ncsd fy 21 budget document 1 return to table of … · 2020-07-22 · • each approved capital...

NCSD FY 21 BUDGET DOCUMENT 1 RETURN TO TABLE OF CONTENTS

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the North Charleston Sewer District for its annual budget for the year begininng July 1, 2019.

In order to reveive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operation guide, as a financial plan, and as a communication device.

The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA for an award.


Sewer District Commission

George Gomes Chairman

Melinda Chambers 1s t Vice Chairman

William R. Fuller 2n d Vice Chairman

Sylderrial T. Pryor Secretary

Gerinda Doctor Commissioner

Clifford E. Johnson Commissioner

Eugene W. Myers Commissioner

Ken Speight

Commissioner Gary N. Thomas, Sr.

Commissioner

Management

Executive Director: Jarred Jones, P.E.

Division Heads: Chief Operations Officer: Don Seilinger, Bio-A, PC-A

Chief Financial Officer: Matt Clark, CPA Capital Projects Director: Phillip Sexton, P.E.


Table of Contents Page No.

How to Use the Budget Document………………………………………………………………… 5

Section 1 – Introduction Transmittal Letter…………………………………………………………………………………………. 8 Sewer District’s History ( includes map)………………………………………………………. 12 Regional Demographics…………………………………………………………………………………. 14 Strategic Plan…………………………………………………………………………………………………. 17 Significant Multi‐Year Strategies…………………………………………………………………. 21 Financial Policies…………………………………………………………………………………………… 22 Budget Process………………………………………………………………………………………………. 25 Budget Calendar…………………………………………………………………………………………….. 26 Budget Monitoring & Amendment Procedures……………………………………………. 27 Fund Structure……………………………………………………………………………………………….. 28

Section 2 – Budget Summary Summary of Revenues, Expenses, and Changes in Net Position…………………. 32 Sources and Uses Appropriation Schedule…………………………………………………… 33 Revenues………………………………………………………………………………………………………… 34 Sewer Service Rates………………………………………………………………………………………. 37 Rate Comparison……………………………………………………………………………………………. 38 Operating Expenses………………………………………………………………………………………. 39 Capital Improvements……………………………………………………………………………………. 42 Funding Uses: Debt Service…………………………………………………………………………. 43 Net Position……………………………………………………………………………………………………. 45 Rate Projections & Long‐Range Forecast……………………………………………………… 46

Section 3 – Budget by Department District Faci l it ies and Department Listing……………………………………………………. 50 Organizational Chart……………………………………………………………………………………… 51 Full‐Time Equivalents by Department………………………………………………………….. 52 Administrative Division…………………………………………………………………………………. 54 Plant Division…………………………………………………………………………………………………. 69 Systems Division……………………………………………………………………………………………. 84 Capital Projects Division……………………………………………………………………………….. 90

Section 4 – Capital Capital Improvement Plan Philosophy & Process………………………………………… 102 Seven‐Year Capital Improvement Plan…………………………………………………………. 103 Summary of FY 21 Capital Improvement Plan……………………………………………… 103 Capital Improvement Plan Detail by Department……………………………………….. 104 Capital by Department: Actual and Budgeted……………………………………………. 114 Service Boundary Maps CIP and by Age……………………………………………………….. 115

Section 5 – Appendix Glossary of Terms………………………………………………………………………………….………. 120 Acronyms………………………………………………………………………………………………………… 125


How to Use the Budget Document

This is intended to assist those readers not familiar with the North Charleston Sewer District’s (“the District’s”) budget or governmental budgeting. It provides a quick overview of how the budget is organized and what information is included. Section 1 - The Introduction: Contains the transmittal letter which provides an overview of the 2020/2021 (“FY 21”) budget, top priorities, and highlights budget changes. This section also provides general information on the District such as service area, demographics and history as well as summarizes financial policies, strategic goals, and the budget process. Section 2 - Budget Summary: This section provides FY 21 budget schedules. It includes descriptions of the District’s major revenue and expenditure sources and explains significant changes from the current year’s budget. Debt service and equity schedules are then presented, followed by a long-range financial forecast. Section 3 - Budget by Department: This section presents the operation and maintenance budget by division and for each department. Organization charts are included as well as department level goals and performance measures that can be traced back to the District’s Strategic Plan. Section 4 – Capital: This section contains capital related schedules and narratives and includes a seven-year capital plan.

Section 5 – Appendix: This section includes a listing of common acronyms and terms used in the wastewater industry.

HOW TO USE ELECTRONIC VERSION OF THE BUDGET DOCUMENT: There are 4 methods to navigate the electronic version of this document. First, you may utilize the bookmarks feature in Adobe to access all sections of the budget document. Second, you may click the titles in the Table of Contents to take you to each section. Third, you may select the hyperlink in the footer of each page to return to the Table of Contents. Fourth, you may reference our page numbers in the Adobe Acrobat page number search box for quick reference purposes.


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Section 1 Introduction


Safeguarding today, preserving tomorrow 7225 Stall Road /P.O. Box 63009 North Charleston, SC 29419 843.764.3072

June 15, 2020

Dear Members of the Commission and Customers: We are pleased to present the fiscal year 2021 (“FY 21”) budget for the North Charleston Sewer District of North Charleston, South Carolina (hereafter referred to as the “District”). This document not only provides details on the FY 21 budget but also provides insight into the District’s operations, outlines financial policies, and discusses our strategic goals.

Challenges Impacting the FY 21 Budget: The District, along with all businesses, nonprofits, and governmental organizations in our service area, has been greatly impacted by the Covid-19 pandemic. Operations have continued, but with changes including work from home arrangements, reduced and staggered field crew shifts, restricted travel, and freezing certain open positions. Policies for a return to “closer to normal” operations while striving to maintain employee safety are underway.

Cash reserves are available to ensure critical services continue with no interruption throughout FY 21, even if the local economy experiences a prolonged downturn. If needed, the District is prepared to reduce, postpone, and/or cut FY 21 budget items including training, employee pay-for-performance, engineering studies and could freeze hiring open positions.

Currently, the District intends to move forward with the critical FY21 capital projects as scheduled. FY 21 Top Budget Priorities:

Capital improvements • Rehabilitate Aging Transportation Infrastructure: From 2009 to 2020, the District rehabilitated

the System’s largest diameter transportation lines. With the most at-risk large lines rehabilitated, the focus moves to rehabilitation of the largest force mains and pump stations.

The seven-year capital plan calls for $11M to rehabilitate the largest 5 stations and $6M for 4 force main rehabilitations. The FY 21 capital appropriates $3.3M toward the rehabilitation of Watkins, VC and Brickyard Pump Stations.

• Treatment Plant Laboratory Remodel: FY 21 capital budget appropriates $1.3M to complete

the much-needed enlargement and remodel of the treatment plant laboratory. Demand has surpassed the current laboratory’s capacity. The new facility increases working space and adds new equipment.


Treatment Plant Remote Monitoring

In the current year, upgrades were made to the Plant’s operating software and servers, monitoring cameras were installed, and internet bandwidth increased. The upgrades will allow, for the first time, remote monitoring of treatment operations. FY 21 initiatives include continued testing of these capabilities and refining procedures. The FY 21 budget also includes funds for a security audit of the system to help identify potential weaknesses.

Fight Harmful Effects of Fats, Oils and Grease (“FOG”)

FOG continues to be a leading cause of sewer blockages and significantly increases transportation and treatment costs. The District began construction of a FOG receiving station that is expected to be completed in the fall of 2020 and will allow for a more efficient method to process FOG from pump stations. The FY 21 budget includes funds to develop a FOG community outreach plan.

Update the Strategic Plan

The District first created a strategic plan in 2015. Each subsequent year, the plan is reviewed and adjusted as short-term goals are met and/or situations and assumptions change. During the spring of 2020, meetings were held where all employees were encouraged to provide feedback to improve and redesign the Plan from the ground up. During FY 21, management will work with employees to organize the feedback and create a new strategic plan.

FY 20 financial results and accomplishments ($ millions)

Estimated Results

FY 20 Budget

$ Variance

% Variance

Operating Revenues $ 28.23 $ 31.04 $ (2.81) (9.1%) Operating Expenses (15.60) (18.91) 3.31 17.5% Depreciation (8.75) (8.64) (0.11) (1.3%) Net operations 3.88 3.49 0.39 11.2%

Non-operating revenue 1.07 0.96 0.11 11.5% Non-operating expenses (1.01) (1.01) - 0% Change in net position $ 3.94 $ 3.44 $ 0.50 14.5%

FY 20 operating revenues are estimated to fall short of budget by 9.1%. The shortfall is attributed to a decrease in economic activity related to the Covid-19 pandemic. Many businesses and industries in the area temporarily closed or slowed manufacturing in the second half of the fiscal year. Operating expenses are expected to be under budget by 17.5%. As the economy slowed, the District pulled back on operating expenses where possible. Budget savings were achieved from reduced training and travel, unfilled positions and postponing certain noncritical projects. Even with an estimated shortfall in revenues, the District anticipates a positive change to net position of $3.4 million achieved through savings in the operating budget. NCSD FY 21 BUDGET DOCUMENT 9 RETURN TO TABLE OF CONTENTS

Capital expenditures for the FY 20 year are projected to total $7,850,000. Significant completed projects include:

• $1.7M Filbin Creek pump station upgrade • $3.1M Langley Interceptor large line relining • $1.1 Pepperhill pump station upgrade

FY 21 Budget Summary ($ millions):

FY 21 Budget

FY 20 Budget

$ Variance

% Variance

Operating Revenues $ 28.30 $ 31.04 $ (2.74) (9.7%) Operating Expenses (19.39) (18.91) 0.48 2.5% Depreciation (9.13) (8.64) 0.49 5.7%

Net Operations (0.22) 3.49 (3.71) (106.3%)

Non-operating revenue 0.52 0.96 (0.44) (45.8%) Non-operating expenses (0.95) (1.01) 0.06 5.9% Change in net position $ (0.65) $ 3.44 $ (4.09) (118.9%)

Revenues: Budgeted operating revenues decreased $2,740,000 or 9.7% from FY 20.

• Sewer charges: decreased $2.4M or 8.4%. Sewer charges represent 94% of operating revenues. The decrease is a result of the economic fallout from the Covid-19 pandemic. Industrial and commercial flow estimates were reduced 5 – 10% depending on customer, the number of commercial accounts was slightly reduced, residential accounts and flow remain at similar levels however increases were made to bad debt for anticipated increase in non-payments. Sewer rates were not changed for FY 21.

• New connections fees were reduced by $258,000 or 22% due to an anticipated slow-down in new construction.

• Interest income was reduced by $472,000 or 49% from decreasing interest rates. The District is limited by South Carolina law on investment options. The majority of the District’s investments are invested with the South Carolina Local Government Investment Pool.

The District has taken a conservative approach to estimating revenues. If local businesses are able to return to pre-pandemic operations within the first quarter, actual revenues could exceed budget by 5% to 10%. Operating expenses: The operating budget increased $485,000 or 2.5%. • Personnel increased $208,000 or 1.9%.

o Total full-time equivalents (“FTEs”) remained unchanged at 115. o Compensation expense increased 0.3%. A 3% pay-for-performance incentive is included for FY 21, to

be implemented after employee performance evaluations. o Benefits: increased 5%, the increase is mainly attributable to increased employee health insurance

premiums and a 1% increase to the required employer contribution to the South Carolina State Retirement System. NCSD FY 21 BUDGET DOCUMENT 10 RETURN TO TABLE OF CONTENTS

• Non-personnel expenses: o Utilities: is the largest non-personnel expense at $1.9M or 10% of the operating budget and

experienced little change. Recent replacements of UV treatment lamps have assisted in lowering energy usage.

o FY 21 studies include: Regional Biosolids Plan Phase II, $75,000 Arc Flash Update, $53,000 Peracetic Acid disinfection phase II, $25,000 Security audit of the Plant and Pump Station SCADA systems $21,000

o Contracted services: Added contracting for preventative maintenance on pump station generators ($30,000) and smoke testing for transportation line I&I program ($50,000)

o Supplies, repairs, maintenance: Added $68,000 of calciment for FOG processing. The need for calciment will significantly decrease upon completion of the FOG receiving station during FY21.

Capital Budget The FY 21 Capital Budget totals $17,735,050 with the 7-year capital improvement plan totaling $105,217,098. Significant FY 21 projects include: • Rehabilitation of 3 large pump stations: Watkins, VC, Brickyard - $6.6M ($3.3M budgeted in FY21) • Treatment Laboratory remodel - $1.3M • Roof Replacements at the Plant and 2 pump stations - $1.08M • Plant grit chamber improvements - $1M • Land purchase to expand the Plant’s footprint - $4.5M

In Closing The District’s budget requires the collaborative efforts of many staff members. I want to thank everyone for their contributions to the budget process and the development of this document.

Respectfully submitted,

Jarred R. Jones, PE Executive Director

Matt Clark Chief Financial Officer


Sewer District’s History Our History The North Charleston Sewer District was created by the South Carolina General Assembly Act No. 1768 of 1972. The Act dissolved the former North Charleston Consolidated Public Service District and created the North Charleston Sewer District.

System History The Consolidated Public Service District began constructing the treatment facility and main transportation trunk lines in 1966. The original treatment plant, which provided primary treatment, had a capacity of 18 million gallons per day (MGD), and the transportation system included eight pump stations. In the early 1970’s, the trunk lines were extended, and four additional pump stations were added. During the 1980’s, the transportation lines were extended several times and secondary treatment was added. The Sewer District continued expanding transportation lines and adding pump stations through the mid-1990’s. As these trunk lines were extended, pump stations were added to provide service to areas that gravity lines would not support. In 2009, the navy base sewer system was transferred to the Sewer District adding approximately 17 miles of transportation lines and five (5) pump stations.

In 1988, the treatment plant capacity was increased by 9 MGD to a capacity of 27 MGD. During 1997, a diffused air aeration system was added to the treatment plant facilities. During fiscal year 2002, the belt and frame press dewatering systems were replaced with a centrifuge system. Fiscal year 2007, the chlorine disinfection system was changed to an ultraviolet disinfection system. Construction to increase the capacity and add a primary clarifier and an aeration tank began in fiscal year 2007 and was completed June 2009. This construction project increased the plant’s capacity to 32 MGD and added nitrification to the treatment process.

In the mid-1990’s, the Sewer District began systematically rehabilitating the oldest small to medium sized transportation lines. Since 2006 the Sewer District has been systematically rehabilitating our largest transportation lines ranging in size from 36” to 66” in diameter.

District Location The North Charleston Sewer District lies wholly within Charleston County, having as its southern boundary Mount Pleasant Street in the City of Charleston; as its eastern boundary the Cooper River and Berkeley County line; as its western boundary the Ashley River and the Dorchester County line; and as its northern boundary the Dorchester County and Berkeley County lines.

Form of Government Commission/Manager Services Provided The North Charleston Sewer District provides sanitary sewer service and industrial pretreatment programs to the residential, commercial, and industrial customers of the Sewer District. By state statute the Sewer District may build, operate, and maintain a water system, however at the present time does not do so.

Method of Selecting Members of Governing Body The Governor of the State of South Carolina appoints the North Charleston Sewer District’s nine (9) Commissioners for two-year terms. The Commission elects officers for two-year terms.


Service Area Map

Strategic Plan


Regional Demographics

Area (Square Miles) District Service Area 59.3

Land Use (%)* Residential 55% Commercial/Industrial 30% Undeveloped 10% Public 5%

Climate*** Average Temperature Daily Max 75.7˚F Average Temperature Daily Min 56.1˚F Possibil ity of Sunshine 63% Relative Humidity at 7am 86%

Population City of North Charleston* 112,000 Charleston – North Charleston MSA** 775,831 # of customers 31,120

Age Composition**** Under 5 Years 6.1% 5-19 18.2% 20-64 60.5% 65+ 15.2%

Median Income ($) Median Household Income**** 63,264 *Est imates f rom Census.gov ***City of North Charleston; northchar leston.org

**char lestoncountydevelopment.org ****Chas Regional Development A l l iance CRDA.org

Local economy: The District benefits from a broad and diverse customer base that includes the United States Air Force, Boeing, and Mercedes-Benz. Although the area’s growth was slowed in 2020 from the impacts of the Covid-19 pandemic, recovery is expected during 2021.


Regional Demographics

Per Capita CNC Chas- N Chas MSAPopulation Personal School Unemployment

Year (1) Income(2) Enrollment(3) Rate(4)

2010 97,471 24,848,000 37,447 22,289 9.4%2011 99,727 26,461,000 38,818 22,538 9.4%2012 102,163 27,510,000 39,444 22,640 8.5%2013 104,268 29,167,000 39,853 23,513 7.3%2014 107,017 30,861,000 42,038 23,902 5.1%2015 109,044 32,791,000 44,038 24,273 5.8%2016 109,732 34,250,000 44,998 24,625 4.9%2017 110,861 36,605,000 47,183 24,850 4.2%2018 112,000 ** ** 25,164 3.1%2019 ** ** ** ** 3.0%

Note: Data sources include(1) City of North Charleston (2) U.S. Bureau of Economic Analysis(3) Charleston & Dorchester County School Dist.(4) SC Department of Employment and Workforce* Largest Municipality within NCSD** Data not available at this timeChas- N Chas MSA- Charleston-North Charleston, SC Metropolitan Statistical Area

Chas- N Chas MSAPersonal Income

In Thousands of $(2)

North Charleston Sewer District, North Charleston, SCDemographic and Economic Statistics

For the City of North Charleston*(Unaudited)

2019 (1)

Percentage Percentage of Total of Total

Employer Employees Rank Employment (2) Employees Rank Employment (2)Boeing Commercial Airplanes 7,000 1 1.76% 1,364 3 0.46%Trident Medical Center 2,600 2 0.65% 2,000 2 0.67%Charleston County -Executive Offices 2,600 3 0.65% 2,100 1 0.70%US Postal Service 2,000 4 0.50%City of North Charleston 1,200 5 0.30% 1,117 4 0.37%Mercedes-Benz Vans, LLC 1,100 6 0.28%WestRock Paper Mill (Kapstone) 1,000 7 0.25% 1,000 6 0.34%Scientific Research Corporation SRC 950 8 0.24% 600 9 0.20%SAIC, Inc. 915 9 0.23%Mahle Behr Charleston, Inc. 900 10 0.23%Trident Technical College 660 8 0.22%Verizon Wireless 1,025 5 0.34%Force Protection Inc. 800 7 0.27%Deytens Shipyard 589 10 0.20%Note: We serve the Charleston Air Force by contract - number of employees is 22,000. The Sewer District's service area surrounds the base. Accordingly, many of their employees are Sewer District customers.(1) Source: Charleston Metro Chamber of Commerce and City of North Charleston(2) Total employment represents total for Charleston MSA area per US Department of Labor - Bureau of Labor Statistics. Total employment not available for North Charleston, SC location only.

2009

North Charleston Sewer District, North Charleston, SCPrincipal Employers

Current Year and Ten Years Ago(Unaudited)


Life in the Lowcountry

The District’s service area resides in the heart of the Lowcountry. Within a short distance residents and tourists alike enjoy a multitude of recreation and entertainment options including a day at the beach, concerts at the North Charleston Coliseum, charter fishing, shopping, and fine dining.

Annual Events: January New Year Celebrations, Lowcountry Oyster

Festival February Southeastern Wildlife Exposition (SEWE)

March-April Cooper River Bridge Run/Walk, Flowertown Festival, Family Circle Cup Tennis Tournament, Lowcountry Cajun Festival, St. Patrick’s Day Block Party in Park Circle

May-June Spoleto Festival USA, Piccolo Spoleto

July Fourth of July Celebrations

September-October Scottish Games and Highland Gathering, Festival Hispano, Moja Arts Festival, Taste of Charleston, Charleston Garden Festival, Jazz Festival

November Coastal Carolina Fair, Holiday Festival of Lights (thru Jan)

December Christmas in Charleston, Holiday Parade of Boats


Strategic Plan During FY 15, the District developed a strategic plan as a tool to help assess our current condition and ensure we are taking the proper steps to achieve long-term goals. The process included gathering feedback from employees, management, and other stakeholders through team meetings and surveys. With the assistance of facilitators, a Strengths, Weaknesses, Opportunities and Threats analysis (“SWOT”) was developed:

The information was then compiled into the original strategic plan. Each year, during the budget cycle, meetings are held between departments, division heads, and the Executive Director to discuss progress on the current goals and update the strategic plan with new benchmarks for the upcoming year. The Plan focuses on 5 strategic issues:

Fiscal Stability Strong Infrastructure Operational Effectiveness Community Workforce Development


Strategic Plan

Core Values

• Focus on serving the customer and community • Protect the environment • Promote innovation and continuous improvement • Encourage open communication and teamwork • Act with integrity • Deliver exceptional results

Purpose To provide a sanitary sewer system that ensures the health and safety of our stakeholders. Vision The District is comprised of dedicated and skilled employees who use best practices and innovative technology to provide quality and accessible services and a strong infrastructure at reasonable rates. It is a well-managed, efficiently run and fiscally stable organization that is transparent in the conduct of its business. Commitments and Values

Public Partnerships: The District holds the public’s trust as one of its highest values. It is our responsibility to ensure that decisions are made in consideration of the entire Sewer District and the welfare of the surrounding community. The public’s understanding of why decisions are made is important and we strive to be available and responsive in dealing with issues of concern to our citizens. We also participate in and support area economic development. We welcome our citizen’s comments and concerns. Environmental Quality: The District is an active participant in environmental protection. We are charged with the responsibility of providing for the environmentally sound management of the Sewer District's wastewater. This is accomplished through high standards of operation, and a policy of meeting or exceeding all federal, state, and local regulations. We are committed to providing the Sewer District with safe wastewater treatment today and in the future.


Strategic Plan

Commitments and Values, continued Staff Excellence: The District is committed to maintaining and developing a highly professional and technically competent staff to provide creative and innovative solutions to wastewater management issues. A staff with a balance of experience, diversity, initiative, and a willingness to evaluate risks is the key to our ability to serve.

Plan Initiatives: Fiscal Stability The District has the financial capacity to meet short and long-term needs.

1. Fund operations without significant rate fluctuations a. Explore cost saving strategies

2. Maintain sufficient unrestricted cash to sustain operations in the event of an emergency a. Keep six months of unrestricted cash reserves

3. Be good stewards of stakeholders’ resources a. Maintain strong internal controls b. Regularly inform Commissioners on operations c. Prepare quality financial reports d. Operate within budget

Strong Infrastructure The District is able to rehabilitate, maintain, and expand its transportation, collection, and treatment systems to safeguard the environment.

1. Reliability a. Build inventory of spare parts b. Minimize outages and improve redundancy c. Complete all required preventive maintenance d. Modernize equipment

2. No regulatory violations a. Identify and modernize lab equipment and techniques b. Submit DMR to DHEC monthly c. Increase inspections and/or samples of industries d. Continually monitor flows to pump stations and plant e. Test reduction of I&I

3. Minimize sanitary sewer overflows to less than 2 per 100 miles of lines a. Continue grease initiative b. Increase food service establishment (FSE) reporting and inspections c. Complete inflow and infiltration (I&I) study and repairs of one basin every two years d. Inspect all infrastructure every 8.5 years e. Rehabilitate the System’s largest gravity lines and force mains

Operational Effectiveness The District is able to operate more efficiently and effectively.

1. Promote resource conservation a. Reduce paper usage b. Minimize surplus inventory c. Reduce carbon footprint


Strategic Plan

Operational Effectiveness, continued

2. Effectively use technology a. Improve mobile usage b. Submit electronic documents via website c. Increase efficiency

3. Efficient use of computer maintenance management software (CMMS) a. Complete corrective maintenance timely

4. Self-Reliance a. Minimize use of outside contractors

Community The community understands the need for their cooperation in maintaining the District’s infrastructure and the District is committed to providing citizens with excellent customer service.

1. Increase transparency and visibility a. Improve website b. Employees participate in community activities c. Promote plant tours

2. Educate the public a. Interact with community leaders b. Increase FOG Awareness c. Effectively use social media

3. Provide outstanding customer service a. Provide 24/7 assistance b. Gather customer feedback

Workforce Development The District employs a skilled, capable workforce who strive to improve themselves.

1. Well trained workforce a. Host meaningful, job related trainings b. Provide educational opportunities c. Increase cross training

2. Provide safe working environment a. Provide yearly safety training b. Perform safety audits

3. Preserve morale and maintain positive work experience a. Conduct lunch and learns b. Create and promote opportunities for employee feedback


Significant Multi-Year Strategies Continue grease initiative: Fats, Oils and Grease (FOG) is a leading cause of sewer blockages and significantly increases transportation and treatment costs. The District started a program in 2014 specifically designed to fight FOG and continues to build and enhance the program each year. Link to strategic plan:

• Strong Infrastructure - minimize sanitary sewer overflows to less than 2 per 100 miles of lines Previous milestones: Completed from 2014 – 2019

• Required grease trap best management practice (BMPs) & disposal logs • Began community outreach: wrapped vehicles in FOG messaging & prepared school presentations • Created a FOG Master engineering plan • Installed “wet well wizards” in large pump stations to reduce FOG build up

Current year goals:

• Install a FOG receiving station at the Treatment Plan by fall of 2020: The station will allow for more efficient unloading of FOG loads at Plant, thereby increasing the amount of FOG that can be removed from pump stations.

• Develop a FOG advertising campaign by spring of 2021. Rehabilitate the System’s largest gravity lines and force mains: Many of the District’s largest transportation gravity lines and force mains are 40 to 50 years old and nearing or have reached their useful lives. Years of exposure to gases have made these lines fragile and increased the risk of failure. To address this need, the District began aggressively rehabilitating large gravity lines in 2009 and anticipates completing the final phase in 2020. With the most at-risk gravity lines rehabilitated, the focus will shift to the largest force mains. The District has 5 large at-risk force mains that need rehabilitating and will rehab one each year beginning in FY 20. Link to strategic plan:

• Strong Infrastructure - minimize sanitary sewer overflows to less than 2 per 100 miles of lines Previous milestones: Completed from 2009 – 2020

• Completed all 10 phases of relining the District’s largest transportation lines. Current year goals:

• Rehabilitate 3 of the System’s largest pump stations – Watkins, Brickyard and VC. Construction will stretch over 2 fiscal years. The goal is to complete work by the spring of 2022.

Future year goals: • Rehabilitate the remaining 2 large pump stations and 5 largest force mains. The work is staggered

throughout the 7-year capital plan with final completion targeted for 2025.


Financial Policies Financial policies are basic guidelines that direct the financial management of the District. The following policies, with the exception of the rate setting and net position policies, are required by bond covenants and/or formally approved by the District’s Commission. The rate setting policy is management’s internal policy used as a guide in rate setting. The net position policies define management’s classifications for net position in the budget document. As of the drafting of this budget document, the District is in compliance with all polices outlined below. General Policies

1. An independent audit will be performed annually. 2. Annual financial reports will be prepared in accordance with GAAP as outlined by the

Governmental Accounting Standards Board (GASB). Basis of Accounting All financial activity associated with operations is accounted for in one enterprise fund. As an enterprise fund, financial reports are on the full accrual basis of accounting, much like that of a private sector business. Revenues are recognized as they are earned and expenses recorded as soon as the liability is incurred, regardless of when cash is received. In accordance with Generally Accepted Accounting Principles (GAAP), capital purchases are not expenses within this fund; rather depreciation expense is recorded over each asset's useful life. Cash/Investment Policies

1. Investments will be made in accordance with South Carolina Code of Laws Section 6-5-10 "Authorized Investments by Political Subdivisions” and the District’s Investment Policy revised in 2018.

2. Cash balances will be maintained in accordance to the District’s Deposit policy adopted in 2007. The policy allows for sufficient liquidity of funds to meet the District’s projected operating and capital expenses to insure the timely satisfaction of financial obligations.

Reserve Policies

1. A minimum level of unrestricted reserves equaling 3 months of the current year’s budgeted operating expenditures (excluding depreciation) will be maintained.

a. Use of reserve – The Commission must authorize use of the reserves. Reserves will be used for extreme events, cash fluctuations, rate stability, and funding capital investments. The Executive Director will notify the Commission in advance if there are indications that the reserve will fall below the minimum level and will identify actions to be taken to avoid or mitigate the situation. Should reserves fall below the minimum level, it is the District’s intent to replenish reserves within two fiscal years.

b. Although the District’s official policy is to maintain a minimum of 3 months unrestricted reserve, management’s internal target is 500 days. This target was determined based on discussions with bond rating agencies, financial advisors and management’s risk assessments of capital emergency likelihood and costs. At the end of FY 19, the District had 937 days of unrestrictive cash and anticipates ending 2021 with 825.


Financial Policies Revenue Policies

1. Rates will be sufficient to meet all minimum outflows. 2. Free services will not be provided.

Rate Setting Policies

1. Rates should be established utilizing a “Generally Accepted” rate setting methodology. 2. The following approaches will be used to establish rates:

a. Revenue Requirement Analysis i. Revenue requirements will be established on a “cash basis” approach that reviews

operation & maintenance expenses, debt service, rate stabilization, and capital improvements funded from rates.

ii. Costs will be projected for a minimum of a three-year projected test period. b. Cost of Service

i. A cost of service study will be utilized to allocate cost to customer classes. ii. The cost allocation methodology utilizes techniques that are generally accepted

by the industry (e.g. Water Environment Federation, America Water Works Association).

c. Rate Design i. Rate designs will be reflective of the District’s needs and also reflect the greater

public purpose (e.g. economic development, conservation, etc.). ii. Rates may recognize a fixed charge for the up-front fixed costs associated with

serving customers and a usage or volumetric charge that attempts to recover the variable costs of operating the utility.

iii. Rates will be set at a level that recovers necessary overall costs, yet flexible enough to accomplish District objectives (e.g. competitiveness).

3. Rates must support stability a. Reserves – rates will be set to maintain the minimum reserve funds as outlined in the

District’s reserve policy. b. Maintenance of minimum reserves should not, on its own, trigger the need for a rate

adjustment (e.g. rates shall be adjusted after two consecutive years of loss of revenue or diminishing reserves as a result of covering costs).

c. Cash Flow i. The annual debt service coverage ratio should be ≥1.50 on revenue bonds and ≥

1.30 on all outstanding debt service. Actual ending FY 19 bond coverage was 3.06 and 2020 coverage is projected to be 5.60.

ii. The District should strive to fund capital reserves from rates in an amount equal to annual depreciation expense – depending upon the competitiveness of the rates.

4. Rates will be reviewed on an annual basis. 5. The District strives for minimum impacts to customers when adjusting rates, as such:

a. Rates should be structured to promote customer understanding and transparency (e.g. bills that are easy to understand).

b. Rate adjustments, if possible, will be phased-in over time, when large financial impacts to customers are expected (e.g. eliminate rate shock).

c. Rate adjustments should consider the “competitiveness” of the District’s rates to surrounding communities.


Financial Policies Operating Budget Philosophy and Policies

1. A balanced budget will be adopted where all revenues (operating and non-operating) are equal to, or exceed, all expenses (operating and non-operating). State law requires that estimated revenues and appropriated fund equity be equal to appropriations.

2. In accordance with the bond resolutions, the operating budget will include property, casualty, tort, surety, and worker's compensation insurances.

3. Purchases will be made in accordance with the District's Procurement Resolution, which encourages competitive pricing.

4. All monies properly encumbered as of June 30th may be re-appropriated to the applicable budget line in the following year’s budget.

Debt Policies

1. A formal debt policy was approved in January 2004. Below are the key points of the policy: a. The District is authorized to issue General Obligation Bonds under the applicable debt

limitation provisions of Article X of the South Carolina Constitution. b. The District is subject to the State General Obligation Bond debt limitation provisions of

Article X of the South Carolina Constitution. c. The District is authorized to issue Revenue Bonds under the statutory authority of the

Enabling Statute. d. The District will meet all bond covenants, which includes a coverage factor of 125%. e. The District will seek to maintain or improve current bond ratings. f. The District will prepare annually a comprehensive capital improvement plan that

includes funding strategies. g. The District will not issue bonds to finance operating budgets.

Capital Budget Policies

1. A multi-year capital improvement plan will be developed and updated annually. 2. The annual budget for capital improvements will be equal to at least one half of the depreciation

expense. Net Position (Retained Earnings)

1. Debt service funds required to be transferred to the trustee will be shown as reserved. (Note not all reserves to pay debt service are required to be transferred to the trustee.) There are no debt service fund requirements on the current outstanding debt.

2. Connection permit fees and monies set aside for the Five-Year Capital Improvement Plan (CIP) will be shown as Designated for CIP. The designation does not authorize or fund the projects.


Budget Process Fiscal Year The District operates on a fiscal year rather than a calendar year. The fiscal year begins July 1 and ends June 30. Statutory and Bond Covenant Requirements State law requires: the budget to be adopted by resolution, estimated revenues and appropriated fund equity be equal to appropriations, and a public hearing must be held prior to adopting the next fiscal year's budget. Notice of the public hearing is to be published not less than fifteen days prior to the date of the public hearing in a newspaper of general circulation in the area. The notice contains information on the upcoming budget and any proposed rate or fee changes. In addition, bond covenants require rates to be set to sufficiently meet a list of minimum outflows, (i.e. O&M expenses, principal and interest payments, and allowances for contingencies); keep required insurance; not pledge the system or any part of it (except as provided for in the bond resolution); and not furnish service free of charge. The adopted annual budget is forwarded to the Trustee. An annual audit must be provided to the Trustee within 120 days after the close of the fiscal year. Basis of Budgeting The District budgets on the same accrual basis of accounting as the audited financial statements. Therefore, budgeted revenues are based on when they have been earned, not when payments are received, and budgeted expenses are based on when money is owed for goods and services. To calculate rates the budget is adjusted for cash flow needs (basically what cash is needed to meet actual cash outflows), cash needed for total bond payments (principal and interest, not just interest), cash needed for capital instead of depreciation expense, plus the budgeted stabilization funding. Adoption Process The District's budget process begins in January when the seven-year capital improvement plan review begins. Each department reviews and updates the four years included in the prior year's capital improvement plan and prepares new items for year seven. Costs are adjusted based on more recent information, items may be deleted or moved to other years, and new items may be added. Departments then meet with the Capital Projects Director to review and prioritize. The Capital Projects Director then compiles the results and meets with the other Division heads and the Executive Director to discuss. Final edits are made and then the plan is presented to the Commission. Operational budgets are prepared during January and February by departments. To start the process guidance is given to departments on budget constraints, goals, and initiatives, along with a timeline for completion. When entered, each department meets with the Executive Director and CFO to discuss. The CFO then presents the operating budget to the Commission Budget and Finance Committee. After the Committee finishes their review, a public hearing is held. The budget is then finalized and approved. In the event that the budget is not approved prior to the beginning of the fiscal year, the Commission will pass a temporary budget.


Budget Calendar

January 6, 2020 Departments begin review and update of 7-year Capital Plan

January 13, 2020 Commission presentation and discussion on budget timeline, goals, and constraints

January 23, 2020 Budget kickoff meeting with departments Departments begin entering operating budgets and updating goals

February 3 – February 27, 2020

Department meetings with Capital Projects Director on Capital plan

February 6 – March 2, 2020

Department meetings with Executive Director and CFO to discuss operating budgets

March 12, 2020 Executive Director and Division heads review and edit the Capital Plan March 18 – 21, 2020 CFO updates revenue projections April 13, 2020 Presentation to Commission on Capital Plan and Operating budgets May 11, 2020 Recap budget presentation to Commission and discussion of rates May 22, 2020 Public notice for budget published in local newspaper

June 13, 2020 Public hearing and Commission approval of FY 21 Operating and Capital budgets

July 1, 2020 Start of FY 21 budget year


Budget Monitoring & Amendment Procedures

General

• Each department maintains a line item budget. Budget transfers are required when encumbrances and expenses exceed the line item budget appropriation.

• Each approved capital improvement project is assigned a project number. Budget transfers are required when encumbrances and expenses exceed the project budget.

• Budget-to-actual financial reports are prepared by the CFO and provided to the Commission each month.

• Outstanding encumbrances and their related budgets that are properly encumbered as of June 30th may be re-appropriated to the applicable budget line in the following year’s budget.

Requires Commission Approval—Simple Majority is Required

• Increase or decrease in sewer fund appropriations. • Transfers from one department to another department. • Transfers from one category to another category. • Changes in capital budget scope. • Purchases in the amount of fifty thousand ($50,000) dollars or more • Pay grade changes for authorized positions. • Changes to the authorized positions.

Requires Executive Director Approval & Commission Notification

• Emergency procurements of $25,000 or more must be approved by Executive Director and require the Commission Chairman to be notified immediately and full Commission to be notified at the next Commission meeting following such action.

Requires Executive Director or Division Head Approval

• Overnight travel and/or out of state travel. • All capital improvement purchases. • Capital overruns that are under $5,000 and less than 10% of project budget. • Transfers within a category (Insurance) from one specific subcategory to another subcategory

(e.g. tort insurance, vehicle insurance, equipment insurance, etc.).


Fund Structure Per governmental accounting standards, the District constitutes a single proprietary fund type known as an enterprise fund. All transactions are reported in one enterprise fund and the budget appropriates resources for this fund. The District segregates monies in several accounts within the enterprise fund as described in the bond resolution. The accounts used are: Gross Revenue, Operations & Maintenance, Utility General, Rate Stabilization, and Debt Service. Gross Revenue: This account receives all revenues from user charges and fees. Funds are then transferred out of this account on or before the 15th of each month to the other accounts in accordance with the annual budget. The order of priority is: operation and maintenance, debt service, rate stabilization, and utility general.

Operation and Maintenance: This account is used for payments of all operating and capital expenses. Capital items are reimbursed by other accounts in accordance with the annual budget. Excess working capital is transferred out to the utility general account.

Debt Service: Debt service accounts are held by a trustee for each bond obligation outstanding. No later than the fifth day preceding an interest and/or a principal payment, money sufficient to make that payment is transferred to the Trustee. The District’s standard operating procedure is to transfer funds monthly to debt service so that the amount needed for an upcoming payment is on hand at the time the payment is due.

Rate Stabilization: This account was established for the purpose of minimizing or leveling rate increases. The annual budget establishes the portion of revenue for the year to be deposited into the account. Each month, 1/12 of the annual amount is transferred in. If the budget appropriates rate stabilization funds to be used for expenses, that amount is transferred out. The District has funded the rate stabilization account since 2000 and appropriated from the account to meet the regulations and capital requirements.

Utility General Account: Funds remaining after transferring to operation and maintenance, debt service, and rate stabilization account are moved to this account. The annual budget may appropriate funds from this account for capital improvements or other corporate and public expenses.


Fund Structure


Section 2

Budget Summary


Summary of Revenues, Expenses and Changes in Net

Position (Accrual Basis)

FY 2019 Original FY 2020 FY 2020 FY 2021 Changes fromActual Budget Estimated Budget FY 20 Budget

Revenues/Sources Operating RevenuesSewer Service Charges 28,596,143$ 29,129,378$ 26,329,310$ 26,696,395$ (2,432,983)$ Sewer Permits & Origin Fees 1,310,640 1,205,900 1,250,000 946,962 (258,938) Late Fees 634,380 675,600 625,000 625,000 (50,600) Miscellaneous Revenue 84,445 31,000 26,826 35,000 4,000 Non-Operating RevenuesInterest Income 1,077,745 960,000 1,025,000 487,269 (472,731) Gain on Disposal of Assets 46,254 - 44,000 30,000 30,000 Capital Grant - - - - Total Revenues 31,749,607$ 32,001,878$ 29,300,136$ 28,820,626$ (3,181,252)$

Operating ExpensesAdministration 3,769,600$ 4,679,231$ 4,054,600$ 4,698,488$ 19,257$ Plant Operations 5,385,045 6,477,494 5,385,045 6,615,259 137,765 Systems Operations 1,039,223 1,296,711 1,144,223 1,305,137 8,426 Capital Projects 4,766,323 6,452,840 5,016,323 6,772,556 319,716 Depreciation 8,659,171 8,641,856 8,750,000 9,128,826 486,970 Non-Operating ExpensesInterest Expense 1,085,253 1,008,313 1,008,313 954,003 (54,310)

Total Expenses 24,704,615$ 28,556,445$ 25,358,504$ 29,474,269$ 917,824$

Change in Net Position 7,044,992$ 3,445,433$ 3,941,632$ (653,643)$ (4,099,076)$ Total Net Position-Beginning 121,051,714 127,084,550 134,341,098 138,282,730 11,198,180 Total Net Position-Ending 134,341,098$ 130,529,983$ 138,282,730$ 137,629,087$ 7,099,103$

Invested in Capital Assets * 95,854,711$ 92,249,786$ 97,799,149$ 99,762,258$ 7,512,472$ Unrestricted

Designated for CIP 27,781,432 29,135,482 29,135,482 29,994,983 859,501 Undesignated 10,704,955 9,144,715 11,348,099 7,871,846 (1,272,870) Total Unrestricted 38,486,387 38,280,197 40,483,581 37,866,829 (413,369)

Net Position Totals 134,341,098$ 130,529,983$ 138,282,730$ 137,629,087$ 7,099,103$

*net of related debt


Sources and Uses Appropriation Schedule

(Cash Basis)

FY 2019 FY 2020 FY 2020 FY 2021Actual Budget Estimated Budget

SourcesOperating Revenues 29,314,968$ 31,041,878$ 28,231,136$ 28,303,357$ Interest Income 1,077,745 960,000 1,025,000 487,269 Proceeds from Sale of Assets 46,254 - 44,000 30,000

Sources for Capital:Rate Stabilization Funds 3,028,810 4,286,000 2,150,000 4,260,000 Utility General Funds 4,365,832 16,085,000 5,712,500 17,975,050 Bond Proceeds 2,186,185 1,260,000 1,260,000 -

40,019,794$ 53,632,878$ 38,422,636$ 51,055,676$

UsesOperating Expenses 14,960,191$ 18,906,276$ 15,600,191$ 19,391,440$ Debt Service 2,617,938 2,569,438 2,569,438 2,515,688 Capital (current year and carry over) 9,580,827 21,631,000 9,122,500 22,235,050 Rate Stabilization Fund 2,518,999 2,555,067 2,843,608 2,450,000 Utility General Fund 10,341,839 7,971,097 8,286,899 4,463,498

40,019,794$ 53,632,878$ 38,422,636$ 51,055,676$ Total Uses

Total Sources


Revenues

Summary of current year revenue projections: Budgeted revenues totaled $28.8M which is a 10% decrease from the 2020 budget. The reduced revenues estimates are mainly from anticipated continued economic downturn related to the Covid-19 pandemic. Also contributing to the downturn is falling interest rates. Summary assumptions for FY 21 revenue estimates:

• Sewer service charges : o Customer Accounts: commercial/industrial accounts were slightly reduced due to

potential impacts of the Covid-19 pandemic. No significant change to residential customers.

o Billable flow: commercial/industrial flow estimates were reduced 5% - 10% depending on class due to impacts of Covid-19 pandemic. Residential flows are anticipated to remain similar to the current year.

• Connection permits o New construction permits were reduced by $258,000 or 22%. Estimates were reduced

in anticipation that some new construction and development projects would be put on hold due to the Covid-19 pandemic.

• Interest income o Reduced by $473,000 or 49% as a result of falling interest rates. The average anticipated

interest rate used for the estimate is 1%. Major sources of revenue:

• Sewer service charges and fees are collected for the transportation and treatment of wastewater. Charges are mainly comprised of sewer service charges, late fees, night soil fees, industrial pretreatment and surcharges, FOG program and inspections, and line inspections.

• Sewer Permit and origin fees are assessed for connecting into the sewer system. Permit fees

are reserved for plant and transportation system improvements and upgrades. Origin fees are a non-refundable charge to set up a new account.

• Miscellaneous income consists of any receipts not included in the other categories. The most

significant receipt in this category is the generator utility credit.

• Interest income is earned from funds on hand and subject to the availability of funds to invest and interest rates. South Carolina state law limits a local government’s investment options. These types of investments usually yield a lower rate of return but are lower risk.


10,000 15,000 20,000 25,000 30,000 35,000

Revenues: Sewer Charges and Customer Accounts

Sewer service charges represent 93% of District’s annual revenues and include sewer transportation charges, industrial high-strength surcharges, nightsoil fees, and pretreatment fees. The customer account base includes residential, commercial and industry, military, and wholesale.

Account Class Number of Accounts Billable Consumption (CCFs)

Residential 26,479 1,608,707 Commercial & Industry 4,638 3,069,335 Wholesale 1 104,645 Military 2 270,297

*Balances 6/30/2019 Customer accounts have increased each year over the previous 10 years with an average annual increase of 1.3%. The number accounts are anticipated to remain stable for FY 21 although the District estimates do include a slight reduction to commercial/industrial accounts as a result of closings from the Covid-19 Pandemic.

Customer Account Trend:


Revenues: Sewer Charges and Customer Accounts

Billable consumption has averaged an annual increase of 1.3% over the previous 5 years. We anticipate a reduction in FY 21 billable flow in the commercial/industry class in FY21 as the economy continues to struggle with the Covdi-19 pandemic. Residential flows are anticipated to remain stable.

Top 10 customers (FY 2019)

Customer Type of business

Total Amount Billed

% of Operating Revenues

Boeing Aerospace $ 739,748 2.42% Charleston Air Force Base Military 686,903 2.24% Kapstone Manufacturing 480,903 1.57% Berkeley County Water & Sewer Water & Sewer Utility 430,215 1.40% Borden Dairy Company of SC Dairy 417,191 1.36% BASF Corporation Manufacturing 376,146 1.23% Lanxess Corporation Manufacturing 305,074 1.00% Ingredion Manufacturing 273,848 0.89% Alsco Uniform Rental 213,391 0.70% Deyten's Shipyard Marine repair 195,928 0.64%

Total $ 4,119,347 13.45%

- 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000

2015

2016

2017

2018

2019

Billable Volume by Customer Class(CCFs)

Wholesale Military Residential Commercial/Industry


Sewer Service Rates

Category FY 21 Rates

($) FY 20 Rates

($) Change

($) Minimum Rate – Water Meter 25.08 25.08 - Minimum Rate – Sewer Meter 26.49 26.49 - Volumetric Rates Water Meter 4.70 4.70 - Sewer Meter 5.17 5.17 - Single Unit Flat Rate 39.18 39.18 -

• There were no changes to sewer service rates for FY 2021

10-year trend of average residential bill (6 CCFs per month):

• Sewer rates have increased 1.9% each year over the previous 10-year period

$0

$10

$20

$30

$40

$50

$60

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021


Rate Comparison

Sewer, Connection, & Origin Fees for Fiscal Year 2020

Tri-County Area

Sewer charges throughout the Tri-County area range from $24.00 to $61.97 while origin fees range from $20 to $35. Sewer charges are the amount charged for a typical residential customer consuming 6 CCFs per month. The sewer charges for Berkeley, Dorchester, and Summerville CPW are a flat rate, whereby the customer is billed a set fee no matter the consumption. Origin fees are assessed for each new service billing and used to offset the administrative costs incurred in establishing new service accounts. It is a non-refundable fee. The applicable rates per service provider are as follows: Sewer Origin Berkeley County Water & Sanitation Authority $ 44.00 $ 20.00 Charleston Water Systems $ 61.97 $ 35.00 Dorchester County Water & Sewer Authority $ 40.00 $ 25.00 Mount Pleasant Waterworks $ 46.62 $ 30.00 North Charleston Sewer District $ 39.18 $ 30.00 Summerville Commissioners of Public Works $ 24.00 $ 30.00

Connection charges are payable by customers initially connecting to the Sewer System. NCSD charges $1,400 per residential equivalent unit (REU). Residential customers are charged one (1) REU, while commercial customers are charged $1,400 for each 300-gallon multiple of daily estimated consumption. The costs of connection per sewer provider for a typical residential customer are as follows: Berkeley County Water & Sanitation Authority $ 4,150 Charleston Water Systems $ 3,870

Dorchester County Public Works $ 3,745 Mount Pleasant Waterworks $ 5,450 North Charleston Sewer District $ 1,400 Summerville Commissioners of Public Works $ 1,375

$- $10 $20 $30 $40 $50 $60 $70

Sewer Origin

BerkeleyCWSDorchesterMt PleasantNCSDS'ville CPW

$- $1,000 $2,000 $3,000 $4,000 $5,000 $6,000

Connection Permits

BerkeleyCWSDorchesterMt PleasantNCSDS'ville CPW


Operating Expenses

FY 21 operating expenses (net of depreciation) increased $485,000, or 2.5% from FY 20. There are no planned changes to the current level of services provided.

Expenditures by Category:

Category

FY 19 Actual

FY 20 Budget

FY 21 Budget

Personnel $ 9,442,343 $ 11,087,304 $ 11,295,791 Utilities 1,335,256 1,881,117 1,891,812 Property Insurance 303,172 395,410 402,061 Contract Services 421,808 941,759 1,406,670 Billing Agent 779,385 830,053 846,885 IT & Office 375,813 444,522 413,479 Training & Education 139,761 234,260 230,822 Repairs & Maintenance 876,133 1,421,094 1,086,342 Disposal Fees 465,416 495,100 525,100 Supplies & Materials 692,397 905,675 940,445 Other 128,707 269,982 352,033 Total $ 14,960,191 $ 18,906,276 $ 19,391,440

Historical trend

Operating budget (net of Depreciation & Interest):

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

3.4% average increase


Operating Expenses: Personnel

Budgeted FTEs Trend Analysis by Division (Capital Projects Division added in 2014)

**See the full-time equivalent schedule by department in Section 3. Personnel expenses comprise 58% of the operating budget (net of depreciation and interest) and total $11,295,791; an increase of 1.9%. Positions:

• Budgeted full-time equivalents: 115 (same as current year) • Organizational chart changes: Safety and Risk Coordinator position (1) was moved from the

Manager and Staff department to the Human Resources department. Compensation: $6,569,000 • Budget increased 0.3%. The District implemented a pay-for-performance increase in the current

year however with turnover the overall compensation budget remains mainly flat.

Benefits: $4,529,000: • Increased 5% • Benefits offered include health, life, vision, dental, and short-term disability insurances,

participation in the South Carolina Retirement System, payroll taxes, workers compensation, unemployment, and contributions to the other post-employment benefits (OPEB) trust.

• There were no changes to benefits offered from the current year. • Health insurance increased 10%. Employee contributions were increased in the current year to

offset some of the increase. • Dental and vision carriers were changed in the current year saving the District $9,000 annually. • South Carolina State Retirement: the employer portion increases 1% on July 1 to 16.56% of salary.

The employees’ contribution remains at 9%. • Workers Compensation: increased 18% or $30,000 from higher claims.

0

20

40

60

80

100

120

140

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Administration Plant Systems Capital Projects


Operating Expenses-Personnel, continued:

Incentives $197,000: • Increased 7%

o The main driver of the increase was timing of personnel completing service award 5-year milestones. o Pay-for-performance incentive is 3%, or $129,000, to be added to salaries after employee

evaluations. • Other incentives include: Weather emergency worked, employee functions and the Employee of

the Year Program.

Operating Expense: Non-Personnel

Utilities, $1,892,000: includes electric & gas, water, phones and building alarm systems. There were no significant changes to this category for FY 21.

Property insurance, $402,000: includes insurances for building & contents, vehicle, equipment, tort. The District is insured through the South Carolina Insurance Reserve Fund. The State increased tort premiums 20% and Automobile Comp and Collision 18%, resulting in a 1.8% budget increase overall.

Contract services, $1,407,000: includes outside contracted services and studies. The budget increased by 49% mainly from reclassification of budgeted services historically included in Repairs and Maintenance.

Special projects included in this category: • Regional Biosolids Plan Phase II: $75,000 • Arc Flash Update for Treatment Plant and Pump Stations $53,000 • Peracetic Acid Study Phase II: $25,000 • Contingency for unknown $50,000

Billing Agent, $846,000: includes fees paid to Charleston Water Systems (CWS), Summerville CPW and the Town of Lincolnville for billing and collecting services. There were no significant changes to this category for FY 21. The District has entered long-term contracts with CWS and Summerville CPW and the Town of Lincolnville to perform these services.

IT and Office, $413,000: decreased 7%, includes software and hardware purchases, mobile communication, telemetry, printing, advertising, and various other office related items. New for the current year is an IT security audit of the Plant and Pump Stations monitoring software (SCADA system).

Training and Education, $231,000: decreased 1%, includes various District-wide and individual trainings, registrations, travel, hotel, and the tuition reimbursement program.

Repairs & Maintenance, $1,086,342: decreased 24% mainly from the budgeting of certain services in contract services instead of Repairs and Maintenance. The category includes regular repairs and preventative maintenance at the treatment plant, pump stations and transportation lines. The category also includes fleet and portable equipment maintenance and repairs.

Disposal Fees, $525,000: includes landfill disposal fees. The budget was increased 6% for potential landfill rate increases.


Operating Expense: Non-Personnel, continued:

Supplies & Materials, $940,000: increased 4%, includes treatment and odor elimination chemicals, fuel for fleet and emergency generators, departmental supplies and minor tools, and employee protective equipment. The increase in the current year is mainly attributable to increased purchases of FOG processing material. Other, $352,000: includes regulatory permits, water quality association fees, SC 811 fees, contingency for easement purchases and allowance for bad debt. There was a 30.4% increase to this budget, or $82,000. The allowance for bad debt increased $75,000 for FY 21.

Capital Improvements Capital improvements are additions or major improvements made to the District's property, equipment, or infrastructure. The 7-year capital budget is presented in Section 4. The District, in accordance with Generally Accepted Accounting Principles (GAAP), does not budget capital purchases as operating expenses; rather depreciation expense is recorded over each asset’s useful life. Depreciation expense for FY21 is estimated at $9,128,826, which is a 5.6% increase from the FY20 budget. The increase to depreciation is a result of capital additions outpacing fully depreciated assets. Although not recognized as expenses, cash flows for capital improvements are appropriated each year in the budget process. Total appropriated capital funds are $22,235,050, comprised of $17,735,050 for new FY 21 projects and an estimated $4,500,000 of projects currently in process that will be completed in FY 21. This is an increase of $604,050 or 2.8% from FY20 appropriated capital funds. Funding Sources for Capital:

Rate Stabilization funds: The rate stabilization account was created in 1992, for the purpose of providing funds that could be used to offset new regulations, permit requirements, and buffer the costs of large capital improvements. By funding the stabilization account, the burden of meeting these costs are spread across more years reducing the risk of significant fluctuations in rates. The current year budget appropriates rate stabilization funds of $4,260,000 for capital improvements. Utility General funds: The utility general account includes excess working capital provided by operations and new connection fees. New connection fees are used for projects that increase the System’s flow capacity. The remainder of the funds in the account can be used for all other District purposes.

The current year budget appropriates utility general funds of $17,975,050 for capital improvements.


Funding Uses: Debt Service

Budgeted debt service totals $2,515,688; comprised of $1,495,000 principal and $1,020,688 bond interest. Debt service decreased by $53,750 from the current year as a result of debt principal payments. The District does not plan to issue new debt in FY 2021. Accrual based net interest expense is estimated at $954,003 which is a decrease of $53,310. Authorization and Legal Debt limit: The District is authorized to issue General Obligation Bonds under the applicable debt limitation provisions of Article X of the South Carolina Constitution. Authorization is required from a majority vote of the qualified electors by referendum without limitation as to the amount; or the Sewer District may incur general obligation debt without an election in an amount not exceeding 8% of the assessed value of all taxable property therein. FY 19 limit was calculated as follows:

2018 tax year assessed valuation $ 589,208,838 Statutory debt limit rate 8% Statutory debt limit 47,136,707 Less: GO Debt outstanding at 6/30/18 (12,137,231) Legal Debt Margin $ 34,999,476

The District is authorized to issue revenue bonds under the statutory authority of the Enabling Statute. There is no formal revenue debt limitation, so the District can issue bonds as needed in an amount that is supported by the bond market. The District Debt Policy stipulates that long-term financing will be considered to finance capital improvements with a useful life of more than four years and refunding of prior bond issues. Financing for operating costs will only be considered in extreme financial emergencies. Debt Covenants: Key covenants in the District Bond Resolution include:

• Rates will be sufficient to meet minimum outflows of operating expenses, principal and interest, and allowances for contingencies

• Debt coverage required ratio: 1.25% • The System will not be pledged except as provided for in the Bond Resolution • The District will keep property, tort, Workers Compensation, and surety insurance • The Sewer District will not furnish service free of charge • An annual budget must be adopted, and annual audit must be performed and sent to the

Trustee within 120 days of fiscal year end. The District is in compliance with all applicable bond covenants. Bond Ratings:

• Revenue bonds: Standard & Poor’s: AA+ • General Obligation: Moody’s Investor Service: Aa2


Funding Uses: Debt Service

FY21 scheduled debt payments:

Series issue Outstanding

6/30/20

FY 21 Principal

Payments Outstanding

6/30/21

FY 21 Interest

Payments

Total FY 21

Payments General Obligation Bonds, Series 2011 $ 11,035,000 $ 1,010,000 $ 10,025,000 $ 343,713 $ 1,353,713

Revenue Bonds Series 2014 15,730,000 470,000 15,260,000 759,225 1,229,225

Total $ 26,765,000 $ 1,480,000 $ 25,285,000 $ 1,102,938 $ 2,582,938

Note: The District maintains one year of GO debt service on hand. Budgeted GO debt service is the subsequent year’s scheduled payments. As such, FY 21 budgeted debt service differs from FY21 scheduled debt payments.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

Principal Interest


Net Position (Fund Equity):

Net position, or fund equity, is defined as the difference between assets such as cash, investments, buildings, equipment, land, vehicles, infrastructure, and liabilities or debt associated with those assets. Net position is classified as restricted, unrestricted, or invested in capital assets. In the District’s budget, unrestricted amounts are additionally classified as designated CIP and undesignated. Designated CIP represents connection permit funds on hand and the subsequent year’s planned capital expenditures. Funds on-hand for bond payments, issued after 1992, are also categorized as unrestricted as there is no requirement to deposit funds with the trustee. As compared to the estimated ending FY 20 balances, the 2021 budget decreases total net position by $653,643. This budget deficit is a result of anticipated lower revenues in the current year related to Covid-19 economic impacts. The District anticipates this to be a short-term issue and currently is not planning for multiple years of budget deficits.

• Invested in Capital Assets is expected to increase as the District’s capital additions exceed annual depreciation.

• Designated CIP is expected to increase as planned 2021 capital expenditures and projects in process exceed the 2020 capital project budget.

• Undesignated fund balance is anticipated to decrease by $1,272,870 mainly from budgeted operating expenses exceeding estimated revenues and from reclass to invested in capital and designated for CIP.

Ten Year Net Position Trend

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Net Investment in Capital Assets Restricted Debt Service Unrestricted


Rate Projections & Long-Range Forecast

Purpose of long-range forecasting Long-range financial planning is an integral part of the budgeting process. Management analyzes projections and what-if scenarios to ensure:

• Estimated revenues support operations, capital expenditures, and debt service • Sufficient cash reserves are maintained • Operational changes can be sustained • Rate adjustments, when needed, can be phased-in to minimize impact

5 Year Forecast (in $ Millions):

Forecast Assumptions: Revenues: • Year 1 (2021)

o Sewer charges Sewer charge projections were decreased $2.4M or 8.4% from previous projections. The

decrease is a result of the economic fallout from the Covid-19 pandemic. Industrial and commercial flow estimates were reduced 5 to 10% depending on customer, the number of commercial accounts was slightly reduced, and residential accounts and flow remain at similar levels. Increases were made to bad debt for an anticipated increase to nonpayments. Sewer rates were not changed for FY 21.

o New connections fees were reduced by $258,000 from an anticipated slowdown to new construction. o Interest income was reduced by $472,000 or 49% from decreasing interest rates.

Est.2018 2019 2020 2021 2022 2023 2024 2025

RevenuesSewer Service Charges 28.28$ 28.60$ 26.33$ 26.70$ 30.02$ 30.86$ 31.69$ 32.56$ Permits & Origin fees 1.54 1.31 1.25 0.95 1.20 1.20 1.20 1.20 Other 1.90 1.84 1.72 1.18 1.18 1.19 1.20 1.21

Total Revenues 31.72$ 31.75$ 29.30$ 28.83$ 32.40$ 33.25$ 34.09$ 34.97$

ExpensesOperations 15.45$ 14.96$ 15.60$ 17.28$ 17.71$ 18.15$ 18.61$ 19.07$ Depreciation 8.34 8.66 8.75 9.13 9.38 9.63 9.88 10.13 Non-operating 1.03 1.09 1.01 0.95 0.88 0.82 1.10 1.10

Total expenses 24.82$ 24.71$ 25.36$ 27.36$ 27.97$ 28.60$ 29.59$ 30.30$

Change in Net Position 6.90$ 7.04$ 3.94$ 1.47$ 4.43$ 4.65$ 4.50$ 4.67$

Debt service coverage 2.86 3.06 5.21 4.48 5.83 6.09 5.78 4.97

Actual Projected


Rate Projections & Long-Range Forecast, continued:

• Years 2 – 5

o Sewer Service charges: 1% growth in the number of residential and business accounts each year 1% growth in billable flows for residential and business Incremental sewer rate increases (1% to 2%) in most years

• Actual growth higher than forecasted could result in lower rate increases while actual growth less than forecasted or higher operational costs could result in greater % rate increases.

o No significant losses or additions to current top ten customers o New connection permits: pick back up from 2021 and remain consistent o Interest income: rates are projected to remain low with only slight increases beginning in 2023 o Late fees: remain flat

Expenses: • Operating costs:

o Year 1 (2021) were estimated at 90% of budget. The District has historically averaged actual expenses between 88% - 90% of budget.

o Years 2 – 5: is estimated to increase 2.5% each year. Operating expenses have averaged a 2.1% per year over the previous 10 years.

• Depreciation expense is projected to continue increases by approximately $250,000 each year as the District’s 7-year capital plan calls for additions to exceed fully depreciating assets.

• Interest expense is based on the current fixed debt payment schedule. New debt has been added to the forecast beginning in 2024 to fund the capital plan.

Outlook: The District, along with all businesses, nonprofits, and governmental organizations in our service area, has been greatly impacted by the Covid-19 pandemic making forecast at this time difficult. Prior to the pandemic, the Charleston metropolitan area was experiencing continued steady growth and we anticipate a quick economic bounce back during 2021. The District benefits from a broad and diverse customer base that includes the United States Air Force and industries like Boeing and Mercedes-Benz. Conclusions: Even with the projected short-term decrease in revenue, the District is in good financial shape. Financial stability prior to the pandemic has allowed the critical services the District provides to continue uninterrupted. The projected results show the District should be able to continue its strategic push to rehabilitate aging infrastructure while maintaining fiscal stability. The District is projected to maintain a healthy financial position throughout this 5-year forecasted period.


Section 3 Budget by Department


District Facilities Felix C Davis Treatment Plant Herbert Street, Charleston, SC Departments located at the Plant: Dept. # Plant Administration 5110 Operations 5130 Quality Control 5140, 5141, 5142 Plant Maintenance 5150

Administrative & Maintenance Buildings

Stall Road, North Charleston

Departments Located at Stall Road

Dept. # Dept. # Manager & Staff 5010 Fats, Oils, & Grease 5161 Human Resources 5020 Vehicle Shop 5250 Accounting 5030 Buildings & Grounds 5270 Information Technology 5040 Capital Projects 5320 Purchasing 5050 Lines 5330 Industrial Pretreatment 5160 Pump Stations 5340

The District also has 60 pump stations located throughout the service area.


Organizational Chart

Grounds

Executive Director1.00

Chief Financial Officer1.00

Chief Operations Officer

1.00

Capital Projects Director

1.00

Pump Stations15.00

Accounting5.00

HumanResources

2.00

Information Technology

3.00

Purchasing3.00

Plant Maintenance

9.00

Vehicle Shop4.00

Capital Project Staff7.00

Buildings &Grounds

6.00

Capital Projects Deputy

1.00

Lines25.00

ExecutiveAssistant

1.00

Quality Control/Lab

6.00

IndustrialPretreatment

1.00

Commission9.00

Appointed

Plant Administration

3.00

Operations17.00

DivisionsAdministrativePlantSystemsCapital Projects

Fats, Oils, & Grease

2.00

Financial & Budget Analyst

1.00


Budgeted FTEs by Department

Description FY 18 FY 19 FY 20 FY 21Administrative DivisionAdministration Executive Director 1 1 1 1 Chief Operations Officer 1 1 1 1 Chief Financial Officer 1 1 1 1 Capital Projects Director 1 1 1 1 Safety Officer & Risk Coordinator 1 1 1 n/a Financial and Budget Analyst n/a n/a 1 1 Executive Assistant 1 1 1 1Human Resources Human Resources Director 0 1 1 1 Human Resource Assistant 1 0 0 0 Safety Officer & Risk Coordinator n/a n/a n/a 1Accounting Accounting Manager 1 1 1 1 Accounting Staff 6 5 4 4Information Technology Information Technology Manager 1 1 1 1 IT Staff 2 2 2 2Purchasing Purchasing Manager 1 1 1 1 Purchasing Staff 3 3 2 2

Total Administrative 21 20 19 19

Description FY 18 FY 19 FY 20 FY 21Plant DivisionAdministration Plant Superintendent 1 1 1 1 Assistant Plant Superintendent 1 1 1 1 Admin Staff 1 1 1 1Plant Operations Shift Supervisors 4 4 4 4 Operations Staff 15 15 13 13Quality Control Laboratory Director 1 1 1 1 Assistant Laboratory Director 1 1 1 1 Lab Technicians 4 4 4 4Plant Maintenance Supervisor 1 1 1 1 Assistant Manager 1 1 Mechanics, Machinist & Electricians 4 4 7 7 Administrative Assistant 1 1 1 1Pretreatment & FOG Pretreatment Supervisor 1 1 1 1 FOG Program Manager 1 1 1 1 Inspector 1 1 1 1Total Plant 38 38 38 38


Budgeted FTEs by Department Description FY 18 FY 19 FY 20 FY 21 Systems Division Vehicle Shop Supervisor 1 1 1 1 Mechanics 3 3 3 3 Buildings & Grounds Supervisor 1 1 1 1 Technicians & Custodians 6 6 5 5 Total Systems 11 11 10 10 Description FY 18 FY 19 FY 20 FY 21 Capital Projects Division Capital Projects Capital Projects Deputy 1 1 1 1 Capital Projects Specialist 2 1 1 1 Asset Management Specialist n/a 1 1 1 Capital Projects Staff 4 4 5 5 Lines Supervisor 1 1 1 1 Assistant Supervisor 1 1 1 1 Operators & Technicians 22 22 22 22 Administrative Assistant 1 1 1 1 Pump Stations Supervisor 1 1 1 1 Assistant Supervisor 1 1 1 1 Mechanics & Electricians 11 12 12 12 Administrative Assistant 1 1 1 1 Total Capital Projects 46 47 48 48 All Divisions 116 116 115 115

FY 21 budgeted full-time equivalents remained the same at 115. Position changes for FY 21 include:

• Safety Officer and Risk Coordinator position moved from Administration to Human Resources.


Administrative Division

Plant

Chief Financial Officer1.00

Chief Operations Officer1.00

Capital Projects Director1.00

HumanResourcesDirector

1.00


Manager1.00

Purchasing Manager

1.00

Commission9.00

Appointed

Purchasing Specialist

1.00

SystemSupport

Specialist1.00

MaterialsCoordinator

1.00

Systems Analyst

1.00

AccountingTechnician

1.00

Accounting Specialist

1.00

CustomerService

Specialist1.00

Accountant1.00

Executive Director1.00

ExecutiveAssistant

1.00

AccountingManager

1.00

Financial & Budget Analyst

1.00

Safety Officer & Risk

Coordinator1.00



Fiscal Year 2021 Expenses



Division Budget Summary:

Division Function:

The Administrative Division is responsible for all formal representations of the District, the coordination of Commission directed efforts, customer inquiries, human resources, information technology, financial, and procurement services. The Division coordinates District-wide plans, policies, and procedures and ensures that all applicable Federal, State, and Local laws are enforced.

The following departments are included in the Administrative Division:

Commission Manager and Staff Human Resources Accounting Information Technology Purchasing

FY 2020 FY 2020FY 2019 Adjusted Actual as of FY 2021

Category Actual Budget 3/31/2020 BudgetPersonnel 2,351,800$ 2,737,009$ 1,682,999$ 2,772,859$ Utilities 40,928 50,420 33,110 56,840 Property Insurance 58,980 79,519 61,659 79,310 Contract Services 152,080 469,275 271,569 306,177 Billing Agents 779,385 830,053 595,084 846,885 IT & Office 173,952 208,843 107,707 207,438 Training & Education 62,860 94,279 43,340 111,368 Repairs & Maintenance 2,464 3,540 1,802 6,340 Supplies & Materials 19,483 12,151 5,005 16,608 Other - 36,142 33,902 44,663 Subtotal for Operations 3,641,932$ 4,521,231$ 2,836,177$ 4,448,488$ Bad Debt Allowance Expense 127,668 175,000 127,473 250,000 Total 3,769,600$ 4,696,231$ 2,963,650$ 4,698,488$

FTEs 20 19 19 19


Commission

Department Budget:

Department Function:

The Commission has the responsibility of directing the District’s response to the community’s needs, regulatory standards, and the overall vision of the District. The Commission promotes the health and safety of the North Charleston area by providing a sanitary sewer system that supports the citizens and the economic centers. The Commission is empowered to set policies and bylaws for the management of the District, prescribe regulations for citizens to receive sewer service, borrow money and/or issue bonds, make use of state highway rights-of-way, and many other functions listed in Section 7 Act 1768 of 1972 (Enabling Act).

Calendar Year 21 Commission Objectives:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Fiscal Stability Goal: Be good stewards of stakeholders’ resources

Objective: Regularly inform Commissioners on operations

Measurement: # of reports submitted to Commission 12 12 12 12 12 12 12

Measurement: # of presentations to Commission 5 6 5 6 5 6 5

Strategic Issue: Community Goal: Educate the Public

Objective: Interact with Community Leaders

Measurement: # of community organizations Commissioners actively participate in 12 10 10 9 10 8 8

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations.


Category Actual Budget 3/31/2020 BudgetPersonnel 199,996$ 273,031$ 179,269$ 286,126$ Contract Services 2,000 2,300 1,900 3,220 IT & Office 5,627 8,130 5,324 7,486 Training & Education 1,590 4,968 2,339 4,968 Supplies & Materials 546 1,500 166 1,500 Total 209,759$ 289,929$ 188,998$ 303,300$


Manager & Staff Department Budget:

Department Function: The Manager and Staff are responsible for the administration and the implementation of the Commission policies, and federal and state laws and regulations. The Manager and Staff implements and administers the annual budget and capital improvements, as well as recommends new policies and procedures to meet the ever-changing needs of the District.

Calendar Year 21 Manager & Staff Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Fiscal Stability Goal: Maintain sufficient unrestricted cash to sustain operations in the event of an emergency

Objective: Keep six months of unrestricted cash reserves Measurement: # of days cash reserves 500 1049 500 937 850 825 500 Measurement: Bond coverage ratio 1.5 3.1 1.5 3.1 5.6 5.6 2.0

Goal: Be good stewards of stakeholders’ resources Objective: Prepare quality financial reports

Measurement: Prepare annual budget and receive GFOA award Yes Yes Yes Yes Yes Yes Yes

Objective: Operate within budget Measurement: % O&M costs increased (not including personnel and depreciation) < 3.0% -3.1% < 3.0% -3.1% < 3.0% 3.0% < 3.0%


Category Actual Budget 3/31/2020 Budget1,101,802$ 1,400,655$ 767,350$ 1,140,070$

40,928 28,920 16,419 30,120 58,980 79,519 61,659 77,930

128,984 408,815 214,446 226,315 39,607 27,206 15,362 25,410 25,798 35,315 17,843 35,720

2,464 2,840 1,212 2,740 5,925 6,995 4,042 7,075

- 36,142 33,902 44,663 1,404,488$ 2,026,407$ 1,132,235$ 1,590,043$

PersonnelUtilitiesProperty Insurance Contract ServicesIT & OfficeTraining & Education Repairs & Maintenance Supplies & Materials OtherTotal

FTEs 6 7 7 6


Manager & Staff Calendar Year 21 Manager & Staff Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Operational Effectiveness Goal: Effectively use technology

Objective: Increase efficiency

Measurement: CMMS is populated with 100% of the District's assets and the asset lists are updated timely for changes

June 2019

Dec 2019

June 2019

Not complete

Jul 2020 Jul 2020 n/a

Measurement: Utilize CMMS for capital budget planning n/a n/a n/a n/a

Dec 2020 Dec 2020 n/a

Strategic Issue: Community Goal: Increase transparency and visibility

Objective: Employees participate in community activities

Measurement: # of local boards served by employees 5 11 5 5 5 5 4

Goal: Educate the public Objective: Effectively use social media

Measurement: # of posts on social media platforms 24 265 250 129 250 250 250

Strategic Issue: Work Force Development Goal: Well trained workforce

Objective: Provide educational opportunities

Measurement: # of participants in tuition reimbursement program 3 8 3 10 3 5 5

Goal: Preserve morale and maintain positive work experience Objective: Conduct lunch and learns

Measurement: # of lunch and learns 2 1 2 1 1 1 1

Objective: Create and promote opportunities for employee feedback

Measurement: # of department head meetings 5 4 5 4 5 4 4

Measurement: # of division head meetings 6 3 3 4 3 4 3



Manager & Staff FY 20 Highlights and Accomplishments:

Management conducted an employee and supervisor survey to gauge strengths and weaknesses throughout the organization. Based on those results, employee training in FY 20 focused on a review and update of the strategic plan orchestrated by the employees. Wellness was on the forefront in FY 20 with the creation of a walking loop at Stall Road and at the WWTP. The events committee continued their role this year with participation in the holiday door decoration contest, Halos adoption families, and Christmas luncheon. The District continued to push technology with the update of the website. Customers are now able to fill out the applications and submit online for service. Contractors and engineers can see all existing and future work opportunities and track the progress of the projects. Potential employees can see job vacancies and apply through the website. Management initiated several studies to prepare for the future. The District updated their Master 201 Plan which looks at potential growth throughout the service area in order to plan upgrade projects. The District also participated in a study to determine the feasibility of a regional biosolids facility in conjunction with our partners in the Charleston area.

NCSD Homepage


www.ncsd.sc.gov

Human Resources

Department Budget:


Human Resources is responsible for recruitment of qualified applicants into a diverse workforce; employment and orientation services; retirement processing; administration of employee benefits such as health, dental, and vision; policy development and administration; job classification, compensation and labor market research; employee relations; employee assistance programs; maintenance of personnel records; maintenance of the Districts personnel database; the administration of the performance management program; and the staff employee appeal process. Effective July 1, 2020, the Safety Officer & Risk Coordinator will be moving from the Manager and Staff Department and into the Human Resources Department. The HR Director and Safety & Risk Coordinator currently work closely together regarding employee investigations, employee safety issues, and Workers Compensation concerns. The Safety & Risk Coordinator is being trained to become the Human Resources backup personnel in the absence of the HR Director and the HR Director is training to back up to the Safety & Risk Coordinator.

Calendar Year 21 Human Resources Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target


Objective: Submit electronic documents via website

Measurement: explore feasibility of online applicant submission EOY

Not Complete

By Dec 2019 Oct-19 n/a n/a n/a


Category Actual Budget 3/31/2020 BudgetPersonnel 9,447$ 33,737$ 4,699$ 261,226$ Property Insurance - - - 753Contract Services 21,096 58,160 55,223 52,760 IT & Office 10,923 12,014 5,339 19,206 Training & Education 33,146 42,896 18,988 56,529 Repairs & Maintenance - - - 2,000 Supplies & Materials 10,969 300 257 5,260 Total 85,581$ 147,107$ 84,506$ 397,734$

FTEs 1 1 1 2


Human Resources

Calendar Year 21 Human Resources Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Work Force Development Goal: Provide safe working environment

Objective: Provide yearly safety training

Measurement: # of OSHA citations 0 0 0 0 0 0 0

Measurement: # of accidents resulting in lost time 5 2 5 2 5 2 5 Objective: Perform safety audits

Measurement: # of safety audits completed 7 11 20 11 15 15 15

Goal: Well trained workforce Objective: Provide educational opportunities

Measurement: # of employee wellness events n/a n/a n/a n/a 1 1 1


FY 20 Highlights and Accomplishments: The Events Committee was responsible for planning the Employee Appreciation Day, the Fall Family Day, and the Employee Christmas Luncheon. At the Fall Family Event employees were able to bring their family and children. Attendees were able to view several pieces of NCSD equipment, including the CCTV camera truck. A member of the North Charleston Police Department also attended this event. For Christmas, NCSD adopted 2 families through the HALOS program. Numerous toys, clothing, presents, and gift cards were collected for the HALOS children and their caretakers.


Accounting

Department Budget:


The Accounting Department is responsible for financial record keeping and reporting, payroll, cash and investment management, billing and collections, customer service, cash disbursements, budgeting, safeguarding of assets, and the coordination of the external audit. We maintain internal controls that ensure accurate and timely financial reporting.

Calendar Year 21 Accounting Objectives:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Fiscal stability Goal: Be good stewards of stakeholders’ resources

Objective: Maintain strong internal controls Measurement: internal control

deficiencies noted by external auditor in the management letter 0 0 0 0 0 0 0

Measurement: # of adjusting entries proposed by external auditor 0 0 0 0 0 0 0 Objective: Prepare quality financial reports

Measurement: Timely close year end

By 3rd week

of Aug

By 3rd week of

Aug

By 3rd week of

Aug

By 3rd week

of Aug

By 3rd week of

Aug

By 3rd week of

Aug

By 3rd week

of Aug Measurement: % of months that

were closed by the 10th 100% 100% 100% 100% 100% 100% 100% Measurement: Received both

the GFOA Budget and CAFR awards Yes Yes Yes Yes Yes Yes Yes


Category Actual Budget 3/31/2020 BudgetPersonnel 439,706$ 431,881$ 319,431$ 454,904$ Contract Services - - - 3,882 Billing Agents 779,385 830,053 595,084 846,885 IT & Office 7,799 12,028 4,841 10,573 Training & Education 996 2,495 661 4,545 Supplies & Materials 5 50 - 50 Total 1,227,891$ 1,276,507$ 920,017$ 1,320,839$

FTEs 6 5 5 5


Accounting

Calendar Year 21 Accounting Objectives, continued:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Community Goal: Provide outstanding customer service

Objective: Gather customer feedback

Measurement: % of service requests surveyed 20% 20% 20% 20% 20% 20% 20%

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. FY 20 Highlights and Accomplishments: The department pulled together to meet the challenges brought on by the Covid-19 pandemic. We adapted quickly to rotating schedules and work-from-home arrangements to ensure that all critical duties including payroll, billing & collections, and accounts payable were still met.

Accounting Selfie with other members of the Admin division


Information Technology Department Budget:


The Information Technology Department coordinates all the Information Technology Systems located throughout the District. The IT staff is continuing to expand its level of advisory support provided to other Departments as well as its program of scheduled replacement of computer hardware and software. This approach, combined with additional training, is designed to leverage our investment, and maximize the staff’s usage of new technology.

Calendar Year 21 Information Technology Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong Infrastructure Goal: Reliability

Objective: Minimize outages and improve redundancy

Measurement: # of full workdays any critical system is not available 0 4 0 4 0 0 0

Measurement: # of occurrences of data lost due to system/hardware failures, data breaches, etc. 0 0 0 0 0 0 0 Objective: Modernize landline phones

Measurement: Upgrade landline phone system n/a n/a n/a Dec 2021 n/a n/a

Dec 2021


Objective: Improve website

Measurement: update website to allow additional functionality

By Dec 2018

Not complete n/a

Complete Nov 2019 n/a n/a n/a



Category Actual Budget 3/31/2020 BudgetPersonnel 298,718$ 324,350$ 224,325$ 345,707$ Utilities - 21,500 16,691 26,720 Property Insurance - - - 627 Contract Services - - - 20,000 IT & Office 108,235 144,030 74,690 139,366 Training & Education 472 4,454 2,335 6,310 Supplies & Materials 12 600 20 600 Total 407,437$ 494,934$ 318,061$ 539,330$

FTEs 3 3 3 3



FY 20 Highlights and Accomplishments: The IT department completed the migration to a redundant host server configuration, improving fault tolerance and uptime for internal line of business systems; fine-tuned our use of cloud backup, migrating to a new host to reduce costs; and completed a round of LAN upgrades in preparation for the phone system replacement coming next year.

Host Server Installation


Purchasing

Department Budget:

Department Function: The Purchasing Department is responsible for procuring all goods and services for the District. This Department strives to acquire the best value in goods and services efficiently while meeting all legal and District procurement regulations.

Calendar Year 21 Purchasing Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Fiscal Stability Goal: Fund operations without significant rate fluctuations

Objective: Explore cost saving strategies

Measurement: % of projects bid with over 3 bidders solicited 90% 90% n/a 90% 90% 90% 90%

Goal: Be good stewards of stakeholders’ resources Objective: Maintain strong internal controls

Measurement: # of times all stocked inventory is counted n/a 2 n/a n/a 2 2 2

Measurement: % of tagged items counted n/a 50% n/a n/a 50% 50% 50%

Measurement: # of monthly internal audits performed on department purchases n/a 12 n/a 12 12 12 24


Category Actual Budget 3/31/2020 BudgetPersonnel 302,131$ 273,355$ 187,925$ 284,826$ IT & Office 1,761 5,435 2,151 5,397 Training & Education 858 4,151 1,174 3,296 Repairs & Maintenance - 700 590 1,600 Supplies & Materials 2,026 2,706 520 2,123 Total 306,776$ 286,347$ 192,360$ 297,242$

FTEs 4 3 3 3


Purchasing

Calendar Year 21 Purchasing Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Operational Effectiveness Goal: Promote resource conservation

Objective: Minimize surplus inventory

Measurement: # of days from surplus to sold/disposed < 30 29 < 30 14 < 30 < 30 < 30


FY 20 Highlights and Accomplishments: All DHEC testing and inspections of the new fuel tank system was completed with no discrepancies. New stock inventory process was implemented to ensure on hand availability of critical items. $48,000 was returned to the District from the sale of surplus equipment and supplies. Procurement Cost Avoidance, a cost reduction opportunity that is generated from the competitive process calculated using the formula: average price of bids/proposals (market price) – lowest bidder (actual cost), added $75,631 in savings on small purchases and $1,256,520 on major purchases.

Unloading Pipe from a Delivery


Plant Division

Vehicle

Plant

Grounds

Chief OperationsOfficer

1.00

Plant MaintenanceSupervisor

1.00

ShiftSupervisor

4.00

Industrial Pretreatment

/FOG Inspector

1.00

LaboratoryDirector

1.00

IndustrialPretreatment

Supervisor1.00

SeniorTechnician

2.00

AssistantLab Director

1.00

LabTechnician

2.00

Plant Superintendent

1.00

AssistantPlant Superintendent

1.00

Equipment Operator

2.00

PlantAdministrative

Assistant1.00

Electrical Specialist

2.00

Electrician Technician

1.00

Mechanical Specialist

1.00

MechanicalTechnician

2.00

FOGProgramManager

1.00

Control SystemsTechnician

1.00

PlantMaintenance

Assistant Supervisor1.00

Senior Plant Operator

4.00

Plant Operator7.00


Plant Division



Plant Division


Division Function:

The Plant Division is responsible for the operation, maintenance, and quality assurance of the Felix C. Davis Wastewater Treatment Facility. The Division assures that the treatment facility operates in a manner necessary to discharge wastewater in accordance with the National Pollutant Discharge Elimination System (NPDES) permitted parameters enforced by the EPA (Environmental Protection Agency) and the South Carolina Department of Health and Environmental Control (SCDHEC).

The following departments are included in the Plant Division:

Plant Administration Operations Quality Control (Laboratory) Plant Maintenance Industrial Pretreatment Fats, Oils, & Grease


Category Actual Budget 3/31/2020 BudgetPersonnel 3,218,366$ 3,578,359$ 2,346,735$ 3,662,400$ Utilities 729,157 1,053,450 418,467 1,058,468 Property Insurance 93,966 122,565 109,657 121,007 Contract Services 129,948 237,746 53,769 353,516 IT & Office 84,725 98,369 71,616 98,047 Training & Education 40,362 71,552 32,733 67,247 Repairs & Maintenance 360,411 441,125 193,976 331,900 Disposal Fees 465,416 495,100 336,748 525,100 Supplies & Materials 262,694 386,123 187,009 393,154 Other - 4,420 4,111 4,420 Repairs & Maintenance 5,385,045$ 6,488,809$ 3,754,821$ 6,615,259$

FTEs 38 38 38 38



Department Budget:


The Plant Administration Department is responsible for coordinating the efforts of the various departments in the Plant Division to maintain regulatory compliance, accomplish division goals and develop, recommend, support, and conduct programs to promote the overall understanding of facility activities while keeping abreast of new technology and environmental methods and regulations.

Calendar Year 21 Plant Administration Objectives:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong Infrastructure Goal: No regulatory violations

Objective: Increase inspections and/or samples of industries

Measurement: # of NPDES permit parameter violations 0 0 0 0 0 0 0

Measurement: Perform annual compliance audits of storm water/spill prevention plans Yes Yes Yes Yes Yes Yes Yes

Goal: Reliability Objective: Minimize outages and improve redundancy

Measurement: Confirm a minimum of 12 backups for facility control system 12 18 12 12 12 12 12

Goal: Minimize sanitary sewer overflows to less than 2 per 100 miles of lines Objective: Continue grease initiative

Measurement: Install FOG receiving station at the Plant** n/a n/a n/a n/a

Aug 2020 Oct 2020 n/a


Category Actual Budget 3/31/2020 BudgetPersonnel 466,329$ 410,309$ 255,318$ 386,676$ Utilities 3,884 26,650 12,789 31,668 Property Insurance 81,244 107,009 95,098 103,529 Contract Services 45,816 105,276 31,592 89,826 IT & Office 54,413 60,055 50,955 67,620 Training & Education 13,123 13,916 2,643 13,599 Repairs & Maintenance 189 1,200 (492) 1,200 Supplies & Materials 2,164 3,915 1,230 4,365 Other - 4,420 4,111 4,420 Total 667,162$ 732,750$ 453,244$ 702,903$

FTEs 3 3 3 3



Calendar Year 21 Plant Administration Objectives, continued:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target


Objective: Improve mobile usage

Measurement: Purchase and install Treatment Plant software and hardware to facilitate remote access and enhanced security

Jun 2019

May 2019

Jun 2019 3-21-19 n/a n/a n/a

Measurement: Test remote monitoring at the Plant n/a n/a n/a n/a

Jun 2020 Jun 2020 n/a

Measurement: Install additional process monitoring field devices 5 15 5 5 8 10 2


Objective: Promote plant tours Measurement: # of plant tours 4 5 4 4 4 4 3

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. **Measurements part of Significant Multi-Year Strategies (section 1)

FY 20 Highlights and Accomplishments:

Bench testing of a Peracetic Acid (PAA) disinfection took place as the first step in determining the feasibility of using this chemical as a supplement to or even a replacement of our existing UV disinfection system. If bench testing of PAA is successful we will be engaged with the regulatory agency to move forward with pilot testing. A control upgrade was conducted to allow individual users to log into the plant control system independently in order to better track operator adjustments and/or acknowledgment of alarms. The use of remote monitoring and control has been enhanced by incorporating the use of tablets so operators in the field can access and control plant equipment remotely. The upgrade also provided other major security enhancements such as a Primary Domain Controller, System Auditor software, and remote access for viewing of the plant process at our Stall Road facility. Plant personnel along with a camera installation company installed thirty (30) process cameras to monitor various plant processes, buildings, and tankage. These cameras can be accessed remotely from outside the plant site for monitoring purposes. An app was also added to the Shift Supervisor’s cell phones to allow them to open the front gate after hours and while they are out in the plant. Engineering services were conducted to re-design the influent grit chamber structure, increase the inlet piping diameter, and replace grit slurry pump, piping, and gates. This will allow for more efficient removal of grit during high flows and more flow to pass through the system without spillage from the inlet structure


Operations

Department Budget:


The Operations Department is committed to ensuring the successful operation of the treatment facility by providing hands on technical support to our maintenance and other support groups, by monitoring all permitted parameters, and by initiating the necessary adjustments to the wastewater treatment processes to meet the National Pollutant Discharge Elimination System (NPDES) permitted parameters.

Calendar Year 21 Operations Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong infrastructure Goal: Reliability

Objective: Complete all required preventative maintenance

Measurement: % of preventative work orders completed before due date 100% 100% 100% 100% 100% 100% 100%

Goal: No Regulatory violations Objective: Increase inspections and/or samples of industries

Measurement: collect daily samples and perform control analysis 100% 100% 100% 100% 100% 100% 100%

Measurement: Perform outfall inspections minimum of 4 times per year as required by storm water/spill prevention plans 4 12 4 4 4 4 4


Category Actual Budget 3/31/2020 BudgetPersonnel 1,431,129$ 1,580,383$ 1,069,325$ 1,632,365$ Utilities 725,273 1,026,800 405,678 1,026,800 Property Insurance 6,238 7,655 7,099 8,289 Contract Services - 3,500 - 3,500 IT & Office 4,764 7,585 3,694 6,858 Training & Education 16,179 32,061 14,637 28,841 Repairs & Maintenance 26,207 36,250 6,311 46,800 Disposal Fees 465,416 495,100 336,748 525,100 Supplies & Materials 185,327 255,562 140,850 253,712 Total 2,860,533$ 3,444,896$ 1,984,342$ 3,532,265$

FTEs 19 17 17 17


Operations

Calendar Year 21 Operations Objectives, continued:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target


Objective: Reduce paper usage

Measurement: complete 100% of daily logbooks electronically 100% 0%

Dec 2019 0%

May 2020 May 2020 n/a

Strategic Issue: Work Force Development Goal: Provide safe working environment

Objective: Perform safety audits

Measurement: # of employee lost days of work resulting from accidents 0 0 0 0 0 0 0



The Operations Group endured another year of storm events with Hurricane Dorian effecting our service area. The storm created significant rainfall and wind for over two days. The plant maintained operations with two to four employees stationed at the plant throughout the event. All samples that were collected for regulatory reporting displayed that effective treatment levels were maintained, and no permit violations occurred. Six Plant Operators enrolled and completed biological certification. In addition, two Plant Operators attended and completed a leadership and supervisory skills short school.


Quality Control

Quality control (laboratory) is subdivided into three units: quality control (5140), quality control – domestic (5141), and quality control – industrial (5142), for the purpose of allocating costs between industry and domestic testing.

Quality Control (5140) Budget:

Quality Control – Domestic (5141) Budget:

Quality Control – Industrial (5142) Budget:


Category Actual Budget 3/31/2020 BudgetPersonnel 430,561$ 521,279$ 354,876$ 566,591$ Property Insurance 1,809 2,704 2,597 3,781 IT & Office 4,784 3,540 1,678 3,278 Training & Education 3,135 9,289 5,573 7,059 Repairs & Maintenance 1,733 2,150 1,098 2,150 Supplies & Materials 2,870 4,390 1,937 4,387 Total 444,892$ 543,352$ 367,759$ 587,246$

FTEs 6 6 6 6


Category Actual Budget 3/31/2020 BudgetContract Services 17,332$ 20,620$ 2,834$ 17,065$ IT & Office 1,120 1,075 547 1,010 Supplies & Materials 35,111 54,630 20,346 53,778 Total 53,563$ 76,325$ 23,727$ 71,853$


Category Actual Budget 3/31/2020 BudgetContract Services 793$ 9,000$ 425$ 7,500$ Supplies & Materials 7,467 14,494 4,827 13,351 Total 8,260$ 23,494$ 5,252$ 20,851$


Quality Control Department Function:

The Quality Control department provides all laboratory analyses required under the National Pollutant Discharge Elimination System (NPDES) permit. The department strives to meet its obligation by providing the most accurate laboratory data in a timely manner. Calendar Year 21 Quality Control Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong infrastructure Goal: No regulatory violations

Objective: Identify and modernize lab equipment and techniques

Measurement: WP Study - Proficiency Testing (annually) 5/31/18 5/31/19 5/31/19 5/31/19 5/28/20 5/31/20 5/27/21

Measurement: Laboratory Certification received (every 3 years) n/a n/a n/a n/a n/a n/a 5/31/21

Measurement: Research modern laboratory advancements and designs Dec 2018 In progress

Dec 2019

In progress

Dec 2020 Feb 2020 n/a

Measurement: Engineering for remodeling current laboratory Jun 2019

In progress

June 2019

In progress

Jun 2020 Jun 2020 n/a

Objective: Submit DMR to DHEC monthly

Measurement: # of DMR report violations 0 0 0 0 0 0 0 Objective: Increase inspections and/or samples of industries

Measurement: # of samples for high risk industries 10 10 10 10 9 9 10 Objective: Test reduction of I&I

Measurement: # of pump stations sampled for salinity 3 3 3 3 3 3 3


Quality Control

Calendar Year 21 Quality Control Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Workforce Development Goal: Well trained workforce


Measurement: # of conferences, seminars, workshops, and short school attended by lab staff 5 5 5 5 6 6 6

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. FY 20 Highlights and Accomplishments: NCSD Laboratory has been recognized as a Laboratory of Excellence for achieving 100% acceptable data in Proficiency Testing WP-291 Study, which included 1029 participating laboratories. This achievement is a demonstration of superior quality of the laboratory in evaluation of the standards. The lab performed salinity sampling and testing at Filbin Creek PS, Navy PS, & Noisette PS to test effectiveness of CIPP and rehabilitation work on NCSD sewer lines regarding Infiltration and Inflow (I/I). Industrial monitoring methodology has been revised to concentrate on increasing monitoring and sampling of major industries to better safeguard the performance of the treatment plant.


Plant Maintenance

Department Budget:


The Plant Maintenance Department provides the necessary support to the Operations Department through communication, and timely, efficient responses to all service needs. This is accomplished using preventative maintenance measures and by providing the necessary technical training to further enhance the technical expertise of maintenance personnel in this ever-changing industry. This approach will decrease the dependency on outside vendors and increase the longevity of plant equipment, with the goal to provide a significant reduction in equipment repair, replacement costs, and prevent costly process downtime.

Calendar Year 21 Plant Maintenance Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target



Measurement: % of preventative work orders completed by CMMS due date 100% 100% 100% 100% 100% 100% 100% Objective: Build an inventory of spare parts

Measurement: # of plant process/buildings covered by critical spare parts inventory n/a n/a 3 3 3 3 3


Category Actual Budget 3/31/2020 BudgetPersonnel 638,793$ 798,494$ 491,887$ 799,640$ Property Insurance 2,921 3,126 2,863 3,313 Contract Services 500 1,250 - 750 IT & Office 8,953 10,006 7,191 10,150 Training & Education 7,841 11,281 9,233 13,534 Repairs & Maintenance 331,153 399,875 186,796 383,375 Supplies & Materials 26,213 44,967 14,942 55,460 Total 1,016,374$ 1,268,999$ 712,912$ 1,266,222$

FTEs 7 9 9 9


Plant Maintenance Calendar Year 21 Plant Maintenance Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Operational Effectiveness Goal: Self-Reliance

Objective: Minimize use of outside contractors

Measurement: # of capital improvement projects completed mostly/wholly by in-house personnel n/a n/a 4 4 3 3 3



Measurement: # of training sessions 5 10 8 8 7 7 7

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. FY 20 Highlights and Accomplishments:

Major projects completed during the 2020 fiscal year by the Plant Maintenance Department were: replaced two muffin monster grinders in Primary Pump Stations one and two, replaced the transport screw and the screw-pactor for the bar screens, replaced two pumps in the Primary Pump Stations one and two, and coated and sealed scum well tanks one and two.


Industrial Pretreatment

Department Budget:


The Industrial Pretreatment Department is committed to preventing the introduction of pollutants into the District’s sewer system that will interfere with the operation of the plant or pass through the treatment works to the receiving stream, including interference with the desired use or disposal of municipal sludge. The department works to improve opportunities to reclaim and recycle municipal and industrial wastewater and sludge, and to reduce the health and environmental risk of pollution caused by the discharge of toxic pollutants into the District’s sewer system.

Calendar Year 21 Industrial Pretreatment Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong Infrastructure Goal: No regulatory violations

Objective: Submit DMR to DHEC monthly

Measurement: % of industries inspected every year 97% 100% 100% 100% 100% 100% 100% Objective: Increase inspections and/or samples of industries

Measurement: % of SCDHEC reports submitted on time 100% 100% 100% 100% 100% 100% 100%


Objective: Promote plant tours

Measurement: # of plant tours for industrial users 4 1 2 1 4 2 2


FY 20 Industrial Pretreatment Highlights and Accomplishments:

A small group pretreatment workshop was held during the year which included a plant tour. Permits were issued to two (2) new industrial users. New wastewater treatment facilities are under construction at two (2) industrial users.


Category Actual Budget 3/31/2020 BudgetPersonnel 251,554$ 267,894$ 175,329$ 277,128$ Property Insurance 1,754 911 902 956 Contract Services 65,507 95,200 18,918 101,000 IT & Office 6,181 6,838 5,868 6,727 Training & Education - 1,177 647 1,186 Repairs & Maintenance 854 600 253 650 Supplies & Materials 3,542 5,455 1,875 5,565 Total 329,392$ 378,075$ 203,792$ 393,212$

FTEs 3 3 3 3


Fats, Oils, and Grease

Department Budget:


The Fats, Oils, and Grease (FOG) Program works to prevent the discharge of FOG into the treatment system with a combination of regulation and public education. Through community engagement and a streamlined commercial inspection program, the FOG Program reduces environmental and monetary costs by reducing sanitary sewer overflows and equipment damage due to fats, oils, and grease in the District’s sewer system. Calendar Year 21 Fats, Oils, and Grease Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong Infrastructure Goal: Minimize sanitary sewer overflows to less than 2 per 100 miles of lines

Objective: Continue grease initiative

Measurement: Hold food service establishment (“FSE”) training sessions 4 1 5 1 4 2 4 Objective: Increase FSE reporting and inspections

Measurement: # of grease traps inspected 800 552 750 974 775 920 975


Objective: Employees participate in community activities

Measurement: # of community events attended by FOG personnel 5 1 4 0 4 2 4


Category Actual Budget 3/31/2020 BudgetProperty Insurance -$ 1,160$ 1,098$ 1,139$ Contract Services - 2,900 - 30,550 IT & Office 4,510 9,270 1,683 2,404 Training & Education 84 3,828 - 3,028 Repairs & Maintenance 275 1,050 10 1,050 Supplies & Materials - 2,710 1,002 2,536 Total 4,869$ 20,918$ 3,793$ 40,707$


Fats, Oils, and Grease

Calendar Year 21 Fats, Oils, and Grease Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Goal: Educate the public Objective: Increase FOG awareness

Measurement: Expand FOG awareness throughout community by developing FOG outreach campaign

Jun 2019

Not completed

Dec 2019

Dec 2019 Completed Completed Completed

Measurement: Develop FOG Advertising Campaign** n/a n/a n/a n/a n/a In progress Apr 21


FY 20 Highlights and Accomplishments: The FOG program’s rapid response education initiative has increased visibility and education about the FOG program. Multi-family customers and HOA’s have requested FOG kits for their residents. Fines were issued to multi-family customers for creating grease blockages in the sewer lines. The District provided grease trap training for several incoming introductory culinary classes at Trident Technical College. A new FOG Program Manager was hired.

FOG Materials


Systems Division

Chief Operations Officer

1.00

Buildings & GroundsSupervisor

1.00

Vehicle Shop Supervisor

1.00

Senior Mechanic

2.00

Senior Maintenance

Technician2.00

MaintenanceTechnician

1.00

Custodian2.00

Mechanic1.00


Systems Division



Systems Division


The following departments are included in the Systems Division: Vehicle Shop Buildings & Grounds

Division Function:

The Systems Division is responsible for the operation and maintenance of the District’s vehicle fleet, upkeep, maintenance, refurbishment, and expansion of all the District’s buildings and grounds. The Division plans for replacement of our fleet and building modifications.


Category Actual Budget 3/31/2020 BudgetPersonnel 719,347$ 833,682$ 523,495$ 806,369$ Utilities 25,574 38,784 18,082 41,504 Property Insurance 18,451 17,650 17,367 16,940 Contract Services 60,615 126,913 66,551 105,427 IT & Office 38,953 45,306 29,053 11,336 Training & Education 15,347 31,180 12,591 6,528 Repairs & Maintenance 123,431 135,130 25,809 258,011 Supplies & Materials 37,505 66,631 27,853 59,022 Other - 9,620 6,439 - Total 1,039,223$ 1,304,896$ 727,240$ 1,305,137$

FTEs 11 10 10 10


Vehicle Shop Department Budget:

Department Function: The Vehicle Shop Department is responsible for the maintenance and safety conditions of the District’s fleet of vehicles, trailers, and off-road equipment.

Calendar Year 21 Vehicle Shop Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong infrastructure Goal: Reliability


Measurement: % of preventative work orders completed in 7 days 95% 95% 95% 95% 97% 95% 95%

Strategic Issue: Operational Effectiveness Goal: Efficient use of computer maintenance management software (CMMS)

Objective: Complete corrective maintenance timely

Measurement: % of corrective work orders completed in 7 days 95% 90% 95% 95% 97% 95% 95%

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. FY 20 Highlights and Accomplishments:

CMMS continues to be updated with current fleet information and stock items. Corrective and preventative maintenance continue to be at the forefront for the vehicle shop staff. Fleet vehicle inventory is newer reducing corrective maintenance on them. A new shop service truck was purchased at significant savings by removing redundant equipment.


Category Actual Budget 3/31/2020 BudgetPersonnel 251,150$ 332,214$ 190,341$ 321,879$ Property Insurance 4,391 7,239 7,194 7,410 IT & Office 6,069 7,140 5,160 7,676 Training & Education 1,884 4,695 316 4,095 Repairs & Maintenance 8,170 11,030 1,464 35,736 Supplies & Materials 10,554 24,357 8,856 23,811 Total 282,218$ 386,675$ 213,331$ 400,607$

FTEs 4 4 4 4


Buildings and Grounds

Department Budget:


The Buildings & Grounds Department is responsible for the maintenance of the District’s buildings and all grounds surrounding District properties.

Calendar Year 21 Buildings & Grounds Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target



Measurement: Enter all assets into CMMS

Dec 2018 Completed n/a n/a n/a n/a n/a

Measurement: % of preventative work orders completed in 7 days 95% 95% 95% 95% 95% 95% 95%


Objective: Reduce carbon footprint

Measurement: replace multifold with hand dryers& upgrade to touchless faucets n/a

Testing began Jul

2019

Begin installing Dec 2019 2 5 5 4


Category Actual Budget 3/31/2020 BudgetPersonnel 437,744$ 459,968$ 333,154$ 484,490$ Utilities - - - 41,504 Property Insurance 3,001 4,133 4,106 9,530 Contract Services 52,953 91,913 66,551 105,427 IT & Office 2,978 3,520 1,951 3,660 Training & Education 848 2,527 - 2,433 Repairs & Maintenance 114,637 120,350 23,568 222,275 Supplies & Materials 24,662 37,959 18,161 35,211 Total 636,823$ 720,370$ 447,491$ 904,530$

FTEs 7 6 6 6


Buildings and Grounds Calendar Year 21 Buildings & Grounds Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target



Measurement: # of tailgate trainings 12 6 12 10 12 10 10

Measurement: # of training and seminars for staff 5 3 5 3 5 3 3

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. FY 20 Highlights and Accomplishments: The Buildings and Grounds department completed many projects this year, some of which include: upgraded the CCTV system at Stall Road, built an enclosure with HVAC at Popperdam Pump Station, upgraded the lighting at pump stations with LED lighting, and replaced the carpet in the Administration building and treatment plant offices. One employee received certification in HVAC troubleshooting and two employees have received certification as boom truck operators.


Capital Project Division

Vehicle

Capital Projects Director

1.00

Deputy Director,Capital Projects

1.00

Transportation& CollectionSupervisor

1.00

GISSpecialist

1.00

AssistantTransportation

& CollectionSupervisor

1.00

CCTVTechnician

2.00

Collection System

Operator15.00

CrewLeaders

3.00

AdministrativeAssistant

1.00

GISTechnician

1.00

SeniorCollection

System Operators

2.00

Construction Inspector

1.00

SystemsMaintenance

Supervisor1.00

Assistant System Maintenance

Supervisor1.00

AdministrativeAssistant

1.00

Systems Electrical Specialist

3.00

Systems MechanicalSpecialist

3.00

Systems Electrical

Technician2.00

Systems MechanicalTechnician

4.00

Capital Projects Inspector

2.00

Asset Management

Specialist1.00

Capital Projects Specialist

1.00




The Following departments are included in the Capital Projects Division:

Capital Projects Lines Pump Stations

Division Function:

The Capital Project Division directs, plans, and administers the operations of all engineering, construction, maintenance, surveying, and geographic information system responsibilities. The Division is also responsible for the development, operation, and maintenance of the District’s sewer pump stations. The Division oversees the development and implementation of the Five-Year Capital Improvement Plan, specifically focusing on the rehabilitation of the District’s aging infrastructure, system modifications for economic growth, and prevention of sanitary sewer overflows (SSO’s). The Division also assists customers and developers with various permitting and construction projects.


Category Actual Budget 3/31/2020 BudgetPersonnel 3,152,823$ 3,894,754$ 2,425,479$ 4,054,163$ Utilities 539,597 738,463 399,387 735,000 Property Insurance 131,775 175,676 155,020 184,804 Contract Services 69,337 127,325 45,425 641,550 IT & Office 78,179 99,504 65,321 96,658 Training & Education 21,192 42,249 9,921 45,679 Repairs & Maintenance 389,826 841,299 214,365 490,091 Supplies & Materials 383,594 450,270 271,066 471,661 Other - 46,800 27,729 52,950 Total 4,766,323$ 6,416,340$ 3,613,713$ 6,772,556$

FTEs 47 48 48 48


Capital Projects Department Budget:

Department Function: The Capital Projects Department directs, plans, and administers the operations of all components of capital projects including planning, engineering, specification development, and construction management. The Department also assists developers with various permitting and construction projects. Calendar Year 21 Capital Projects Objectives:

FY 19

Target FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Issue: Strong Infrastructure Goal: Minimize sanitary sewer overflows to less than 2 per 100 miles of lines

Objective: Complete inflow and infiltration (I&I) study and repairs of one basin every two years Measurement: # of I&I problems

identified for corrective maintenance 800 193 1,000 456 1,100 500 500 Objective: Inspect all infrastructure every 8.5 years

Measurement: # of manholes inspected every FY 1,500 1,551 1,000 608 1,000 750 750


Category Actual Budget 3/31/2020 BudgetPersonnel 759,224$ 742,087$ 490,259$ 799,516$ Property Insurance 86,232 112,522 100,880 114,055 Contract Services 59,632 50,000 6,000 50,000 IT & Office 45,947 49,874 39,004 52,186 Training & Education 3,944 8,612 1985 10,734 Repairs & Maintenance 1,282 4,220 401 4,220 Supplies & Materials 9,520 17,903 8,154 15,055 Other - 35,600 16,719 38,000 Total 965,781$ 1,020,818$ 663,402$ 1,083,766$

FTEs 7 8 8 8


Capital Projects Calendar Year 21 Capital Projects Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Objective: Rehabilitate the system’s largest gravity lines and force mains Measurement: Feet of Pipe Rehabilitated 4,000 4,671 4,200 15,600 5,000 5,000 5,000 Measurement: Complete 10th (final) phase large trunk line relining: Ingleside to Northwoods** n/a n/a

Dec 2019

Not comple

te June 2020 Complete n/a

Measurement: Rehab Watkins Rd force main** n/a n/a n/a n/a

Jun 2020 Jun 2020 n/a

Measurement: Rehab Watkins PS** n/a n/a n/a n/a

In progress

In progress

In progress

Measurement: Rehab Brickyard PS** n/a n/a n/a n/a n/a n/a

In progress

Measurement: Rehab VC PS** n/a n/a n/a n/a In

progress In

progress In

progress * Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations.**Measurements part of Significant Multi-Year Strategies (section 1)


In FY 20, the Capital Projects group worked to expand the capital improvement plan from a 5-year to a 7-year plan. This was achieved for 47,000 horizontal assets using the software program InfoAsset Plannerto help review inspection data and prioritize the repair and rehabilitation costs. For the remaining assetswe created programs focused on the different asset classes to help plan for repair or replacement basedon age and/or condition. We have continued gathering elevation data for our sanitary sewer manholesto analyze which manholes are below the FEMA 50-year flood elevation. Approximately 1,200 manholesout of our 11,000 manholes fall below the flood elevation. This project is important because it willreduce sources of inflow from those manholes below the flood line. We continued additional trainingfor staff including: the 2019 SCEC conference in Myrtle Beach, SC; the 2019 WEFTEC conference inChicago, IL; and the 2020 WEF/AWWA UMC Conference in Anaheim, CA.


Lines Department Budget:


The Lines Department is committed to the efficient operation and maintenance of the transportation lines. The department responds to customer service calls in a timely manner and performs inspections, repairs, prioritization, and rehabilitation of the sewer system by the most cost-effective methods available.

Calendar Year 21 Lines Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target


Objective: Build inventory of spare parts

Measurement: # of days waiting on emergency parts 5 4 5 3 5 2 4 Objective: Complete all required preventative maintenance

Measurement: % of P.M. work orders completed within one week of generating 95% 93% 95% 90% 95% 95% 95%


Measurement: % of service calls related to grease 40% 34% 40% 21% 40% 35% 35%

Measurement: % of SSOs caused by FOG 40% 10% 40% 0% 20% 20% 40%


Category Actual Budget 3/31/2020 BudgetPersonnel 1,490,596$ 1,907,492$ 1,201,652$ 1,969,484$ Property Insurance 29,506 40,499 32,858 44,545 Contract Services 9,705 1,625 1,210 451,625 IT & Office 13,566 16,497 8,906 16,195 Training & Education 5,788 11,956 685 12,656 Repairs & Maintenance 240,641 643,399 109,401 308,746 Supplies & Materials 104,952 143,064 84,650 151,290 Other - 11,200 11,010 14,200 Total 1,894,754$ 2,775,732$ 1,450,372$ 2,968,741$

FTEs 25 25 25 25


Lines Calendar Year 21 Lines Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Objective: Inspect all infrastructure every 8.5 years

Measurement: measurement of linear feet of lines CCTV inspected 150,000 77,652 150,000 74,340

150,000 136,000 150,000

Measurement: Total # of reportable SSO system wide 0 11 0 7 0 4 0

Strategic Issue: Community Goal: Provide outstanding customer service

Objective: Provide 24/7 assistance

Measurement: % of service calls responded in less than 1 hour 95% 87% 95% 90% 95% 95% 95%


Objective: Host meaningful, job related trainings

Measurement: # of training sessions 14 13 12 15 12 13 12

* Performance measure timeframes were changed to calendar years starting in 2019 to better link with employee evaluations. FY 20 Highlights and Accomplishments: In-house capital projects performed this year, thanks to ongoing training and new equipment included: the replacement of the Georgia Pacific force main, an emergency repair on the Popperdam 16-inch force main, an emergency repair to on a 16 inch gravity line, and the installation of 200 clean outs in the Navy Basin. Forty percent of the Department’s staff has a Class A CDL. Four employees are NASSCO certified. All crews have tablets and enter information remotely into the CMMS. The Department responded to 1,125 service calls with an average response time of 38.4 minutes.


Pump Stations Department Budget:


The Pump Stations Department is committed to NPDES permit compliance in the operation and maintenance of 60 wastewater pumping stations. The Department achieves this through sound preventative and corrective maintenance techniques and robust training efforts. The result is maximized efficiency, improved equipment longevity, and minimized reliance upon outside vendors, thus reducing overall downtime and O&M costs.

Calendar Year 21 Pump Stations Objectives:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target

Strategic Goal: Strong Infrastructure Goal: Reliability

Objective: Build inventory of spare parts

Measurement: % of pump stations covered by emergency reserve pumps in inventory 40% 30% 30% 30% 40% 25% 40%

Goal: No regulatory violations Objective: Continually monitor flows to pump stations and plant

Measurement: # of pump station and related equipment failure resulting in SSO's 0 6 0 6 0 1 0

Measurement: # of flow meters installed 3 3 5 6 10 10 9


Category Actual Budget 3/31/2020 BudgetPersonnel 903,003$ 1,245,175$ 733,568$ 1,285,163$ Utilities 539,597 738,463 399,387 735,000 Property Insurance 16,037 22,655 21,282 26,204 Contract Services - 75,700 38,215 139,925 IT & Office 18,666 33,133 17,411 28,277 Training & Education 11,460 21,681 7,251 22,289 Repairs & Maintenance 147,903 193,680 104,563 177,125 Supplies & Materials 269,122 289,303 178,262 305,316 Other - - - 750 Total 1,905,788$ 2,619,790$ 1,499,939$ 2,720,049$

FTEs 15 15 15 15


Pump Stations Calendar Year 21 Pump Stations Objectives, continued:

FY 19 Target

FY 19 Actual

CY 19 Target

CY 19 Actual

CY 20 Target

CY 20 Projected

CY 21 Target


Measurement: # of wet well wizards installed** 10 6 6 3 1 1 n/a

Measurement: # of wet well cleanings based on FOG program cleaning schedule n/a 20 100 30 110 110 110

Strategic Issue: Operational Effectiveness Goal: Efficient use of computer maintenance management software (CMMS)

Objective: Complete corrective maintenance timely

Measurement: % of corrective maintenance work orders completed by due date 90% 75% 90% 75% 90% 90% 90%


Objective: Host meaningful , job related trainings

Measurement: # of training sessions 10 7 10 7 10 10 10 Objective: Increase cross-training

Measurement: # of days spent cross-training with systems maintenance 16 0 n/a n/a n/a n/a n/a

Goal: Provide safe working environment Objective: Provide yearly safety training

Measurement: # of Toolbox Safety training sessions 12 9 12 9 12 12 12



Pump Stations FY 20 Highlights and Accomplishments:

The Department worked to fill department vacancies over the fiscal year including one (1) Electrical Specialist, two (2) Electrical Technicians, one (1) Mechanical Specialist, and one (1) Mechanical Technician position. The department continued efforts to update the assets in CMMS to facilitate improvement of staff access to accurate, detailed assets data in-order to provide staff, the departments most valuable asset, with an accurate data base to perform complete their responsibilities. This was accomplished through a concerted effort to collect assets data in-the-field, entry of that data into CMMS and the retirement of assets no longer in the system. The department worked to generate and deploy new inspection and preventive maintenance standard operating procedures and checklists. The department continued to utilize multiple training venues such as conferences, cross-training opportunities, specialized systems, and equipment training, as well as lunch-n-learn opportunities to expand upon the knowledge and abilities of its staff members. The department completed in-house installations as follows: multiple large dry pit pump replacement projects at Brickyard and Watkins Rd pump stations and multiple submersible pumps at small to medium pump stations; replacement of one (1) variable frequency drive at the Watkins Rd pump station; the cleaning of two large pump station wet wells, Popperdam and Northwoods, in a joint project with the Lines, Operations and Systems Maintenance Departments. The most notable capital projects completed were the replacement of VC and Noisette pump station PLC’s and addition of the redundant SCADA/Telemetry communication hub at Noisette pump station; the upgrade of six (6) pump stations discharge piping and addition of new magnetic flow meters; the replacement of five (5) Automatic Transfer Switches at submersible pump stations; the replacement of the entire Woodside/Woodview pump station; the upgrade of the Golf Course and Ballfield pump stations controls and addition of an Emergency GENSET to include load bank docking stations; and the addition of a new 200kW portable emergency generator to the departments assets.


Section 4 Capital

Improvement Plan


Capital Improvement Plan: Philosophy & Process

Why do we have a Capital Plan? To provide quality service, the District must furnish and maintain capital assets such as pump stations, transportation lines, treatment facilities, and service fleets. As part of the budget process, previously, a Five-Year Capital Improvement Plan (“the CIP”) was prepared at the beginning with the next fiscal year. We have updated our procedures to better plan for future improvements the District is continuing this process with an extended Seven-Year Capital Improvement Plan. The CIP is used for planning and does not authorize or appropriate funds for projects in years two through seven. The District includes all the improvements in the first year of the plan in next fiscal year’s (FY 21) Capital Budget. Benefits of Capital Planning: Establishes a system to examine the capital needs of the District. Provides a mechanism for coordinating and prioritizing Departmental capital requests. Ensures infrastructure is planned to support the area’s projected growth. Enables the District to plan for the financing required to fund future capital needs.

Capital Planning Process: The District’s budget process begins in January when the Capital Project Director provides guidelines for each department to review and update the prior year’s CIP and submit requests for the new added years. The Capital Projects Director meets with each department head to discuss their requests and justifications. The requests are then compiled for the Executive Director and Division Heads to review. During this phase, items are prioritized based on a variety of factors including meeting regulations, ensuring environmental and employee safeguards, alignment with strategic plan, risk of failure, and availability of funding. Based on the rankings, projects could be moved up, postponed, or removed from the schedule. The CIP is then reviewed with the District’s Commission. Final edits, if needed, are made and the CIP is approved by Commission. Relationship Between Operating Budget & the Capital Budget: The Operation and Maintenance (O&M) budget appropriates each year’s general day-to-day operating and maintenance expenses. These expenses are usually recurring in nature and directly involved in providing wastewater services. O&M expenses are fully funded through user fees. The Capital Budget includes physical assets that cost more than $5,000 and have a useful life of more than a year. These items are not included in the O&M budget. Funding for capital improvements can come from a variety of sources including user fees, cash on-hand or debt financing. Despite the differences, the O&M budget and the Capital Budget are closely linked. The O&M budget assumes the cost of maintaining and operating new facilities and equipment purchased or built under the Capital Budget.


7-year CIP

Fiscal Years 2021-2027

Summary of FY 21 CIP

The District includes all the improvements in the first year of the Seven-Year Capital Improvement Plan in next fiscal year’s budget. The following capital improvements are appropriated in FY21:

Lines $ 2,155,000 Pump Stations 4,304,000 Plant 2,765,500 Buildings & Grounds 7,700,000 Rolling Fleet 705,550 IT 105,000 TOTAL $17,735,050

All FY21 capital improvements will be funded with cash on hand in the rate stabilization and utility general accounts. There is no debt issuance planned for FY21.

Asset Group 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 Grand Total

Lines 2,155,000$ 8,740,000$ 2,590,000$ 5,370,000$ 5,270,000$ 2,785,000$ 1,460,000$ 28,370,000$

Pump Stations 4,304,000 4,277,500 3,677,500 3,892,500 3,252,500 1,852,500 1,732,500 22,989,000$

Plant 2,765,500 2,929,450 2,238,900 2,522,250 4,709,500 16,060,000 6,457,800 37,683,400$

Buildings & Grounds 7,700,000 1,356,000 1,255,000 828,000 510,000 390,000 390,000 12,429,000$

Rolling Fleet 705,550 261,000 428,500 935,000 81,000 177,000 553,000 3,141,050$

IT 105,000 165,500 130,000 55,000 50,000 20,000 79,148 604,648$ Total 17,735,050$ 17,729,450$ 10,319,900$ 13,602,750$ 13,873,000$ 21,284,500$ 10,672,448$ 105,217,098$


FY21 CIP: Lines

The District owns and maintains approximately 537 miles of sewer transportation lines. This includes approximately 36 miles of force mains and 10,700 manholes. Significant Projects:

• Mainline Rehabilitation: the District will continue the process rehabilitating or replacing all of its gravity mainlines. FY 21 includes Engineering for the rehabilitation of the Chicora Area, Arapahoe St, and Rivers Ave.

• Force Main Rehabilitation: beginning in FY 20, the District began the process of rehabilitating its largest highest risk force mains. FY21 includes engineering for the future rehabilitation of Noisette, Ingleside, Turkey Creek, and Ingleside force mains.

FY 20 Accomplishments:

• Completed Langley Interceptor Rehabilitation Project, which was the ninth phase of our large diameter rehabilitation program. This included approximately 1,737 linear feet of 30" and 6,248 linear feet of 36" gravity sanitary sewer line.

• Completed the rehabilitation of the Navy Pump Station Force Main which includes 2,121 linear feet of 20" force main sewer line.

• Completed the rehabilitation of the Watkins Road Pump Station Force Main which includes 1,271 linear feet of 24" force main sewer line.

• Continued performing repairs identified in the Navy basin and the Lincolnville basin I&I studies.

Navy Force Main Rehabilitation Project


FY21 CIP Lines Detail:

Projects Capital Cost Operating Budget Impact

Mainline Program: Rehab of Mainlines $ 775,000 Reduction of I&I, see note below Mainline Replacements: Chicora Area, Arapahoe St, Rivers Ave (Engineering) 30,000 Reduction of I&I, see note below

Force Main Program: Large Diameter Force Main Rehab: Noisette, Ingleside, Turkey Creek, Northwoods (Engineering) 460,000 Reduction of I&I, see note below

Other: Emergency Line Repair (if necessary) 400,000 N/A

Manhole Program: Raise Manholes from Rideability Program, Seal Manholes from Flood Survey, Rehab Manholes Ashley Phosphate Rd 200,000 N/A

Laterals Program: Repair, Replacement, Rehabilitation of Laterals throughout the District 190,000 Reduction of I&I, see note below

In-House Projects 100,000 N/A $ 2,155,000

Exact operating budget impacts for line rehabilitations can be difficult to quantify. The relining projects reduce the amount of I&I and drastically lower the risk of future line failures which can result in hundreds of thousands of dollars of savings in emergency repairs. Reduced I&I translates to lower utility costs to pump and extended lives on pumps and treatment equipment. The District measures flows before and after line repairs to evaluate the impact of the rehabilitation project. In FY 19, the District’s large relining project at Watkins Rd. resulted in a reduction of I&I by 20%. Utility costs savings from reduced downstream pumping and treatment was approximately $77,000 a year.


FY21 CIP: Pump Stations

The Sewer District maintains 60 wastewater pumping stations ranging from 45,000 GPD to 28 MGD. Capital projects for this group generally include upgrading pump stations to meet increased demand, rehabilitations of older stations, and general replacement and repair of pumps, grinders, and electrical equipment.

Significant Projects:

• Pump Station Rehabilitation: The District has 5 large pump stations. The first completed rehabilitation was Filbin Creek. FY 21 CIP includes construction for VC, Watkins, and Brickyard pump stations. Total construction for all three stations is estimated at $6.6M and will stretch over a 2-year period. Half of the project, $3.3M, has been appropriated for FY21.

• Annual Recurring Replacements

o Pump station components are regularly replaced to reduce the risk of costly outages. Replacements include: Flow Meters, Generators, Pumps, Automatic Transfer Switches (ATS), Variable Frequency Drives (VFD)/Reduced Voltage Soft Starters (RVSS), Programable Logic Controllers (PLC), and Control Rack Canopies.


• Completed rehabilitation of the Filbin Creek Pump Station. • Construction started for the new Collins Pump Station to replace Pepperhill and Peppercorn pump

stations. • Construction started for the new Woodside Pump Station. • Upgraded electrical equipment at Golf Course and Ballfield pump stations.

Wet well from PS Replacement Hillandale


FY21 CIP Pump Stations Detail:

Projects Capital Cost Operating Budget Impact

Rehabilitate/Upgrade Pump Stations: VC, Watkins, Brickyard Pump Stations (construction) This is a 2yr. project. Budget is for the first year of construction. Overall construction is estimated at $6.6M. $ 3,300,000 N/A

Other:

Lightning & Grounding Protection Systems 185,000

Lightning strikes have caused over $128,000 in damages over the past 3 years. This system will greatly reduce

strikes and damages. Emergency Repairs (if necessary) 100,000 N/A SCADA Software Upgrades 90,000 N/A Weather Station Installation (6) Pump Stations 75,000 N/A

Flow Meter Program: Flow Meter Install (7) Pump Stations 150,000 N/A

Generator Program: Generator Replacement Engineering/Maintenance Building 100,000 N/A Noisette Generator Rehab 30,000 N/A

Pump Program: Pump Replacements at Summer Park, Baker, Joppa Way, Park at Rivers Edge, & Noisette Pump Stations 125,000 N/A

Grinder Program: Immersible Grinder Rehab (Multiple Pump Stations as needed) 50,000 N/A

ATS Program: Automatic Transfer Switch Project (5) Pump Stations 35,000 N/A

VFD/RVSS Program (2) VC Pump Station 26,500 N/A

PLC Program: PLC Replacement (2) Large Pump Stations 25,000 N/A

Control Rack Canopy Program (5) Control Racks Submersible Pump Stations 12,500 N/A $ 4,304,000

Several projects next year will continue to use data to help determine where the District fights Inflow & Infiltration. These include SCADA Software Upgrades, 6 New Weather Stations, and an additional 7 Flow Meters. With this data the District can examine where rainfall induced I&I is entering the sanitary sewer system.


FY21 CIP: Plant

The District has one 32MGD wastewater treatment plant, Felix C. Davis, which is located at 1000 Herbert Street, Charleston SC. Plant rehabilitations and replacements for equipment related to primary and secondary clarifiers, dewatering, aeration, safety, Quality Control (lab), Pretreatment, and other areas are planned based on the maintenance records and their overall conditions. Plant equipment is subject to the wear and tear of many elements that reduce their overall life. It is critical to the plant’s operations to plan for regular replacement. The types of replacements included in this area are pumps, bar screens, belts, chains, hoists, skimmer arms, process monitoring computer equipment, VFDs, lab equipment, and samplers.

Significant Nonrecurring Projects:

• Grit Chamber Improvements: The current grit chamber is undersized to handle peak wet-weather flow. These improvements will allow more wet-weather flow through the Plant reducing the SSO risk upstream in the collection system.

• Upgrade of the Disinfection System: The District’s current UV disinfection system is in need of rehabilitation and a study is underway to determine the best solution. The FY21 CIP includes funds to engineer the selected solution after the study been completed.


• Rehabilitated the secondary clarifier's collector arms, catwalks, and replaced collection piping. • Construction has started on the upgrade to the mixing system for the WWTP's BSSB tanks.

Bar Screen Screw Conveyor and Screw-Pactor Installation


FY 21 CIP Plant Detail:

Projects Capital Cost Operating Budget Impact Engineering and/or Construction:

Near-Term Grit Chamber Improvements (construction) $ 1,000,000 Improves grit removal efficiency, thereby reducing

centrifuge and chemical usage Lightning and Grounding

Protection System (construction)

165,000 Lightning strikes have caused over $128,000 in damages over the past 3 years. This system will

greatly reduce strikes and damages.

Disinfection upgrade (Engineering) 100,000

Savings from alternative disinfection could result in savings of over $100,000 annually as compared to

current UV disinfection Aeration & Screw Lift Wet Well

Baffles (engineering) 90,000 N/A

Replacement: (7) Clarifier Gearboxes 500,000 N/A Above Ground Circuit

Installation: Aeration Blower Building to Aeration Building

200,000 N/A

Screw Pump #1 Assembly with Bearing and Hubs 175,000 N/A

(6) Knife Gates, Secondary Gallery 105,000 N/A

(2) Primary Sludge Pumps 75,000 N/A (5) Mechanical Aeration Mixers 31,000 N/A

Ammonia Distillation Unit 15,500 N/A Carry-All Club Car (mechanic) 15,000 N/A

Check Valves Plant Water Building 11,000 N/A

Sampler 10,000 N/A Other:

Control System Upgrade of Field Hardware for Cyber

Security 173,000

The upgrade facilitates the District’s long-term plan to provide remote monitoring capabilities thereby

eliminating the need for 24 hr. staffing. Annual personnel costs would be reduced by $100,000.

Emergency Fund Maintenance Equipment 100,000

$ 2,765,500


FY 21 CIP: Building & Grounds

Building improvements are staggered over the District's Seven-Year Capital Improvement Plan to balance total capital costs over several years. The types of improvements included in this category are roofing, fencing, heating and air conditioning units, venting, lighting, paving, and building additions for buildings at Stall Rd and Herbert St. The building capital budget typically varies significantly from year to year depending on the scope of projects. Significant Projects:

• Plant Remodel: The remodel began in 2017 with the demolition of the plant incinerator to make room for a new Plant Maintenance workspace. The workspace was completed in 2019. Engineering was completed in FY 20 to use the old Plant Maintenance workspace to expand the footprint of the laboratory. Construction to expand the laboratory will begin in FY21.

• Land purchase: The District has earmarked funds if the vacant lot adjacent to the Plant becomes available and can be purchased for a reasonable price. The land would expand the footprint of our plant, facilitating future growth and/or operational changes.

• Annual recurring replacements: include roofs, monorails, HVAC, exhaust, drainage, lighting, and fences.


• Installed a new monorail at the Brickyard Pump Station. • Replaced the Turkey Creek PS roof. • Repaired the exhaust systems at Brickyard and Watkins Road Pump Stations.

Pump Station Lighting upgrade


FY 21 CIP Building & Grounds Detail:

Projects Location Capital Cost Operating Budget Impact

Property: Land near Treatment Plant $ 4,500,000 N/A

Renovations: Plant Remodel: Lab Expansion Construction Plant 1,300,000 N/A

Roof Program: Repair Flashing/Gutters at Dewatering Bld., BSSB, VC & Brickyard Pump Stations Multiple 1,000,000 N/A Roof Replacement WWTP Blending & Dewatering Buildings, Brickyard & VC Pump Stations (engineering) Multiple 80,000 N/A

Monorail Program: Watkins Monorail Upgrade (construction)

Pump Stations 220,000 N/A

Popperdam Monorail Upgrade (engineering)


HVAC Program: Make-Up Air Units at Brickyard, Watkins, Ingleside Pump Stations, and Primary Pump Station 1 & 2, and Secondary Gallery Multiple 150,000 N/A

Exhaust Upgrades: Filbin Creek & Noisette Pump Station Exhaust Fan System Repair


Exhaust Duct Work at Plant Plant 35,000 N/A Drainage Work:

Filbin Creek Grade & Drainage (Construction & Engineering)

Pump Station 110,000 N/A

Lighting Replacement:

Plant Interior Lighting Plant 65,000 Small savings expected from more efficient lighting

Plant Parking Lot Lighting Plant 25,000 Small savings expected from more efficient lighting

Fence Program: Elms & Summer Park Pump Stations Fibron Fence


Miscellaneous Improvements (if needed) 25,000 N/A Irrigation System Upgrade Stall Rd 25,000 N/A Flooring:

Hallway & Breakroom at Plant Plant 10,000 N/A $ 7,700,000


FY 21 CIP: Rolling Fleet

The Rolling Fleet category consists of vehicles, rolling stock (trailers, etc.) and vehicle shop equipment. The District’s general fleet vehicles are scheduled for replacement after 10 years or 150,000 miles. Special use vehicles are replaced on the average of every 12-15 years. Trailers are generally replaced as needed usually 15 – 25 years.

2020 Freightliner with Crew Cab for Lines Crew

FY 21 Rolling Fleet Detail: Projects Capital Cost Operating Budget Impact

Replacement: Combination Truck $ 461,000 Increased insurance $1,800 Medium Duty Service Truck with Boom 125,000 Increased insurance $700 ¾ Ton Cargo Van 35,000 N/A ½ Ton Cargo Van 26,000 N/A ½ Ton Cargo Van 26,000 N/A Small Pickup Truck 24,000 N/A

New: Portable Pressure Washer Skid Mounted Unit 8,550

Increased insurance premium $150

$ 705,550


FY 21 CIP: Information Technology

The IT group includes our larger systems and servers for GIS, pump station telemetry, plant operations, finance/budgeting/HR/payroll, and computerized work orders. Significant Projects:

• Change District phones to Voice Over IP system: The IT department will be replacing the District’s currently outdated phone system.


• Installed new hardware to prepare for the transition to VOIP (voice over IP) for the phone system. • Continue upgrading the control system at the WWTP to allow remote monitoring and operation.

FY 21 CIP IT Detail:

Projects Capital Cost Operating Budget Impact Upgrade Phone System:

Change District’s phone system to VOIP system $ 45,000

Expected to be expense neutral. Hardline phone costs will

decrease but will be offset by increases to monthly internet

charges for increased bandwidth Data Network Upgrade:

Replace Access Points for Stall Rd & Plant. Replace Warehouse Switch. 25,000 N/A

Other: Invensys Control System-Replace Hardware if needed 20,000 N/A Replace A/V Equipment in Commission Chambers 15,000 N/A

$ 105,000


Capital by Department: Actual and Budgeted

Department FY 2019 Actual

FY 2020Adjusted Budget

FY 2020 Actual

as of 2-29-20 FY 2021 Budget

Manager & Staff 21,104$ 4,510,000$ -$ 4,515,000$ IT 13,137 41,000 9,794 70,000 Administrative Division 34,241 4,551,000 9,794 4,585,000

Operations 526,875 3,141,998 207,924 1,548,000 Quality Control 9,063 29,300 28,600 67,500 Plant Maintenance 917,989 1,584,618 582,219 1,212,000 Industrial Pretreatment - 5,000 - 34,000 Plant Division 1,453,927 4,760,916 818,743 2,861,500

Vehicle Shop 71,603 35,000 29,365 - Buildings & Grounds 1,534,710 1,131,416 640,596 3,200,000 Systems Division 1,606,313 1,166,416 669,961 3,200,000

Capital Projects 73,247 22,000 21,898 - Lines 4,700,845 8,052,233 988,963 2,616,000 Pump Stations 1,712,254 3,936,468 1,821,635 4,472,550 Capital Projects Division 6,486,346 12,010,702 2,832,496 7,088,550

Total 9,580,827$ 22,489,033$ 4,330,995$ 17,735,050$


Section 5 Appendix


Glossary of Terms

Accrual Basis

A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.

Aeration

The process by which air is circulated through, mixed with, or dissolved in a liquid or substance.

Alkalinity

A measure of how much acid can be added to a liquid without causing a great change in pH.

Amortization

The action or process of reducing or paying off debt with regular payments.

Appropriations

Set aside for a specific use.

Appropriated Net Assets

A reclassification of net assets set aside for a specific use.

Audit

An official inspection or examination of an organization’s financial records by and independent body.

Balanced Budget

A budget where all revenues (operating and non-operating) are equal to or exceed all expenses (operating and non-operating).

BOD (Biochemical Oxygen Demand)

The quantity of oxygen utilized in the biochemical oxidation of organic matter under standard laboratory procedures in five (5) days at 20˚C expressed in terms of weights and volume (mg/L).

Bond

A certificate issued by a government or a public company promising to repay borrowed money at a fixed rate of interest at a specific time.

Bond Covenant

A legally enforceable promise made by an issuer of bonds to the bondholders, normally contained in the bond resolution or indenture.

Budget

A plan of financial operations that provides a basis for the planning, controlling, and evaluating of governmental activities.


Glossary of Terms Budget Calendar

The schedule of key dates or milestones, which the District follows in the preparation and adoption of the budget.

Capital

Land, improvements to land, easements, building improvements, vehicles, machinery, equipment, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period.

Cash Basis

Basis of accounting that recognizes transactions or events when related cash amounts are received or disbursed.

Capital Improvement Plan (CIP)

Capital projects that include construction, equipment purchases, and major renovations of buildings, sewer lines, or other structures.

CF (Cubic Feet)

Unit of volume representing cubic feet, equal to 7.48 gallons.

CCF (Hundred Cubic Feet)

Unit of volume representing hundred cubic feet, equal to 748 gallons.

Debt Service Requirement

The amount of money required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and required contributions to accumulate monies for future retirement of term bonds.

Defeasance (In-substance)

In financial reporting, the netting of outstanding liabilities and related assets on the statement of position. Defeased debt is no longer reported as a liability on the face of the statement of position; only the new debt, if any, is reported as a liability.

Deferred Loss

A loss that is deferred to a later time period

Depreciation

A method of apportioning the cost of an asset over its estimated useful life. Each year operating expenses include the value of one year’s life for each capitalized asset.

District

North Charleston Sewer District.

Enterococci Testing

Rapid and accurate laboratory test to determine presence of fecal pollution and possible pathogens in water.


Glossary of Terms

Enterprise Fund

Proprietary fund type used to report an activity for which a fee is charged to external users for goods and services.

EPA

Environmental Protection Agency – federal governmental agency responsible for water and air quality.

Expenses

A recognition of transactions to another person or group for an item, service, or category of costs when they occur regardless of when they are paid.

Fiscal Year

An accounting period extending from July 1 through the following June 30.

Fixed Assets

Long-lived tangible assets obtained or controlled as a result of past transactions, events, or circumstances.

Full-Time Equivalents (“FTE”)

Unit that indicates the workload of an employed person in a comparable manner. Example, employer has 40-hour work week and employee works 40 hours per week, that employee’s position would count as 1 FTE.

Fund

A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.

GAAP

Generally Accepted Accounting Principles that serve as standards for measuring and reporting financial data regulated by an authoritative body.

General Obligation Bond

Bonds backed by the full faith and credit of government.

GIS

Geographical Information System that uses computer technology to digitally map land and infrastructure

Infrastructure

Public domain fixed assets; such as roads, bridges, curbs, and gutters, sewerage systems, and similar assets that are immovable and of value only to the governmental unit.


Glossary of Terms MGD

Millions of gallons per day. Used in measuring volume of wastewater flow. One (1) mgd = 1.5 cubic feet per second.

Net Assets

The difference between fund assets and fund liabilities of a governmental fund. A negative fund balance is sometimes called a deficit. This is not a cash balance.

Nitrification

Biological oxidation of ammonia.

NPDES

National Pollutant Discharge Elimination System-permit to operate a wastewater treatment facility issued by the EPA.

One Call

Utility locating service whereby a customer can call one number for the Palmetto Utility Protection Services. They notify all applicable utility companies to perform a locate at the specified location within a three-day time period.

Procurement Cost Avoidance

A cost reduction opportunity that is generated from the competitive process calculated using the formula: average price of bids/proposals (market price) – lowest bidder (actual cost)

Residential Equivalent Unit (REU)

Residential Equivalent Unit represents one single family dwelling unit and is defined as the injection of approximately two hundred fifty gallons of wastewater into the Sewer District’s sewer system on a daily basis.

Retained Earnings

Total assets minus total liabilities that do not represent spendable resources

Revenue

Increase in the net current assets of a governmental fund type from sources other than expense refunds.

Revenue Bond

Bonds whose principal and interest are payable exclusively from earnings of an enterprise fund.


Glossary of Terms Setoff Debt

The Setoff Debt Collection Act, SC Code §12-56-10, authorizes the SC Department of Revenue to render assistance to collect any delinquent account or debt owing to any state agency, board, committee, commission, public institution of higher learning, political subdivision of the State of SC, SC Student Loan Corporation, a housing authority established pursuant to Articles 5, 7, and 9 of Chapter 3 of Title 31 of SC Code, or a member of SC Association of Counties by setting off any refunds due a debtor from the Dept of Revenue by the sum certified by the Claimant Agency as a delinquent debt.

Sewer Meter Rates

Sewer meters measure wastewater volume at the point that it enters the sewer system. Rates for these meters are based purely on the volume of wastewater received.

Tertiary

A third (3rd) level of treatment.

Trustee

A financial institution which is entrusted with the management of bond or other property.

TSS (Total Suspended Solids)

Solid matter that either floats on the surface of or is suspended in wastewater and which is removable by filtration.

SSO (Sanitary Sewer Overflow)

An event where untreated wastewater escapes from the collection system.

Unfunded

An expense that has not been provided with funds in the budget.

Water Meter Rates

Water meters measure Residential and Business wastewater volume. Rates for these meters are adjusted to take into account that only 90% of this water produces wastewater.

Working Capital

The excess of current assets over current liabilities


Acronyms

ALPA Aquatic Life Protection Act

AWWA American Water Works Association

ATS Automatic Transfer Switch

BAQC Bureau of Quality Control

BOD Biochemical Oxygen Demand

BSSB Blended Sludge Storage Building

CAFR Comprehensive Annual Financial Report

CCF Hundred Cubic Feet

CDL Commercial Driver’s License

CED Continuing Education

CGA Common Ground Alliance

CIPP Cured-In-Place Pipe

CIP Capital Improvement Plan

CMMS Computerized Maintenance Management Systems

cMOM Capacity, Management, Operation & Maintenance

COBRA Consolidated Omnibus Budget Reconciliation Act

COG Council of Governments

CWS Charleston Water Systems

DO Dissolved Oxygen

DCS Distributed Control System

DDC Defensive Driving Course

DHEC South Carolina Department of Health and Environmental Control

DMR-QA Discharge Monitoring Report – Quality Assurance


Acronyms

EG Emission Guidelines

EPA Environmental Protection Agency

EPD Emergency Preparedness Division

ESRI Environmental Systems Research Institute

FEMA Federal Emergency Management Agency

FOG Fats, Oils & Grease

FOIA Freedom of Information Act

FSEs Food service establishments

FTE Full Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

GFOA Governmental Finance Officers Association

GIS Geographical Information System

GPCD Gallon Per Capita Per Day

GPS Global Positioning System

HIPAA Health Insurance Portability & Accountability Act

I/A Instrumentation/Automation

I&I Inflows & Infiltrations

IP Internet Protocol

IU Industrial User

kV Kilovolts


Acronyms

KWH Kilowatt Hour

LACP Lateral Assessment Certification Program

LAN Local Area Network

LMI Low to Moderate Income

MACP Manhole Assessment Certification Program

MCC Motor Control Center

MD&A Management, Discussion, & Analysis

MGD Million Gallons per Day

MG/L Milligrams per liter

MIS Management Information System

MPS Main Pump Station (Treatment Plant)

MSDS Material Safety Data Sheet

NASSCO National Association of Sewer Service Companies

NCSD North Charleston Sewer District

NIGP National Institute of Governmental Purchasing

NPDES National Pollutant Discharge Elimination System

NSPS New Source Performance Standards

O&M Operation & Maintenance

OEM Original Equipment Manufacturer

OSHA Occupational Safety & Health Administration

PAA Peracetic Acid

PACP Pipeline Assessment Certification Program


Acronyms

PFP Pay for Performance

P&I Principal & Interest

PS Pump Station (s)

PLC Programmable Logical Controller

PPS Primary Pump Station

PQL Practical Quantitation Limits

R&R Renewal & Replacement

RAS Returned Activated Sludge

RCP Reinforced Concrete Pipe

RDA Redevelopment Authority

REU Residential Equivalent Unit

RFB Request for Bid

RFP Request for Proposal

RMP Risk Management Plan

RVSS Reduced Voltage Soft Starter

SCADA Supervisory Control and Data Acquisition

SCDHEC SC Dept of Health & Environmental Control

SCEC South Carolina Environmental Conference

SEM Storm Emergency Mode

SO2 Sulfur Dioxide System

SOP Standard Operating Procedures

SSES Sewer System Evaluation Survey


Acronyms

SSI Sewer Sludge Incineration

SSO Sanitary Sewer Overflows

TMDL Total Maximum Daily Loads

TRW Thickener Recirculation Water

TSS Total Suspended Solids

UESI Utility Engineering & Survey Institute

UOD Ultimate Oxygen Demand

UMC Utility Management Conference

USEPA United States Environmental Protection Agency

UV Ultraviolet

UVT Ultraviolet Transmittance

VFD Variable Frequency Drives

WEASC Water Environment Association of South Carolina

WEFTEC Water Environment Federation Technical Exhibition Conference

WET Whole Effluent Toxicity

WWTP Wastewater Treatment Plant


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