HomeMy WebLinkAbout16 - Approval and Adoption of the 2019 Water Master Plan (17W02)Q SEW Pp�T
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c�<,FORN'P City Council Staff Report
May 14, 2019
Agenda Item No. 16
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: David A. Webb, Public Works Director - 949-644-3311,
dawebb@newportbeachca.gov
PREPARED BY: Andy Tran, Senior Civil Engineer, atran(@newportbeachca.gov
PHONE: 949-644-3315
TITLE: Approval and Adoption of the 2019 Water Master Plan (17W02)
/_1 16"t I:7_T91 6
The 2019 Water Master Plan (WMP) is an engineering and planning document that
evaluates the condition of the City's water infrastructure, models the hydraulic system to
evaluate delivery capacity and fire flow requirements, and recommends Capital
Improvement Program (CIP) projects over the next 30 years so as to maintain the desired
performance and integrity of the City's water system. This document has now been
completed to the satisfaction of staff and is recommended for City Council's review,
approval and adoption.
RECOMMENDATIONS:
a) Determine this action is exempt from the California Environmental Quality Act (CEQA)
pursuant to Sections 15060(c)(2) and 15060(c)(3) of the CEQA Guidelines because
this action will not result in a physical change to the environment, directly or indirectly;
and
b) Review, approve and adopt the 2019 Water Master Plan.
FUNDING REQUIREMENTS:
This plan identifies necessary capital improvement projects and their anticipated cost over
the next 30 years in order to maintain the desired performance and integrity of the City's
water system. The completion of this Water Master Plan document is an important
element and one of the primary factors considered in determining City water rates.
Funding for each of the recommended projects in the master plan will require separate
approvals as part of the annual budget process with funds generated by current and future
water rate fees.
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Approval and Adoption of the 2019 Water Master Plan (17W02)
May 14, 2019
Page 2
This 2019 WMP recommends increases to annual spending levels for water CIP projects
over the next 30 years. This amounts to an average annual spending increase of $2.2
million on water capital projects over current levels in order to properly maintain the
system. Upon City Council review and approval of this WMP, the increased capital
funding needs will be factored with other operational, maintenance and reserve funding
needs into the 2019 Water Rate Study, currently underway by the Utilities Department,
with support by the Public Works and Finance Departments.
DISCUSSION:
The City entered into a Professional Services Agreement with Arcadis on February 14,
2017 to prepare and complete the 2019 WMP. The last comprehensive WMP for the City
was completed in 1999 followed by an update in 2008. Because substantial time has
elapsed since the last comprehensive WMP was completed and there have been many
system changes since 2008, a new WMP is needed to reflect completed water
infrastructure projects since the last update, current and projected water supply and
demand information, and advancements in hydraulic water system modeling capabilities.
In general, it is good practice for municipalities to update its WMP on a regular basis
(every 10-20 years) in order to assess the current condition of its water infrastructure and
plan for future water infrastructure improvements. Priorities and schedules for planned
projects change based on new condition data becoming available, coordination with other
City projects such as street paving or utility undergrounding district formations, and new
technologies such as state of the art leak detection and artificial intelligence.
The 2019 WMP is comprised of an Executive Summary and fourteen (14) chapters
including many tables and figures. The executive summary was posted on the City of
Newport Beach Public Works website for public review on March 13th, with the entire
document available for review on April 30th (see link under Attachments).
In summary, the City's water system is in very good condition in terms of emergency
storage, pumping capacities, ability to meet or exceed water demand, and providing
adequate fire flow protection. This is largely attributed to the City's proactive approach to
infrastructure maintenance and improvements as demonstrated by the completion of
many water CIP projects over the past years. Some of the major completed water CIP
projects since the 2008 update include:
1. Big Canyon Reservoir Flow Metering Vault and Treatment Improvements
2. Balboa Island Water Main Replacement (Phase 1)
3. Lido Village Water Main Replacement
4. Several Water Well Rehabilitation Projects
5. Newport Boulevard Transmission Water Main Replacement
6. Corona del Mar Transmission Water Main Improvements
7. 16th Street (Utilities Yard) Pump Station Modifications
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Approval and Adoption of the 2019 Water Master Plan (17W02)
May 14, 2019
Page 3
Several minor deficiencies were identified in the 2019 WMP. All of these minor
deficiencies will be addressed in the proposed 30 -year water CIP (FY 2019/20 through
FY 2048/49). Suggested water CIP projects are separated into three categories. The
following summarizes estimated costs for each category and the total estimated costs for
the entire 30 -year water CIP:
Project Category
2019 Estimated Cost
Pipeline Replacement and Relinings $103,540,000*
Facilities Projects $60,451,000*
Pressure Reducing Stations $1,207,000*
Total (without inflation) $165,198,000*
Total (30 year with 2.5% inflation per year) $216,715,000
Estimated Average Annual Expenditure $7,223,833
*Current 2019 dollars and includes FY 2018/19 CIP projects
As shown above, an estimated $7.2 million per year in water CIP projects over the next
30 years is recommended to provide for proper water system supply, major maintenance
and replacement. The current average annual water CIP funding has been approximately
$5 million for the last 10 years. The primary factors that contribute to this higher annual
expenditure level are the annual cost of inflation, inclusion of asbestos concrete pipe
replacement, and incorporation of the advanced metering infrastructure. To accomplish
this recommended new level of major maintenance and replacement, an increase to
annual water CIP funding will be reviewed and considered as part of the 2019 Water Rate
Study currently underway by the Utilities Department.
ENVIRONMENTAL REVIEW:
Staff recommends the City Council find this action is not subject to the California
Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not
result in a direct or reasonably foreseeable indirect physical change in the environment)
and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA
Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no
potential for resulting in physical change to the environment, directly or indirectly.
NOTICING:
The agenda item has been noticed according to the Brown Act (72 hours in advance of
the meeting at which the City Council considers the item).
ATTACHMENT:
Attachment A — 2019 Water Master Plan Executive Summary
The entire 2019 Water Master Plan is available on the City Website at:
https://www.newportbeachca.gov/qovernment/departments/public-works/water-master-
plan
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Attachment A
ARCAD IS
Design&Consultancy
for natural and
built assets
2019 Water Master Plan
April 5, 2019
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City of Newport Beach
Sarina Sriboonlue, PE
Jim Cooper, PE
Kevin Hernandez
2019 Water Master Plan
WATER MASTER PLAN
Prepared for:
City of Newport Beach
Public Works Department
100 Civic Center Drive
Newport Beach, CA 92660
Prepared by:
Arcadis U.S., Inc.
320 Commerce
Suite 200
Irvine
California 92602
Tel 714 730 9052
Fax 714 730 9345
Our Ref.:
05317005.0000
Date:
April 5, 2019
arcadis.com 16-5
City of Newport Beach
EXECUTIVE SUMMARY
Introduction
Background
2019 Water Master Plan
The City of Newport Beach (City) provides water services to a population of approximately 84,270 over 11
square miles of the land located within its boundaries.
The City's last comprehensive Water Master Plan (WMP) was completed in 1999 followed by an update
in 2008 to revise the hydraulic model and conduct additional modeling of completed pipeline improvement
projects. Because there have been many changes since 1999 and 2008, the WMP needs to be updated
again to reflect current water use and future infrastructure needs. The prolonged drought in California
from 2010-2016 and Bay -Delta water reliability issues have been major drivers of regulatory changes in
California water law. The Water Conservation Act of 2009 (Senate Bill X7-7) mandated urban water
suppliers reduce water usage by 20 percent by 2020. The California Governor's State of Emergency
ordered urban water suppliers to cut back water use with a collective state goal of 25 percent reduction
(based on 2013 usage). Additionally, California passed Senate Bill 555 requiring urban water suppliers to
submit a water loss audit annually beginning in 2016. Many changes are occurring, and the regulatory
landscape is evolving in response.
Project Purpose and Scope
This 2019 WMP represents the City's water infrastructure planning efforts based on the new reality of the
California water climate. The project began in 2017 with the following scope:
• Develop water demand projections and determine the impact of recent water consumption and
resultant effect on system demand and peaking factors based on the most recent 10 years of
water use trends (2007 — 2016).
• Incorporate the City's 2006 General Plan and subsequent amendments for land use projections
and housing density into the water demand analysis.
• Develop a calibrated hydraulic model, using current water demands to analyze the City's water
supply and distribution system.
• Conduct a risk analysis to provide the basis for a prioritized pipeline and facilities rehabilitation and
replacement program.
• Develop and prioritize recommendations for system improvements over the next 30 years as part
of the City's Capital Improvement Program (CIP).
Water Supply Analysis
The City relies on a combination of local groundwater and imported water to meet its potable water
demands. Recycled water was added in 1997 to the City's water supply portfolio for irrigation purposes.
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City of Newport Beach
2019 Water Master Plan
The City relies on 70 to 75 percent groundwater, 22 to 27 percent imported water, and approximately 3
percent recycled water. The City, along with the agencies managing the water supplies, ensure that a
safe and high-quality water supply will be available during periods of drought or supply shortage.
Groundwater - The City's main water supply source is groundwater from the Orange County
Groundwater Basin (OC Basin). Groundwater has been the least expensive and most reliable source of
supply for the City. The City has four active wells that pump from the OC Basin. Orange County Water
District (OCWD) is the entity that manages the OC Basin. OCWD regulates groundwater levels in the OC
Basin by implementing and managing various aquifer recharge projects and by regulating the annual
amount of pumping within a safe basin operating range to protect the long-term sustainability of the basin.
Pumping is managed through a process that uses financial incentives referred to as Basin Pumping
Percentage (BPP) to encourage groundwater producers to pump a sustainable amount of water.
Imported Water - The City supplements its local groundwater with imported water purchased from
Metropolitan Water District of Southern California (MWD) through the Municipal Water District of Orange
County (MWDOC). MWD's principal sources of water are the Colorado River via the Colorado River
Aqueduct and the Lake Oroville watershed in northern California through the State Water Project. The
water obtained from these sources is treated at the Robert B. Diemer Filtration Plant located in Yorba
Linda for delivery to MWDOC customers.
Recycled Water - The City owns and operates recycled water pump stations for Big Canyon Country
Club and the Newport Beach Country Club. In addition to these two sites, there are currently 12 other
recycled water connections that supply three different customers. Recycled water is purchased from
OCWD and sold to the City's customers. Recycled water is managed in a distribution system separate
from the potable distribution system and is, therefore, not further addressed in this WMP and is not
included in the City's hydraulic model.
Water Demand Analysis
Water demand analysis for this 2019 WMP includes a review of the City's historic water production and
water consumption to determine water usage factors that are used in projecting water demands, and in
evaluating existing and future water system performance to identify required system improvements. The
developed water usage factors include existing water demands by customer class, non -revenue water
(NRW), and peaking factors for maximum month, maximum day, and peak hour water demand variations.
Water Demand Trends
A review of the water production data of the most recent 10 years of water production data (2007 to 2016)
indicates the following:
• Although the City population increased by approximately 26 percent since 1990, total water
demand has continued to decrease. The 10 -year average annual demand for 2007-2016 (15,991
AF) is 14 percent less than the 1986-1996 average annual demand (18,626 AF).
• The decrease in demand starting in 2008 is likely due to the national economic downturn.
• The decrease in demand starting in 2014 is due to the mandatory drought restrictions that were
set in place by the State.
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City of Newport Beach 2019 Water Master Plan
Non -Revenue Water
The annual water production data was compared to water consumption records (extracted from the City's
water billing system) to determine water that is lost in the system before reaching the customer. This lost
water is termed non -revenue water (NRW) and is the difference between the distribution system input
volume (i.e. production) and billed authorized consumption. During 2007 to 2016, the City's NRW ranged
from 2.1 percent to 7.2 percent, and averaged 5.1 percent.
Water Demand Peaking Factors
Water demands vary on a seasonal and daily basis. The adequacy of existing infrastructure and needed
system improvements are based on analyses of the system during peak demand periods. The peak
demands needed for the analysis include the average demand during maximum demand month
(maximum month), the average demand during the maximum demand day (maximum day), and the
average demand during the peak demand hour (peak hour).
Maximum month peaking factor represents the maximum monthly production divided by the
annual average monthly production. Based on water production data from 2007 to 2016, the
maximum month peaking factor ranged from 1.25 to 1.33. To add a degree of conservatism, a
factor of 1.35 was used for this WMP.
Maximum day peaking factor represents the maximum day demand (MDD) divided by average
day demand (ADD) for the maximum demand month. While daily production data was available for
the City wells, corresponding data was not available for the imported water connections to provide
a complete depiction of daily demands during the maximum demand month. For this WMP, the
peak day demand factor of 1.85 was determined by comparing values used by neighboring
communities which ranged from 1.5 to 1.8. This MDD factor is also consistent with the 1999 WMP.
Peak hour factor represents the peak hour demand (PHD) divided by ADD. Peak hour factors
were calculated for each of pressure zone based on the City's supervisory control and data
acquisition (SCADA) data from July and August 2017. The peak hour factors were 2.6 for Zones 1
and 2; 3.1 for Zone 3, and 4.0 for Zones 4 and 5.
Water Demand Projections
One objective of this WMP was to develop water demand projections to determine the impact of the
change in water demand on future distribution system capacities. The water demand projection
methodology used in this WMP to project future water demands involved developing water demand
factors based on areal use patterns expressed as gallons per acre per day (gpad) for the range of land
uses present in the water service area, and applying the water demand factors to existing and anticipated
future land use acreages. This methodology provides water demand projections that are spatially
distributed throughout the water service area sufficient for hydraulic modeling and determination of
required system improvements and expansions.
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City of Newport Beach 2019 Water Master Plan
Land Use Categories and Water Demand Factors
Land use categories from the 1999 WMP and the 2006 General Plan were recategorized for this WMP to
establish a manageable 14 land use categories and a land use demand factor for each. The land use
categories established for the 2019 WMP are similar to those used in 1999. Examples of new land use
categories added in this WMP as identified in the 2006 General Plan include "Residential Very High" to
reflect residential densities over 25 dwelling units per acre (DU/ac), and "Office" and "Mixed Use" were
separated out from "General Commercial".
Projected Water Demands
Projected water demands were calculated by multiplying water demand factors to projected total acreage
for each land use category. This WMP conservatively assumes that the Banning Ranch tract will be
developed. The top ten largest water users were assumed to be point loads. The total projected water
demands at build out including Banning Ranch development and adjusted for NRW of 5.1 percent was
estimated to be approximately 16,818 acre feet per year (AFY) i.e. a 5.2 percent increase from the 10 -
year (2007-2016) average of 15,991 AFY.
Existing System Infrastructure
The City's distribution system consists of approximately 300 miles of distribution pipelines and is divided
into five main pressure zones: Zone 1 through Zone 5 with 16 minor zones. Zones 1 and 2 are the
largest and cover most of the system demands. Zones 3, 4 and 5 are smaller pumped zones. The system
infrastructure consists of four wells, three storage reservoirs, five pump stations and 43 pressure reducing
stations (PRS) that manage pressure across the system. Figure ES -1 illustrates the water system
schematic.
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City of Newport Beach 2019 Water Master Plan
Hydraulic Model Development
As part of this 2019 WMP development, a new geographic information system (GIS) integrated hydraulic
model of the City's existing water system, which includes all pipelines, was developed with the Innovyze
InfoWater software to effectively model the water system conveyance and distribution improvements.
Data from previous modeling and master planning efforts were also used, along with projections of future
water use and land use development to also help prioritize future facility needs. The hydraulic model
included all components of the City's distribution system including wells, reservoirs, pressure reducing
stations (PRS), pump stations, interconnections, and pipes.
Demand Allocations
Customer water use throughout the system is converted to model demands at nodes (or junction points)
along pipelines. These water demands were developed and allocated based upon land use parcel. Each
parcel was given a unit demand factor based on the land use category in gallons per minute per acre
(gpm/ac) and are based on a 10 -year (2007-2016) average consumption. For each parcel, consumption
was calculated by multiplying the unit demand factor by the acreage. Parcel centroids were then defined
and used to spatially allocate the water use to the hydraulic model junctions using parcel centroids as GIS
meter point data and the InfoWater's demand allocator add-on tool. Demands were allocated to model
junctions by pressure zone using the closest pipe methodology in the demand allocator.
Demand Patterns
A diurnal water use pattern represents typical daily fluctuation in customer water use over a 24-hour
period. Diurnal curves were developed using the City's SCADA data for storage and incoming and
outgoing flows for each pressure zone. A 15 -minute increment was used to capture peak water use
during the day and establish a more accurate diurnal pattern. Diurnal curves were developed per zone for
use during calibration.
Hydraulic Model Calibration
The purpose of the hydraulic model calibration is to compare simulated results to actual measured data
and make necessary adjustments to achieve a reasonable match to produce a model that can be used
with confidence to predict system performance for the purpose of system planning. The City's water
system model was calibrated for steady-state and extended period simulation (EPS) conditions. The
model results were compared against 10 fire hydrant flow tests for steady-state and 13 hydrant pressure
recorder (HPR) locations for EPS. In addition, available SCADA data were used as additional
comparisons for EPS model analysis.
Calibration Procedures and Results
After model construction, system controls and setpoints were added to accurately represent actual
system operations based on observed HPR data, SCADA data and/or input from City operations staff.
The calibration procedure was an iterative process that required a trial -and -error approach to resolve
differences between hydrant test, HPR, and SCADA data and the model. Model simulations were run,
and the results were compared graphically to the hydrant test, HPR, and SCADA data. Where obvious
differences existed between the model and observed data, these differences were investigated and
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City of Newport Beach
2019 Water Master Plan
adjustments to pipe roughness coefficients (C -factors) and distribution facility setpoints and controls were
explored. The City's staff provided additional information when available to help reconcile the differences.
Calibration Results
The hydraulic model was validated using calibration criteria and comparing field testing to the model's
results. Overall, the model results matched the measured data reasonably well, and the model can
confidently be used as a tool to perform system evaluation and predict future hydraulic conditions.
• Steady-state calibration was performed using hydrant flow test data collected on July 18 and 19,
2017. For each test, a flow hydrant was used to record flow and an observation hydrant used to
record static and residual pressures. Steady-state calibration results show excellent results at all
ten hydrant test locations with the difference in pressure drop (between static and residual) of 3 psi
or less.
• EPS calibration was performed using HPR data at 13 locations and available SCADA data from
July 19, 2017. EPS calibration results at the HPR locations showed excellent results at 8 of the 13
locations and very good results at the remaining 5 locations. EPS calibration results at the SCADA
locations overall showed very good to excellent results with few exceptions.
Hydraulic System Analysis
The calibrated hydraulic model and design criteria were used to evaluate the existing and future system
under current and built -out demands to assess system performance. Deficiencies, if any, were identified
during this hydraulic analysis and were incorporated in the CIP development process.
System Performance and Design Criteria
The City has established performance and design criteria for its water system as summarized in Table
ES -1.
Pipes
Storage
(per Zone)
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Table ES -1: System Performance and Design Criteria
ES -7
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< 8 ft/s for
pipe <= 10
inch
Velocity
< 5 ft/s for
pipe >= 12
inch
10 ft/s during
Fire Flow
< 5 ft/1000 ft
Headloss
for all pipe
sizes
Regulatory Storage
25% of MDD'
Fire Storage
Depends on
area of
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City of Newport Beach
System Pressure
2019 Water Master Plan
Criteria
influence of
Zone
Emergency Storage*
days' demand
Maximum Pressure 140 psi
Peak Hour Demands 40 psi
minimum
Max Day + Fire Flow Demands 20 psi
minimum
Minimum Day Demand
60-90 psi
Capacity of direct supply wells ADD2
Booster Pump Station Capacity Demand Conditions
Assuming the
largest pump
within the
station is out
of service, the
higher
between the
PHD3 or MDD
plus fire flow
or MDD plus
fire flow in
case of
available
floating
storaqe.
Maximum Month
1.35
Maximum Day
1.85
Zone 1 & 2 —
Peaking Factors
2.6
Peak Hour
Zone 3 — 3.1
Zone 4&5-
4.0
Single Family
1,000 gpm for
2 hours
Community Facilities
1,500 gpm for
2 hours
Fire Flow
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Multiple Family & Closely Built 2,000 gpm for
Residential (one & two stories) 2 hours _
Multiple Family & Closely Built 2,500 gpm for
Residential (three stories or more) 3 hours
Multiple Family Attached Residential 3,000 gpm for
3 hours
Commercial (<_ two stories) 3,000 gpm for
3 hours
Commercial (> two stories)
5,000 gpm for
5 hours
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City of Newport Beach
High -Rise Residential
Business Park/Industrial Park
Regional Shopping Center
2019 Water Master Plan
Note:'MDD = Maximum Day Demand, 2ADD = Average Day Demand, 3PHD = Peak Hour Demand
*Emergency Storage is based on MWD Administrative Code Section 4503 bl
Existing System Analysis
5,000 gpm for
5 hours
5,000 gpm for
6 hours
6,000 gpm for
6 hours
The system was analyzed under existing demands against the design criteria. The system storage and
pumping were compared against the criteria to identify any deficiencies. The distribution system was
analyzed using the hydraulic model under ADD, MDD and fire flow scenarios.
Existing Storage and Pumping Analysis - The storage in the system is used to meet operational
daily demand peaks, fire flow, and emergency storage. The sum of these three criteria must be met
by the available storage in each pressure zone. Sub -pressure zones that are hydraulically
connected and are served by the same facilities are grouped together. Based on the system
analysis, the City's available storage (202.5 MG) significantly exceeds the City's storage criteria
(108.3 MG). For the pumping analysis, the firm capacity (largest pump out of service) of a pump
station in a pressure zone must be greater than the higher of the MDD plus fire flow or the PHD.
The analysis shows a small pumping deficiency (0.8 mgd) in Zones 1 and 2. This is not a true
deficiency because when demands in Zones 1 and 2 exceeds the capacity of 16th Street Pump
Station, the water from Big Canyon Reservoir flows via gravity to make up the difference.
Maximum and Minimum Day Demand Analysis - The distribution system was analyzed under
MDD to identify minimum pressures. Three nodes were found to have pressure marginally below
40 psi. These locations were further evaluated with help from the City's staff. All three locations
are next to closed pressure zone division valves which the City intends to keep closed, and no low-
pressure complaints have been received from these locations. It is recommended that the City
monitor pressures at these locations and adjust strategy if pressures decrease over time. No
improvements are suggested to improve pressures at these locations. The distribution system was
evaluated for high pressures using the minimum day demand scenario (0.66 times ADD) in the
hydraulic model (greater than 140 psi). There were a few locations with pressure greater than 140
psi, and most of them were on transmission pipes. These locations do not need any improvements
as no customers are directly connected to these high-pressure pipes.
• Fire Flow Analysis - The available fire flow across the City was calculated at each node and
compared with the requirement using the automated fire flow routine in the hydraulic model. Only
four locations were identified where available fire flow at 20 psi residual pressure was less than the
City's requirements. Three of the four locations have a 4- or 6 -inch pipes. Upsizing these pipes to 8
inches will increase the available fire flow and exceed the City's requirements. The fourth location
is next to a pressure zone division valve which is closed. Under emergencies such as a fire, this
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City of Newport Beach
2019 Water Master Plan
valve can be opened to provide the required fire flow. No improvement is recommended for this
site.
Future System Analysis
The City's water distribution system was also analyzed for future build -out demands using the City's
system performance criteria.
Future Storage and Pumping Analysis — The City has enough available storage in the system
under future build out demands as well. Proper and regular maintenance of this available storage
should suffice to maintain its reliability to the City. The pumping analysis showed a deficit in
available pumping in Zones 1 and 2 under build -out demands similar to the one seen under
existing system demands. As with the existing storage and pumping analysis, this is not a true
deficiency as water from Big Canyon Reservoir can flow to Zones 1 and 2 via gravity to make up
the difference.
• Maximum and Minimum Day Demand Analysis — The analysis under future build -out demands
showed similar results consistent with the existing system demand analysis. The same three
locations show low pressures as seen under existing system analysis as they are at dead end zone
boundaries near closed valves. Since pressures at these locations are just slightly (3-5 psi) below
40 psi, therefore no improvements are recommended to address them, but the City should
continue to monitor these areas for low pressure. Similar to existing system analysis, the few
locations that violate maximum pressure criteria under minimum day future demands are on
transmission lines and not directly connected to customers. No improvements are recommended
for these.
Fire Flow Analysis - Fire flow analysis was performed using the hydraulic model under maximum
day future demands. The same four nodes, as found in the existing system analysis, were found
deficient in this analysis. Upsizing these pipes to 8 inches will address the City's fire flow criteria.
System Improvements
Hydraulic modeling of the City's distribution system under existing and future build -out demands revealed
the necessity for very few improvements. The only system improvements identified in this WMP involves
upsizing three pipes from 4 or 6 -inch to 8 inches to meet fire flow criteria.
Risk Analysis Methodology
The City's 30 -year CIP was developed using a risk-based approach. Both horizontal assets (i.e. pipelines)
and vertical facilities were analyzed using a risk method to determine their priority in the CIP. To identify
projects that should be incorporated into the City's CIP, a field assessment was performed to evaluate all
facilities and a desktop analysis was performed on all pipes within the distribution system.
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City of Newport Beach 2019 Water Master Plan
Information from both efforts were combined to assess the physical condition, performance, and impact of
failure of the City's individual assets. The scoring of an asset's physical and performance condition is
represented as Likelihood of Failure (LoF) and impact to the City if a failure were to occur is referred to as
Consequence of Failure (CoF). The LoF and CoF were used to calculate the risk score for each individual
asset.
Risk Score = Likelihood of Failure (LoF) x Consequence of Failure (CoF)
Pipeline (Horizontal Asset) Assessment Methodology
For this WMP, assessment was performed only on system pipes (distribution and transmission) and not
on the appurtenances along the pipes. An asset's risk was determined by quantifying the LoF score (1-5)
based on its physical and performance condition and the CoF score (1-5) based on the impact of the
asset failure on the City's water operations and ability to serve its customers. Physical condition was
defined as the current state of operation and repair of an asset that is influenced by age, breaks, historical
maintenance, and operating environment. It was inferred using the pipe characteristics like age (install
year), number of breaks, and material documented in the City's GIS. Performance condition was
assigned based on how well assets are accomplishing their designed tasks. This was inferred from the
hydraulic analysis of the pipes. CoF was assigned through proximity analysis of pipes to environmentally
sensitive areas, critical customers, and pipe characteristics. The risk of an asset (1 through 25) was
calculated as the product of the LoF multiplied by the CoF.
Facility (Vertical Asset) Assessment Methodology
A vertical asset was defined as a single item that relates to the storage, transmission, or distribution of
potable water. The vertical assets in the City includes valves, pumps, buildings, storage reservoirs, and
flowmeters. This WMP established a complete inventory of all assets within the City's water distribution
system. To catalogue assets within the system, hierarchies were developed for vertical assets.
Hierarchies help filter and find asset records within the database and allow information to be summarized
at various hierarchical levels. For vertical assets, a seven -tiered system was used to store component
information and accommodate the variety of assets seen in the City's system. Asset attributes and
physical condition assessment criteria were also defined for each asset classifications. The classifications
include structural, electrical, and mechanical.
Facility Assessment
Every asset that is a part of the City's water system was visually inspected to help prioritize their
rehabilitation or replacement and inclusion in the CIP. The sites inspected include the City's
interconnections and turnouts with other agencies, 5 pump stations, 3 reservoirs, 2 well buildings, and 43
PRS accounting for 734 assets in total.
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City of Newport Beach 2019 Water Master Plan
Likelihood of Failure for Vertical Assets
• Physical Condition — Seventy-seven percent of inspected assets scored either very good
condition or minor defects only. Nineteen percent received a score of maintenance required leaving
only three percent of assets requiring renewal or asset being unserviceable (e.g. CM -9 turnout,
IRWD-7 interconnect, and Zone 5 Auxiliary Pump Station).
• Performance Condition — Based on hydraulics evaluation and interview of City staff, 91 percent of
the inspected assets are in very good condition to minor defects only. Six percent require
maintenance and three percent require renewal. The two assets deemed unserviceable were the
pump and motor located at the Zone 5 Auxiliary Pump Station due to missing bolts and equipment,
high pressures, and proximity to electrical panel.
Consequence of Failure for Vertical Assets
Ninety-eight percent of the City's assets were assigned a low to medium consequence score as most of
the assets have redundancies in the system. All sixteen assets with a high consequence are located at
the 16th street reservoir and pump station. As the first major pump station and reservoir after the City's
wells, the assets within the facility play a crucial role in the operation of the City's water system. No assets
were scored as very high consequence.
Risk for Vertical Assets
There are no high or very high-risk assets in the inspected facilities. Only three assets were identified to
have moderate risk which were prioritized to be included in the City's CIP. This includes the Zone 5
Auxiliary Pump Station and Zone 4 Pump No. 4 that runs on an old motor and requires renewal.
Vertical Assets for CIP Inclusion
The assessment of vertical assets identified 25 assets that were found to require renewal or be in
unserviceable condition. Three assets in Zone 5 Auxiliary Pump Station and Zone 4 Pump Station were
identified as moderate risk, the highest risk calculated for all vertical assets assessed. These assets are
included in the CIP to address these elevated risk scores.
Water Mains Assessment
The City's water mains were assessed using the risk framework and criteria where a risk score was
assigned to every pipe. The desktop analysis included assessment of the City's break data, identification
of pipe cohorts, and development of effective useful life (EUL) by pipe material to assign a LoF score for
each pipe segment.
Likelihood of Failure for Horizontal Assets
Physical condition score was assigned to each pipe segment using the EUL estimates for each material.
The pipe segments were also assigned a performance score based on the hydraulic constraints. The
majority of the City's pipes were installed in the second half of the 20th century, and hence most of them
are predicted to be in excellent condition (94.4 percent).
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City of Newport Beach 2019 Water Master Plan
Consequence of Failure for Horizontal Assets
The Triple Bottom Line approach was used to assign CoF scores for each pipe segment using GIS tools.
To evaluate each individual criterion, GIS calculated the proximity to roads and environmentally sensitive
areas, identified pipes that served critical customers, and related the pressure output from the model to
pipes. Only 10 percent of the City's pipes are highly critical.
Risk for Horizontal Assets
Overall the system has only 3.3 percent of its pipes at an elevated risk score (high or very high) as shown
in Table ES -2. While this shows the City's system is at low risk overall, as pipes continue to age, the risk
score will continue to rise. Therefore, the riskiest pipes will be targeted in the CIP followed by older pipes
that will eventually raise the risk score.
Table ES -2: Pipe Risk Score Breakdown
Very Low
5,954
171.5
57.6
Low
3,092
86.7
29.1
Medium
787
30.1
10.1
High
171
7.4
2.5
Very High
38
2.3
0.8
Capital Improvement Program
The City's 30 -year CIP was developed based on risk analysis and inclusion of projects requested by the
City to maintain the level of service and operation of the distribution system. Planning level budgets were
assigned to the developed CIP projects using unit costs developed from recent projects the City has
completed and contacting vendors. The level of accuracy for the cost estimates corresponds to the Class
4 estimate as defined by the Association for the Advancement of Cost Engineering (AACE) International.
The accuracy range of a Class 4 estimate is minus 15 percent to plus 20 percent in the best case and
minus 30 percent to plus 50 percent in the worst case.
The 30 -year CIP covers facilities projects, pressure reducing stations (PRS) projects, and pipeline
projects assuming an escalation factor of 2.5 percent per year. Over the 30 -year period an average of
$7.2M will be needed each year. The majority of projects in the CIP cover the water main replacement
projects (64.6 percent), followed by facilities projects (34.9 percent), and PRS projects (0.5 percent) as
summarized in Table ES -3.
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City of Newport Beach
Table ES -3: 30 -Year CIP Cost by Project Category
Pipeline Replacement and Relining
2019 Water Master Plan
$103,540,000
Miscellaneous $60,451,000
Pressure Reducing Stations $1,207,000
Total $165,198,000
Pipeline Projects
A total of 30 pipe renewal or replacement projects are included in the CIP. For larger pipes on major
streets, the City preferred relining of pipes as these projects are estimated to cost 70 percent of a full
replacement. Near-term projects include the Balboa Island Water Main Replacement (Phase 2) project
and the design of the Bay Crossing Water Main project. Figure ES -2 shows all of the pipeline CIP
projects.
Facilities Projects
Fifteen miscellaneous projects were identified in the City's 30 -year CIP including facility improvements,
system wide rehabilitation programs, and distribution system upgrades that fall outside of pipeline
replacements or specific PRS projects. The inclusion of these projects are based on the risk assessment
and insight from the City. Miscellaneous projects range from near-term projects such as installation of
advanced metering infrastructure (AMI), installation of a mixing system for Spyglass Reservoir, or water
well rehabilitation to long-term projects such as installation of new wells and associated pipelines.
Pressure Reducing Stations Projects
With 43 PRSs in the City's distribution network, the City needs to be proactive in their maintenance. Five
PRS projects that have been included to improve system operations.
General Recommendations
Through developing the WMP, implementing the projects outlined in the CIP can be supported with
continued effort by the City. This includes the following actions that can be implemented at minimal cost
to support items in the CIP.
• The City should take the updated water system model from this WMP and continue to keep it
current through coordination with field staff and the City's GIS department.
• The 30 -year CIP identified in this WMP should be updated to reflect completed, postponed, or
new projects.
• The risk calculation for the City's assets can be updated with visual inspection to better
understand the appropriate replacement of aging assets in the City's system.
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City of Newport Beach
2019 Water Master Plan
By beginning to perform analysis of water main breaks in this WMP, the City can now collect more
information on breaks and conduct studies on pipe wall thickness to better establish a water main's
estimated useful life. This information can feed into the planned replacement projects and help the City
prioritize future work.
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