset Hierarchy - Chinquapin Lift Station The total replacement cost of the Chinquapin Lift Station is estimated to be $432,000 (Table 9-13). This estimation is based on estimated 2013 replacement cost of assets. As expected, the largest replacement valued asset is the generator/equipment enclosure which is estimated to be $215,000. Table 9-13 Asset Inventory Summary - Chinquapin Lift Station Hierarchy Level Count of Assets Total Replacement Cost Dry Well 12 $79,720 Generator/Equipment Enclosure 9 $215,000 Site 4 $19,000 Wet Well 4 $118,259 Total 29 $431,979 As illustrated in the Figure 9-49, most of the assets were installed in 1999 when the facility was constructed. As indicated by the consumption profile, some assets are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 212 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-49 Installation and Consumption Profile – Chinquapin Lift Station 9.6.3 Risk Assessment Risk assessment was performed for each asset within the Chinquapin Lift Station. The risk results are summarized below. The HVAC system was identified as high probability of failure due to its current condition (gathered from the site visit). About 21% of assets ($151,000) were identified as critical (high consequence of failure). The failure of these assets (e.g., motors, generator) will result in immediate shut down of the facility. The results indicate $125,000 worth of the assets are at high risk, meaning they have a high chance of failure and will potentially result in shut down of the facility. A partial list of these high BRE assets is presented in Table 9-14. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 213 Figure 9-50 PoF Results - Chinquapin Lift Station Figure 9-51 CoF Results - Chinquapin Lift Station Figure 9-52 BRE Results - Chinquapin Lift Station 214 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-14 High Risk Assets - Chinquapin Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Power Transfer Switch 1999 9 Main Control Center 1999 14 9.6.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Chinquapin Lift Station are presented in Figure 9-53. The significant asset replacement needs occur in 2019, 2028, 2034, 2078, and 2094. Figure 9-53 Long Range Investment Needs Projection - Chinquapin Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 215 9.7 Fox’s Lift Station 9.7.1 Introduction Fox’s lift station is located at 4155 Harrison St., Carlsbad, CA (Figure 9-54). This facility was constructed in 1991 and underwent major rehabilitation in 2002. There are three pumps with 30 HP motors with maximum capacity of 2600 GPM. Station capacity is the duty capacity with one pump out-of-service. Two pumps are on duty and one pump is on standby. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. Proximity to Aqua Hedionda lagoon is one of the risk factors that significantly increase the consequence of failure of this station. 9.7.2 State of the Assets The major assets in the Fox’s Lift Station are pumps and motors, odor scrubber, emergency generator, and VFDs Figure 9-55. Figure 9-55 Major Assets – Fox’s Lift Station Assets of the Fox’s Lift Station are organized based on the asset hierarchy in the Figure 9-56. The lift station is categorized into four location-based classifications (i.e., control building, dry well, wet well, site). Each classification is further supplemented by asset classes (e.g., paving, pump assembly, valves, VFDs, HVAC) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-54 Fox’s Lift Station 216 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-56 Asset Hierarchy – Fox’s Lift Station The total replacement cost of the Fox’s Lift Station is estimated to be $1.5 million (Table 9-15). This estimation is based on estimated 2013 replacement cost of assets. As expected, the largest replacement valued asset is the dry well area which is estimated to be around $735,000. Table 9-15 Asset Inventory Summary - Fox’s Lift Station Hierarchy Level Count of Assets Total Replacement Cost Control Building 25 $258,000 Dry Well 20 $734,500 Site 10 $196,450 Wet Well 8 $394,000 Total 63 $1,582,950 As illustrated in the Figure 9-57, most of the assets were installed in 1991. However, some of these assets were added or replaced in 2002. As indicated by the consumption profile, some assets (e.g., roof, wet well) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 217 Figure 9-57 Installation and Consumption Profile - Fox’s Lift Station 9.7.3 Risk Assessment The risk assessment was performed for each asset within the Fox’s Lift Station. The risk results are summarized below. Nine assets, totaling $349,000, were identified as high probability of failure due to age and/or current condition (observed during the site visit). Eleven assets, worth $186,000, were identified as critical (high consequence of failure). The failure of these assets (e.g., motors, generator) could result in a shutdown of the facility. The results indicate 7 assets, totaling $336,000, are at high risk, meaning they have high chances of failure and will potentially result in a facility shutdown. These assets include the pumps and motors, which were observed to be in poor condition. A partial list of these high BRE assets is presented in Table 9-16. Full risk assessment results can be found in the asset register database. 218 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-58 PoF Results - Fox’s Lift Station Figure 9-59 Cof Results - Fox’s Lift Station Figure 9-60 BRE Results - Fox’s Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 219 Table 9-16 High Risk Assets - Fox’s Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Pump 1 2002 0 Motor 1 2002 0 Pump 2 2002 0 Motor 2 2002 0 Pump 3 2002 0 Motor 3 2002 0 Wet Well Structure 1991 0 9.7.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for Fox’s Lift Station are presented in Figure 9-61. A significant investment is needed immediately. This includes the pumps and motors, which were observed to be in poor condition. The wet well also showed signs of deterioration that are not consistent with concrete that is 20 years old. Figure 9-61 Long Range Investment Needs Projection - Fox’s Lift Station 220 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.8 Poinsettia Lift Station 9.8.1 Introduction Poinsettia lift station is located at 2425 Poinsettia Lane, Carlsbad, CA (Figure 9-62). This facility was constructed in 1997 and received a major rehabilitation in 2008. There are three submersible pumps with 125 HP motors with maximum capacity of 1550 GPM. Station capacity is the duty capacity with one pump out-of-service. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.8.2 State of the Assets The major assets in Poinsettia Lift station are pumps and motors, MCC, emergency generator, and odor control scrubber (Figure 9-63). Figure 9-63 Major Assets - Poinsettia Lift Station Assets of the Poinsettia Lift Station are organized based on the asset hierarchy in the Figure 9-64. The lift station is categorized into six location-based classifications. Each classification is further supplemented by asset classes found in that location (e.g., valves, paving, crane, electrical switch, control panel). The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-62 Poinsettia Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 221 Figure 9-64 Asset Hierarchy - Poinsettia Lift Station The total replacement cost of the Poinsettia Lift Station is estimated to be $2.2 million (Table 9-17). This estimation is based on 2013 replacement cost of assets. As expected, the largest replacement valued asset is the dry well which is estimated to be around $900,000. Table 9-17 Asset Inventory Summary - Poinsettia Lift Station Hierarchy Level Count of Assets Total Replacement Cost Dry Well 29 $896,040 Force Main Vault 8 $65,555 Generator Building 10 $294,500 Pump Building 25 $453,250 Site 9 $200,099 Wet Well 8 $341,690 Total 89 $2,251,134 As illustrated in the Figure 9-65, most of the assets were installed in 1997. As indicated by the consumption profile, most assets (e.g., MCC, motor, supply fan) are reaching the midpoint of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 222 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-65 Installation and Consumption Profile - Poinsettia Lift Station 9.8.3 Risk Assessment The risk assessment was performed for each asset within the Poinsettia Lift Station. The risk results are summarized below. Two assets, totaling $10,000, were identified as high probability of failure due to current condition, as observed during the site visits. Thirteen assets, worth $315,000, were identified as critical (high consequence of failure). The results indicate no high risk assets, but 26 assets ($1.6 million) are at medium risk, meaning they have medium chances of failure and may potentially result in shut down of the facility. Medium risk scores are due to high consequence of failure asset that are midway through their expected life or low consequence of failure assets that are completely through their expected life. A partial list of these medium BRE assets is presented in Table 9-18. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 223 Figure 9-66 PoF Results - Poinsettia Lift Station Figure 9-67 PoF Results - Poinsettia Lift Station Figure 9-68 BRE Results - Poinsettia Lift Station 224 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-18 Medium Risk Assets - Poinsettia Lift Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Gas Monitoring System 1997 0 Power Transfer Switch 1997 18 VFD Pump #1 & Pump Disconnect 1997 15 VFD Pump #2 & Pump Disconnect 1997 15 VFD Pump #3 & Pump Disconnect 1997 15 Main Circuit Breaker 1997 15 Odor Control Scrubber 1997 5 Building 1997 10 Chart Recorder 1997 0 Bubbler Control Panel 1997 13 Telemetry Autodialer 1997 8 Telemetry Monitoring System 1997 8 Grinder & Hydraulic Drive 1997 5 9.8.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Poinsettia Lift Station are presented in Figure 9-69. The significant asset replacement needs occur every 5 years beginning in 2030, with a major spike in 2065. Figure 9-69 Long Range Investment Needs Projection - Poinsettia Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 225 9.9 El Fuerte Lift Station 9.9.1 Introduction El Fuerte lift station is located at 5812 El Fuerte, Carlsbad, CA (Figure 9-70). This facility was constructed in 2006. There are two pumps with 60 HP motors with maximum capacity of 970 GPM. One pump is on duty and one time is on standby. Station capacity is the duty capacity with one pump out-of-service. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.9.2 State of the Assets The major assets in El Fuerte Lift Station are pumps and motors, odor scrubber, and VFDs (Figure 9-71). Figure 9-71 Major Assets – El Fuerte Lift Station Assets of the El Fuerte Lift Station are organized based on the asset hierarchy in the Figure 9-72. The lift station is categorized into four location-based classifications (i.e., control building, dry well, wet well, site). Each classification is further supplemented by asset classes found in that location (e.g., paving, pump assembly, valves, HVAC). The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-70 El Fuerte Lift Station 226 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-72 Asset Hierarchy – El Fuerte Lift Station The total replacement cost of the El Fuerte Lift Station is estimated to be $1.9 million (Table 9-19). This estimation is based on estimated 2013 replacement cost of assets. The largest replacement valued asset is the dry well which is estimated to be around $1 million. Table 9-19 Asset Inventory Summary - El Fuerte Lift Station Hierarchy Level Count of Assets Total Replacement Cost Control Building 22 $409,000 Dry Well 17 $1,002,000 Site 12 $164,693 Wet Well 3 $366,000 Total 54 $1,941,693 As illustrated in the Figure 9-73, most of the assets were installed in 2006. As indicated by the consumption profile, most assets are reaching the midpoint of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 227 Figure 9-73 Installation and Consumption Profile - El Fuerte Lift Station 9.9.3 Risk Assessment Risk assessment was performed for each asset within the El Fuerte Lift Station. The risk results are summarized below. While 0% of assets were identified as high probability of failure, seven assets ($29,000) were identified as medium probability of failure due to their observed condition. About 15% of the assets ($130,000) were identified as critical (high consequence of failure). The failure of these assets (e.g., motors, generator) could result in immediate shutdown of the facility. The results indicate 39% of the assets ($1.6 million) are at medium risk, meaning they have medium chances of failure. No assets are at high risk. A partial list of these medium BRE assets is presented in Table 9-20. Full risk assessment results can be found in the asset register database. 228 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-74 PoF Results - El Fuerte Lift Station Figure 9-75 CoF Results - El Fuerte Lift Station Figure 9-76 BRE Results - El Fuerte Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 229 Table 9-20 Medium Risk Assets - El Fuerte Lift Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Telemetry 2006 4 Pannel View PLC, OIT 2006 8 VFD1 2006 15 VFD2 2006 15 Power Transfer Switch 2006 18 Odor Scrubber 2006 5 Generator Room Exhaust Fan 2006 5 UPS 2006 3 Sump Pump 2006 3 Bioxide Tank 2006 5 Chemical Pump #1 2006 3 Building 2006 10 Bubbler Control Panel w/ Compressors 2006 13 Surge Tank 2006 15 Grinder & Hydraulic Drive 2006 5 9.9.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the El Fuerte Lift Station are presented in Figure 9-77. The significant asset replacement is a spike in 2065. Figure 9-77 Long Range Investment Needs Projection - El Fuerte Lift Station 230 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.10 Gateshead Lift Station 9.10.1 Introduction Gateshead lift station is located at 4779 Gateshead Rd, Carlsbad, CA (Figure 9-78). This facility was constructed in 1985. There is one pump with 3 HP motor with maximum capacity of 40 GPM. The pump is Gorman Rupp package station. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.10.2 State of the Assets The major assets in Gateshead Lift Station are submersible pumps and wet well structure (Figure 9-79). Figure 9-79 Major Assets - Gateshead Lift Station Assets of the Gateshead Lift Station are organized based on the asset hierarchy in Figure 9-80. The lift station is categorized into three location-based classifications (i.e., site, dry well, wet well). Each classification is further supplemented by asset classes (e.g., paving, submersible pump, fencing, telemetry) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-78 Gateshead Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 231 Figure 9-80 Asset Hierarchy - Gateshead Lift Station The total replacement cost of the Gateshead Lift Station is estimated to be $199,000 (Table 9-21). This estimation is based on 2013 replacement cost of assets. The largest replacement valued asset is the dry well which is estimated to be around $139,000. Table 9-21 Asset Inventory Summary - Gateshead Lift Station Hierarchy Level Count of Assets Total Replacement Cost Dry Well 10 $139,680 Site 5 $19,225 Wet Well 2 $40,521 Total 17 $199,426 As illustrated in the Figure 9-81, most of the assets were installed in 1985. As indicated by the consumption profile, some assets (e.g., gas monitoring system, hoist, pump) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 232 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-81 Installation and Consumption Profile - Gateshead Lift Station 9.10.3 Risk Assessment The risk assessment was performed for each asset within the Gateshead Lift Station. The risk results are summarized below. Three assets, worth $6,000, were identified as high probability of failure due to their observed condition. This includes the dry well sump pump, hoist, and gas monitoring system. One asset, the submersible pump, was identified as critical (high consequence of failure). The failure of this asset would result in a shutdown of the facility because there is standby pump. The results indicate one asset is at high risk, meaning they have high chances of failure and will potentially result in shutdown of the facility, this is the submersible pump. The operations staff are aware of this high risk asset and its current condition. A partial list of these high BRE assets is presented in Table 9-22. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 233 Figure 9-82 CoF Results - Gateshead Lift Station Figure 9-83 PoF Results - Gateshead Lift Station Figure 9-84 BRE Results - Gateshead Lift Station 234 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-22 High Risk Assets - Gateshead Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Submersible Pump 1985 0 9.10.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Gateshead Lift Station are presented in Figure 9-85. Due to the age and condition of the assets, the entire lift station is projected to be replaced in the near future. Figure 9-85 Long Range Investment Needs Projection - Gateshead Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 235 9.11 Villas Lift Station 9.11.1 Introduction The Villas lift station is located at 2860 Winthrop Ave., Carlsbad, CA. This facility was constructed in 1983. There are two submersible pumps with 15 HP motors with maximum capacity of 125 GPM. Pumps have been replaced in 2010. Station capacity is the duty capacity with one pump out-of-service. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.11.2 State of the Assets The Villas Lift Station is a small, local station that serves the houses in the area. The main assets include the wet well and the bioxide chemical treatment system (Figure 9-87). Figure 9-87 Major Assets - Villas Lift Station Assets of the Villas Lift Station are organized based on the asset hierarchy in the Figure 7-85. The lift station is categorized into two location-based classifications (i.e., site, wet well). Each classification is further supplemented by asset classes (e.g., paving, pump assembly, grating, surge tank, valves) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-86 Villas Lift Station 236 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-88 Asset Hierarchy - Villas Lift Station The total replacement cost of the Villas Lift Station is estimated to be $165,000 (Table 9-23). This estimation is based on estimated 2013 replacement cost of assets. As expected, the largest replacement valued asset is the wet well which is estimated to be around $102,000. Table 9-23 Asset Inventory Summary - Villas Lift Station Hierarchy Level Count of Assets Total Replacement Cost Site 10 $62,515 Wet Well 6 $102,650 Total 16 $165,165 As illustrated in the Figure 9-89, most of the assets were installed in 1983 when the facility was constructed. However, some of these assets were replaced or added in the 2010s. As indicated by the consumption profile, some assets are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 237 Figure 9-89 Installation and Consumption Profile - Villas Lift Station 9.11.3 Risk Assessment The risk assessment was performed for each asset within the Villas Lift Station. The risk results are summarized below. No assets were identified as high probability of failure based on the current condition observed during the site visit. About a quarter of the site’s assets (worth $36,000) of assets were identified as critical (high consequence of failure). The results indicate two assets are at high risk, meaning they have high chances of failure. A partial list of these high BRE assets is presented in Table 9-24. Full risk assessment results can be found in the asset register database. 238 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-90 PoF Results - Villas Lift Station Figure 9-91 CoF Results - Villas Lift Station Figure 9-92 BRE Results - Villas Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 239 Table 9-24 High Risk Assets - Villas Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Bioxide Chemical Tank 1983 5 Wet Well Level Controller 1983 0 9.11.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Villas Lift Station are presented in Figure 9-93. The significant asset replacement needs occur every 75 years starting from 2035. Figure 9-93 Long Range Investment Needs Projection - Villas Lift Station 240 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.12 Simsbury Lift Station 9.12.1 Introduction Simsbury Lift Station is located at 3086 Tamarack Ave., Carlsbad, CA (Figure 9-94). This facility was constructed in 1985. There are two pumps with 50 HP motors with maximum capacity of 382 GPM. One pump is duty and one is standby. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.12.2 State of the Assets The Simsbury Lift Station has a small controls and generator building, a bioxide odor control system, wet well and dry well (Figure 9-95). Figure 9-95 Major Assets - Simsbury Lift Station Assets of the Simsbury Lift Station are organized based on the asset hierarchy below. The lift station is categorized into six location-based classifications (i.e., site, wet/dry well, emergency storage, surge arrestor assembly, equipment building, site piping). Each classification is further supplemented by asset classes (e.g., paving, pump assembly, grating, surge tank, valves) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-94 Simsbury Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 241 Figure 9-96 Asset Hierarchy - Simsbury Lift Station The total replacement cost of the Simsbury Lift Station is estimated to be $555,000 (Table 9-25). This estimation is based on 2013 replacement cost of assets. The largest replacement valued asset is the dry well which is estimated to be around $182,000. Table 9-25 Asset Inventory Summary - Simsbury Lift Station Hierarchy Level Count of Assets Total Replacement Cost Dry Well 14 $181,920 Generator Building 5 $94,000 Site 10 $100,758 Wet Well 3 $179,200 Total 32 $555,878 As illustrated in the Figure 9-97, most of the assets were installed in 1985. As indicated by the consumption profile, some assets (e.g., overflow pipe, flow meter, sump pump) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 242 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-97 Installation and Consumption Profile - Simsbury Lift Station 9.12.3 Risk Assessment The risk assessment was performed for each asset within the Simsbury Lift Station. The risk results are summarized below. About 33% ($42 thousand) of assets were identified as high probability of failure due to age and/or current condition. About 25% ($8.5 million) of assets were identified as critical (high consequence of failure). The failure of these assets (e.g., motors, generator) will result in immediate shut down of the facility. The results indicate 17% ($8.5 million) of the assets are at high risk, meaning they have high chances of failure and will potentially result in shut down of the facility. A partial list of these high BRE assets is presented in Table 9-26. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 243 Figure 9-98 PoF Results - Simsbury Lift Station Figure 9-99 CoF Results - Simsbury Lift Station Figure 9-100 BRE Results - Simsbury Lift Station 244 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-26 High Risk Assets - Simsbury Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Pump Assembly 1 Pump 1985 11 Pump Assembly 1 Motor 1985 11 Pump Assembly 2 Pump 1985 11 Pump Assembly 2 Motor 1985 11 9.12.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Simsbury Lift Station are presented in Figure 9-101. Figure 9-101 Long Range Investment Needs Projection - Simsbury Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 245 9.13 Cannon Lift Station 9.13.1 Introduction The Cannon Lift Station is located at 2197 Cannon Rd., Carlsbad, CA. This facility was constructed in 2007. There are three submersible pumps with 105 HP motors with maximum capacity of 2,440 GPM. Station capacity is the duty capacity with one pump out-of-service. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.13.2 State of the Assets The Cannon Lift Station has a main building, wet well and dry well, emergency generator, and two odor scrubbers (Figure 9-103). Figure 9-103 Major Assets - Cannon Lift Station Assets of the Cannon Lift Station are organized based on the asset hierarchy in the figure below. The lift station is categorized into four location-based classifications (i.e., site, wet/dry well, control building). Each classification is further supplemented by asset classes (e.g., paving, pump assembly, grating, surge tank, valves) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-102 Cannon Lift Station 246 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-104 Asset Hierarchy - Cannon Lift Station The total replacement cost of the Cannon Lift Station is estimated to be $1.7 million (Table 9-27). This estimation is based on 2013 replacement cost of assets. The largest replacement valued asset is the control building which is estimated to be around $1.2 million. Table 9-27 Asset Inventory Summary - Cannon Lift Station Hierarchy Level Count of Assets Total Replacement Cost Control Building 29 $1,214,750 Dry Well 13 $272,450 Site 8 $51,655 Wet Well 7 $225,864 Total 57 $1,764,719 As illustrated in the Figure 9-105, most of the assets were installed in 2007. As indicated by the consumption profile, some assets (e.g., flow meter, wet well structure) are reaching the end of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 247 Figure 9-105 Installation and Consumption Profile - Cannon Lift Station 9.13.3 Risk Assessment The risk assessment was performed for each asset within the Cannon Lift Station. The risk results are summarized below. No assets were identified as high probability of failure and the vast majority of the assets were identified as low probability of failure, based on age and/or current condition. Nine assets were identified as critical (high consequence of failure), totaling $415,000 in replacement costs. The results indicate a single asset to be high risk, the effluent flow meter. Although it was installed recently, the condition of the asset was observed as poor during the site visit. A partial list of these high BRE assets is presented in Table 9-28. Full risk assessment results can be found in the asset register database. 248 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-106 PoF Results - Cannon Lift Station Figure 9-107 CoF Results - Cannon Lift Station Figure 9-108 BRE Results - Cannon Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 249 Table 9-28 High Risk Assets - Cannon Lift Station High Risk (High BRE) Assets Install year Estimated Remaining Life Flow Meter 2007 2 9.13.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Cannon Lift Station are presented in Figure 9-109. The significant asset replacements occur in 2035, 2055 and 2090. Figure 9-109 Long Range Investment Needs Projection - Cannon Lift Station 250 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 9.14 Home Plant Lift Station 9.14.1 Introduction The Home Plant Lift Station is located at 2359 Carlsbad Blvd, Carlsbad, CA. This facility was reconstructed in 2014. The old wet well, which is currently being used as overflow tank, and the generator and generator building are original and constructed in 1990. There are two pumps with 20 HP motors with maximum capacity of 1,100 GPM. One pump is on duty and one time is on standby. Station capacity is the duty capacity with one pump out-of- service. The Utilities Division performs annual maintenance on pump impellers and quarterly maintenance on valves. 9.14.2 State of the Assets The Home Plant Lift Station has two overflow tanks, a control building, and an odor scrubber (Figure 9-111). Figure 9-111 Major Assets – Home Plant Lift Station Assets of the Home Plant Lift Station are organized based on the asset hierarchy in the Figure 9-112. The lift station is categorized into six location-based classifications (i.e., site, wet well, generator building, check valve vault, equipment building, metering vault). Each classification is further supplemented by asset classes (e.g., paving, pump assembly, grating, surge tank, valves) found in that location. The number of assets in each asset class is provided in the table below. A detailed list of the assets and their associated attributes can be found in the asset register database. Figure 9-110 Home Plant Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 251 Figure 9-112 Asset Hierarchy - Home Plant Lift Station The total replacement cost of the Home Plant Lift Station is estimated to be $2 million (Table 9-29). This estimation is based on 2013 replacement cost of assets. The largest replacement valued asset is the overflow tank which is estimated to be around $560,000. Table 9-29 Asset Inventory Summary - Home Plant Lift Station Hierarchy Level Count of Assets Total Replacement Cost Check Valve Vault 10 $53,110 Equipment Building 17 $201,750 Generator Building 4 $132,500 Metering Vault 13 $115,050 Overflow Tank #1 5 $560,780 Overflow Tank #2 7 $289,850 Site 8 $228,500 Wet Well 11 $490,750 Total 75 $2,072,290 As illustrated in the Figure 9-113, most of the assets were installed in 1990 or 2014. As indicated by the consumption profile, some assets (e.g., overflow tank #2, generator tank) are reaching the midpoint of their useful lives. Although these assets are currently functioning as intended, it is recommended that the Utilities Division perform further investigation on the condition of these assets to better gauge the remaining life. With the verification of the condition, it is recommended that the useful life of the management strategies be adjusted to reflect the Utilities Division’s asset deterioration profile. 252 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 9-113 Installation and Consumption Profile - Home Plant Lift Station 9.14.3 Risk Assessment The risk assessment was performed for each asset within the Home Plant Lift Station. The risk results are summarized below. All of the assets were identified as low probability of failure due to age and/or current condition. Nine assets, worth $135,000, were identified as critical (high consequence of failure). The results indicate none of the assets are at high risk and only 2 assets were medium risk. A partial list of these medium BRE assets is presented in Table 9-30. Full risk assessment results can be found in the asset register database. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 253 Figure 9-114 PoF Results - Home Plant Lift Station Figure 9-115 CoF Results - Home Plant Lift Station Figure 9-116 BRE Results - Home Plant Lift Station 254 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 9-30 Medium Risk Assets - Home Plant Lift Station Medium Risk (Medium BRE) Assets Install year Estimated Remaining Life Building 1990 10 Overflow Tank #2 1990 38 9.14.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Home Plant Lift Station are presented in Figure 9-117. The significant asset replacement needs occur in 2045, 2075, 2090, and 2105. Figure 9-117 Long Range Investment Needs Projection - Home Plant Lift Station GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 255 10. Storm Drain System 10.1 Storm Drain Collection System 10.1.1 Introduction The storm drain collection system is responsible for keeping creeks, lagoons, and oceans clean and free from pollutants. Storm drains are not connected to the sanitary sewer system or treatment facilities. The storm drain system also includes treatment control best management practices (BMPs). The BMPs are structures or devices that help to prevent pollutants from entering the storm drain system. The next sections provide detailed information about the state of assets, asset inventory, replacement costs, installation and consumption profile, risk assessment, and future needs of storm drain collection system. 10.1.2 State of the Assets As shown in Figure 10-1, the existing storm drain collection system consists of 189 miles of pipes, 6 miles of channel, and 9,235 storm drain structures. The following figure shows asset classes under the Storm Drain Collection System. Figure 10-1 Asset Hierarchy – Storm Drain Collection System Table 10-1 provides a detailed look at the storm drain pipes. The total length of storm drain pipes in storm drain system is 188 miles. The summary shows that the Utilities Division pipes are dominated by RCP (176.78 miles). Table 10-1 Asset Inventory Summary - Storm Drain Pipes Pipes Material Total Length (miles) by Diameter (in) Total < 6 6 8 10 12 14- 18 21- 24 27- 30 32- 36 38- 42 45- 54 60 66 72 78 84 96 RCP - - 0.02 0.05 1.11 63.82 41.70 13.35 23.86 5.73 14.81 5.33 2.47 2.43 0.08 2.00 0.01 176.78 PVC 0.70 0.31 0.56 0.16 1.55 1.77 0.71 0.03 0.04 0.01 0.07 0.01 - - - - - 5.92 CMP 0.05 - 0.02 0.03 0.16 1.49 0.45 0.17 0.03 0.01 0.02 0.05 - - - 0.03 - 2.50 RCB 1.12 - - - 0.03 0.21 - - 0.02 - - 0.04 - 0.07 - - - 1.50 ACP - - - - 0.04 1.02 0.58 0.27 - - - - - - - - - 1.90 CIPP - - - - - 0.04 - - - - 0.06 0.22 0.27 - - 0.29 - 0.88 STL - - 0.01 - - 0.01 - - - - - - - - - - - 0.02 HDPE - - - - 0.02 0.06 0.07 - - - - - - - - - - 0.15 Total 1.87 0.31 0.61 0.24 2.91 68.42 43.51 13.82 23.95 5.75 14.96 5.65 2.74 2.5 0.08 2.32 0.01 187.47 Note: ACP: Asbestos Cement Pipe, CIPP: Cured-in-Place Pipes, PVC: Poly Vinyl Chloride, RCB: Reinforced Concrete Box, RCP: Reinforced Concrete Pipes; HDPE: High Density Poly Ethylene; STL: Steel; 256 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Table 10-2 provides a detailed look at the storm drain channels. The total length of storm drain channels is just over 6 miles. Not all channels within the City are owned and maintained by the Public Works Department, some are either privately owned or natural channels. Channels vary in their material and their shape. Table 10-2 Asset Inventory Summary – Channels Channel Shape Total Length (miles) by Material Total Concrete Earth Rock Asphalt Vegetated Natural - <0.1 - - - 0.0 Rectangular <0.1 - - <0.1 <0.1 0.0 Trapezoid 0.3 0.9 1.1 <0.1 - 2.2 U-Shaped 2.4 0.0 - <0.1 <0.1 2.4 V-Shaped 0.8 0.7 - - - 1.5 Total 3.4 1.6 1.1 <0.1 <0.1 6.1 Table 10-3 provides a detailed look at the storm drain structures. There are a total of 9,235 structures in the storm drain system. The summary shows that the structures are dominated by cleanouts and curb inlets. Table 10-3 Asset Inventory Summary - Storm Drain Structure Types Storm Drain Structure Types Count Area Drain (AD) 117 Catch Basin (CB-F, CB-G, CB-I) 450 Cleanout (CO-A, CO-B) 3,670 Riser (R, CR) 37 Curb Inlet (CI-A, CI-B, CI-B1, CI-B2, CI-C) 3,556 Curb Outlet (CO) 563 Headwall (H-L, H-S, H-U, H-W) 194 Outfall (OF) 176 Outfall & Headwall (OFH-L, OFH-S, OFH-U, OFH-W) 466 Water Treatment Unit (WTU) 6 Total 9,235 Table 10-4 provides a detailed look at the storm drain detention basins. There are a total of 13 basins in the storm drain system. Table 10-4 Asset Inventory Summary – Basin Types Basin Type Area (Acres) Earth 42.85 Concrete 0.02 Vegetated 0.93 Not Listed 0.80 Total 26.60 Figure 10-2 and Table 10-5 present the estimated total replacement costs for storm drain collection assets (i.e., pipes, channels, structures and basins). The total replacement cost of all storm drain GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 257 collection assets is estimated to be $775.8 million. Storm drain pipes account for roughly 90% of replacement cost of the entire system. Figure 10-2 Replacement Cost - Storm Drain Collection System Table 10-5 Replacement Cost - Storm Drain Collection System Asset Class Count of Assets Total Replacement Cost Pipes 8,765 $688,733,935 Channels 130 $9,397,039 Structures 9,235 $68,363,702 Detention Basins 13 $9,270,120 Total 18,143 $775,764,796 With an understanding of the assets owned and managed, an installation profile and consumption profile were developed (Figure 10-1). It should be noted that the dollar value represented in the figure is expressed in today’s (2013) estimated replacement costs. It does not represent the actual capital investment that took place in any given year. The historical asset installation profile not only provides insight into the City of Carlsbad’s development trend, but also provides a high level understanding of how old the assets are. One would expect the installation profile to correlate with the City’s major periods of development. According to asset data, installation of the storm drain collection system began in the 1950s but it wasn’t until the 1960s that is steadily started to construct the assets. The development continued and grew over the following decades and peaked in the early 2000s. 258 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 10-3 Installation and Consumption Profile - Storm Drain Collection System The consumption profile provides an indication of the value of assets reaching the end of their expected useful lives. The majority of the assets are currently 10% to 30% consumed, and there are only a few assets that are more than 50% consumed. However, some assets are nearing the end of their estimated useful lives. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 259 10.1.3 Risk Assessment The business risk assessment for the Storm Drain Collection system is analyzed in this section. The risk maps provided in this section are a visual representation of where the low, medium, and high risk assets are located. Figure 10-4 shows the probability of failure (PoF) map of storm drain pipes. Only a few small sections of pipe are high or medium PoF. Nearly all of the assets have low PoF, which means that the remaining lives of storm drain pipes are high. Figure 10-4 PoF Map - Storm Drain Pipes 260 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 10-5 shows the CoF map of storm drain pipes. The criticality of the storm drains appears equally distributed among high, medium, and low. The high CoF assets collect storm water from critical land uses, are located at significant roads, have large diameters, or are in the vicinity of water bodies, lagoon, or streams. Figure 10-5 CoF Map - Storm Drain Pipes GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 261 Figure 10-6 shows the risk map of storm drain pipes. The risk analysis only identified 7 pipe segments as high risk. These segments total less than a quarter of a mile and are spread throughout the city. It is hard to identify them in the map below. The vast majority of storm drain pipes were identified as low risk through this analysis. Figure 10-6 Risk Map - Storm Drain Pipes 262 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 10-7 shows the PoF map of storm drain structures. Of the more than 9,000 structures, 95% are low probability of failure. The remaining 5% are medium PoF. Structures typically have a long life and most of these assets were installed after the 1960s, making them relatively young. This leads to a low probability of failure. Figure 10-7 PoF Map - Storm Drain Structures GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 263 Figure 10-8 shows the CoF map of storm drain structures. Like the PoF map, the majority of structures are low CoF. However, a larger percentage of the structures, nearly 40% are medium CoF. Additionally, 2% of the structures were identified as high risk. The location of the structure determines the CoF. Structures built near bodies of water or along high traffic streets posed a greater impact if they were to fail. Figure 10-8 CoF Map - Storm Drain Structures 264 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 10-9 shows the risk map of storm drain structures. It is hard to tell from the figure, but there are two high risk structures in the storm drain system. The high risk structures are located in the railroad right of way and are close to the end of their useful lives. Structure with the highest risk score is a curb outlet build in 1952 and located at Carlsbad Blvd at Palomar Airport Rd ramp. The second highest risk structure is a CMP riser located at 5400 Paseo Del Norte. These assets have higher CoF score due to their location. A field inspection is warranted for high risk structures. Approximately 85% of the structures are low risk and only 17% are medium risk. Figure 10-9 Risk Map - Storm Drain Structures GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 265 10.1.4 Future Needs Incorporating the risk assessment results, replacement costs, condition assessment, and life cycle cost calculation logic (management strategies), long-range capital investment needs for the Storm Drain Collection System are presented in Figure 10-10. Very little short-term asset replacement needs are projected for this system. However, the significant storm drain pipe and junction replacement needs start in the 2060s. There are peaks indicating significant investment needs in 2089, 2097, 2099, 2107, 2108, and 2109. Figure 10-10 Long Range Investment Needs Projection - Storm Drain Collection System 266 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan 11. Confidence Level Rating 11.1 Confidence Level Rating The Confidence Level Rating (CLR) provides a measure to track the improvement of the asset management plan and the associated management decisions. The confidence level rating is used not only to measure the current practice, but also to identify and prioritize future improvements. In developing its first iteration of an asset management plan, an organization will seldom have perfect data to support the asset analysis. As illustrated in Figure 11-1, asset management is a process of continuous improvement. As the quantity and quality of data improves, the confidence level of the next iteration of the asset management plan will increase. Through the asset management plan development process, the Public Works Department gained a better understanding of their data gaps and developed mitigation plans to improve the overall data quality. Any assumed data will be superseded by actual data when it becomes available. The confidence level varies over the planning horizon and, as the planning period extends (short- range vs. long-range), the accuracy of the projection decreases. For example, the confidence level for a 10-year projection will be much higher than for an 80 to 100-year projection. It is important to have a high confidence level in early years (years 1 through 10), as the asset management plan will form the basis for future capital and operational investment plans. Figure 11-1 Continuous Improvement Process 11.2 Methodology and Assessment The confidence level rating is based on the following key elements. These key elements play a critical role in the accuracy of the future renewal funding projections and the acceptance of the asset management plan. GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 267 1. Asset Inventory – Measures the completeness of the asset data (Did the asset register include all the assets?) 2. Data Quality – Measures the quality and completeness of the data attributes used to develop the asset management plan (How many data assumptions were used to complete the asset management plan?) 3. Asset Hierarchy – Measures the quality of the asset hierarchy used to develop the asset management plan (How effective and efficient is the asset hierarchy used to develop the asset management plan?) 4. Asset Valuation – Measures the accuracy of the estimated replacement costs of the assets and services (How accurate is the estimated replacement cost of each asset?) 5. Management Strategies – Measures the accuracy of the management strategies and renewal strategies used in the asset management plan (How representative is the expected life? How many times does an asset get refurbished?) 6. Business Risk Exposure – Measures the accuracy of the risk assessment methodology and results (Is the risk assessment representative of the actual risks facing the organization?) 7. Levels of Service – Measures the quality and efforts of developing the levels of service to track the performance of the asset management program (Were the levels of service identified across all major asset services? Do the levels of service link to actual asset performance?) 8. Staff Participation and Buy-In – Captures the staff involvement in developing the asset management plan and estimates the staff confidence in, or acceptance of, the quality of the asset management plan. For example, an asset management plan may have a low confidence level, yet have a high staff buy-in, or vice-versa (During the development phase, were key members of the staff involved? Are the staff accepting the results of the asset management plan?) Each key confidence level element listed above is assigned a weighting factor. The weighting factor quantifies the criticality of the key element with respect to the overall accuracy and quality of the asset management plan. For example, the weighting of Levels of Service is much lower than that of Data Quality, since Levels of Service do not directly impact the accuracy of the future renewal projections. Table 11-1 presents the primary weighting for each of the key confidence level elements. A secondary weighting adjusts the importance of different infrastructure system (i.e., potable water, recycled water, wastewater, and storm drain) with respect to one another. The primary weighting is determined based on the relative importance between asset groups considering their total replacement costs. The tertiary weighting is applied among the different sub system asset groups (e.g., distribution/collection system assets, facility assets) within each infrastructure system. At sub system level, an equal weighting is assigned to distribution/collection system and facilities asset groups. Table 11-2 shows the complete list of systems and sub systems in the Utilities Division with their associated secondary and tertiary weightings. These weightings are determined based on the relative importance between asset groups and their associated total replacement costs. Table 11-1 Primary Weighting Key Confidence Level Elements Primary Weighting Asset Inventory 20% 268 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Data Quality 20% Asset Hierarchy 5% Asset Valuation 15% Management Strategies 15% Business Risk Exposure 10% Levels of Service 5% Staff Participation and Buy-In 10% Total 100% Table 11-2 Secondary and Tertiary Weighting System and Sub System Secondary Weighting Tertiary Weighting Potable Water System 35% Potable Water Distribution System 17.5% (50% of secondary weighting) Potable Water Facilities 17.5% (50% of secondary weighting) Recycled Water System 15% Recycled Water Distribution System 7.5% (50% of secondary weighting) Recycled Water Facilities 7.5% (50% of secondary weighting) Wastewater System 30% Wastewater Collection System 15% (50% of secondary weighting) Wastewater Facilities 15% (50% of secondary weighting) Storm Drain System 20% Storm Drain Collection System 20% (100% of secondary weighting) 11.3 Confidence Level Rating Assessment Results Table 11-3 presents the results of the confidence level rating assessment completed for this Asset Management Plan. The table provides the confidence level rating for each key element, its weighting, and the weighted confidence level rating. The table shows the ratings for each infrastructure sub system (i.e., potable water distribution system, potable water facilities, recycled water distribution system, recycled water facilities, wastewater collection system, wastewater facilities, and storm drain collection system). GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 269 Table 11-3 Asset Management Plan Confidence Level Rating Key Confidence Level Elements CLR by Infrastructure Sub System Potable Water Distributi on System Potable Water Facilities Recycled Water Distribution System Recycled Water Facilities Wastewater Collection System Wastewater Facilities Storm Drain Collection System 17.5% 17.5% 7.5% 7.5% 15% 15% 20% Asset Inventory 75% 90% 90% 90% 80% 90% 60% Data Quality 85% 80% 90% 85% 80% 90% 70% Asset Hierarchy 95% 95% 95% 95% 95% 95% 95% Asset Valuation 75% 80% 75% 80% 75% 80% 70% Management Strategies 80% 80% 80% 80% 80% 80% 60% Business Risk Exposure 70% 70% 70% 70% 70% 70% 60% Levels of Service 70% 70% 70% 70% 70% 70% 40% Staff Participation and Buy-In 80% 80% 80% 80% 80% 80% 60% Sub System Scores 79% 81% 83% 82% 79% 83% 64% Table 11-4 shows the summary of weighted confidence level rating scores for this Asset Management Plan. Recycled water system has the highest confidence level rating of 82% while storm drain system has the lowest confidence level rating of 64%. Table 11-4 Asset Management Plan Confidence Level Rating Key Confidence Level Elements Weighted Confidence Level Rating Total Confidence Level Rating Potable Water Recycled Water Wastewater Storm Drain Asset Inventory 83% 90% 85% 60% 80% Data Quality 83% 88% 85% 70% 82% Asset Valuation 95% 95% 95% 95% 95% Management Strategies 78% 78% 78% 70% 76% Business Risk Exposure 80% 80% 80% 60% 76% Levels of Service 70% 70% 70% 60% 68% Future Demand 70% 70% 70% 40% 64% Staff Participation and Buy-In 80% 80% 80% 60% 76% Total CLR 80% 82% 81% 64% 77% With the overall confidence level rating of 77%, this Asset Management Planis above the expected range for a first iteration asset management plan. This can be attributed to the fact that data provided by the City of Carlsbad’s GIS system meets most of the basic data requirements for asset management plan development, especially for linear assets. While facility assets data are sparsely available in multiple sources (e.g., as built drawings, Hansen, and hard copy), field asset inventory and condition assessment as part of this study provide sufficient information for asset management development. Figure 11-2 presents the confidence level rating results for each key element of each infrastructure system. This figure can be used to track the performance of each key element in future iterations of the asset management plan. 270 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Figure 11-2 Asset Management Plan Confidence Level Rating The storm drain system has a lower score compared to other systems. This is due to several factors such as lack of a master plan that can identify the requirements of the system in order to meet the regulations and also lack of goals, objective, and performance measures to support a satisfactory level of service. The improvement plan below highlights the specific areas that will increase the confidence level of the asset management program and future asset management plans. 11.4 Improvement Plan In order to improve the asset management program and its associated processes, the Utilities Division should focus on the following areas. 1. Asset Inventory The inventory system for linear and point assets is mostly complete with high accuracy. However, the current asset inventory for facility assets still needs a lot of improvement. The newly developed facility asset inventory developed as part of this project enables the Public Works Department to start creating the facility asset inventory. The current asset valuations and rehabilitation costs are based on the size of the assets. It is recommended that the Public Works Department start to track replacement, and rehabilitation costs of the assets to create a central database to store historical maintenance and cost information. Additional effort should be invested to ensure the current CMMS system is fully utilized beyond the work order tracking system. 2. Data Quality The current asset inventory for facility assets is missing several important assets as well as asset attributes. A new asset register was developed for the facility assets that include all the important asset attributes (i.e., size and install year). In the future, the Public Works GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 271 Department should fill in any missing data attributes in the asset register. In addition, a significant effort is required to continue data maintenance in order to keep the current information up-to-date (e.g., recording rehabilitation or replacement activities). A regular data cleaning is also recommended to be applied on the asset inventories. During the course of this project the following improvement areas were identified: – To update main facility IDs for potable water and recycled water services (currently there are services with wrong main IDs). – To match potable water and recycled water services with meter data (currently there are meters with no services attached). – To add installation year attribute to assets instead of using sign date especially for facility assets that there are sometimes a large gap between sign date and as-built date. – To asset management attributes to asset register (i.e., PoF, CoF, risk, replacement cost) 3. Asset Valuation While the current valuation for linear and point assets (distribution and collection assets) has a high confidence level, the confidence level for facility assets is not as good. The current total asset valuation for facilities assets, particularly treatment plants, is largely based on professional judgment. In the future, the Public Works Department should develop a standard process to document asset valuation based on financial information gathered during asset commissioning. The business processes should assign this responsibility to individuals or groups to ensure that accurate engineering and construction cost information is recorded and readily available. Ideally, the replacement cost should be available at the asset level. The financial information includes purchase order data for certain pieces of equipment and the cost to install the equipment (i.e., pumps, generators). 4. Management Strategies Management strategies are used to drive the renewal decisions, and only some of the initial asset management strategies were developed with key members of the Public Works Department. Numerous assumptions, including expected lives, were made based on perceptions of asset deterioration behavior. Further justification will need to take place for the management strategies in order to improve the accuracy of the projected renewal activities. In the next iteration of management strategies, the expected life information should be determined using historical work order data. 5. Business Risk Exposure The business risk exposure analysis enables the Public Works Department to assess and manage the risks the assets present to the organization. While the consequence of failure methodology was calculated using several layers of information, the probability of failure for linear and point assets is determined using age except for gravity mains where historical CCTV data was utilized to estimate probability of failure. Unlike point and linear assets, the probability of failure for facility assets is based on age and condition of the assets which results in more realistic risk assessment. It is also recommended that the Public Works Department start tracking asset condition data, especially for critical facility assets and GIS assets. Once condition assessment data becomes available for linear and point assets, a condition-based analysis can be conducted to improve the probability of failure estimate. 272 | GHD | Report for City of Carlsbad Public Utilities Division – Citywide Utility Asset Management Plan Appendices GHD | Report for City of Carlsbad Public Utilities DivisionWorks Department – Citywide Utility Asset Management Plan | 273 Appendix A – City of Carlsbad Level of Services and Performance Measures Effective Utility Management Attribute 1 – Product Quality Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Produces potable and recycled water in full compliance with regulatory and reliability requirements and consistent with consumer, public health, and ecological needs. 1. Provide potable and recycled water in full compliance with regulatory requirements a. Ensure understanding and compliance with the regulations and requirements b. Ensure understanding and compliance with Security and Safety Regulations and Requirements c. Ensure understanding and compliance with Operations and Maintenance Regulations and Requirements d. Ensure understanding and compliance with Cross-Connection Control and Backflow Prevention Regulations e. Ensure understanding and compliance with Reporting and Public Information Regulations and Requirements f. Emergency Response Regulations and Requirements 2. Ensure CIP and new development standards are met a. Priorities (maintain a priority, i.e. specific 1-, 2-, & 3-year lists) b. Standards c. Plan check and approval d. Installation, inspection and testing (separate) 3. Final walk-through, as-builts and final acceptance Analyze and communicate ecological restrictions, requirements, concerns and impacts a. Document effect through triple bottom line evaluation b. Quantify cost benefit of social component c. Seek approval or denial from public 4. Identify and address potential issues regarding alternative water supplies a. Ensure that operations is involved as a stakeholder b. Identify and address potential water quality and operational impacts of desal water c. Identify and address potential water quality and operational impacts of desal water and various blends in MKL reservoir and the distribution system including any permit amendments d. Identify and address potential water quality and operational impacts of any direct delivery scenario requirement including any permit amendments e. Address conflict with current CMWD permit that only allows MWD water to be used with chlorine dioxide for nitrification control at Maerkle (MKL) reservoir f. Identify and address potential water quality and operational impacts due to the construction of the desal project pipeline through Carlsbad Sewer overflows: Number of sewer overflows per 100 miles of pipe per year. ≤2 2-4 per 100 miles of sewer system pipe, National Survey) (0.17 per 100 miles of sewer system pipe, San Diego Target for 2011 < 2.1 (OCSD) City (Population in 2011) SSO (2012) Thousand Oaks (127,264) 1 Camarillo (66,140) 2 Oxnard (199,265) 9 Simi Valley (127,734) 2 Ventura (106,232) 12 ≤ frequencies established by NPDES permit,Portland 2010 ≤1 per 5 year at lift stations, Santa Monica WRD, 2010 ≤2, Seattle, 2012. (Actual: 3.7) Sewer system effectiveness: Percent of customers experiencing backups in any year caused by the utility’s sewer system. ≤ 4 per 100 miles of pipe ≤ 4/100 miles pipe, Seattle, 2013, Limit SPU-related sewer backups to no more than 4 per 100 miles of pipe per year (60 per year) (Actual: between 2-4 backups per 100 miles pipe per year) % of safety-related drainage problems resulting in a service interruption will have service reinstated within 6 hours ≥80% ≥80%, Seattle, 2013 (Actual: 100% in last 3 months of 2012) Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Produces potable and recycled water in full compliance with regulatory and reliability requirements and consistent with consumer, public health, and ecological needs. 1. Provide potable and recycled water in full compliance with regulatory requirements a. Ensure understanding and compliance with the regulations and requirements b. Ensure understanding and compliance with Security and Safety Regulations and Requirements c. Ensure understanding and compliance with Operations and Maintenance Regulations and Requirements d. Ensure understanding and compliance with Cross-Connection Control and Backflow Prevention Regulations e. Ensure understanding and compliance with Reporting and Public Information Regulations and Requirements f. Emergency Response Regulations and Requirements 2. Ensure CIP and new development standards are met a. Priorities (maintain a priority, i.e. specific 1-, 2-, & 3-year lists) b. Standards c. Plan check and approval d. Installation, inspection and testing (separate) 3. Final walk-through, as-builts and final acceptance Analyze and communicate ecological restrictions, requirements, concerns and impacts a. Document effect through triple bottom line evaluation b. Quantify cost benefit of social component c. Seek approval or denial from public 4. Identify and address potential issues regarding alternative water supplies a. Ensure that operations is involved as a stakeholder b. Identify and address potential water quality and operational impacts of desal water c. Identify and address potential water quality and operational impacts of desal water and various blends in MKL reservoir and the distribution system including any permit amendments d. Identify and address potential water quality and operational impacts of any direct delivery scenario requirement including any permit amendments e. Address conflict with current CMWD permit that only allows MWD water to be used with chlorine dioxide for nitrification control at Maerkle (MKL) reservoir f. Identify and address potential water quality and operational impacts due to the construction of the desal project pipeline through Carlsbad Compliance with health regulations and standards: Number and type of non-compliance incidences with public health regulations and standards. 100% 100%, Washington Suburban Sanitary Commission, 2011 Meet NPDES municipal stormwater permit requirements (Seattle, 2013) Drinking water system reliability: % of customers with service outages ≤5% for ≤8 hours 0.34 per 1,000 customers, 6 hours, Washington Suburban Sanitary Commission, 2011 ≤4 hours, ≤4%, Seattle, 2013, Limit yearly drinking water outages totalling > 4 hours to less than 4% of retail customers (7,200 customers) (Actual: <1% or <<7,200) ≤8 hours, ≤5%, Portland, 2011, No more than 5% of customers out of water for more than 8 hours a year. (Actual: 503 connections (0.28%) had total outages of 8 hours or more) ≤4 hours, ≤0.75, Santa Monica WRD, 2010 Drinking water system reliability: Number of main breaks and leaks per 100 miles of pipe per year ≤14 Top quartile: 14.1, Median: 25.5, Bottom Quartile: 73.6, AWWA QualServe Target <105 breaks per year, Actual 2010 126, San Diego Public Utility Reliable wastewater service: Number of customers experiencing disruption of service per 1,000 customer accounts per year. ≤4 hours, ≤0.1 ≤4 hours, ≤0.1, Santa Monica WRD, 2010 Turbidity: Monthly turbidity average (NTU) of filtered water. <0.04 <0.04, Washington Suburban Sanitary Commission, 2011 Number of environmental violations: Number of documented regulatory violations (common utility measure). Note: This could include measures of the number of significant non- compliance violations (SNC) under the Clean Water Act and/or other violations. 0 0, Washington Suburban Sanitary Commission, 2011 Drinking water supply outages: Average hours of service outage per incident ≤8 hours in emergency shutoffs ≤6 hours in schedule shutoffs 6 hours, Washington Suburban Sanitary Commission, 2011 ≤4 hours, ≤4%, Seattle, 2013, Limit yearly drinking water outages totalling > 4 hours to less than 4% of retail customers (7,200 customers) (Actual: <1% or <<7,200) ≤8 hours, ≤5%, Portland, 2011, No more than 5% of customers out of water for more than 8 hours a year. (Actual: 503 connections (0.28%) had total outages of 8 hours or more) ≤6 hours in schedule shutoffs, Highline Water District, 2012 ≤8 hours in emergency shutoffs, Highline Water District, 2012 Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Produces potable and recycled water in full compliance with regulatory and reliability requirements and consistent with consumer, public health, and ecological needs 1. Provide potable and recycled water in full compliance with regulatory requirements a. Ensure understanding and compliance with the regulations and requirements b. Ensure understanding and compliance with Security and Safety Regulations and Requirements c. Ensure understanding and compliance with Operations and Maintenance Regulations and Requirements d. Ensure understanding and compliance with Cross-Connection Control and Backflow Prevention Regulations e. Ensure understanding and compliance with Reporting and Public Information Regulations and Requirements f. Emergency Response Regulations and Requirements 2. Ensure CIP and new development standards are met a. Priorities (maintain a priority, i.e. specific 1-, 2-, & 3-year lists) b. Standards c. Plan check and approval d. Installation, inspection and testing (separate) 3. Final walk-through, as-builts and final acceptance Analyze and communicate ecological restrictions, requirements, concerns and impacts a. Document effect through triple bottom line evaluation b. Quantify cost benefit of social component c. Seek approval or denial from public 4. Identify and address potential issues regarding alternative water supplies a. Ensure that operations is involved as a stakeholder b. Identify and address potential water quality and operational impacts of desal water c. Identify and address potential water quality and operational impacts of desal water and various blends in MKL reservoir and the distribution system including any permit amendments d. Identify and address potential water quality and operational impacts of any direct delivery scenario requirement including any permit amendments e. Address conflict with current CMWD permit that only allows MWD water to be used with chlorine dioxide for nitrification control at Maerkle (MKL) reservoir f. Identify and address potential water quality and operational impacts due to the construction of the desal project pipeline through Carlsbad Pressure adequacy: Percent of customers with less than 20 psi of pressure at the meter during normal operations for at least five minutes. ≤1% 0%, Washington Suburban Sanitary Commission, 2011 Meet state requirements for drinking water system pressure (Yes, Seattle, 2013) Meet pressure and flow requirements of wholesale drinking water contracts (Yes, Seattle, 2013) ≥99%, Portland, 2011 current status: 286 individual services dropped below 20 psi for at least five minutes one or more times ≥85%,40 ≤ psi ≤ 100, Highline Water District, 2012 Drinking Water Compliance Rate (% Days): (100) Number of days in full compliance / 365 days 99% Top Quartile: 100%, Median: 100%, Bottom Quartile: 100%, AWWA QualServe 100% compliance with state and federal drinking water quality regulations (Portland, 2011) (Current Status: Service Level Met) 99%, Santa Monica WRD, 2010 Chlorine residual between 0.5 and 4.0 mg/L total chlorine at % of key sample sites ≥95% ≥95%, Portland, 2011 (Current Status: 99% or 3377 out of 3411 samples taken) Water quality complaints: Percent of customers that complain about water quality per 1,000 customers 7 Top Quartile: 0.7, Median: 3.7, Bottom Quartile: 5.4, AWWA QualServe 7, Portland, 2011 (Current status: 6 complaints per 1000 connections or 1136 total complaints) (Definition is currently limited to water quality/pressure complaints received via Water Line) 40 complains annually about system reliability or pressure 5 pressure complaints, Highline Water District, 2012 10 service interruption complaints, Highline Water District, 2012 % of customers out of water more than 3 times per year 0% 0%, Portland, 2011 (Actual: 0%) % of service installs completed within 15 days ≥90% ≥90%, Portland, 2011 (Actual: 76%) % of new water services installed within 90 days. 100% 100%, Santa Monica WRD, 2010 % of hydrants replaced in accordance to City Standards within 24 hours of notification of faulty hydrant. 100% 100%, Santa Monica WRD, 2010 # of unplanned service disruptions occurred in 25 years for longer than 24 hours. ≤1 ≤1, Portland, 2010 Effective Utility Management Attribute 2 – Customer Satisfaction Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Provides reliable, responsive, and affordable services in line with explicit customer-accepted service levels. Receives timely customer feedback to maintain responsiveness to customer needs and emergencies. 1. Provide appropriate response to wastewater, water, storm drain and solid waste issues a. Establish various response times conforming to customer and regulatory requirements. b. Minimize service interruptions through effective preventive maintenance 2. Provide enhanced customer service a. Efficient and timely collection of revenue b. On-time, accurate billing 3. Establish effective public outreach and education program a. Identify opportunities b. Develop customer communication program Customer service complaint rate: Percent of customer service complaints divided by 1,000 active customer accounts. Water operation: 0.9 Wastewater operation: 1.2 Water Operation: Top Quartile:0, Median:0.9, Bottom Quartile: 6.3, AWWA QualServe Wastewater Operation: Top Quartile:0.1, Median:1.2, Bottom Quartile: 3.3, AWWA QualServe Community outreach and education: Number of public education presentations per year. 8 presentations per year 8 presentations per year, San Diego Public Utility % of calls answered within 60 seconds 80%, Portland, 2011 (Actual: 54% of calls answered within 60 seconds, 70% within 120 seconds, 88% within 240 seconds, average hold time of 99 seconds) Customer emergency maintenance response time. (Time between the first call received to the time that responder is sent) ≥ 90%, ≤ 1 hour Within 2 hours, Washington Suburban Sanitary Commission, 2011 Respond to 90% of high priority drinking water problems within 1 hour (Seattle, 2013) (Actual: >90% of events responded to within an hour) Respond to 90% of high priority wastewater problems within 1 hour (Seattle, 2013) (Actual: 71%-98% in last 3 months of 2012) Within 2 hours , Portland, 2010 Within 30 mintues during working hours for water supply, Highline Water District, 2012 Within 1 hour after normal working hours for water supply, Highline Water District, 2012 Within 1 hour during business hours, ≤2 hours after hours, Livermore WRD, 2013 % of response to collection system spills within 1 hour 100% 100%, OCSD, 2012 Contain sanitary sewer spills within 5 hours 100% 100%, OCSD, 2012 New connection permits processed within one working day. > 90% > 90%, OCSD, 2012 Customer emergency resolution time. (Time between the first call received to the time that the permanent fix is achieved) 24 hours, Washington Suburban Sanitary Commission, 2011 3 working days, San Diego Public Utility 80% of safety-related wastewater problems resulting in a service interruption will have service reinstated within 6 hours (Seattle, 2013) (Actual: 100% in last 3 months of 2012) % of safety-related wastewater problems resulting in a service interruption will have service reinstated within 6 hours ≥80%, ≤6 hours ≥80%, Seattle, 2013 (Actual: 100% in last 3 months of 2012) Number of unscheduled wastewater interruptions per year. ≤1 ≤1, Santa Monica WRD, 2010 Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Provides reliable, responsive, and affordable services in line with explicit customer-accepted service levels. Receives timely customer feedback to maintain responsiveness to customer needs and emergencies. 1. Provide appropriate response to wastewater, water, storm drain and solid waste issues c. Establish various response times conforming to customer and regulatory requirements. d. Minimize service interruptions through effective preventive maintenance 2. Provide enhanced customer service c. Efficient and timely collection of revenue d. On-time, accurate billing 3. Establish effective public outreach and education program c. Identify opportunities Develop customer communication program Community notification: Does your utility provide timely notification to the public about spills, sewage discharges, and other water quality problems that make it unsafe for the public to swim, recreate or consume fish from local waters (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Number of customer complaints: e.g., number of customer complaints per year (call, email, letter, in person). ≤ 1% of connections <380, 1% of water connections 34 odor complaints in collection system, OCSD, 2012 (Actual: 14) Customer service cost per account: Total customer service costs divided by number of active accounts. Water Operation: Top Quartile:$27.25, Median:$36.14, Bottom Quartile: $49.43, AWWA QualServe Wastewater Operation: Top Quartile:$4.98, Median:$13.03, Bottom Quartile: $22.87, AWWA QualServe % of customer inquiries or requests responded within 5 business days ≥95% 95%, Portland, 2011. (Actual: 98% are addressed at the time of initial contact, 2% require a service order. Over 80% of the service orders are addressed within 5 days) Provide a range of payment options that gives greater convenience for customers and encourages lower costs to the bureau By 2014 Portland, 2011 (Actual: AR upload, IVR, Web-Customer and Auto-Pay) Community perception of utility: Does the utility seek out the views of customers, stakeholders, shareholders, and the community about its strengths, abilities, objectives, and/or strategies (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Overall customer satisfaction: Percent of customers rating overall job as “good” or “excellent” (through a customer service survey). ≥ 90% Actual 94%, Carlsbad 75%, Portland, 2011 (% of customers give High or Very High rating on Auditor’s citywide survey) (Actual: 77%) (83% rated tap water quality as good or very good) 80% believe the drinking water is safe to drink, Highline Water District, 2012 25 customers complain annually on water appearance, Highline Water District, 2012 75% believe the drinking water has a good taste, Highline Water District, 2012 Water Billing Accuracy ≥99% 0.4-5.5% error, National Average (0.3%, San Diego Public Utility) 99%, Santa Monica, 2010 100%, Highline Water District, 2012 # of wastewater escapes due to faults in the public wastewater system. 0 0, Portland, 2010 # of health nuisance reported from facilities or assets. 0 0, Portland, 2010 # of injuries can be attributed to poorly maintained infrastructure. 0 0, Portland, 2010 # of discernible noise from pump stations or treatment facilities. 0 0, Portland, 2010 # of discernible sewage odor from conveyance system, pump stations, or treatment facilities. 0 0, Portland, 2010 Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Provides reliable, responsive, and affordable services in line with explicit customer-accepted service levels. Receives timely customer feedback to maintain responsiveness to customer needs and emergencies. 1. Provide appropriate response to wastewater, water, storm drain and solid waste issues e. Establish various response times conforming to customer and regulatory requirements. f. Minimize service interruptions through effective preventive maintenance 2. Provide enhanced customer service e. Efficient and timely collection of revenue f. On-time, accurate billing 3. Establish effective public outreach and education program d. Identify opportunities Develop customer communication program % of complaints responded to within one week. 100% 100%, Portland, 2010 % of complaints acknowledged within one day. 100% 100%, Portland, 2010 % of time treatment plants odor complaint responded within 1 hour. 100% 100%, OCSD, 2012 % of time collection system odor complaint responded within 1 working day. 100% 100%, OCSD, 2012 Numbers of customers complain annually about water rates. ≤ 30 30, Highline Water District, 2012 % of customers believe water facilities are well planned for future demands. ≥ 80% 80%, Highline Water District, 2012 % of response to public complaints or inquiries regarding construction projects within 1 working day. 100% 100%, Highline Water District, 2012 # of incoming calls to the main Division number that goes to voice mail during business hours. 0 0, Livermore WRD, 2013 (Actual 2012: 0) % of customer calls answered by an agent within 60 seconds ≥80% 80%, Seattle, 2012 (Actual 75%) Effective Utility Management Attribute 3 – Employee and Leadership Development Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Recruits and retains a workforce that is competent, motivated, adaptive, and safe-working. Establishes a participatory, collaborative organization dedicated to continual learning and improvement. Ensures employee institutional knowledge is retained and improved upon over time. Provides a focus on and emphasizes opportunities for professional and leadership development. Strives to create an integrated and well-coordinated senior leadership team. 1. Establish a strategic staffing plan a. Develop recruitment and selection strategy to attract top talent b. Develop department/division orientation for new employees c. Develop and establish a retention plan 2. Create training and development plans for all employees a. Identify competencies for success for all positions b. Ensure proper certifications are acquired c. Formalize training plans for all positions d. Establish safety orientation and safety training plan for each employee 3. Develop institutional knowledge retention plan a. Identify and prioritize areas for retention of institutional knowledge 4. Establish operating mechanisms of leadership team a. Communication b. Understanding each other’s jobs/responsibilities c. Regular de‐brief/information sharing gained from attending external agency meetings (send agenda item to Sheryl) d. Determine in advance of a conference if you will be sharing conference highlights upon return e. Share what happened at a Council meeting (send agenda item to Sheryl) Vehicle accident rate: Number of vehicle accidents per miles driven 1 accident per 290,000 miles driven 1 accident per 290,000 miles driven, San Diego Public Utility Employee injury incident rate – accidents per 100 employees. ≤ 4.6 Industry average 4.6, OCSD, 2012 (Actual: 3.9) Injury frequency rate: Total accident incident rate per year. ≤0.5 accidents per 20,000 work hours ≤0.9 accidents per 20,000 work hours, San Diego Public Utility ≤0.5 accidents per 20,000 work hours, OCSD Workforce succession planning: Does the utility have a current long-term workforce succession plan that accounts for projected retirements and other vacancies in each skill and management area (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Training hours per employee 45 hours 45 hours per year (OCSD) 45 hours annually, Highline Water District, 2012 16 hours of outside technical training for all staff per year, Livermore WRD, 2013 Safety training: Meet mandatory OSHA training requirements. 100% 100% (OCSD) Maintain OSHA SHARP certification, Portland, 2011 Professional development: Percent of employees that have employee development plans. 100% AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Employee satisfaction survey: Does the utility conduct an employee satisfaction survey (Yes/No)? OR Union grievances: Number of union grievances filed. Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Turnover: Annual percentage of total and voluntary turnover. ≤ 10% Top Quartile: 5%, Median: 7%, Bottom Quartile: 10%, AWWA QualServe % of employees report they are fully engaged in and enthusiastic about their work ≥50% ≥50%, Porland, 2011 (Actual: 56% favorable, 24% neutral, 20% unfavorable) % of promotional vacancies are filled with internal candidates. ≥40% and ≤80% ≥60% and ≤80%, Portland, 2011 (Actual: 65%) Workforce diversity mirrors diversity in the community Yes Portland, 2011 (Actual: Service Level Not Met) All job classifications that require CDL are trained and certified per CA DOT requirements, Yes Yes, Santa Monica WSC, 2010 All job classifications that require AC pipe removal are trained and certified per state HAZMAT requirements, Yes Yes, Santa Monica WSC, 2010 Effective Utility Management Attribute 4 - Operational Optimization Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Ensures ongoing, timely, cost-effective, reliable, and sustainable performance improvements in all facets of its operations. Maintains awareness of information and operational technology developments to anticipate and support timely adoption of improvements. 1. Effective use of technology a. Establish an information technology strategic plan Create a technology Strategic Plan for Utilities Create a SCADA Master Plan b. Implement improvements to use information technology based on plans Expand the use of mobile technology Evaluate adequacy of work management software & plan for improvements Integrate systems used by Utilities Department (GIS, Hansen, DMS, SCADA, BIS) 2. Effective operations a. Identify equipment that can create efficiencies in how work is performed b. Develop business cases 3. An effective workforce (also in Emp. Development #10) a. Co-location for Utilities Department b. Assess and improve efficiency of current processes c. Develop performance measures 4. Maintain robust and effective security a. Establish minimum standards b. Identify and correct gaps 5. Perform regular audits Develop Information Technology Strategic Plan By 2014 Carlsbad EUM objective, 2013 Full information system integration by Utilities Department (GIS, Hansen, DMS, SCADA, BIS) Yes Carlsbad EUM objective, 2013 Overtime: Total number of O&M overtime hours worked divided by total number of O&M hours. <5% <5%, U.S. Government, O&M Best Practices, 2010 Relative maintenance cost: Annual maintenance spending as a percentage of asset replacement value. ≤2.5% 1.5-2.5%, U.S. Government, O&M Best Practices, 2010 Technician productivity: The percent of work hours spent on productive activities versus non-productive (rework, waiting of parts, etc.) ≥70% 70-85%, U.S. Government, O&M Best Practices, 2010 % Rework: The portion of maintenance work that has to be redone due to poor installation, shoddy workmanship or incorrect diagnosis. ≤5% 2-5%, U.S. Government, O&M Best Practices, 2010 Conduct business case evaluation for all new CIP projects larger than $100,000. One of the following analyses required in the basis of design report: total life cycle cost, cost benefit ratio, or cost-risk reduction ratio. 100%, CIP≥$100,000 Carlsbad EUM objective, 2013 100%, Portland 100%, (over $250k requires AM committee approval), Seattle $100,000, OCSD Effective Utility Management Attribute 5 – Financial Viability Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References 1. Ensure Adequate and Predictable Water and Sewer Rates a. Achieve adequate cash reserves b. Develop adequate rates 2. Ensure Financially Stability a. Adopt financial policies b. Manage revenues and expenditures to ensure sustainability Ensure outside funding opportunities are maximized 3. Ensure Adequate and Predictable Water and Sewer Rates c. Achieve adequate cash reserves d. Develop adequate rates 4. Ensure Financially Stability c. Adopt financial policies d. Manage revenues and expenditures to ensure sustainability Ensure outside funding opportunities are maximized Are the rates comparable to similar sized cities? Yes City (Population in 2011) Water Rate (Average Household 23 HCF) Wastewater Thousand Oaks (127,264) $102.00 $25.45 Camarillo (66,140) $61.00 $33.92 Oxnard (199,265) $92.00 $27.69 Simi Valley (127,734) $97.00 $26.08 Ventura (106,232) $64.00 $29.42 Rate adequacy: Does the current rate incorporate the long-term (> 20 years) infrastructure replacement cost. (Yes or No) Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Financial Health Indicators AA or better Financial Health Indicators Bond Rating A Bond Rating AA Debt Coverage Ratio (Ratio of cash available for debt service to interest and principal payments) ≥130% ≥150% Cash Reserve (number of days that the utility can operate with unrestricted cash on hand without further incoming cash) ≥ 250 Days ≥ 350 Days Maintain AAA bond rating for revenue bonds Yes Portland, 2011 (Actual: AAA) Meet or exceed planned debt service coverage of 1.90 on First Lien Bonds and 1.75 on both First and Second Lien Bonds Yes Portland, 2011 (Actual: 2.42 on First Lien Bonds and 1.90 on First and Second Lien Stabilized Revenue) 100% of all rates/fees charged are reviewed every 5 years. Yes Yes, Santa Monica WRD, 2010 Effective Utility Management Attribute 6 - Infrastructure Stability Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Understands the condition of and costs associated with critical infrastructure assets. Maintains and enhances the condition of all assets over the long-term at the lowest possible life-cycle cost and acceptable risk consistent with customer, community, and regulator-supported service levels, and consistent with anticipated growth and system reliability goals. Assure asset repair, rehabilitation, and replacement efforts are coordinated within the community to minimize disruptions and other negative consequences. An effective Asset Management and Replacement program Develop an asset management plan Create an asset management steering committee Clear understanding of condition of all assets An effective CIP program Develop an effective and collaborative project prioritization process Align capital projects and activities with Council priorities Develop Asset Management Plan by 2014. By 2014 Carlsbad EUM Objectives, 2013 % of high risk Assets undergone condition assessment. 100% Carlsbad EUM Objectives, 2013 Regular exercise and inspection of pipes, valves, hydrants, meters, maintenance holes: % of air relief valves exercised every 12 months. % of pressure relief valves exercised every 12 months. % of pressure hydrants exercised every 12 months. % of system fire lines exercised every 12 months. % of main line valves exercised every 5 years. Commercial meters are tested every 5 years. Residential meters are tested every 10 years. Miles of sewer pipe inspected by CCTV vs. miles programmed considering risk Inspect liners once every 5 years during video inspections and repair/replace where necessary. Provide all fire flow tests required as part of every new permit. Manholes inspected: Number of manholes inspected vs. number of manholes programmed. Fire hydrant condition: Number of inoperable or leaking hydrants per 1,000 hydrants. At least one working hydrant within 500 feet of service connection. If working hydrant is not available within 500 feet, out-of-service hydrant must be brought on-line within 5 business days. Fire hydrant flow: Percent of hydrants where flow available achieves required flow 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Yes 100% 100%, Santa Monica WRD, 2010 100%, Highline Water District, 2012 100%, Washington Suburban Sanitary Commission, 2011 0.00 %, Canadian National Water and Wastewater Benchmarking Initiative 2010 Portland, 2011 (Actual: service level met) Regular maintenance and replacement of sewer pipes, water service lines: Sewer cleaning: Miles of sewer pipe cleaned vs. miles programmed Water service lines are flushed and disinfected 100% after every repair. Commercial meters change out every 15 years. Residential meters change out every 10 years. Inspect and maintain maintenance holes every 5 years in accordance to industry standards ≥100% 100% 95% 95% 95% 100%, Washington Suburban Sanitary Commission, 2011 99%, Santa Monica WRD, 2010 99%, Santa Monica WRD, 2010 99%, Santa Monica WRD, 2010 99%, Santa Monica WRD, 2010 Perform preventive maintenance on water distribution system appurtenances Hydrants and Airvalves: 100% per 4 year cycle Blow offs and Gate Valves: 100% per 5-year cycle Fire Hydrants and Air Valves: 4 -year maintenance cycle, Blow offs and Gate Valves: 5-year maintenance cycle, San Diego Public Utility Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Understands the condition of and costs associated with critical infrastructure assets. Maintains and enhances the condition of all assets over the long-term at the lowest possible life-cycle cost and acceptable risk consistent with customer, community, and regulator-supported service levels, and consistent with anticipated growth and system reliability goals. Assure asset repair, rehabilitation, and replacement efforts are coordinated within the community to minimize disruptions and other negative consequences. An effective Asset Management and Replacement program Develop an asset management plan Create an asset management steering committee Clear understanding of condition of all assets An effective CIP program Develop an effective and collaborative project prioritization process Align capital projects and activities with Council priorities Water distribution system integrity: Total annual number of leaks and pipeline breaks per 100 miles of distribution piping. ≤30 per 100 miles Top Quartile: 27.2, Median: 36.5, Bottom Quartile: 44.4, AWWA QualServe Capital investment progress: Percent of capital investment projects started and completed on time and on budget (according to a capital improvement plan). 95% AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Collection system integrity: Number of collection system failures per 100 miles of collection system piping per year. ≤5 10 per 100 miles of pipe, Charleston Water System, 2008 (Actual: 5 per 100 miles) % of flow control valves operate when needed ≥90% ≥90%, Portland, 2011 (Actual: >95%) Complete projects on schedule: # of projects in last 12 months completed later than planned. % of projects are forecast to be completed within three months of their planned date. <10% ≥80% ≤10, Portland, 2011 (Actual: 2) ≥80%, Portland, 2011 (Actual: 85%) % of known extreme or high risk assets are meeting standards established for inspection, testing, repair and replacement. 100% ≥80%, Portland, 2011 (Actual: 100% of known extreme risk assets and 83% of known high risk assets) % of approved CIP funding spent every year. ≥85% 50%, Santa Monica WRD, 2010 Notify customers ahead of time (24 hours minimum) for schedule shutoff of water quality. 100% 100%, 48 hours, Highline Water District, 2012 100%, 24 hours, Portland, 2010 Effective Utility Management Attribute 7 - Operational Resiliency Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Ensures that utility leadership and staff work together to anticipate and avoid problems. Proactively identifies, assesses, establishes tolerance levels for, and effectively manages a full range of business risks that include legal, regulatory, environmental, safety, security and natural disasters in a proactive way that is consistent with system reliability goals. 1. An organization that continually strives to reduce emergencies a. Perform maintenance proactively b. Utilize appropriate equipment c. Coordinate with member agencies 2. An organization that effectively assesses and manages business risk a. Adopt a framework for risk-based decision making b. Plan and conduct risk and condition assessments 3. An organization that is adequately prepared for emergencies a. Prepare for facility-related emergencies b. Prepare for natural disaster emergency situations Planned maintenance ratio in percent (Hours) = (100) Hours of planned maintenance / (hours of planned + corrective maintenance) ≥75% ≥85% (U.S. Government, O&M Best Practices, 2010) ≥75%, Santa Monica WRD, 2010. (Actual: 60%) ≥90% for fire hydrants, Santa Monica WRD, 2010. (Actual: 85%) 80% for air relief valves, Santa Monica WRD, 2010. (Actual: 75%) Planned maintenance ratio in percent (cost) = (100) Cost of planned maintenance / (cost of planned + corrective maintenance) ≥75% 80.2%-64.3%-49.8%, AWWA QualServe, 2009 % of total staff time spent on Preventive Maintenance work orders ≥50% ≥40%, Livermore WRD, 2013 (Actual 2012: 47%) % of total staff time spent on unscheduled/emergency work orders ≤10% ≤20%, Livermore WRD, 2013 (Actual 2012: 7%) % of large meters tested every 3 years in accordance with industry standard. 100% 100%, Santa Monica WRD, 2010 Identify high risk assets 100% by 2014 100% complete by 2013, Livermore WRD Does the utility have a current All-Hazards Disaster Readiness Response plan? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Is the utility trained according to NIMS and ICS requirements? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Have key customers and partners in emergency management been identified and are plans coordinated and reviewed? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Has the utility typed its equipment for Mutual Aid/requesting purposes? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Has the utility conducted a Hazard Identification and Vulnerability Analysis? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Risk identification: Has the utility identified organizational risks (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Risk management planning: Does the utility have a risk management plan in place, and is this plan fully integrated into the utility (e.g., is there a high level of awareness of the risk management policies and procedures amongst the staff?) (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Effective Utility Management Attribute 8 – Community Sustainability Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Is explicitly cognizant of and attentive to the impacts its decisions have on current and long-term future community and watershed health and welfare. Manages operations, infrastructure, and investments to protect, restore, and enhance the natural environment. Efficiently uses water and energy resources. Promotes economic vitality. Engenders overall community improvement. Explicitly considers a variety of source water protection approaches as part of an overall strategy to maintain and enhance ecological and community sustainability. 1. Align watershed-based infrastructure planning a. Approaches to align infrastructure decisions with overall watershed goals and potentially reduce future infrastructure planning and investment options. b. Consolidation/regionalization c. Wastewater collection efficiency improvement by merging regional operations and maintenance with City of Carlsbad. 2. Develop Green Infrastructure a. Generate power from renewable energy sources b. Investigate power production at 16-acre Maerkle Dam Reservoir c. Investigate (solar) power production at 50 acre site located north of Maerkle Dam d. Low-impact development techniques, protection of green spaces and wildlife habitat; incentives for water-efficient domestic appliances, and landscaping. 3. Build LEED-certified public buildings (manage energy, chemical and material use) a. Energy efficiency 4. Monitor Greenhouse gas emissions a. Scrutinize emissions generated through the production and transport of materials and chemicals b. Meet AB 32 requirements for Local Government GHG of 15 percent below today’s levels by 2020 5. Balance service affordability a. Consider and balance keeping water services affordable while ensuring the rates needed for long-term infrastructure and financial integrity. b. Effective and Efficient Solid Waste Programs 6. Zero Wastewater Ocean discharge a. Expand recycled water system to optimize use b. Investigate direct potable reuse 7. Utility Easements a. Provide for the protection and enhancement of local habitat within sewer and water easements 8. Aqua Hedionda Channel a. Social Benefit- Remove sediment in channel to reduce flooding potential of private property in the community b. Economic – Once dredging is completed provide ongoing maintenance at a lower sustainable cost c. Environmental – Perform maintenance activities that protects the surrounding habitat Watershed-based long-term infrastructure planning: Does the utility integrate alternative, watershed-based approaches to potentially reduce future infrastructure costs (e.g., centralized management of decentralized systems, smart growth strategies, source water protection programs, low-impact development, etc.) (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Watershed management planning: Does the utility have watershed management programs in place (and do these include measurable objectives and targets) (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Water affordability: (Average annual residential water bill divided by real median household income) Water operations: ≤ 1% Wastewater operations: ≤ 1% Water Operations: 0.01, Wastewater Operations: 0.00, AWWA QualServe Renewable Energy Generation: ≥30% City (Population in 2011) Renewable Energy Generation Thousand Oaks (127,264) 55% Camarillo (66,140) 0% Oxnard (199,265) 40% Simi Valley (127,734) 0% Ventura (106,232) 30% Portland 1.3% Triple bottom line commitment: Does the utility include social, economic, and environmental goal areas as part of its strategic plan (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Triple bottom line progress assessment: Does the utility employ performance measures that cover economic, social, and environmental outcomes (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Green building/infrastructure: Has the utility promoted “green building” and related water conservation strategies, both for its own assets/buildings and in terms of promoting these throughout the larger community (e.g., working with local planning departments and developers on options for new construction) (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Investment in watershed management: Does the utility have a long-term capital budget that extends beyond the current budget year to provide dedicated funding for watershed management (e.g., protection and restoration) projects (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Community contribution: Does the utility approach its business in a manner that provides tangible benefits to the community (e.g., by conducting neighborhood improvements) (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Bureau’s carbon emissions are reduced from 2007 levels Steady or declines Portland, 2011 (Actual: 2010: 9,788 metric tons of CO2, 2009: 12,216, 2008: 11,416, 2007: 14,008) % of households pay over 2% of their income towards sewer and stormwater rates ≤25% ≤25%, Portland, 2010 Effective Utility Management Attribute 9 – Water Resource Adequacy Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Ensures water availability consistent with current and future customer needs through long-term resource supply and demand analysis, conservation, and public education. Explicitly considers its role in water availability and manages operations to provide for long-term aquifer and surface water sustainability and replenishment. 1. Develop Diversified Water Supply a. Develop Desal Supply b. Expand Recycled Water Use c. Develop Groundwater Supplies d. Explore water purchase/transfer agreements 2. Ensure Long-Term Water Sustainability a. Maintain water use-efficiency plan b. Educate public c. Develop direct potable water reuse Anticipated supply versus anticipated demand: Is anticipated supply sufficient for anticipated demand (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Accuracy of demand projections: Actual water demand as a percent of projected water demand. > 80% AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Amount of annual recycled water increase by 2020. 750 AFY or 0.65 MGD According to 2011 Water Master Plan 6,500 AFY (5.8 MGD) by 2020. Water losses: Percent of unaccounted water of net water (production). ≤5 % 3%, AWWA Target 0%, Actual 1.5% unaccounted loss, Washington Suburban Sanitary Commission, 2011 Top Quartile: 0%, Median: 0.3%, Bottom Quartile: 3.6%, AWWA QualServe Distribution leakage loss of < 10% Seattle, 2013 (Actual: <6.5%) ≤10%, Highline Water District, 2012 Drought management: Has the utility adopted a drought management plan (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Per capita water consumption: Per capita water consumption per year. Long-term Supply Adequacy Remain steady or declines Remain steady or declines, Portland, 2011 (Actual: declined 1 gallon per day in the past three years, 09-10: 61, 08-09: 62, 07-08: 63, 06-07:66) Long-term supply plan: Does the utility have a long-term water supply plan that accounts for anticipated (and unanticipated) population/demand changes (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Long-term demand: Does the utility know the current and projected future population and water demand for current and future service areas (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Long-term supply availability: Does the utility know the number of years for which existing supply sources are adequate (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Has recommended groundwater supplies by master plan been developed (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 % of water savings by participating industrial and commercial customers 25% Portland, 2011 (Actual: 29% average savings per participating customer for fiscal year) Effective Utility Management Attribute 10 - Stakeholder Understanding & Support Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Ensure understanding and gain support from stakeholders for service levels, rate structures, operating budgets, capital improvement programs, and risk management decisions. Actively involves stakeholders in the decisions that will affect them. Ensures water availability consistent with current and future customer needs through long-term resource supply and demand analysis, conservation, and public education. Explicitly considers its role in water availability and manages operations to provide for long-term aquifer and surface water sustainability and replenishment 1. Gain support of various stakeholders to ensure alignment of priorities a. Educate on risk, condition assessment, and water supply adequacy b. Gain mutual support and understanding of Council/Board priorities c. Gain mutual understanding and support among community stakeholders 2. Ensure understanding and gain support from the various stakeholders a. Develop and prepare an updated policy regarding “Mission Groundwater Basin” b. Develop a policy regarding “Agua Hedionda Groundwater Basin”, considering brackish groundwater supplies, and non-brackish groundwater supply c. Prepare plan for Utilities Department property acquisition needs, uses of the property, and disposal options of excess property in coordination with PEM Department and approval by CMWD Board and City Council 3. Develop Diversified Water Supply a. Develop Desal Supply b. Expand Recycled Water Use c. Develop Groundwater Supplies 4. Explore water purchase/transfer agreements Ensure Long-Term Water Sustainability a. Maintain water use-efficiency plan b. Educate public c. Develop direct potable water reuse Develop stakeholder engagement plan. The plan should identify what (e.g. level of service, risk, financial need, asset management plan), when (e.g. quarterly, biannually, annually), and how (e.g. executive report, presentation, workshop) the stakeholder engagement should take place. By 2014 AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Community outreach and education: Number of public education presentations per year. 8 presentations per year 8 presentations per year, San Diego Public Utility Government relations survey: Does the utility conduct a written survey to mayor and other key legislative officials (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Community perception of utility: (Based on customer survey or other public information gathering effort.) Percentage of the community that believes that the utility’s priorities reflect the community’s priorities. 90% 75%, Portland, 2011 (% of customers give High or Very High rating on Auditor’s citywide survey) (Actual: 77%) (83% rated tap water quality as good or very good) Stakeholder Outreach Index (Use AWWA QualServe Self-Assessment Checklist) 0.8 Top Quartile: 0.6, Median: 0.8, Bottom Quartile: 0.8, AWWA QualServe Water losses: Percent of unaccounted water of net water (production). ≤5 % 3%, AWWA Target 0%, Actual 1.5% unaccounted loss, Washington Suburban Sanitary Commission, 2011 Top Quartile: 0%, Median: 0.3%, Bottom Quartile: 3.6%, AWWA QualServe Distribution leakage loss of < 10% Seattle, 2013 (Actual: <6.5%) ≤10%, Highline Water District, 2012 Anticipated supply versus anticipated demand: Is anticipated supply sufficient for anticipated demand (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Long-term supply availability: Does the utility know the number of years for which existing supply sources are adequate (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Water conservation and efficiency: Does the utility have a water conservation program (e.g., covering leakage detection, demand management, urban design, appliance efficiency, etc.) in place (Yes/No)? Yes Yes, Seattle, 2013 (Actual: 5.39 MGD) Per capita water consumption: Per capita water consumption per year. Long-term Supply Adequacy Remain steady or declines Remain steady or declines, Portland, 2011 (Actual: declined 1 gallon per day in the past three years, 09-10: 61, 08-09: 62, 07-08: 63, 06-07:66) Reduced use from recycling: Amount of potable water demand reduced through recycling. Recycled water consumption increase AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Goals Objectives Level of Service / Performance Measure Current Practice Recommended Target References Ensure understanding and gain support from stakeholders for service levels, rate structures, operating budgets, capital improvement programs, and risk management decisions. Actively involves stakeholders in the decisions that will affect them. Ensures water availability consistent with current and future customer needs through long-term resource supply and demand analysis, conservation, and public education. Explicitly considers its role in water availability and manages operations to provide for long-term aquifer and surface water sustainability and replenishment 5. Gain support of various stakeholders to ensure alignment of priorities a. Educate on risk, condition assessment, and water supply adequacy b. Gain mutual support and understanding of Council/Board priorities c. Gain mutual understanding and support among community stakeholders 6. Ensure understanding and gain support from the various stakeholders d. Develop and prepare an updated policy regarding “Mission Groundwater Basin” e. Develop a policy regarding “Agua Hedionda Groundwater Basin”, considering brackish groundwater supplies, and non-brackish groundwater supply f. Prepare plan for Utilities Department property acquisition needs, uses of the property, and disposal options of excess property in coordination with PEM Department and approval by CMWD Board and City Council 7. Develop Diversified Water Supply d. Develop Desal Supply e. Expand Recycled Water Use f. Develop Groundwater Supplies 8. Explore water purchase/transfer agreements Ensure Long-Term Water Sustainability d. Maintain water use-efficiency plan e. Educate public Develop direct potable water reuse Drought management: Has the utility adopted a drought management plan (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Accuracy of demand projections: Actual water demand as a percent of projected water demand. > 80% AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Long-term demand: Does the utility know the current and projected future population and water demand for current and future service areas (Yes/No)? Yes AWWA, Findings and Recommendations for a Water Utility Sector Management Strategy, 2007 Water conservation 20% by 2023 6 MGD cumulative conservation savings 2007-2012 (Seattle, 2013) (Actual: 5.39 MGD) 20% by 2020 (in 10 years), Santa Monica, 2010 GHD Inc 175 Technology Drive, Suite 200 Irvine CA 92618 T: 1 949 250 0501 F: 1 949 250 0541 E: irvmail@ghd.com © GHD Inc 2015 This document is and shall remain the property of GHD. The document may only be used for the purpose of assessing our offer of services and for inclusion in documentation for the engagement of GHD. Unauthorized use of this document in any form whatsoever is prohibited. G:\84\11221 - Carlsbad Citywide Utility AMP\Document Transfer\Incoming\City Comments_20150812\Final Report\Carlsbad Citywide Utility AMP Report_20151022.docx Document Status Rev No. Author Reviewer Approved for Issue Name Signature Name Signature Date Draft Sean Pour David Baranowski On file David Baranowski On file 18 May 2015 Final Iday Syachrani Greg Watanabe On file Greg Watanabe On file 22 Oct 2015 Final Linda De La az Linda De La Paz 22-Oct-2015 www.ghd.com