Jacobs secures $1M in chemical savings, restores redundancy in first months of West Basin O&M contract

Jacobs secures $1M in chemical savings, restores redundancy in first months of West Basin O&M contractThe contract operator reported early wins at the Edward C. Little Water Recycling Facility, including a 30% reduction in sodium hypochlorite costs and the repair of key assets serving industrial clients like Chevron.

Jacobs reported a 30% reduction in sodium hypochlorite costs, equating to $1 million in annual savings.

Critical maintenance was performed to restore five out of five blowers at the Chevron Bio 4 unit, up from only two operational units at takeover.

The firm utilized a 'regional support model' to deploy over 60 transitional staff without adding full-time cost burdens.

49 existing district staff members were onboarded during the transition on September 1, 2025.

Jacobs has reported significant operational efficiencies and cost reductions during its first five months as the contract operator for the West Basin Municipal Water District’s Edward C. Little Water Recycling Facility. In an operations update delivered to the Board of Directors on January 26, 2026, Jacobs executives detailed a strategy focused on aggressive maintenance recovery and supply chain renegotiation following their assumption of operations on September 1, 2025. The contract covers the Little facility and four satellite plants, which collectively form the largest water recycling system in the U.S. Steve Carpenter, Jacobs Senior Director of Delivery Solutions, highlighted a major procurement victory regarding sodium hypochlorite, the facility's largest chemical line item. While the firm’s initial proposal estimated a 23% cost reduction, Carpenter reported that they successfully renegotiated the contract to achieve a 30% reduction compared to 2024 pricing. This adjustment is projected to yield $1 million in direct chemical savings. Additionally, Jacobs negotiated for a higher purity product (92–97%), which is expected to reduce grit accumulation and associated mechanical clogging in plant drains. The operator also prioritized restoring redundancy and reliability to the complex treatment facility, which serves major industrial offtakers in the region. Carpenter noted that upon arrival, the facility faced significant equipment deficits. Specifically, three of the five blowers at the Chevron Bio 4 unit were out of service, posing a risk to industrial supply reliability. Jacobs utilized regional maintenance teams to procure parts and repair the units, bringing all five blowers back online. Similar repairs were executed on a backwash waste clarifier and microfiltration units that required pinning to restore capacity. To manage the transition, Jacobs deployed a "regional support model," leveraging its depth as a top-ranked wastewater treatment firm to bring in over 60 support staff and maintenance professionals. This approach allowed the team to draw on expertise from similar complex projects, such as the Donald C. Tillman Advanced Water Purification Facility and the San José-Santa Clara Regional Wastewater Facility, without permanently burdening the project's payroll. Regarding workforce retention, the firm successfully onboarded 49 existing employees during the transition, with approximately 44 remaining on-site. West Basin General Manager E.J. Caldwell praised the cultural integration between the new operator and district staff. "I was extremely excited to see not just the approach that Jacobs took from day one, but also the interaction between Jacobs, the new team, and the existing team," Caldwell said. Director Scott Houston also noted the importance of maintaining relationships with the district's industrial customer base, particularly refineries, given the equipment challenges the facility had faced.