fy 2015-2016 budget document

Clark County Water Reclamation District Adopted Operating and Capital Budget

Fiscal Year 2016 July 1, 2015 – June 30, 2016

www.cleanwaterteam.com

Clark County Water Reclamation District Adopted Budget FY 2016 Page 1

Adopted Operating and Capital Budget

Fiscal Year 2016 July 1, 2015 – June 30, 2016

Prepared By: Finance & Technology Solutions

Clark County Water Reclamation District 5857 E. Flamingo Rd. Las Vegas, NV 89122

702-668-8888 www.cleanwaterteam.com

Thomas A. Minwegen General Manager Daniel Fischer Deputy General Manager, Plant Operations & Laboratory Mark Binney Assistant General Manager, Finance & Technology Solutions Richard Donahue Assistant General Manager, Collection System & Maintenance Sam Scire Assistant General Manager, Engineering & Construction Services Marty Flynn Assistant to the General Manager, Customer Care


Table of Contents Introduction

Board of Trustees ..............................................................................................................4 About Clark County Water Reclamation District .............................................................5

Executive Summary

Executive Summary ..........................................................................................................8 Adopted Fiscal Year 2016 Budget ..................................................................................17 Budget Considerations ....................................................................................................19 District Priorities and Issues ...........................................................................................20 Clark County Demographics...........................................................................................23 Southern Nevada Outlook ...............................................................................................27

Operations Guide

Clark County Water Reclamation District Organization Structure ................................29 General Administration ...................................................................................................30 Customer Care Service Center ........................................................................................31 Finance & Technology Solutions Service Center ...........................................................38 Engineering & Construction Service Center ...................................................................46 Plant Operations & Maintenance Service Center ...........................................................51 Wastewater Treatment Process Diagram ........................................................................52 Collection Systems & Maintenance Service Center .......................................................69 Summary of Position Information ..................................................................................83 Strategic Initiatives .........................................................................................................85 Performance Measurements ............................................................................................89

Policy Documentation

Financial Policies ............................................................................................................91 Ethical Standards ............................................................................................................96

Financial Planning

Financial Planning ..........................................................................................................99 Financial Statements .....................................................................................................100 Basis of Budgeting .......................................................................................................102 Expense Account Categories ........................................................................................102 Budget Process and Preparation....................................................................................102 Budget Calendar............................................................................................................106 Sources and Uses of District Funds ..............................................................................107 Revenues .......................................................................................................................108 Expenses .......................................................................................................................112 Debt Management .........................................................................................................115 Capital Improvement Program Fiscal Years 2016 - 2020 ............................................117

Glossary and Acronyms

Glossary ........................................................................................................................123 Acronyms ......................................................................................................................127


INTRODUCTION


Board of Trustees

Clark County is governed by a seven-member County Commission, elected from geographic districts on a partisan basis for staggered four-year terms. Commissioners biennially elect a chairperson who serves as the Commission's presiding officer and appoint a county manager as its chief executive officer to carry out its policies. The Commission serves as the Board of Trustees for the Clark County Water Reclamation District.

(L - R) Steve Sisolak – Vice Chair, Mary Beth Scow, Susan Brager, Chris Giunchigliani, Marilyn Kirkpatrick, Lawrence Weekly, Larry Brown - Chair


About Clark County Water Reclamation District

District Formation

Created by judicial decree in 1954, the District operates as a general improvement district under Nevada Revised Statutes. Originally titled the Clark County Sanitation District, wastewater treatment operations began in 1956. Through a series of legislative actions, the District’s service boundaries were set to include all unincorporated areas of Clark County. The purpose of the District is to ensure the collection, treatment and reclamation of wastewater so it can safely be returned it to the environment. The District has been granted the authority to levy taxes, sell bonds, create assessment districts, and the right of eminent domain. The District’s bond covenants provide that rates and charges be sufficient to cover operation and maintenance costs and general expenses, including principal and interest payments on outstanding bonds. In January 2003, the District changed its name to the Clark County Water Reclamation District to better reflect its mission. The District’s mission is to manage reclaimed water as a resource. The District’s vision is to be known for the following: highly skilled and dedicated employees; excellent customer responsiveness; effective financial management; ethical and effective business practices; and sound business planning principles. Along with its vision, the District has the following strategic initiatives: provide infrastructure to keep up with the pace of growth; maintain and restore the treatment and collection systems to ensure continuing high quality operations and service; and provide quality customer service. Governance The District is governed by the Clark County Commissioners, a seven member board, who by statute serve as the ex-officio Board of Trustees (the Board), for the District. The Board establishes policy, approve budgets and conduct public hearings to establish the rates and fees charged by the District. The District bills its rate payers, collects its revenues and establishes operations and capital funds. While given the statutory authorization to assess ad valorem taxes, the District has not done so, relying upon fees and charges to fund the operations, maintenance and capital programs. The District has the authority to levy taxes, sell bonds, create assessment districts, and the right of eminent domain. The District controls its own funds, separate from other County departments and agencies, and retains any excess operational funds at the end of each fiscal year for capital improvement projects. The Organization The Clark County Water Reclamation District is the largest wastewater agency in the State of Nevada, serving more than 248,000 business and residential accounts. The majority of the District’s residential and commercial customers are within the Las Vegas Valley, which includes the world famous resort corridor known as the “Las Vegas Strip.” The District also serves the communities of Blue Diamond, Indian Springs, Laughlin, Moapa Valley, and Searchlight. The District has three


water resource centers; Flamingo Water Resource Center, Desert Breeze Water Resource Center, and Laughlin Water Resource Center. All other facilities are treatment facilities. The District’s collection (network of pipes and pumps) system totals approximately 2,100 miles of pipeline and 27 pumping stations to deliver the wastewater from the homes and businesses to one of the seven treatment facilities. An especially important aspect of the District’s operation is the treatment facility serving the Las Vegas Valley. The largest of the District’s facilities, (and largest in Nevada), ensures the wastewater meets high treatment levels allowing the reclaimed water to be discharged to the Las Vegas Wash and back into Lake Mead. Lake Mead is the drinking water source for more than 95% of the population and businesses in Clark County. The stringent treatment standards are set to protect the community’s drinking water supply as well as the recreational uses of Lake Mead and the downstream communities along the Colorado River. Current Operating Environment The District receives an average flow of approximately 110 million gallons of wastewater per day (mgd) at its facilities. The District operates the Desert Breeze Water Resource Center, a water reclamation facility, in partnership with the Las Vegas Valley Water District. The reclaimed water from the Desert Breeze facility is distributed by the Water District for irrigation at area golf courses and a public park. Each of the District’s treatment facilities is issued a discharge permit from the Nevada Department of Environmental Protection (NDEP), specifying the treatment requirements. As stated above, the treatment requirements for discharging to the Las Vegas Wash and Colorado River are among the most stringent in the nation. Meeting the permit standards requires extensive laboratory testing and documentation to ensure that standards are met each and every day. The required reporting and documentation is required in compliance with the federal standards under the Clean Water Act. The District is committed to financial participation with the Southern Nevada Water Authority (SNWA) as well as the other wastewater agencies in the valley for projects designed to protect the Las Vegas Wash and improve the infrastructure returning treated water to Lake Mead. It is necessary for the District to plan and budget for projects many years in advance. The District recently completed a five-year Capital Improvement Plan (CIP) and Capital Equipment Plan (CEP) through FY 2020 representing over $666 million for 50 expansion and 69 rehabilitation projects.


EXECUTIVE SUMMARY


Executive Summary The District’s Fiscal Year July 1, 2015 – June 30, 2016 (FY 2016) Operations & Maintenance (O&M) and Capital Budgets provide funding to support the collection, treatment, and reclamation of commercial and residential wastewater for the service area. As an industrial operation, the District continues to have greater expenditures for capital infrastructure, power and chemicals. The FY 2016 budgets address the needs of the District’s customer’s and will allow the District to meet its obligation in protecting the public health and providing reliable collection and treatment systems. With continued teamwork and sound fiscal management, the District will continue to be in a position to proactively, effectively and responsibly plan and prepare for the future. The goal for the O&M budget is to maintain current service levels while continuing to develop a budget that better reflects actual expense activity. The proposed budget demonstrates our capability to meet all projected service and regulatory demands while sustaining the 4% reduction in sewer service rates effective in FY 2014. The District currently has Restricted and Designated Unrestricted Cash Reserve Funds which are available for appropriation based on the criteria stated in the District’s Reserve Policy. The Restricted Reserve Funds include a Bond Reserve Fund and a Workers’ Compensation Deposit Fund; totaling a combined $34.7 million. The Designated Unrestricted Reserve Fund includes an O&M Fund; Capital Contingency Fund; Capital Expansion Fund; Budget Stabilization; Other Post-Employment Benefits (OPEB); and Workers’ Compensation Insurance Fund Reserves totaling $110.2 million. The total amount of Reserve Funds for FY 2016 will be $144.9 million. KEY FACTORS IN EVALUATING THE DISTRICT BUDGET

• Unlike most governmental operations, personnel costs are not the greatest influence on the total cost of the District’s operations. The District essentially is an industrial operation, which relies on the capital infrastructure in-place, and power and chemicals to accomplish its mission. Capital expenses equate to approximately 65% of total expenses, while power and chemicals account for nearly 4% of total expenses. Personnel costs, (salaries, payroll taxes, and employee benefits), constitute approximately 13% of the total expenses for the fiscal year. The remaining 17% is allocated between Maintenance, Outside Services, Supplies and Other expense categories.

• The rates charged by the District are among the lowest in the western region. Because

the District depends on the rates for almost all of its income, the budget is linked to the rates charged. The FY 2016 annual sewer service rates remain at $221.09 per Equivalent Residential Unit (ERU).

• The District has maintained a natural AAA credit rating from Standard & Poor’s (S&P)

as of fiscal year ending June 30, 2015. The AAA credit rating reflects the District’s


strong liquidity and financial management policies and allows the District to continue to finance its capital program at the most favorable interest rates.

The District’s Budgeted Revenues and Expenses for FY 2015 and FY 2016 are as follows:

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FY 2015 FY 2016Budget Budget $ Variance % Change

Operating Revenues Sewer Service Charges $ 141,979,500 $ 145,286,500 $ (3,307,000) -2%

Effluent Sales –Water Reuse Sales 2,275,000 2,380,900 105,900 5% Pretreatment Fees 410,000 431,300 21,300 5%

Septage Fees 273,000 350,000 77,000 28% Other Revenue 590,000 600,000 10,000 2%

Total Operating Revenues $ 145,527,500 $ 149,048,700 $ (3,092,800) -2%

Operating Expenses Salaries & Wages $ 24,678,485 $ 23,904,200 $ (774,285) -3% Employee Benefits 13,260,240 13,137,000 (123,240) -1%

Service & Supplies 42,050,100 38,077,100 (3,973,000) -9% Depreciation Expense 85,708,345 89,931,200 4,222,855 5%

Total Operating Expenses $ 165,697,170 $ 165,049,500 $ (647,670) 0%

Operating Income or (Loss) $ (20,169,670) $ (16,000,800) $ (2,445,130) 12%

Non-Operating Revenues Interest Earnings $ 5,250,000 $ 8,500,000 $ 3,250,000 62% ¼ cent Sales Tax 15,470,000 16,000,000 530,000 3%

Connection Fees (SDA) 15,500,000 11,000,000 (4,500,000) -29% Capital Contributions 8,500,000 13,180,700 4,680,700 55%

Federal & State Grants 64,500 82,800 18,300 28%Total Non-Operating Revenues $ 44,784,500 $ 48,763,500 $ 3,979,000 9%

Non-Operating Expenses Interest Expense 23,832,869 23,595,700 (237,169) -1%

Total Non-Operating Expenses $ 23,832,869 $ 23,595,700 $ (237,169) -1%

Net Change in Position $ 781,961 $ 9,167,000 $ 1,771,039 226%

FY 2015 vs. FY 2016


FY 2016 BUDGET HIGHLIGHTS - OPERATIONS

• The FY 2016 annual sewer service rates remain at $221.09 per Equivalent Residential Unit (ERU). Annual sewer service charges have a budgeted amount of $145.3 million. A reduction of 4% in sewer service rates was approved by the Board of Trustees with an effective date of July 1, 2013. The goal is to sustain that rate reduction for five years. This is year three of that continued goal.

• The FY 2016 Operations & Maintenance budget is $75,118,334, a 6% ($4.9 million dollar), decrease from FY 2015.

• Maintenance Expenses are budgeted at $5.5 million. Expenses under this category include;

Machinery & Equipment Maintenance, Maintenance Contract Expense, Line Repair/Maintenance, Manhole Adjustments, Vehicle Maintenance and Rental Expenses.

• Utilities and Chemicals continue to have a strong impact on the Supply & Services budget.

Combined, these two categories account for over $18.4 million (48%), of the total Supply & Services budget.

• A budget in the amount of $2.3 million is included for the District’s continued maintenance

of critical information technology infrastructure. This includes hardware and software maintenance for all the District’s support systems.

FY 2016 BUDGET HIGHLIGHTS – CAPITAL EXPENSES

• System Development Approval (SDA) connection fees have a budget of $11.0 million.

• Capital Contributions (Non-Operating Revenues) are budgeted at $13.2 million. This revenue reflects developer installed sewer lines donated to the District after project completion.

• The District’s $175.7 million CIP budget includes and over 70 major projects that provide critical capital rehabilitation and replacement for major elements of the existing infrastructure. Capital investment constitutes approximately 56% of the District’s total expenditures for the year.

• The Capital Equipment Plan includes $5.5 million for approximately 60 capital purchases.

• The Capital Development includes $631,000 for six technology projects and program

development.


OPERATIONS & MAINTENANCE (O&M) The operating budget accounts for the day to day operating costs of the District’s facilities and functions. These activities are classified into the following categories:

Total Operations & Maintenance Expense by Category

FY 2015 FY 2016O & M Budget Budget $ Variance % Change

Salaries $ 24,678,485 $ 23,904,248 $ (774,237) -3%Benefits 13,260,240 13,136,952 (123,288) -1%

Maintenance 5,834,757 5,470,134 (364,623) -6%Utilities 12,054,030 11,657,402 (396,628) -3%

Chemicals 7,884,410 6,759,360 (1,125,050) -14%Outside Services 9,568,814 6,783,032 (2,785,782) -29%

Supplies 3,412,254 4,038,061 625,807 18%Other 3,295,835 3,369,145 73,310 2%

Total $ 79,988,825 $ 75,118,334 $ (4,870,491) -6%

FY 2015 vs. FY 2016


Salaries & Benefits

The District added three new positions in FY 2016 that are deemed critical to District operations. Mechanical Technician III - The areas of responsibilities and required skill level expertise have dramatically increased over the past couple years with the addition of new membranes and process systems. The new area of membranes is labor intensive due to the type of equipment and the new technology which will require additional preventative/predictive/corrective maintenance to maintain peak operational capability. Having a Technician dedicated to the Membranes Ozone will provide support in an area that is critical in the respect of returning reclaimed water back to the wash. Mechanical Technician II - Having staff members embedded in the Membranes Ozone will provide support in an area that is critical in the respect of returning reclaimed water back to the wash. The mechanic will work with the lead mechanics assigned to the Membranes Ozone and dewatering building. Facility Maintenance Technician (CDL) - Since 2010 the District has added eight new facilities (Old Administration Building, South Secondary’s, Transfer Pump Station, New Solids, Moapa Plant, Indian Springs Plant, Grit Pump Stations 7&8 and the AWT Surge and Rochelle Sub Stations).The District will be opening two membrane ozone treatment facilities, Collections Office building and a Filter treatment facilities in 2015. Additional staff is required to ensure that we maintain the facilities at the highest level.

Maintenance

The overall decrease in Maintenance is primarily driven by Information Technology (IT) maintenance costs which have been budgeted under the Supplies category.


$ 24,678,485 $ 23,904,248 $ (774,237) -3% 13,260,240 13,136,952 (123,288) -1% $ 37,938,725 $ 37,041,200 $ (897,525) -2%

FY 2015 vs. FY 2016

SalariesBenefits Total

Salaries & Benefits


$ 89,500 $ 82,100 $ (7,400) -8% 376,000 365,500 (10,500) -3% 20,000 20,000 - 0% 2,626,300 2,774,750 148,450 6% 2,388,957 1,887,784 (501,173) -21% 50,000 60,000 10,000 20% 284,000 280,000 (4,000) -1%

Total $ 5,834,757 $ 5,470,134 $ (364,623) -6%

Maint Contract Expense

Manhole Adjustment

Maintenance

Line Repair / Maintenance

Rental ExpenseVehicle Maintenance

Vehicle Accident RepairsMachinery & Equip Maint

FY 2015 vs. FY 2016


Utilities

The Utilities have a slight decrease due to one-time purchases or repairs completed in previous fiscal year. Chemicals

The proposed chemical budget for FY 2016 includes a decrease to Polymers. The decrease is based on current usage and an anticipated increase in the use of other chemicals.


$ 541,600 $ 473,100 $ (68,500) -13% 399,500 330,500 (69,000) -17% 6,360,230 6,223,207 (137,023) -2% 64,000 86,000 22,000 34% 420,600 446,095 25,495 6% 4,032,100 3,883,500 (148,600) -4% 156,000 150,000 (6,000) -4% 30,000 30,000 - 0% 50,000 35,000 (15,000) -30%

Total $ 12,054,030 $ 11,657,402 $ (396,628) -3%

Fuel & Oil ExpenseTelephone Expense

ElectricityNatural Gas

Water

Utilities

Landfill ExpenseCellular

Radio Purchases & RepairTelecom Data Services

FY 2015 vs. FY 2016


$ 476,500 $ 173,150 $ (303,350) -64% - $ 425,000 425,000 0%

Citric Acid - $ 31,000 31,000 0% 825,000 410,000 (415,000) -50% 1,735,000 1,275,000 (460,000) -27% - 5,000 5,000 0%

3,000 5,000 2,000 67% 198,910 568,710 369,800 186% 2,645,000 1,565,500 (1,079,500) -41% 415,000 358,000 (57,000) -14% 1,575,000 1,500,000 (75,000) -5% 11,000 443,000 432,000 3927%

Total $ 7,884,410 $ 6,759,360 $ (1,125,050) -14%

Odor Control Media

Aluminum SulfateFerric Chloride

Sodium HydroxideBio Culture

Sodium HypochloritePolymers

Liquid OxygenCalcium Nitrate/Bioxide

Bisulfate

Chemicals

ChemicalsFY 2015 vs. FY 2016


Outside Services

Overall, the Outside Services category has a decrease of 29% in FY 2016. There was a significant decrease of over $2.4 million in Contracted Services for work performed in the previous year. The increase to Professional Services includes funds for Information Technology services. Supplies

The increase in Supplies is primarily for the IT Hardware / Software expenses. These costs were previously budgeted under the Maintenance category.


$ 130,000 $ 100,000 $ (30,000) -23% 50,000 50,000 - 0% 8,000 8,000 - 0% 168,440 400,480 232,040 138% 3,084,960 1,802,631 (1,282,329) -42% 4,067,690 2,319,575 (1,748,115) -43% 1,665,736 1,736,856 71,120 4% 334,788 279,590 (55,198) -16% 59,200 85,900 26,700 45%

Total $ 9,568,814 $ 6,783,032 $ (2,785,782) -29%

Contracted ServicesProfessional Services

Governmental InterlocalsTraining / Conferences

Travel

Employee Recognition

Outside Services

Legal FeesEmergency Response

FY 2015 vs. FY 2016

Temporary Labor / Staffing


$ 223,000 $ 215,000 $ (8,000) -4% 194,700 217,850 23,150 12% 35,500 30,500 (5,000) -14% 152,700 218,200 65,500 43% 470,300 438,000 (32,300) -7% 37,500 37,500 - 0% 325,500 302,000 (23,500) -7% 207,200 300,000 92,800 45% 1,765,854 2,279,011 513,157 29%

Total $ 3,412,254 $ 4,038,061 $ 625,807 18%

Warehouse Supplies

Supplies

Construction MaterialsComputer - HardwareComputer - Software

IT Hardware/Software Maint

FY 2015 vs. FY 2016

SuppliesFurniture

Tools & Small EquipmentLab Supplies


Other

The increase in this category is mainly due to the bank fees. Over the past few years, the District has continued to see an increase in customers using debit or credit cards to pay annual sewer bills. CAPITAL

The District’s Capital Improvement Program (CIP) is for the expansion and rehabilitation of wastewater facilities and systems. The FY 2016 - 2020 five-year CIP is approximately $666.1 million. This represents projects that are in process or expected to be undertaken in the next five (5) years. A financing mix of fees & charges, financing and sales tax fund the capital budget. Fees & charges collected by the District provide for the repayment of debt and to establish a capital reserve funds.


$ 75,000 $ 75,000 $ - 0% 374,800 376,500 1,700 0% 26,900 32,400 5,500 20% 114,500 156,250 41,750 36% 10,000 10,000 - 0% 126,500 64,000 (62,500) -49% 30,000 20,000 (10,000) -33% 1,110,000 1,110,000 - 0% 101,520 70,026 (31,494) -31% - 1,000 1,000 0%

15,050 15,664 614 4% 119,000 128,500 9,500 8% 163,565 172,805 9,240 6% 44,000 15,000 (29,000) -66% 850,000 950,000 100,000 12% 135,000 172,000 37,000 27%

Total $ 3,295,835 $ 3,369,145 $ 73,310 2%

Conferences

Laboratory Services

Membership Fees

Prof Publications Printing

Permits & LicensingFines & Penalties

Bank & Credit Card Fees

AdvertisingSafety

Employee WellnessPublic Outreach

SecurityInsurance

Postage & Shipping

Other

Uniforms /Laundry/Rentals

FY 2015 vs. FY 2016


General Administration

Business Services Customer Care

Operations & Maintenance

Collection Services

Design & Construction Total

Salaries 390,719$ 3,439,058$ 1,880,093$ 6,292,855$ 7,781,165$ 1,365,874$ 21,149,764$ Salaries - Part Time - 25,000 109,420 155,703 80,500 20,000 390,623

Overtime - 56,500 12,700 104,500 173,000 121,500 468,200 Longevity Pay 4,357 189,816 137,481 384,959 440,643 98,745 1,256,001 Stand By Pay - 12,000 15,000 337,660 275,000 - 639,660

Unemployment - - 25,475 - - - 25,475 Group Insurance 26,700 436,100 258,100 836,600 1,076,900 160,200 2,794,600

PERS 110,621 1,016,085 564,921 1,869,789 2,302,106 410,093 6,273,615 Worker's Compensation - - 268,379 - - - 268,379

Accrued Sick and Vacation Leave 450,000 - - - - - 450,000 Medicare 5,729 52,618 29,255 96,828 119,216 21,237 324,883

OPEB Costs 3,000,000 - - - - - 3,000,000 Rental Expense - 6,000 - 20,100 56,000 - 82,100

Vehicle Maintenance - - - 500 365,000 - 365,500 Vehicle Repairs - - - - 20,000 - 20,000

Machinery & Equipment Maintenance - 64,500 17,000 1,387,250 1,306,000 - 2,774,750 Maintenance Contracts - 500 51,500 230,000 1,605,784 - 1,887,784

Line Repair & Maintenance - - - - 60,000 - 60,000 Manhole Adjustments - - - - 30,000 250,000 280,000

Fuel & Oil - - - 11,100 462,000 - 473,100 Telephone - 328,500 2,000 - - - 330,500 Electricity - - - 6,049,549 173,658 - 6,223,207

Natural Gas - - - 85,000 1,000 - 86,000 Water - - - 390,000 56,095 - 446,095

Landfill - - - 3,692,500 191,000 - 3,883,500 Cellular - 150,000 - - - - 150,000

Radio Purchases & Repairs - 30,000 - - - - 30,000 Telecom Data Services - 35,000 - - - - 35,000

Chemicals - - - 148,150 25,000 - 173,150 Odor Control Media - - - 125,000 300,000 - 425,000

Citric Acid - - - 31,000 - - 31,000 Aluminum Sulfate - - - 410,000 - - 410,000

Ferric Chloride - - - 1,275,000 - - 1,275,000 Sodium Hydroxide - - - 5,000 - - 5,000

Bio Culture - - - 5,000 - - 5,000 Sodium Hypochlorite - - - 568,710 - - 568,710

Polymers - - - 1,565,500 - - 1,565,500 Liquid Oxygen - - - 358,000 - - 358,000

Calcium Nitrate/Bioxide/TriOxyn - - - - 1,500,000 - 1,500,000 Bisulfate - - - 443,000 - - 443,000

Legal Fees - - 100,000 - - - 100,000 Emergency Response - - 50,000 - - - 50,000

Employee Recognition - - 8,000 - - - 8,000 Temporary Labor & Staffing - 121,480 124,000 5,000 - 150,000 400,480

Contracted Services - 4,346 718,264 156,618 661,852 261,551 1,802,631 Professional Services - 1,021,879 582,253 146,872 206,424 362,147 2,319,575

Governmental Interlocals 1,310,860 113,000 242,996 - - 70,000 1,736,856 Training & Conferences 3,675 84,025 16,500 70,900 69,840 34,650 279,590

Travel 4,800 6,000 16,000 31,250 21,850 6,000 85,900 Warehouse Supplies - 200,000 - 10,000 5,000 - 215,000

Supplies 1,500 20,000 47,500 37,950 91,400 19,500 217,850 Furniture - 20,000 - 10,500 - - 30,500

Tools & Small Equipment - 5,000 2,000 32,700 128,500 50,000 218,200 Laboratory Supplies - - - 437,500 500 - 438,000

Construction Materials - - - 7,500 30,000 - 37,500 Computer Hardware - 302,000 - - - - 302,000 Computer Software - 300,000 - - - - 300,000

IT Hardware & Software Maintenance - 2,279,011 - - - - 2,279,011 Uniforms & Laundry - 75,000 - - - - 75,000 Postage & Shipping 50 4,050 346,500 21,350 4,550 - 376,500

Advertising - 3,000 29,000 - - 400 32,400 Safety - 30,000 66,000 28,500 31,750 - 156,250

Employee Wellness - - 10,000 - - - 10,000 Public Outreach - - 48,000 - 16,000 - 64,000

Security - - 20,000 - - - 20,000 Insurance - - 1,110,000 - - - 1,110,000

Membership Fees 33,335 2,080 2,050 10,911 21,150 500 70,026 Conferences - - 1,000 - - - 1,000

Publications & Subscriptions 725 4,399 2,290 2,200 5,250 800 15,664 Printing 500 - 115,000 1,500 6,500 5,000 128,500

Permits & Licensing - - 72,065 93,990 6,750 - 172,805 Fines & Penalties 15,000 - - - - - 15,000

Bank & Credit Card Fees - 950,000 - - - - 950,000 Laboratory Services - - - 167,000 5,000 - 172,000

Total $ 5,358,571 $ 11,386,947 $ 7,100,742 $ 28,151,494 $ 19,712,383 $ 3,408,197 $ 75,118,334

FY 2016 Operations & Maintenance Budget


Adopted Fiscal Year 2016 Budget

FY 2014 FY 2015 TENTATIVE FINALACTUAL ESTIMATED APPROVED APPROVED

OPERATING REVENUE Sewer Charges 139,716,364$ 141,797,756$ 145,286,453$ 145,286,453$

Effluent Sales - Water Reuse Sales 2,357,845 2,369,845 2,380,866 2,380,866 Pretreatment Fees 419,998 411,938 431,324 431,324

Septage Fees 356,677 363,181 350,000 350,000 Other 658,759 598,905 600,000 600,000

Total Operating Revenue 143,509,643$ 145,541,625$ 149,048,643$ 149,048,643$

OPERATING EXPENSE Salaries & Wages 22,280,786$ 21,990,381$ 23,904,248$ 23,904,248$ Employee Benefits 11,209,667 12,591,855 13,136,952 13,136,952

Services & Supplies 36,792,471 30,334,876 38,077,134 38,077,134 Depreciation/Amortization 75,643,760 81,245,433 89,931,151 89,931,151

Total Operating Expense 145,926,684$ 146,162,545$ 165,049,485$ 165,049,485$

Operating Income or (Loss) (2,417,041)$ (620,920)$ (16,000,842)$ (16,000,842)$

NON-OPERATING REVENUES Interest Earnings 8,110,767$ 8,393,010$ 8,500,000$ 8,500,000$

County Option 1/4 Percent Sales and Use Tax (Waste Water Infrastructure)

15,911,706 16,048,872 16,000,000 16,000,000

Connection Fees / SDA Revenues** 31,461,511 19,850,000 11,000,000 11,000,000 Capital Contributions** 28,130,054 31,818,262 13,180,732 13,180,732

Federal and State Grants - 64,500 82,800 82,800 Other 1,882,969 - - -

Total Non-operating Revenues 85,497,007$ 76,174,644$ 48,763,532$ 48,763,532$

NON-OPERATING EXPENSES Interest Expense* 10,578,550$ 23,534,449$ 23,242,285$ 23,595,723$

Other - - - -

Total Non-operating Expenses 10,578,550$ 23,534,449$ 23,242,285$ 23,595,723$

Net Income (Loss) before Operating Transfers 72,501,416$ 52,019,275$ 9,520,405$ 9,166,967$ Operating Transfers:

In - - - - Out - - - -

Net Operating Transfers -$ -$ -$ -$

NET INCOME (LOSS) 72,501,416$ 52,019,275$ 9,520,405$ 9,166,967$

* Full accrual basis.** Connection Fees are recorded in the CAFR as Capital Contributions.

CLARK COUNTY WATER RECLAMATION DISTRICT

FISCAL YEAR 2016

REVENUES, EXPENSES AND NET INCOME


FY 2014 FY 2015 TENTATIVE FINALACTUAL ESTIMATED APPROVED APPROVED

CASH FLOWS FROM OPERATING ACTIVITIES:

Cash received from customers 132,915,480$ 145,541,625$ 149,048,643$ 149,048,643$ Cash paid to employees & benefits (29,834,791) (34,582,236) (37,041,200) (37,041,200)

Cash paid for services & supplies (37,538,056) (30,334,876) (38,077,134) (38,077,134) Other operating receipts 138,418 - - -

a. Net cash provided by (or used for) operating activities 65,681,051$ 80,624,513$ 73,930,309$ 73,930,309$

CASH FLOWS FROM NON-CAPITALFINANCING ACTIVITIES:

b. Net cash provided by (or used for) noncapital financing activities -$ -$ -$ -$

CASH FLOWS FROM CAPITAL &

RELATED FINANCING ACTIVITIES:

Acquisition, construction or improvement of capital assets

(83,120,689)$ (95,090,736)$ (180,268,493)$ (181,794,343)$

Federal and state grants - 64,500 82,800 82,800 County option 1/4 percent sales & use tax 15,316,323 16,048,872 16,000,000 16,000,000

Contributed Capital (Connection Fees) 31,986,150 19,850,000 11,000,000 11,000,000 Principal (9,397,970) (10,641,866) (11,078,617) (11,827,689) Interest (13,175,047) (23,534,449) (23,242,285) (23,595,723)

Proceeds from capital debt 1,639,160 10,951,121 19,048,879 19,048,879 c. Net cash provided by (or used for) capital and

related financing activities (56,752,073)$ (82,352,558)$ (168,457,716)$ (171,086,076)$

CASH FLOWS FROM INVESTING ACTIVITIES:

Interest earnings 9,796,878$ 8,393,010$ 8,500,000$ 8,500,000$

Loan to Clark County - - (7,000,000) (7,000,000) Loan collections from Clark County - - 677,890 677,890

Purchase of investments (291,697,558) (246,068,620) (227,467,250) (227,467,250) Proceeds from sales of investments 282,319,383 212,991,752 279,822,681 279,822,681

d. Net cash provided by (or used in) investing activities 418,703$ (24,683,858)$ 54,533,321$ 54,533,321$

NET INCREASE (DECREASE) in cash and

cash equivalents (a+b+c+d) 9,347,681$ (26,411,903)$ (39,994,086)$ (42,622,446)$

CASH AND CASH EQUIVALENTS AT JULY 1, 20xx 62,111,945$ 71,459,626$ 45,047,723$ 45,047,723$

CASH AND CASH EQUIVALENTS AT JUNE 30, 20xx 71,459,626$ 45,047,723$ 5,053,637$ 2,425,277$

FISCAL YEAR 2016

STATEMENT OF CASH FLOWSCLARK COUNTY WATER RECLAMATION DISTRICT


Budget Considerations The State of Nevada and Clark County have shown economic improvement but still continue to feel the impact from the recession and continue to face budget shortfalls. Property tax, sales tax and real property transfers have improved but continue to lag behind pre-recession years. The continued economic slowdown has not significantly impacted service revenues received from existing customers. The Board of Trustees approved a reduction of 4% in the annual sewer service rates beginning FY 2013-14. This is year three of a five year goal to sustain the rate reduction. The largest concern to sewer service revenues would be a slower than anticipated economic growth in Southern Nevada, consequently, reducing the amount of new construction. While the goal is to sustain this rate reduction, the District will focus its efforts on operating and maintaining facilities in a most effective and efficient manner. This will be completed through effective preventative maintenance, rehabilitation of aging infrastructure, and leveraging technology and critical infrastructure security enhancements.


District Priorities and Issues PROVIDE RELIABLE INFRASTRUCTURE The District’s main priority is to maintain and restore the treatment and collection systems to ensure continuing high quality operations and service. The five-year CIP is a testament to this. The District’s CIP program includes upgrading and rehabilitation to facilities in all service areas. The District has been taking preventative measures by inspecting and cleaning all of the sewer lines in the valley. Additionally, extensive rehabilitation projects have been ongoing. Rehabilitating and replacing manholes and sewer pipeline will ensure that the sewer lines are in good condition to handle all of the flows. ODOR CONTROL The District is constantly working to reduce odors that occur in the collection and treatment of wastewater. The District has spent funds on odor control primarily within the plant, collection system, and maintenance departments. A significant portion of every new plant construction project is dedicated to odor control. District staff is constantly testing existing odor control facilities, as well as researching new technologies to employ. District staff continues to work with developers of large-scale projects to incorporate odor control facilities on-site to treat odors from these projects as well as odors within the District’s collection system. PUBLIC EDUCATION INITIATIVE: “DON’T BE A PAIN IN THE DRAIN” The “Don’t be a Pain in the Drain” campaign was initiated in 2006 with an initial focus on helping to reduce the amounts of fat, oil grease and grit (FOGG) from entering the sewer collection lines and causing stoppages. The FOGG component of the campaign, features the evil FOGG characters and the hero, Captain Can It, and can be seen on the website: www.paininthedrain.com

Clark County Water Reclamation District has expanded this award winning campaign with the addition of two major areas: the reduction of construction debris within the collection system, and the proper disposal of prescription and over-the-counter medications. The District has implemented a contractor education program to keep the sewer lines free of construction debris. The program includes advertisements in local construction newsletters, fact sheets and other collateral materials. Information regarding the proper disposal methods is on the website, and fact sheets and demonstration materials are presented at public outreach events that show how to properly dispose of

prescription and over the counter medicines safely in the garbage, rather than down the drain.


Disposal boxes have been placed in all Las Vegas Metropolitan Police Department substations. By dropping off expired or unused medications at the substations, citizens are keeping the medicines off the streets and out of the water supply. Q: What is FOGG, and is it a problem? A: FOGG is made up of fat, oil, grease, and grit, and it is a very BIG problem! FOGG does not mix with water because its components are insoluble and have a tendency to separate from a liquid solution. When fat, oil and grease are poured down the drain, they stick to the sewer pipe walls creating layers of buildup that restrict the wastewater flow. This problem requires pipes to be cleaned more frequently, causes pipes to be replaced sooner than expected, and causes blockages that can result in sewer overflows. Q: How does fat, oil, grease, and grit (FOGG) create a sewer blockage?

A: Fat, oil, grease, and grit in a warm, liquid form may appear to be harmless since they flow easily down the drain. However, as the liquid cools, the FOGG solidifies and floats to the top of the other liquid in the sewer pipes. The layer of FOGG sticks to the sewer pipes and over time, the flow of wastewater becomes restricted and can cause a backup or overflow. The gritty particles, including coffee grinds, eggshells, aquarium gravel, grain, rice, seeds, etc. get trapped in the greasy buildup, accelerating the problem rapidly. Over time, FOGG accumulates in the sewer system in much the same way that cholesterol accumulates in our arteries. As FOGG builds in the pipes, wastewater

becomes increasingly restricted. Suddenly, sometimes without warning, a sewer pipe backs up and overflows, similar to a heart attack. The result is a home flooded with sewage, or sewage overflowing in the street, where it flows – untreated – into area waterways. Q: What products contain fat, oil, grease, and grit (FOGG)?

A: Fat, oil, grease and grit are natural by-products of the cooking and food preparation process. Common sources include food scraps, meat fats, cooking oils, lard, baked goods, salad dressings, sauces, marinades, dairy products, shortening, butter and margarine, coffee grinds, eggshells, grain, rice, seeds, etc. Anything put through the garbage disposal adds to the buildup.

Q: What can I do to keep fat, oil, grease, and grit (FOGG) out of the sewer and help prevent a grease related sewer overflow from occurring in my house or on my street? A: Everyone plays a role in preventing FOGG from damaging our sewer system. The following easy tips can help prevent a sewer overflow in your home or neighborhood. 1. Fat, oil, grease, and grit should NEVER be poured down the sink. Pour them into a disposable container, and once the liquid has cooled and solidified, place the container in the trash. 2. Before washing, scrape, dry and wipe pots, pans and dishes with paper towels. 3. Disconnect, or at least minimize use of the garbage disposal to get rid of food scraps. The garbage


disposal chops up food into small pieces, but can still cause a blockage in the pipe.

Q: Why is it important to dispose of FOGG properly?

A: Sewer system maintenance in neighborhoods that experience sewer blockages and backups due to fat, oil, grease, and grit is expensive and can contribute to the amount that customers pay for sewer service. A sewer blockage or backup can also result in expensive repairs to the home



Clark County Demographics The Las Vegas Strip, one of the world’s most renowned and recognizable boulevards is located in Southern Nevada. The Las Vegas Strip is located on unincorporated land governed by Clark County. Clark County is a county located in Southern Nevada and is the most populous county in the state. The dramatic lights, round-the-clock action and fabulous resorts attract nearly 40 million visitors annually from around the word. The Strip is nearly a four-mile stretch which is anchored by numerous megaresorts. These resorts offer visitors, and residents of Southern Nevada, an amazing variety of restaurants, shopping centers, clubs and luxurious spas.

The county provides extensive regional services to more than two million citizens and approximately 41 million visitors a year. While Clark County hosts the millions of people that visit annually to attend conventions, enjoy our fine restaurants, shop in our exquisite haute couture boutiques and relax at our luxurious spas, it is also provides municipal services traditionally provided by cities to almost 900,000 residents in the unincorporated areas. Services include fire protection, roads and other public works, parks and recreation, and planning and development.


The Clark County School District is the County’s largest employer based on the number of employees. The Clark County School District is the fifth largest school district in the nation and operates 356 schools and covers 7,910 square miles. The school enrollment for school year 2013-2014 was over 314,000 students. As illustrated by the list below, a majority of the County’s largest employers include Hotel-Casinos, which are located on the famous Las Vegas Strip. With more than 150,000 hotel rooms, Las Vegas held over 21,000 conventions and hosted more than 4.9 million attendees in 2012.


Other Interesting Facts about Clark County:

• 15 of the largest hotels in the United States are in Las Vegas. • The High Roller, standing at 550 feet, is the largest observation wheel in the world. It

features 28 spherical cabins that each holds up to 40 guests. • Nevada is one of seven states in the USA that does not have state income tax.

Sources: 1. Vegas Today and Tomorrow, http://www.vegastodayandtomorrow.com 2. Las Vegas Convention and Visitors Authority, http://www.lvcva.com/press/statistics-facts/index.jsp 3. Charts and Data by Las Vegas Perspective 4. Clark County, Nevada, http://www.clarkcountynv.gov 5. University of Nevada, Las Vegas (UNLV),Center for Business and Economic Research (CBER), http://cber.unlv.edu/ 6. Nevada Workforce, http://www.nevadaworkforce.com

Employer Name Number of Employees

Clark County School District 30,000 - 39,999Bellagio LLC 8,000 - 8,499Clark County 8,000 - 8,499MGM Grand Hotel / Casino 8,000 - 8,499Wynn Las Vegas 8,000 - 8,499Aria Resort & Casino LLC 7,500 - 7,999Mandalay Bay Resort and Casino 7,000 - 7,499Caesars Palace 5,500 - 5,999University of Nevada Las Vegas 5,000 - 5,499Las Vegas Metropolitan Police 4,500 - 4,999Mirage Casino - Hotel 4,500 - 4,499The Cosmopolitan of Las Vegas 4,000 - 4,499The Venetian Casino Resort 4,000 - 4,499The Palazzo Casino Resort 3,500 - 3,999City of Las Vegas 3,000 - 3,499Encore Las Vegas 3,000 - 3,499Luxor Hotel and Casino 3,000 - 3,499Southwest Airlines Co. 3,000 - 3,499University Medical Center of Southern Nevada 3,000 - 3,499Sunrise Hospital and Medical Center 2,500 - 2,999

Clark County's Largest Employers

http://www.vegastodayandtomorrow.com/

http://www.lvcva.com/press/statistics-facts/index.jsp

http://www.clarkcountynv.gov/

http://cber.unlv.edu/


Southern Nevada Outlook Southern Nevada Economic Outlook for 2015 and 2016 According to the University of Nevada, Las Vegas Center for Business and Economic Research (CBER), the Southern Nevada economy is continuing to recover and will see slow improvement with strengthening tourism, gaming and hospitality industries. The forecast included that Southern Nevada can expect moderate to sustainable growth through 2016. Information published in the CBER Quarterly Economic Forecast:

• The Las Vegas unemployment rate reached its peak of 14.4 percent back in thrid quarter of 2010 and has been steadily declining ever since. As of fourth quarter 2013, the rate has dropped 5.5 percentage points to 8.9 percent.

• As the national economy continues to improve, so will Southern Nevada’s leisure and hospitality industry. After experiencing growth of 2.1 percent in 2012, Las Vegas visitor volume took a hit in 2013, declining by 0.2 percent. We expect positive growth for total visitors to Las Vegas starting in 2014, with an increase of 0.9 percent. For 2015, we anticipate a growth rate of 2.0 percent.

• The lack of growth in construction and real estate remains a barrier for achieving a

full economic recovery in Southern Nevada. Many indicators in this sector didn’t bottom out until late 2011 or 2012, more than two years after the Great Recession was officially declared over by the National Bureau of Economic Research.

• Clark County building permits provide a good measure of construction activity in

Southern Nevada. The total number of building permits experienced large increases for both 2012 and 2013, rising by 40.0 percent and 18.8 percent, respectively. For 2014, we predict a lower but still significant growth rate of 8.5 percent. Similarly, in 2015, we expect increases of 9.4 percent.

Sources: 1. University of Nevada, Las Vegas (UNLV),Center for Business and Economic Research (CBER), http://cber.unlv.edu

a. Quarterly Economic Forecast Southern Nevada, Quarter 2, 2014

http://cber.unlv.edu/


OPERATIONS GUIDE


Fiscal Year 2016 Budget by Service Center

General Administration

Under the direction of the Board of Trustees, General Administration is the executive section of the District and is responsible for administering the overall operations while accomplishing the District’s goals and objectives. General Administration works with the Board of Trustees, other agencies, advisory boards, commissions, citizen groups and Clark County management to develop responsible policies and plans that will benefit the District’s rate payers.

FY 2014 FY 2015 FY 2016Actual Estimated Budget $ Variance % Change

Salaries & Benefits 3,813,482$ 2,198,243$ 3,988,126$ 1,789,883$ 81.4%Supplies & Services 640,152 3,952,009 1,370,445 (2,581,564) -65.3%

Total 4,453,634$ 6,150,252$ 5,358,571$ (791,681)$ -12.9%

FY 2015-2016General Administration


Customer Care Service Center

The Customer Care Service Center delivers internal and external customer service support. Responsible for establishing and maintaining the relationship with ratepayers, employees and the general public, Customer Care provides customer service, human resources, environmental, safety, governmental affairs, security, communications, and technical support. This team is responsible for interaction with the public and other governmental agencies and represents the District at public and professional meetings.


Salaries & Benefits 3,165,048$ 3,183,126$ 3,300,824$ 117,698$ 3.7%Supplies & Services 2,778,265 3,413,201 3,799,918 386,717 11.3%

Total 5,943,313$ 6,596,327$ 7,100,742$ 504,415$ 7.6%

FY 2015-2016Customer Care Service Center


COMPLIANCE & REGULATORY AFFAIRS SERVICE GROUP

The multi-purpose Compliance & Regulatory Affairs Service Group performs a wide range of support services for the General Manager and the District on public policy issues and environmental regulatory matters. Compliance & Regulatory Affairs carries out intergovernmental relations functions, as well as coordinates the legislative efforts with Clark County; coordinates risk management; and is responsible for public services and outreach, as well as media response. Regulatory Compliance performs a wide range of environmental compliance services. It also supports other areas of the District by researching and interpreting laws and regulations, assisting with permit applications and interpreting permit requirements, training staff in proper sampling techniques, investigation and reporting of spills, and planning, performing and overseeing special studies related to regulations and District resolutions or the impact of new and existing regulations on operations. Accomplishments for FY 2015

• Expanded the “Medicine Disposal Program” which emphasizes the proper methods to

dispose of unused medications by placing disposal boxes in all Clark County police substations by placing disposal boxes in the remaining LVMPD and North Las Vegas substations.

• Worked towards finalizing a draft service rule document which is a conversion of numerous existing District resolutions to a more customer focused format.

• Developed and implemented a comprehensive Paradise Whitney Interceptor (PWI) public outreach plan, the largest pipeline project in District history.

• Completed a water quality investigation of a nearby groundwater discharge to predict the impacts of the water on suggested selenium removal scenarios.

• Worked with Operations and the Laboratory to train Operations staff to perform the quarterly plant sampling.

• Developed changes to the Capital Improvement Program’s project dewatering practices to improve tracking and compliance reporting.

• Worked with Operations to develop, maintain and revise spill response standard operating procedures.

• Developed and completed the required quarterly NDEP reports for three dewatering discharge permits issued to the Design and Construction Service Center.

• Developed new storm water pollution prevention plans for the Flamingo Water Resource Center.


Salaries & Benefits 1,054,394$ 1,203,911$ 1,121,093$ (82,818)$ -6.9%Supplies & Services 1,262,939 1,681,012 1,995,427 314,415 18.7%

Total 2,317,333$ 2,884,923$ 3,116,520$ 231,597$ 8.0%

Compliance & Regulatory Affairs Service GroupFY 2015-2016


• Partnered with Design Engineering for project pre design communications with community stakeholders.

• Conducted more than 30 public outreach/educational opportunities. Goals for FY 2016

• Continue to expand the medicine disposal component of the “Pain in the Drain” program to include multiple media outlets.

• Conducted Customer Service survey of rate paying customers during the annual billing cycle. • Kick off the implementation of the new District website project. • Continue public outreach efforts for construction projects on valley roadways. • Complete all service rule approval processes necessary for

Board of Trustee approval/adoption. • Increase direct participation in outreach activities in service

areas both inside and outside of the Las Vegas Valley. • Provide expanded communications support for the Collections

and Operations Service Centers. • Support the investigation of salinity sources in Laughlin.

Prepare the NPDES discharge permit renewal and assist in developing negotiation strategy.

• Collaborate with Laughlin and Flamingo Water Resource Center staff to improve chlorination methods using drinking water technology.

• Study alternative dechlorinating chemicals, specifically citric acid, if the investigation of salinity sources in Laughlin requires a salinity management plan that includes the contributions made by wastewater treatment.

• Continue to develop means to streamline the production of routine NPDES reports. • Continue to expand the air quality compliance Share Point site. • Develop new storm water pollution prevention plans for facilities in Moapa Valley, Indian

Springs, Desert Breeze and Laughlin. • Implement training program for storm water pollution prevention plans. • Implement the storm water pollution prevention plans and expand the compliance Share

Point site to include storm water compliance items.

ENVIRONMENTAL HEALTH, SAFETY & SECURITY SERVICE GROUP


Salaries & Benefits 478,282$ 579,770$ 565,305$ (14,465)$ -2.5%Supplies & Services 1,099,987 1,159,431 1,033,628 (125,803) -10.9%

Total 1,578,269$ 1,739,201$ 1,598,933$ (140,268)$ -8.1%

Environmental Health, Safety & Security Service GroupFY 2015-2016


The Environmental Health, Safety & Security Service Group works in concert with District personnel to create and maintain a safe working environment. The Workplace Safety Program provides policy, training, hazard assessment, inspections, document control, consultation services, and ensures compliance with all applicable safety regulations. The Security Program combines the aspects of site security for all District plant locations, access control measures for employees, contractors, vendors, and visitors, traffic management. The District’s Emergency Management Program includes emergency response, planning, training, critical infrastructure and vulnerability assessments for all District locations, and representation and coordination at local, regional, and state levels of emergency management services. Accomplishments for FY 2015 Revised and updated the District’s Continuity of Operations Plan (COOP) and began roll

out/training. Established a new on-line safety training platform and rolled out District wide training in

August 2014. Partnered with Department of Homeland Security and was selected as one of ten agencies

throughout the US to participate in the Regional Resiliency Assessment Program, (RRAP). Partnered with the Fusion Center and established an information file for the state wide

Critical Infrastructure database system. Developed an operating plan for the new Security Center located at the Rochelle Gate. Completed Phase II of security equipment upgrades throughout the District to include new

facilities. Revised Confined Space Entry Program with policy changes and enhanced training for field

personnel. Conducted air quality and noise level tests. Provided customized safety training opportunities that included continuing education unit

opportunities. Enhanced safety performance measures and developed a trend analysis report and continued

with efforts of behavior based safety culture. Goals for FY 2016 Conduct health and safety surveys and assessments. Update the District’s Emergency Response Plan and conduct table top exercise utilizing the

National Incident Management System, (NIMS) by February 2016. Work with the Technology Solutions (TS) Service Group to develop a Cyber-Security Plan,

training and communication piece. Submit applications for safety awards at the regional and national levels through the

American Water Works Association, (AWWA) and the Water Environment Federation, (WEF).

Review and update security enhancements on the Department of Homeland Security. (DHS) database system by June 30, 2016.


Begin Phase III of security equipment upgrades throughout the District to include new facilities.

Coordinate Lock-Out Tag-Out Assessment of the Flamingo Water Resource Center once the underground utility assessment is completed. Begin with Zone Area 3.

Enhance safety performance measures and continue with the establishment of a behavior based safety culture.

CUSTOMER SERVICE GROUP

The Customer Service Group strives to provide excellent responsiveness to our ratepayers by minimizing the amount of time from notification of a problem to its resolution. Customer Service is responsible for the billing, collection, and accurate customer data for approximately 240,000 utility rate payer accounts. Additionally, Customer Service is responsible for collecting revenue via the issuance of SDAs (System Development Approvals, also known as Connection Fees) for the District. The Billing Inspector and Technicians review all plans submitted and calculate the connection charges for all customer connections. The inspection staff regularly conduct physical inspections of commercial account customers in order to ensure accurate billing and customer classification information in accordance with 40 CFR 35. Accomplishments for FY 2015

• Expanded staffing at the Permit Application Center to provide a full service office for all District customers. This office offers all services provided at the main office to both Residential and Commercial customers.

• Completed requirements for the procurement of a new customer service billing system that will allow for enhanced reporting, orderly data, linking to other critical District data such as pretreatment and geographical information systems.

• Revised inventory suffix in the current billing system. This allows for each commercial property to be separated into sites, providing a more accurate asset inventory


Salaries & Benefits 763,612$ 615,527$ 663,251$ 47,724$ 7.8%Supplies & Services 281,745 332,822 449,664 116,842 35.1%

Total 1,045,357$ 948,349$ 1,112,915$ 164,566$ 17.4%

Customer Service GroupFY 2015-2016


Goals for FY 2016

● eDemand – enable functionality to alert customer when the address is not serviced by the District. The customer will be notified which entity, i.e. City of Las Vegas, City of Henderson, etc., services the address entered.

● On-line bill pay – update current service with a vendor that allows instant verification of funds availability and customer account number payment verification.

● Enhance customer service with a pilot program offering full service for all District customers at the Permit Application Center.

● Implement new customer information and billing system, which will allow for enhanced reporting, orderly data, linking to other critical District data such as pretreatment and geographical information systems.

● Create an automatically generated introduction letter for all new residential and commercial customers when the sewer service account is activated.

● Develop electronic connection fee quote and requirements for all commercial customers who would like to connect to the District’s service or who would like to begin property or business sewer or plumbing improvements.

● Develop procedures and work instructions for the new Customer Care and Billing system.

HUMAN RESOURCES SERVICE GROUP

The Human Resources Service Group provides a comprehensive human resources service to the District. These functions include recruiting, training and development, orientation; employee/labor relations; and classification and compensation activities. It is the goal of the office to provide employees with learning opportunities for professional development. This office is responsible to serve as liaison for PERS (Public Employees Retirement System); payroll records; establishing and maintaining personnel and payroll records; and developing and administering District-wide policies and procedures. Accomplishments for FY 2015

• Implemented employee and manager self-service features in Oracle E-Business Suite. • Implemented Phase 2 of the Kronos timekeeping system. • Begin auditing processes & procedures for Customer Service. • Review and revise all Human Resources policies for the District to be posted on the

SharePoint server. • Provide training development for managers, supervisors and staff, including establishing

mandatory training requirements.



Total 1,002,354$ 1,023,854$ 1,272,374$ 248,520$ 24.3%

FY 2015-2016Human Resources Service Group


• Develop Human Resources intranet page. All forms, including recruitment forms will be updated, put in a PDF format allowing employees to completed forms online.

Goals for FY 2016

• Customer Care and Billing - to document all processes and procedures and to provide training for all staff in the service area.

• PCI Compliance Audit – work with Technology Solutions to certify the District is PCI Compliant.

• Upgrade the Merchant and Treasury services provided to our customers for online and phone payments of their utility billing.

• Training programs to be offered to all District staff providing an opportunity for staff to develop their knowledge, skills and abilities in their current positions and to prepare for leadership position

• Expand the employee self-service program to include allow employees to maintain their deferred compensation contributions.

• Finalize the District’s Service Rules.


Finance & Technology Solutions Service Center

The Finance and Technology Service Center is responsible for the District’s financial and technology support functions, which facilitate the delivery of the District’s core services. It includes Budget, Rates, Financial Services, Technology Solutions, and Procurement Solutions. The service center maintains the financial records of the District, coordination and placement of all procurements and contracts, the assimilation and dispersal of the computer generated business information utilized by District staff and customers.



Total 8,535,484$ 10,225,098$ 11,386,947$ 1,161,849$ 11.4%

Finance & Technology Solutions Service CenterFY 2015-2016


FINANCE RESOURCES SERVICE GROUP

The Finance Resources Service Group maintains the official financial records of the District and is responsible for Finance, Accounting and Warehouse operations. Financial Services is responsible for maintaining and preparing the District’s financial records and reports in accordance with Generally Accepted Accounting Principles (GAAP) and in accordance with guidelines prescribed by the Governmental Accounting Standard Board (GASB), Nevada Revised Statutes, Nevada Administrative Code, and all other Federal, State, and local accounting, auditing and financial reporting requirements. Finance Resources is responsible for all areas of debt management, grants management, short term financial planning, long term financial planning, and analysis of all District financial data and financial planning. Accomplishments for FY 2015:

• Continued updating and documenting policies and procedures as changes occur and in accordance with prudent financial internal controls.

• Secured additional debt financing through low-interest SRF loan in accordance with the requirements detailed in the District’s short and long-term Financial Plan.

• Revised cash reserve accounts to a level that will allow financial security as well as enable the use of cash to pay for a variety of capital investment construction projects.

• Conducted needs analysis, development, and implementation of the escrow close demand system, (eDemand), Phase II (29,000 of 35,000 accounts now providing eDemands to Escrow and Title Companies).

• Implemented Military Relief Rate (discounted rate to all military personnel who own property that is now vacant due to temporarily deployment).

• Began collaboration with Clark County for an electronic payment vendor via the Request for Proposal (RFP) development process.

Goals for FY 2016:

• Continuous financial planning with assistance from all District divisions and departments. • Expansion of web payment portal to support customer’s ability to pay the District fees and

charges via the web. Currently only sewer service payments can be made via the web.


Salaries & Benefits 722,497$ 1,063,847$ 1,165,862$ 102,015$ 9.6%Supplies & Services 106,662 299,011 130,049 (168,962) -56.5%

Total 829,159$ 1,362,858$ 1,295,911$ (66,947)$ -4.9%

Finance Resources Service GroupFY 2015-2016


• Assist with the completion of the District’s Oracle eBusiness Suite and Maximo systems upgrades.

• Conduct analysis of customer classifications and review for classification equitability. • Increase customer contact (response emails for eDemand, eStatement, new customer

introduction letters, Home Owners Association customers, new tenants) electronically.

ACCOUNTING & LOGISTICS SERVICE GROUP

The Accounting Group is responsible for the daily processing of accounts payable, accounts receivable, payroll processing, capital investment project accounting, financial asset management and all financial statements. Accounting is also responsible for maintaining accounting policies and procedures for the District in accordance with GAAP, GASB, NRS guidelines and regulations.


Salaries & Benefits 968,327$ 1,013,700$ 1,087,796$ 74,096$ 7.3%Supplies & Services 1,355,235 1,557,770 1,398,931 (158,839) -10.2%

Total 2,323,562$ 2,571,470$ 2,486,727$ (84,743)$ -3.3%

Accounting & Logistics Service GroupFY 2015-2016


The Logistics Group is responsible for maintaining custody of District inventory items. These inventory items are housed in one main warehouse and maintained in the following storerooms: Central, Central Lab, Tools, Contractor Turnover and Expendables. There is also a storeroom for Fleet related items. These items are housed in a separate facility and monitored by Fleet staff. Despite the separation of storerooms’ all inventory items are ultimately the responsibility of the Logistics Group. Accomplishments for FY 2015

• Continued the implementation of new or updated internal controls as necessary to ensure reasonable internal controls over financial reporting.

• Continued the implementation of new accounting procedures and processes adding to departmental efficiencies and accuracy.

• Continued to provide cross training and development to accounting staff in order to broaden employee knowledge and skills.

• Continued with the long term departmental asset management review which will identify, evaluate, and document in detail all District assets (above and below ground) in conjunction and coordination with Operations, Collection , GIS, and Engineering.

• Continued updating annual audit procedures to ensure accuracy and timeliness. • Implemented the Customer Care and Billing system which replaced the legacy system that

was in place. • Implemented quarterly cycle inventory counts in addition to the annual inventory to ensure

accurate inventory balances and financial reporting.

Goals for FY 2016:

• To receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the fiscal year ending June 30, 2016.

• Continue updating and documenting departmental policies and procedures to enhance efficiencies and improve internal controls in Accounting and Logistics.

• Continue to improve annual audit procedures to ensure accuracy and timeliness of reported information.

PROCUREMENT SOLUTION SERVICE GROUP

The administration of the purchasing and contracting functions resides with the District’s Procurement Solutions Service Group. Procurement Solutions ensures that all purchasing and contract activities are performed in accordance with NRS 332 and NRS 338 and other applicable



Total 606,413$ 631,192$ 713,163$ 81,971$ 13.0%

FY 2015-2016Procurement Solutions Service Group


state and/or local laws. Procurement Solutions assists with the procurement of a variety of materials, supplies, equipment, and non-professional services, as well as construction and professional services. Purchasing and contracting activities include various functions, such as: discretionary purchasing, formal and informal bidding, request for proposal, competitive bidding exceptions, cooperative actions with other government entities, maintaining information on active multi-year contracts and reporting of business diversity-development requirements as well as coordination of agenda items for the District Board of Trustees and their entry into the County’s agenda reporting system. Accomplishments for FY 2015

• Captured cost savings of $19,309,102. • Developed alliances with other local government entities to leverage spending on similar

requirements driving costs savings and improving efficiencies. • Assisted District Sections in their purchasing activities through education, outreach and the

use of proactive tools to better manage their contractual requirements. • Developed Procurement Solutions intranet web page improving functionality to provide self-

service access to all District users for educational information and contract management tools.

• Implemented new technology and process workflows to increase efficiencies. The Oracle Procurement Optimization has cut processing time in half and has allowed for a single seamless workflow between Maximo & Oracle.

• Engaged in community outreach to ESB’s (Emerging Small Businesses) to meet requirements of AB294. By leveraging the County Business Opportunity & Workforce Development (BOWD) Program and Nevada Governor’s Office of Economic Development we’ve created a tool to improve ESB reporting and compliance.

Goals for FY 2016

• Focus on cost savings efforts where available. • Review all procurement processes to improve the overall buying experience for our

customers. Attending customers section meetings to gain better understanding of needs. • Continue to form purchasing alliances with other government entities leveraging similar

requirements for potential cost savings. • Further develop and enhance the Procurement intranet web page. Providing additional

educational materials and tools to allow the self-service functionality to improve its value to our customers. (i.e. contract management tools, spend analysis).

• Further engage new technology and process workflow improvements to increase efficiencies and improve productivity for our customers.

• Provide value to the District through involvement with regional and national Procurement groups. NPPSC (Nevada Public Purchasing Study Commission) membership and utilization of NASPO contracts.

• Continue the outreach to diversity businesses through the use of the Business Opportunity Development Program and Nevada Governor’s Office of Economic Development and participate in community events aimed at ESB involvement.


TECHNOLOGY SOLUTIONS SERVICE GROUP

The Technology Solutions Service Group supports District staff by providing for the security, retention, backup, and recovery of electronic information; planning and maintaining a communications network infrastructure for the transport of information and voice; developing and maintaining automated business applications; and providing technical consultation and support in the application of information technology. Technology Solutions is comprised of three service groups: Infrastructure, Application Development and Service Facilitation.

Infrastructure The Infrastructure group has one supervisor and four team members. This service group provides advanced customer support, network security, data backup, network operations, technical support for server hardware and software, and telephone support for the entire District. Server, network infrastructure, and network security is the responsibility of two Systems Administrators, one Senior Network Analyst, and the Departmental Systems Coordinator. This staff maintains forty physical servers, one hundred seventy virtual servers and over sixty network devices (routers, switches, and firewalls). The servers are used to run a variety of applications and perform multiple services. Included in these applications are e-mail (Microsoft’s Exchange 2010), e-mail SPAM filtering, Internet security (firewalls and intrusion prevention systems), and Internet Web services (security and server maintenance). The network devices connect all servers and users to a common network infrastructure. Accomplishments for FY 2015

• Upgraded the District’s Customer Service Contact Center to Cisco Contact Center • Upgraded the District’s Cisco VoIP phone system • Installed a new Compellent SAN and migrated all data to the new SAN • Developed metrics for reporting events • Upgraded 25 cisco switches in Laughlin • Implemented Cisco Informacast for paging • Migrated from Brocade fiberchannel switches to Cisco fiberchannel switches • Upgraded the District’s core switches with 10 gigabit capability • Microsoft Active Directory Domain was upgraded to 2008 R2 native mode



Total 4,776,350$ 5,659,578$ 6,891,146$ 1,231,568$ 21.8%

Technology Solutions Service GroupFY 2015-2016


Goals for FY 2016:

• Participate and support the implementation of Oracle Customer Care & Billing • Add an automated user password reset capability for District staff. • Upgrade the Customer Service contact center software. • Upgrade the central VoIP telephone system at the District. • Develop a disaster recovery plan for critical systems, and test two critical systems. • Upgrade District Firewalls • Update eMail archive software • Implement a new Active Directory Domain • Update Internet Filtering Software • Migrate all data from EMC SAN to the Compellent SAN and retire the EMC SAN • Develop metrics for reporting

Application Development & Solutions The Application Development & Solutions service group is responsible for creating and supporting software solutions for the District. The mission is simply to create or support products and tools which facilitate difficult, repetitive, or time consuming tasks. Customers include both employees and the public. Deliverables range from internal programs and tools, to public websites and interactive systems. The group supports the needs of District service centers, groups, and teams by designing, developing and assisting in the creation of solutions and utilities to aid with particular functionality needs.


Accomplishments for FY 2015

• Numerous upgrades to the LAB Technology Solutions o Implementation of compatible Extraction Templates as a result of the laboratory’s

software upgrade for Agilent ICP-MS from ChemStation to Mass Hunter o Deployment of a new Chromeleon server, upgrade of the Chromeleon software from

Version 6.8 to 7.1 and implementation of compatible Extraction Templates for the IC workstations

o Implementation of certification tracking via the Users’ Table in Posting Queue within Horizon LIMS

o Implementation of the Sample Receipt Notification. o Deployment of application servers and database servers for the Laboratory Training

and Certification Tracking application by Serious Fox • Implementation of Configuration Management Database (eConfig)

Goals for FY 2016

• Implementation of SLAM Management Suite o Change Management o New Employee Workflow

• SharePoint Opportunities o Consolidation of SharePoint Websites and Contents in SP03 (Retire SP02) o Establish a reliable development (DEVSP03) environment consistent with SP03 o Align the Intranet Navigation with the current District Organizational Structure o Roll-out Service Center Policies and Procedures o Upgrade to SharePoint 2013 on new servers

• Design, develop, and implement the Agenda Management Systems (AMS) • Horizon LIMS

o Upgrade from Version 11.0.6 to Version 11.1.2 o Phase 4: Horizon Content Management and Horizon Data Exchange

• Deployment of (Microsoft) Project Online for Technology Solutions project tracking and reporting.

• Technology Solutions Metrics Reporting to Senior Management • Transfer of support for Oracle EBS to Technology Solutions Staff • Upgrade Web Application Servers to newer OS and IIS versions • Assist with implementation of Oracle Unifier • Upgrade District eStatement and eDemand to newer technology • Consolidate MS SQL environment. (Rollup all versions to SQL 2012 R2) • Consolidate ORACLE DBMS Environment. (Implement and roll up to Oracle 12c) • Upgrade Digital Paper & eDocs to SQL 2012 R2 cluster • Implement Public Facing Sharepoint 2013 (Internet Web Site) • Separate Middle Layer and ORACLE DBMS.


Engineering & Construction Service Center

The Engineering & Construction Service Center is responsible for providing engineering services in allocating capacity and monitoring the collection system, preparing plans and specifications for rehabilitation of existing facilities, providing construction management and construction inspection services and the preparation and monitoring of capital investment contracts for the District. The following functions describe each of their roles within the process.


Salaries & Benefits 1,914,059$ 1,922,486$ 2,197,649$ 275,163$ 14.3%Supplies & Services 176,358 688,084 1,210,548 522,464 75.9%

Total 2,090,417$ 2,610,570$ 3,408,197$ 797,627$ 30.6%

FY 2015-2016Engineering & Construction Service Center


ENGINEERING, PLANNING & DEVELOPMENT SERVICE GROUP

Engineering Planning Services and Developer Inspectors provides an interface between the District and the developers planning to construct new residential, commercial or industrial infrastructure within the District’s service area. The public agencies, such as Las Vegas Valley Water District and Clark County Public Works, also submit improvement plans for their projects to Engineering Services to review for conflicts with existing District facilities. The developers and agencies provide basic information on the planned facilities to the District in a prescribed format. Review of these materials permits the District to ascertain if: (1) the development’s planned wastewater infrastructure conforms to the District’s standards and requirements, and (2) sufficient capacity is available within the District’s systems (collection, treatment, and disposal/reuse) to accommodate the new flows to be generated. The District’s review and approval of the developer’s plans are required for the projects to move forward. This process involves interfacing with the District’s Developer Inspectors to determine that the sewer designs will enable proper access for maintenance activities. Engineering Planning Services also responds to all zoning and vacating right of way (or easement) requests from Clark County, records and maintains records for sewer easements, schedules flow monitoring, reviews package plant applications, and serves on various coordination committees. Staff regularly attends monthly meetings such as Regional Transportation Commission Utility Coordination, Common Ground Alliance (CGA), and Southern Nevada Homebuilders.


Salaries & Benefits 1,253,229$ 1,341,698$ 1,494,800$ 153,102$ 11.4%Supplies & Services 96,259 557,176 1,078,598 521,422 93.6%

Total 1,349,488$ 1,898,874$ 2,573,398$ 674,524$ 35.5%

Engineering, Planning & Development Service GroupFY 2015-2016


GEOGRAPHIC INFORMATION SYSTEMS (GIS) SERVICE GROUP

The GIS section of Engineering & Construction is responsible for creating and maintaining all spatial assets of concern for the District. Along with that responsibility entails the task of getting this information in the hands of all GIS customers. These customers include District employees and the public. The distribution of GIS information comes in the form of data distribution, desktop applications, printed/electronic maps and reports. Looking to the future, GIS needs to be integrated into all aspects of the District’s business process.



Total 440,969$ 355,092$ 545,252$ 190,160$ 53.6%

Geographic Information Systems (GIS) Service GroupFY 2015-2016


Salaries & Benefits 248,685$ 259,259$ 281,597$ 22,338$ 8.6%Supplies & Services 51,275 97,345 7,950 (89,395) -91.8%

Total 299,960$ 356,604$ 289,547$ (67,057)$ -18.8%

FY 2015-2016Design & Construction Administration Service Group


Design & Construction Administration is responsible for managing the design of projects that comprise the District’s Capital Improvement Plan. This includes both rehabilitation and expansion capital projects at the treatment plants, lift stations or gravity interceptors within unincorporated Clark County, Nevada. District Project Managers run the project selection process (Request for Proposal or Statement of Qualification, coordinate award of the design contract, manage the schedule, scope and budget for all design phase activities, and conduct the bid phase for each project. After award of the construction contract is approved by the Board of Trustees, project responsibilities are turned over to the District’s Construction Management group. ENGINEERING & CONSTRUCTION MANAGEMENT (CAPITALIZED)

Engineering & Construction Management, (ECM) is responsible for administration of all construction projects that evolve from the District’s Capital Improvement Program (CIP). The salary and benefit costs are included as part of the current year CIP budget as these labor related costs are capitalized within each project. These projects include Plant and Collection System Rehabilitation projects for facilities in the Las Vegas Valley area, as well as all other service areas of Unincorporated Clark County. The construction work primarily consists of new projects and rehabilitation of treatment facilities, the collection system, lift stations, and emergency projects. During the design phase of capital investment projects, ECM becomes involved at 60% design to review constructability issues, and offer other construction and material recommendations. During the construction phase, the ECM group also manages the Primary Design Consultant who was responsible for the design of the project. Accomplishments for FY 2015

• Achieved construction substantial completion of seven projects totaling $82 million: o 586 AWT Membrane/Ozone Facilities – Phase 1 o 675 Collection System Services Facility o 679 Blower & Old Admin Buildings Boiler/Chiller Replacement o 693 Desert Breeze Clarifier Rehabilitation o 695 Biofilter Rehabilitation Central Plant o 712 LVV MH and Pipe Rehab – Pkge 7B

• Achieved construction final completion of two projects totaling $11 million: o 693 Desert Breeze Clarifier Rehabilitation


Salaries & Benefits 4,535,828$ 4,727,627$ 5,657,518$ 929,891$ 19.7%Supplies & Services 261,812 223,665 715,300 491,635 219.8%

Total 4,797,640$ 4,951,292$ 6,372,818$ 1,421,526$ 28.7%

FY 2015-2016Engineering & Construction Management (Capitalized)


o 695 Biofilter Rehabilitation Central Plant

• Completed $12,070 of Emergency Repairs: o 548 Emergency Projects

Goals for FY 2016

• Achieved construction substantial completion of 14 projects totaling $49 million: o 659 Facilities Roof Rehabilitation/Replacement o 660 CSS Construction Yard Improvements o 675 Collection System Services Facility o 676 CP/AWT Communications and Life Safety Upgrades o 678 A Basins 1-8 RAS & WAS Pipe Replacement o 679 Blower & Old Admin Buildings Boiler/Chiller Replacement o 687 Security Trailer o 689 LWRF Communications & Life Safety Monitoring o 694 Central Plant Secondary Clarifiers No. 1-8 Rehabiliation o 701 Power Monitoring o 709 LVV MH and Pipe Rehab – Pkge 6A o 712 LVV MH and Pipe Rehab – Pkge 7B o 714 LVV MH and Pipe Rehab – Pkge 9 o 738 Interlocal Agreement Between CCWRD and RTC – Flamingo Road

• Achieved construction final completion of 12 projects totaling $56 million: o 659 Facilities Roof Rehabilitation/Replacement o 676 CP/AWT Communications and Life Safety Upgrades o 678 A Basins 1-8 RAS & WAS Pipe Replacement o 687 Security Trailer o 689 LWRF Communications & Life Safety Monitoring o 694 Central Plant Secondary Clarifiers No. 1-8 Rehabiliation o 708 LVV MH and Pipe Rehab – Pkge 5 o 709 LVV MH and Pipe Rehab – Pkge 6A o 710 LVV MH and Pipe Rehab – Pkge 6B o 711 LVV MH and Pipe Rehab – Pkge 7A o 714 LVV MH and Pipe Rehab – Pkge 9 o 745 Energy Savings & Renewal Energy Projects


Plant Operations & Laboratory Service Center

PLANT OPERATIONS

The Process Control, the Flamingo Water Resource Center Operations, the Northern Operations, the Southern Operations, and the Quality Laboratory Service Groups comprise the Plant Operations and Laboratory Service Center.


Salaries & Benefits 9,821,894$ 9,720,895$ 10,078,894$ 357,999$ 3.7%Supplies & Services 15,828,890 16,050,470 18,072,600 2,022,130 12.6%

Total 25,650,784$ 25,771,365$ 28,151,494$ 2,380,129$ 9.2%

Plant Operations & Laboratory Service CenterFY 2015-2016


PLANT PROCESS CONTROL SERVICE GROUP

The Process Control Service Group is responsible for all the instrumentation and SCADA control systems in all the facilities as well as leading the effort on specialized studies of various aspects of the treatment process to characterize waste streams and determine optimized operational strategies. The Group is also responsible for the initial commissioning of pilot projects and directly assists the Assistant Managers in reviewing water quality data to determine operational strategies. The Group also operates a multi-faceted process control laboratory. As process control involves all of the treatment processes within each of the seven District treatment facilities, accomplishments for FY 2015 and goals for FY 2016 are listed under the respective treatment areas below. FLAMINGO WATER RESOURCE CENTER SERVICE GROUP

The Flamingo Water Resource Center (FWRC) Service Group operates the FWRC, which serves the unincorporated areas of Clark County within the Las Vegas Valley with a population about one million residents, including the “Strip,” which accommodates over forty million visitors annually. Approximately two thirds of the District’s operating budget is spent supporting operations and maintenance of the treatment facilities and the wastewater collection systems. The FWRC uses a combination of chemical, physical and biological treatment processes to treat approximately 100 MGD (million gallons per day) of wastewater. After treatment, the facility discharges approximately 92 MGD into the Las Vegas Wash, which feeds into Lake Mead and approximately 2 MGD is used as reclaimed water for use at parks, community golf courses, playing fields, power generation plants and construction dust control. This water meets extremely high water quality standards and is safe for recreational body contact. The final effluent produced is measured and exceeds the stringent standards that the State of Nevada has implemented and the National Pollutant Discharge Elimination System (NPDES) permit requires. The highly treated reclaimed water helps protect the Las Vegas Wash and drinking water resources for the Las Vegas Valley and downstream users along the Colorado River.


Salaries & Benefits 1,630,335$ 1,630,469$ 1,722,880$ 92,411$ 5.7%Supplies & Services 456,354 434,983 417,686 (17,297) -4.0%

Total 2,086,689$ 2,065,452$ 2,140,566$ 75,114$ 3.6%

Plant Process Control Service GroupFY 2015-2016


Salaries & Benefits 4,651,745$ 4,464,404$ 4,628,012$ 163,608$ 3.7%Supplies & Services 12,581,622 12,668,884 14,256,065 1,587,181 12.5%

Total 17,233,367$ 17,133,288$ 18,884,077$ 1,750,789$ 10.2%

Flamingo Water Resource Center Service GroupFY 2015-2016


Plant operations treat raw wastewater through multiple processes including bar screens, grit removal and primary clarification and associated odor control. Secondary treatment includes activated sludge with biological nutrient removal of phosphorus and ammonia. Tertiary treatment includes dual media filters with chemical addition for further phosphorus removal and ultraviolet disinfection. Additional tertiary treatment is provided with the newly commissioned Membrane Filtration and Ozone Disinfection Facility. The treatment processes produce some of the best water quality of any facility in the country. The operation of wastewater facilities is the District’s core service to the community. The Service Group also participates in the planning, development, design and construction of new facilities to meet changing demands in effluent quantity and quality. Accomplishments for FY 2015

• Produced some of the highest water quality effluent in the Southwest Region while minimizing the use of chemical addition.

• Received the National Association of Clean Water Agencies (NACWA) Gold Peak Performance Award for 100% permit compliance.

• Provided tours and public outreach to customers and other interested parties to help educate the public about the importance of the District’s business.

• Continued to support the Operator-in-Training Internship Program with the College of Southern Nevada (CSN) and expanded the opportunities to Nevada State College.

• Continued to partner with the University of Nevada Las Vegas (UNLV) Environmental Science Graduate Program.

• Continued to partner with Southern Nevada Water Authority (SNWA) on pilot projects. • Completed SCADA monitoring of the Main Plant Power Monitoring Project. • Implemented a Historical SCADA Data server to support PIMS and engineering services

while providing an extra level of cyber-security to the Control System. • Coordinated with Asset Management and Centralized Maintenance Service Groups on

implementing Maximo and Condition Assessments for each treatment process. • Implemented a Process Information Management System (PIMS) that expands the ability to

optimize treatment and provide Key Performance Indicators for the facility. • Optimized the usage of the wastewater treatment facilities to continually meet or exceed all

discharge requirements. Tested and utilized new treatment technologies. • Continued to treat wastewater in a cost effective manner. • Continued to review and provide support and input to design projects for rehabilitation of

existing infrastructure as well as new facilities. • Continued to upgrade and update SCADA software and controls to provide reliability and

redundancy for operational control and flexibility. • Continued to work with Technology Solutions Service Group on expanding wireless

solutions for PIMS/Maximo and other applications. • Conducted the Side Stream Characterization Study and the Peak Flow Management

Evaluation. • Installed and obtained training on BioWin Process Simulation software to be used as a tool

for training and optimization of the treatment plants.


Goals for FY 2016

• Continue to coordinate with the Asset Management and Centralized Maintenance Service Groups on implementing Maximo and Condition Assessments for each treatment process.

• Continue to validate and expand the data accessed and reported by the Process Information Management System (PIMS) to optimize treatment and provide Key Performance Indicators for the facility.

• Continue to optimize the usage of the wastewater treatment facilities to continually meet or exceed all discharge requirements.

• Continue to test and utilize new treatment technologies. • Continue to treat wastewater in a cost effective manner. • Continue to review and provide support and input to design projects for rehabilitation of

existing infrastructure as well as new facilities. • Continue to upgrade and update SCADA software and controls to provide reliability and

redundancy for operational control and flexibility. • Continue to partner with the College of Southern Nevada (CSN) and Nevada State College

(NSC) on the Operator-in-Training Internship Program. • Continue to work with Technology Solutions Service Group on expanding wireless solutions

for PIMS/Maximo and other applications. • Continue to partner with UNLV Environmental Science Graduate Program. • Continue to partner with SNWA on pilot projects. • Continue the efforts on the Side Stream Characterization Study and the Peak Flow

Management Evaluation. • Continue to expand BioWin model data collection to characterize waste streams and enhance

the reliability of the model. Preliminary/Primary Treatment The Preliminary/Primary Treatment Service Section operates the preliminary and primary treatment systems, which include bar screens, flow measurement, grit removal, odor control and primary clarification. The preliminary processes help protect the downstream facilities from large debris and abrasive material that can damage pumps. The odor control facilities are critical as being a good neighbor to the residential areas adjacent to the facility is important. The function of the primary clarifiers is to remove settleable solids, Biochemical Oxygen Demand (BOD), and a small amount of phosphorus. The clarifiers’ performances are also augmented with an anionic polymer and ferric chloride to improve phosphorus removal and to help with odor control. Accomplishments for FY 2015

• Continued to optimize anionic polymer usage by calculating chemical flow. • Provided support and input to evaluate new chemical addition practices in the collection

system and their impacts on the treatment process. • Provided support and input to evaluate alternative methods of handling fats, oils and grease

in the treatment plant.


• Conducted diurnal sampling at Primary Influent (PI) to characterize fluctuations in waste stream and loading to the treatment plant for the BioWin modeling efforts.

• Continued to investigate replacing sludge blanket indicators and sludge density meters to improve pumping efficiencies.

• Continued to investigate repairing/modifying the Scum Pumping/Tank Facility. • Continued to investigate modifications to the Energy Dissipation Inlet (EDI) to mitigate

future grease accumulation. • Examined the installation of grinders in Primary Pump Rooms to mitigate the accumulation

of screenings and debris in tanks, pipes and/or pumps downstream of the primary sludge pumps. Completed the Facility-wide Biofilter Rehabilitation Project.

• Supported efforts to commission the Truck Scale. • Replaced a majority of the grit basin piping for all eight basins and the piping within the grit

cleaning room. • Completed the rehabilitation of the West Campus Biofilters.

Goals for FY 2016

• Conduct comprehensive diurnal sampling at Primary Influent (PI) to characterize fluctuations in waste stream and loading to the treatment plant to enhance the accuracy of the BioWin model

• Continue to investigate replacing sludge blanket indicators and sludge density meters to improve pumping efficiencies.

• Continue to investigate repairing/modifying the Scum Pumping/Tank Facility. • Continue to investigate modifications to the Energy Dissipation Inlet (EDI) to mitigate future

grease accumulation. • Examine the installation of grinders in Primary Pump Rooms to mitigate the accumulation of

screenings and debris in tanks, pipes and/or pumps downstream of the primary sludge pumps. • Continue to support alternative treatment methods for fats, oils, and grease. • Replace the remaining grit basin piping.


Secondary Treatment The Secondary Treatment Service Section operates the secondary treatment processes including the Primary Effluent Pump Station (PEPS) and sixteen Aeration Basins/Secondary Clarifiers. The activated sludge process reduces the amount of BOD and suspended solids in the system while the BNR (Biological Nutrient Removal) processes minimize ammonia, phosphorus and nitrogen in the wastewater. Secondary clarification is responsible for concentrating the biological solids and returning the solids/microbes to the aeration basins as well as concentrating the waste for thickening. A portion of the solids are removed for ultimate disposal. Accomplishments for FY 2015

• Provided support and input to rehabilitate eight secondary clarifiers. • Provided support and input to replace return activated sludge (RAS)/waste activated sludge

(WAS) piping in eight aeration basins. • Continued to improve nitrogen removal from 15 mg N/L to approximately 13.5 mg N/L and

utilize MLR systems in AB13-AB16 to reduce to 12 mg N/L. • Continued to improve reliability of the BNR process so that chemical addition in the Tertiary

Process is optimized. • Continued to optimize blower operating procedures. • Continue to optimize secondary processes to maximize removal of phosphorus and nitrogen

and minimize use of chemicals on tertiary filters. • Conducted comprehensive diurnal sampling at Central Plant Aeration Basin Influent (CABI)

area to characterize fluctuations in waste stream and loading to the treatment process for the BioWin model.

• Identified the current Oxygen Transfer Efficiency of the North Secondary Basins by sending out a few membrane diffusers for testing.

Goals for FY 2016

• Continue to optimize secondary processes to maximize removal of phosphorus and nitrogen and minimize use of chemicals on tertiary filters.

• Continue to optimize denitrification with the new aeration basins and explore options for enhanced nitrogen removal in the older aeration basins.

• Continue to optimize blower operating procedures. • Conduct comprehensive diurnal sampling at Central Plant Aeration Basin Influent (CABI)

area to characterize fluctuations in waste stream and loading to the treatment process to enhance the accuracy of the BioWin model.

• Replace membrane diffusers in four aeration basins. Solids Dewatering The Solids Dewatering Service Section executes the dewatering of all the solids removed from the wastewater. The dewatering facilities consist of eight centrifuges, the sludge transfer pump station; the centrifuge feed pumps, the dewatered cake storage and unloading facilities, odor control facilities


and the chemical addition facilities. The Section operators work closely with Republic Services to coordinate the hauling of the dewatered sludge to the landfill for disposal. Accomplishments for FY 2015

• Optimized various components within the Solids Dewatering Facility to enhance performance and reduce costs.

• Continued to conduct sampling of dissolved air flotation (DAF) subnates to characterize fluctuations in waste stream and loading to the treatment plant.

• Continued to conduct sampling of centrate flows from the centrifuges to characterize fluctuations in waste stream and loading to the treatment plant.

• Continued to optimize various components within the Solids Dewatering Facility to enhance performance and reduce costs.

• Continued to investigate options for decreasing odor complaints relative to operating the facility and/or hauling sludge.

• Provided input and support for the Solids Dewatering Facility Capital Improvement Project (CIP) Project.

• Review and provide support and input to design for modification or correction of various equipment deficiencies.

Goals for FY 2016

• Continue to pursue optimization of various components within the Solids Dewatering Facility to enhance performance and reduce costs.

• Continue to investigate options for decreasing odor complaints relative to operating the facility and/or hauling sludge.

• Conduct comprehensive sampling of DAF subnates and centrate to characterize fluctuations in waste stream and loading to the treatment plant and to enhance the accuracy of the BioWin model.

• Review and provide support and input to design for modification or correction of various equipment deficiencies.

• Replace the corroded odor control piping with the Solids Dewatering Facility. Tertiary Treatment The Tertiary Treatment Service Section operates the filtration and disinfection processes. These are the final steps in the treatment process and are the last barrier to ensure discharge requirements are met. The filtration process removes suspended solids and phosphorus from the water. The disinfection process, which is one of the most critical processes in the facility, is accomplished with ultraviolet (UV) light and ozone. Disinfection processes protect the environment as well as the health and safety of downstream water users. Accomplishments for FY 2015

• Commissioned and began operating the 30 MGD membrane/ozone project. • Provided support and input on the rehabilitation of 16 east campus dual media filters.


• Optimized the ultraviolet (UV) disinfection systems on the west campus of the facility to maintain parameters established in the NPDES Permit while optimizing power usage and increasing the useful life of the UV system.

• Integrated online UV transmittance analyzer with the SCADA system to more efficiently and effectively control UV dosing of the effluent.

• Continued to meet or exceed permit requirements for reuse water and return flows. • Continued to optimize process efficiency and minimize reliance on chemical treatment. • Continued the program of flushing the Backwash Equalization Basin to prevent future

buildups of debris. • Continued to pursue the integration of the online phosphorus analyzer into the SCADA

system to optimize chemical use on the tertiary filters. • Continued to evaluate the ability to decommission the east campus dual media filters and UV

disinfection systems. • Provided input and support to the construction of 16 filters and upgraded UV systems on the

west campus of the facility. Goals for FY 2016

• Continue to meet or exceed permit requirements for reuse water and return flows. • Continue to optimize process efficiency and minimize reliance on chemical treatment. • Continue to pursue the integration of the online phosphorus analyzer into the SCADA system

to optimize chemical use on the tertiary filters. • Continue to monitor the 30 MGD membrane/ozone facility for water quality performance,

trace organics and virus removal, seasonal variability, and operating costs. • Continue to evaluate the ability to decommission the east campus dual media filters and UV

disinfection systems. • Continue to provide input and support to the construction of 16 filters and upgraded UV

systems on the west campus of the facility. • Continue to optimize the UV disinfection systems on the east campus of the facility to

maintain parameters established in the NPDES Permit while optimizing power usage and increasing the useful life of the UV system.

Instrumentation & Control Systems Instrumentation and Control Systems Service Section maintains repairs, replaces and modifies the systems that remotely monitor, transport and control the water reclamation processes at several treatment plants and over 25 lift stations throughout Clark County. This technical group works with a broad spectrum of integrated systems that include process instrumentation, actuators, sensors, telemetry radios, control devices, software, computers and networks. Thousands of field devices, several SCADA systems and many types of telemetry comprise this area of responsibility. Our staff of Control System technicians


and analysts is dedicated to respond to problems with solutions that eliminate or minimize future issues. Staff routinely works with engineers, consultants and District departments to design, analyze, troubleshoot and repair instrumentation, process and control systems. This ensures maximum equipment availability, process integrity, systems accuracy and repeatability. Odor Control Staff assigned to odor control are responsible for maintaining order control facilites throughout the plant - Headworks, Primary Clarifiers, DAFT’s and Solids handling. The odorous air is pulled off the process tanks, pipes and equipment, and blown through bio-filters, which use bacteria to help remove the odorous compounds from the foul air. Staff assigned to monitor the odor control facilities also use hand held monitors to test for odors along the fence line that may be a concern to the neighbors in that area. NORTHERN OPERATIONS SERVICE GROUP

This group operates the Desert Breeze Water Resource Center, the Indian Springs Wastewater Treatment Facility, and the Blue Diamond Wastewater Treatment Ponds. Desert Breeze Water Resource Center The Desert Breeze Water Resource Center provides reclaimed water to the Las Vegas Valley Water District for irrigation of five golf courses and one park. Raw wastewater is diverted from a structure located in the Twain interceptor at the intersection of Twain and Durango Boulevard. Also, the District has entered into an agreement with the City of Las Vegas and diverted approximately 4 MGD from the Sahara interceptor delivering an approximate total influent flow to Desert Breeze of 4.9 MGD. Plant operations have treated more than 4.2 MGD of raw wastewater over the last year through multiple processes including, Huber step screens, Vortex grit removal and an equalization basin. Secondary treatment consists of two step-feed aeration basins designed to treat a total of 5 MGD and two rectangular secondary clarifiers. Filtration and disinfection systems consist of three self-contained traveling bridge dual media filters and four Trojan ultraviolet (UV) lamp disinfection units.


Salaries & Benefits 1,127,415$ 1,134,608$ 1,069,193$ (65,415)$ -5.8%Supplies & Services 1,206,899 1,181,181 1,335,196 154,015 13.0%

Total 2,334,314$ 2,315,789$ 2,404,389$ 88,600$ 3.8%

Northern Operations Service GroupFY 2015-2016



• Operated and maintained the plant in an efficient manner to meet or exceed discharge requirements.

• Received the National Association of Clean Water Agencies (NACWA) Gold Peak Performance award for zero permit exceedances.

• Provided tours to customers and other interested parties to help educate the public about the importance of reclaimed water.

• Completed rehabilitation of the Aeration Basins and Clarifiers for continued optimal operation of the plant.

• Completed Trojan UV system module door cover replacement as well as lamp and sleeve replacement.

• Participated in a WateReuse study designed to optimized UV lamp performance and disinfection.

• Added bark to 3 Soil Bed Filters to ensure continued odor control performance. • Installed a scouring system for grit removal.

Goals for FY 2016

• Continue to operate the treatment facility to maximize the availability of reclaimed water. • Complete bark addition to last Soil Bed Biofilters to ensure continuous odor control. • Complete Backwash Filter Rehabilitation. • Complete Hydraulic Cylinders replacements of the Trojan UV system. • Continue to operate the wastewater treatment facilities to continually meet or exceed all

discharge requirements presented in the permit. • Continue with plant beautification of landscaping • Optimize effluent total nitrogen removal • Install electric actuators on the Filter Influent Gates. • Replace outdated and failed D.O. probes on Aeration Basins in Zone A4. • Complete the 12,000-hour Trojan system UV lamp replacement. • Create a Desert Breeze O&M Library and Archive. • Install shelving for efficient and organized storage of Trojan disinfection equipment and

supplies. • Replace 16 magnehelic pressure gauges on the Aeration Basin. • Develop BioWin models for Laughlin Facilities.

Indian Springs Wastewater Treatment Facility The Indian Springs Wastewater Treatment Facility serves Indian Springs and Creech Air Force Base. The system consists of a new activated sludge treatment plant, which replaced the five wastewater treatment ponds previously used to handle the wastewater generated in the community, and two collection system lift stations. The District acquired the pond system that was inadequately maintained and was under order from the Nevada Division of Environmental Protection to make


repairs because of high nitrates values in the groundwater monitoring wells. The District’s new treatment facility has accepted flows from Creech Air Force Base since the summer of 2013. Accomplishments for FY 2015

• Installed HACH on-line Suspended Solids probe to assist with enhanced process control. • Modified Micro C chemical addition pump to ensure efficient and accurate dosing. • Received 2014 NACWA (National Association of Clean Water Agencies) Silver Peak

Performance Award for only one permit exceedance. Goals for FY 2016

• Continue to operate the wastewater treatment facilities to continually meet or exceed all discharge requirements presented in the permit.

• Continue to perform weekly inspections of the facility and sewage lift station to ensure proper operations of the plant and associated equipment.

• • Remove and replace worn diffuser membranes in both Aeration Basins. • Modify discharge piping for the Micro C chemical addition

Blue Diamond Wastewater Treatment Ponds Blue Diamond Wastewater Treatment Ponds serve Blue Diamond. The system consists of three wastewater treatment ponds to handle the wastewater generated in the community. Accomplishments for FY 2015

• Conducted quarterly sampling of the ponds as required by permit and initiated a monthly sampling program to better characterize waste streams and treatment efficiency.

Goals for FY 2016

• Continue to operate the wastewater treatment facilities to continually meet or exceed all discharge requirements presented in the permit.

• Rehabilitate pond system to include installation of a liner in the second primary pond. • Remove solids and repair liner in first primary pond.

Moapa Valley Service Section / Moapa Valley Wastewater Treatment Facility The Moapa Valley Service Section is responsible for the collection and treatment of wastewater generated by the community in Moapa Valley (Overton and Logandale). The Moapa Valley Wastewater Treatment Plant is a 0.75 MGD advanced biological nutrient removal (BNR) treatment facility with three Rapid Infiltration Basins (RIBs). This facility is primarily designed for nitrogen removal with the effluent being evaporated or percolated into groundwater via Rapid Infiltration Basins (RIBs).



• Provided septage receiving services for local septic pumping companies. • Provided tours to local residents, civic organizations and other interested individuals to

educate them about the beneficial reuses of reclaimed water. • Optimized carbon source addition to further enhance nutrient removal at the lowest possible

cost. • Received 2014 NACWA (National Association of Clean Water Agencies) Gold Peak

Performance Award for zero permit exceedances. • Achieved one of the lowest total nitrogen discharge levels of any facility in the country by

optimizing the Biological Nutrient Removal (BNR) process. • Completed and delivered all Discharge Monitoring Reports (DMR’s) on time. • Completed the four quarterly NPDES and Air Quality sampling requirements. • Sampled the Muddy River weekly to collect water quality data. • Cleaned weeds and debris from Percolation Basins. • Performed weekly inspections of basins. • Removed WAS / Septage solids from primary ponds. • Develop BioWin model for Moapa Facilities.

Goals for FY 2016

• Continue to operate and maintain the wastewater treatment facilities to meet or exceed all discharge requirements.

• Continue to perform daily maintenance and weekly inspections of the treatment facility and sewage lift station to ensure continuity of operations and maintain highest level of readiness.

• Continue to service and maintain Rapid Infiltration Basins, Sludge Holding Ponds and Secondary Storage Ponds.

• Continue to provide septage receiving services for local septic pumping companies. • Ensure flow meters are working correctly and take monthly flow readings. • Take quarterly samples from the monitoring wells to maintain compliance with the National

Pollutant Discharge Elimination System (NPDES) permit. • Produce quarterly Discharge Monitoring Reports (DMR) for the Nevada Department of

Environmental Protection (NDEP). • Maintain areas around R.I.B.’s free of debris and weeds. • Collect four weekly water samples from the Muddy River per month to determine water

quality upstream and downstream of the plant.


SOUTHERN OPERATIONS SERVICE SECTION

The Southern Operations Service Section operates and maintains the collection and treatment facilities for Laughlin and Searchlight. Laughlin Water Resource Center The Laughlin Water Resource Center includes two sewer lift stations and an 8 million gallon per day (MGD) tertiary treatment plant that discharges directly to the Colorado River. The Laughlin Water Resource Center (LWRC) treated, on average, 1.9 MGD of raw wastewater over the last year. Stringent National Pollutant Discharge Elimination System (NPDES) permit requirements are placed on the LWRC to protect water quality in the Colorado River. To meet this responsibility, the group operates multiple primary processes such as screening, grit removal, and flow equalization. Secondary processes consist of activated sludge with biological nutrient removal (BNR) of ammonia, nitrogen, and phosphorus. Tertiary treatment includes chemical addition for additional removal of phosphorus, dual media filtration, disinfection with sodium hypochlorite, and dechlorination with sodium bisulfite before discharging to the Colorado River. Accomplishments for FY 2015

• Optimized the pilot midge fly control program that was acceptable to NDEP and ensured that it does not impact the wastewater treatment processes nor pose a threat to aquatic life in receiving waters.

• Received the National Association of Clean Water Agencies (NACWA) Gold Peak Performance award for zero permit exceedances.

• Completed the capital project to replace the liner in the effluent holding pond. • Operated the wastewater treatment facilities to continually meet or exceed all discharge

requirements presented in the permit. • Achieved the lowest year-round phosphorus levels of any wastewater treatment facility in

Southern Nevada <0.05 mg P/L. • Completed commissioning of odor control canisters to provide a backup to the primary

odor control systems. • Completed the fiscal year within the O&M budget. • Completed a year-long Chronic Toxicity Study as required by the NPDES Permit. • 100% completion of Single Mode Fiber/Fire and Life Safety Monitoring/Paging Systems

Project


Salaries & Benefits 894,564$ 925,521$ 970,160$ 44,639$ 4.8%Supplies & Services 974,075 1,018,626 1,097,510 78,884 7.7%

Total 1,868,639$ 1,944,147$ 2,067,670$ 123,523$ 6.4%

Southern Operations Service GroupFY 2015-2016


Summary of Construction Projects Active for FY 2015 Active projects included the Pond Liner Replacement and the Single Mode Fiber/Fire and Life Safety Monitoring/Paging Systems Project. Other projects in the approval/design/planning stage included LWRC MCC Electrical Upgrades, LWRC Storm Water System Improvements, Lift Station No. 2 Rehabilitation, Lift Station No. Force Main Rehabilitation, Laughlin Easement Acquisition, LWRC Clarifiers Nos. 4 & 5/DAFT/EQ Basins Nos. 1 & 2 Rehabilitation and the LWRC Process Equipment Rehabilitation/Replacement. Goals for FY 2016

• Operate the wastewater treatment facilities to continually meet or exceed all discharge requirements presented in the permit.

• Continue key relationships with the Laughlin Town Managers office, members of the Laughlin and Searchlight Town Advisory Boards, Members of the Clean Colorado River Sustainability Coalition, and Vegas Valley Dischargers.

• • Continue key relationships with the Laughlin Town Managers office, members of the

Laughlin and Searchlight Town Advisory Boards, Members of the Clean Colorado River Sustainability Coalition, and Vegas Valley Dischargers.

• Complete recruitments of vacant positions. • Complete review of draft revised comprehensive Operations & Maintenance (O&M) manual

for the facility. • Develop BioWin model for Laughlin Facility.

Searchlight Wastewater Treatment Ponds The Southern Operations Service Section also operates and maintains the treatment facility in Searchlight, which consists of lift station facilities, two primary treatment ponds, two secondary treatment ponds and one percolation pond. Accomplishments for FY 2015

• Implemented seasonal treatment strategies to reduce potential odor issues and optimize treatment.

• Completed a one year sampling program to better characterize waste streams and treatment efficiency.

• Completed assessment of asphalt pond liners Goals for FY 2016

• Continue to adjust treatment strategies ahead of seasonal impacts. For example, adjust operations from parallel to series during the hot months because of high evaporative losses, which can expose sludge and generate odors.

• Maintain high level of housekeeping in and around the ponds.


• Receive a new discharge permit. • Assist in startup of Project 585 PO1 Searchlight Water Resource Center Improvements which

will upgrade weathered asphalt liners and improve piping. • Maintain high level of housekeeping in and around the ponds and coordinate with Clark

County Public Works Vector Control to apply pre-emergent herbicide to control vegetation regrowth.

DISTRICT LABORATORY SERVICE GROUP

The District’s Quality Laboratory Service Group provides a wide range of analytical testing services that support the needs of the District’s wastewater treatment facilities. The laboratory is certified by the Nevada Division of Environmental Protection (NDEP), Laboratory Program and includes


Salaries & Benefits 1,517,835$ 1,565,893$ 1,688,649$ 122,756$ 7.8%Supplies & Services 609,940 746,796 966,143 219,347 29.4%

Total 2,127,775$ 2,312,689$ 2,654,792$ 342,103$ 14.8%

District Laboratory Service GroupFY 2015-2016


sections for Microbiology, General Wet Chemistry, and Metals analyses. The laboratory also has the capability to analyze wastewater samples for a selected list of trace organic constituents. The laboratory facility is located at the Flamingo Water Resource Center (FWRC) on the east side of the Wash, employs 18 persons, and occupies approximately 13,650 square feet of space. It conducts business every day of every year and has equipment and instrumentation that satisfy the daily analytical needs of the treatment facilities. Samples analyzed by the laboratory are tracked and stored in the District’s Laboratory Information Management System (LIMS).

In addition to the service provided to the FWRC, the laboratory is responsible for providing analytical support to the Service Areas such as Laughlin, Moapa Valley, Indian Springs, Searchlight, Blue Diamond, as well as the Lake Mead Fish Hatchery for monthly and quarterly permit reporting. The laboratory supports the District’s participation in an agreement with the City of Las Vegas (CLV) and the City of Henderson (COH). This agreement addresses the responsibilities for the Water Quality Survey that monitors discharged effluent into Lake Mead via the Las Vegas Wash. The three entities cooperate in the Las Vegas Wash and Lake Mead Water Quality Survey (WQS). As part of this effort, the District laboratory analyzes permit required samples that are collected by CLV personnel. Accomplishments for FY 2015

• Assessed and modified waste storage and disposal requirement for the laboratory future needs.

• Supported plant operation pilot studies involving Membrane/Ozone and biologically active tertiary filtration processes.

• Initiated project with EISC developer to provide automated review and validation of instrument data for upload to LIMS.

• Developed and implemented training program that automates all aspect of the laboratory certification process.

• Initiated program to track instrument supplies similar to the standard and reagent logbooks. • Started work on integrating all laboratory data files with e-Doc, Horizon Data Capture and

LIMS. • Completed the implementation of ViewLinc software automating temperature monitoring in

the laboratory. • Obtained 100% score for performance testing samples. • Engaged with planning discussion to support upcoming ESCO project- HVAC upgrade • Completed sample receiving relocation to downstairs. • Provided sampling and analytical support to engineering and construction projects. • Purchased five auto analyzers and supporting software to maintain effectiveness and to

correct software issues. • Upgraded the ManSci Instrumentation for BOD and Alkalinity. • Completing the 2015 NDEP System Audit successfully. • Facilitated continuation with Teambuilding sessions. • Maintained production level by receiving and analyzing over 12,000 samples and completed

106,000 tests during fiscal year. • Maintained excellent safety record/training, with no loss of hours due to accidents.


• Updated the Laboratory Quality Assurance Plan (QAP). • Implemented new Chemical Hygiene Plan (CHP). • Organized Laboratory Safety Committee. • Installed a server for Chromeleon software which allowed for upgrade with data/file sharing

as well as refining security privileges. Goals for FY 2016

• Upgrade LIMS servers and replace NuGenesis with the Horizon’s Content Manager and Data Exchange systems (HCM/HDX) to allowing for one centralized data management system.

• Expand the data review program to include capabilities to all levels of analytical processing in the lab for improved efficiency with procedures. The finalized system upgrades will schedule tests and personnel, compare new results with historical, “Dashboard” activity, associate instruments maintenance with results, connect LIMS to instruments, associate sample issues with results, streamline automated data process through all the levels for completion, and associate permit requirements with the different sites.

• Write and implement training program/policies that address the needs of laboratory staff. • Coordinate and develop customize training program with vendors to support our method

development and validation process for trace organic compounds by LCMS/MS, Metals by ICPMS and anions by DIONEX.

• Add modules to existing programs to track instrument supplies similar to the standard and reagent logbook.

• Maintain 100% score for performance testing samples. • Maintain 100% status for the chemists’ certification. • Provide input/support with the upcoming ESCO project- HVAC upgrade. • Continue analytical support to engineering and construction projects. • Update outstanding SOP and Laboratory Policies. • Complete validation and implementation of Flow Analyzers (5), TOC analyzer,

BOD/Alkalinity analyzers. • Purchase and validate Kjeldahl Nitrogen analyzer to provide redundancy in the laboratory. • Implement labeling system to support identification of sample aliquots during analysis. • Review laboratory procedures for improvement. • Add new Senior Chemist to staff. • Procure ductless fume hood to support procedures in the laboratory. • Obtain new outside analytical laboratory contract to support NPDES analytical requirements. • Continue Team Building efforts. • Address criteria to improve laboratory delivery (TAT and OTD) to customers.


Collection Systems & Maintenance Service Center

The Collection System & Maintenance Service Center is comprised of the following Groups; Collection System Service & Repairs, Collection Odor Control, Collection Maintenance Service, Asset Management, and Water Quality Planning.


Salaries & Benefits 10,425,491$ 11,378,752$ 12,248,530$ 869,778$ 7.6%Supplies & Services 9,500,163 8,467,622 7,463,853 (1,003,769) -11.9%

Total 19,925,654$ 19,846,374$ 19,712,383$ (133,991)$ -0.7%

FY 2015-2016Collection System & Maintenance Service Center


COLLECTION SYSTEMS SERVICE & REPAIR GROUP

Collection System Services (CSS) is responsible for inspecting, cleaning, and repairing approximately 2,082 miles of sewer line and over 43,000 sewer appurtenances in the Las Vegas Valley and the five service areas of Moapa Valley, Blue Diamond, Laughlin, Searchlight, and Indian Springs. CSS Staff responds to collection system infrastructure complaints seven days a week, twenty-four hours a day. They perform closed circuit TV inspection to pinpoint mainline and lateral defects, detect corrosion/erosion, sewer condition assessment, and verify illegal connections to the collection system. Flow monitoring, manhole adjustments and operation of odor control stations to control odors are included in these maintenance activities. Collection System Services is responsible for marking District infrastructure as part of the Underground Service Alert requirements as set forth by USA – North (NRS 455). These tasks include: marking or staking the horizontal path of existing District facilities; providing information about the location of District facilities; advising callers about clearance of District facilities and the marking of sewer laterals where they intersect with the sewer main. The Pretreatment section is responsible for ensuring the District’s compliance pursuant to Section 40 CFR 403 (General Pretreatment Standards), of the Code of Federal Regulations COLLECTION SYSTEM REPAIRS Collection System Repairs is responsible for construction repair activities related to the maintenance of the wastewater collection system. Accomplishments for FY 2015

• Increased the excavated repairs on collection system sewer mainlines over 100% to 31 completed repairs.

• Increase repairs on collection system laterals over 500% to 37 completed repairs. • Increase mainline pipe repairs using trenchless technologies approximately 90% to 43

completed repairs.


Salaries & Benefits 1,426,403$ 1,620,647$ 1,666,821$ 46,174$ 2.8%Supplies & Services 2,991,965 1,795,385 190,500 (1,604,885) -89.4%

Total 4,418,368$ 3,416,032$ 1,857,321$ (1,558,711)$ -45.6%

Collection Systems Service & Repair GroupFY 2015-2016


Goals for FY 2016

• Increase trenchless technologies pipe repair by 50%. • Maintain the current level of excavated repairs on collection system sewer mainlines and

sewer laterals as repairs are needed.

COLLECTION ODOR CONTROL SERVICE GROUP

This section is responsible for the operation and maintenance of liquid and air phase odor control, manhole inserts, flow monitoring and air pressurization testing, line sampling and optimization of chemical feed sites. Accomplishments for FY 2015

• In house manhole inspections completed increased approximately 65% from the previous year to 1,851 manholes.



Total 5,301,406$ 5,537,524$ 6,117,329$ 579,805$ 10.5%

Collection Odor Control Service GroupFY 2015-2016


• Worked with engineering and consultants on locations for future odor control sites for the Paradise Whitney Interceptor project.

• Maintained 29 chemical feed sites and 5 air scrubbers. • Replaced six control panels at chemical feed sites with new automated panels.

• Working with MGM Resorts to relocate the Monte Carlo feed site.

Goals for FY 2016

• Maintain the number of in-house manhole inspections completed. • Continue to provide information and input regarding Paradise-Whitney Interceptor Project

with the District Engineering Department. • Update and replace the final 6 control panels to improve chemical feed rates. • Continue to work with MGM Resorts to relocate the Monte Carlo feed site to a new location

to provide more efficient odor control along the Resort Corridor. • Perform condition assessment at all lift station odor control to evaluate for possible

replacement or renovation of odor control facilities for optimal performance and cost effectiveness.

Cleaning and Complaints / Emergency Response Service Sections Cleaning and Complaints is responsible for sewer pipe and appurtenance cleaning. This section also responds to all sewer infrastructure complaints and sanitary sewer overflows (SSO) notices from the general public and other County entities. Accomplishments for FY 2015

• Maintained the current year’s SSO count at the previous year’s count of 10 SSO’s. • CSS cleaned 687 miles of collection system pipes, for an increase of approximately 7%. • No lost time due to work related injuries (safety first).

Goals for FY 2016

• No lost time due to work related injuries (Safety First).

• Maintain SSO’s at current level or reduce number of incidents by 3%.

• Increase cleaning of District collection system pipes by 8%, to a total of 740 miles of pipe.

• Continue to increase employee’s knowledge with safety training classes, seminars and refresher training.


Underground Service Alerts Collection System Services began to mark District infrastructure as part of the Underground Service Alert (USA) requirements as set forth by USA – North. These tasks include marking or staking the horizontal path of existing District facilities, providing information about the location and clearance of District Facilities. CSS marks sewer service laterals at point of connection to the District sewer main and placement of a green triangle at the edge of the public right-of-way when the location of the sewer service lateral is unknown. Accomplishments for FY 2015

• Identified and marked the location of District facilities within 2 working days of notification. • Complied with Nevada Revised Statutes (NRS) 455 – Marking of Sewer Service Laterals at

point of connection. • Participated on Board of Directors for USA North One-Call Center and attended Nevada

Regional Common Ground Alliance (NRCGA), to monitor changes and ensure compliance with NRS 455.

• Continued the use of iPad for in the field location and resolution of dig tickets. • Processed over 20,000 USA tickets.

Goals for FY 2016

• Continue to identify and mark location of District facilities within 2 working days of notification.

• Continue to comply with NRS 455 – Marking of Sewer Service Laterals at point of connection.

• Continue to attend monthly NRCGA meetings and act as the Sewer Service Providers representative.

• Continue to participate on the Board of Directors for USA North One-Call Center. • Maximize the use of iPad-Air as a mobile device in the field for assisting in locating and

resolving dig tickets. Closed Circuit Television (CCTV) Service Section This section of Collection System Services is responsible for the closed circuit televising of the wastewater collection system located throughout the District’s service area. These tasks include televising for condition assessment, post sanitary sewer overflow televising, quality control of pipe cleaning staff and dye testing for service connections. Accomplishments for FY 2015

• Performed closed circuit televising (CCTV) inspection of 234 miles of collection system pipe. (6% increase from previous year)

• Complied with NRS 455 – Marking of Sewer Service Laterals at point of connection within 2 working days of notification. (As requested by Department 011/USA)


Goals for FY 2016

• Increase CCTV inspections by 5%. • Continue to comply with NRS 455 – Marking of Sewer Service Laterals at point of

connection within 2 working days of notification. (When requested by Department 011/ USA for line boring or when other specialized needs arise.)

PRETREATMENT SERVICE SECTION

The Pretreatment section is responsible for ensuring the District’s compliance pursuant to Section 40 CFR 403 (General Pretreatment Standards), of the Code of Federal Regulations. This responsibility is achieved through a program which utilizes permitting, inspection, sampling and enforcement activities. Pretreatment staff serves to protect the treatment plant process, collection system, the receiving waters, plant personnel, and the general public from the discharge of hazardous materials into the sewer system. Staff inspects industries for compliance with Federal and District regulations, issues



Total 553,864$ 785,572$ 877,518$ 91,946$ 11.7%

PretreatmentFY 2015-2016


industrial permits and letters of violation for noncompliance in addition to conducting sampling. Pretreatment staff issues permits and inspect grease interceptors, sand/oil interceptors and on-site lift stations. Accomplishments for FY 2015

• Performed 174 storm water compliance inspections. • Performed 270 private lift station compliance inspections. • Performed 779 sand/oil interceptor inspections. • Performed 1,867 grease interceptor inspections. • Performed 861 follow-up interceptor inspections. • Follow-up inspection pass – 540 • Follow-up inspection failures – 196 • Follow-up inspection ineffective visit – 22. • FOG Notice of Violation letter issued – 103. • FOG Penalty Orders issued – 33 for $10,000.00. • Performed 22 sample events at industrial user facilities. • Performed 42 unscheduled inspections, 12 annual inspections, 12 compliance meeting. • SIU Notice of Violation letter issued – 16. • SIU Penalty Orders issued – 5 SIUs for $7,900.00. • Implemented remote inspector in LINKO database for Fats, Oils, Grease and Grit (FOGG)

inspections. • Completed an assessment of pretreatment operations.

Goals for FY 2016

• Eliminate private lift stations from billing and database that are not truly a private lift station. • Initiate a consistent notification and enforcement policy for private lift station violations. • Maintain grease interceptor inspections within 10% of past year’s results. • Maintain sand/oil interceptor inspections within 10% of past year’s results. • Increase Storm water inspections to 800 for the year. • Begin a tracking procedure for billing inspections. • Perform 2 sampling events and 1 inspection event at each significant industrial user (SIU)

permitted facility. • Track each violation event and each enforcement penalty collected using LINKO database. • Update Pretreatment service section’s legal authority. • Provide local training and cross training for all Pretreatment staff.


COLLECTION MAINTENANCE SERVICE GROUP

Facilities Maintenance Facilities Maintenance is comprised of multiple trade staff which function both as distinct and cohesive elements in maintaining and repairing the District administrative and process facilities. These crafts are the HVAC mechanics, electricians, facility maintenance technicians, and grounds staff. District electrical staff work on power and signal systems from medium distribution level voltages of 12,470 volts down to low voltage control systems and data communications structured cabling with safety and process reliability always being paramount to success. The facility maintenance technicians and grounds staff maintain the District’s administrative and process buildings. Facilities personnel respond immediately to all calls relative to their areas and maintain strong communicative relationships with their customers. This section is also responsible for trash removal and providing human comfort assistance whenever needed. The HVAC mechanics operate

and maintain the District’s many chillers, package refrigeration systems, boilers, cooling towers, their associated pumping conveyance systems, and respond to all environmental comfort concerns. This section also maintains several critical exhaust fume hoods and fan units throughout process and administrative areas.


Centralized Maintenance Centralized Maintenance is responsible for all areas of repair and maintenance of the Clark County Water Reclamation District’s plant process equipment, collection system lift stations, administration facilities, compliance testing laboratories, automotive fleet, heavy equipment vehicles, warehousing and inventory control services. This section participates in the planning, development, and design of new construction and retrofits. Mechanical Maintenance The District’s Mechanical Maintenance section is responsible for all areas of repair, replacement and modifications of the main Las Vegas Valley, Moapa Valley, Desert Breeze, and the Central Plant. Process and collection systems include over 24 lift stations. Mechanical Maintenance participates in the planning, development, and design of new construction and retrofits. This section performs mechanical preventative maintenance, repairs, and installations to the District’s wastewater treatment plant process areas and all lift stations. Many predictive maintenance functions are addressed for major asset equipment repair, in response to analytical data derived from oil and vibration diagnostic testing. Fleet Maintenance This section maintains the District’s fleet of sewer maintenance and repair equipment, construction equipment, emergency standby equipment and other rolling stock. This section also specifies the replacement of vehicles and equipment and ensures that specifications are met.


ASSET MANGEMENT SERVICE GROUP

Staff in Asset Management are responsible for ensuring that asset records are current, concise and accurate. The team is responsible for ensuring accurate condition assessment, proper cataloging, and appropriate O&M manuals. In addition the Asset Management team is the operational support for Maximo, providing reports, training, and enhancements to the system. The Asset Management group is matrix managed, which is to say it coordinates with all service groups at the District. Staff are responsible for all District assets including, but not limited to, the Flamingo Water Resource Center (FWRC), North and South Service Areas and the associated collection systems. Accomplishments for FY 2015

• Established the Asset Management Service Group. • Oversaw the successful implementation of Maximo Spatial. • Established a relationship between Maximo locations and GIS locations for the FWRC. • Provided support of the Maximo/Oracle interface to resolve interface issues. • Provided training on Maximo. • Established an asset naming hierarchy for future projects. • Ensured accuracy of data in both PSTools and Maximo.

Goals for FY 2016

• Establish a condition assessment methodology for mechanical equipment. • Establish a condition assessment methodology for structural condition assessment of assets

that are not manholes or sewer mainlines. • Provide and establish the guidelines for the scope of work for the second phase of Maximo

implementation. • Perform an asset inventory of the Laughlin Water Reclamation Facility.


Salaries & Benefits 130,977$ 422,920$ 559,600$ 136,680$ 32.3%Supplies & Services - 43,354 136,677 93,323 215.3%

Total 130,977$ 466,274$ 696,277$ 230,003$ 49.3%

Asset Management Service GroupFY 2015-2016


WATER QUALITY PLANNING

The Water Quality Division was established as a result of the Clean Water Act which requires that all activities associated with water pollution be planned and managed through an integrated, area-wide water quality management program (NRS 244A). The Water Quality Division is responsible for two federally mandated water quality programs, 208 Water Quality Planning and Stormwater Management, and works to bring water quality information and education to partner agencies, industry, and the public. These functions were delegated to the Clark County Water Reclamation District by the Board of County Commissioners on September 21, 2010, and are funded jointly by an interlocal agreement between the two agencies.

Managed under Section 208 of Clean Water Act, integrated area-wide water quality management planning requires that all sources of water pollution be planned and managed through a



Total 588,325$ 594,469$ 671,927$ 77,458$ 13.0%

Water Quality Planning Service GroupFY 2015-2016


comprehensive 20 year planning document, or Water Quality Management Plan. As the water quality planning agent for the Clark County Board of County Commissioners (BCC), the Water Quality Division works with municipalities, wastewater dischargers, water purveyors, affected industry, and citizens to address these federal mandates and requirements. The Water Quality Division is also responsible for the Municipal Separate Storm Sewer System (MS4) National Pollutant Discharge Elimination System (NPDES) permit, a joint permit shared with Henderson, Las Vegas, North Las Vegas, and the Regional Flood Control District. The division is responsible for permit implementation in unincorporated Clark County within the Las Vegas Valley. In order to comply with permit conditions and provide measurable goals for key activities, the division works with County departments and key stakeholders to develop and manage Clark County’s storm water program. A key component of the Water Quality Division’s work is the outreach and education provided to the community, businesses, and local governments. These efforts focus on issues surrounding 208 Water Quality Management Planning and Stormwater Management. In addition, the division provides coordination among water quality committees and organizations and works to address regional water quality concerns. Accomplishments for FY 2015

• Provided community non-point source pollution outreach and education through a competitive grant received from the Nevada Division of Environmental Protection.

• Implemented a Casino outreach and education program. • Developed a Water Quality Team Business Plan, which will be updated annually along with

the Budget. • Worked closely with the Stormwater Quality Management Committee in the development,

approval and implementation of the Stormwater Management Plan in accordance with permit requirements.

• Completed 296 industrial stormwater inspections. • Provided 47 outreach and education training sessions. • Responded to 71 spill/complaint reports. • Oversaw 1380 construction stormwater inspections completed through an interlocal

agreement by Clark County Development Services and Public Works. • Began implementation of the Dog Waste / Education and Outreach grant from the Nevada

Division of Environmental Protection. • Awarded contract to install a trash boom on the Las Vegas Wash in accordance with the

Non-Point Source Pollution Grant received from NDEP. • Completed one of two Clark County Non-point Source (NPS) Pollution outreach and

education grants funded through a competitive grant received from the Nevada Division of Environmental Protection.

• Completed NDEP Audit of the Clark County MS4 Stormwater Permit.


Goals for FY 2016

• Address 208-Areawide Water Quality Management Plan recommendations and long term planning.

• Obtain a non-completive 40K grant funding from the Nevada Division of Environmental Protection to be applied toward implementation of Water Quality Management Plan recommendations.

• Work with SQMC & member agencies to renew the Las Vegas Valley Municipal Separate Storm Sewer System (MS4) Program NPDES Permit, which expires on February 8, 2015.

• Work with SQMC & member agencies to continue implementation of the Stormwater Management Plan to meet new permit requirements.

• Evaluate budget impacts of the 208 WQMP and Stormwater Permit and obtain County Management approval.

• Coordinate with Las Vegas Valley agencies to develop a valley-wide approach to addressing Selenium levels in groundwater discharging into the Las Vegas Wash.

• Continue monitoring and maintenance of the Clark County Non-point Source Pollution trash boom pilot study project funded through a competitive grant received from the Nevada Division of Environmental Protection.

• Complete the Clark County Non-point Source Pollution outreach and education grant funded through a competitive grant received from the Nevada Division of Environmental Protection.

• Complete the Dog Waste / Education and Outreach grant from the Nevada Division of Environmental Protection.

• Apply for a new Non-point Source Pollution outreach and education grant funded through a competitive grant from the Nevada Division of Environmental Protection.

• Continue to provide water quality education and outreach to the community, agencies, and county departments.

• Continue to address stormwater spill/complaints in cooperation with other County Departments.

• Continue to expand the industrial facility inspection inventory to meet permit requirements. • Increase the number of industrial stormwater inspection

to meet permit requirements. • Continue to address Clark County water quality issues

through participation in committees and working groups. • Continue collaboration with NDEP in obtaining and

implementing water quality grants, which have to date provided approximately $400,000 in funding. The following table shows a summary of grants obtained.


Grant Description Year Amount Amount

Remaining Awarded

Water Quality Program Development (CWA 604(b)) DEPS

Development of the Clark County Water Quality Program

2007 $ 40,000 $ 0

Water Quality Program Development (CWA 604(b)) DEPS


2009 $ 40,000 $ 0

Water Quality Program Development (CWA 604(b)) DEPS11-007


2011 $ 40,000 $ 0

Non-point Source Pollution Outreach and Education (CWA 319(h)) DEPS10-032

Educate the public and businesses within Clark County on management of non-point source pollution.

2010 $ 54,027 $ 0


Educate the casino industry within Clark County on management of non-point source pollution.

2011 $ 20,000 $ 0



2012 $ 52,189 $ 22


Reduce floatable trash in the Las Vegas Wash and Lake Mead through the installation and maintenance of a trash-boom.

2012 $ 72,500 $ 72,500


Reduce uncollected dog waste and educated the public on non-point source pollution.

2013 $ 39,063 $ 31,270

Water Quality Program Development (CWA 604(b)) DEPS15-004


2014 $ 40,000 $ 40,000

Non-point Source Pollution Outreach and Education (CWA 319(h)) Pending


2015 $ 54,293 $ 54,293

Total Grants $ 452,072 $ 220,063


Summary of Position Information

The District’s FY 2014-15 operating budget includes funding to support 364 full time employees. The District added a total of 3 new positions in FY 2014-15. The new positions include; Senior Programmer Analyst, Purchasing Analyst (I/II), and a Human Resource Analyst (I/II). Listed below is the allocation of employees by Service Center followed by the FY 2016 position control list.

Business Function FY 2016

General Administration 3Customer Care 30

Finance & Technology Solutions 48Engineering & Construction 67

Plant Operations & Laboratory 99Collection System & Maintenance 119

Total 366


Genl Mgr Water Reclam Dist 1 Administrative Secretary 1 Administrative Secretary 1Asst Gen Mgr 1 Assoc Engineer 11 Assistant Planning Manager 1Executive Assistant 1 Asst Gen Mgr 1 Asst Gen Mgr 1

Construction Compliance Officer 1 Auto & Equipment Specialist-CDL 3Construction Mgt Inspector 3 Auto & Equipment Technician I-CDL 1

Administrative Secretary 1 Engineering Technician II 2 Automotive Parts Worker 1Administrative Specialist 3 GIS Technician II 2 Automotive Service Worker 1Financial Analyst II 1 Manager Construction Management 1 Construction Mgt Inspector 2Human Resources Analyst I 1 Manager Design and Construction 2 Electrician 3Human Resources Analyst II 2 Office Specialist 3 Facility Maintenance Technician 2Principal Human Resources Analyst 1 Operations Administrator 1 HVAC Mechanic 1Sr Financial Office Specialist 1 Principal Civil Engineer 4 Office Assistant II 1WRD Asst to the General Mngr 1 Principal Survey Technician 1 Office Specialist 1WRD Compliance & Reg Aff Admin 3 Records Technician 1 Park Maintenance Worker II 1WRD Compliance & Regulatory Affairs Analyst 1 Sr Civil Engineer 11 Planner 1WRD Inspection and Permit Technician 8 Sr Construction Mgt Inspector 15 Principal Planner 1WRD Safety & Security Administrator 1 Sr Engineering Technician 1 Project Planner Scheduler 1WRD Safety Officer 1 Sr Financial Analyst 1 Sr Civil Engineer 2WRD Safety/Security Specialist 2 Sr GIS Analyst 2 Sr Electrician 1WRD Security Systems Coordinator 1 Sr Office Specialist 1 Sr HVAC Mechanic 1WRD Utility Billing & Inspections Supervisor 1 Supv Construction Mgt Inspector 2 Sr Office Specialist 1WRD Utility Human Resource Services Manager 1 Supv Construction Mgt Inspector 1

WRD Asset Manager 1Administrative Secretary 2 WRD Asset Technician 1

Accountant II 2 Dep Gen Mgr - Opn/WRD 1 WRD Assistant Manager 2Administrative Secretary 2 Electrician 1 WRD Billing Inspector 2Administrative Specialist 1 Facility Maintenance Technician 1 WRD Facility Maintenance Technician 2Applications Supervisor 2 Laboratory Supervisor 2 WRD Fleet Supervisor 1Asst Gen Mgr 1 Office Specialist 1 WRD Maint Supv 2Business Systems Analyst I 1 Sr WW Treatment Plant Operator 1 WRD Mech Tech I 7Business Systems Analyst II 1 WRD Assistant Manager 3 WRD Mech Tech II 4Departmental Fiscal Services Administrator 1 WRD Chemist I 3 WRD Mech Tech III 1Dept Systems Admin 2 WRD Chemist II 8 WRD Planner Scheduler 3Dept Systems Coordinator 1 WRD Control Systems Analyst II 5 WRD Pretreatment Coordinator 1Dept Systems Tech 1 WRD Control Systems Engineer 1 WRD Pretreatment Inspector 2Financial Analyst II 1 WRD Control Systems Technician II 5 WRD Pretreatment Technician 4Financial Office Assistant I 1 WRD Lab QA Officer 1 WRD Sr Billing Inspector 1Financial Office Specialist 2 WRD Lab Sample Custodian 2 WRD Technician 1Manager Technical Support 1 WRD Laboratory Manager 1 WRD Wastewater Coll Sys Operator 6Materials Controller 1 WRD Maintenance Mechanic II 1 WRD Wastewater Coll Sys Supervisor 5Principal Management Analyst 1 WRD Mech Tech I 1 WRD Wastewater Coll Sys Technician I 20Programmer Analyst I 2 WRD Mech Tech II 1 WRD Wastewater Coll Sys Technician 17Purchasing Administrator 1 WRD Process Control Coordinator 1 WRD WW Mechanical Maintenance 1Purchasing Analyst I 1 WRD Senior Chemist 1 WRD Mech Tech III 6Purchasing Analyst II 2 WRD Sr Control Systems Technician 1Purchasing Specialist 1 WRD Technician 1Senior Accountant 2 WRD Wastewater Plant Operator 13Senior Purchasing Analyst 2 WRD Wastewater Plant Opns 8Sr Data Base Admin 2 WRD Wastewater Plant Opns 9Sr Financial Analyst 3 WRD Wastewater Plant Opns

11

Sr Info Tech Customer Support Spec\. 1 WRD WW Plant Operations

12Sr Network Analyst 1 WRD Mech Tech III 1Sr Programmer Analyst 2Storekeeper 3Systems Technician II 1WRD Supv Systems Administrator 1WRD Utility Finance Manager 1

Finance & Technology Solutions

Engineering & Construction

Plant Operations & Laboratory

Collection System & MaintenanceGeneral Administration

Customer Care


Strategic Initiatives THE CLARK COUNTY WATER RECLAMATION DISTRICT’S STRATEGIC INITIATIVES:

• PROVIDE INFRASTRUCTURE TO KEEP UP WITH THE PACE OF GROWTH

• MAINTAIN AND RESTORE THE TREATMENT AND COLLECTION SYSTEMS TO ENSURE CONTINUING HIGH QUALITY OPERATIONS AND SERVICE

• PROVIDE QUALITY CUSTOMER SERVICE

Customer Bill of Rights

Our customers are entitled to: • A clear and understandable bill for

the sewer service provided by the District.

• The option to pay their bill in quarterly installments.

• Service shall not be shut off for non-payment of sewer service or repair charges, ever.

• A secure website for account and payment information.

• Receive full and undivided attention each time the customer chooses to contact us.

• The right to request monthly payment options, available to low income customers.

• An opportunity to speak with a Customer Service Supervisor if they believe the bill is not accurate.

• The right to request an on-site inspection of the fixture count (commercial customers).

• An opportunity to contact Customer Service staff with any questions regarding the bill and receive prompt and courteous responses.

District Strategic Planning Process The Five-Year Capital Improvement Plan was developed as part of the Clark County Water Reclamation District’s strategic planning process. This plan, combined with the annual Budget, and the department’s strategic goals and objectives make up the District’s annual planning documents. Together these documents form a business plan, which is intended to successfully guide operations in meeting the overall mission of the District. The Five-Year Capital Improvement Plan is the current planning document that most directly addresses the District’s commitment to meeting the needs of the community and providing necessary facilities to meet Federal and State water quality standards with the construction of new infrastructure, and the rehabilitation of existing infrastructure.


In order to develop the project list and budget estimates, the District identified several major issues facing the District and the citizens of Clark County: Water Resources, and Regulatory Compliance. Water Resources: The District operates under permits from the Nevada Department of Environmental Protection (NDEP). The permits require that all water treated by the District meet certain standards. The District is currently meeting all environmental standards. In an effort to provide higher levels of treatment to the citizens of Clark County, the District has initiated expansion or rehabilitation projects in Indian Springs and Searchlight. These projects will bring new technologies and processes than what is currently being utilized in these communities. Additionally, the District completed construction of a new plant in Moapa Valley, providing a higher level of treatment. The higher level of treatment means that the community’s valuable water resource will be more protected. Regulatory Compliance: The District treatment plants are in compliance with the National Pollutant Discharge Elimination System permits. Future water quality goals will require enhanced treatment, particularly with regard to nitrogen and phosphorus. Lake Mead has a history of algae problems that may be exacerbated by effluent discharge in the Las Vegas Wash even though the concentrations are less than mandated. The District is committed to mitigating negative effects on Lake Mead water quality. Nitrogen and phosphorus concentrations are currently regulated, and in the future, salinity levels may also be regulated. Salinity levels in Las Vegas effluents are particularly high due to the number of water softeners used by the residents and hotels. The NDEP and Environmental Protection Agency require very specific and detailed reporting of water sampling and sewage excursions. These reports are required to maintain the permit. Additional information technology is being acquired to ensure complete and timely compliance with state and federal reporting requirements. Infrastructure Maintenance Compared to metropolitan areas of similar size, the wastewater sewer pipeline infrastructure in Southern Nevada is relatively new. The majority of the pipeline inventory in the collection system is less than 50 years old. This allowed the District to concentrate on new development and system expansion rather than maintenance and rehabilitation. District management has shifted focus to a proactive program of pipeline rehabilitation. Regular inspection of the entire system is required and the District routinely rehabilitates sewer pipes in need of replacement or repair. This will necessitate increased funding allocations for staffing and equipment for field maintenance operations. Community Involvement The increasing awareness of water supply and water quality related issues have combined to generate more public interest in wastewater treatment in general and, more specifically, District operations and projects. Over the last few years, the District’s plans for improved treatment processes and facilities at both the larger facilities serving the Las Vegas Valley customers as well as the facilities in the communities of Indian Springs, Moapa Valley and Searchlight have all generated more interaction and communications with customers. Extensive rehabilitation work on the collection system has required increased interaction with the community and stakeholders regarding traffic and construction impacts from these projects.


Flamingo Water Resource Center. When originally constructed, there were very few residential neighbors to the main treatment facilities. There are now thousands of homes in the immediate north and south areas of the plant property. Open houses are held each year for the neighbors to learn more about the operations and see the treatment plant for themselves. The open house events enable the residents to see the large and complex operations, as well as enable staff to engage the customers in a direct dialogue and answer their questions. The tours of the plant, especially the completed odor control projects, serve to inform and educate an interested audience.



Performance Measurements Performance measures and benchmarks are used to evaluate progress and to guide and direct future activities and programs. A key responsibility of a municipal utility is to develop and manage programs, services, and their related resources as efficiently and effectively as possible and to communicate the results of these efforts to the stakeholders. Performance measurements, when linked to the budget and strategic planning process, can assess accomplishments on an organization-wide basis. When used in the long-term planning and goal setting process and linked to the municipal utility’s mission, goals, and objectives, meaningful performance measurements assist its Board of Trustees, rate payers, and investors in identifying financial and program results, evaluating past resource decisions, and facilitating qualitative improvements in future decisions regarding resource allocation and service delivery. Wastewater Services: Measuring Our Progress The District’s main function is to provide wastewater service and water reclamation to unincorporated areas of Clark County. The District is a self-supporting Fund. The costs of providing wastewater services to the customers on a continuing basis, is financed primarily through user charges. The District’s annual performance measures are reported to the Board of Trustees and the County Manager’s office. As part of the District’s internal dedication to providing the best possible service to the public, the plan works in cooperation with Clark County to contribute to and support the County mission. Protecting the Community from Health and Environmental Hazards As population increases and water quality concerns are heightened, the District continues to protect the community from health and environmental hazards. The District has worked effectively to reduce the number of sanitary sewer overflows (SSO) in the County, as well as treating the wastewater to a higher level, thus releasing better quality water into Lake Mead.

• The District has over 2000 miles of collection piping. During FY 2015, only 16 sanitary sewer overflows (SSOs) occurred, equating to approximately 0.77 SSOs per 100 miles of pipeline. Continuous efforts to reduce the number of sanitary sewer overflows are underway -- enforcing best management practices during construction and conducting a large public outreach program addressing the two major causes of SSOs.

• The District treated over 37 billion gallons of wastewater during FY 2015 at the Flamingo Water Resource Center, the Laughlin Water Resource Center and the Desert Breeze Water Resource Center. This means an average of nearly 100 million gallons a day of water was highly treated and recycled for reuse on golf courses or returned to Lake Mead for return flow credits.

• The District had 100% compliance with treatment quality standards or effluent quality standards during

FY 2015.

• The District continued to remove phosphorus at very nearly the limit of technology.


POLICY DOCUMENTATION


Financial Policies Financial policies are a key element of the District’s sound fiscal administration. The District’s financial policies provide guidance that assists in shaping the decisions of the District’s management team. The financial policies incorporate long-term perspective and linkages to the District’s organizational, financial and strategic goals, increasing efficiency by standardizing operations, as well as promoting stability and sustainability.

Accounting, Auditing, and Financial Reporting Policies The District’s financial records and reporting policies are maintained and prepared in accordance with Generally Accepted Accounting Principles (GAAP) and with guidelines prescribed by the Governmental Accounting Standards Board (GASB). The American Institute of Certified Public Accountants (AICPA) has designated GASB as the primary accounting and financial reporting standard-setting body for state and local government units. The Water Reclamation District is required to use the accrual basis for recording and reporting financial transactions. Therefore, revenues and expenses are recorded in the period where they are incurred, except long-term debt service which is recorded when due. During the fiscal year, funds will be encumbered upon approval of individual purchase orders. At fiscal year-end, encumbrances lapse on unfilled orders. Items or services received after year-end are charged to the next fiscal year. Financial statements are audited each fiscal year end by an independent auditor, submitted to the Board of Trustees for approval, then filed with the State of Nevada, Department of Taxation.

Operating Budget Policies Budgets are statements of priorities, which set goals and guidance to achieve results for the fiscal year. Utility budgets are important because governments must be accountable to the rate payers for the programs established and the money used to carry out those programs. Budgets also serve as a measuring tool to show how well planned outcomes and actual results are compared. The District uses an annual operating budget process. Each year, the budget must be submitted to, and approved by, the Board of Trustees. A balanced budget is defined as a budget where operating revenues are equal to or exceed operating expenditures. The District’s budget becomes part of the budget of Clark County, which becomes part of the Nevada State Budget. The Nevada Constitution, Article 9, Section 2 requires a balanced budget. The budget may be augmented with Board approval. Previously unbudgeted revenues must support any additional expenses. Augmentations are reported to the Nevada Department of Taxation in a quarterly report. Current fiscal year operating revenues fund operating expenses, including current debt service payments. Excess revenues can be used to fund additional capital improvements. Budgetary controls are established at various levels in order to have effective control over the necessary expenditures. These levels include departments and divisions. Purchase Orders (PO) are


used for the procurement of goods and services, equipment and capital payments. Department managers are accountable for over/under expenditures.

Capital Budget Policies System Development Approval (SDA) revenues are used to fund the expansion projects of the Capital Improvement and Capital Equipment Plans. These plans will be projected for a five-year period, but only the first year of each plan will be funded in the District’s proposed budget submitted to the Nevada State Department of Taxation. The cost of significant rehabilitation and improvements to existing plant and equipment are capitalized. Debt interest costs are capitalized as part of the cost of construction when appropriate. Labor, benefits and supporting supplies and services costs expended to support capital projects may be capitalized as part of the project cost. Capital assets will be depreciated over the useful life of the asset using the straight-line method.

Revenue Policies The District reviews all rate and fee structures biennially to determine if updates are needed. Any proposed fee or rate changes must be approved by the Board of Trustees and require a public hearing prior to implementation.

Expense Policies Current fiscal year revenues fund operating expenses. By statutory regulation, expenses will not exceed appropriations. Managers and team leaders are responsible for monitoring budgeted funds to ensure that sufficient resources are available to continue normal operations.

Procurement Policies District purchases are authorized by requisitions and purchase orders. All purchases will be made in accordance with NRS requirements. The General Manager, as Authorized Representative for the District, is authorized to perform the duties provided in NRS Chapters 332 and NRS 338 as follows:

1. Authorize procurements of goods and non-professional services up to $500,000.

2. Authorize the General Manager to enter into contracts for professional services up to $50,000.

3. Authorize the General Manager to enter into contracts for Public Works up to $1,000,000. 4. Authorize the General Manager to approve no-cost time extensions and no-cost changes of

scope of work of all contracts without Board action. Investment Policies


The District’s investment policy must comply with existing state laws and written policies adopted by the Board of Trustees. The County Treasurer, as ex-officio treasurer of the Water Reclamation District, manages all investments. Nevada Revised Statutes authorize the County to invest in obligations of the U.S. Treasury and other U.S. Agencies. Securities purchased by the County (on behalf of the District) will be delivered against payment and held in a custodial safekeeping account with the trust department of a bank designated by the County. The County’s Investment Policy can be found on the Clark County’s web-site.

Debt Policies In conformance with NRS, the District’s Debt Management Policy along with a statement of current and contemplated debt (Indebtedness Report) and the District’s five-year Capital Improvement Plan is submitted to the Nevada State Department of Taxation and the Clark County Debt Management Commission annually. The purpose of the District’s Debt Management Policy is to establish parameters and provide guidance governing the issuance, management, and continuing evaluation of, and reporting on all debt obligations issued. The District’s Debt Management policy will also assure compliance and conformity. The term of District debt issues should not extend beyond the useful life of the facilities or equipment financed. The repayment of principal on tax exempt debt should not extend beyond 30 years unless there are compelling factors that make it necessary to extend the term beyond this point. Debt issued by the District will be structured to provide for generally level debt service. Deferring the repayment of principal will be considered only in select instances where it will take a period of time before revenues are sufficient to pay debt service. RESTRICTED AND DESIGNATED FUND BALANCE RESERVE POLICY The District was established under the provisions of Chapter 318 of the Nevada Revised Statutes (NRS) as a General Improvement District (GID) and as such, is a political subdivision of the State. As a GID, the District accounts for operations that are financed and operated in a manner similar to private business enterprises where the intent is that the cost of providing goods and services on a continuing basis be financed primarily through user charges. To that end, rates and charges should be sufficient to recover all revenue requirements (both operating and capital) of the District. The District is considered a critical infrastructure facility; therefore, reserves have been set up in the event of any unforeseen emergencies or significant incidents. The District currently maintains a single general fund for all sewer revenues, expenditures, and cash balances. However, financial obligations are separated into operating and capital cost centers. This segregation reflects the differing activities of the cost centers and allows for a clear picture of the District’s operating and capital requirements and the funding sources available for each. Further, separately identifying operating and capital needs assists in establishing appropriate levels of operating and capital reserves, which are a necessary and appropriate part of prudent financial management for the District.


Restricted Assets and Reserves Restricted Fund Balance Reserves are used to segregate financial resources of a fund that are not available to liquidate liabilities of the current period. Restricted reserves are established in accordance with local, state, or Federal requirements. Bond Proceeds – Bond proceeds are set aside and will be classified as restricted assets since their use is limited by applicable bond covenants. Bond proceeds use is strictly limited to the specific capital improvement projects as designated in each applicable Bond Resolution. The amount of this fund will be equal to the actual balance of the un-spent bond proceeds for each bond issuance. Bond Reserve – Funds set aside for payment of debt service will be classified as restricted assets since their use is limited by applicable bond covenants. The annual bond reserve fund will be equal to the annual amount due for debt service principal and interest. Worker’s Compensation Security Deposit Fund – Pursuant to NRS 616B.330(2) each self-insured employer must deposit with the Commissioner of the State of Nevada, Division of Insurance, a bond, or other security, executed by the employer as principal, and by a corporation qualified under the laws of this State, payable to the State of Nevada, and conditioned upon the payment of compensation for injuries and occupational diseases to employees. The security amount, and therefore the reserve fund, may change as directed by the Commissioner.

Designated Unrestricted Assets and Reserves Designated Unrestricted Reserves are available for appropriation but the funds have been earmarked for a particular purpose. Designated unrestricted funds can be designated to reflect the District’s management priorities, such as completion of capital improvement projects or providing for unknown contingent liabilities. Operations and Maintenance Reserve – Operating reserves are designed to provide a liquidity cushion against variability and timing of expenditures and receipts, unanticipated cash operating expenses, or less than expected revenues. The District’s Operating and Maintenance Reserve will be equal to 90 days prior year actual O&M expenditures. Capital Contingency Reserve - The repair and replacement of the District’s conveyance and treatment facilities is critical to the ongoing operation of the District. A capital contingency reserve is funds set aside in case of emergency, should a piece of equipment or a portion of the District’s infrastructure fail unexpectedly. This reserve fund amount is set at the least of: (1) the value of total asset original cost/asset average useful life; or (2) $50 million. Capital Expansion Contingency Reserve – The District established a capital expansion contingency reserve in the event an unanticipated need for capital expansion to an existing conveyance system or treatment facility or the possible need for an additional system or facility due to unexpected service area growth or need. Budget Stabilization Reserve – Nevada Revised Statue (NRS) 354.6115 provides for the creation of a fund to stabilize the operations of local governments, including public utilities. Monies the District transfers to this fund may only be used if the total actual revenue of the District falls short of the total anticipated revenue or expenditures incurred by the District to mitigate the effects of natural


disaster. The District’s budget stabilization reserve will also provide resources that will allow for rate stability. The District’s Budget Stabilization Reserve will be equal to 5% of our current budgeted O&M expenditures. Other Post-Employment Benefit Fund (non-pension) – As required by the Governmental Accounting Standards Board (GASB) Statement No. 45, the District began to record a liability, for Other Post-Employment Benefits (OPEB) obligations, in fiscal year 2008. GASB standards do not require employers to advance fund OPEB; however, the District initiated this reserve fund allowing the opportunity to begin advance funding in the future. This reserve fund amount will be equal to the total unfunded actuarial accrued liability (UAAL) less the net OPEB obligation (NOO). Worker’s Compensation Insurance Reserve – Funds are set aside for potential losses and are classified as designated unrestricted assets since their use limited to the payment of any claims. Annual Workers’ Compensation Insurance Reserves will be equal to $634,000 for FY 2016. This amount may be updated dependent upon the completion of any actuarial studies.

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Ethical Standards The following Ethical Standards are included under the Clark County Water Reclamation Merit Personnel Policies and Procedures Manual. The District has the following manuals and procedure documents which are provided to each employee of the District; District Administrative Manual, District Security Policy Manual, Workplace Safety Policies and Procedures and Merit Personnel Policies and Procedures.

Preferential Treatment Employees will not use or attempt to use their official District positions to secure or grant privileges, exemptions, advantages, contracts, or preferential treatment for themselves or others.

Conflicts of Interest An employee’s involvement in any activity that is a conflict of interest is prohibited. A potential conflict of interest occurs whenever an employee has an interest in any entity that transacts business with the District. “Interest” includes any opportunity to derive personal gain through ownership, employment, or other participation in an entity. “Entity” includes individuals, companies, partnerships, corporations, and other organizations. Employees will not directly or indirectly solicit, accept, or receive any gift whether in the form of money, services, loan, travel, entertainment, hospitality, promise, or in any other form. Unsolicited gifts must be returned, shared with other employees, or given to charity. Gifts which may potentially influence the employee in the performance of his/her duties, or appear to be intended as a reward for any official action on the employee’s part, or which potentially create the perception of impropriety, as determined by the General Manager or designee shall be refused.

Full Disclosure Employees will not participate as agents or representatives of the District or take action or make recommendations on any matter in which they have a direct financial interest without disclosing the full nature and extent of their interest. Employees in position classifications that exercise significant discretionary authority in the provision of service within a department will submit Financial Disclosure Statements to the General Manager or designee and the County Clerk’s Office, Commission Division, no later than March 31st of every year. The General Manager will determine the position classifications that exercise significant discretionary authority. At a minimum, this provision will apply to Department Heads, Assistant General Managers, and Deputy General Manager. Financial Disclosure Statement forms will be designed and, once completed, made available for public inspection in the County Clerk’s Office.

Confidential Information Employees will respect and protect confidential information to which they have access in the course of official District duties; avoid any interest or activity that lies in conflict with the conduct of official District duties; and seek no favor for personal economic interest or the interest of others secured by confidential information.


Any employee found falsifying and/or destroying records or reports, or intentionally deleting or altering information will be disciplined up to and including termination.

Additional Compensation/Notice of Additional Employment An employee will not accept any salary, retainer, augmentation, expense allowance, or other compensation from any private source for the performance of his/her duties as a public employee. To ensure no conflict of interest exists, no employee may:

1. Seek or accept additional employment, ownership, or partnership in a business outside District service which is determined to be in conflict with his/her duties as an employee or in conflict with the functions and responsibilities of the Department;

2. Hold a District position and contract employment with the District simultaneously.

Use of District Property Employees will not directly or indirectly use or permit others to use District property of any kind for personal use. Employees will protect and conserve all District property, including equipment and supplies entrusted or issued to them. Employees will be required to replace or reimburse the District for any property lost or damaged due to the employee’s negligence.

Political Activities Employees will not perform or participate in improper political activities in the workplace, including, without limitation, any act that detracts from or impairs the effectiveness of an employee in his/her work, or involves obligations or considerations inconsistent with his/her work, or involves obligations or considerations inconsistent with his/her status as a District employee.



FINANCIAL PLANNING


Financial Planning Fund and Fund Structure The Water Reclamation District is a municipal utility and operates in a self-supporting manner, much like private enterprises. Operating costs (expenses, including depreciation) are financed through user charges, which are the primary source of revenue for the District. The acquisition and improvement of physical facilities required to provide wastewater conveyance and treatment services are financed from existing cash resources, connection fees called System Development Approvals (SDA’s), sales tax, bond or loan proceeds and grant proceeds. As a municipal utility, all of the District’s funds are subject to appropriation. In general, operating revenues are used to pay for operating, maintenance and repair expenses and non-operating revenues are used for non-operating expenses, such as capital rehabilitation and expansion projects. Accrual accounting is employed whereby revenues are recognized when earned and expenses are recognized when incurred, except for principal and interest on long-term debt, which is recognized when due. As with private enterprises, demand for services determines the appropriate level of revenues and expenses. Increased demands for services causes higher expenses to be incurred, and may result in higher revenues. The District has the ability to augment the budget, if necessary, with Board approval.

Changes in Fund Balance The Statement of Net Position and the Statement of Revenue, Expenses, & Changes in Net Position provide an indication of the District’s financial health and performance. The Statement of Net Position includes all the District’s assets and liabilities, as well as an indication of which assets can be used for general purposes and which are restricted as a result of bond covenants or for other purposes.


FY 2014 FY 2013ACTUAL RESTATATED

ASSETSCurrent Assets:

Cash and cash equivalents $ 47,617,049 $ 39,648,353 Accounts receivable, net of allowance for doubtful accounts

$160,267 and $338,937 8,279,374 8,531,016 Supply inventories 2,364,294 2,227,690 Interest receivable 1,433,702 1,033,389

Investments 508,082,858 500,804,320 Prepaid expenses 444,635 658,845

Total Unrestricted Current Assets $ 568,221,913 $ 552,903,613

Restricted Assets: Cash and cash equivalents, restricted $ 23,842,577 $ 22,463,592

Sales tax receivable 2,752,002 2,604,093 Worker's compensation certificate of deposit 116,331 104,119

Total Restricted Current Assets $ 26,710,910 $ 25,171,804

Total Current Assets $ 594,932,823 $ 578,075,417

Noncurrent AssetsCapital Assets:

Property, plant and equipment $ 2,109,516,027 $ 2,016,076,590 Less accumulated depreciation 774,531,070 700,016,994

$ 1,334,984,957 $ 1,316,059,596

Land and rights of way $ 7,947,397 $ 7,926,917 Construction in progress 219,014,312 204,552,885

Total Capital Assets, Net $ 1,561,946,666 $ 1,528,539,399

Other non-current assets $ 83,628 $ 87,264 Other long-term receivables, net of reserve for

water reuse sales $3,699,531 and $0 17,811,904 7,490,738

Total NonCurrent Assets $ 1,579,842,198 $ 1,536,117,400

Total Assets $ 2,174,775,021 $ 2,114,192,816

LIABILITIESCurrent Liabilities:

Payable From Unrestricted Assets Accounts payable $ 2,965,725 $ 3,060,016

Funds due to customer accounts 85,121 85,121 Construction contracts payable 13,818,295 18,604,475

Accrued expenses 1,218,321 981,899 Accumulated compensated absences 1,058,531 485,716

Other liabilities 2,338,681 3,063,394 Total Payable From Unrestricted Assets $ 21,484,674 $ 26,280,620

Payable From Restricted Assets Accrued bond interest payable $ 11,861,435 $ 11,871,467

Current maturities of bonds payable 10,641,866 9,397,970 Short-term portion of sales tax payable 447,476 447,476

Clean Water Coalition Trustee Funds 95,547 99,733 Total Payable From Restricted Assets $ 23,046,324 $ 21,816,645

Total Current Liabilities $ 44,530,998 $ 48,097,266

Noncurrent Liabilities:Long-term portion of accumulated compensated absences $ 4,091,679 $ 3,858,724

Accrued other post employment benefits 14,521,742 11,908,273 Bonds payable, net of current maturities 463,235,602 473,987,496 Long-term portion of sales tax payable 2,684,856 3,132,330

Total Noncurrent Liabilities $ 484,533,879 $ 492,886,822

Total Liabilties $ 529,064,877 $ 540,984,088

NET POSITIONNet investment in capital assets $ 1,074,334,531 $ 1,026,636,721

Restricted: Debt service 11,981,142 10,592,125 Unrestricted 559,394,470 535,979,881

Total Net Position $ 1,645,710,143 $ 1,573,208,727

CLARK COUNTY WATER RECLAMATION DISTRICTSTATEMENT OF NET POSITION


FY 2014 FY 2013ACTUAL RESTATATED

OPERATING REVENUE Sewer Service Charges 139,716,364$ 143,275,939$

Effluent Sales - Water Reuse Sales 2,357,845 2,195,074 Pretreatment Fees 419,998 409,063

Septage Fees 356,677 270,258 Other 658,759 1,470,241

Total Operating Revenue 143,509,643$ 147,620,575$

OPERATING EXPENSE Salaries & Wages 22,280,786$ 21,730,773$ Employee Benefits 8,596,198 7,952,525

Post Employment Benefits other than Pensions 2,613,469 2,613,469 Utilities 10,440,207 9,749,587

Outside Services 6,585,336 5,218,462 Chemicals 6,115,822 5,738,662

Maintenance 5,893,990 5,375,121 Other Expenses 6,376,168 2,519,370

Supplies 1,380,948 2,040,399 Depreciation/Amortization 75,643,760 74,793,101

Total Operating Expense 145,926,684$ 137,731,469$

Operating Income or (Loss) (2,417,041)$ 9,889,106$

NON-OPERATING REVENUES (EXPENSES)Unrestricted Investment Earnings 5,848,625$ 4,504,321$

Net Increase (Decrease) in the Fair Value of Unrestricted Investment 2,086,425 (5,631,409) Restricted Investment Earnings 175,717 (105,357)

SDA Revenue 31,461,511 18,972,735 Sales Tax Apportionment 15,911,706 14,870,001

Interest Expense- Bonds, Net of Capitalized (10,578,550) (15,799,367) Securities Lending Expense - (1,036)

Other Non-Operating Revenue/Expenses, Net 1,882,969 (13,478)

Total Non-operating Revenues 46,788,403$ 16,796,410$

Income Before Capital Contributions 44,371,362 26,685,516

CAPITAL CONTRIBUTIONSGrant Revenue -$ 413,236$

Contributed Assets 28,130,054 11,547,824

Total Capital Contributions 10,578,550$ 11,961,060$

Change in Net Position 72,501,416$ 38,646,576$

Net Position, Beginning of the Year as Previously Reported 1,618,016,848$ 1,565,200,009$

Prior Pereiod Adjustment (44,808,121) (30,637,858)

Net Position, Beginning of the Year as Restated 38,646,576$ 1,534,562,151$

Total Net Position at End of Year 111,147,992$ 1,573,208,727$

CLARK COUNTY WATER RECLAMATION DISTRICTSTATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET POSITION


Basis of Budgeting The District’s basis of budgeting is the accrual method. Revenues are accrued when earned, and expenses are accrued when incurred. Debt service is budgeted on a cash basis, as interest and principal is paid. This differs from the accounting method where short-term debt service payments are posted using the accrual method. The District’s Comprehensive Annual Financial Report (CAFR) is prepared on the “Generally Accepted Accounting Principles” (GAAP) basis. The District converted the CAFR to the new Governmental Accounting and Standards Board (GASB) 34 requirements. The budget format has not changed to the new model, as all state agencies must use the same model for budget purposes. It is anticipated that the GASB 34 model will be used for budgeting in the future when other state agencies convert to the new reporting requirements.

Expense Account Categories Account categories are used for roll-up reporting by type of expense. They make tracking expenses more efficient as there are fewer lines to analyze and compare. All expenses are recorded to individual line items. However, categories are used to assist managers with reviewing overall expenses at service center and District levels.

Budget Process and Preparation In order to prepare the budget, it is important that District administrators fully realize what the budget is and what it represents. It is also helpful to view the budget not only from the individual department’s perspective, but also from an overall District perspective. Simply stated, a budget is the District’s Strategic Plan expressed in financial terms. The Strategic Plan outlines the District’s mission, goals for the future, and strategies to achieve those goals. The budget request implements that plan by putting a dollar amount to the goals expressed in the plan and expansion or deletion of District programs. The formulation of any budget is a complex process. Choices regarding goals, objectives and operational plans are made so the rate payers and the Board of Trustees can have faith that the District is acting in the most efficient and fiduciary manner. The key to making well-informed

Account Series Expense Category

61XX Salaries62XX Employee Benefits63XX Maintenance64XX Utilities65XX Chemicals66XX Outside Services67XX Supplies68XX Other Expenses


choices about allocating resources is planning. District staff who anticipate future needs for their department are best able to view the budget as a management tool, and to understand that budgeting is an essential, dynamic, and extremely influential process. From a District perspective, budgeting serves several planning purposes, not the least of which is accountability to the rate payers and the Board of Trustees. Internally, it serves as a control process whereby revenue and expenditure data are collected and organized to aid management in planning and performance evaluation. The District’s challenge is to continue to deliver on its commitment to provide quality service at the lowest possible cost to its rate payers for wastewater conveyance, treatment, and disposal in a manner that promotes excellence in customer service, employee well-being, and protection of the environment.

Budget Process The optimal allocation of resources is at the heart of municipal utility financial management. Budgeting is the process by which the District allocates these resources. The District budgets appropriations to carry out specific core processes and service objectives on an annual basis.

Benefits of the Budgeting Process Provides standards against which actual performance can be measured. Budgets are a quantitative plan, which allows management to more objectively measure and control performance. If, for instance, a service center knows that the budgeted amount for supplies is $1,000 per fiscal year, the manager is then in a position to monitor and control the expenses for supplies. Provides managers with additional insight in actual District goals. Monetary allocation of funds is often the true test of the District’s commitment to a particular goal. By providing managers with detailed line item information, the budget process assists team leaders and managers by allowing the flexibility necessary to accomplish District goals. Tends to be a positive influence on the motivation of personnel. District staff typically like to know what is expected of them and budgets clarify performance standards. Causes managers to plan for current and future operations. To some extent, a budget forces managers to anticipate and forecast changes in the external environment. For example, an increase in chemical costs created by higher prices for ferric chloride may force the organization to seek an alternative chemical or plant process. Improves top management’s ability to coordinate the overall operation of the organization. Budgets are “blueprints” of the organization’s plans for the coming year and greatly aid senior management in coordinating the operations and activities of each business center or department. Enables management to recognize issues in time to take necessary corrective action. For example, if expenses are substantially ahead of the budgeted amount, management will be alerted to make changes that may realign actual costs with the budget for the remainder of the fiscal year.


Facilitates communication throughout the organization. The budget improves management’s ability to communicate objectives, plans and standards of performance. Budgets are helpful to managers by letting them know how their operations relate to other service centers within the District. Also, budgets tend to indicate an individual manager’s responsibility and improve his/her understanding of the organization’s goals. Helps managers recognize when change is needed. The budgeting process requires managers to carefully and critically review the organization’s operations to determine if its resources are being allocated to the right activities and programs. The District employs a “zero based budget” model in support of the District’s strategic initiatives. Budget preparation begins in December with an analysis of the District’s strategic initiatives, current financial condition and projections for future revenues. The District Executive Team is comprised of the Assistant General Managers and the Assistant to the General Manager. The Team meets to review the information and determine a target level for projected expenses. The Business Services staff then prepares and distributes budget instructions to each department for use in preparing line item budgets and budgets for capital equipment purchases and replacement. The instructions contain definitions of key words and concepts, expense guidelines and factors, users guide for the budget software, and a list of accounts and their definitions. Each unit also receives line item worksheets, which show historical year-end balances, current budgets and current expenses. Training is offered to those who are unfamiliar with the budget development process. Each team leader within a service center is responsible for developing initial information, which will generate the operating expense budget, except salaries and benefits. Business Services staff prepare estimates for regular salaries and benefits and any additional pay (overtime, etc.) based on information supplied by the team leaders. In December, Business Services staff begin to review and analyze proposed budgets, including new positions, capital requests and line item justifications. Meetings are held with department managers to discuss requests and make adjustments to meet target figures. Capital items are also prioritized at these meetings. The adjusted information is compiled and subjected to management review. Between April 15 and the third Tuesday in May, the public has the opportunity to review the tentative budget and to submit any comments to the governing body. A special public hearing, per Nevada Revised Statutes (NRS), is set for the third Tuesday in May. Prior to June 1, the County submits to the Nevada State Department of Taxation the tentative budget for the next fiscal year, commencing on July 1. After all changes have been noted on the public record and hearings closed, the County Commission, ex-officio Board of Trustees, adopts the budget by June 1. Copies of the final budget are available for public inspection at the District. The final budget is fully integrated on July 1 with the District’s accounting system. The statutory level of budgetary control is at the function level. For the District, this is at the total District level for each classification; salaries, benefits and services and supplies. Control is maintained at the line item level through the use of a purchase order system. Budgetary performance is measured by line item budget variance reports, which are distributed on a monthly basis. Additional controls include daily monitoring of proposed expenses. All the Operations and Maintenance budgets lapse at the end of the fiscal year.


Formal adjustments to the budget during the year are accomplished through an augmentation process prescribed by Nevada Revised Statutes. The augmentation process requires the Board of Trustees to approve increases to appropriations above the levels originally approved. A letter is then sent to Clark County to include in the quarterly report to the State of Nevada Department of Taxation. This process is revenue driven; therefore, total appropriations cannot be increased without additional, previously unbudgeted resources being clearly identified.

Public Budget Document The District has submitted an application for the Distinguished Budget Presentation Awards Program to the Government Finance Officers Association (GFOA) a budget document designed for staff and the public. The budget document serves as a reference for the District’s current fiscal year financial and operational goals.



FY 2016 Budget Calendar

7. Final Salary Forecast loaded into Budget Application

8. IT related requests reviewed and approved by IT manager

9. Depreciation estimates provided by Accounting Departement

13. Final approval of all budgets (O&M,CIP,CEP) - General Manager

15. All remaining users on Budget Application restricted to view only

14. Submission of Tentative Budget to Clark County Finance

Preparation and Development

Review and Finalize

Submission and Approval

1. Budget Application availabe for use

3. Team Leaders to have requests submitted to Department managers for review

4. Vehicle/Heavy equipment requests - Due to Fleet supervisor

6. Capital Improvement Program (CIP) request process begins

2. Personnel Module available on Budget Application

Mar

-15

Apr-15

May

-15

Jun-15

Dec-14

Jan-15

Feb-15

19. Final County Budget adopted on or prior to this date and filed with the Nevada State Department of Taxations and the County Clerk20. Submit proof of publication of the District's summary fiscal reports to the State of Nevada on or prior to this date

5. Draft of salary forecst loaded into the Budget Application

10. Department Managers to have operating budget/capital equipment requests reviewed and approved11. Operations & Maintenance (O&M)/Capital Equipment Purchases (CEP) requests reviewed and approved by AGMs for their respective departments

12. O&M, CEP compiled by Budget/Business Services for review with Executive Team

18. Final public hearings on Clark County Tentative Budget by Board of County Commissioners and approval

16. Trustees Briefing Report - FY 2016 Budget

17. Submission of 5yr CIP to Clark County Finance


Sewer Service User Charges and Account

Fee

SDAs (System Development Approvals)

Pretreatment

Reclaimed Water Sales

Share of ¼ Cent Sales Tax

CIP: Expansion

CIP: Repair & Replacement

Capital Equipment

Operating & Maintenance Expenses

Facilities and Discharge

Only

Septage Disposal

Sources and Uses of District Funds

Sources of Funds

Operating Revenues: • Sewer Service User Charges and

Account Fee • Pretreatment • Septage Disposal • Reclaimed Water Sales

Non-Operating Revenues: • SDAs (System Development

Approvals, aka Connection Charges) • Share of the ¼-Cent Sales Tax

Uses of Funds

Operating Expenditures: • Operating and Maintenance – All

Departments • Capital Equipment • CIP: Repair and Replacement

Non-Operating Expenditures:

• CIP: Expansion

Revenues

The Board has established a universal rate structure for sewer billing for all service areas. Annual operating budgets are based on expected revenue from all service areas.

Total Revenue

Fiscal Year $ % $ % $ % $ % $ % $2002 73,958,328 56.2 2,115,957 1.6 7,889,598 6.0 37,515,415 28.5 10,219,031 7.8 131,698,329 2003 77,243,410 56.2 1,954,656 1.4 7,336,339 5.3 39,893,529 29.0 10,985,585 8.0 137,413,519 2004 80,155,861 56.6 2,663,047 1.9 3,697,564 2.6 42,372,051 29.9 12,615,393 8.9 141,503,916 2005 84,283,146 53.5 3,287,779 2.1 7,124,233 4.5 48,149,859 30.6 14,630,284 9.3 157,475,301 2006 89,661,254 50.5 6,795,255 3.8 11,601,615 6.5 53,694,207 30.2 15,887,079 8.9 177,639,410 2007 94,134,198 47.2 5,592,183 2.8 23,787,375 11.9 59,633,785 29.9 16,116,023 8.1 199,263,564 2008 97,153,925 51.5 6,117,565 3.2 32,287,526 17.1 37,611,376 19.9 15,595,269 8.3 188,765,661 2009 106,046,049 75.1 3,367,000 2.4 1,876,337 1.3 16,353,536 11.6 13,482,807 9.6 141,125,729 2010 119,932,937 76.7 1,071,194 0.7 13,767,249 8.8 9,347,944 6.0 12,242,174 7.8 156,361,498 2011 130,974,469 80.1 3,780,073 2.3 6,440,988 3.9 9,218,329 5.6 13,134,404 8.0 163,548,263 2012 135,870,662 81.5 480,756 0.3 5,705,236 3.4 10,549,916 6.3 14,055,242 8.4 166,661,812 2013 143,275,939 74.5 4,344,636 2.3 10,728,615 5.6 18,972,735 9.9 14,870,001 7.7 192,191,926 2014 139,716,364 61.0 3,793,279 1.7 38,123,790 16.6 31,461,511 13.7 15,911,706 6.9 229,006,650

2015 Estimate 141,797,756 64.0 3,743,869 1.7 40,275,772 18.2 19,850,000 9.0 16,048,872 7.2 221,716,269 2016 Budget 145,286,453 73.4 3,762,190 1.9 21,763,532 11.0 11,000,000 5.6 16,000,000 8.1 197,812,175

Sewer Service Other Operating

Interest & Other Non-

Operating SDA Fees Sales Tax


Sewer Charges Annual Sewer Service Charges plus a $16 Annual Account Charge comprises the District’s Sewer Charges operating revenue. The District projects revenue based on the “Equivalent Residential Unit” (ERU) system, defined as an annual 90,000 gallons (250 gallons per unit per day) allowance of domestic strength wastewater a customer contributes to the District’s total wastewater flow. ERU rates, based on residential and commercial billing unit values range from 0.10 to 1.50. Customers who pay the total Annual Customer Charge by July 31st are eligible for an Annual Account Charge discount of $12 per account. An estimated 40% of customers billed July 1 will receive the discount.

The projected sewer charge revenue is calculated by the total number of ERUs times the Sewer Charge Rate. The $16 annual service fee (each account) is calculated by the total number of accounts. Revenue projections of $145.3 million for Annual Sewer Service Charges are calculated from a projected total of 640,871 ERUs. Also formulated into this projection are anticipated ERUs that will become active in the new fiscal year. Residential customers account for nearly 96.2% of the total customer base compared to 3.8% of commercial accounts. Although commercial accounts make up only 3.8% of the customer base, commercial accounts contain approximately 63.5% of the total ERUs. FY 2014 – FY 2016 ERUs by service area are scheduled in the table below.

Revenue SourceSewer Charges $ 139,716,364 $ 141,797,756 $ 145,286,453

Effluent Sales - Water Reuse Sales 2,357,845 2,369,845 2,380,866 Pretreatment Fees 419,998 411,938 431,324

Septage Fees 356,677 363,181 350,000 Other 658,759 598,905 600,000

Operating Revenue $ 143,509,643 $ 145,541,625 $ 149,048,643

ActualFY 2015

EstimatedFY 2016Budget

Operating RevenuesFY 2014

Service Area

Sewer Service

Rate SDA

Sewer Service

Rate SDA

Sewer Service

Rate SDA

Las Vegas Valley 221.09$ 2,195.00$ 221.09$ 2,195.00$ 221.09$ 2,195.00$ Laughlin 221.09$ 1,600.00$ 221.09$ 1,600.00$ 221.09$ 1,600.00$

Nellis AFB 221.09$ 2,195.00$ 221.09$ 2,195.00$ 221.09$ 2,195.00$ Moapa Valley 221.09$ 2,195.00$ 221.09$ 2,195.00$ 221.09$ 2,195.00$ Indian Springs 221.09$ 2,195.00$ 221.09$ 2,195.00$ 221.09$ 2,195.00$

Searchlight 221.09$ 2,195.00$ 221.09$ 2,195.00$ 221.09$ 2,195.00$ Blue Diamond 221.09$ 2,195.00$ 221.09$ 2,195.00$ 221.09$ 2,195.00$

FY 2016

Service and Fee Rate Structure

FY 2014 FY 2015


Pretreatment Fees The Industrial Pretreatment Program operates under Federal guidelines found in 40CFR403-471. Pretreatment staff inspects over 3,000 grease interceptors, sand/oil interceptors, on-site lift stations and industrial users. Annual fees are set by the Board for each user class.

Septage Fees Presently, the Water Reclamation District processes septage received from fourteen customers. Fees are charged to permit trucks and for gallons received. Septage fees are charged for processing septic waste. The fees charged for septic waste processing are used to recover the costs incurred by the District to process the septic waste delivered.

Effluent Sales The sale of reclaimed water (effluent) is subject to terms established by resolution. The District presently serves seven customers with reclaimed water in the Las Vegas Valley area. Although effluent sales have been a minor revenue source for the District historically, emphasis on water conservation and water resource management may develop this market in the future.

Service Area

Las Vegas Valley 599,802 603,999 616,668 Laughlin 15,953 15,893 15,907

Nellis AFB 5,582 5,580 5,582 Moapa Valley 1,460 1,458 1,459 Indian Springs 652 650 652

Searchlight 437 437 437 Blue Diamond 164 164 166 Total ERUs 624,050 628,181 640,871

ERUs by Service Area

FY 2014Actual

FY 2015Actual

FY 2016Budget

Categorical $1,000.00 Significant Industrial User $1,000.00

On-Site Lift Station $ 500.00 Industrial User Permits $ 300.00

Industrial User $ 300.00 Grease or Sand/ Oil Interceptor $ 100.00

Each follow-up inspection $ 100.00 Each additional interceptor at the same address $ 50.00

Pretreatment Fees Annual Fee


Other

Additional operating revenues may consist of transfers from reserve funds and the capital replacement fund, and also include reimbursement for contract management.

Non-Operating Revenues Non-operating revenues are used to fund capital improvement and equipment. The major sources of non-operating revenue are System Development Approval (SDA) fees, interest income, and an apportionment from the Clark County Sales Tax.

System Development Approval (SDA) charges are assessed for new connections to the system and are expected to be approximately $11 million for FY 2016. Factors such as population, development and construction are factored into the revenue projection. These fees are based on ERUs within each service area. The fees are primarily used for expansion of existing infrastructure due to service area growth or capacity requirements in each service area. Most of the revenue projected for FY 2016 is for the Las Vegas Valley. This revenue source is correlated with growth and can be volatile. The District projects $16.0 million in ¼ cent sales tax for FY 2016. This revenue is to fund improvements to the treatment plant and will be collected until 2025 unless $2.3 billion is collected from various agencies, including the District, prior to that date. Use of this revenue is restricted to new treatment facilities or the improvement or expansion of existing treatment facilities.

Revenue Source

System Development Approvals 31,461,511$ 19,850,000$ 11,000,000$ Interest Earrings 8,110,767 8,393,010 8,500,000

Sales Tax 1/4 cent 15,911,706 16,048,872 16,000,000 Capital Contributions 28,130,054 31,818,262 13,180,732

Other 1,882,969 64,500 82,800 Non-Operating Revenue 85,497,007$ $ 76,174,644 $ 48,763,532

Non-Operating Revenues

FY 2014Actual

FY 2015 FY 2016BudgetEstimated


Expenses

Current operating revenues fund current operating expenses. By statutory regulation, expenses are not permitted to exceed appropriations. Funds are budgeted by line item to service sections within a service center. These line items are grouped into cost classifications and are categorized as follows:

Total Operating

ExpensesFiscal Year $ % $ % $ % $

2002 12,510,772 39.6 4,391,972 13.9 14,727,002 46.6 31,629,746 2003 13,509,800 36.5 4,614,144 12.5 18,855,406 51.0 36,979,350 2004 12,274,995 33.6 3,868,378 10.6 20,362,029 55.8 36,505,402 2005 13,980,237 35.4 4,548,690 11.5 20,968,137 53.1 39,497,064 2006 15,843,093 34.8 4,962,913 10.9 24,750,571 54.3 45,556,577 2007 16,963,262 33.8 6,022,814 12.0 27,208,899 54.2 50,194,975 2008 19,925,077 34.4 7,146,151 12.4 30,774,645 53.2 57,845,873 2009 21,052,947 33.6 7,739,915 12.4 33,842,097 54.0 62,634,959 2010 22,468,145 34.7 6,955,614 10.8 35,279,345 54.5 64,703,104 2011 22,490,527 34.6 10,045,553 15.5 32,385,526 49.9 64,921,606 2012 20,967,989 34.5 10,581,699 17.4 29,297,667 48.1 60,847,355 2013 21,265,433 33.8 11,039,236 17.5 30,630,106 48.7 62,934,775 2014 22,280,786 31.7 11,209,667 15.9 36,792,471 52.3 70,282,924

2015 Estimate 21,990,381 33.9 12,591,855 19.4 30,334,876 46.7 64,917,112 2016 Budget 23,904,248 31.8 13,136,952 17.5 38,077,134 50.7 75,118,334

Salaries Employee Benefits Services & Supplies


salaries, employee benefits and services and supplies. Team leaders and managers are responsible for monitoring their funds and for initiating a “Request for Transfer of Funds” when a team has insufficient resources available to continue normal operations without overspending its entire fiscal year appropriation. Transfers can be made to line items within major categories or between teams or service centers. Expenses are also recorded on a program level. The District developed specific program tasks to track major functions and key services areas of the organization. Programs often have contributions from several teams and service centers. Where the line item budget by team provides information on who is spending and what is purchased, the program provides why an expense is incurred. By adding program information into the general ledger, the District is now able to define what was purchased (by line item), who made the purchase (by team) and why the expense was incurred (by program).

Salaries & Wages The Board authorizes all regular full-time positions. All requests for new positions must contain justification and evaluate total costs, including benefits. There were three Full Time Equivalents (FTE) added in the 2016 budget. Term employees are used to augment staff for specific projects, such as major plant expansions. At the end of the project, term employees are released. Temporary/part-time employees are used to augment regular staffing on an intermittent basis. Employees covered by collective bargaining agreements may be eligible for other compensation that is not included in their base salary such as longevity, overtime and shift differential pay. Portions of salaries and related costs (benefits) that occur in one department may be applied to another. For instance, maintenance work performed by plant employees in a service area may be “cost applied” to that service area.

Employee Benefits This classification includes expenses for workers compensation, group medical insurance, disability insurance, retirement and social security. Group insurance benefits, which include life, dental and general health insurance, are provided at a minimal expense to permanent employees. Full-time employees become members of the Nevada State Public Employees Retirement System (PERS). Effective July 20, 2015, the PERS rate will increase to 28.00%, from 25.75%, of annual base salary. Participation in the Social Security Program for the District’s permanent and term employees hired after 1985 is limited to 1.45% of annual salary subject to Medicare taxes.

Supplies and Services Expenses not classified as salaries, employee benefits, capital equipment or capital projects fall into this classification. Operating expenses include professional services, utilities, travel, training, memberships, chemicals, postage, and maintenance materials. Historically, expenses for services


and supplies have had the greatest variances between budget because of the wide range of line items covered. Line items are combined into spending categories for easier management. The service and supply categories include maintenance, utilities, chemicals, outside services, supplies and other. These categories combine several similar line items such as electricity, natural gas, water and telecommunications into a single category “utilities” to facilitate analysis by District management. Expenses are maintained in the detailed lines to enable specific identification of expenditures. A brief description of each category follows.

• Maintenance – Costs for repairs and maintenance of equipment, vehicles, facilities, or tools, including routine, contracted services as well as emergency repairs.

• Utilities – Costs including natural gas, water, fuels, electricity, communications and trash/landfill services.

• Chemicals – Cost of chemicals used in the collection and treatment processes.

• Outside Services – Costs include professional services, legal services and contracted services such as janitorial and training.

• Supplies – Costs for office, lab, and computer or plant supplies purchased.

• Other – Cost of other miscellaneous items, ranging from postage and shipping charges and safety to liability and property insurance.

The purchasing agents (buyers) and select personnel are authorized to purchase items for non-inventory and inventory stock replacement, within established state law limits. Open purchase orders are available for limited use by employees. Authorization to use open purchase orders is approved by managers and is limited to emergency and field use items. Emergency purchases must be approved by a team leader, and District credit cards are available for authorized staff. Prior approval of the Board of Trustees must be obtained for all procurements of goods and non-professional services in excess of $500,000 and professional services over $50,000. The General Manager establishes spending authorizations by classification levels.



Debt Management The acquisition, construction and major improvements of the collection system and plant facilities required to provide services are financed from existing cash resources, grants or the issuance of debt. The District’s general obligation/revenue supported bonds constitute direct and general obligations of the District, and the full faith and credit of the District is pledged to the payment of principal and interest due thereon. They are primarily secured by ad valorem taxes but are paid from net pledged revenues of the District. Net pledged revenues are defined as gross revenues of the District less operation and maintenance expenses. Bond covenants require that District rates and charges are adequate to pay debt service; therefore, no ad valorem property tax is necessary to repay the bonds. The Nevada Revised Statutes limit the aggregate principal amount of the District’s general obligation debt to fifty percent (50%) of the District’s total reported assessed valuation, excluding redevelopment agencies.

Outstanding general obligation bonds are rated “AAA” by Standard & Poor’s Corporation while Moody’s rating is “Aa1”. This exceptional rating reflects the District’s continued strong financial performance and sound financial position. On June 6, 2008, the Debt Management Commission and the Board of Trustees gave the District authority to issue up to $1,200,000,000 of general obligation (limited tax) water reclamation bonds (additionally secured by pledged revenues), State Revolving Fund loans, commercial paper or other securities thereof. The District currently makes debt payments on the following outstanding bond issues:

Semi-annual debt service requirements are transferred from the District’s General Fund to a debt service fund to provide for interest payments due on January 1st and principal and interest due on July 1st. The bond fund maintains periodic deposits sufficient to provide certain payments of principal and interest on the bonds (debt service) as such obligations mature. The bond fund is required by the various bond agreements, and the investments in the bond fund are in the custody of

Total District Assessed Valuation $ 33,520,479,563 Debt Limitation $ 16,760,239,782

Total Outstanding Debt as of 06/30/2015 $ 464,961,089 Total Debt as a Percent of Limitation 2.77%

Statutory Debt Capacity

Name of Bond or Loan Term

Original Amount

of Issue Issue Date

Final Payment

Date Interest Rate

Outstanding

Balance 7/1/2015

General Obligation - Series 2007 30 yrs 55,000,000$ 11/13/2007 7/1/2037 4.00 / 4.75 52,395,000$ General Obligation - Series 2008 30 yrs 115,825,000 11/20/2008 7/1/2038 4.00 / 6.00 110,875,000

General Obligation - Series 2009A 30 yrs 135,000,000 4/1/2009 7/1/2038 4.00 / 5.25 130,410,000 General Obligation - Series 2009B 30 yrs 125,000,000 4/1/2009 7/1/2038 4.00 /5.75 120,255,000

State Revolving Loan Bond - ARRA 20 yrs 5,744,780 10/16/2009 7/1/2029 0.00 4,502,665 State Revolving Loan Bond Series 2011A 20 yrs 40,000,000 3/25/2011 1/1/2031 3.19 37,371,221 State Revolving Loan Bond Series 2012A 20 yrs 30,000,000 7/13/2012 7/1/2032 2.36 9,152,202

Total Debt Service 506,569,780$ 464,961,089$


the Clark County Treasurer's Office. Revised debt service for FY 2016 is $35,423,412. Annual bonded debt service requirements through 2039 are presented:

The District does not propose to issue additional debt during FY 2016. However, if an unanticipated need arise, the District reserves its authority to pursue additional debt consistent with applicable Nevada Revised Statutes.



Capital Improvement Program FY 2016 - 2020

Clark County Water Reclamation District (CCWRD) Fund The purpose of the District is to protect public health and the environment through the cost-effective collection, treatment, and reclamation of wastewater. The District’s vision is to be known for the following: highly skilled and dedicated employees; excellent customer responsiveness; effective financial management; ethical and effective business practices; and sound business planning principles. The District’s facilities in the Las Vegas Valley service area consist of a network of approximately 2,100 miles of pipelines for the conveyance of wastewater to facilities for treatment in the unincorporated areas of Clark County including the resort destinations on the Las Vegas Strip. The District also operates wastewater facilities in service areas outside of the Las Vegas Valley, including Laughlin, Searchlight, Moapa Valley, Blue Diamond and Indian Springs. Wastewater is conveyed to the treatment facilities, where it undergoes a series of physical, biological and chemical processes that meet or exceed state and federal environmental discharge standards. These standards are set to ensure that treated wastewater will not threaten the quality of the environment. Reclaimed water is also produced at three treatment facilities and is sold for reuse in electrical generating plants, irrigation of golf courses and park fields, and used extensively within the plants. All major sewer lines within the system were constructed after 1954. Approximately 55 percent of the District’s sewer lines have been installed since 1987. The District’s wastewater treatment systems service 248,086 active accounts: 238,656 are residential accounts and 9,430 are commercial accounts. A total of 244,003 accounts are in the Las Vegas Valley, 2,824 are in Laughlin, and 1,259 are accounts in all other service areas. The District’s capital improvement plan (CIP) is a 15-year planning document that is separated between expansion projects due to growth, and those projects necessary for repair and rehabilitation of existing facilities, and further separated by service areas.

Revenue Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total

Beginning Balances 213,761,566$ 163,078,631$ 144,100,702$ 187,124,798$ 161,970,837$

RevenueCharges for Services 89,931,151 94,671,883 105,385,970 112,400,244 110,853,493 513,242,741

Connection Fees (SDA) 11,000,000 11,192,500 11,388,369 11,587,665 11,790,449 56,958,983 Sales Tax (1/4 %) 16,000,000 16,200,000 16,402,500 16,607,531 16,815,125 82,025,156

Federal Grants - - - - - - Bond Proceeds 14,180,256 - - - - 14,180,256

Total Revenue 131,111,407$ 122,064,383$ 133,176,839$ 140,595,440$ 139,459,067$ 666,407,136$

Total Resources 344,872,973$ 285,143,014$ 277,277,541$ 327,720,238$ 301,429,904$

FY 2016-2020 Capital Improvement Program - Revenue Sources


Las Vegas Valley Service Area Expansion Projects: The recent economic downturn has resulted in reduced population growth, reduced residential construction and delays in some major commercial projects. These impacts are expected to reduce future revenue sources to the District related to expansion costs. To address these changes, expansion projects have been reviewed against the reduced population and resulting lower flow projections and have been moved out several years in the CIP. The Integrated Facility Master Plan (IFMP) is being developed and will update flow projections for all of the District’s service areas for the next five years. In addition, this IFMP will evaluate the current treatment technology as well as future technology improvements that may be required in conjunction with possible future water quality goals.

Estimated Las Vegas Valley Expansion Projects FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Completion

Las Vegas Valley Manhole & Pipe Rehabilitation - Package 3 -$ -$ -$ -$ -$ -$ 6/30/2014Central Plant ERW Pump Station & 66-inch FM Rehabilitation - - - - - - 6/30/2014

Paradise-Whitney Interceptor Easement Acquisition - - - - - - 6/30/2015LVV MH and Pipe Rehab - Pkge 7B 92,701 - - - - 92,701 6/30/2016LVV MH and Pipe Rehab - Pkge 6A 1,283,086 - - - - 1,283,086 6/30/2016

LVV MH and Pipe Rehab - Pkge 9 2,801,323 - - - - 2,801,323 6/30/2016LVV MH and Pipe Rehab - Pkge 7A 1,433,193 148,612 - - - 1,581,805 6/30/2017

LVV MH and Pipe Rehab - Pkge 5 2,746,636 289,334 - - - 3,035,971 6/30/2017LVV MH and Pipe Rehab - Pkge 6B 3,603,707 925,994 - - - 4,529,700 6/30/2017

Paradise-Whitney Interceptor - Package 1 16,769,604 - - - - 16,769,604 6/30/2017Paradise-Whitney Interceptor - Package 2 19,699,652 - - - - 19,699,652 6/30/2018

LVV MH and Pipe Rehab - Pkge 4 3,948,903 5,478,433 - - - 9,427,336 6/30/2018Central Plant Influent Station Study - - - - 6,883,420 6,883,420 6/30/2018

Paradise-Whitney Interceptor - Package 3 16,990,985 2,161 - - - 16,993,146 6/30/2018Cactus Avenue Interchange on I-15 390,000 - - - - 390,000 6/30/2018

OCC Building HVAC Upgrade ECM 4 370,220 1,740,160 - - - 2,110,380 6/30/2018AWT Lab Rehabilitation ECM 3 1,234,213 5,832,707 - - - 7,066,920 6/30/2018

LVV MH and Pipe Rehab - Pkge 8 292,599 3,460,046 130,249 - - 3,882,895 6/30/2019Paradise-Whitney Interceptor Partnering Coordination - - - - - - 6/30/2019

FWRC Load Cntr 3 & LWRC MCC 1-5, 7-17 Elect Upgrades 57,488 935,654 1,149,438 - - 2,142,579 6/30/2019FWRC FWRC OCC Electric Cart Charging Station 38,105 65,674 195,519 - - 299,298 6/30/2019

Stormwater Outfall Improvements 30,979 63,914 494,693 - - 589,586 6/30/2019Las Vegas Wash Channelization Improvements 378,903 4,449,780 3,737,446 85,722 - 8,651,851 6/30/2019

FWRC M&O Ozone Sample Pump System Predesign 37,500 82,637 204,084 78,279 - 402,500 6/30/2019FWRC Power System Update 86,932 140,909 98,485 44,697 - 371,023 6/30/2019

On-Call Civil Engineering 86,932 140,909 98,485 44,697 - 371,023 6/30/2019Pre-Design Collection System Capacity Upgrade Package 6 195,437 787,265 2,494,500 661,403 - 4,138,604 6/30/2019

Collection System Capacity Upgrade Package 6B 248,291 658,360 2,773,501 981,154 - 4,661,306 6/30/2019So. Nellis Blvd Collection System Capacity Upsizing (TBD262) 519,581 2,097,230 4,830,442 23,140,551 - 30,587,803 6/30/2019

Pre-Design Collection System Capacity Upgrade Package 9 251,964 340,999 352,797 3,887,565 - 4,833,324 6/30/2019Pre-Design Collection System Capacity Upgrade Package 5 231,504 344,008 174,519 5,126,261 - 5,876,291 6/30/2019

Southwest Interceptor (TBD261) 981,862 1,565,882 5,897,114 20,381,086 3,143,032 31,968,976 6/30/2020Flamingo Water Recource Center Fleet Bay Expansion 261,000 336,491 249,052 7,132,475 2,025,982 10,005,000 6/30/2020

FWRC Peak Flow Routing Predesign 290,441 308,818 803,323 3,216,488 7,384,116 12,003,186 6/30/2020Las Vegas Valley Manhole & Pipe Rehabilitation - Package - 29,052 48,458 26,305 793,655 897,471 6/30/2021Pre-Design Collection System Capacity Upgrade Package 7 35,604 47,654 47,472 211,158 1,020,225 1,362,112 6/30/2021Pre-Design Collection System Caoacity Upgrade Package 8 54,541 73,002 72,722 222,832 1,069,702 1,492,798 6/30/2021

FWRC E. Campus Condition Assessment and Ops/Decommissioning 132,777 182,411 168,503 1,644,218 1,357,213 3,485,122 6/30/2021Solids Handling - (DAFT 5 and Sludge Tank 5 & 6) - - - - 263,319 263,319 6/30/2021

LVSM PIPE PACKAGE 10 - - 155,718 190,566 142,338 488,622 6/30/2023LVSM PIPE PACKAGE 11 - - 56,033 68,573 51,219 175,825 6/30/2023LVSM PIPE PACKAGE 12 - - 267,290 327,107 244,323 838,720 6/30/2023LVSM PIPE PACKAGE 13 - - 118,628 145,176 108,435 372,239 6/30/2023

Preliminary Treatment (Bar Screen Facility and Grit Basins 9 & 10) - - - 1,281,075 5,531,868 6,812,943 6/30/2025Primary Treatment (Primary Clarifiers 15-18) - - - 927,675 4,005,836 4,933,511 6/30/2025

Pipeline & Lift Station Oversizing / Interlocal Agreements 112,500 150,000 150,000 150,000 150,000 712,500 On GoingTotal Las Vegas Valley Expansion Projects Total 75,689,159$ 30,678,094$ 24,768,469$ 69,975,062$ 34,174,683$ 235,285,467$

FY 2016-2020 Capital Improvement Program - Las Vegas Valley Expansion Projects


Rehabilitation Projects: The majority of the projects in this category include improvements and repairs to the collection system, including lift stations, force mains, interceptors, and sewer lines. The District has completed a comprehensive system-wide sewer-cleaning and inspection program. The program consisted of systematically planning, scheduling, and implementing the cleaning and inspection of 2,100 miles of collection system pipes. As part of the cleaning, valuable data, concerning debris found in the pipeline was gathered and analyzed to predict future system needs. The cleaning & inspection analysis will be used to prioritize the repair, rehabilitation, or replacement of existing pipelines. There is also one major rehabilitation project currently in design for the Desert Breeze Water Resource Center. After being in service for ten consecutive years, rehabilitation of the aeration basins, secondary clarifiers and associated mechanical systems is needed.

Estimated Las Vegas Valley Rehabilitation & Replacement Projects FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Completion

Central Plant Corrosion Management Plan -$ -$ -$ -$ -$ -$ 6/30/2015Visitor Entrance & Truck Scale - - - - - - 6/30/2015

Maryland Parkway Lift Station Decommissioning - - - - - - 6/30/2015Casa Buena Lift Station - - - - - - 6/30/2015

Emergency Projects - - - - - - 6/30/2015AWT Membrane / Ozonation Facilities - Phase 1 - - - - - - 6/30/2015

Central Plant ERW Pump Station & 66-inch FM Rehabilitation - - - - - - 6/30/2015Facilities Roof Rehabilitation / Replacement - - - - - - 6/30/2015

CSS Construction Yard Improvements - - - - - - 6/30/2015Las Vegas Valley Manhole & Pipe Rehabilitation - Package 3 - - - - - - 6/30/2015

Paradise-Whitney Interceptor Easement Acquisition - - - - - - 6/30/2015Collection System Services Facility - - - - - - 6/30/2015

Blower & Old Admin Buildings Boiler/Chiller Replacement - - - - - - 6/30/2015Security Center - - - - - - 6/30/2015

Central Plant Hy-Cor Scaffolding & Rag Conveyor System - - - - - - 6/30/2015Central Plant Secondary Clarifiers No.1-8 Rehabilitation - - - - - - 6/30/2015

Flamingo Facility Safety and Security Fencing - - - - - - 6/30/2015Paradise-Whitney Interceptor Partnering Coordination - - - - - - 6/30/2015

AWT Clarifier Rehabilitation Structural Evaluation and Safety Issues - - - - - - 6/30/2015Central Plant Membranes - Phase 2 Design Build - - - - - - 6/30/2016

Maintenance Support Building Improvements 3,681,660 - - - - 3,681,660 6/30/2016CP/AWT Communication and Life Safety Upgrades 899,087 - - - - 899,087 6/30/2016

A Basins 1-8 RAS &WAS Pipe Replacement 379,393 - - - - 379,393 6/30/2016Desert Breeze Clarifier Rehabilitation 31,195 - - - - 31,195 6/30/2016

Biofilter Rehabilitation Central Plant 4,931 - - - - 4,931 6/30/2016Power Monitoring 131,860 - - - - 131,860 6/30/2016

LVV MH and Pipe Rehab - Pkge 6A 855,391 - - - - 855,391 6/30/2016LVV MH and Pipe Rehab - Pkge 7B 61,801 - - - - 61,801 6/30/2016

LVV MH and Pipe Rehab - Pkge 9 1,867,549 - - - - 1,867,549 6/30/2016On Call Construction Collection System 8,148,375 - - - - 8,148,375 6/30/2016

On Call Construction FWRC 3,907,500 - - - - 3,907,500 6/30/2016CCWRD Control Survey Systems Update (TBD240) 29,978 - - - - 29,978 6/30/2016

FWRC SLDS Nutrient Recovery Study 198,331 - - - - 198,331 6/30/2016Flamingo Road Pipe Rehabilitation CCWRD/RTC Project 1,275,000 - - - - 1,275,000 6/30/2016

Paradise-Whitney Interceptor - Package 1 5,589,868 - - - - 5,589,868 6/30/2017Paradise-Whitney Interceptor - Package 2 6,566,551 - - - - 6,566,551 6/30/2017Paradise-Whitney Interceptor - Package 3 5,663,662 720 - - - 5,664,382 6/30/2017

Woodland Park Lift Station 676,280 1,467,259 - - - 2,143,539 6/30/2017Highland Lift Station Rehabilitation 298,023 1,825,691 - - - 2,123,714 6/30/2017

LVV MH and Pipe Rehab - Pkge 4 2,632,602 3,652,288 - - - 6,284,890 6/30/2017LVV MH and Pipe Rehab - Pkge 5 1,831,091 192,890 - - - 2,023,980 6/30/2017

LVV MH and Pipe Rehab - Pkge 6B 2,402,471 617,329 - - - 3,019,800 6/30/2017LVV MH and Pipe Rehab - Pkge 7A 955,462 99,075 - - - 1,054,537 6/30/2017

Media Filters - Phase 3 36,181,935 37,480,757 - - - 73,662,692 6/30/2017Whitney Force Main Rehabilitation - 7,300,473 9,712,823 - - 17,013,296 6/30/2018

LVV MH and Pipe Rehab - Pkge 8 195,066 2,306,698 86,833 - - 2,588,596 6/30/2018On CallServices - Survey 102,497 137,188 80,420 - - 320,105 6/30/2018

On CallServices - Land Acquistion 108,787 145,607 85,356 - - 339,750 6/30/2018On CallServices - Underground 102,497 137,188 80,420 - - 320,105 6/30/2018

FY 2016-2020 Capital Improvement Program - Las Vegas Valley Rehabilitation & Replacement Projects

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Other Service Areas Minimal growth is occurring in Moapa Valley, Indian Springs, Laughlin, and Searchlight, and is expected to continue in that mode for some time. At the Laughlin Water Resource Facility, there are projects underway to rehabilitate clarifiers, thickeners, ancillary pump stations, and the emergency storage pond. Within the collection system, there are active design projects in Moapa Valley, Blue Diamond, and Laughlin to rehabilitate existing pipe and manhole infrastructure. A future project is planned for the evaluation of the Moapa Valley Main lift station.

Estimated Las Vegas Valley Rehabilitation & Replacement Projects FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Completion

On CallServices - Geotechnical 102,497 137,188 80,420 - - 320,105 6/30/2018FWRC Load Cntr 3 & LWRC MCC 1-5, 7-17 Elect Upgrades 57,488 935,654 1,149,438 - - 2,142,579 6/30/2018

FWRC Interceptors Odor Control Fans Replacement 123,262 1,231,503 74,658 - - 1,429,423 6/30/2018Whitney Lift Station Flood Protection - 351,446 2,398,554 - - 2,750,000 6/30/2018

Las Vegas Wash Channelization Improvements 1,515,612 17,799,121 14,949,784 342,888 - 34,607,405 6/30/2019So. Nellis Blvd Collection System Capacity Upsizing (TBD262) 519,581 2,097,230 4,830,442 23,140,551 - 30,587,803 6/30/2019

Collection System Capacity Upgrade Package 5 231,504 344,008 174,519 5,126,261 - 5,876,291 6/30/2019Collection System Capacity Upgrade Package 6A 195,437 787,265 2,494,500 661,403 - 4,138,604 6/30/2019

Pre-Design Collection System Capacity Upgrade Package 9 251,964 340,999 352,797 3,887,565 - 4,833,324 6/30/2019FWRC M&O Ozone Sample Pump System Predesign 37,500 82,637 204,084 78,279 - 402,500 6/30/2019

Rapid Response Services 1,704,332 1,178,851 1,403,487 1,996,758 2,006,459 8,289,887 6/30/2020Crosstown Interceptor Pipe Rehabilitation Project No. 4 - 633,496 470,098 8,485,317 5,079,433 14,668,344 6/30/2020Crosstown Interceptor Pipe Rehabilitation Project No. 3 - 728,609 400,393 9,022,305 2,123,848 12,275,155 6/30/2020

Stainless Steel Upgrades at Flamingo Water Recource Center Filters - 55,763 529,237 1,526,054 5,588,946 7,700,000 6/30/2020FWRC Reclaimed Water Pump Station Study 300,000 826,372 2,600,191 7,996,274 178,704 11,901,541 6/30/2021

IFMP FWRC 23 Long Term Package 1 - - - - 416,579 416,579 6/30/2021Collection System Capacity Upgrade Package 7 35,604 47,654 47,472 211,158 1,020,225 1,362,112 6/30/2021Collection System Caoacity Upgrade Package 8 54,541 73,002 72,722 222,832 1,069,702 1,492,798 6/30/2021

Las Vegas Valley Manhole & Pipe Rehabilitation - Package 10 - 116,210 193,833 105,221 3,174,618 3,589,881 6/30/2021Whitney Lift Station Decommissioning - - - 274,826 208,935 483,761 6/30/2021

Modifications to Clarifiers 1 - 13 13,207 21,367 6,397 182,794 284,332 508,097 6/30/2021FWRC E. Campus Condition Assessment and Ops/Decommissioning 132,777 182,411 168,503 1,644,218 1,357,213 3,485,122 6/30/2022

Metro I & II Lift Stations Rehabilitations - 107,426 255,814 336,759 286,064 986,063 6/30/2023Solids Building Side Stream Solution - 153,531 459,092 442,146 164,787 1,219,556 6/30/2023

LVSM PIPE PACKAGE 10 - - 155,718 190,566 142,338 488,622 6/30/2023LVSM PIPE PACKAGE 11 - - 56,033 68,573 51,219 175,825 6/30/2023LVSM PIPE PACKAGE 12 - - 267,290 327,107 244,323 838,720 6/30/2023LVSM PIPE PACKAGE 13 - - 118,628 145,176 108,435 372,239 6/30/2023

Integrated Facility Master Plan - Central Plant and Service Areas - - 900,000 - 900,000 On GoingPipeline & Lift Station Oversizing / Interlocal Agreements 37,500 50,000 50,000 50,000 50,000 237,500 On Going

Las Vegas Valley Rehabilitation & Replacement Projects Total 90,091,642$ 83,644,903$ 44,909,953$ 66,465,029$ 23,556,160$ 308,667,687$

FY 2016-2020 Capital Improvement Program - Las Vegas Valley Rehabilitation & Replacement Projects (continued)

Service Areas Expansion Projects FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project Status

Laughlin WRC Process Equipment Rehab & Replacement 32,843$ 64,210$ 1,695,853$ -$ 1,792,905$ 6/30/2018Moapa Single Mode Fiber/Fire & Life Safety Systems - 3,432 32,568 109,973 365,335 511,308 6/30/2021

Moapa Valley Water / Fiber / Force Main / Lift Station 185,438 80,466 745,286 2,943,805 5,583,192 9,538,187 6/30/2021Indian Springs Single Mode Fiber/Fire & Life Safety Systems - - - 3,371 32,462 35,833 6/30/2023

Service Areas Expansion Projects Total 218,281$ 148,107$ 2,473,707$ 3,057,149$ 5,980,989$ 11,878,233$

Service Areas Rehabilitation & Replacement ProjectsIFMP LWRF Communication & Life Safety Monitoring 31,643$ -$ -$ -$ 31,643 6/30/2016

Blue Diamond Ponds Rehabilitation 255,302 1,516,804 - - 1,772,106 6/30/2017Laughlin Lift Station No. 2 Rehabilitation 264,572 4,013,813 - - 4,278,385 6/30/2017Laughlin WRF Flood Prevention System 861,678 1,605,374 - - 2,467,052 6/30/2018

Laughlin Clarifiers 4-5 Rehabilitation 1,341,254 2,531,928 353,830 - 4,227,012 6/30/2018IFMP Laughlin WRC Process Equip Rehab & Replacement (TBD251) 32,843 64,210 1,695,853 - 1,792,905 6/30/2018

Searchlight Ponds Rehabilitation & Laughlin WRF Flood Prevention 929,279 2,178,246 556,897 - 3,664,422 6/30/2018Moapa Valley Water / Fiber / Force Main / Lift Station 46,360 20,116 186,322 735,951 1,395,798 2,384,547 6/30/2020Laughlin Force Main Rehabilitation - Lift Station No. 2 113,840 491,495 1,786,211 8,310,899 4,500,333 15,202,778 6/30/2020

IFMP Desert Breeze Long Term Package 1 - - - - 263,934 263,934 6/30/2023Service Areas Rehabilitation & Replacement Projects Total 3,876,770$ 12,421,986$ 4,579,112$ 9,046,850$ 6,160,065$ 36,084,784$

FY 2016-2020 Capital Improvement Program - Service Areas Expansion, Rehabilitation & Replacement Projests


CIP Management Program management services provide the necessary management and control on all CIP projects. Primary activities include planning, scheduling, budgeting, forecasting, monitoring, and reporting. CCWRD capitalized internal and augmented labor costs are labor and labor-related costs of the construction management and engineering staff directly attributable to capital projects. In addition, the District hires contracted labor in accordance with the Board of Trustee’s approved Staffing Plan to augment staff deficiencies. These costs are capitalized and then allocated to the capital projects.

Funding Sources: The District derives revenues from sewer service charges, connection charges, sales of reclaimed water, a portion of the ¼-cent sales tax allocated to wastewater treatment facilities, and federal grants, in addition to having the ability to issue bonds to cover capital expenditures. The District also has financial policies that provide for reserve accounts maintained for capital expansion and rehabilitation. Impact on Operating Budget: Per Nevada Revised Statutes (NRS) 354.601: “Construction of capital improvement without funding for operation and maintenance included in approved budget is prohibited. A local government shall not begin the construction of a capital improvement unless the funding for the operation and maintenance of the improvement during the current fiscal year, including personnel, is included in an approved budget.” Operating impacts include personnel, supplies & services costs or savings. Reductions in maintenance expenditures both at the plants and within the collection system will be realized due to some of the major rehabilitation projects recently completed and those that will begin construction in the near future.

CIP Management FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project Status

603 Program Management Services 49,190$ -$ -$ -$ -$ 49,190$ 6/30/2016 Staff Augmentation 1,364,982 1,243,544 273,242 26,250 - 2,908,018 On Going

CCWRD Engineering & Construction Management 4,373,493 6,064,577 6,307,160 6,559,446 6,821,824 30,126,500 On GoingCIP Management Total 5,787,665$ 7,308,121$ 6,580,402$ 6,585,696$ 6,821,824$ 33,083,708$

Capital Equipment

Capital Equipment Plan (CEP) 5,500,000$ 6,000,000$ 6,000,000$ 6,000,000$ 6,000,000$ 29,500,000$ 6/30/2020CEP: IFMP Central Plant & Desert Breeze - - - 3,914,169 3,914,169 7,828,338 6/30/2020

CEP: IFMP Service Areas - - - 205,447 205,447 410,894 6/30/2020Capital Development (CDEV) 630,825 841,100 841,100 500,000 500,000 3,313,025 6/30/2020

Capital Equipment Total 6,130,825$ 6,841,100$ 6,841,100$ 10,619,616$ 10,619,616$ 41,052,257$

FY 2016-2020 Capital Improvement Program - CIP Management & Capital Equipment

FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total

Total Resources 344,872,973$ 285,143,014$ 277,277,541$ 327,720,238$ 301,429,904$ 1,536,443,670$

Total Las Vegas Valley Expansion Projects Total 75,689,159 30,678,094 24,768,469 69,975,062 34,174,683 235,285,467 Las Vegas Valley Rehabilitation & Replacement Projects Total 90,091,642 83,644,903 44,909,953 66,465,029 23,556,160 308,667,687

Service Areas Expansion Projects Total 218,281 148,107 2,473,707 3,057,149 5,980,989 11,878,233 Service Areas Rehabilitation & Replacement Projects Total 3,876,770 12,421,986 4,579,112 9,046,850 6,160,065 36,084,784

CIP Management Total 5,787,665 7,308,121 6,580,402 6,585,696 6,821,824 33,083,708 Capital Equipment Total 6,130,825 6,841,100 6,841,100 10,619,616 10,619,616 41,052,257

Total Costs 181,794,343$ 141,042,311$ 90,152,743$ 165,749,402$ 87,313,337$ 666,052,136$

Ending Balances 163,078,630$ 144,100,703$ 187,124,798$ 161,970,836$ 214,116,567$

Operating Impact 214,534$ 223,115$ 232,040$ 241,322$ 250,974$ 1,161,985$

FY 2016-2020 Capital Improvement Program - Operating Impact


District Glossary and Acronyms


GLOSSARY Account: Financial reporting unit for budget, management or accounting purposes. Accounting System: The total set of financial records which are used to record, classify and report information on the financial status and operations of the District. Accounts Payable: Amounts owed to others for goods and services received. Accrual Basis: The basis whereby transactions and events are recognized when they occur, regardless of when cash is received or paid. Activity: A financial and budgeting classification of similar endeavors or groupings of organizational units performing a specific and distinguishable type of work. Allocation: Component of an appropriation earmarking funds for a specific purpose and/or level of an organization. Appropriation: A legal authorization granted by the governing body to incur expenses and obligations for a specific purpose. Asset: Probable future economic benefit obtained or controlled by the government as a result of past transactions or events. Assets may be tangible or intangible and are expressed in terms of cost or some other value. Augmentation: Process in which budget appropriations are increased as a result of unanticipated revenues. The Board of Trustees must approve augmentations. Balanced Budget: A budget where operating revenues are equal to or exceed operating expenses. Bond: A written promise to pay a sum of money on a specific date at a specific interest rate. The interest payments and the repayment of the principal are detailed in a bond resolution. Budget Document: Official written statement prepared by the District’s Business Services Department, and approved by the Board of Trustees. Budget Year: Fiscal year for which the budget is being considered, that is the fiscal year following the current year. Budgetary Control: The control or management of a government entity or enterprise in accordance with an approved budget for the purpose of keeping expenses within the limitations or available resources. Business Center: A major administrative grouping which indicates overall management responsibility for an operation or group of related operations.


GLOSSARY (CONT.) Capital Budget: Covers projects in the first year of the five-year Capital Improvement Program and the first year of the five-year Capital Equipment Plan funded by budget year appropriations. Capital Outlay: Purchase or improvement of a tangible fixed asset (i.e., land, buildings, furniture) with a cost of $5,000 or more and a useful life of longer than one year. Capital Improvement Program (CIP): Short or long term plan of facility construction, capital improvement and equipment acquisition with estimated costs and funding sources. Cash Equivalents: Investments that have a maturity of three months or less. Debt Service: Payment of interest and repayment of principal on borrowed funds. The term may also be used to refer to payment of interest alone. Depreciation: Allocation of the costs, less salvage value, of fixed assets, including equipment, buildings, and other structures, over their useful lives in a systematic and rational manner. Depreciation reflects the use of the asset(s) during specific operating periods. Disbursements: Funds actually expended or paid out. Effluent: Treated wastewater discharged from the treatment facility. Employee Benefits: Budget category that included employee benefits such as retirement, group insurance and workers’ compensation industrial insurance coverage. Expenditure: Decreases in net financial resources. Expenses include current operating expenses requiring the present or future use of net current asset, debt service or capital outflows. Expense: Outflows or other decreases of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s ongoing major or central operations. Fiscal Year: The 12-month period beginning July 1st and ending June 30th of the designated fiscal year, (i.e., FY 2016-17 ends on June 30, 2017). Fixed Assets: Assets of long-term character which are intended to be held or used for more than one year. Examples are land, buildings, machinery and vehicles. Full Faith and Credit: A pledge of general taxing power for payment of debt obligations. Bonds carrying such pledges are referred to as general obligation bonds or full faith and credit bonds. Function: Group of related programs crossing organizations (business center) boundaries and aimed at accomplishing a broad goal or major service.


GLOSSARY (CONT.) Fund: Fiscal and accounting tool with a self-balancing set of accounts to record revenue and expenses. Fund Balance: Excess of entity’s assets over its liabilities. General Obligation Bonds: Bonds where the District pledges its full faith and credit to the repayment of the bonds. Goals: Can be long term (3 to 5 years). They are outcome oriented and linked to strategic statements. Influent: Untreated wastewater flowing into a wastewater treatment facility. Internal Control: Plan of organization, methods, and procedures, adopted by management to ensure that (1) resource use is consistent with laws, regulations and policies; (2) resources are safeguarded against waste, loss and misuse; and (3) reliable data is obtained, maintained and fairly disclosed in reports. Liability: Assets owed for items received, services received, assets acquired, construction performance (regardless of where invoices have been received), an amount received but not yet earned or other expenses incurred. Mission: Description of the basic purpose and responsibility of the unit. Operating Budget: The portion of the budget that pertains to daily operations. The operating budget contains revenues acquired through user fees and interest and expenses such as personnel, supplies, utilities, and materials. Operating Transfers: All interfund transfers legally authorized from a fund through which the resources are to be expended. Performance Measures: Systematic attempt to ascertain how responsive an organization’s services are to the needs of customers through the use of standards and/or benchmarks. Prior Year: Fiscal year immediately preceding current fiscal year. Program: Organized set of related work activities that are directed toward a common purpose or goal and represent a well-defined expenditure of District funds. Purchase Order: Authorizes the delivery and payment of specific goods and services. Reclaimed Water: Treated wastewater flowing out of a wastewater treatment facility suitable for reuse.


GLOSSARY (CONT.) Reserve: That portion of a fund’s balance that is legally restricted for a specific purpose and is, therefore, not available for general appropriation. Resources: Total dollars available for appropriations including estimated revenues, fund transfers and beginning fund balances. Return Flow Credit: Credit for reclaimed water returned to Lake Mead. Nevada’s allocation of water from the Colorado River is increased by the return flow credits. Revenues: Funds received from various sources and treated as income to the District and used to finance expenses. Salaries and Benefits: Budget category that include all employee salaries and benefits. Septage: The accumulated sludge and other domestic waste removed from septic tanks, chemical toilets, cesspools, or other wastewater holding or treatment facilities. Sludge: The solid, semi-solid or liquid residue generated from the removal of solids from wastewater. System Development Approvals: A charge for connection to the treatment works. Supplies and Services: Budget category that includes those goods and services that are consumable and generally purchased on a regular basis (e.g., postage, office supplies, paint and small equipment). In addition, it also includes utility billings, professional services, and training and travel expense. Vision: A statement of direction for the future performance of the organization.


ACRONYMS 40CFR403: The section of the Code of Federal Regulations that governs industrial pretreatment for publicly owned treatment works. ANTP: Administrative Notice to Proceed ARC: Annual Renewal Contract AWT: Advanced Wastewater Treatment. Wastewater treatment processed to remove constituents beyond the normal secondary level of treatment. AWT typically provides treatment for nutrients such as phosphorus and nitrogen. AWWA: American Water Works Association BNR: Biological Nitrogen Removal BOD: Biochemical Oxygen Demand. A measure of the strength of the waste. CABI: Central Plant Aeration Basin Influent CAFR: Comprehensive Annual Financial Report CBE: Competitive Bid Exception CCTV: Closed Circuit Television CCWRD: Clark County Water Reclamation District CEP: Capital Equipment Program CIP: Capital Improvement Program CIS: Customer Information System CMS: Contracts Management System CMMS: Computerized Maintenance Management System CO: Certificate of Occupancy COOP: Continuity of Operations Planning CSS: Collection System Service CWC: Clean Water Collection


ACRONYMS (CONT.)

DAFT: Dissolved Air Flotation Thickener DBWRC: Desert Breeze Water Resource Center DMR-QA: District Monitoring Report Quality Assurance EDC: Endocrine Disrupting Chemicals EPA: United Stated Environmental Protection Agency ERU: Equivalent Residential Unit ERW: Effluent Reclaimed Water FEMA: Federal Emergency Management Agency FOGG: Fats, Oils, Grease and Grit GAAP: Generally Accepted Accounting Principles GASB: Government Accounting Standard Board GFOA: Government Finance Officers Association GID: General Improvement District GIS: Geographical Information System GPS: Global Position System GO Bonds: General Obligation Bonds (as opposed to Revenue Bonds) HVAC: Heating, ventilation, air conditioning ICPMS: Inductively Coupled Mass Spectroscopy IPS: Intermediate Pump Station JSA: Job Safety Analysis LIMS: Laboratory Information Management System LVVWD: Las Vegas Valley Water District MDU: Mobile Data Units


ACRONYMS (CONT.)

MGD: Million gallons per day NDEP: Nevada Division of Environmental Protection NELAP: Nevada Environmental Laboratory Accreditation Program NIMS: National Incident Management System NLV: City of North Las Vegas NPDES Permit: A permit issued by the Nevada Division of Environmental Protection under the National Pollutant Discharge Elimination System which sets limits and conditions under which a wastewater treatment facility may discharge treated wastewater. NRS: Nevada Revised Statute OCC: Operations Control Center ODSS: Operational Decision Support System ORACLE: A financial database software program OSHA: Occupational Safety and Health Act. A law designed to protect the health and safety of industrial workers. It regulates the design, construction, operation and maintenance of industrial facilities. PERS: Public Employees Retirement System of Nevada PEPS: Primary Effluent Pump Station PI: Primary Influent PPCP: Pharmaceutical and Personal Care Products PSTools: A software application for collection maintenance management RIB: Rapid Infiltration Basins SCADA: Supervisor Control and Data Acquisition SDA: System Development Approval SNACC: Southern Nevada Area Communications Council SOP: Standard Operating Procedure


ACRONYMS (CONT.)

SQL: Structured Query Language SRT: Sludge Retention Time. The amount of time the bug population is retained in each aeration basin/secondary clarifier before wasting them. SSL: A security protocol SSO: Sanitary Sewer Overflow SS: Total Suspended Solids TS: Technology Solutions UV: Ultraviolet Light VFD: Variable Frequency Drive VPN: Virtual Private Network WEF: Water Environment Federation WP: Water Pollutant WRC: Water Resource Center WRF: Wastewater Reclamation Facility WQS: Water Quality Survey

fy 2015-2016 budget document

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