HomeMy WebLinkAboutAgenda Packet - EVWD Board of Directors - 06/26/2019REG ULA R BO A RD MEET IN G
J une 26, 2019 - 5:30 PM
31111 Greenspot Road, Highland, C A 92346
AG E N D A
"In order to comply with legal requirements for posting of agenda, only those items filed
with the District C lerk by 12:00 p.m. on Wednesday prior to the following Wednesday
meeting not requiring departmental investigation, will be considered by the Board of
Directors".
C A LL TO O RD ER
P LED G E O F A LLEG IA N C E
RO LL C A LL O F BO A RD MEMBERS
P U B L I C C O MME N T S
Any person wishing to speak to the Board of Directors is asked to complete a Speaker
Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is
limited to three (3) minutes, unless waived by the C hairman of the Board. Under the State
of C alifornia Brown Act, the Board of Directors is prohibited from discussing or taking
action on any item not listed on the posted agenda. T he matter will automatically be
referred to staff for an appropriate response or action and may appear on the agenda at a
future meeting.
AGE N D A - T his agenda contains a brief general description of each item to be
considered. Except as otherwise provided by law, no action shall be taken on any item not
appearing on the following agenda unless the Board of Directors makes a determination
that an emergency exists or that a need to take immediate action on the item came to the
attention of the District subsequent to the posting of the agenda.
1.Approval of Agenda
2.AP P RO VAL O F C ON SE N T C AL E N D AR
All matters listed under the C onsent C alendar are considered by the Board of
Directors to be routine and will be enacted in one motion. T here will be no
discussion of these items prior to the time the board considers the motion unless
members of the board, the administrative staff, or the public request specific items to
be discussed and/or removed from the C onsent C alendar.
a.Approve the J une 12, 2019 regular board meeting minutes
b.May 2019 Disbursements: Accounts payable disbursements for the period
include check numbers 254140 through 254304, bank drafts, and A C H
Payments in the amount of $5,744,051.44 and $501,804.26 for payroll.
c.Financial Statements for May 2019
D I SC U SSI O N AN D P OS SI B L E AC T I O N I T E MS
3.Consider Disposition of Surplus Property
4.Consider Landscaping Services Agreement
5.Consider Resolution 2019.08 to Approve the Operating and C apital Budgets for
Fiscal Year 2019-20
RE P O RT S
6.Board of Directors' Reports
7.General Manager/C EO Report
8.Legal C ounsel Report
9.Board of Directors' Comments
AD J O U RN
P LEAS E NO T E:
Materials related to an item on this agenda s ub mitted to the Board after dis trib utio n of the agend a pac ket
are available for p ublic ins p ectio n in the Dis tric t's o ffice lo cated at 31111 G reens pot R d., Highland, during
no rmal b usines s hours . Also, s uc h d o cuments are available o n the Dis tric t's web s ite at www.eas tvalley.o rg
sub ject to s taff's ab ility to post the d o cuments b efo re the meeting.
P urs uant to G overnment C o d e S ec tion 54954.2(a), any reques t fo r a d is ab ility-related mo dific ation or
ac commod ation, inc luding auxiliary aids or s ervic es , that is s ought in order to participate in the abo ve-
agendized p ublic meeting s hould b e d irected to the Dis tric t C lerk at (909) 885-4900 at leas t 72 hours prior
to said meeting.
1
Minutes 06/12/2019 sma
Draft pending approval
EAST VALLEY WATER DISTRICT June 12, 2019
REGULAR BOARD MEETING
MINUTES
The Chairman of the Board called the meeting to order at 5:30 p.m. Ms. Antrim led
the flag salute.
PRESENT: Directors: Carrillo, Coats, Goodrich, Smith
ABSENT: Director Morales
STAFF: John Mura, General Manager/CEO; Brian Tompkins, Chief
Financial Officer; Justine Hendricksen, District Clerk; Shayla
Antrim, Senior Administrative Assistant
LEGAL COUNSEL: Jean Cihigoyenetche
GUEST(s): Members of the public
INTRODUCTION OF NEWLY HIRED EMPLOYEE
The General Manager/CEO introduced new employee Rocky Welborn, Senior Engineer
to the Board.
PUBLIC COMMENTS
Chairman Carrillo declared the public participation section of the meeting open at 5:33
p.m.
There being no written or verbal comments, the public participation section was closed.
APPROVAL OF AGENDA
M/S/C (Coats-Goodrich) that the June 12, 2019 agenda be approved as
submitted.
APPROVE THE MAY 15, 2019 SPECIAL BOARD MEETING MINUTES
M/S/C (Smith-Coats) that the Board approve the May 15, 2019 special board
meeting minutes as submitted.
APPROVE THE MAY 22, 2019 REGULAR BOARD MEETING MINUTES
M/S/C (Smith-Coats) that the Board approve the May 22, 2019 regular board
meeting minutes as submitted.
2
Minutes 06/12/2019 sma
DIRECTORS’ FEES AND EXPENSES FOR MAY 2019
M/S/C (Smith-Coats) that the Board approve the Directors’ fees and expenses for
May 2019 as submitted.
REVIEW DRAFT BUDGET FOR FY 2019-20
The Chief Financial Officer presented the draft FY 2019-20 Budget to the Board; he
stated that the draft FY 2019-20 Budget was presented to the Community Advisory
Commission for review and feedback.
The Chief Financial Officer recited district-wide goals and reviewed a summary of
following: the operating budget, district-wide revenues and expenses, a program
overview of each department, capital outlay, capital improvement projects, and
authorized positions. He stated that $60,000,000 of the total wastewater capital
improvement projects will be funded from the California Waterboards loan and grant
proceeds for the construction of the Sterling Natural Resource Center.
For information only.
BOARD OF DIRECTORS’ REPORTS
Director Coats reported on the following: May 23 he attended the Enhanced Recharge in
the Santa Ana River Basin Dedication event; June 3 he attended the Community Advisory
Commission on Water Policy meeting; June 4 he attended San Bernardino Valley
Municipal Water District Board meeting; June 5 he participated in two conference calls
with the California Special District Association’s Committees: Member Services
Committee and Professional Development Committee; and June 11 he met with the
General Manager/CEO to discuss District business.
Vice Chairman Smith reported on the following: May 23 he attended the Enhanced
Recharge in the Santa Ana River Basin Dedication event; June 6 he met with the General
Manager/CEO to review the agenda; and June 12 he attended the San Bernardino Valley
Water Conservation District Board meeting.
Director Goodrich reported on the following: May 23 he attended the Enhanced Recharge
in the Santa Ana River Basin Dedication event; June 1 he attended the Highland Chamber
of Commerce “Evening Under the Stars” event held at the District; and June 5 he
monitored the San Bernardino City Council meeting via online video.
Chairman Carrillo reported on the following: May 23 he attended the Enhanced Recharge
in the Santa Ana River Basin Dedication event; June 1 he attended the Highland Chamber
of Commerce “Evening Under the Stars” event held at the District; and June 6 he met
with the General Manager/CEO to review the agenda.
Information only.
3
Minutes 06/12/2019 sma
GENERAL MANAGER/CEO REPORT
The General Manager/CEO thanked staff for covering in his absence. He stated that he
will be attending California Special District’s Associations’ General Manager Leadership
Summit where Ms. Kerrie Bryan, Human Resources and Safety Risk Manager, will be
presenting a breakout session on “Employee Recruitment and Retention Strategies that
Work”.
The General Manager/CEO informed the Board of the following:
• June 18 at 3:30 pm the District will be holding the Finance and Human Resources
Committee meeting.
• On June 22, the District will distribute free high efficiency toilets to qualifying
customers. The event will be held at the headquarters and end once all supplies
have been distributed.
Information only.
LEGAL COUNSEL REPORT
No report at this time.
BOARD OF DIRECTORS’ COMMENTS
Director Coats thanked everyone for attending the Board meeting.
Chairman Carrillo thanked the Chief Financial Officer for his presentation and
welcomed the District’s new Senior Engineer.
Information only.
ADJOURN
The meeting adjourned at 6:22 p.m.
___________________________
Chris Carrillo, Board President
__________________________
John Mura, Secretary
B OAR D AG E N D A S TAF F R E P O RT
Agenda Item #2.b.
Meeting Date: June 26, 2019
C ons ent Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: May 2019 Dis b urs ements: Ac c ounts p ayab le d is b urs ements fo r the period includ e check numb ers
254140 through 254304, bank d rafts , and A C H P ayments in the amo unt o f $5,744,051.44 and
$501,804.26 fo r payroll.
R E COMME N D AT IO N:
S taff rec o mmend s that the Board o f Directo rs (Bo ard ) review and ap prove the Dis trict’s expense
dis b urs ements fo r the period May 1, 2019 thro ugh May 31, 2019 in the amount o f $6,245,855.70.
B AC KG R O UN D / AN ALYS IS :
In the c o ntinued effort to b e fis c ally trans parent, the payment register fo r sup p lies, materials , servic es , and
p ayro ll fo r May 2019 is attac hed for review and appro val. T his p roc es s p ro vid es the Board and the pub lic an
o pportunity to review the exp ens es o f the Dis tric t. Acc o unts P ayable is p roc es s ed weekly, while p ayro ll is
p roc es s ed b i-weekly. I nfo rmatio n to jus tify each expend iture is available through the F inance Department.
Ac counts p ayab le dis b urs ements fo r the perio d inc lude c hec k numbers 254140 through 254304, b ank drafts,
and AC H P ayments in the amount of $5,744,051.44 and $501,804.26 fo r p ayro ll. S ignificant expenses greater
than or equal to $50,000 are further explained b elo w:
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
Brian Tomp kins
C hief F inancial O fficer
AGE N C Y GOALS AN D OB J E C T IVE S:
G oal and O b jec tives I I - Maintain a C o mmitment to S us tainab ility, Trans p arency, and Ac countability
a) P rac tic e Transparent and Ac countable F isc al Management
R E VIE W B Y O T HE R S :
T his agend a item has been reviewed b y the F inanc e Department.
F IS CAL IMPAC T
S uffic ient fund s have b een b ud geted in the ad o p ted F Y 2018-19 Bud get.
ATTAC H M E NTS:
Description Type
M ay 2 019 P ayment Register Backup Material
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/1/2019 254140 TRISHA MURPHY 8.54
5/1/2019 254141 ALFRED TROY HODGES 7.73
5/1/2019 254142 ANTHONY B JACKSON 135.04
5/1/2019 254143 FRANK COSER 8.39
5/1/2019 254144 OPENDOOR LABS, INC. 45.64
5/1/2019 254145 LE HANG NGUYEN 39.31
5/1/2019 254146 Mary-Ann Schmidt 375.00
5/2/2019 254147 AMERICAN FIDELITY ASSURANCE COMPANY (FSA) 1,387.62
5/2/2019 254148 ANTHESIS 4,108.25
5/2/2019 254149 AT&T 156.73
5/2/2019 254150 AT&T 323.22
5/2/2019 254151 COLONIAL LIFE, PREMIUM 582.66
5/2/2019 254152 DENTAL HEALTH SERVICES 320.40
5/2/2019 254153 DIB'S SAFE & LOCK SERVICE 309.36
5/2/2019 254154 DIRECTV 241.97
5/2/2019 254155 EVERSOFT, INC 212.53
5/2/2019 254156 FIRST CHOICE SERVICES 58.00
5/2/2019 254157 FLEETCREW, INC. 1,119.90
5/2/2019 254158 GARY YOUNG 533.75
5/2/2019 254159 GLOBAL EQUIPMENT COMPANY, INC 1,752.19
5/2/2019 254160 INLAND WATER WORKS SUPPLY CO 321.10
5/2/2019 254161 K & L HARDWARE 288.68
5/2/2019 254162 KELLY ASSOCIATES MANAGEMENT GROUP LLC 4,775.00
5/2/2019 254163 NASSAU LIFE INSURANCE COMPANY 66.74
5/2/2019 254164 SO CAL GAS 14.30
5/2/2019 254165 SO CAL OCCUPATIONAL HEALTH SERVICES 35.00
5/2/2019 254166 SOUTHERN CALIFORNIA EDISON COMPANY 5,314.49
5/2/2019 254167 STAPLES BUSINESS ADVANTAGE 541.02
5/2/2019 254168 THE SHERWIN WILLIAMS CO. 545.36
5/2/2019 254169 UNIFIRST CORPORATION 681.27
5/8/2019 254171 AM CONSERVATION GROUP, INC 1,777.95
5/8/2019 254172 ANTHESIS 4,103.50
5/8/2019 254173 APPLEONE EMPLOYMENT SERVICE 498.96
5/8/2019 254174 BURRTEC WASTE (GROUP) INDUSTRIES, INC. 346.85
5/8/2019 254175 BURRTEC WASTE (GROUP) INDUSTRIES, INC. 126.48
5/8/2019 254176 BURRTEC WASTE (GROUP) INDUSTRIES, INC. 126.48
5/8/2019 254177 CITY OF HIGHLAND 4,455.00
5/8/2019 254178 CULLIGAN OF ONTARIO 97.00
5/8/2019 254179 DANIELS TIRE SERVICE, INC 2,043.11
5/8/2019 254180 DIB'S SAFE & LOCK SERVICE 9.72
5/8/2019 254181 EXPERIAN 209.68
5/8/2019 254182 EYE MED VISION CARE 1,327.52
5/8/2019 254183 HATFIELD BUICK 379.77
5/8/2019 254184 HIGHLAND COMMUNITY NEWS 29.95
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 1 of 7
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/8/2019 254185 INLAND WATER WORKS SUPPLY CO 8,251.65
5/8/2019 254186 K & L HARDWARE 8.61
5/8/2019 254187 MARLINK 1,084.71
5/8/2019 254188 MC CROMETER INC 1,527.14
5/8/2019 254189 SO CAL GAS 332.71
5/8/2019 254190 SOUTH COAST A.Q.M.D. 265.96
5/8/2019 254191 STAPLES BUSINESS ADVANTAGE 573.72
5/8/2019 254192 SUNSCREEN WINDOW TINTING 2,450.00
5/8/2019 254193 UNIFIRST CORPORATION 635.53
5/8/2019 254194 UNITED TOWING SERVICE, INC 550.00
5/8/2019 254195 VALERO MARKETING & SUPPLY COMP 12,379.96
5/15/2019 254196 LORI BARNES 83.42
5/15/2019 254197 BRECKENRIDGE PROPERTY FUND 2016 LLC 279.39
5/15/2019 254198 FYAD ENTERPRISES INC. 141.08
5/15/2019 254199 LOUIS CARR 44.43
5/15/2019 254200 CRISTINA MASSENZO 41.61
5/15/2019 254201 EPIC CONSTRUCTION 1,522.68
5/15/2019 254202 R & I COMMUNICATION INC. 1,497.13
5/15/2019 254203 ALL AMERICAN ASPHALT 362.96
5/15/2019 254204 XIAOQI SONG 703.59
5/15/2019 254205 MARIA GODINEZ 27.07
5/15/2019 254206 JOSE SOLANO 35.11
5/15/2019 254207 PAMELA BIBLE 186.25
5/15/2019 254208 RICHARD GARCIA 198.60
5/15/2019 254209 ROBIN OHANA 324.00
5/15/2019 254210 RONALD BONE 119.10
5/15/2019 254211 AMERICAN FIDELITY ASSURANCE COMPANY (FSA) 1,387.62
5/15/2019 254212 AUTO ZONE 6.45
5/15/2019 254213 BURGESS MOVING & STORAGE 1,500.75
5/15/2019 254214 BURRTEC WASTE (GROUP) INDUSTRIES, INC. 1,563.93
5/15/2019 254215 CITY OF SAN BERNARDINO, PUBLIC WORKS DEPT 1,121.96
5/15/2019 254216 DONEGAN TREE SERVICE 2,400.00
5/15/2019 254217 FEDERAL EXPRESS CORPORATION 72.46
5/15/2019 254218 FIRST CHOICE SERVICES 437.01
5/15/2019 254219 FLEET MANAGEMENT DEPARTMENT 242.19
5/15/2019 254220 HATFIELD BUICK 98.27
5/15/2019 254221 HIGHLAND COMMUNITY NEWS 3,150.00
5/15/2019 254222 K & L HARDWARE 62.16
5/15/2019 254223 KELLY ASSOCIATES MANAGEMENT GROUP LLC 6,047.50
5/15/2019 254224 KONICA MINOLTA 618.16
5/15/2019 254225 LOWE'S 603.89
5/15/2019 254226
NATIONAL AUTO FLEET GROUP, CHEVROLET OF
WATSONVILLE 31,048.27
5/15/2019 254227 SOUTHERN CALIFORNIA EDISON COMPANY 108,865.45
5/15/2019 254228 STANTEC CONSULTING SERVICES, INC. 12,970.00
5/15/2019 254229 STAPLES BUSINESS ADVANTAGE 466.40
5/15/2019 254230 UNIFIRST CORPORATION 365.21
5/15/2019 254231 UNITED PARCEL SERVICE, INC. 77.63
5/15/2019 254232 WESTBROOK FENCE, INC 5,900.00
5/15/2019 254233 BALFOUR BEATTY INFRASTRUCTURE, INC 1,290,000.00
5/15/2019 254234 BALFOUR BEATTY INFRASTRUCTURE, INC 1,496,750.00
5/15/2019 254235 BALFOUR BEATTY INFRASTRUCTURE, INC 600,000.00
5/20/2019 254236 CAEATFA 10,000.00
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 2 of 7
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/21/2019 254237 JONATHAN PALOMINO 77.39
5/21/2019 254238 TBMM LYNWOOD DRIVE PARTNERS, LLC 2,586.26
5/21/2019 254239 REAL ESTATE AND NOTARY SERVICES 96.45
5/21/2019 254240 JMJNJ PEREZ LLC 82.09
5/21/2019 254241 MARGARITA LOPEZ 49.75
5/21/2019 254242 GINGER VALENTINE 42.11
5/21/2019 254243 DONALD BRADY 23.22
5/21/2019 254244 LINH T PHAM 82.09
5/21/2019 254245 RICARDO ENRIQUEZ 106.83
5/21/2019 254246 SONIA CUARENTA 26.38
5/21/2019 254247 ONLINE RESOURCES CORPORATION 152.76
5/22/2019 254248 AIR CHIEF, INC. 476.94
5/22/2019 254249 AMERICAN FIDELITY ASSURANCE COMPANY 1,830.18
5/22/2019 254250 ANTHESIS 2,237.75
5/22/2019 254251 APPLEONE EMPLOYMENT SERVICE 506.69
5/22/2019 254252 AT&T 49.69
5/22/2019 254253 CHEM-TECH INTERNATIONAL INC 8,937.88
5/22/2019 254254 FIRST CHOICE SERVICES 283.25
5/22/2019 254255 GEORGE LEPINS, BELOW ZERO 6,500.00
5/22/2019 254256 GOODMAN DISTRIBUTION INC 77.30
5/22/2019 254257 GRANT FARM 5,868.75
5/22/2019 254258 INLAND WATER WORKS SUPPLY CO 6,128.80
5/22/2019 254259 K & L HARDWARE 6.41
5/22/2019 254260 METROPOLITAN LIFE INS CO 115.80
5/22/2019 254261 PETAS CAR CARE- KEVIN KOHRELL 853.57
5/22/2019 254262 PETTY CASH 64.58
5/22/2019 254263 SAN BERNARDINO MUNICIPAL WATER DEPARTMENT 659,278.05
5/22/2019 254264 SAN BERNARDINO MUNICIPAL WATER DEPARTMENT 17,888.16
5/22/2019 254265 SO CAL GAS 15.29
5/22/2019 254266 STERLING WATER TECHNOLOGIES, LLC 1,391.25
5/22/2019 254267 U.S. BANCORP SERVICE CENTER 27,116.04
5/22/2019 254272 UNIFIRST CORPORATION 1,021.96
5/22/2019 254275 YARDLEY ORGILL CO. INC. YO FIRE 638.15
5/29/2019 254276 DENISE CROWLEY 475.00
5/29/2019 254277 DANIELA PEREZ 110.61
5/29/2019 254278 TBI PROPERTIES 123.22
5/29/2019 254279 CHERYL K MOOREN 6.91
5/29/2019 254280 JORGE OROZCO 16.50
5/29/2019 254281 CALIFORNIA CAPITAL INC 96.85
5/29/2019 254282 BRECKENRIDGE PROPERTY FUND 2016 LLC 371.57
5/29/2019 254283 AMAZON.COM, LLC 3,735.40
5/29/2019 254284 AMERICAN FIDELITY ASSURANCE COMPANY (FSA) 1,387.62
5/29/2019 254285 ANTHESIS 1,737.00
5/29/2019 254286 APPLEONE EMPLOYMENT SERVICE 1,055.12
5/29/2019 254287 AT&T 323.54
5/29/2019 254288 AT&T 156.81
5/29/2019 254289 CALIFORNIA-NEVADA SECTION, AWWA 50.00
5/29/2019 254290 COMPUTERIZED EMBROIDERY COMPANY, INC 2,385.59
5/29/2019 254291 DENTAL HEALTH SERVICES 320.40
5/29/2019 254292 EVERSOFT, INC 212.53
5/29/2019 254293 K & L HARDWARE 74.47
5/29/2019 254294 KEISHA MURPHY 119.50
5/29/2019 254295 MOBILE OCCUPATIONAL SERVICES, INC 89.00
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 3 of 7
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/29/2019 254296 ORANGE COUNTY COASTKEEPER, INC 1,500.00
5/29/2019 254297 SOUTH COAST A.Q.M.D. 132.98
5/29/2019 254298 SOUTH COAST A.Q.M.D. 265.96
5/29/2019 254299 SOUTHERN CALIFORNIA EDISON COMPANY 7,397.37
5/29/2019 254300 SWRCB-DWOCP 70.00
5/29/2019 254301 THE HOME DEPOT PRO 1,060.24
5/29/2019 254302 TYLER TECHNOLOGIES, INC 69,724.04
5/31/2019 254303 SANTA ANA REGIONAL WATER QUALITY CONTROL BOARD 34,356.00
5/31/2019 254304 SANTA ANA REGIONAL WATER QUALITY CONTROL BOARD 10,000.00
BANK DRAFTS
5/1/2019 DFT0003314 CALPERS/ DEFERRED COMPENSATION 16,924.60
5/1/2019 DFT0003315 CALPERS/ MEDICAL 86,994.80
5/1/2019 DFT0003316 CALPERS/ RETIREMENT 39,000.62
5/1/2019 DFT0003320 STATE DISBURSEMENT UNIT 2,442.47
5/3/2019 DFT0003313 CA SDI Tax 2,212.71
5/3/2019 DFT0003317 Federal Payroll Tax 23,511.68
5/3/2019 DFT0003318 Medicare 6,742.56
5/3/2019 DFT0003319 Social Security 137.02
5/3/2019 DFT0003321 State Payroll Tax 8,963.76
5/3/2019 DFT0003324 MERCHANT BANKCD 290.27
5/8/2019 DFT0003325 PayNearMe, Inc. 264.67
5/10/2019 DFT0003335 FORTE, ACH DIRECT INC, ACH FEES 4,225.71
5/10/2019 DFT0003337 TRANSFIRST DISCOUNT 12,417.45
5/15/2019 DFT0003328 CALPERS/ DEFERRED COMPENSATION 17,269.84
5/15/2019 DFT0003329 CALPERS/ RETIREMENT 39,120.25
5/15/2019 DFT0003333 STATE DISBURSEMENT UNIT 2,442.47
5/15/2019 DFT0003336 PayNearMe, Inc. 262.68
5/17/2019 DFT0003327 CA SDI Tax 2,218.66
5/17/2019 DFT0003330 Federal Payroll Tax 23,548.37
5/17/2019 DFT0003331 Medicare 6,759.78
5/17/2019 DFT0003332 Social Security 136.82
5/17/2019 DFT0003334 State Payroll Tax 9,010.55
5/22/2019 DFT0003339 CA SDI Tax 11.73
5/22/2019 DFT0003340 Federal Payroll Tax 55.73
5/22/2019 DFT0003341 Medicare 34.00
5/22/2019 DFT0003342 State Payroll Tax 18.40
5/22/2019 DFT0003343 CBB 2,467.97
5/22/2019 DFT0003344 PayNearMe, Inc. 206.96
5/23/2019 DFT0003357 VERIFONE INC 22.00
5/29/2019 DFT0003348 CALPERS/ DEFERRED COMPENSATION 17,324.06
5/29/2019 DFT0003349 CALPERS/ RETIREMENT 39,120.23
5/29/2019 DFT0003355 STATE DISBURSEMENT UNIT 2,442.47
5/29/2019 DFT0003356 PayNearMe, Inc. 117.41
5/31/2019 DFT0003350 CA SDI Tax 2,423.54
5/31/2019 DFT0003351 Federal Payroll Tax 25,146.47
5/31/2019 DFT0003352 Medicare 7,339.52
5/31/2019 DFT0003353 Social Security 1,098.14
5/31/2019 DFT0003354 State Payroll Tax 9,785.61
5/31/2019 DFT0003358 PayNearMe, Inc. 65.67
ACH PAYMENTS
5/2/2019 10005747 ADVANTAGE FLEET WASH, INC 325.00
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 4 of 7
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/2/2019 10005748 APPLIED MAINTENANCE SUPPLIES & SOLUTIONS LLC 155.78
5/2/2019 10005749 BARRY'S SECURITY SERVICES, INC 3,468.92
5/2/2019 10005750 CALIFORNIA SPECIAL DISTRICTS 65.00
5/2/2019 10005751 CAROL CALES 503.05
5/2/2019 10005752 DANGELO CO INC 4,239.96
5/2/2019 10005753 DANIEL DAVIS 501.20
5/2/2019 10005754 DAVID HERNANDEZ 391.92
5/2/2019 10005755 ELISEO OCHOA 493.62
5/2/2019 10005756 EVWD EMPLOYEES EVENTS ASSOC 368.92
5/2/2019 10005757 FERGUSON ENTERPRISES, INC. 31,201.66
5/2/2019 10005758 FRONTIER COMMUNICATIONS 57.47
5/2/2019 10005759 GARY STURDIVAN 609.28
5/2/2019 10005760 GERALD SIEVERS 609.28
5/2/2019 10005761 GOLDEN STATE LABOR COMPLIANCE, LLC 4,750.00
5/2/2019 10005762 GORDON GRANT 523.40
5/2/2019 10005763 HAAKER EQUIPMENT COMPANY 5,434.62
5/2/2019 10005764 JEREMY SUBRIAR 275.00
5/2/2019 10005765 JOSE MILLAN 2,750.00
5/2/2019 10005766 LEGEND PUMP AND WELL 15,873.06
5/2/2019 10005767 LINCOLN NATIONAL LIFE INS CO. 2,142.08
5/2/2019 10005768 MCMASTER-CARR 78.20
5/2/2019 10005769 MICHAEL HENDERSON 594.16
5/2/2019 10005770 MIKE MALONEY 647.10
5/2/2019 10005771 MUSICK, PEELER & GARRETT LLP 14,314.86
5/2/2019 10005772 QUINN COMPANY 6,927.04
5/2/2019 10005773 REBECCA KASTEN 533.61
5/2/2019 10005774 REDLINE MOBILE FLEET SERVICE & REPAIR 1,206.36
5/2/2019 10005775 SAFETY COMPLIANCE COMPANY 200.00
5/2/2019 10005776 SCHUBERT ENTERPRISES INC 220.00
5/2/2019 10005777 SOUTHERN CALIFORNIA EDISON 600.00
5/2/2019 10005778 SUPERIOR AUTOMOTIVE WAREHOUSE, INC. 166.58
5/2/2019 10005779 TK CONSTRUCTION/ KIRTLEY CONSTRUCTION INC 213,501.48
5/2/2019 10005780 VISTA PAINTS 155.87
5/2/2019 10005781 VULCAN MATERIALS CO/ CALMAT CO 696.44
5/2/2019 10005782 WAXIE SANITARY SUPPLY 137.88
5/2/2019 10005783 WIRELESS GUYS, INC. 10,480.52
5/2/2019 10005784 ZENON ENVIRONMENTAL CORP. 25,151.76
5/8/2019 10005785 ADS LLC 1,600.00
5/8/2019 10005786 ADVANTAGE FLEET WASH, INC 350.00
5/8/2019 10005787 APPLIED MAINTENANCE SUPPLIES & SOLUTIONS LLC 787.68
5/8/2019 10005788 ASBCSD 37.00
5/8/2019 10005789 B&A BLAIS & ASSOCIATES INC 2,700.00
5/8/2019 10005790 BARRY'S SECURITY SERVICES, INC 1,746.67
5/8/2019 10005791 CINTAS CORPORATION (FIRST AID) 163.46
5/8/2019 10005792 CLEARFLY COMMUNATIONS 1,332.11
5/8/2019 10005793 CLINICAL LAB OF S B 5,157.00
5/8/2019 10005794 CORELOGIC SOLUTIONS INC. 360.50
5/8/2019 10005795 COUNTY OF SAN BERNARDINO, RECORDER- CLERK 192.00
5/8/2019 10005796 DOCUSIGN, INC. 18,515.00
5/8/2019 10005797 EXCEL LANDSCAPE, ICN 3,650.00
5/8/2019 10005798 FERGUSON ENTERPRISES, INC. 6,465.00
5/8/2019 10005799 FRONTIER COMMUNICATIONS 49.58
5/8/2019 10005800 INFOSEND, INC 51,954.35
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 5 of 7
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/8/2019 10005801 JC LAW FIRM 33,510.00
5/8/2019 10005803 LESLIE'S POOL SUPPLIES, INC. 186.91
5/8/2019 10005804 MANAGED MOBILE, INC. 2,271.34
5/8/2019 10005805 MCMASTER-CARR 24.18
5/8/2019 10005806 MILLER SPATIAL SERVICES LLC 4,320.00
5/8/2019 10005807 MINUTEMAN PRESS OF RANCHO CUCAMONGA 111.22
5/8/2019 10005808 NATIONAL CONSTRUCTION RENTALS 158.49
5/8/2019 10005809 NEPTUNE TECHNOLOGY GROUP INC. 24,133.92
5/8/2019 10005810 PARKHOUSE TIRE, INC 198.44
5/8/2019 10005811 PLUMBERS DEPOT INC. 280.80
5/8/2019 10005812 QUINN COMPANY 726.43
5/8/2019 10005813 QUINTANA, WATTS & HARTMANN LLC 4,200.00
5/8/2019 10005814 RICHARD BECERRA 134.47
5/8/2019 10005815 RICHARD E. DANZEY JR. 300.00
5/8/2019 10005816 SCN, SECURITY COMMUNICATION NETWORK, INC 285.00
5/8/2019 10005817 SWIFTCOMPLY US OPCO, INC 3,825.00
5/8/2019 10005818 TK CONSTRUCTION/ KIRTLEY CONSTRUCTION INC 22,686.42
5/8/2019 10005819 UNDERGROUND SERVICE ALERT 401.83
5/8/2019 10005820 VERIZON WIRELESS 4,554.09
5/8/2019 10005822 VULCAN MATERIALS CO/ CALMAT CO 1,365.00
5/15/2019 10005823 AIRGAS, USA LLC 192.45
5/15/2019 10005824 ANTHONY'S IRRIGATION 5,265.00
5/15/2019 10005825 BARRY'S SECURITY SERVICES, INC 1,746.67
5/15/2019 10005826 CINTAS CORPORATION (FIRST AID) 232.05
5/15/2019 10005827 CLIFF'S PEST CONTROL 323.00
5/15/2019 10005828 DANGELO CO INC 541.82
5/15/2019 10005829 DIMENSION DATA NORTH AMERICA 6,565.00
5/15/2019 10005830 DNG-DIGITAL NETWORKS GROUP, INC. 9,028.57
5/15/2019 10005831 EVWD EMPLOYEES EVENTS ASSOC 373.92
5/15/2019 10005832 EXCEL LANDSCAPE, ICN 8,931.40
5/15/2019 10005833 FRONTIER COMMUNICATIONS 523.75
5/15/2019 10005834 GENESIS INDUSTRIAL SUPPLY, INC 405.36
5/15/2019 10005835 INFOBOND, INC 470.00
5/15/2019 10005836 INFOSEND, INC 38,957.30
5/15/2019 10005837 INLAND MARKETING GROUP, IMG JEFF WHITMAN 160.00
5/15/2019 10005838 J COMM, INC. 11,079.70
5/15/2019 10005839 LEGEND PUMP AND WELL 22,381.35
5/15/2019 10005840 MINUTEMAN PRESS OF RANCHO CUCAMONGA 5,134.44
5/15/2019 10005841 MONTROSE ENVIRONMENTAL GROUP, INC. 1,578.58
5/15/2019 10005842 PATTON'S SALES CORP 17.90
5/15/2019 10005843 PLUMBERS DEPOT INC. 10,472.48
5/15/2019 10005844 QUINN COMPANY 369.51
5/15/2019 10005845 RBC RESOURCES 6,580.00
5/15/2019 10005846 SHRED-IT US JV LLC 128.76
5/15/2019 10005847 SUPERIOR AUTOMOTIVE WAREHOUSE, INC. 7.22
5/15/2019 10005848 VULCAN MATERIALS CO/ CALMAT CO 713.34
5/22/2019 10005849 ADCOMP SYSTEMS 319.29
5/22/2019 10005850 ADVANTAGE FLEET WASH, INC 300.00
5/22/2019 10005851 ALEX LARIOS-RIVAS 128.50
5/22/2019 10005852 ALLIED REFRIGERATION INC. 217.71
5/22/2019 10005853 ASHOK K. DHINGRA, AKD CONSULTING 6,582.44
5/22/2019 10005854 BACKFLOW PREVENTION DEVICE INSPECTIONS INC 617.22
5/22/2019 10005855 BARRY'S SECURITY SERVICES, INC 1,746.67
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 6 of 7
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/22/2019 10005856 BOOT BARN, INC 882.85
5/22/2019 10005857 BUCHALTER NEMER 718.50
5/22/2019 10005858 CALGON CARBON CORPORATION 315.00
5/22/2019 10005859 EXCEL LANDSCAPE, ICN 206.58
5/22/2019 10005860 FERGUSON ENTERPRISES, INC. 1,107.11
5/22/2019 10005861 FMB TRUCK OUTFITTERS, INC 914.52
5/22/2019 10005862 FRONTIER COMMUNICATIONS 646.58
5/22/2019 10005863 HIGHLAND AREA CHAMBER 400.00
5/22/2019 10005864 INLAND DESERT SECURITY & COMMUNICATIONS, INC 570.10
5/22/2019 10005865 JONATHAN PEEL 177.50
5/22/2019 10005866 JOSE MILLAN 2,750.00
5/22/2019 10005867 LESLIE'S POOL SUPPLIES, INC. 44.88
5/22/2019 10005868 MANAGED MOBILE, INC. 358.16
5/22/2019 10005869 MCCRAY ENTERPRISES 2,431.23
5/22/2019 10005870 MCMASTER-CARR 363.75
5/22/2019 10005871 ORION SYSTEMS INTEGRATORS LLC 2,000.00
5/22/2019 10005872 PATTON'S SALES CORP 801.45
5/22/2019 10005873 QUINN COMPANY 83.11
5/22/2019 10005874 RAFTELIS FINANCIAL CONSULTANTS, INC 15,822.35
5/22/2019 10005875 SULZER ELECTRO-MECHANICIAL SERVICES (US) INC. 465.00
5/22/2019 10005876 SUPERIOR AUTOMOTIVE WAREHOUSE, INC. 100.62
5/22/2019 10005877 USA BLUE BOOK 1,318.56
5/22/2019 10005878 VULCAN MATERIALS CO/ CALMAT CO 3,791.44
5/29/2019 10005879 AMANDA PARRILLA, ROXS WITH A TWIST 380.00
5/29/2019 10005880 ASBCSD 58.00
5/29/2019 10005881 B&A BLAIS & ASSOCIATES INC 1,804.24
5/29/2019 10005882 BARRY'S SECURITY SERVICES, INC 5,811.15
5/29/2019 10005883 CINTAS CORPORATION (FIRST AID) 167.67
5/29/2019 10005884 EVWD EMPLOYEES EVENTS ASSOC 403.92
5/29/2019 10005885 FRONTIER COMMUNICATIONS 57.47
5/29/2019 10005886 GENESIS INDUSTRIAL SUPPLY, INC 575.72
5/29/2019 10005887 GRAINGER 85.63
5/29/2019 10005888 HAAKER EQUIPMENT COMPANY 384.35
5/29/2019 10005889 JAMIE LEON 107.00
5/29/2019 10005890 JOSE MILLAN 120.00
5/29/2019 10005891 MIKE J. ROQUET CONSTRUCTION INC 43,540.35
5/29/2019 10005892 MILLER SPATIAL SERVICES LLC 2,810.00
5/29/2019 10005893 MINUTEMAN PRESS OF RANCHO CUCAMONGA 160.78
5/29/2019 10005894 MSC INDUSTRIAL SUPPLY CO/ SID TOOL CO, INC 334.53
5/29/2019 10005895 MUSICK, PEELER & GARRETT LLP 2,810.50
5/29/2019 10005896 NATIONAL CONSTRUCTION RENTALS 158.49
5/29/2019 10005897 PAMELA FRENCH TIMELESS PLAQUES $ AWARDS 499.46
5/29/2019 10005898 PLUMBERS DEPOT INC. 2,230.64
5/29/2019 10005899 PLUS 1 PERFORMANCE 38.10
5/29/2019 10005900 S & J PLUMBING, INC. 1,378.00
5/29/2019 10005901 SCHUBERT ENTERPRISES INC 220.00
5/29/2019 10005902 SOLARWINDS, INC. 7,991.00
5/29/2019 10005903 SUPERIOR AUTOMOTIVE WAREHOUSE, INC. 136.64
5/29/2019 10005904 USA BLUE BOOK 316.85
5/29/2019 10005905 WAXIE SANITARY SUPPLY 258.71
TOTAL 5,744,051.44$
PAYMENT REGISTER
MAY 1, 2019 - MAY 31, 2019 Page 7 of 7
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
Brian Tomp kins
C hief F inancial O fficer
B OAR D AG E N D A S TAF F R E P O RT
Agend a Item #2.c.
Meeting Date: June 26, 2019
C ons ent Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: F inanc ial S tatements fo r May 2019
R E COMME N D AT IO N:
S taff recommends that the Board o f Direc tors (Board ) ac cept and file the attached financial s tatements as o f,
and fo r the perio d end ed, May 31, 2019.
B AC KG R O UN D / AN ALYS IS :
Inc luded herewith fo r the Board’s review is a summary of Eas t Valley Water Dis trict’s financial res ults , as o f
May 31, 2019.
AGE N C Y GOALS AN D OB J E C T IVE S:
G oal and O b jec tives I I - Maintain a C o mmitment to S us tainab ility, Trans p arency, and Ac countability
a) P rac tic e Transparent and Ac countable F isc al Management
R E VIE W B Y O T HE R S :
T his agend a item has been reviewed b y the F inanc e Department.
F IS CAL IMPAC T
T here is no fis cal imp ac t as s oc iated with this agend a item.
ATTAC H M E NTS:
Description Type
M ay 2 019 Financial Statement Monthly Backup Material
M ay 2 019 Financial Statements Backup Material
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 1
The following is a highlight summary of the District’s financial results as of May 31, 2019.
Please note all values presented are in millions.
Statement of Net Position
Total assets at May 31, 2019 are $214.85 million.
CLASSIFICATION WATER WASTEWATER DISTRICT TOTAL
Cash and Investments $ 30.77 $ (4.88) $ 25.89
Utility Plant, Net 110.11 19.16 129.27
Other Assets 18.04 41.65 59.69
Current Liabilities 5.93 1.29 7.22
Long Term Liabilities 52.88 25.65 78.53
Beginning Net Position 90.37 27.75 118.12
Change in Equity 9.75 1.24 10.99
Total Net Position $ 100.12 $ 28.99 $ 129.11
Cash and Investments are $25.89 million for the month of May, a decrease of $3.62 million
from the prior month. During the month of May, the District released progress payments for
the construction cost incurred for the SNRC.
As of May 31, 2019, the Wastewater Funds Cash and Investments is negative $4.88 million.
This amount includes a negative $7.68 million Cash and Cash Equivalents, $1.85 million
Investments, and $2.39 million in Restricted Cash and Cash Equivalents. Finance staff has
reached out to the State Water Resources Control Board (SWRCB) and confirmed that they
had in fact received our most recent Disbursement Request. According to the SWRCB, our
reimbursement request was approved however, they are currently experiencing delays in
processing all their disbursements due to their new accounting system. They were unable
to give us an exact timeframe of when we will receive payment. The District will continue to
show $8.49 million in Due From other Governments for construction costs incurred for the
SNRC.
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 2
$0
$5
$10
$15
$20
$25
$30
$35
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CASH & INVESTMENTS
Restricted Unrestricted
Comparing current assets to current liabilities, the District has a current ratio at May 31,
2019 of 4.43 to 1, with 2 to 1 being an indication of sound financial condition.
Statement of Revenues & Expenses
Operating results are presented in three ways in the attached financial statements for the
period ending May 31, 2019. First is a one-page summary with monthly and year-to-date
totals for revenue and expenses, presented by Expense Category. Second is a one-page
summary with monthly and year-to-date totals for Revenues and Expense by Program. Third
is a Budget-to-Actual presentation of program expense detail.
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 3
Total Revenues & Expenses through May 31, 2019 are summarized below (in millions):
WATER WASTEWATER DISTRICT TOTAL
Revenue $ 24.90 $ 12.53 $ 37.43
Expense 15.15 11.29 26.44
Water Sales for the month ending May 31, 2019 were $1.40M; $305K over staff projections
for the month and $1.01M over projections, year-to-date.
$-
$0.5
$1.0
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$2.0
$2.5
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Water Sales by Tier
Tier 1 Tier 2 Tier 3 FY 2017-18 Projection
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 4
Water Sales by Customer Class
The table below shows the District’s water sales for the month of May 2019 by customer
class. All customer classes came in below projections.
CUSTOMER CLASS ACTUAL PROJECTION $ CHANGE % CHANGE
Residential 788,152$ 412,000$ 376,152$ 91%
Multi-Family 280,381 224,000 56,381 25%
Commercial 124,981 75,000 49,981 67%
Irrigation 209,240 55,000 154,240 280%
Total $1,402,754 $ 766,000 $ 636,754 83%
The following table displays customer class by tier for the month of May 2019.
CUSTOMER CLASS TIER ACTUAL PROJECTION $ CHANGE % CHANGE
Residential Tier 1 366,150$ 260,000$ 106,150$ 41%
Residential Tier 2 350,872 61,000 289,872 475%
Residential Tier 3 71,130 91,000 (19,870) -22%
Multi-Family Tier 1 158,345 130,000 28,345 22%
Multi-Family Tier 2 89,246 25,000 64,246 257%
Multi-Family Tier 3 32,790 69,000 (36,210) -52%
Commercial Tier 1 82,595 60,000 22,595 38%
Commercial Tier 2 9,756 7,000 2,756 39%
Commercial Tier 3 32,630 8,000 24,630 308%
Irrigation Tier 2 134,306 25,000 109,306 437%
Irrigation Tier 3 74,934 30,000 44,934 150%
Total $ 1,402,754 $ 766,000 $ 636,754 83%
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 5
The chart below is a comparative illustration of current Water Revenue compared to last
year’s Water Revenue. As noted in the graph, Water Sales and Meter Charges experienced
an increase in Revenue over last year. Water consumption decreased 37.98 million gallons
of water (501K HCF) more than in May of 2018.
$-
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5/31/2018 5/31/2019
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Comparative Monthly Water Revenue
(Water Sales & Meter Charges)
Meter Tier 1 Tier 2 Tier 3
Total -$1,612,357 Total -$1,661,487
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 6
Water Fund Activities by Cost Center
The graph below provides a year-to-date comparison of the Water Fund operating cost
centers for FY 2017-18 and FY 2018-19.
FINANCIAL STATEMENTS MONTHLY REVIEW
MAY 31, 2019
page | 7
Wastewater Fund Activities by Cost Center
The graph below provides a year-to-date comparison of the Wastewater Fund operating
cost centers for FY 2017-18 and FY 2018-19.
WATER WASTEWATER DISTRICT TOTAL
Assets:
Current Assets:
01 Cash and Cash Equivalents 22,187,626.75$ (9,128,162.30)$ 13,059,464.45$
02 Investments 3,226,960.34 1,853,883.65 5,080,843.99
03 Accounts Receivable, Net 4,212,813.93 276,400.83 4,489,214.76
04 ‐Interest Receivable 5,951.06 3,377.19 9,328.25
14*05 Other Receivables 335,331.16 - 335,331.16
06 Due from other Governments 16,144.57 8,493,000.00 8,509,144.57
08 Inventory 341,426.25 6,721.16 348,147.41
09 Prepaid Expenses 97,301.47 11,513.08 108,814.55
30,423,555.53 1,516,733.61 31,940,289.14
Non-Current Assets:
10 Restricted Cash and Cash Equivalents 5,356,946.35 2,389,323.55 7,746,269.90
11 Capital Assets not being Depreciated 9,591,497.92 31,789,592.35 41,381,090.27
13 Capital Assets, Net 110,113,802.83 19,161,539.15 129,275,341.98
125,062,247.10 53,340,455.05 178,402,702.15
Total Assets:155,485,802.63 54,857,188.66 210,342,991.29
Deferred Outflow Of Resources
24*Deferred Charge on Refunding 120,546.13 - 120,546.13
25 Deferred Outflows - Pensions 3,316,376.79 1,073,353.21 4,389,730.00
158,922,725.55 55,930,541.87 214,853,267.42
Current Liabilities:
22 Accounts Payable and Accrued Expenses 1,946,450.97 29,959.97 1,976,410.94
23 Accrued Payroll and Benefits (18,683.10) - (18,683.10)
15 Customer Service Deposits 1,545,208.15 - 1,545,208.15
16 Construction Advances and Retentions 106,000.00 1,000,750.00 1,106,750.00
17 Accrued Interest Payable 395,073.92 53,743.75 448,817.67
18 Current Portion of Compensated Absences 273,181.99 79,391.90 352,573.89
19 Current Portion of Long-Term Debt 1,682,222.05 122,958.00 1,805,180.05
5,929,453.98 1,286,803.62 7,216,257.60
Non-Current Liabilities:
20 Compensated Absences, less current portion (102,080.82) 357,362.37 255,281.55
28 Net Pension Liability 8,923,234.92 2,678,563.08 11,601,798.00
21 Long Term Debt, Less Current Portion 43,621,532.11 22,125,066.78 65,746,598.89
27 Other Liabilities 1,173.64 359,885.40 361,059.04
Deferred Inflows Of Resources
26 Deferred Inflows - Pensions 436,011.87 127,507.13 563,519.00
52,879,871.72 25,648,384.76 78,528,256.48
58,809,325.70 26,935,188.38 85,744,514.08
31 Equity 90,368,264.90 27,754,122.81 118,122,387.71
90,368,264.90 27,754,122.81 118,122,387.71
Tot Total Revenue 24,895,293.61 12,534,600.56 37,429,894.17
Tot Total Expense 15,150,158.66 11,293,369.88 26,443,528.54
9,745,134.95 1,241,230.68 10,986,365.63
100,113,399.85 28,995,353.49 129,108,753.34
158,922,725.55$ 55,930,541.87$ 214,853,267.42$
Unaudited
As of May 31, 2019
Combining Schedule of Net Position
Total Equity and Current Surplus (Deficit):
Total Assets and Deferred Outflows of Resources:
Total Current Assets:
Total Non-Current Assets:
Total Liabilities, Equity and Current Surplus (Deficit):
Total Total Beginning Equity:
Equity:
Revenues Over/Under Expenses
Total Current Liabilities:
Total Non-Current and Deferred Inflows of Resources:
Total Liabilities and Deferred Inflows of Resources:
Page 1 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Revenue
41 Water Sales 1,402,753.97$ 14,757,212.15$ 15,800,000.00$ -$ -$ -$ 15,800,000.00$ 1,042,787.85$
42 Meter Charges 752,920.85 8,258,013.11 8,960,000.00 - - - 8,960,000.00 701,986.89
43 Penalties 53,039.98 531,888.44 452,000.00 2,413.06 38,686.25 164,000.00 616,000.00 45,425.31
44 Wastewater System Charges - - - 394,626.49 4,267,254.63 4,680,000.00 4,680,000.00 412,745.37
45 Wastewater Treatment Charges - - - 734,753.58 7,900,226.07 8,233,000.00 8,233,000.00 332,773.93
46 Other Operating Revenue (2,213.59) 357,880.54 21,000.00 2,050.00 11,725.00 - 21,000.00 (348,605.54)
47 Non Operating Revenue 2,554.91 409,099.61 375,000.00 - 67,623.00 88,000.00 463,000.00 (13,722.61)
48 Gain or Loss on Disposition - 581,199.76 - - 249,085.61 - - (830,285.37)
56 Benefits - - - - - - - -
68 Depreciation - - - - - - - -
Revenue Total: 2,209,056.12 24,895,293.61 25,608,000.00 1,133,843.13 12,534,600.56 13,165,000.00 38,773,000.00 1,343,105.83
- - - - -
Expense by Category
51 Labor 521,475.30 4,165,073.88 4,865,400.00 140,686.45 1,117,751.34 1,457,600.00 6,323,000.00 1,040,174.78
56 Benefits 143,501.04 2,022,732.35 2,183,300.00 37,505.12 536,511.07 647,700.00 2,831,000.00 271,756.58
63 Contract Services 340,754.03 2,989,869.79 3,854,600.00 800,732.42 8,881,539.57 9,406,400.00 13,261,000.00 1,389,590.64
65 Professional Development 7,462.25 146,114.34 282,600.00 2,746.58 58,800.35 115,400.00 398,000.00 193,085.31
53 Overtime 37,440.49 306,034.97 289,200.00 5,709.26 27,749.41 59,800.00 349,000.00 15,215.62
62 Materials and Supplies 93,067.42 1,640,326.48 1,677,800.00 17,866.73 210,347.79 175,200.00 1,853,000.00 2,325.73
64 Utilities 159,294.94 1,766,875.74 2,376,523.89 11,367.87 93,865.72 200,900.00 2,577,423.89 716,682.43
52 Temporary Labor 1,442.53 27,217.98 - 618.24 11,664.84 - - (38,882.82)
67 Other 6,963.28 323,720.83 358,000.00 2,897.11 137,809.59 153,000.00 511,000.00 49,469.58
54 Standby 3,352.00 29,520.81 33,000.00 548.00 4,855.20 2,000.00 35,000.00 623.99
61 Water Supply - 186,703.40 1,067,000.00 - - - 1,067,000.00 880,296.60
71 -Debt Service - 2,945,968.09 4,046,000.00 - 312,475.00 312,000.00 4,358,000.00 1,099,556.91
81 -Capital Improvement 27,343.40 2,516,405.28 3,550,000.00 1,613,975.70 21,327,144.22 430,000.00 3,980,000.00 (19,863,549.50)
82 -Capital Outlay 43,867.11 327,368.87 950,576.11 19,028.51 116,192.46 175,000.00 1,125,576.11 682,014.78
83 -Accounting Income Add back - (4,243,774.15) - (1,633,004.21) (21,543,336.68) - - 25,787,110.83
Expense Total: 1,385,963.79 15,150,158.66 25,534,000.00 1,020,677.78 11,293,369.88 13,135,000.00 38,669,000.00 12,225,471.46
Total Surplus (Deficit): 823,092.33$ 9,745,134.95$ -$ 113,165.35$ 1,241,230.68$ -$ -$ -$
Unaudited
Revenue and Expense Budget-to-Actual by Category
Month Ended May 31, 2019
WATER WASTEWATER DISTRICT WIDE
Page 2 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Revenue
41 Water Sales 1,402,753.97$ 14,757,212.15$ 15,800,000.00$ -$ -$ -$ 15,800,000.00$ 1,042,787.85$
42 Meter Charges 752,920.85 8,258,013.11 8,960,000.00 - - - 8,960,000.00 701,986.89
43 Penalties 53,039.98 531,888.44 452,000.00 2,413.06 38,686.25 164,000.00 616,000.00 45,425.31
44 Wastewater System Charges - - - 394,626.49 4,267,254.63 4,680,000.00 4,680,000.00 412,745.37
45 Wastewater Treatment Charges - - - 734,753.58 7,900,226.07 8,233,000.00 8,233,000.00 332,773.93
46 Other Operating Revenue (2,213.59) 357,880.54 21,000.00 2,050.00 11,725.00 - 21,000.00 (348,605.54)
47 Non Operating Revenue 2,554.91 409,099.61 375,000.00 - 67,623.00 88,000.00 463,000.00 (13,722.61)
Revenue Total: 2,209,056.12 24,895,293.61 25,608,000.00 1,133,843.13 12,534,600.56 13,165,000.00 38,773,000.00 1,343,105.83
Progra 1000 - Board of Directors 10,847.44 120,632.55 235,900.00 4,594.47 50,843.12 101,100.00 337,000.00 165,524.33
Progra 2000 - General Administration 73,165.28 698,150.06 880,600.00 27,805.94 279,894.97 377,400.00 1,258,000.00 279,954.97
Progra 2100 - Human Resources 34,389.07 583,169.17 693,000.00 14,738.19 248,271.50 297,000.00 990,000.00 158,559.33
Progra 2200 - Public Affairs 44,453.78 457,009.50 571,000.00 40,249.67 504,548.20 571,000.00 1,142,000.00 180,442.30
Progra 2300 - Conservation 16,708.19 889,374.27 1,093,000.00 - - - 1,093,000.00 203,625.73
Progra 3000 - Finance 77,864.22 711,176.64 792,000.00 34,037.82 300,171.45 339,000.00 1,131,000.00 119,651.91
Progra 3200 - Information Technology 48,410.68 563,747.86 706,300.00 20,747.33 243,226.65 302,700.00 1,009,000.00 202,025.49
Progra 3300 - Customer Service 141,811.02 1,079,829.25 1,357,900.00 33,864.52 329,812.31 428,100.00 1,786,000.00 376,358.44
Progra 3400 - Meter Service 29,828.77 238,200.58 283,000.00 5,127.80 14,131.47 - 283,000.00 30,667.95
Progra 4000 - Engineering 58,401.12 726,788.53 1,064,700.00 24,570.73 325,685.76 456,300.00 1,521,000.00 468,525.71
Progra 5000 - Water Production 261,478.81 2,959,149.23 4,358,423.89 - - - 4,358,423.89 1,399,274.66
Progra 5100 - Water Treatment 52,587.09 637,381.61 848,000.00 - - - 848,000.00 210,618.39
Progra 5200 - Water Quality 34,680.93 342,860.95 434,000.00 - - - 434,000.00 91,139.05
Progra 6000 - Field Maintenance Administration 27,860.94 302,994.12 310,500.00 2,472.61 23,604.59 34,500.00 345,000.00 18,401.29
Progra 6100 - Water Maintenance 279,414.17 2,139,452.11 2,204,000.00 - - - 2,204,000.00 64,547.89
Progra 6200 - Wastewater Maintenance - - - 778,796.58 8,482,783.28 8,996,000.00 8,996,000.00 513,216.72
Progra 7000 - Facilities Maintenance 79,928.93 657,195.14 742,000.00 20,625.16 171,742.29 219,000.00 961,000.00 132,062.57
Progra 7100 - Fleet Maintenance 42,922.84 497,079.00 413,100.00 13,046.96 106,179.29 95,900.00 509,000.00 (94,258.29)
Progra 8000 - Capital 71,210.51 1,545,968.09 8,546,576.11 - 212,475.00 917,000.00 9,463,576.11 (18,081,977.81)
Total Surplus (Deficit):823,092.33$ 9,745,134.95$ -$ 113,165.35$ 1,241,230.68$ -$ -$ -$
Revenue and Expense Budget-to-Actual by Program
Month Ended May 31, 2019
Unaudited
WATER WASTEWATER DISTRICT WIDE
Page 3 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Revenue
41 Water Sales 1,402,753.97$ 14,757,212.15$ 15,800,000.00$ -$ -$ -$ 15,800,000.00$ 1,042,787.85$
42 Meter Charges 752,920.85 8,258,013.11 8,960,000.00 - - - 8,960,000.00 701,986.89
43 Penalties 53,039.98 531,888.44 452,000.00 2,413.06 38,686.25 164,000.00 616,000.00 45,425.31
44 Wastewater System Charges - - - 394,626.49 4,267,254.63 4,680,000.00 4,680,000.00 412,745.37
45 Wastewater Treatment Charges - - - 734,753.58 7,900,226.07 8,233,000.00 8,233,000.00 332,773.93
46 Other Operating Revenue (2,213.59) 357,880.54 21,000.00 2,050.00 11,725.00 - 21,000.00 (348,605.54)
47 Non Operating Revenue 2,554.91 409,099.61 375,000.00 - 67,623.00 88,000.00 463,000.00 (13,722.61)
48 Gain or Loss on Disposition - 581,199.76 - - 249,085.61 - - (830,285.37)
56 Benefits - - - - - - - -
68 Depreciation - - - - - - -
Revenue Total: 2,209,056.12 24,895,293.61 25,608,000.00 1,133,843.13 12,534,600.56 13,165,000.00 38,773,000.00 1,343,105.83
Program: 1000 - Board of Directors - - -
51 Labor 5,151.12$ 49,015.99$ 73,500.00$ 2,207.62$ 21,006.85$ 31,500.00$ 105,000.00$ 34,977.16$
56 Benefits 3,792.29 44,353.18 45,500.00 1,625.28 19,008.56 19,500.00 65,000.00 1,638.26
62 Materials and Supplies - 314.82 700.00 - 134.93 300.00 1,000.00 550.25
63 Contract Services - 13,253.10 77,700.00 - 5,679.90 33,300.00 111,000.00 92,067.00
65 Professional Development 1,904.03 13,695.46 38,500.00 761.57 5,012.88 16,500.00 55,000.00 36,291.66
Program: 1000 - Board of Directors Total: 10,847.44 120,632.55 235,900.00 4,594.47 50,843.12 101,100.00 337,000.00 165,524.33
Program: 2000 - General Administration - - -
51 Labor 35,710.13 282,619.32 354,900.00 15,304.38 120,726.02 152,100.00 507,000.00 103,654.66
53 Overtime 257.69 1,819.19 2,100.00 110.44 779.66 900.00 3,000.00 401.15
56 Benefits 12,761.31 179,594.82 189,000.00 3,425.98 59,561.00 81,000.00 270,000.00 30,844.18
62 Materials and Supplies 614.76 1,982.87 5,600.00 263.47 849.81 2,400.00 8,000.00 5,167.32
63 Contract Services 22,150.45 163,349.61 250,600.00 7,985.55 68,499.48 107,400.00 358,000.00 126,150.91
64 Utilities 171.74 1,951.93 2,100.00 73.60 836.54 900.00 3,000.00 211.53
65 Professional Development 1,499.20 66,832.32 76,300.00 642.52 28,642.46 32,700.00 109,000.00 13,525.22
Program: 2000 - General Administration Total: 73,165.28 698,150.06 880,600.00 27,805.94 279,894.97 377,400.00 1,258,000.00 279,954.97
Program: 2100 - Human Resources - - - -
51 Labor 16,689.10 131,179.94 156,800.00 7,152.50 56,219.97 67,200.00 224,000.00 36,600.09
52 Temporary Labor - - - - - - - -
53 Overtime 150.91 1,707.14 2,100.00 64.67 731.62 900.00 3,000.00 561.24
56 Benefits 4,650.05 65,688.16 72,800.00 1,992.86 29,034.63 31,200.00 104,000.00 9,277.21
62 Materials and Supplies 143.46 2,841.67 11,900.00 61.49 1,217.87 5,100.00 17,000.00 12,940.46
63 Contract Services 5,738.00 40,921.10 63,700.00 2,459.13 17,537.58 27,300.00 91,000.00 32,541.32
64 Utilities 26.61 343.47 700.00 11.40 147.16 300.00 1,000.00 509.37
65 Professional Development 231.05 20,345.38 28,000.00 99.03 5,625.59 12,000.00 40,000.00 14,029.03
67 Other 6,759.89 320,142.31 357,000.00 2,897.11 137,757.08 153,000.00 510,000.00 52,100.61
Program: 2100 - Human Resources Total: 34,389.07 583,169.17 693,000.00 14,738.19 248,271.50 297,000.00 990,000.00 158,559.33
Month Ended May 31, 2019
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Page 4 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2019
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 2200 - Public Affairs - - - -
51 Labor 27,172.36 212,163.14 196,500.00 17,418.75 135,908.12 196,500.00 393,000.00 44,928.74
52 Temporary Labor - - - - - - - -
53 Overtime 1,744.01 7,579.80 3,500.00 1,630.29 7,053.34 3,500.00 7,000.00 (7,633.14)
56 Benefits 5,104.13 69,583.53 66,000.00 4,741.34 62,263.76 66,000.00 132,000.00 152.71
62 Materials and Supplies 428.74 19,503.71 94,500.00 428.74 120,659.35 94,500.00 189,000.00 48,836.94
63 Contract Services 9,704.35 134,405.04 176,000.00 15,730.35 157,336.54 176,000.00 352,000.00 60,258.42
64 Utilities 160.17 4,014.76 14,000.00 160.18 11,335.40 14,000.00 28,000.00 12,649.84
65 Professional Development 140.02 9,759.52 20,500.00 140.02 9,991.69 20,500.00 41,000.00 21,248.79
Program: 2200 - Public Affairs Total: 44,453.78 457,009.50 571,000.00 40,249.67 504,548.20 571,000.00 1,142,000.00 180,442.30
Program: 2300 - Conservation - - - -
51 Labor 13,626.40 109,304.10 98,000.00 - - - 98,000.00 (11,304.10)
52 Temporary Labor - - - - - - - -
53 Overtime 2,821.61 6,019.31 3,000.00 - - - 3,000.00 (3,019.31)
56 Benefits 3,080.46 30,053.59 27,000.00 - - - 27,000.00 (3,053.59)
62 Materials and Supplies (12,259.34) 677,994.58 728,000.00 - - - 728,000.00 50,005.42
63 Contract Services 9,275.63 62,380.30 210,000.00 - - - 210,000.00 147,619.70
64 Utilities 113.43 839.09 22,000.00 - - - 22,000.00 21,160.91
65 Professional Development 50.00 2,783.30 5,000.00 - - - 5,000.00 2,216.70
Program: 2300 - Conservation Total: 16,708.19 889,374.27 1,093,000.00 - - - 1,093,000.00 203,625.73
Program: 3000 - Finance - - - -
51 Labor 54,540.38 386,902.72 455,000.00 23,345.78 165,545.17 195,000.00 650,000.00 97,552.11
52 Temporary Labor - 11,467.32 - - 4,914.53 - - (16,381.85)
53 Overtime 334.04 8,619.88 3,500.00 143.16 3,694.17 1,500.00 5,000.00 (7,314.05)
56 Benefits 13,582.64 196,940.32 181,300.00 6,517.24 79,114.62 77,700.00 259,000.00 (17,054.94)
62 Materials and Supplies 271.40 2,133.44 7,700.00 116.31 1,056.33 3,300.00 11,000.00 7,810.23
63 Contract Services 7,623.00 95,413.14 120,400.00 3,267.00 41,952.87 51,600.00 172,000.00 34,633.99
64 Utilities 69.01 1,366.84 2,800.00 29.57 585.79 1,200.00 4,000.00 2,047.37
65 Professional Development 1,443.75 8,318.57 20,300.00 618.76 3,307.97 8,700.00 29,000.00 17,373.46
67 Other - 14.41 1,000.00 - - - 1,000.00 985.59
Program: 3000 - Finance Total: 77,864.22 711,176.64 792,000.00 34,037.82 300,171.45 339,000.00 1,131,000.00 119,651.91
Program: 3200 - Information Technology - - - -
51 Labor 24,480.85 191,611.64 233,800.00 10,491.77 82,119.31 100,200.00 334,000.00 60,269.05
52 Temporary Labor - - - - - - - -
53 Overtime - - - - - - - -
56 Benefits 4,586.87 56,581.92 76,300.00 1,965.72 25,228.95 32,700.00 109,000.00 27,189.13
62 Materials and Supplies 3,213.97 33,462.76 24,500.00 1,377.42 14,981.98 10,500.00 35,000.00 (13,444.74)
63 Contract Services 14,838.92 273,681.40 350,700.00 6,359.54 117,292.06 150,300.00 501,000.00 110,026.54
64 Utilities 374.55 3,492.34 3,500.00 160.52 1,496.73 1,500.00 5,000.00 10.93
65 Professional Development 915.52 4,917.80 17,500.00 392.36 2,107.62 7,500.00 25,000.00 17,974.58
Program: 3200 - Information Technology Total: 48,410.68 563,747.86 706,300.00 20,747.33 243,226.65 302,700.00 1,009,000.00 202,025.49
Page 5 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2019
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 3300 - Customer Service - - - -
51 Labor 26,043.40 239,525.70 333,200.00 11,161.41 102,653.72 142,800.00 476,000.00 133,820.58
52 Temporary Labor 1,442.53 15,750.66 - 618.24 6,750.31 - - (22,500.97)
53 Overtime 1,341.83 4,020.27 3,500.00 575.06 1,722.93 1,500.00 5,000.00 (743.20)
56 Benefits 8,491.80 150,571.22 179,900.00 3,639.24 65,693.39 77,100.00 257,000.00 40,735.39
62 Materials and Supplies 42.32 1,430.39 5,600.00 18.14 613.03 2,400.00 8,000.00 5,956.58
63 Contract Services 89,125.42 584,597.01 713,200.00 11,393.50 118,059.76 151,800.00 865,000.00 162,343.23
64 Utilities 14,948.27 78,152.62 110,700.00 6,406.40 33,493.97 48,300.00 159,000.00 47,353.41
65 Professional Development 172.06 2,217.27 11,800.00 52.53 772.69 4,200.00 16,000.00 13,010.04
67 Other 203.39 3,564.11 - - 52.51 - - (3,616.62)
Program: 3300 - Customer Service Total: 141,811.02 1,079,829.25 1,357,900.00 33,864.52 329,812.31 428,100.00 1,786,000.00 376,358.44
Program: 3400 - Meter Service - - - -
51 Labor 22,225.95 161,358.25 178,000.00 4,239.25 10,820.57 - 178,000.00 5,821.18
53 Overtime 172.14 2,985.11 10,000.00 172.13 860.68 - 10,000.00 6,154.21
56 Benefits 4,508.30 65,427.66 80,000.00 716.42 2,150.22 - 80,000.00 12,422.12
62 Materials and Supplies 1,960.75 2,614.58 5,000.00 - - - 5,000.00 2,385.42
63 Contract Services 884.38 4,806.30 8,000.00 - 300.00 - 8,000.00 2,893.70
64 Utilities 77.25 1,008.68 2,000.00 - - - 2,000.00 991.32
65 Professional Development - - - - - - - -
Program: 3400 - Meter Service Total: 29,828.77 238,200.58 283,000.00 5,127.80 14,131.47 - 283,000.00 30,667.95
Program: 4000 - Engineering - - - -
51 Labor 43,401.71 426,153.98 494,900.00 18,600.77 182,637.41 212,100.00 707,000.00 98,208.61
52 Temporary Labor - - - - - - - -
53 Overtime - 1,255.98 1,400.00 - 538.25 600.00 2,000.00 205.77
56 Benefits 10,132.36 160,155.02 184,100.00 4,421.94 70,442.39 78,900.00 263,000.00 32,402.59
62 Materials and Supplies - 2,569.57 17,500.00 - 797.91 7,500.00 25,000.00 21,632.52
63 Contract Services 3,090.50 83,073.98 203,700.00 1,324.50 66,696.17 87,300.00 291,000.00 141,229.85
64 Utilities 1,734.31 46,970.37 137,200.00 205.42 1,688.52 58,800.00 196,000.00 147,341.11
65 Professional Development 42.24 6,609.63 25,900.00 18.10 2,885.11 11,100.00 37,000.00 27,505.26
Program: 4000 - Engineering Surplus Total: 58,401.12 726,788.53 1,064,700.00 24,570.73 325,685.76 456,300.00 1,521,000.00 468,525.71
Program: 5000 - Water Production - - - -
51 Labor 74,954.08 587,353.76 649,000.00 - - - 649,000.00 61,646.24
53 Overtime 1,464.68 18,269.30 61,000.00 - - - 61,000.00 42,730.70
54 Standby 1,680.00 13,798.00 15,000.00 - - - 15,000.00 1,202.00
56 Benefits 19,098.21 278,921.05 292,000.00 - - - 292,000.00 13,078.95
61 Water Supply - 186,703.40 1,067,000.00 - - - 1,067,000.00 880,296.60
62 Materials and Supplies 11,535.20 160,929.27 284,000.00 - - - 284,000.00 123,070.73
63 Contract Services 48,669.77 390,629.27 381,000.00 - - - 381,000.00 (9,629.27)
64 Utilities 103,501.87 1,317,443.79 1,594,423.89 - - - 1,594,423.89 276,980.10
65 Professional Development 575.00 5,101.39 15,000.00 - - - 15,000.00 9,898.61
Program: 5000 - Water Production Total: 261,478.81 2,959,149.23 4,358,423.89 - - - 4,358,423.89 1,399,274.66
Page 6 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2019
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 5100 - Water Treatment - - - -
51 Labor 25,975.35 205,042.22 214,000.00 - - - 214,000.00 8,957.78
53 Overtime 4,220.14 35,128.33 25,000.00 - - - 25,000.00 (10,128.33)
56 Benefits 6,617.59 90,925.69 95,000.00 - - - 95,000.00 4,074.31
62 Materials and Supplies 1,858.96 128,048.90 165,000.00 - - - 165,000.00 36,951.10
63 Contract Services 1,022.40 65,464.25 149,000.00 - - - 149,000.00 83,535.75
64 Utilities 12,892.65 112,772.22 200,000.00 - - - 200,000.00 87,227.78
Program: 5100 - Water Treatment Total: 52,587.09 637,381.61 848,000.00 - - - 848,000.00 210,618.39
Program: 5200 - Water Quality - - - -
51 Labor 18,909.61 151,292.32 168,000.00 - - - 168,000.00 16,707.68
53 Overtime 515.20 4,831.26 15,000.00 - - - 15,000.00 10,168.74
56 Benefits 4,273.43 86,374.81 66,000.00 - - - 66,000.00 (20,374.81)
62 Materials and Supplies 1,406.18 20,368.69 18,000.00 - - - 18,000.00 (2,368.69)
63 Contract Services 9,513.75 78,076.36 159,000.00 - - - 159,000.00 80,923.64
64 Utilities - 1,575.79 2,000.00 - - - 2,000.00 424.21
65 Professional Development 62.76 341.72 6,000.00 - - - 6,000.00 5,658.28
Program: 5200 - Water Quality Total: 34,680.93 342,860.95 434,000.00 - - - 434,000.00 91,139.05
Program: 6000 - Field Maintenance Administration - - - -
51 Labor 18,852.24 148,033.73 159,300.00 1,252.05 9,882.24 17,700.00 177,000.00 19,084.03
52 Temporary Labor - - - - - - - -
53 Overtime - 1,346.32 18,000.00 - - 2,000.00 20,000.00 18,653.68
54 Standby 1,672.00 15,722.81 18,000.00 548.00 4,855.20 2,000.00 20,000.00 (578.01)
56 Benefits 5,145.39 116,167.30 81,000.00 454.77 6,788.78 9,000.00 90,000.00 (32,956.08)
62 Materials and Supplies 175.24 2,102.52 2,700.00 19.48 63.52 300.00 3,000.00 833.96
63 Contract Services 72.24 2,056.52 900.00 8.04 185.75 100.00 1,000.00 (1,242.27)
64 Utilities 1,517.21 12,372.94 18,900.00 168.58 1,374.76 2,100.00 21,000.00 7,252.30
65 Professional Development 426.62 5,191.98 11,700.00 21.69 454.34 1,300.00 13,000.00 7,353.68
Program: 6000 - Field Maintenance Administration Total: 27,860.94 302,994.12 310,500.00 2,472.61 23,604.59 34,500.00 345,000.00 18,401.29
Program: 6100 - Water Maintenance - - - -
51 Labor 93,672.17 729,531.50 925,000.00 - - - 925,000.00 195,468.50
53 Overtime 20,912.54 198,975.30 130,000.00 - - - 130,000.00 (68,975.30)
56 Benefits 31,330.39 345,276.91 454,000.00 - - - 454,000.00 108,723.09
62 Materials and Supplies 76,104.86 476,558.74 241,000.00 - - - 241,000.00 (235,558.74)
63 Contract Services 52,939.21 375,609.66 454,000.00 - - - 454,000.00 78,390.34
64 Utilities 4,455.00 13,500.00 - - - - - (13,500.00)
Program: 6100 - Water Maintenance Total: 279,414.17 2,139,452.11 2,204,000.00 - - - 2,204,000.00 64,547.89
Program: 6200 - Wastewater Maintenance - - - -
51 Labor - - - 23,485.86 185,985.45 290,000.00 290,000.00 104,014.55
53 Overtime - - - 1,511.08 7,190.54 45,000.00 45,000.00 37,809.46
56 Benefits - - - 5,997.73 92,019.13 146,000.00 146,000.00 53,980.87
62 Materials and Supplies - - - 12,992.53 38,935.46 36,000.00 36,000.00 (2,935.46)
Wastewater Treatment - - - 734,753.58 7,900,226.07 7,610,000.00 7,610,000.00 (290,226.07)
63 Contract Services - - - 55.80 258,426.63 869,000.00 869,000.00 610,573.37
Program: 6200 - Wastewater Maintenance Total:- - - 778,796.58 8,482,783.28 8,996,000.00 8,996,000.00 513,216.72
Page 7 of 8
ADOPTED ADOPTED ADOPTED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2019
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 7000 - Facilities Maintenance - - - -
51 Labor 11,958.27 87,364.49 102,600.00 5,124.96 36,844.17 44,400.00 147,000.00 22,791.34
53 Overtime 3,656.61 13,301.62 10,500.00 1,567.10 5,700.60 4,500.00 15,000.00 (4,002.22)
56 Benefits 3,915.13 47,104.16 55,300.00 1,677.95 20,387.93 23,700.00 79,000.00 11,507.91
62 Materials and Supplies 4,081.73 48,287.13 36,400.00 1,560.02 14,626.87 9,600.00 46,000.00 (16,914.00)
63 Contract Services 48,457.60 377,610.38 383,700.00 7,808.85 61,002.90 75,300.00 459,000.00 20,386.72
64 Utilities 7,859.59 83,527.36 152,800.00 2,886.28 33,179.82 61,200.00 214,000.00 97,292.82
65 Professional Development - - 700.00 - - 300.00 1,000.00 1,000.00
Program: 7000 - Facilities Maintenance Total: 79,928.93 657,195.14 742,000.00 20,625.16 171,742.29 219,000.00 961,000.00 132,062.57
- -
Program: 7100 - Fleet Maintenance - - - -
51 Labor 8,112.18 66,621.08 72,900.00 901.35 7,402.34 8,100.00 81,000.00 6,976.58
53 Overtime - 1,883.30 2,700.00 - 209.24 300.00 3,000.00 907.46
56 Benefits 2,279.78 37,305.87 36,000.00 263.98 4,086.09 4,000.00 40,000.00 (1,391.96)
62 Materials and Supplies 3,489.19 59,182.84 29,700.00 1,029.13 16,410.73 3,300.00 33,000.00 (42,593.57)
63 Contract Services 17,648.41 244,542.37 153,000.00 9,586.58 68,343.86 67,000.00 220,000.00 (92,886.23)
64 Utilities 11,393.28 87,543.54 113,400.00 1,265.92 9,727.03 12,600.00 126,000.00 28,729.43
65 Professional Development - - 5,400.00 - - 600.00 6,000.00 6,000.00
Program: 7100 - Fleet Maintenance Total: 42,922.84 497,079.00 413,100.00 13,046.96 106,179.29 95,900.00 509,000.00 (94,258.29)
- -
Program: 8000 - Capital - - -
71 -Debt Service - 2,945,968.09 4,046,000.00 - 312,475.00 312,000.00 4,358,000.00 1,099,556.91
81 -Capital Improvement 27,343.40 2,516,405.28 3,550,000.00 1,613,975.70 21,327,144.22 430,000.00 3,980,000.00 (19,863,549.50)
82 -Capital Outlay 43,867.11 327,368.87 950,576.11 19,028.51 116,192.46 175,000.00 1,125,576.11 682,014.78
83 -Accounting Income Add back (71,210.51) (4,243,774.15) - (1,633,004.21) (21,543,336.68) - - 25,787,110.83
Program: 8000 - Capital Total: - 1,545,968.09 8,546,576.11 - 212,475.00 917,000.00 9,463,576.11 7,705,133.02
Total Surplus (Deficit): 894,302.84$ 9,745,134.95$ -$ 113,165.35$ 1,241,230.68$ -$ -$ -$
Page 8 of 8
B OAR D AG E N D A S TAF F R E P O RT
Agenda Item #3.
Meeting Date: June 26, 2019
Dis c ussion Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: C o ns id er Dis p o s itio n o f S urplus P ro p erty
R E COMME N D AT IO N:
S taff is recommending that the Bo ard o f Directo rs authorize the dispos ition of surp lus property.
B AC KG R O UN D / AN ALYS IS :
T he Dis tric t maintains a fleet of vehic les that are es s ential to maintaining o p erations thro ugho ut the s ervic e area.
In rec ent years , s taff has b een working to develop p lans fo r the dis p o s itio n o f vehic les that no lo nger meet its
intend ed purpose while acquiring new vehic les that will be a s afe and reliable as s et. As a res ult of this effo rt, staff
assesses vehicles needing rep lac ement. T he fo llo wing fo ur vehicles have b een id entified for s urplus
rec o mmend ation and auctio n sale:
No .Vehic le Details Miles R eason for S urp lus
11
1992 F o rd F 350 with arrow
b o ard and crane
VI N#
2F DLF 47G 8NC A34544
76,007
Vehicle has reac hed its useful
life
36 1990 F o rd F 350 s teak b ed
VI N# 2F DLF 47G 0LC A5561
84,368 Vehicle has reac hed its useful
life
100 2002 F o rd Explorer
VI N#
1F MZU73W 32UC 44205
76,619 Vehicle has reac hed its useful
life
108 2000 C hevro let 2500 truc k
1G BG C 24RYR 221672
129,845 Vehicle has reac hed its useful
life
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
P atrick K. Milro y
O p erations Manager
All o f thes e vehic les have b een replac ed with new purc hases that have been incorporated into the Dis trict’s fleet.
T hese units have reac hed their us eful life and wo uld req uire extens ive maintenanc e if they were to be kep t as
ac tive or reserve vehic les for Distric t s taff.
In p revio us years the Distric t has donated vehicles to loc al community-b ased o rganizations . Bas ed on the
c urrent cond itio n o f the vehicles , s taff recommends the vehic le above be s o ld at auc tion rather than d o nated.
T his will help to o ffs et the purc hase p rice o f future vehicles, while avoid p rovid ing a lo cal o rganizatio n with a
vehic le that op erates at les s than the Dis tric t’s s tandards . S taff will continue to c o nsider the po tential o f s urplus
vehic le do natio ns in the future.
AGE N C Y GOALS AN D OB J E C T IVE S:
G oal and O b jec tives I V - P romo te P lanning, Maintenanc e and P res ervation of Distric t R es o urces
b ) Enhanc e P lanning Effo rts that R es p o nd to F uture Demand s
R E VIE W B Y O T HE R S :
T his agend a item has been reviewed b y O perations, Ad minis tration, and P ub lic Affairs s taff.
F IS CAL IMPAC T
F und s have been b udgeted for replacement of vehic les in F is cal Year 2018-19.
ATTAC H M E NTS:
Description Type
Surplus P roperty P resentation P resentation
Disposition of Surplus
Property June 26, 2019
2
Unit #11
•1992 Ford F350 with
arrow board and crane
•VIN# 2FDLF47G8NCA34544
•76,007 miles
3
Unit #36
•1990 Ford F350 steak bed
•VIN# 2FDLF47G0LCA5561
•84,368 miles
4
Unit #100
•2002 Ford Explorer
•VIN# 1FMZU73W32UC44205
•76,619 miles
5
Unit #108
•2000 Chevrolet 2500 truck
•VIN #1GBGC24RYR221672
•129,845 miles
B OAR D AG E N D A S TAF F R E P O RT
Agenda Item #4.
Meeting Date: June 26, 2019
Dis c ussion Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: C o ns id er Lands c aping S ervices Agreement
R E COMME N D AT IO N:
S taff is recommending that the Bo ard o f Directo rs authorize the G eneral Manager/C EO to exec ute an
agreement with Exc el Lands c ape fo r Dis trict land s c ap ing s ervic es in the amo unt of $162,000 annually for the
next three fis cal years .
B AC KG R O UN D / AN ALYS IS :
T he Dis trict takes p rid e in maintaining the ground s of the headquarters as well as its 40 ad d itio nal s ites . It is the
District’s responsibility to the c o mmunity and staff to ensure all sites are kep t c lean and well-groo med to ensure
a s afe and aes thetically p leas ing environment fo r all who s tep foot o n o ur gro unds.
Due to the ab undance o f Dis tric t o wned and op erated s ites , the Distric t determined over twenty years ago that
c o ntrac ting fo r land s c ap e servic es wo uld be mo s t cos t effective and save a s ignific ant amo unt o f time versus in-
ho use land s caping.
T he Dis tric t’s c urrent lands cape c ontrac t expires on June 30, 2019. In preparation o f this c o ntrac t exp iratio n,
s taff advertis ed R eq ues t fo r P ro p osals (R F P ) for land s caping s ervic es on the Dis tric t’s web site. S taff rec eived
o ne p ropos al from Exc el Land sc ap e, the Dis tric t’s current c ontrac ting s ervice. Exc el p rovid ed a reas o nab le
q uo te, and s taff has b een extremely p leased with their s ervices o ver the p as t s ix years and wis hes to c o ntinue this
relatio ns hip.
AGE N C Y GOALS AN D OB J E C T IVE S:
G oal and O b jec tives I V - P romo te P lanning, Maintenanc e and P res ervation of Distric t R es o urces
b) Enhance P lanning Efforts that R espond to F uture Demands
R E VIE W B Y O T HE R S :
T his agend a item has been reviewed b y O perations, Ad minis tration, and P ub lic Affairs s taff.
F IS CAL IMPAC T
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
P atrick K. Milro y
O p erations Manager
F IS CAL IMPAC T
F und s have been b udgeted for Land sc ap e S ervic es in F is c al Year 2019-20.
B OAR D AG E N D A S TAF F R E P O RT
Agenda Item #5.
Meeting Date: June 26, 2019
Dis c ussion Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: C o ns id er R es o lution 2019.08 to Ap p rove the O p erating and C ap ital Budgets for F isc al Year 2019-
20
R E COMME N D AT IO N:
S taff rec o mmend s that the Board o f Directors (Board ) ado p t R esolution 2019.08 appro ving the O perating and
C ap ital Budgets for fisc al year (F Y) 2019-20.
B AC KG R O UN D / AN ALYS IS :
T he F Y 2019-20 O p erating and C ap ital Budgets have been developed to c o ntinue to provide high quality water
d elivery and wastewater collectio n s ervices to Dis tric t ratep ayers .
In d evelop ing the fisc al plan fo r next year, staff remained foc us ed on key issues . At the s ame time, staff ensured
that expenditures d irec tly correlate to Agency G o als and O bjectives . T he operating budget is p res ented by
p rogram, eac h having s tated goals and o b jectives fo r the up coming fis cal year that align with Agenc y G o als , and
eac h ac companied b y funding requests to s upport tho s e o b jec tives . T he C apital Bud get s p ecific ally identifies
equip ment s c hed uled fo r replac ement o r upgrade, and projec ts fro m the C ap ital Impro vement P ro gram (C I P )
d esignated as high p rio rity d ue to age and c o nditio n or having ins uffic ient capac ity to meet anticipated growth.
Revenues: As dis c us s ed during the Bo ard wo rks hop o n May 15, 2019, to tal revenue projec ted for F Y 2019-20
is $39,200,000, a 4% increas e o ver revenue p ro jec ted for the prior year. F acto rs affec ting revenue p ro jec tions
includ e:
F inal Inc rement o f P hase 3 C ommodity R ate Adjus tment
S lightly mo re aggres s ive revenue p ro jec ts b ased o n his torical water cons ump tion usage
Increas e to Interest Inc ome d ue to pro jected market yield
P rojec ted revenues are s ummarized in the c hart b elow:
Expenses: T he Dis trict ac counts for all operating expens es at the p ro gram level. Each program is evaluated on
an annual b as is to d etermine its effectivenes s. As a result, s o me p ro grams may b e redefined o r enhanc ed, in
o rder to ens ure that the pro grams are run effec tively and with a high level of ac countability. F Y 2019-20 p ro gram
exp ens es are b ud geted $29,969,000, a 3% increas e c o mp ared to the p rio r fis cal year.
To tal p rogram expens es are pres ented b y c os t typ e b elo w:
Capital Outlay: T he C apital O utlay Bud get is an effo rt to plan for the rep lacement of vehic les and equip ment.
T he o b jec tive is to s tand ardize the replacement proc es s in ord er to c reate a managed sys tem of p urc has ing and
funding c ap ital eq uip ment, thereby allo wing the Dis trict to ac c urately plan and budget fo r future need s . T he cost
o f independent s tudies enc ompas s ing long-term infras tructure planning and c o s t o f s ervic e rate s tud ies , are als o
includ ed in C ap ital O utlay.
T he F Y 2019-20 C apital O utlay Bud get totals $1,528,000 and inc ludes a c o mbination of equip ment purchases,
investments in technology, and p lanning s tudies as s ummarized in the tab le b elo w:
Capital Improvement P rogram: T his year ’s p roposed C apital Improvement P ro gram bud get totals
$63,730,000 and fo cuses on multip le key issues inc lud ing water q uality, s ystem maintenance, and water s upply
p rovid ed by the p ro p osed S terling Natural R es o urce C enter (S N R C ). T he C I P bud get is fully funded utilizing
$3,325,000 fro m o perating revenue, $60,000,000 from G rants and Lo ans , and $405,000 from unres tricted
(encumb ered) reserves .
A summary of the C I P b udget for 2019-20, b y p ro jec t typ e, is s ho wn in the follo wing tab le:
T he Mid-year b ud get review cond uc ted in F eb ruary o f each year will allow the Distric t to measure actual revenue
against revenue projectio ns and determine whether exc es s revenue, if any, are s uffic ient to fund additional
p rojec ts .
Debt S ervice: T he Dis tric t will pay d eb t servic e on s ix debt instruments in F Y 2019-20. Both water and
was tewater revenues are p ledged as sec urity for revenue b o nd s , while o nly water revenues are pledged fo r
repayment of exis ting lo ans . A p reliminary calc ulation based o n b udget numbers has res ulted in F Y 2019-20 debt
s ervice c o verage o f 211%, well in exc es s of the 120% required b y bond d o cuments.
Debt s ervic e payments sc heduled fo r F Y 2019-20 are s hown in the following tab le:
Budget Funding: C urrent year water and was tewater rate revenue will p ay fo r all 2019-20 o p erating exp ens e, fo r
d ebt s ervice on Dis tric t deb t, and will contrib ute to ward the c urrent year c apital bud get, whic h includes c apital
o utlay, and year o ne of the multi-year c ap ital improvement p ro gram. In add ition to rate revenue, the c apital
b ud get will also be funded by withd rawal from the R ep lacement R es erve es tablished in 2018-19, and b y grants
and proceeds from lo w interes t s tate lo ans .
T he table b elo w d isplays exp end iture typ es includ ed in the 2019-20 b udget, and the funding sources availab le to
p ay thos e exp end itures :
Conclusion: S taff has ded icated a s ignific ant amo unt o f time to the c areful evaluatio n o f revenue and p ro gram
exp enditures , to develo p a bud get that will p ro vide s uffic ient funding to meet the needs of the community,
c red itors , and other stakeho lders . T hroughout the c o ming year, s taff will clos ely monito r revenues versus
p rogram s p ending, and propos e adjustments as nec es s ary to ens ure the Distric t’s fis c al sus tainability.
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
Brian Tomp kins
C hief F inancial O fficer
AGE N C Y GOALS AN D OB J E C T IVE S:
G oal and O b jec tives I I - Maintain a C o mmitment to S us tainab ility, Trans p arency, and Ac countability
a) P rac tic e Transparent and Ac countable F isc al Management
R E VIE W B Y O T HE R S :
T his agend a item has b een reviewed b y all dep artments , the C ommunity Advis o ry C o mmis sion, and was
pres ented as an information only item at the June 12, 2019 Board meeting.
F IS CAL IMPAC T
T he F Y 2019-20 O perating Budget is b alanced, and the C ap ital Bud get is fully funded with the presumptio n
that the F inal Budget Appro val for the S terling Natural R es ourc e C enter will b e finalized b y the S tate early in
F Y 2019-20.
ATTAC H M E NTS:
Description Type
P resentation P resentation
Draft Budget 2 019-20 Backup Material
Resolution 201 9.08 Resolution Lette r
FY 2019-20 OPERATING &
CAPITAL BUDGETS June 26, 2019
DISTRICT-WIDE GOALS
Optimize Infrastructure Systems
•Finish the consolidation of the NFWC
•Begin negotiations with the Tres Lagos
Mutual Water Company
Financial Stability with Full
Understanding of Operational
Complexities
•Begin developing a resource list for
execution of the 5-Year Plan
•Develop a long-term staffing and
maintenance plan
•Conduct a water and wastewater rate study
Protect Organizational Investments
•Begin updating the District’s Succession
Plan
•Facilitate communication training
•Cultivate external partnerships
Maximize the District’s Position
•Cultivate relationships with development
through a business-friendly culture
•Conduct a feasibility study for a water
treatment plant on the east end of the
service area
•Evaluate the potential of constructing a
digester as a phase of the SNRC
Have Others See the District as a
Premier Agency
•Complete the preliminary design of the
CHEF building, establish a fundraising
budget and commence that effort
•Support and encourage the Board of
Directors involvement in regional activities
and workshops
2
Water Sales
$15,900,000
Meter Charges
$8,980,000
Wastewater
Collection
$4,648,000
Wastewater
Treatment
$8,665,000
Other
$1,007,000
3
DISTRICT-WIDE REVENUES FISCAL YEAR 2019-20
TOTAL REVENUES
$39,200,000
________________________
REVENUE
CONSIDERATIONS
•Final Increment of Phase 3 Commodity
Rate Adjustment
•Slightly More Aggressive Revenue Projections
Based on Historical Water Consumption
Usage
•Increased Interest Income to Reflect Projected
Market Returns
Employment
Services
$10,551,000
Water Cost
$1,067,000
Contract Services
$5,958,000
Other Operating
$693,000
Wastewater Treatment
$8,665,000
Power Cost
$1,700,000
Materials
$1,335,000 Debt Service
$4,378,000
Capital
Expenditures
$4,853,000
4
DISTRICT-WIDE EXPENSES FISCAL YEAR 2019-20
TOTAL EXPENSES
$39,200,000
________________________
EXPENSE
CONSIDERATIONS
•Acceleration of AMI Installations
•In-House Pipeline Replacements
•Rehabilitation of Existing Water Tanks
•Amortization of Long-Term Pension
Obligations
•SNRC Final Budget Approval
5
WATER FUND
FISCAL YEAR 2018-19
WATER BUDGET
$25,635,000
____________________
BUDGET HIGHLIGHTS
•Groundwater Council
•AMI
•Plant 134Water Sales
$15,900,000
Meter
Charges
$8,980,000
Other Charges
$755,000
SOURCE OF REVENUE
Operations
$17,549,000
Debt Service
$4,066,000
Capital
Expenditures
$4,020,000
EXPENDITURES / OTHER USES
Wastewater
Collection
$4,648,000Wastewater
Treatment
$8,665,000
Other Charges
$252,000
SOURCE OF REVENUE
Operations
$12,420,000
Debt Service
$312,000
Capital
Expenditures
$833,000
EXPENDITURES / OTHER USES
6
WASTEWATER FUND
FISCAL YEAR 2018-19
WASTEWATER BUDGET
$13,565,000
____________________
BUDGET HIGHLIGHTS
•Sterling Natural Resource Center
•Public Outreach
7
PROGRAM EXPENDITURE SUMMARY
DESCRIPTION WATER
FUND
WASTEWATER
FUND TOTAL Colu
mn1
PRIOR
YEAR CHANGE
Governing Board $ 179,900 $ 77,100 $ 257,000 $ 337,000 -24%
General Administration 912,800 391,200 1,304,000 1,258,000 4%
HR/Risk Management 716,800 307,200 1,024,000 990,000 3%
Public Affairs 1,054,200 385,800 1,440,000 1,142,000 26%
Conservation 589,000 - 589,000 1,093,000 -46%
Finance 874,600 374,400 1,249,000 1,131,000 10%
Information Technology 652,400 279,600 932,000 1,009,000 -8%
Customer Service 1,238,200 376,800 1,615,000 1,786,000 -10%
Meter Services 295,000 - 295,000 283,000 4%
Engineering 1,085,700 465,300 1,551,000 1,521,000 2%
8
PROGRAM EXPENDITURE SUMMARY
DESCRIPTION WATER
FUND
WASTEWATER
FUND TOTAL Colu
mn1
PRIOR
YEAR CHANGE
Water Production Administration 579,000 - 579,000 494,000 17%
Source of Supply 2,994,000 - 2,994,000 2,791,000 7%
Pumps & Boosters 652,000 - 652,000 727,000 -10%
Transmission & Distribution 442,000 - 442,000 366,000 21%
Water Treatment 870,000 - 870,000 848,000 3%
Water Quality 461,000 - 461,000 434,000 6%
Water Maintenance 391,500 43,500 435,000 345,000 26%
Maintenance Administration 2,317,000 - 2,317,000 2,204,000 5%
Wastewater Maintenance - 814,000 814,000 763,000 7%
Wastewater Treatment - 8,665,000 8,665,000 8,233,000 5%
Facilities Maintenance 806,500 191,500 998,000 961,000 4%
Fleet Maintenance 437,400 48,600 486,000 509,000 -5%
Total $17,549,000 $ 12,420,000 $29,969,000 $29,225,000 3%
2010 Bonds
$2,580,000
2013 Bonds
$585,000
SRF Loans
$254,000
US Bank Loan
$454,000
SBVMWD
Loan
$505,000
FY 2019 -20 PAYMENTS -$4,358,000
9
DEBT SERVICE
Debt Proceeds
Used For
Plant 134
Treatment Upgrade
Plant 134 Hydro
Electric Plant
Administration /
Operations Facility
Honeywell Energy
Projects
4 Million Gallon
Underground Tank
10
OPERATING BUDGET SUMMARY
DESCRIPTION WATER FUND WASTEWATER FUND TOTAL
Revenue
Sales & Services $ 24,880,000 $ 13,313,000 $ 38,193,000
Other Charges 471,000 200,000 671,000
Interest & Miscellaneous Revenue 284,000 52,000 336,000
Total Revenue $ 25,635,000 $ 13,565,000 $ 39,200,000
Expenditures
Operations $ 17,549,000 $ 12,420,000 $ 29,969,000
Debt Service 4,066,000 312,000 4,378,000
Capital Expenditures 4,020,000 833,000 4,853,000
Reserve Contributions - - -
Total Expenditures $ 25,635,000 $ 13,565,000 $ 39,200,000
11
CAPITAL BUDGET FUNDING SUMMARY
DESCRIPTION WATER FUND WASTEWATER FUND TOTAL
Capital Outlay $ 895,000 $ 633,000 $ 1,528,000
Capital Improvement Program 3,530,000 60,200,000 63,730,000
Total Expenditures 4,425,000 60,833,000 65,258,000
Operating Revenue 4,020,000 833,000 4,853,000
Reserves 405,000 - 405,000
SRF Loan Funding - 60,000,000 60,000,000
Total Sources $ 4,425,000 $ 60,833,000 $ 65,258,000
12
AUTHORIZED POSITIONS
•Total Full-Time Positions: 67
•Part-Time Temporary Positions: 3
•Repurposed Positions
•Public Affairs Manager
BUDGETDraft
FISCAL YEAR 2019-20
HIGHLAND, CALIFORNIA
1 EAST VALLEY WATER DISTRICT
TRANSMITTALLETTER
WILL BE PLACED HERE
AFTER ADOPTION
12FISCAL YEAR BUDGET 2019-20
INTRODUCTION
Budget Guide
The budget document is the District’s annual
financial plan prepared by District Management and
approved by the Governing Board.
The financial plan serves as a policy document,
operations guide for programs, and as a means
of transparent communication. The intended
audience of the budget document is citizens, local
businesses, creditors, governmental agencies, and
other stakeholders.
BUDGET DOCUMENT SECTIONS
The budget document consists of 8 sections
including:
Transmittal Letter
This section includes the District Officials, General
Manager/CEO’s Budget Transmittal Letter, Strategic
Plan, District-Wide Goals, and Priorities and Issues.
Introduction
The Introduction section includes the Budget Guide,
Statistical/Supplemental Information, Organizational
Structure, and District Vision.
Financial Summary
This section presents an in-depth District-Wide
overview of the FY 2019-20 Budget.
Consolidated Financial Schedules
This section is a comprehensive summary of the
District’s Operating Budget presented for the District
as a whole, and then for each of the District Funds.
Program Summaries
This section provides comprehensive information for
each functional program within the District including
their operational budget. The FY 2019-20 Budget is
organized into the following summary programs:
• Governing Board
• General Administration
• Human Resources
• Public Affairs
• Conservation
• Finance and Accounting
• Information Technology
• Customer Service
• Meter Services
• Engineering
• Water Production
• Water Treatment
• Water Quality
• Water Maintenance
• Wastewater Maintenance
• Facilities Maintenance
• Fleet Maintenance
13 EAST VALLEY WATER DISTRICT
Each program section includes:
• Program Personnel: This section is the authorized personnel allocated to each program with a program
organization chart.
• Program Structure: This chart displays the chain of command for program personnel.
• Function: This section includes a basic description of the responsibilities of each program.
• Goals & Objectives: This section identifies specific goals and objectives for FY 2018-19.
• Accomplishments: This section includes highlights from FY 2018-19.
• Significant Changes: This section identifies causes of significant changes to program funding.
• Levels of Service: This section links key performance indicators to the Agency Goals & Objectives.
• Key Performance Indicators: These tables present measures that help the District define and evaluate a
program’s performance.
• Program Budget Detail: This section is a breakdown of the program expenditures by category or line
item.
Capital Budget
This section presents the Capital Outlay expenditures and Capital Improvement Projects for the FY 2018-19
Budget.
Glossary
This section provides definitions for general terms and the Chart of Accounts used throughout the budget
document.
GFOA DISTINGUISHED BUDGET AWARD & CSMFO EXCELLENCE AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award and the California Society of Municipal Finance Officers presented the Excellence Award to
East Valley Water District, California for its annual budget for the fiscal year beginning July 1, 2017. In order to receive this
award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an
operations guide, as a financial plan, and as a communication device.
This 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 and CSMFO to determine its eligibility for another award.
13 EAST VALLEY WATER DISTRICT
California Society of
Municipal Finance Officers
Certificate of Award
Excellence Award
Fiscal Year 2018-2019 Operating Budget
Presented to the
East Valley Water District
For meeting the criteria established to achieve the CSMFO Excellence Award in Budgeting
January 4, 2019
Margaret Moggia Sara Roush, Chair
CSMFO President Recognition Committee
Dedicated Excellence in Municipal Financial Reporting
14FISCAL YEAR BUDGET 2019-20
BUDGET FINANCIAL INFORMATION
East Valley Water District operates on a fiscal year, or budget time period, that begins on July 1 and ends June
30. The columns typically presented are:
FY 2016-17
Actuals
FY 2017-18
Budget
FY 2018-19
Projected
FY 2019-20
Budgeted
Amount
Change % CHANGE
Three years of financial information are presented to facilitate
user analysis.
FY 2017-18 Actuals
Actual financial information for FY 2017-18 as
reported in the Comprehensive Annual Financial
Report. The actual financial information is reported
in the budget document on a budgetary basis.
FY 2018-19 Budget
The FY 2018-19 Budget was adopted by the
Governing Board on June 27, 2018 and may also
include any adjustments approved by the Governing
Board at the Mid-Year Budget Review.
FY 2018-19 Projected
The FY 2018-19 Projected column reflects the
FY 2018-19 Budget in addition to any budget
amendments approved by the Governing Board
during the fiscal year. The FY 2018-19 Projected
column is also adjusted to reflect management’s
estimate of what revenues and expenditures will be
at the end of the fiscal year.
FY 2019-20 Budgeted
This column initially reflects the FY 2019-20 Proposed
Budget submitted by the General Manager/CEO.
After the Governing Board reviews and approves
the FY 2019-20 Budget, the information in the FY
2019-20 column changes, if necessary, to reflect the
Board’s actions.
Amount Changed / % Change
These columns provide the amount changed/
percent change from the previous year’s budget to
the newly proposed budget.
15 EAST VALLEY WATER DISTRICT
Statistical/Supplemental Information
EVWD provides water and wastewater services to residents within its 30.1 square mile area to over 102,000
people within the cities of Highland and San Bernardino, portions of unincorporated County of San Bernardino,
the San Manuel Band of Mission Indians, and Patton State Hospital.
The District was formed through a local election of mostly citrus grove operators, to have water service
provided by a public agency. EVWD is located in the foothills of the San Bernardino Mountains, 65 miles east
of Los Angeles in the County of San Bernardino.
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HIGHLAND
SAN BERNARDINO
SEVEN OAKS DAM
WATER SOURCES
With a service area just over 30 square-miles, the
District has three sources for water, the Santa Ana
River, the Bunker Hill Groundwater Basin, and the
State Water Project. The Santa Ana River (SAR)
starts with natural springs and snow melt high
in the San Bernardino Mountains. Groundwater
is drawn from the Bunker Hill Basin, a natural
underground storage area made up of soil, sand,
and gravel. A small portion of the District’s water
is imported from Northern California through the
State Water Project. EVWD has access to this water
through San Bernardino Valley Municipal Water
District (Valley District). The District anticipates
using all of the allocated North Fork Shares to be
used for groundwater replenishment. Not only
will this help to contribute to healthy basin level, it
will offset the District’s cost obligation toward the
Groundwater Council.
0%Santa River Ana(Surface Water)
20%Imported fromNorthern California(Surface Water)
80%Bunker Hill Basin(Groundwater)
16FISCAL YEAR BUDGET 2019-20
WASTEWATER
COLLECTION & TREATMENT
The District is responsible for the collection and
conveyance of wastewater within the service
area. Currently, all wastewater is sent to the San
Bernardino Municipal Water Department facilities,
where it is treated in accordance with a Joint Powers
Agreement.
In 2018, East Valley Water District successfully
received authorization for reorganization to include
wastewater treatment authority by the Local Agency
Formation Commission (LAFCO). This allows for the
District to construct and ultimately operate facilities
to treat wastewater collected from within its service
area.
EVWD is preparing to construct the Sterling Natural
Resource Center (SNRC) facility in the city of
Highland that will treat up to 10 million gallons of
wastewater daily and recharge it into the Bunker
Hill Groundwater Basin. This project will create a
drought-proof recycled water supply which will
result in hundreds of millions of gallons of water
stored for use in dry years for beneficial reuse higher
in the Santa Ana River watershed. The SNRC will
also provide an opportunity for potential new and/
or enhanced riparian and aquatic habitats in City
Creek. This project broke ground in late 2018 with
construction completion anticipated in early 2022.
Once construction on the SNRC is completed, EVWD
will be responsible for treating the wastewater
created within its service area.
POPULATION GROWTH
Population growth projections vary within East Valley
Water District’s service area due to a number of
proposed developments with unspecified timing for
completion. Land use agencies have incorporated
approximately 5,000 new housing and business
units within General Plan documents, with less than
200 units under construction in FY 2019-20.
Average Household Income
CLIMATE
The climate in Highland and San Bernardino varies
throughout the year, but overall is considered arid.
On average, there are 283 days of sunshine per year.
Temperatures average 94 degrees in the summer
and 42 degrees during the winter. This area typically
averages 13 inches of precipitation annually, mostly
during the months of January through March.
GOVERNMENT
East Valley Water District is a California Special
District established in 1954. The District has a five-
member Governing Board elected by voters at-large
to staggered four-year terms. The Governing Board
represents the public’s interest as policy makers
with regards to rate for service, policies, ordinances,
and budget adoption. Appointed by the Governing
Board, the General Manager/CEO is responsible
for overseeing daily operations and managing staff
resources.
East Valley Water District is a rate-based organization
that receives no tax-related revenue and operates in
accordance with Division 12 of the California Water
Code.
East Valley Water District’s service area includes
the city of Highland, San Manuel Band of Mission
Indians, Patton State Hospital, and portions of both
the city and county of San Bernardino. Additionally,
the District is within the Sphere of Influence of the
Inland Valley Development Authority which oversees
the reuse of the former Norton Air Force Base.
EDUCATION
Residents within East Valley Water District’s service
area have access to award winning K-12 schools
through the Redlands Unified School District (RUSD)
and San Bernardino City Unified School District
(SBCUSD). Higher education institutions located
near East Valley Water District’s service area
include: California State University, San Bernardino;
California Baptist University; Loma Linda University;
University of California at Riverside; and University
of Redlands. Community college within the region
include: Crafton Hills College; Riverside City College;
and San Bernardino Valley College.
2017-18 Graduation Rates
89.5% from RUSD
88.7% from SBCUSD
87.7% County of San Bernardino
87.3% State of California
$49,060EVWD $41,027
City of San
Bernardino
$55,130
City of
Highland
$57,156County ofSanBernardino
$63,783CaliforniaAverage
*Income information retrieved from census.gov.
17 EAST VALLEY WATER DISTRICT
HOSPITAL & MEDICAL FACILITIES
Hospital and medical facilities located in or near
the East Valley Water District service area include
Arrowhead Regional Medical Center, Loma Linda
University Medical Center, Kaiser Foundation
Hospital, Redlands Community Hospital, Community
Hospital of San Bernardino, J. Pettis Veteran’s
Administration Hospital, and St. Bernardine Medical
Center. Additionally there are a number of urgent
care and outpatient facilities located throughout the
region.
TRANSPORTATION
Public transportation is available within the East
Valley Water District service area through OmniTrans.
With a variety of routes, OmniTrans provides busing
services throughout the San Bernardino Valley,
including cities of Highland and San Bernardino.
Community members have access to the Metrolink
commuter rail service, which provides long
distance transportation to commuters from the San
Bernardino area to major center of employment
including Los Angeles and Orange County.
Interstate 210 and both State Route 18 and 330
traverse through the District’s boundaries. These
roadways provide access to major transportation
corridors including Interstates 215, 15, and 10; and
State Routes 18, 38, 60, and 91.
PUBLIC SAFETY
East Valley Water District serves members of
the community within the cities of Highland and
San Bernardino, unincorporated County of San
Bernardino and San Manuel Band of Mission
Indians. Within these communities law enforcement
is provided by the San Bernardino County Sheriff’s
Department, City of San Bernardino Police
Department, and San Manuel Department of Public
Safety. Fire protection services are provided by
the California Department of Forestry and Fire
Protection (CalFire), San Bernardino County Fire
Department, and the San Manuel Fire Department.
MAJOR EMPLOYERS
Major employment industries within the cities of
Highland and San Bernardino include education,
mental health services, public administration, rail,
health care, public safety, casinos, transportation,
and construction.
16,600,000
Average Gallons of Water Produced Daily28,977,000
Maximum Gallons of Potable Water Stored
6,000,000
Gallons of Sewage Conveyed Daily
The District serves a population
of over 102,000 FireHydrantsFlushed
625
ValvesExercised
1,500
30.1
Service Area
246
Leaks Repaired
ActiveGroundWater Wells
15 Manual &
10,000
AMI AutomaticMeters ReadMonthly
13,000
Samples Collected
3,700
Miles ofSewer Monitored
74 Miles ofSewer Cleaned177Miles of Sewer Main
214
Miles of Water Main
300
Established 1954
sq. mi.
18FISCAL YEAR BUDGET 2019-20
DISTRICT VISION
East Valley Water District has set out to be a world class organization, with a focus not only on providing safe
and reliable drinking water but of enhancing and preserving the quality of life for our community. In order to
achieve these high expectations, a series of planning and tracking measures must be implemented. Through
a series of planning measures, the Governing Board, staff, and the community have developed a District vision
that empowers the organization to take actions to be innovative, efficient, and effective.
Through a series of meetings with staff at all levels of the organization, a Five-Year Work Plan has been
prepared with an emphasis on the elements needed to clearly look to the future. This effort is designed to
consider general policy direction and highlight priority projects that allows for the consideration of specific
tasks necessary for implementation.
The District now has a series of guiding elements that have established varying degrees of direction for
operational and planning decisions. The Strategic Plan includes: the District Vision, Core Values, Agency
Goals and Objectives, Five- Year Work Plan, Annual District-Wide Goals, Program Goals, and Individual Goals.
By setting clear expectations, all staff members are encouraged to be active participants in operations while
looking for opportunities to make a positive impact on the community.
LEADERSHIP
Motivating a group of people
to act towards achieving a
common goal or destination.
PARTNERSHIP
Developing relationships
between a wide range of
groups and individuals through
collaboration and shared
responsibility.
STEWARDSHIP
Embracing the responsibility
of enhancing and protecting
resources considered worth
caring for and preserving.
Core Values
&Enhance Preserve
THE QUALITY OF LIFE
FOR OUR CommunityTHROUGH INNOVATIVE LEADERSHIP
&World ClassPUBLIC SERVICE
19 EAST VALLEY WATER DISTRICT
RATEPAYERS
SR. ADMINISTRATIVE
ASSISTANT
DIRECTOR OF
STRATEGIC SERVICES
HUMAN RESOURCES/
RISK & SAFETY MANAGER
OPERATIONS
MANAGER
DIRECTOR OF
ENGINEERING & OPERATIONS
Organzainal Char
SR. ADMINISTRATIVE
ASSISTANT
HUMAN RESOURCES/
ADMINISTRATIVE INTERN
PUBLIC AFFAIRS
SPECIALIST
PUBLIC AFFAIRS
MANAGER
CONSERVATION
COORDINATOR
SR. ADMINISTRATIVE
ASSISTANT
CREATIVE SERVICES
REPRESENTATIVE
PUBLIC AFFAIRS
REPRESENTATIVE
SPECIAL EVENTS
WATER PRODUCTION
SUPERVISOR
WATER QUALITY
COORDINATOR
FIELD SERVICES
SUPERVISOR
SR. TREATMENT
PLANT OPERATOR
FACILITY MAINTENANCE
COORDINATOR
FACILITY MAINTENANCE
WORKER I
SR. WATER
PRODUCTION OPERATOR
WATER PRODUCTION
OPERATOR III
WATER PRODUCTION
OPERATOR II
WATER QUALITY
TECHNICIAN
ADMINISTRATIVE
ASSISTANT
SR. FIELD SERVICES
WORKER
FIELD SERVICES
WORKER III
FIELD SERVICES
WORKER II
FIELD SERVICES
WORKER I
EQUIPMENT
MECHANIC III
STOREKEEPER/
BUYER
METER READER II
METER READER I
GENERAL
MANAGER/CEODISTRICT CLERK
GOVERNING
BOARD (5)
(4)
(2)
(3)
(5)
(2)(2)
20FISCAL YEAR BUDGET 2019-20
CHIEF FINANCIAL
OFFICER
INFORMATION
TECHNOLOGY MANAGER
LEGAL COUNSEL
SENIOR
ENGINEER
SR. ENGINEERING
TECHNICIAN
ENGINEERING
TECHNICIAN II
SR. ADMINISTRATIVE
ASSISTANT
BUSINESS SERVICES
MANAGER
ACCOUNTANT
SR. ACCOUNTING
TECHNICIAN
ACCOUNTING
TECHNICIAN I
SR. ADMINISTRATIVE
ASSISTANT
SR. CUSTOMER SERVICE
REPRESENTATIVE
NETWORK
ADMINISTRATOR
INFORMATION
SYSTEMS TECHNICIAN
CUSTOMER SERVICE
REPRESENTATIVE III
CUSTOMER SERVICE
REPRESENTATIVE II
CUSTOMER SERVICE
REPRESENTATIVE I
RECEPTIONIST
(2)
(2)
Management
General StaffExecutive Management
Elected Officials
LEGEND
21 EAST VALLEY WATER DISTRICT
PROGRAM STRUCTURE
East Valley Water District has built a world-class team of individuals committed to the Agency Vision and
Core Values. The Organizational Chart reflects the current 67 authorized positions in relation to the chain of
command structure. It is important to note that the District fosters a collaborative work environment which
encourages communication and cooperation between different programs. A more detailed look at staffing can
be viewed within each individual Program.
The District currently has 17 programs, which are overseen by various members of the Executive Management
Team. This table, reflects the organizational structure based on Program oversight.
Ratepayers
Board of Directors
General Manager/CEO
District
Clerk
Director of
Strategic
Services
Director of
Engineering &
Operations
Chief Financial
Officer
Information
Technology
Manager
Human
Resources/Risk &
Safety Manager
Operations
Manager
Administration Public Affairs Engineering Finance Information
Technology Human Resources Meter Services
Conservation *Operations Customer Service Water Production
*Information
Technology Water Treatment
Water Quality
Water Maintenance
Wastewater
Maintenance
Facilities
Maintenance
Fleet Maintenance
PR
O
G
R
A
M
S
* This program is overseen by a director position but managed by a member of the executive team.
22FISCAL YEAR BUDGET 2019-20
Strategic Plan
AGENCY GOALS & OBJECTIVES
I. Implement Effective Solutions Through Visionary Leadership
A. Identify Opportunities to Optimize Natural Resources
B. Maximize Internal Capabilities through Ongoing Professional Development
C. Strengthen Regional, State and National Partnership
D. Encourage Performance Based Results through Staff Empowerment
II. Maintain A Commitment to Sustainability, Transparency, and Accountability
A. Practice Transparent and Accountable Fiscal Management
B. Utilize Effective Communication Methods
C. Pursue Alternative Funding Sources
D. Provide Quality Information to Encourage Community Engagement
III. Deliver Public Service With Purpose While Embracing Continuous Growth
A. Advance Emergency Preparedness Efforts
B. Strive to Provide World Class Customer Relations
C. Promote a Positive Organizational Culture
D. Embrace an Environment of Active Learning and Knowledge Sharing
IV. Promote Planning, Maintenance and Preservation of District Resources
A. Develop Projects and Programs to Ensure Safe and Reliable Services
B. Enhance Planning Efforts that Respond to Future Demands
C. Dedicate Efforts Toward System Maintenance and Modernization
D. Enable Fact-Based Decision Making Through State-of-the-Art Data Management
To maintain momentum and encourage continued growth, the District
adopted these foundational principles.
23 EAST VALLEY WATER DISTRICT
THIS PAGE IS LEFT BLANK INTENTIONALLY
24FISCAL YEAR BUDGET 2019-20
FINANCIALSUMMARY
An in-depth District-Wide overview of the FY 2019-20 budget.
Financial Policies
The East Valley Water District financial management
policies provide a basic framework for the overall
fiscal management of the District.
The policies represent a foundation for addressing
changing circumstances and conditions, and to assist
in the decision-making process. Financial policies
represent guidelines for evaluating both current
activities and proposals for future programs. They
also reflect long-standing principles and practices,
which have enabled the District to maintain its
financial stability. Policies are reviewed annually to
ensure the guidelines represent a realistic, current
framework for policy decisions.
BALANCED BUDGET
East Valley Water District shall prepare an itemized
budget for each fund and each program within
those funds. The budgets will be balanced, with
current revenues and use of reserves equal to or
greater than current expenditures/expenses using
the following strategies: improve productivity; raise
fees to offset costs of providing services and/or use
reserves if available.
INVESTMENT POLICY
The District’s Investment Policy applies to the
investment of short-term operating funds of the
District in excess of those funds required to meet
current District expenditures. District policy requires
adherence to California Government Code sections
5921 and 53601 regarding allowable investments.
The policy also includes guidelines on Pooling of
Funds, Safety, Liquidity, Yield, Prudence, Ethical
Standards, Risk, Diversification, and Reporting.
RESERVE POLICY
The District recognizes that fiscal responsibility
requires anticipating, and preparing for, unforeseen
events, in addition to ensuring sufficient funding is
available for current operating, capital, and debt
service needs. To that end, the District has adopted a
Designated Funds (Reserve) Policy as part of prudent
financial planning and to ensure sufficient funding
for current and future needs. The Designated Funds
Policy has established the following reserves and
reserve target levels:
• Operating Reserves – maintain 90 days of
District’s budgeted total operating expenses;
• Rate Stabilization Reserves – maintain 45 days
of District’s budgeted total operating expenses;
25 EAST VALLEY WATER DISTRICT
• Capital Replacement Reserves – minimum of
100 percent of depreciation expense for the
preceding year;
• Emergency Reserves – 2 percent of the total
value of Plant and Equipment.
DEBT POLICY
The District has adopted a policy regarding the
utilization of debt. Standards established in this
policy require:
• An equitable allocation of capital costs/charges between current and future system users;
• Minimum rate volatility.
In addition, the District confines long-term borrowing
to capital improvement projects that cannot be
financed from current revenues. When the District
finances capital projects by issuing bonds, it will
pay back the bonds within a period not to exceed
the estimated useful life of the asset. The District
maintains good communication with bond rating
agencies regarding financial condition and will
follow a policy of full disclosure on every financial
report. The District has no legal debt limits.
Budget Process
The budget reflects direction from the Governing
Board as established by the District Vision and
communicated to District staff through various
meetings and workshops.
The purpose of this budget document is to
communicate the District’s financial priorities with
citizens, local businesses, creditors, rating agencies,
other local agencies and stakeholders, and District
staff. The Fiscal Year 2019-20 Budget represents
guidelines established to address the District’s
short-term and long-term goals and objectives. This
document also demonstrates the District’s ability to
use financial resources for completing critical capital
projects for current and future customers as well
as the District’s commitment to meet its financial
obligations. Staff is confident that the financial
framework outlined in the FY 2019-20 Budget will
allow the District to deliver reliable, high-quality
water and wastewater services to its customers in a
prudent and sustainable manner.
Each year, administrative and operational program
managers establish goals and objectives in support
of the District’s strategic initiatives and five-year work
plan which, upon adoption by the Governing Board,
provide clear direction to staff regarding District-
wide priorities. Progress is measured throughout
the fiscal year and reported to the Governing Board
on a quarterly basis.
Moreover, in developing the budget, staff utilized
the District Vision for prioritizing District resources
for operational and capital activities.
STAKEHOLDER INPUT
The District has established a Community Advisory
Commission (CAC) which meets regularly at publicly
noticed meetings, to discuss significant affairs of
the District, including development of the annual
budget. Members of the CAC are civic minded
community leaders who donate their time to provide
input to staff on agenda items. The District Board
also conducts a series of public workshops to
discuss important milestones in the development of
the annual budget.
Public comment is welcomed and encouraged
at these workshops.
DISTRICT VISION
To help ensure consistent purpose, East Valley
Water District has adopted a comprehensive
statement that serves as a guide for the decision-
making process throughout the organization.
DEVELOP DISTRICT GOALS
AND OBJECTIVES
The District has adopted a Five-Year Plan
establishing a series of long-term objectives that
link management and staff work efforts to the
District’s Strategic Plan. Objectives in the Five-Year
plan have estimated completion dates ranging from
3 to 20 years and present the core of work efforts
to which District financial and human resources will
be dedicated. The Five-Year Plan will be revised as
objectives are completed, or as emerging issues
dictate that a significant, previously unidentified
objective should replace an existing objective.
26FISCAL YEAR BUDGET 2019-20
District-wide goals established with the annual
budget are taken directly from the Five-Year Plan,
and usually define incremental steps from the
long-term objectives that will be completed during
the upcoming fiscal year. All District-wide goals,
also referred to as GM goals as they are part of
the General Manager / CEO’s annual performance
evaluation, are adopted as program goals in one or
more of the District’s Programs.
DEVELOP PROGRAM
GOALS AND OBJECTIVES
Each program manager is tasked with developing
achievable and measurable goals and objectives
to be implemented in a single fiscal year. This
endeavor clearly identifies the planned efforts of the
program for the given period, links the program’s
efforts to the District-wide goals when possible, and
allows program employees to propose / establish
individual goals that support the District’s long-term
goals and vision. Program goals and objectives are
presented by program managers to the Board of
Directors and public at a public workshop in April.
ESTABLISH KEY PERFORMANCE
INDICATORS & ESTIMATE COSTS
To assess the organization’s productivity and
effectiveness, unique key performance indicators
are utilized as a quantitative measure. Cost estimates
reflect the anticipated expenses for accomplishing
each program’s day-to-day operational tasks,
special projects and overall program goals.
ADOPT BUDGET
The final budget document is assembled, including
projected revenues, expenditures, and funding
of all goals and objectives proposed by program
managers if possible. The document is presented
to the East Valley Water District Governing Board
at the first regular meeting in June for discussion.
Barring any revisions or corrections, the budget is
agaendized at the second Board meeting in June
for adoption. A hard copy version of the final budget
document is available to the public on request, or
can be viewed in its entirety on the District website.
PROGRAM MONITORING AND
BUDGET ADJUSTMENTS
In January of each year, District management meets
to analyze revenues and spending to determine
whether realized revenue has exceeded revenue
projections to the extent that additional program
services or capital projects can be proposed, and
to determine whether transfers between budget
line items are necessary to ensure that budget
limitations are not exceeded.
Requests for budget adjustments are submitted by
program managers to Executive Management for
review, who then forward the requested adjustments
to Finance for incorporation into proposed budget
amendments to be presented to the Board of
Directors at a Mid-Year Budget Review in February.
When possible, adjustments have no net effect
on the original budget balance unless additional
revenue is available. However, if revenue shortfalls
or unanticipated costs are realized, and transfers
between line items cannot meet the projected
deficit, a recommendation to defer capital projects
or draw on reserves is usually required to meet the
shortfall. All proposed changes are presented to the
Governing Board at a Mid-Year budget review.
District Vision
Adopt Budget
Monitor
Programs & Adjust
as Necessary
Develop Program
Goals & Objectives
5-Year
Work Plan
Establish
Performance
Indicators &
Estimate Costs
STAKEHOLDER INPUT THROUGHOUT PROCESS
27 EAST VALLEY WATER DISTRICT
Date Activity
June 26, 2019 FY 2019-20 Budget Adoption
November 13, 2019 First Quarter Budget Review at
Public Board Meeting
January 20, 2020 Budget Meeting to Distribute
Worksheets to Management Staff
February 12, 2020 FY 2019-20 Mid-Year Budget
Review at Public Board Meeting
March 9, 2020
FY 2020-21 Capital Outlay and
Capital Improvement Program
Planning Meeting
March 23, 2020 FY 2020-21 New Position
Requests Due to Finance
March 23, 2020
FY 2020-21 Capital Outlay and
Capital Improvement Project
Requests Due to Finance
March 30, 2020 FY 2020-21 Program Budget
Requests Due to Finance
April 15, 2020
FY 2020-21 Proposed Goals and
Objectives Workshop at Public
Board Meeting
April 23, 2020
FY 2020-21 Capital Outlay and
Capital Improvement Program
Budget Review with Managers
and General Manager/CEO
May 12, 2020
Meet with CAC to present and
discuss proposed program goals
and objectives and revenue
projections for FY 2020-21
May 20, 2020 FY 2020-21 Revenue Projection
Workshop at Public Board Meeting
May 29, 2020 FY 2020-21 Budget Complete
with all Revisions
June 10, 2020 FY 2020-21 Budget Workshop at
Public Board Meeting
June 24, 2020 FY 2020-21 Budget Adoption at
Public Board Meeting
CURRENT AND PROPOSED
BUDGET CYCLE CALENDAR
28FISCAL YEAR BUDGET 2019-20
Basis of Budgeting
The District’s financial records are kept in accordance with Generally Accepted Accounting Principles (GAAP)
for governmental enterprise funds. Therefore, the District follows the GAAP requirement that enterprise funds
use the full accrual basis of accounting.
However, there are exceptions where the accrual basis is not conducive to effective presentation of the
District’s budget because it does not allow discrete presentation of some significant uses of current financial
resources. In these cases, GAAP is not followed, and instead those uses of current resources are shown as
expenditures rather than as a reduction to a previously recorded liability, or a capitalized cost.
Exceptions to GAAP used for the District’s budget presentation are as follows:
• Compensated absence expense reflects the change in related accrued liabilities during the accounting
period on the GAAP basis, but for budget purposes expense includes anticipated leave time to be used
and/or cashed by employees during the fiscal year.
• Principal payments on Long Term Debt are applied to reduce the outstanding liability on a GAAP basis;
shown as a current expenditure on a Budget basis.
• Capital Outlay and Construction costs are capitalized and expenses over the useful life of the asset on a
GAAP basis; shown as a current expenditure on a Budget basis.
• Depreciation is recorded annually to expense the cost of a capital asset over its useful life on a GAAP
basis but is not contemplated on the Budget basis.
• Interest payments related to financing for the cost of a capital asset during construction are capitalized on
the GAAP basis but are reported as a current expense on a Budget basis.
• Pension expense is budgeted based on employer contribution rates assigned by CalPERS. For financial
statement reporting, pension expense is recorded based on the change to the net pension liability in
accordance with Governmental Accounting Standards Board Statement No. 68.
Fund Structure
GAAP requires that East Valley Water District, a California special district, account for its activities as a single,
governmental enterprise fund. The activities of enterprise funds closely resemble those of ongoing businesses
for which the purpose is to conserve and add to resources while meeting operating expenses from current
revenues. Enterprise funds account for operations that provide services on a continuous basis and, in the case
of East Valley Water District, are entirely financed by revenues derived from user charges.
RAW WATER SOURCES
WATER PRODUCTION
PLANTS
DISTRIBUTION &
STORAGE
CUSTOMER
USE
COLLECTION &
CONVEYANCE
WATER FUND
WASTEWATER FUND
WASTEWATER
DISCHARGE
WATER RECLAMATION
FACILITIES
EVWD OPERATIONS
29 EAST VALLEY WATER DISTRICT
Though in a single Enterprise Fund, East Valley
Water District engages in two separate and distinct
business-type activities including the distributions
of potable water, and the collection of wastewater.
Accordingly, the District’s budget is organized based
on these activities, or sub-funds, hereafter referred
to as the Water Fund and the Wastewater Fund.
The Water Fund accounts for the costs of acquiring
raw water, treating the water, and then pumping and
distributing the treated water to District customers.
These operations are supported by customer
accounts and general administration functions. The
Wastewater Fund accounts for the cost of collecting
wastewater from residential and commercial
customers and then delivering the wastewater to
the City of San Bernardino Treatment Plant.
Both Funds support a significant amount of
facilities and infrastructure. Accordingly, each
fund contributes to the maintenance, replacement
and improvement of that infrastructure. When the
issuance of debt is appropriate to fund major capital
projects, each fund has the authority to issue debt.
To support these costs each fund adopts its own
user rates, fees and charges, and has its own self-
balancing set of accounts. Budgets for each fund are
adopted to support the associated capital, and debt
service costs, to make reasonable contributions
to reserves, and to pay for an allocated portion of
operating and maintenance program expenses.
Wastewater Treatment revenue and expenses are a
simple pass-through to the City of San Bernardino.
Treatment fees are billed to District customers
along with other District fees and charges and are
based on rates adopted by the San Bernardino City
Council. All treatment fees collected are remitted to
the City on a monthly basis and do not contribute to
the District’s operations and maintenance expenses.
However, for budget purposes, wastewater
treatment expense is shown as a separate line item
in the Wastewater Maintenance program.
Additional detail about the activities and
budgets of each fund are included at the
Water Fund and Wastewater Fund tabs in this
document.
Water Sales
Service Charges Water Fund
Wastewater Fund
Investment/
Other Income
Water Capital
Expenditures &
Debt Service
Collection Charges
Investment/
Other Income
Wastewater
Treatment Charges
Wastewater
Treatment Expense
Wastewater Capital
Expenditures &
Debt Service
FUND
STRUCTURE
District Operations
& Maintenance
Programs
30FISCAL YEAR BUDGET 2019-20
Program Water Fund Wastewater Fund Total
1000 Governing Board $ 179,900 $ 77,100 $ 257,000
2000 General Administration 912,800 391,200 1,304,000
2100 Human Resources/Risk Management 716,800 307,200 1,024,000
2200 Public Affairs 1,054,200 385,800 1,440,000
2300 Conservation 589,000 - 589,000
3000 Finance 874,600 374,400 1,249,000
3200 Information Technology 652,400 279,600 932,000
3300 Customer Service 1,238,200 376,800 1,615,000
3400 Meter Services 295,000 - 295,000
4000 Engineering 1,085,700 465,300 1,551,000
5000 Water Production Administration 579,000 - 579,000
5000-51 Source of Supply 2,994,000 - 2,994,000
5000-52 Pumps & Boosters 652,000 - 652,000
5000-54 Transmission & Distribution 442,000 - 442,000
5100 Water Treatment 870,000 - 870,000
5200 Water Quality 461,000 - 461,000
6000 Maintenance Administration 391,500 43,500 435,000
6100 Water Maintenance 2,317,000 - 2,317,000
6200 Wastewater Maintenance - 814,000 814,000
6300 Wastewater Treatment - 8,665,000 8,665,000
7000 Facilities Maintenance 806,500 191,500 998,000
7100 Fleet Maintenance 437,400 48,600 486,000
TOTAL $ 17,549,000.00 $ 12,420,000.00 $ 29,969,000
Fund/Program Relationship
District operating and maintenance expenses are all budgeted and accounted for by Program.
Expenses incurred by Program’s are then allocated to the water and wastewater funds based on the assessed
benefit of Program services to each fund. The benefit assessment entails the evaluation of each program and
the services provided through activity based costing. Programs with activities fully aligned with the purpose of
one fund or the other, are charged fully to the appropriate fund, while programs with general and administrative
type functions are generally allocated using a 70%-30% split.
The percentage allocation is often adjusted for unique circumstances. For example, with the implementation
of water budget-based rates, allocated costs for Customer Service were shifted from the Wastewater Fund to
the Water Fund due to the increased cost of administering the new rates.
Below is a table illustrating the Fund/Program relationship for the current fiscal year:
31 EAST VALLEY WATER DISTRICT
Budget Summary
The budget for fiscal year 2019-20 is balanced and reflects East Valley Water District’s commitment to allocating
anticipated resources to meeting the expectations of District ratepayers, creditors, and other stakeholders.
The District projects that it will receive $39,200,000 in revenue during 2019-20 and has developed a budget
plan to allocate $29,969,000 toward funding of program operations, $4,378,000 toward the amortization of
outstanding debt, and $4,824,000 toward capital asset improvement and replacement.
The table below presents a summary of revenue by type, and expenditures by cost category, and
is followed by a discussion of revenue and expenditures.
Water Fund Wastewater Fund FY 2019-20 Total
REVENUE/SOURCES
Water Sales / Wastewater Collection Charges $ 15,900,000 $ 4,648,000 $ 20,548,000
Wastewater Treatment Charges - 8,665,000 8,665,000
Water System (Meter) Charges 8,980,000 - 8,980,000
Other Charges and Income 755,000 252,000 1,007,000
TOTAL REVENUE/SOURCES 25,635,000 13,565,000 39,200,000
OPERATING EXPENSES
Employment Expenses 8,563,900 2,277,100 10,841,000
Water Costs 1,067,000 - 1,067,000
Contracted Wastewater Treatment - 8,665,000 8,665,000
Power Costs 1,700,000 - 1,700,000
Materials & Supplies 1,193,200 141,800 1,335,000
Contract Services 4,729,250 1,228,750 5,958,000
Other Operating Expenses 295,650 107,350 403,000
TOTAL OPERATING EXPENSES 17,549,000 12,420,000 29,969,000
OTHER USES
Debt Service 4,066,000 314,000 4,380,000
Capital Outlay 870,000 631,000 1,501,000
Capital Improvement Program 3,150,000 200,000 3,350,000
TOTAL OTHER USES 8,086,000 1,145,000 9,231,000
TOTAL OPERATING EXPENSES/OTHER USES 25,635,000 13,565,000 39,200,000
TOTAL NET SURPLUS/(DEFICIT)$ - $ - $ -
32FISCAL YEAR BUDGET 2019-20
Revenue Summary
Revenue projections are key to determining the
amount of financial resources available to support
District programs and other obligations, therefore,
projections are developed early in the budget
process and then presented to the District’s Board of
Directors in early May.
East Valley Water District receives 97% of its revenue
from user rates and fees; the District receives no
increment from property or sales taxes. Rates and
fees are reviewed on 3 to 5 year cycles and adjusted
as necessary to cover the costs of providing services
to ratepayers. The District derives its authority for
setting rates from §31000 of the California Water
Code, and rate adjustments are adopted at public
hearings conducted in accordance with requirements
established by California Propositions 26 and/or 218.
The District has five revenue categories based on
rates:
• Water Sales
• Meter Charges
• Wastewater Collection
• Wastewater Treatment
• Other Charges
REVENUE HISTORY AND FORECAST (IN MILLIONS)
24.5 26.1 25.4 24.9 25.4 25.9
12.8 13.4 13.3 13.3 13.6 13.8
5.0
10.0
15.0
20.0
25.0
30.0
FY 2016-17 FY 2017-18 FY 2018-19Estimated FY 2019-20Projected FY 2020-21Projected FY 2021-22Projected
Wastewater Revenue
Water Revenue
40%Water Sales
23%Meter Charges
22%WastewaterTreatment
3%Other Charges/Revenue
12%WastewaterCollection
33 EAST VALLEY WATER DISTRICT
Water and wastewater rate revenues are highly
reliant on new development and rate increases for
sustained growth. Water sales are also reliant on
consumer demand, which increases or decreases
based on weather, water rates, and occasionally
drought conditions. The recent drought in California
forced the District, and like agencies, to promote
conservation and reduce water usage by a statewide
average of 25%, threatening to cause a sharp decline
in water sales revenue. East Valley Water District
avoided this decline by revising its rate structure. At
the same time, development has been nearly non-
existent for several years. Small ‘infill’ development
is proceeding, but large developments are being
stalled by community concerns about water supply,
and traffic congestion. As a result, no significant
number of new customer accounts have been built
into projections for the 2019-20 fiscal year.
A more detailed description of the District’s major
revenue sources, and related trends, is included in
the following sections. In addition, the Water Fund
and Wastewater Fund sections of this document
include a detailed discussion of the rates used to
calculate 2019-20 revenue projections.
WATER SALES
The District produces potable water for sale to four
customer classes; single family residential, multi-
family residential, commercial and irrigation. All
customers are billed on a monthly cycle based on
the amount of water usage, which is metered and
measured in hundred cubic feet (HCF) where 1 HCF
is equal to 748 gallons.
Customer Consumption in Hundred Cubic Feet
The District bills for water consumption in three
ascending ‘Water Budget’ rate tiers. Therefore,
as customer water usage exceeds established
tier widths or thresholds, water becomes more
expensive. Water Budget tiers are unique in that
tier width, or the number of HCF billed at each tier,
is determined based on the individual customer’s
characteristics.
For single and multi-family customers, the tier 1 width
is determined based on the number of occupants in
a dwelling, and is intended to supply the customer
with sufficient water for indoor health and safety
needs. Tier 2 width is based on a customer’s
landscaped square footage, and the measured
evapotranspiration, or the rate at which plants and
soil lost moisture during the month being billed. The
tier 2 budget is intended to supply sufficient water
for efficient irrigation of the landscaped square
footage. Tier three is billed for water use in excess
of the Tier 1 and 2 budgets and is deemed to be
inefficient use.
Irrigation meter customers receive only a Tier 2
budget as described above, with usage in excess
of the budget billed at the Tier 3 rate. Finally,
commercial customers, having neither occupants
or landscaped area associated with their domestic
meter, receive Tier 1 and 2 water budgets based on
the business’ historical water usage, with excess
usage billed at the Tier 3 rate.
The table below summarizes water sales volume
(HCF) by billing tier, including conservative
projections for fiscal year 2019-20.
FY 2016-17
Actual
FY 2017-18
Actual
FY 2018-19
Projected
FY 2019-20
Budgeted
Tier 1 3,662,249 3,734,469 3,648,586 3,548,000
Tier 2 2,489,442 2,552,470 2,416,045 2,434,000
Tier 3 915,395 1,270,186 1,160,033 1,011,000
TOTAL 7,067,087 7,557,125 7,224,664 6,993,000
The District adopted Water Budget based rates, along with rate adjustments phased over three years, at a
public hearing held in March of 2015. Phases 1 and 2 of the rate adjustments were implemented as scheduled
in July of 2015 and 2016, however, phase 3 adjustments were only partially (one-half) implemented in July
2017 because revenue projections for FY 2017-18 showed that the entire phase 3 adjustment was not needed.
34FISCAL YEAR BUDGET 2019-20
The District transformed its rate structure from a flat rate to water budget
tiered rates in FY 2015-16.
No rate adjustment was needed again for FY 2018-19; however, the District will implement the final increment
of phase 3 rate adjustments during fiscal year 2019-20, with an effective date of January 1, 2020. The rate
adjustments to each tier price will be approximately 6% and are projected to increase sales revenue by
approximately $350,000.
Based on the projection of water sales in volume, and the tier rates that will be effective throughout the year,
the District has projected water sales of $15.9 million for FY 2019-20. The graph below shows water sales
trends for four years and the current year projection. Additional information about water rates is available in
the Water Fund section of this document.
Water Sales
$11,927,523
$14,537,867
$15,900,000$16,347,378 $16,268,902
$2M
$4M
$6M
$8M
$10M
$12M
$14M
$16M
Tier 1
Tier 2
Tier 3
FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
35 EAST VALLEY WATER DISTRICT
WATER SYSTEM CHARGES
Also referred to as Meter Charges, these charges are fixed monthly charges assessed to customers based
on the size of the meter serving their property. Along with the 2015 rate restructuring discussed above,
meter charges were increased significantly (up to 70%) to shift some of the burden for revenue stability from
unpredictable water sales to these more reliable fixed charges. A second rate adjustment became effective
July 1, 2016.
Meter charge revenue is projected to remain the same for fiscal year 2019-20 as there will be no rate adjustments,
and there will not be a significant number of new customer connections due to development. Some temporary
accounts have been set up to record water usage through hydrant meters, usually associated with isolated
construction projects, but just a small percentage of monthly charges for these accounts are included in
revenue projections. For this reason, actual charges usually exceed projections by $15 to $25 thousand.
Meter Charges
East Valley Water District is a not-for-profit public agency and is
required by law to only charge its customers the costs associated with
providing utility services.
$8,980,000$9,001,470$8,943,223$8,944,652
$8,063,077
$1M
$2M
$3M
$4M
$5M
$6M
$7M
$8M
$9M
FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
36FISCAL YEAR BUDGET 2019-20
WASTEWATER COLLECTION CHARGES
This charge is assessed to District customers to fund the maintenance and replacement of wastewater
collection pipelines, make wastewater debt service payments, and fund program services associated with the
wastewater fund. The rate structure includes a fixed monthly charge of $15.36 for single family residences,
and a combination of fixed and volumetric charges for commercial and multi-family customers – currently
$3.90, and $.55 per HCF of water usage, respectively.
Wastewater collection rates have not been adjusted since 2012 so wastewater collection revenue has remained
relatively flat over the past five years, fluctuating slightly with small infill development projects and with changes
in water usage by commercial customers. A noticeable difference in 2015-16 was due to customer response
to tiered water rates, and significant conservation efforts in response to the severe drought that plagued
California.
Wastewater Collection Charges
$500K
$1M
$1.5M
$2M
$2.5M
$3M
$3.5M
$4M
$4.5M
$5M
Single Family Residential
Multi-Family / Commercial
FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
$4,286,594
$4,703,439 $4,668,923 $4,647,667 $4,648,000
37 EAST VALLEY WATER DISTRICT
WASTEWATER TREATMENT CHARGES
Rates for these charges are established by the City of San Bernardino Municipal Water Department (City), which
is currently contracted to treat all wastewater generated by District customers. The District bills customer within
its service area at City established rates, receives customer payments, and then remits collected treatment
revenues to the City at the end of each month. Wastewater treatment rates established by the City have
increased an average of 3.5% over the last six years, with the most recent increase of 3.4% becoming effective
July 1, 2017
Wastewater treatment rates for fiscal year 2019-20 include a fixed monthly charge of $21.55 for single family
residential customers, and a combination of fixed and volumetric charges for commercial and multi-family
customers – currently $3.90 plus a per HCF rate ranging from $1.29/HCF to $3.18/HCF depending on the type
of business run by the commercial customer. Total Wastewater Treatment Charges projected for fiscal year
2019-20 are $8,665,000.
Wastewater Treatment Charges
Wastewater treatment charges are collected on behalf of the City of
San Bernardino Municipal Water Department.
$7,165,655
FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
$7M
$7.3M
$7.6M
$7.9M
$8.2M
$8.5M
$8.8M
$8,129,944
$8,697,671 $8,666,031 $8,665,000
38FISCAL YEAR BUDGET 2019-20
OTHER CHARGES AND INCOME
These charges are assessed according to an
adopted fee schedule, but are only charged to
users who request, or require, use of District
resources beyond the scope of delivering
water and wastewater services. The 2019-20
projection for these charges is $1,007,000,
which is calculated using adopted fees and an
estimate of the number of occurrences for each
type of fee based on historical trends.
The District prepares its annual
budget and financial plan based
on operating expenses proposed
by program managers, scheduled
debt service payments, and capital
expenditures prioritized in the
District’s Capital Improvement
Program. Resources required
for these expenditures are then
appropriated from the District’s Water
and Wastewater enterprise funds.
EXPENDITURE SUMMARY
$300,000InvestmentIncome
$360,000DisconnectNotice Charge
26.9%Employment Services
12.4%Capital Expenditure
11.2%DebtService
4.3%PowerCosts
1.6%OtherOperating
2.7%WaterCosts
18.8%Materials/ContractServices
22.1%ContractedWastewaterTreatment
$115,000DelinquentFees
$115,000DelinquentFees
$89,000MiscellaneousRevenue
$70,000ReconnectFees
39 EAST VALLEY WATER DISTRICT
EMPLOYMENT EXPENSES
Employment expenses include salaries and benefits
paid for 67 full time employees and 3 temporary
employees. Employees are represented by two in-
house bargaining units, or employee partnerships,
which have negotiated a three-year Memorandum of
Understanding (MOU) regarding wage and benefit
adjustments through fiscal year 2019-20.
Salaries include regular wages, overtime and on-
call pay, paid leave time, incentives, and differential
payments which are awarded upon attainment of
designated certifications. Salaries are projected to
increase by approximately 4% for 2019-20, which
includes a 3% cost of living adjustment (COLA)
and step increases, subject to annual performance
evaluations, for 32 employees who have not reached
the top step in their pay range.
Benefit programs include a retirement plan with
the California Public Employee Retirement System
(CalPERS), a cafeteria health insurance plan, and
worker’s comp and Medicare insurance. Overall,
benefits are expected to increase by 22% for FY
2019-20.
Retirement plan funding requirements are determined
through actuarial valuations conducted by CalPERS,
which stipulates an employer and employee
share. The District pays the employer share, while
employees pay their share of contributions through
payroll withholding. District paid costs related to the
retirement plan are projected to increase 12% as
the District implements a 15-year, level pay funding
plan to address unfunded pension liabilities; this
plan was adopted to replace a 25-year amortization
schedule created by PERS. While the 15-year plan
requires higher initial annual contributions, the
shorter amortization period is projected to save the
District $3.5 million. In prior years, the District had
made additional payments of $350 thousand and
$500 thousand in fiscal years 2015-16 and 2017-18,
respectively.
Healthcare costs are also split between the District
and employees as the District pays 90% to 95% of
a designated ‘benchmark’ plan, with employees
paying the balance. Premiums for the benchmark
plan increased 9% for 2019, affecting both District
and employee contributions to healthcare costs
accordingly. Workers compensation premiums are
projected to increase approximately 8% as the
District’s rates and experience modifier continue to
be negatively impacted by three significant claims
by past and current employees.
FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
$8,709,178 $8,759,213
$9,782,191 $9,849,000
$10,841,000
$2M
$4M
$6M
$8M
$10M
$12M
Salaries
Benefits
40FISCAL YEAR BUDGET 2019-20
WATER COSTS
The District anticipates customer demand for approximately 16,050 acre-feet, or 5.23 billion gallons, of water
during the 2019-20 fiscal year. To meet this demand, the District will procure water from three different raw
water sources – groundwater, surface water, and the purchase of imported water. Each of these sources have
associated rates, fees or assessments charged by other agencies/companies as explained below:
• Groundwater - assessment to be paid to the San Bernardino basin Groundwater Council (GC), a
collaborative effort formed in January 2018 for the purpose of purchasing imported water to restore
and maintain sustainable groundwater levels. Assessment amounts are based on historical pumping
levels by each of the signers to the GC Framework Agreement, and the District’s assessment for 2019-
20 is projected to be $445,000. The GC assessment replaced a pumping assessment paid to the San
Bernardino Valley Water Conservation District prior to fiscal year 2018-19.
• Surface Water – stockholder assessments paid to the North Fork Water Company (NFWC) on Company
shares owned by the District. Annual assessments are set to cover the costs of operating NFWC and
includes delivery of Santa Ana River surface water, also based on the number of shares owned. The
District owns 6,588 shares and projects that the assessment will be $18 per share and has budgeted
$122,000 accordingly.
• Purchased Water – paid to the San Bernardino Valley Municipal Water District to buy State Project water
at $126 per acre foot (AF) when available. Due to heavy snow and rainfall in Northern California during
the last two winters plenty of water is available from the State Water Project, therefore, the District has
budgeted $500,000 to purchase up to 3,968 acre-feet of imported water in 2019-20.
Total water costs associated with these three sources are projected to be $1,067,000 for fiscal year 2019-20.
Water Costs
$200K
$400K
$600K
$800K
$1M
$1.2M
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19Projected FY 2019-20Budgeted
Purchased Water Groundwater Conservation District Groundwater Council Surface Water
$471,251
$1,309,459 $1,272,000
$803,301
$186,803
41 EAST VALLEY WATER DISTRICT
CONTRACTED WASTEWATER TREATMENT
As outlined in the discussion about wastewater treatment charges, the District has budgeted $8,665,000 for
the cost of contracted wastewater treatment in fiscal year 2019-20. All charges billed and collected for these
services are paid to the City of San Bernardino Municipal Water Department at the end of each month.
POWER COSTS
Power costs include the electrical power to extract groundwater through wells, to treat imported water, surface
water, and groundwater when necessary, and to distribute water throughout nine pressure zones within the
District using booster pumps. Although rates for electrical power have been increasing, energy conservation
measures implemented by the District in 2014 have helped to insulate the District from rising power costs.
Further, the District completed the installation and commissioning of a hydroelectric generation facility at the
District’s surface water treatment Plant 134 in 2018. The hydroelectric generator utilizes the force of water
turned out from a state water project pipeline, supplying water to the Plant 134, to produce power for running
the plant. However, state project water quality has been poor as a result of recent droughts in California,
limiting the amount of state water that can be taken by Plant 134, and limiting the use of the hydroelectric
generator.
Total District power costs were $1.66 million in fiscal year 2018-19 and, based on the above, are expected to
be about the same for 2019-20. Accordingly, projected power costs for fiscal year 2019-20 are $1.7 million.
Power Costs
Wastewater treatment charges are collected on behalf of the
City of San Bernardino Municipal Water Department.
$500K
$1M
$1.5M
$2M
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19Projected FY 2019-20Budgeted
Wells
Boosting
Treatment
$1,648,965
$1,535,223
$1,749,726
$1,663,720 $1,700,000
42FISCAL YEAR BUDGET 2019-20
MATERIALS & SUPPLIES
Materials costs include chemicals for treatment, small tools and parts for distribution system repairs, small
office tools and general office supplies. Materials costs are budgeted to decrease 5% in 2017-18 as the prior
year budget included a significant earmark for the replacement of street cutting and trenching tools.
Program Services Description FY 2018-19
Projected
FY 2019-20
Budgeted
Governing Board General Office Supplies $ 1,000 $ 1,000
Administration General Office Supplies 8,000 6,000
HR Desk, Office Supplies, Software 17,000 10,000
Public Affairs Promo Items, Events & Emergency Supplies 189,000 166,000
Conservation Educational Materials, Books, Workshop Items 28,000 28,000
Finance Auditing, Banking, Software 11,000 11,000
Information Technology Computer Supplies 35,000 37,000
Customer Service Lobby Materials, Office Supplies 8,000 9,000
Meter Services Hydration Supplies, Repellents 5,000 5,000
Engineering Small Tools, Plotter Supplies 25,000 23,000
Production Hand Tools, Lubricants, Electrical Supplies,
Chemicals 284,000 299,000
Water Treatment Tools, Lab Supplies, Chemicals 165,000 165,000
Water Quality Test & Repair Kits, Chemicals 18,000 18,000
Water Maintenance Inventory Items, Fill Materials 246,000 304,000
Wastewater
Maintenance Tools, Degreaser, Insecticides, Manhole Covers 36,000 36,000
Facilities Maintenance Paint Supplies, Hardware, Tools, Signs 41,000 56,000
Fleet Maintenance Large Equipment Repairs 158,000 161,000
TOTAL $ 1,278,000 $ 1,335,000
43 EAST VALLEY WATER DISTRICT
CONTRACT SERVICES
Contract services are proposed by Program Managers to fund ongoing needs for outside services, and periodic
needs for technical expertise to help meet program goals and objectives established for the current year.
Contract Services includes the following:
Significant variances between prior year contact services costs and projections for 2019-20 include:
• Public Affairs costs have increased to support the production of informational videos for display on the
District’s website.
• A $500,000 decrease in direct customer rebates for turf removal and other conservation efforts.
• Funding for a cybersecurity assessment and continued work on data analytics.
• Prior year water quality costs included a 5 year update to the regional watershed survey.
• A $100,000 increase in the budget for street repairs necessary after field crews complete a water main
repair due to incrased permit and asphalt costs.
Program Services Description FY 2018-19
Projected
FY 2019-20
Budgeted
Governing Board CEO Evaluation and Election Expenses $ 111,000 $ 11,000
Administration Legislative, Legal Consultants 363,000 342,000
HR Safety Consultants, OPEB 312,000 309,000
Public Affairs Printing, Emergency Training 380,000 416,000
Conservation Community Events, Demo Garden, Direct
Installation of Water Efficient Irrigation Timers 931,000 417,000
Finance Auditing, Banking, Software 176,000 153,000
Information Technology GIS, Data Management, Cybersecurity 506,000 433,000
Customer Service Billing, Collections, Pmt Processing,
Software Support 1,024,000 1,029,000
Meter Services Uniforms 10,000 10,000
Engineering Surveying, Engineering, Software, Permits 487,000 485,000
Production SCADA Updates, Inspections, Valve
Maintenance 405,000 450,000
Water Treatment Filtration Media Replacement,
Software Maintenance 149,000 194,000
Water Quality Lab Fees, Software Maintenance 161,000 164,000
Water Maintenance Leak Detection, Asphalt Repair 476,000 444,000
Wastewater
Maintenance
Manhole Insect Treatment, Collection Pipeline
Spot Repairs 246,000 247,000
Facilities Maintenance Security, Janitorial, Landscaping,
Equipment Repairs, 670,000 673,000
Fleet Maintenance Large Equipment Repairs, Maintenance Service 374,220 181,000
TOTAL $ 6,570,000 $ 5,958,000
44FISCAL YEAR BUDGET 2019-20
OTHER OPERATING EXPENSES
Other Operating Expenses budgeted for FY 2019-20 total $403,000 and include professional development,
memberships & dues, licensing, meeting expenses, employee recognition and education assistance. The
District emphasizes professional growth and leadership and encourages employees to utilize resources made
available by the District to continue learning through formal education, certifications, and collaboration with
other agencies responsible for delivering similar service to its ratepayers.
The following chart show the allocation of Other Operating Expenses budgeted for FY 2019-20:
$221,000Insurance
$48,000Meetings$25,000EmployeeRecognition
$11,000EducationAssistance
$200,000ProfessionalDevelopment
$118,000Memberships& Dues
45 EAST VALLEY WATER DISTRICT
Outstanding Debt
East Valley Water District’s debt service payments
in 2019-20 will be $4,378,000 on total outstanding
debt of $46,888,000 as of June 30, 2019.
The District issues debt for the purpose of building
and improving capital assets, and to refund/
refinance previously issued debt when interest rates
and other circumstances make it financially prudent.
The District’s Debt Management Policy states that
debt may only be issued to finance capital projects
that have been incorporated into the District’s
Capital Improvement Program, and that debt will
only be used to finance projects if it is the most cost-
effective means of doing so and the District’s credit
rating will not be negatively impacted.
District policy prohibits the issuance of long-term
debt to fund operating activities.
TYPES OF DEBT
Revenue Bonds: Revenue bonds are issued to
finance the construction or upgrade of water and
wastewater facilities. Debt service is payable out of
water and wastewater system net revenue.
• 2010 Refunding Revenue Bonds: Issued •
2010 Refunding Revenue Bonds: issued to
refund all outstanding long-term debt and
to provide $16 million for future capital
improvements. Bonds outstanding total
$26,150,000, bear interest of 3.90% to 5.00%.
• 2013 Revenue Bonds: issued to finance
the construction of a new administration and
operations headquarters. Bonds outstanding
total $12,085,000, bear interest of 4.25% to
5.00%. Current payments are interest only, with
principal amortization scheduled to begin in
fiscal year 2021-22.
State Water Resources Control Board Loans:
SWRCB loans are utilized to finance the construction
or upgrade to clean drinking water or recycled water
projects. Debt service is payable out of water and
wastewater system net revenue.
• Treatment Plant 134: borrowed to finance
upgrades to treatment technology at the
District’s Plant 134. The total loan outstanding is
$6,568,167 bearing interest at 0%.
• Sterling Natural Resource Center: borrowed
as primary funding for water recycling plant
known as the Sterling Natural Resource Center.
Total loan requested is $148.3 million with $11.3
million drawn down to date. Interest on the loan
is 1.8% and annual debt service on the full loan
will be approximately $6.82 million annually. The
debt service on this loan is not included in the
following tables.
State Water Resources Control Board Loans–
Assessment Districts: Loan agreements signed in
support of the State’s consolidation of mutual water
companies with failing water infrastructure within
the District’s service area. District is responsible
for ensuring payment on the state loans which is
payable from assessments on property formerly
served by the water companies.
• Arroyo Verde & Eastwood Farms: borrowed
to fund installation of new water distribution
system connected to the District’s water supply
facilities. Loans outstanding total $423,196 and
bear interest at 0%.
Other Loans – Subordinate: Financing
agreements signed with equipment vendors,
installers, or construction project managers for the
purchase or installation of equipment with useful
lives of 20 year or less. Repayment periods are 10
years and debt service payments are paid out of
energy cost savings.
• U.S. Bank Loan: borrowed to finance construction and implementation of several energy conservation measures. The total loan outstanding is $2,910,551 at an interest rate of 2.3%,
• SBVMWD Loan: borrowed from the San Bernardino Valley Municipal Water District (Valley District), the region’s State Water Project (SWP) contractor, for the construction of an SWP turnout and hydro-electric generation facility leading to the District’s treatment plant - Plant 134. Loan principal outstanding of $3,010,000 bears interest at the LAIF apportionment rate, currently 2.55%. Debt service is payable over 10 years out of water net revenue and energy cost savings.
46FISCAL YEAR BUDGET 2019-20
IMPACT OF CURRENT DEBT LEVELS
A schedule of 2019-20 debt service payments, by issue, is shown in the following schedule.
Schedule of FY 2019-20 Debt Service Payments (By Issue)
As shown above, debt service for fiscal year 2019-20 on all outstanding debt is $4,378,000 - this amount
represents 11.2% of the District’s total budget. 2019-20 is the fourth year of a five-year period during which
annual debt service payments will exceed $4.2 million. This level of debt service does not affect utility services
provided to District ratepayers but does directly impact the number of Capital Projects that can be funded by
operating revenues.
The following table presents District debt level ratios compared to 2015 Southwest Regional medians reported
reported by Fitch ratings.
WATER FUND WASTEWATER FUND
Debt Issue Principal Interest Principal Interest Total
2010 Refunding Revenue Bonds $ 1,475,000 $ 993,000 $ 105,000 $ 7,000 $ 2,580,000
2013 Revenue Bonds - 385,000 - 200,000 585,000
DWR Loan-Treatment Plant 234,000 - - - 234,000
DWR Loans - Assessment Districts 20,000 - - - 20,000
US Bank Loan 406,000 48,000 - - 454,000
SBVMWD Loan 430,000 75,000 - - 505,000
TOTAL $ 2,565,000 $ 1,501,000 $ 105,000 $ 207,000 $ 4,378,000
Ratio Fitch Median EVWD
Outstanding debt per customer (21,252 accounts)$1,634 $2,206
All-in debt service as % of gross revenue (1)26%14%
(1) Gross revenue does not include wastewater treatment charges which are a pass-through to the
City of San Bernardino Municipal Water Department
Schedule of Total Debt Service
WATER FUND WASTEWATER FUND
Fiscal Year Principal Interest Principal Interest Total
2019-20 $ 2,565,000 $ 1,501,000 $ 105,000 $ 207,000 $ 4,378,000
2020-21 2,639,000 1,418,000 110,000 203,000 4,370,000
2021-22 2,138,000 1,352,000 105,000 198,000 3,793,000
2022-23 2,193,000 1,290,000 110,000 192,000 3,785,000
2023-24 2,248,000 1,225,000 115,000 187,000 3,775,000
2024-29 6,690,000 5,285,000 665,000 839,000 13,479,000
2030-34 6,362,000 4,275,000 835,000 665,000 12,137,000
2035-39 7,677,000 2,954,000 1,050,000 460,000 12,141,000
2040-44 9,717,000 1,128,000 1,330,000 174,000 12,349,000
2045-46 234,000 - - - 234,000
TOTAL $ 42,463,000 $ 20,428,000 $ 4,425,000 $ 3,125,000 $ 70,441,000
47 EAST VALLEY WATER DISTRICT
FUTURE DEBT LEVELS
The addition of the DWR Loan for the Sterling Natural Resource Center will substantially increase the District’s
annual debt service requirement. Contractual payments on this loan will begin one year after Completion of
Construction, which is scheduled for January 2022. As noted in other discussions about the fiscal impact of the
SNRC in this document, wastewater treatment services are currently provided by the City of San Bernardino
and payments under that contract shown as Wastewater Treatment operating expense. When the SNRC is
operational, Wastewater Treatment payments to the City will be replaced with labor, materials, and other direct
treatment costs, and debt service.
The graph below presents total debt service on existing debt, and future SNRC loan payments, through
maturity.
Total Debt Service
FY
2
0
19-20
FY
2
0
20
-21
FY
2
0
21
-22
FY
2
0
22-23
FY
2
0
23-24
FY
2
0
24-25
FY
2025
-26
FY
2026
-27
FY
2027
-28
FY
2028
-29
FY
2029
-30
FY
2030
-31
FY
2031
-32
FY
2032
-33
FY
2033
-34
FY
2034
-35
FY
2035
-36
FY
2036
-37
FY
2037
-38
FY
2038
-39
FY
2039
-40
FY
2040
-41
FY
2041
-42
FY
2042
-43
FY
2043
-44
FY
2044
-45
FY
2045
-46
FY
2046
-47
FY
2047
-48
FY
2048
-49
$1M
$2M
$3M
$4M
$5M
$6M
$7M
$8M
$9M
$10M
Recycled WaterWater Fund Wastewater Fund
48FISCAL YEAR BUDGET 2019-20
BOND RATINGS
Credit risk is the risk that District creditors will suffer financial loss if the District fails to fulfill its obligation to
make timely payments to holders of District debt. This risk is measured by the assignment of a rating to the
District’s bonds by a nationally recognized credit rating organization. Strong credit ratings provide benefits
to District ratepayers in the form of reduced debt service costs. Prudent financial management policies have
resulted in a bond rating of AA- from both Standard & Poor’s, and Fitch ratings. Fitch affirmed its rating in April
of 2017. The AA- rating is considered a high quality, investment grade rating.
DEBT CAPACITY AND DEBT SERVICE COVERAGE
The District has no policy limitation, and there is no statutory limitation, on the amount of debt that may be
issued by the District, however, bond covenants for the District’s 2010 and 2013 Revenue Bonds require
an additional bonds test prior to issuing additional obligations payable from Net Operating Revenue. The
test determines the amount of additional debt that may be issued by calculating the amount of net revenue
available for additional debt service payments.
The Revenue Bond documents, as well as loan agreements with the Department of Water Resources and US
Bank, require that the District maintain a debt coverage ratio equal to 1.2 or 120 percent of annual debt service.
The FY 2019-20 proposed operating budget provides the net revenue to debt ratios shown in the table below.
Debt Coverage Ratio
Water Fund Wastewater Fund Total
REVENUE
Sales and Services $ 24,880,000 $ 13,313,000 $ 38,193,000
Other Charges 471,000 200,000 671,000
Interest & Miscellaneous Revenue 284,000 52,000 336,000
TOTAL REVENUES 25,635,000 13,565,000 39,200,000
OPERATING EXPENSES
Programs 17,549,000 12,420,000 29,969,000
TOTAL OPERATING EXPENSES 17,549,000 12,420,000 29,969,000
NET REVENUE 8,086,000 1,145,000 $9,231,000
Annual Debt Service 4,066,000 312,000 4,378,000
Debt Coverage Ratio 1.99 3.67 2.11
Net Revenue in excess of annual debt service (excess coverage) provides funding for the District’s CIP and
contributions to Replacement Reserves.
49 EAST VALLEY WATER DISTRICT
Fund Equity (Net
Position)
As discussed in a previous section, EVWD operates
water and wastewater enterprise activities, the
District does not have governmental or non-major
enterprise activities as part of its operational
structure. For financial reporting purposes, each
of the District’s activities report Equity, the excess
of assets over liabilities, as Net Position. Also for
financial reporting purposes, Net Position is reported
in three distinct classifications:
• Net Position Invested in Capital Assets
• Restricted Net Position, and
• Unrestricted Net Position.
Net Position Invested in Capital Assets maintains
a running balance of resources spent on the
acquisition and construction of capital assets, less
outstanding long-term debt and net of depreciation
of those capital assets over time. This classification
of Net Position does not include reserve funds that
are available for appropriation and is therefore not
considered as part of the budget process.
Restricted Net Position includes unspent proceeds
from issuance of long-term debt and developer
paid capacity fees. These funds are available for
appropriation but only as defined by contractual
agreement with bondholders and other creditors,
or by studies adopted by the District that state the
purpose and amount of capacity fees to be collected
from developers. Debt proceeds are used only for
projects specifically stated in debt agreements,
and capacity fees are used only for construction
of projects that expand the capacity of the
District’s infrastructure or to pay debt on expansion
projects that have already been built. Accordingly,
appropriations from Restricted funds will appear in
the District’s capital budget.
Unrestricted Net Position is the residual after the
balances in the other two classifications of Net
Position have been determined. The District has
the most flexibility in determining how Unrestricted
Net Position may be appropriated, and the Board
of Directors has done so by establishing a Reserve
Policy. That policy establishes three unrestricted
funds, and has defined their purpose, order of
priority for funding, target levels, and uses. Those
designated funds are the:
• Operating Fund
• Capital Replacement Fund
• Rate Stabilization Fund
The Operating Fund has the highest priority and
is funded first out of any excess of revenue over
expenditures at the end of each fiscal year. When
the Operating Fund has reached its target level
of 180 days operating expenses, excess funds
are applied to the Capital Improvement Funds up
to $10 million. Any remainder is transferred to the
Rate Stabilization Fund. If all funds have been fully
funded, the remainder reverts to the Operating Fund.
The District’s Board of Directors may take action to
transfer balances between the Unrestricted Fund
designations.
The following graph, illustrates the changes in
Unrestricted Net Position for the past five years and
forecasted balances for 2019-20.
Operating Fund
Water Enterprise
Capital Replacement
Fund
Rate Stabilization
Fund
Operating Fund
Wastewater Enterpise
Capital Fund
Rate Stabilization
Fund
Debt Proceeds Unrestricted Funds
Capacity Fees
Restricted Funds
50FISCAL YEAR BUDGET 2019-20
Changes in Unrestricted Fund Balances
WATER OPERATING FUND
In 2014-15 the District implemented Governmental Accounting Standards Board (GASB) statement number 68,
whereby unfunded pension liabilities were recorded on the District’s Statement of Net Assets and had a $6.2
million negative impact on the Water Operating Fund Balance. Also in 2014-15, the District adopted a new
tiered rate structure (explained in the Revenue section) to provide revenue stability during California’s severe
drought in which strict conservation mandates were imposed by the state. Revenue stability was achieved by
the new rates structure, as is evidenced by reserve levels for fiscal year 2015-16 through 2019-20.
At the end of the 2017-18 fiscal year, as part of the 2018-19 budget process, the District transferred $3 million
to fund the Water Capital Replacement Reserve in order to ensure, initially, that funds would be designated for
a five-year project to replace filtration membranes in the District’s surface water treatment plant.
The 2019-20 water enterprise budget does not project any additions to the Water Operating Reserve.
The table below provides beginning balances, increases and decreases, and ending balances of unrestricted
water fund Net Position for the past five years, and projections for the 2018-19 budget year.
WASTEWATER OPERATING FUND
In FY 2012-13 the District began drawing on unrestricted reserves to a conduct feasibility and environmental
studies for a proposed water recycling plant. Reserve spending for preliminary design, land acquisition, and
on litigation to defend the project’s environmental impact report continued into 2017-18. In November 2017, a
settlement agreement ended the litigation clearing the way for the District to finalize low-interest loan funding
with the state of California.
The unrestricted fund was also negatively impacted in 2014-15 by GASB 68 for the amount of $1.75 million.
A cost of service analysis for both water and wastewater utility rates is being conducted into 2019-20 to identify
rate adjustments needed, if any, to maintain essential utility services, and maintain adequate unrestricted fund
balance levels.
Summary Of Unrestricted and Restricted Funds
The table below provides beginning balances, increases and decreases, and ending balances for unrestricted
water and wastewater reserve balances, available for appropriation, for the past five years, and projections for
the 2019-20 budget year.
$2M
$4M
$6M
$8M
$10M
$12M
Water Operating Fund Water Replacement Fund Wastewater Operating Fund
FY 2015-16ActualFY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
$4,861,232
$7,539,722
$5,789,742
$6,786,369
$8,141,879
$10,067,982
$2,595,000
$2,190,000
$1,706,085 $1,656,550
$10,067,982
$1,656,550
$3,000,000$3,029,546
$1,761,323
51 EAST VALLEY WATER DISTRICT
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Projected
2019-20
Budgeted
WATER OPERATING FUND
Beginning Fund Balance $ 4,861,232 $ 5,789,742 $ 6,786,369 $ 8,141,879 $ 10,067,982
Revenue 22,358,720 24,954,835 27,296,029 26,653,103 25,635,000
Operating/Non Operating
Expenditures (16,685,330) (16,291,186) (17,714,108) (17,751,000) (19,050,000)
Capital Expenditures (2,873,963) (3,097,378) (2,645,333) (4,411,000) (4,020,000)
Debt Principal Payments (1,870,917) (1,926,956) (2,581,078) (2,565,000) (2,565,000)
Interfund Sale of Land - (2,642,688)---
Transfer to Capital Replacement Fd - - (3,000,000)--
ENDING FUND BALANCE 5,789,742 6,786,369 8,141,879 10,067,982 10,067,982
WATER CAPITAL REPLACEMENT FUND
Beginning Fund Balance - - - 3,000,000 2,595,000
Transfer from Operating Fd -- 3,000,000 --
Capital Expenditures --- (405,000) (405,000)
ENDING FUND BALANCE - - 3,000,000 2,595,000 2,190,000
RESTRICTED WATER CAPACITY FEES
Beginning Fund Balance 2,074,498 1,627,295 1,659,546 1,705,664 1,868,997
Fees Collected 184,387 32,251 46,118 163,333 230,820
Debt Issued -----
Capital Expenditures (631,590)----
ENDING FUND BALANCE 1,627,295 1,659,546 1,705,664 1,868,997 2,099,817
WASTEWATER OPERATING FUND
Beginning Fund Balance 7,539,722 1,761,323 2,029,652 1,706,085 1,656,560
Revenue 11,643,042 12,432,000 13,475,015 13,651,000 13,565,000
Operating/Non Operating
Expenditures (10,669,773) (11,816,048) (13,171,144)(12,300,525)(12,627,000)
Capital Expenditures (6,661,668) (2,895,311) (532,438) (1,300,000) (833,000)
Debt Principal Payments (90,000) (95,000) (95,000) (100,000) (105,000)
Interfund Sale of Land - 2,642,688 ---
ENDING FUND BALANCE 1,761,323 2,029,652 1,706,085 1,656,560 1,656,560
RESTRICTED WASTEWATER CAPACITY FEES
Beginning Fund Balance $ 76,269 $ 528,599 $ 698,889 $ 982,889 $ 1,283,616
Fees Collected 452,330 170,290 284,000 300,727 177,150
52FISCAL YEAR BUDGET 2019-20
Long Range Financial Plan
The long-range financial plan provides a forward-looking view of the District’s operating funds, allowing District
management and others to evaluate the long term sustainability of the District’s operating budget. It helps
determine whether financial resources will be available to achieve the Districts long term goals and objectives,
and to contribute to capital programs and reserve levels. It also provides a starting point for future decision
making regarding the District’s spending and projected revenues.
As a water and wastewater utility, the Districts’ long term planning efforts have always included consideration
of the age, condition, and efficiency of infrastructure used to deliver services to District customers, along
with compliance with water quality regulations. But in recent years, the drought in California has raised the
preservation and sustainability of water supplies, and water quality, as prominent issues in planning for future
operations. Based on these identified priorities, the District has developed goals that will have a significant
impact on the District’s operating budget over the next few years, including:
• Cost recovery through user rates versus development fees
• Construction of a water recycling plant (Sterling Natural Resource Center)
• Find alternative Water Supply and Promote Conservation
• Meet all Water Quality Standards
• Replacement of aging pipelines and increased water storage capacity
The achievement of these goals is subject to certain assumptions, but will remain a priority as they support the
District Vision and District Goals and Objectives.
Long-Term Priorities
Goal Assumption Link to District Goals & Objectives
User Rates Support Reasonable
Costs related to existing
customers; Development fees pay
for new infrastructure
• Water Usage Per capita
will not increase due to
Conservation efforts
• Development will add 50
customers annually to District
service area
• Practice Transparent
and Accountable Fiscal
Management
• Pursue Alternative Funding
Sources
Construct Sterling Natural
Resource Center for recycled
water supply
• Digesters will provide new
revenue streams (energy
sales, tipping fees) that will
help ensure fiscal sustainability
• Manage and Identify
Methods to Conserve Natural
Resources
• Actively Seek Alternative
Supply Resources
• Pursue Alternative Funding
Sources
Debt Issued $ -$ -$ -$ -$ -
Capital Expenditures -----
ENDING FUND BALANCE 528,599 698,889 982,889 1,283,616 1,460,766
ENDING BALANCE - ALL FUNDS $ 9,706,959 $ 11,174,456 $ 15,536,517 $ 17,472,155 $ 17,475,125
53 EAST VALLEY WATER DISTRICT
Goal Assumption Link to District Goals & Objectives
Find / Utilize Additional Water
Supply
• State Project Water will be
available to purchase for basin
recharge
• Actively Seek Alternative
Supply Resources
• Strengthen Regional, State
and National Partnerships
Replace Aging Pipelines
• New rate structure will
provide revenue stability and
adequate funding for pipeline
replacement program
• Develop Projects and
Programs to Ensure Safe and
Reliable Services
• Dedicate Effort Toward
System Maintenance and
Modernization
Meet Water Quality Standards
• SRF Funding Will Be Available
to Upgrade Treatment
Processes for Imported Water
High in Organics
• Develop Projects and
Programs to Ensure Safe and
Reliable Services
Rates and Charges
As discussed in the previous section, water and wastewater rate revenue is expected to increase over the next
five years due to modest building development and rate adjustments. Water rates were adjusted in March
2015 with a three-year implementation through fiscal year 2017-18. An updated cost of service analysis will
be completed in fiscal year 2019-20 for both water and wastewater rates will be reviewed by an independent
financial consultant in fiscal year 2017-18. Any rates adjustments proposed by the consultant will be considered
in accordance with requirements under California Proposition 218.
• Water Sales are projected to grow $500,000 or 3.5% over the next five years due to the estimated
addition of 50 new utility accounts annually, combined with 1% rate increases. Sales per capita is
expected to remain flat as water budget based tiered rates implemented by the District incentivize
consumers to use water efficiently.
• Meter Charge revenue is expected to grow by $100,000 between FY 2020 and FY 2024 due to the
increase in customer accounts mentioned above.
When the District completes construction on the Sterling Natural Resource Center (SNRC) in January of 2022,
it will mark the beginning of wastewater treatment and water recycling operations for the District, and the
collection of the related revenue. Beginning in 2022 the District will adopt and collect its own wastewater
treatment rates in support of SNRC operations and debt service.
The District will also sell recycled water produced by the SNRC to the San Bernardino Valley Municipal Water
District under a Local Resource Program (LRP) established recharge the Bunker Hill Groundwater Basin. Under
the LRP, the District and other recycled water producers will be reimbursed $173 per acre foot of water used
for recharge. The District anticipates that the SNRC will produce 6,000 acre-feet of reclaimed water each year,
resulting in annual revenue of $1.26 million.
Operating Cost Forecast
Operating costs for the District include salaries and benefits, maintenance and operation of the water distribution
and wastewater collection systems, contract services and materials and supplies. Costs also include monthly
payments to the City of San Bernardino for wastewater treatment services through December 2021. In January
2022 the SNRC will begin operations and contract payments to San Bernardino will be replaced by staff and
direct operating costs related to this new water recycling enterprise. Accordingly, operating costs will increase
Employment Expenses
Salaries are one of the largest costs for the District and are adjusted in accordance with a memorandum of
understanding (MOU) with employees – a new three-year MOU, which became effective in July 2017, included
54FISCAL YEAR BUDGET 2019-20
the following agreed-upon changes:
• 3% Cost of Living Increases for each of the next
three years
• 2.5% annual step increases, if qualified, until
employees reach the top of their salary range.
• Performance based incentive payments of up to
5% of base salary. An average of 4% was used
for purposes of forecasting.
Retirement plan contributions make up two-thirds
of total benefit costs and have two components –
Normal Cost, and payments against the pension
plan’s Unfunded Accrued Liability (UAL). Normal
Cost contributions are currently 12.805% of payroll,
increasing to 13.6% for fiscal years 2020-21 through
2024-25. UAL payments are $1,165,981 per year
for fifteen years, beginning with fiscal year 2019-
20. Other benefit costs include are projected to
increase 5% per year.
Staffing levels are expected to remain constant
through fiscal year 2020. However, as construction
of the SNRC progresses, an estimated 6 full time
employees will be added to operate the facility.
Accordingly, recruiting and hiring for these positions
will need to begin approximately 6 months prior
to completion so staff can be trained on treatment
processes.
Contracted Wastewater Treatment
Contracted treatment is expected to increase
less than 1% per year through December 2021.
Thereafter, monthly payments to the City averaging
more than $550,000 per month, or $8.6 million
annually, will cease. However, part of the agreement
for dissolution of the agreement with the City
was that the District will continue to pay the City
$700,000 annually to assuage the effects of the loss
of revenue for the District. Settlement payments will
continue for 10 years.
Power Costs
The District has tried to insulate itself and ratepayers
from significant increases in the cost of electricity
by implementing energy conservation measures,
installing a hydro-electric generation facility, and
at the future Sterling Natural Resource Center,
constructing digesters to convert methane gases,
resulting from treatment processes, into energy.
The District plans to build the digesters with enough
capacity to power the entire SNRC plant and
produce excess energy for sale back to Edison. The
available capacity in the planned digesters will allow
the SNRC to accept food waste from refuse haulers,
while charging a tipping fee that will contribute to
the financial success of the plant.
Materials and Supplies
In general, materials and supplies are expected
to increase 2% per year with inflation and will be
approximately $1.4 million annually until completion
of the SNRC when the cost of chemicals and other
consumables will increase by approximately $1
million for SNRC operations.
Other Contracted Services
Other Contracted Services such as maintenance on
existing facilities, consulting, customer bill generation
and printing are currently at $6.0 million annually
and are expected to increase 2 % annually until
the opening of the SNRC. When that facility opens
and is operational, maintenance costs are expected
to increase $550 thousand due to the extensive
equipment involved in treatment operations, and
removal and hauling of waste residuals will add $1
million per year to contract services.
Debt Service Forecast
Debt service costs include principal and interest
on Revenue Bonds and Loans issued to finance
system improvements. Future debt service cost
projections include an additional loan from the State
Revolving Fund issued to finance the construction
of the Sterling Natural Resource Center. The final
loan amount will not be determined until the project
is complete, however, the additional debt related
to this project is expected to increase annual debt
service from $3.8 million in FY 2021, to $10.6 million
in FY 2022. A schedule of future debt service,
including on the State Revolving Fund loan from the
State of California Waterboards, is shown on page
46 of this document.
Revenue Funded Capital Expenditures
Forecast
Revenue funded capital project spending is
projected to average $4.0 million over the next
five years. Projects included in the forecast are
discussed in the five-year Capital Improvement
Program section of this budget.
55 EAST VALLEY WATER DISTRICT
Five Year Forecast – FY 2020 through FY 2024
The following financial forecast is presented to provide a general understanding of how long-term goals will
affect operating revenue and expenditures over the next five years.
FORECAST
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
REVENUE
Water Sales / Wastewater
Collect $ 20,548,000 $ 21,250,000 $ 21,435,000 $ 21,460,000 $ 21,495,000
Wastewater Treatment 8,665,000 8,665,000 8,665,000 8,736,500 8,823,865
LRP Revenue - - 519,000 1,038,000 1,044,000
Meter Fees 8,980,000 9,005,000 9,030,000 9,055,000 9,080,000
Power Offset, Energy Sales,
Tipping Fees - - 2,701,260 6,246,544 6,273,584
Other Operating Charges 673,000 997,000 1,162,080 1,158,482 1,154,911
Investment Income 300,000 150,000 295,500 378,488 565,750
Capacity Fees 407,970 315,360 315,360 315,360 315,360
Other Income 34,000 50,000 50,000 50,000 50,000
TOTAL REVENUE 39,607,970 40,432,360 44,173,200 48,438,374 48,802,470
EXPENDITURES
Labor & Benefits 10,841,000 11,229,098 12,352,745 13,044,976 13,405,969
Water Costs 1,067,000 1,067,000 1,067,000 1,067,000 1,067,000
Contracted Wastewater
Treatment 8,665,000 8,665,000 4,625,000 - -
Power Costs 1,700,000 1,700,000 2,805,000 3,907,520 3,907,520
Materials and Supplies 5,958,000 5,987,790 6,917,729 8,217,945 8,303,798
Contract Services 1,335,000 1,342,384 1,849,812 2,365,847 2,383,450
Other Operating Expenses 403,000 405,552 943,122 1,202,848 1,220,647
Debt Service 4,380,000 4,370,000 3,803,000 7,196,000 10,594,740
Capital Outlay 1,501,000 950,000 950,000 1,650,000 1,650,000
Capital Improvement Program 3,755,000 3,775,000 2,835,000 4,209,000 4,278,000
TOTAL EXPENDITURES 39,605,000 39,491,824 38,148,407 42,861,136 46,811,124
CHANGE IN EQUITY 2,970 940,536 6,024,793 5,577,238 1,991,346
BEGINNING FUND EQUITY 17,472,155 17,475,125 18,415,661 24,440,454 30,017,693
ENDING FUND EQUITY $ 17,475,125 $ 18,415,661 $ 24,440,454 $ 30,017,693 $ 32,009,038
56FISCAL YEAR BUDGET 2019-20
CONSOLIDATEDFINANCIAL SCHEDULE
Overview of revenues and other financing sources and expenditures
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
REVENUES
4100 Water Sales $ 17,063,891 $ 15,100,000 $ 16,342,378 $ 15,900,000 $ 800,000 5%
4200 Meter Charges 9,001,556 8,960,000 8,943,223 8,980,000 20,000 0%
4301 Penalties 490,022 544,000 609,500 560,000 16,000 3%
4400 WW Collection
Charges 4,668,923 4,630,000 4,647,667 4,648,000 18,000 0%
4500 WW Treatment
Charges 8,697,671 8,233,000 8,666,031 8,665,000 432,000 5%
4605 Other Operating
Charges 393,485 121,000 159,500 113,000 (8,000)-7%
4701 Interest Income 221,359 220,000 135,000 300,000 80,000 36%
4703 Energy Incentives/
Rebates - - - - -
4704 Miscellaneous
Revenue 42,973 40,000 50,000 34,000 (6,000)-15%
TOTAL REVENUES $ 40,579,880 $ 37,848,000 $ 39,553,299 $ 39,200,000 $ 1,352,000 4%
Consolidated Financial Summary
57 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
EXPENSES – OPERATING BY PROGRAM
1000 Governing Board $ 143,374 $ 337,000 $ 337,000 $ 257,000 $ (80,000)-24%
2000 General Administration 1,913,699 1,258,000 1,258,000 1,304,000 46,000 4%
2100 HR/Risk Management 795,726 990,000 990,000 1,024,000 34,000 3%
2200 Public Affairs 799,931 1,142,000 1,142,000 1,440,000 298,000 26%
2300 Conservation 573,864 593,000 1,090,000 589,000 (4,000)-1%
3000 Finance 1,214,112 1,131,000 1,131,000 1,249,000 118,000 10%
3200 Information Technology 1,008,444 1,009,000 1,009,000 932,000 (77,000)-8%
3300 Customer Service 1,710,060 1,786,000 1,786,000 1,615,000 (171,000)-10%
3400 Meter Services 331,014 283,000 283,000 295,000 12,000 4%
4000 Engineering 1,795,489 1,521,000 1,521,000 1,551,000 30,000 2%
5000 Water Production
Admin 486,443 494,000 494,000 579,000 85,000 17%
5000-51 Source of Supply 2,082,113 2,791,000 2,791,000 2,994,000 203,000 7%
5000-52 Pumps & Boosters 634,761 727,000 727,000 652,000 (75,000)-10%
5000-54 Trans & Distribution 444,211 366,000 366,000 442,000 76,000 21%
5100 Water Treatment 934,586 848,000 848,000 870,000 22,000 3%
5200 Water Quality 370,852 434,000 434,000 461,000 27,000 6%
6000 Maintenance Admin 328,360 345,000 345,000 435,000 90,000 26%
6100 Water Maintenance 1,986,925 2,204,000 2,204,000 2,317,000 113,000 5%
6200 Wastewater
Maintenance 761,667 763,000 763,000 814,000 51,000 7%
6300 Wastewater Treatment
(Pass-through) 8,697,671 8,233,000 8,233,000 8,665,000 432,000 5%
7000 Facilities Maintenance 817,061 961,000 961,000 998,000 37,000 4%
7100 Fleet Maintenance 584,168 459,000 509,000 486,000 27,000 6%
SUBTOTAL OPERATING
EXPENSES 28,414,531 28,675,000 29,222,000 29,969,000 1,294,000 5%
EXPENSES – OTHER
Debt Service 4,691,477 4,315,000 4,315,000 4,378,000 63,000 1%
Capital Outlay 955,888 611,000 611,000 1,095,000 484,000 79%
Capital Improvement 4,866,293 4,287,000 4,345,000 3,758,000 (529,000)-12%
Transfer to Reserves 1,651,691 - 1,121,299 - - -
Transfer from Reserves - (40,000) (61,000) - 40,000 -100%
SUBTOTAL OTHER
EXPENSES 12,165,349 9,173,000 10,331,299 9,231,000 58,000 1%
NET $ - $ - $ - $ - $ - -
58FISCAL YEAR BUDGET 2019-20
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
PERSONNEL EXPENSES
5101 Regular Labor $ 6,839,132 $ 6,323,600 $ 6,323,000 $ 6,590,000 $ 266,400 4%
5102 Temporary Labor 2,592 - - - - -
5103 Overtime 327,434 352,000 352,000 352,000 - 0%
5104 Standby 37,319 35,000 35,000 35,000 - 0%
5200 Benefits 3,168,613 2,828,000 2,828,000 3,574,000 746,000 26%
PERSONNEL TOTAL 10,375,090 9,538,600 9,538,000 10,551,000 1,012,400 11%
WATER SUPPLY
6101 Purchased Water 129,977 500,000 500,000 500,000 - 0%
6102 Replenishment 185,060 445,000 445,000 445,000 - 0%
6103 Water
Assessment 118,312 122,000 122,000 122,000 - 0%
WATER SUPPLY TOTAL 433,349 1,067,000 1,067,000 1,067,000 - 0%
OPERATING EXPENSES
6201 Materials &
Supplies 578,638 722,000 722,000 765,000 43,000 6%
6202 Tools 26,167 40,000 40,000 53,000 13,000 33%
6203 Office Supplies 24,157 41,000 41,000 42,000 1,000 2%
6204 Chemicals 270,976 350,000 350,000 350,000 - 0%
6205 Conservation
Rebates 241,312 200,000 700,000 195,000 (5,000)-3%
6301 Contract Services 2,823,478 2,876,000 2,926,000 2,676,000 (200,000)-7%
6302 Banking Services 278,839 326,000 326,000 326,000 - 0%
6303 Printing &
Publishing 92,499 289,000 289,000 327,000 38,000 13%
6304 Legal Services 597,019 256,000 256,000 256,000 - 0%
6305 Treatment
Services 8,697,671 8,233,000 8,233,000 8,665,000 432,000 5%
6306 Rents & Leases 17,096 15,000 15,000 15,000 - 0%
6307 Uniforms 64,560 72,000 71,000 91,000 19,000 26%
6308 Billing Services 54,598 52,000 52,000 52,000 - 0%
6309 Shut Off Notice
Services 321,681 359,000 359,000 359,000 - 0%
6310 Street Services 317,436 400,000 400,000 325,000 (75,000)-19%
6311 Landscape
Services 152,510 145,000 145,000 145,000 - 0%
6312 Janitorial Services $ 82,237 $ 140,000 $ 140,000 $ 134,000 $ (6,000)-4%
ITEMIZED EXPENSE SUMMARY
59 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
6314 Litigation Services $ - $ 50,000 $ 50,000 $ 50,000 $ - 0%
6401 Utilities 17,935 24,000 24,000 24,000 - 0%
6402 Telephone 92,001 132,000 132,000 152,000 20,000 15%
6403 Electricity 1,841,452 1,820,000 1,820,000 1,820,000 - 0%
6404 Fuel 117,596 125,000 125,000 125,000 - 0%
6405 Permits 180,173 293,000 293,000 293,000 - 0%
6406 Postage 146,966 203,000 203,000 198,000 (5,000)-2%
6501 Memberships 81,746 113,000 113,000 118,000 5,000 4%
6502 Professional
Development 110,370 184,000 182,000 200,000 16,000 9%
6503 Education
Assistance 12,941 23,000 23,000 11,000 (12,000)-52%
6504 Meetings 25,516 55,400 56,000 48,000 (7,400)-13%
6505 Employee
Recognition 18,330 20,000 20,000 25,000 5,000 25%
6701 General Insurance 219,276 210,000 210,000 210,000 - 0%
6702 Insurance Claims 909 10,000 10,000 10,000 - 0%
6703 Cash Over/Short 713 - - - - -
6704 Bad Debt - 1,000 1,000 1,000
6705 OPEB Retirees 99,294 290,000 290,000 290,000 - 0%
OPERATING
EXPENSES TOTAL 17,606,092 18,069,400 18,617,000 18,351,000 281,600 2%
TOTAL EXPENSES $ 28,414,531 $ 28,675,000 $ 29,222,000 $ 29,969,000 $ 1,294,000 5%
Operating expenses are identified and accounted
for at the Program level.
60FISCAL YEAR BUDGET 2019-20
Water Fund
East Valley Water District understands the importance
of preserving California’s water supplies, especially
in times of drought, and has taken many steps to
encourage water use efficiency.
The water budget based rates promote water
efficiency and is based on the cost of service;
is equitable and fair; and promotes sustainable
behavior change. Water budget based rates
structure has been recognized by the SWRCB
for producing superior water savings and is an
approved alternative approach for compliance with
current California Drought Emergency Conservation
Regulations.
RATES
EVWD bills all customers on a monthly basis for
water usage. In March 2015, the Board of Directors
unanimously approved restructuring the water rates
from a uniform structure to water budget based
rates to encourage efficient water use and secure
the District’s long-term financial stability. The Board’s
decision also included the approval of
a three-year schedule of changes to the District’s
water rates. Water budget based rates are designed
to treat customers fairly by meeting each individual
customer’s unique needs. Its intent is to determine
the quantity of water that would be considered an
efficient level of water use. EVWD considers multiple
factors in calculating each customer’s monthly water
budget:
• Number of Occupants
• Number of Dwelling Units
• Medical Needs
• Horses/Live Stock
• Business Needs
• Agricultural Needs
• Irrigable Landscape
• Weather
The rates have been designed with a three-tier
structure, each developed based on the District’s
cost of service to provide three different sources
and uses of water. Based on the new rate structure,
approximately 60 percent of the District’s revenue
requirements may be captured from the amount of
water used.
Since the adoption of water budget based rates, the
District has experienced success in reducing water
consumption and stabilizing revenues to ensure
our fixed operational cost are covered. During FY
2017-18 the Board approved a modification to the
final phase in the three-year rate increase. No rate
increase was adopted during FY 2018-19 and FY
2019-20 the Board approved the implementation
of the final phrase three volumetric rate and no
increase to the meter charge.
Monthy Meter Charges
METER SIZE FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
5/8 in.$ 23.06 $ 23.06 $ 23.06 $ 23.06
3/4 in. 29.27 29.27 29.27 29.27
1 in. 41.71 41.71 41.71 41.71
1.5 in. 72.81 72.81 72.81 72.81
2 in. 110.13 110.13 110.13 110.13
3 in. 228.30 228.30 228.30 228.30
4 in. 402.44 402.44 402.44 402.44
6 in. 819.14 819.14 819.14 819.14
8 in.$ 1,503.25 $ 1,503.25 $ 1,503.25 $ 1,503.25
61 EAST VALLEY WATER DISTRICT
Commodity Charges
Monthly Fire Line Service Charges
COMMODITY RATES FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Tier 1 $ 1.45 $ 1.73 $ 1.73 $ 1.83
Tier 2 2.07 2.46 2.46 2.61
Tier 3 2.89 3.44 3.44 3.64
METER SIZE FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
1 in.$ 8.78 $ 8.78 $ 8.78 $ 8.78
1.5 in.13.18 13.18 13.18 13.18
2 in.17.57 17.57 17.57 17.57
3 in.26.35 26.35 26.35 26.35
4 in.35.14 35.14 35.14 35.14
6 in.52.70 52.70 52.70 52.70
8 in.70.27 70.27 70.27 70.27
10 in.87.84 87.84 87.84 87.84
REVENUES
Water revenues are generated through the following avenues:
• Fixed Meter Charges
• Water Consumption Sales
• Penalties
―Late Fees
―Shut Off Notice
―Reconnect Fees
• Initiation of Service Fees
• Energy Incentives
• Miscellaneous Reimbursements
―District property damage
―SBVMWD Conservation match funds
• Interest
In order to be as accurate as possible, staff evaluated and considered external factors that would have any
impact on revenue projections:
• Number of accounts by class
• Total irrigable landscaped area in the District service area
• Historical water usage
• State mandates
• Operational changes
62FISCAL YEAR BUDGET 2019-20
A careful analysis of the District’s water accounts
and usage were considered as the foundation for
projecting water sales. To determine Tier 1 usage,
each residential account was assumed to receive
10 units of Tier 1 water. Next, staff used GIS data
to provide the total square footage of irrigable
landscape and converted the efficient amount
of water necessary. Tier 3 water was based on
historical usage for irrigation accounts. Other
classification includes temporary water meters
used mainly for construction.
The table below reflects FY 2019-20 assumptions
for revenue projections. The number of accounts
does not include fire services.
CLASS NO. OF
ACCOUNTS TIER 1 TIER 2 TIER 3 TOTAL TOTAL SALES
Residential 19,526 5,103 3,228 895 9,226 $ 9,075,000
Multi-Family 463 2,233 852 475 3,560 3,350,000
Commercial 988 1,225 94 147 1,466 1,264,000
Irrigation 275 - 1,194 606 1,800 2,211,000
TOTALS 21,252 8,561 5,368 2,123 16,052 $ 15,900,000
Water Sales (Acre Feet)
Single family and multi-family residential customers
account for 78% of the District’s water sales.
Source of Revenue
58%Water Sales
38%MeterCharges
4%OtherCharges
63 EAST VALLEY WATER DISTRICT
METER SIZE NO. OF
SERVICES RATE TOTAL
5/8 in. 4,020 $ 23.06 $ 1,113,000
3/4 in. 12,453 29.27 4,374,000
1 in. 4,179 41.71 2,092,000
1.5 in. 270 72.81 236,000
2 in. 292 110.13 386,000
3 in. 62 228.30 180,000
4 in. 22 402.44 110,000
6 in. 12 819.44 120,000
8 in. 11 1,503.28 204,000
Fire Service 1.5 in. 10 13.18 2,000
Fire Service 4 in. 50 35.14 21,000
Fire Service 6 in. 125 52.70 75,000
Fire Service 8 in. 55 70.27 51,000
Fire Service 10 in. 15 87.84 16,000
TOTALS 21,576 $ 8,980,000
Water Sales (Acre Feet)
EXPENSES
Expenses are based on the cost to provide water to
meet customer demands. The table below projects
the amount of water to be produced for FY 2019-
20. The amount of water produced is more than the
amount of water sold to account for normal system
water loss.
The District is continuing to focus effort towards
the Conservation Program which is committed
to assisting customers with conservation efforts
through the continuance of the rebate programs
and instructor-led seminars and demonstrations.
Staff continues to review and enhance processes
to ensure optimal performance. However, due
to the new rate structure, cost allocations for the
Information Technology and Customer Service
Departments were shifted to the Water Fund.
Previously, those costs were allocated evenly
between the Water and Wastewater Fund. It has
been determined that budget based rates require
a significant amount of time and commitment from
staff therefore justifying the shift in expenses.
Moreover, due to the uncertainty of revenue income,
staff has reprioritized programs to ensure critical
programs continue while additional services can be
re- evaluated at mid-year.
CONCLUSION
The District strives to provide safe and reliable
water delivery services. The District has put forth
significant effort to overcome the challenges of
maintaining a fiscally sustainable and operationally
dependable organization. The District maintains its
commitment to investing in critical infrastructure
to ensure the future of its thriving community. Due
to the variable factors, mid-year review will be an
important time to review projections and program
expenditures to make adjustments as necessary.
64FISCAL YEAR BUDGET 2019-20
SOURCE OF
SUPPLY
FY 2016-17
Actual
FY 2017-18
Actual
FY 2017-18
Actual
FY 2018-19
Projected
FY 2019-20
Budgeted
Ground Water 16,164 12,928 13,315 12,649 13,485
Surface Water 2,330 3,913 3,700 3,515 0
Purchased 174 606 800 800 3,371
TOTALS 18,668 17,447 17,815 16,964 16,856
Water Production (Acre Feet)
Water Fund Expenses by Cost Center
31%Administration
16%DebtService
< 1%ReserveContribution
3%Pump &Boosters
4%Treatment
6%CustomerService
16%CapitalExpenditure
12%Source ofSupply
12%Transmission &Distribution
65 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
REVENUES
4100 Water Sales $ 17,063,891 $ 15,100,000 $ 16,342,378 $ 15,900,000 $ 800,000 5%
4200 Meter Charges 9,001,556 8,960,000 8,943,223 8,980,000 20,000 0%
4301 Penalties 85,340 380,000 145,000 360,000 (20,000)-5%
4303 Disconnect Notice
Charge 352,184 - 300,500 - - -
4605 Other Operating
Charges 380,387 93,000 131,500 111,000 18,000 19%
4701 Interest Income 178,534 160,000 75,000 250,000 90,000 56%
4703 Energy Incentives/
Rebates - - - - - -
4704 Miscellaneous Revenue 42,973 40,000 50,000 34,000 (6,000)-15%
TOTAL REVENUES 27,104,865 24,733,000 25,987,601 25,635,000 902,000 4%
OPERATING EXPENSES
SOURCE OF SUPPLY/WELLS
5101 Regular Labor 271,702 261,000 261,000 284,000 23,000 9%
5103 Overtime 21,325 32,000 32,000 32,000 - 0%
5200 Benefits 97,055 110,000 110,000 152,000 42,000 38%
6101 Purchased Water 129,977 500,000 500,000 500,000 - 0%
6102 Groundwater
Replenishment 185,060 445,000 445,000 445,000 - 0%
6103 Water Assessment 118,312 122,000 122,000 122,000 - 0%
6201 Materials & Supplies 41,770 61,000 61,000 61,000 - 0%
6204 Chemicals 91,715 150,000 150,000 150,000 - 0%
6301 Contract Services 113,015 271,000 271,000 276,000 5,000 2%
6311 Landscape Services 68,813 40,000 40,000 40,000 - 0%
6402 Telephone 609 - - - - -
6403 Electricity 1,153,848 1,000,000 1,000,000 1,150,000 150,000 15%
6405 Permits 52,243 100,000 100,000 100,000 - 0%
6504 Meetings 265 1,000 1,000 1,000 - 0%
SOURCE OF SUPPLY TOTAL 2,345,709 3,093,000 3,093,000 3,313,000 220,000 7%
PUMPS & BOOSTERS
5101 Regular Labor 87,527 86,000 86,000 95,000 9,000 10%
5103 Overtime 5,980 10,000 10,000 10,000 - 0%
5200 Benefits 27,827 36,000 36,000 52,000 16,000 44%
6201 Materials & Supplies 9,015 23,000 23,000 23,000 - 0%
6301 Contract Services $ 37,669 $ 81,000 $ 81,000 $ 81,000 $ - 0%
FY 2019-20 Water Fund Proposed Budget
66FISCAL YEAR BUDGET 2019-20
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
6311 Landscape Services $ - $ 35,000 $ 35,000 $ 35,000 $ - 0%
6403 Electricity 479,004 500,000 500,000 400,000 (100,000)-20%
PUMPS & BOOSTERS TOTAL 647,022 771,000 771,000 696,000 (75,000)-10%
TREATMENT
5101 Regular Labor 266,986 214,000 214,000 242,000 28,000 13%
5103 Overtime 28,187 25,000 25,000 25,000 - 0%
5200 Benefits 109,641 95,000 95,000 139,000 44,000 46%
6201 Materials & Supplies 20,347 23,000 23,000 23,000 - 0%
6204 Chemicals 105,185 150,000 150,000 150,000 - 0%
6301 Contract Services 284,277 249,000 249,000 249,000 - 0%
6301 Uniforms - 2,000 2,000 2,000 - 0%
6311 Landscape Services 21,451 14,000 14,000 14,000 - 0%
6401 Utilities 1,318 10,000 10,000 10,000 - 0%
6402 Telephone 10,577 - - - - -
6403 Electricity 116,874 200,000 200,000 150,000 (50,000)-25%
6405 Permits - - - - - -
TREATMENT TOTAL 964,843 982,000 982,000 1,004,000 22,000 2%
TRANSMISSION & DISTRIBUTION
5101 Regular Labor 1,057,910 1,172,000 1,172,000 1,229,000 57,000 5%
5103 Overtime 163,921 163,000 163,000 163,000 - 0%
5200 Benefits 619,894 560,000 560,000 681,000 121,000 22%
6201 Materials & Supplies 201,423 240,000 240,000 305,000 65,000 27%
6202 Tools 16,123 16,000 16,000 26,000 10,000 63%
6204 Chemicals 74,076 50,000 50,000 50,000 - 0%
6301 Contract Services 94,558 124,000 124,000 125,000 1,000 1%
6307 Uniforms 22,104 20,000 20,000 40,000 20,000 100%
6310 Street Services 317,436 400,000 400,000 325,000 (75,000)-19%
6405 Permits 39,590 - - - - -
6406 Postage 1,203 2,000 2,000 2,000 - 0%
6502 Professional
Development - - - 2,000 2,000 0%
6503 Education Assistance - 5,000 5,000 3,000 (2,000)0%
6504 Meetings - - - - - -
TRANS & DIST TOTAL 2,608,238 2,752,000 2,752,000 2,951,000 199,000 7%
CUSTOMER SERVICE
5101 Regular Labor 544,932 511,200 511,200 427,800 (83,400)-16%
5102 Temporary Labor - - - - - -
5103 Overtime $ 8,239 $ 13,500 $ 13,500 $ 13,500 $ - 0%
67 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
5200 Benefits $ 328,643 $ 259,900 $ 259,900 $ 230,000 $ (29,900)-12%
6201 Materials & Supplies 4,287 5,500 5,500 5,500 - 0%
6202 Tools 1,301 3,000 3,000 3,000 - 0%
6203 Office Supplies 1,657 2,100 2,100 2,800 700 33%
6301 Contract Services 97,243 95,300 95,300 98,800 3,500 4%
6302 Banking Services 185,420 214,200 214,200 214,200 - 0%
6303 Printing & Publishing 2,641 7,000 7,000 7,000 - 0%
6304 Legal Services - 3,500 3,500 3,500 - 0%
6306 Rents & Leases - - - - - -
6307 Uniforms 8,118 5,800 5,800 5,800 - 0%
6308 Billing Services 38,219 36,400 36,400 36,400 - 0%
6309 Shut Off Notice
Services 321,681 359,000 359,000 359,000 - 0%
6402 Telephone 4,599 6,200 6,200 5,600 (600)-10%
6406 Postage 89,043 107,100 107,100 107,100 - 0%
6502 Membership & Dues - - - 1,400 1,400 -
6502 Professional
Development 5,472 9,800 9,800 9,800 - 0%
6503 Education Assistance - - - - - -
6504 Meetings 326 1,400 2,000 2,000 600 43%
6703 Cash Over/Short 499 - - - - -
CUSTOMER SERVICE TOTAL 1,642,320 1,640,900 1,641,500 1,533,200 (107,700)-7%
ADMINISTRATION
5101 Regular Labor 3,002,403 2,619,100 2,846,800 2,936,500 317,400 12%
5102 Temporary Labor 1,814 - - - - -
5103 Overtime 46,098 47,800 44,600 49,950 2,150 4%
5104 Standby 30,570 33,000 29,000 33,000 - 0%
5200 Benefits 1,278,322 1,120,300 1,329,700 1,566,150 445,850 40%
6201 Materials & Supplies 174,757 212,200 243,400 236,000 23,800 11%
6202 Tools 3,680 13,100 12,700 15,900 2,800 21%
6203 Office Supplies 16,889 28,900 28,700 29,500 600 2%
6205 Conservation Rebates 241,312 200,000 700,000 195,000 (5,000)-3%
6301 Contract Services 1,426,676 1,305,100 1,364,500 1,188,650 (116,450)-9%
6302 Banking Services 9,767 14,000 14,000 14,000 - 0%
6303 Printing & Publishing 70,737 191,500 225,300 254,900 63,400 33%
6304 Legal Services 423,090 175,000 226,000 176,000 1,000 1%
6306 Rents & Leases 11,967 10,500 10,500 11,250 750 7%
6307 Uniforms $ 24,310 $ 32,100 $ 31,500 $ 31,850 $ (250)-1%
68FISCAL YEAR BUDGET 2019-20
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
6311 Landscape Services $ 43,572 $ 39,200 $ 39,200 $ 42,000 $ 2,800 7%
6312 Janitorial Services 57,566 96,400 100,400 100,400 4,000 4%
6314 Litigation Services - 35,000 35,000 35,000 -
6401 Utilities 11,632 9,800 9,800 10,500 700 7%
6402 Telephone 55,131 95,400 91,600 117,500 22,100 23%
6403 Electricity 64,208 84,000 84,000 90,000 6,000 7%
6404 Fuel 82,317 112,500 87,500 112,500 - 0%
6405 Permits 61,838 135,100 135,100 135,100 - 0%
6406 Postage 13,680 34,600 39,600 36,100 1,500 4%
6501 Memberships & Dues 57,950 80,600 80,600 84,900 4,300 5%
6502 Professional
Development 74,187 121,200 119,400 135,550 14,350 12%
6503 Education Assistance 9,059 12,500 14,100 5,600 (6,900)-55%
6504 Meetings 17,617 35,100 37,700 32,500 (2,600)-7%
6505 Employee Recognition 12,831 14,000 14,000 17,500 3,500 25%
6701 General Insurance 153,493 147,000 147,000 147,000 - 0%
6702 Insurance Claims 636 7,000 7,000 7,000 - 0%
6704 Bad Debt - 1,000 700 1,000 - 0%
6705 OPEB Retirees 69,506 203,000 203,000 203,000 - 0%
ADMINISTRATION TOTAL 7,547,615 7,266,000 8,352,400 8,051,800 785,800 11%
TOTAL OPERATING
EXPENSES 15,755,747 16,504,900 17,591,900 17,549,000 1,044,100 6%
OTHER USES
7101 Debt Principal 2,612,462 2,496,000 2,496,000 2,565,000 69,000 3%
7102 Debt Interest 1,777,852 1,550,000 1,550,000 1,501,000 (49,000)-3%
7500 Reserve Contribution - 74,000 74,000 - (74,000)-100%
8101 Capital Outlay 946,198 931,000 931,000 895,000 (36,000)-4%
8999 Capital Improvement
Program 3,837,861 3,175,000 3,175,000 3,125,000 (50,000)-2%
TOTAL OTHER USES 9,174,373 8,226,000 8,226,000 8,086,000 (140,000)-2%
SUMMARY
Total Revenue 27,104,865 24,733,000 25,987,601 25,635,000 902,000 4%
Total Operating Expenses 15,755,747 16,504,900 17,591,900 17,549,000 1,044,100 6%
Total Other Expenses 9,174,373 8,226,000 8,226,000 8,086,000 (140,000)-2%
NET $ 2,174,745 $ 2,100 $ 169,701 $ - $ (2,100)0%
69 EAST VALLEY WATER DISTRICT
Water Fund Revenues Vs. Expenses
The District produces more than 16 million gallons of water
daily through 293 miles of water distribution pipeline.
$5M
$10M
$15M
$20M
$25M
FY 2014-15ActualFY 2013-14Actual FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected FY 2019-20Budgeted
Operating Expenses
Revenues
$10,997,073
$20,385,046
$23,120,539
$19,879,330
$24,587,776
$27,104,865
$25,889,378
$25,635,000
$12,275,670 $12,915,690
$14,532,530
$16,367,600 $16,507,000
$17,549,000
70FISCAL YEAR BUDGET 2019-20
Wastewater Fund
The Wastewater Fund pays for all activities related to
the operations and maintenance of the wastewater
collection infrastructure as well as the treatment of
wastewater.
All treatment charges collected from customers are
remitted to the City of San Bernardino Municipal
Water Department.
RATES
There are two sets of rates that make up the
Wastewater Charge:
1. East Valley Water District Collection System Charge that includes conveyance and maintenance of the wastewater mains and;
2. City of San Bernardino Wastewater Treatment Charge that includes the treatment and disposal of waste.
Each set of rates has two components:
1. System Charge based on customer type, Residential or Commercial.
2. Service Charge based on the amount and concentration of the wastewater discharged into the wastewater system. Amount and concentration have a direct impact to the entire wastewater system and treatment facility.
The District’s service area for wastewater is divided
into two regions with City Creek being the identifying
landmark. Residences and businesses west of City
Creek are charged a different rate than those east
of City Creek due to the timing of development and
the hydraulics of the system. The adopted rates by
customer class are listed in the rate tables below.
RESIDENTIAL
East Valley Water District bills residential customers
a monthly wastewater charge based on the number
of dwelling units, up to four units, per property.
Properties with four or more units are classified as
multi-family. The table below identifies the number
of services and the wastewater charges per month.
COMMERCIAL
The District bills commercial customers on a monthly
basis for wastewater. The charge consists of four
components—two flat rates and two consumption
based rates. The two flat rates are EVWD’s system
charge and the City of San Bernardino’s treatment
charge. The two consumption based rates are for
EVWD’s Collection Charge per hundred cubic feet
(HCF) and the City of San Bernardino’s Treatment
Charge per HCF.
Additionally, the consumption based rates are
calculated using the following formula [($.55/HCF
EVWD Collection Charge + City of San Bernardino
Treatment Charge) x HCF used]. Shown below is
a schedule of commercial wastewater rates for FY
2018-19.
CUSTOMER CLASS NUMBER OF
SERVICES
COLLECTION
CHARGE
TREATMENT
CHARGE
TOTAL MONTHLY
CHARGE
Residential
Customer 19,405 $15.36 $21.55 $36.91
COMMERCIAL CUSTOMER EVWD SYSTEM
COLLECTION CHARGE
CITY OF SAN BERNARDINO
TREATMENT CHARGE
EVWD Commercial Charge $ 3.90
Multi-Family (4+ Units), Mobile HP $ 1.97
Non-Residential Customer Classes $ 3.52
RESIDENTIAL WASTEWATER RATES
RESIDENTIAL WASTEWATER RATES
71 EAST VALLEY WATER DISTRICT
REVENUES
Wastewater revenues consist of
collection charges, treatment charges,
and miscellaneous revenues such as
interest income and capacity charges for
new services. The District anticipates a
small increase in revenue related to the
assessment of wastewater collection
charges to vacant homes.Those revenues
will be remitted to the City of San
Bernardino, therefore having no impact on
District Operations.
Volumetric Rates
CUSTOMER TYPE
EVWD
SYSTEMCOLLECTION
CHARGE $/HCF
CITY OF SAN BERNARDINO
TREATMENT CHARGE $/HCF
Multi-Family 0.55 1.53
Commercial/Retail/Dry Cleaners 0.55 2.55
Restaurants/Hotels 0.55 3.28
Laundromats/Government/Office 0.55 1.83
Building/Motels 0.55 1.33
Schools/Churches 0.55 1.63
Convalescent Homes 0.55 1.83
Office Buildings/Motels 0.55 1.58
Auto Repair/Service/Car wash 0.55 1.58
Source of Revenue
64%WastewaterTreatmentCharges
34%WastewaterCollectionCharges
2%Other Charges
72FISCAL YEAR BUDGET 2019-20
EXPENSES
Operating expenses have remained the same overall
in the Wastewater Fund. The District continues to
conduct preventive maintenance programs on the
wastewater mains such as video monitoring the
lines and cleaning the lines on a regular schedule.
Additionally, staff has invested more time and efforts
into the spot repairs of the mains when sags and
cracks are found in the lines when reviewing video
tapes of the wastewater system.
With the implementation of water budget based
rates, costs associated with Customer Service and
Information Technology were shifted to the Water
Fund because of increased efforts to administer the
new tiered rates.
The District continues to move forward with the
SNRC, a facility that will create up to 10 million
gallons per day of recycled water.
Completion of the SNRC will mitigate the impacts
of future droughts by providing a long term reliable
water supply. This $126 million project is anticipated
to begin construction in FY 2018-19.
CONCLUSION
The Wastewater Fund is balanced, however, a rate
study must be conducted to ensure proper rates are
charged to fund future capital improvement projects
and that the District continues to meet debt service
obligations as set forth in the bond covenants.
District staff will continue to monitor the revenues
and expenses and present the progress to the
Governing Board on a quarterly basis.
Wastewater Fund Expenses by Cost Center
64%Treatment
19%Administration
6%Transmission &Distribution
3%CustomerService
6%CapitalExpenditure
< 1%ReserveContribution2%Debt Service
73 EAST VALLEY WATER DISTRICT
FY 2018-19 Wastewater Fund Proposed Budget
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
REVENUES
4301 Late Payment Fee $ 52,498 $ 164,000 $ 164,000 $ 200,000 $ 36,000 22%
4400 Wastewater
Collection Charges 4,668,923 4,630,000 4,647,667 4,648,000 18,000 0%
4500 Wastewater
Treatment Charges 8,697,671 8,233,000 8,666,031 8,665,000 432,000 5%
4605 Other Operating
Charge 13,098 28,000 28,000 2,000 (26,000)-93%
4701 Interest Income 42,825 60,000 60,000 50,000 (10,000)-17%
TOTAL REVENUES 13,475,015 13,115,000 13,565,698 13,565,000 450,000 3%
OPERATING EXPENSES
TREATMENT
6305 Treatment Services 8,697,671 8,233,000 8,233,000 8,665,000 432,000 5%
TREATMENT TOTAL 8,697,671 8,233,000 8,233,000 8,665,000 432,000 5%
TRANSMISSION & DISTRIBUTION
5101 Regular Labor 310,936 290,000 290,000 313,000 23,000 8%
5103 Overtime 33,650 45,000 45,000 45,000 - 0%
5200 Benefits 134,453 146,000 146,000 173,000 27,000 18%
6201 Materials & Supplies 53,945 31,000 31,000 31,000 - 0%
6202 Tools 3,369 5,000 5,000 5,000 - 0%
6301 Contract Services 223,124 243,000 243,000 243,000 - 0%
6307 Uniforms 2,190 3,000 3,000 4,000 1,000 33%
TRANS & DIST TOTAL 761,667 763,000 763,000 814,000 51,000 7%
CUSTOMER SERVICE
5101 Regular Labor $ 147,421 $ 142,800 $ 142,800 $ 103,200 $ (39,600)-28%
5102 Temporary Labor - - - - - -
5103 Overtime 1,608 1,500 1,500 1,500 - 0%
5200 Benefits 90,190 77,100 77,100 63,000 (14,100)-18%
6201 Materials & Supplies 1,611 1,500 1,500 1,500 - 0%
6202 Tools - - - - - -
6203 Office Supplies 710 900 900 1,200 300 33%
6301 Contract Services 41,639 38,700 38,700 40,200 1,500 4%
6302 Banking Services 79,466 91,800 91,800 91,800 - 0%
6303 Printing & Publishing 1,132 3,000 3,000 3,000 - 0%
6304 Legal Services - 1,500 1,500 1,500 - 0%
6306 Rents & Leases - - - - - -
6307 Uniforms $ 1,527 $ 1,200 $ 1,200 $ 1,200 $ - 0%
74FISCAL YEAR BUDGET 2019-20
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
6308 Billing Services $ 16,379 $ 15,600 $ 15,600 $ 15,600 $ - 0%
6402 Telephone 1,580 1,800 1,800 2,400 600 33%
6406 Postage 38,161 45,900 45,900 45,900 - 0%
6501 Membership & Dues - - - 600 600 -
6502 Professional
Development 2,345 4,200 4,200 4,200 - 0%
6503 Education Assistance - - - - - -
6703 Cash Over/Short 214 - - - - -
CUSTOMER SERVICE TOTAL 423,983 427,500 427,500 376,800 (50,700)-12%
ADMINISTRATION
5101 Regular Labor 1,149,315 1,027,500 799,200 959,500 (68,000)-7%
5102 Temporary Labor 778 - - - - -
5103 Overtime 18,426 14,200 17,400 12,050 (2,150)-15%
5104 Standby 6,749 2,000 6,000 2,000 - 0%
5200 Benefits 482,588 423,700 214,300 517,850 94,150 22%
6201 Materials & Supplies 71,483 124,800 93,600 79,000 (45,800)-37%
6202 Tools 1,694 2,900 3,300 3,100 200 7%
6203 Office Supplies 4,901 9,100 9,300 8,500 (600)-7%
6301 Contract Services 505,277 468,900 459,500 374,350 (94,550)-20%
6302 Banking Services 4,186 6,000 6,000 6,000 - 0%
6303 Printing & Publishing 17,989 87,500 53,700 62,100 (25,400)-29%
6304 Legal Services 173,929 76,000 25,000 75,000 (1,000)-1%
6306 Rents & Leases 5,129 4,500 4,500 3,750 (750)-17%
6307 Uniforms 6,311 7,900 7,500 6,150 (1,750)-22%
6311 Landscape Services 18,674 16,800 16,800 14,000 (2,800)-17%
6312 Janitorial Services 24,671 43,600 39,600 33,600 (10,000)-23%
6314 Litigation Services - 15,000 15,000 15,000 - 0%
6401 Utilities 4,985 4,200 4,200 3,500 (700)-17%
6402 Telephone 19,505 28,600 32,400 26,500 (2,100)-7%
6403 Electricity 27,518 36,000 36,000 30,000 (6,000)-17%
6404 Fuel 35,279 12,500 37,500 12,500 - 0%
6405 Permits 26,502 57,900 57,900 57,900 - 0%
6406 Postage 4,879 13,400 8,400 6,900 (6,500)-49%
6501 Memberships & Dues 23,796 32,400 32,400 31,100 (1,300)-4%
6502 Professional
Development 28,366 48,800 48,600 48,450 (350)-1%
6503 Education Assistance 3,882 5,500 3,900 2,400 (3,100)-56%
6504 Meetings $ 7,308 $ 17,900 $ 15,300 $ 12,500 $ (5,400)-30%
75 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
FY 2018-19
Projected
FY 2019-20
Proposed
Amount
Changed
%
Change
6505 Employee Recognition $ 5,499 $ 6,000 $ 6,000 $ 7,500 $ 1,500 25%
6701 General Insurance 65,783 63,000 63,000 63,000 - 0%
6702 Insurance Claims 273 3,000 3,000 3,000 - 0%
6702 Bad Debt Expense - - 300 -
6705 OPEB Retirees 29,788 87,000 87,000 87,000 - 0%
ADMINISTRATION TOTAL 2,775,463 2,746,600 2,206,600 2,564,200 (182,400)-7%
TOTAL OPERATING
EXPENSES 12,658,784 12,170,100 11,630,100 12,420,000 249,900 2%
OTHER USES
7101 Debt Principal 102,958 95,000 95,000 100,000 5,000 5%
7102 Debt Interest 198,205 222,000 222,000 212,000 (10,000)-5%
7500 Reserve Contribution (523,053) 347,900 471,848 - (347,900)-100%
8101 Capital Outlay 9,690 70,000 315,750 633,000 130,000 186%
8999 Capital
Improvement Program 1,028,431 210,000 831,000 200,000 423,000 201%
TOTAL OTHER USES 816,231 944,900 1,935,598 1,145,000 200,100 21%
SUMMARY
Total Revenue 13,475,015 13,115,000 13,565,698 13,565,000 450,000 3%
Total Operating Expenses 12,658,784 12,170,100 11,630,100 12,420,000 249,900 2%
Total Other Expenses 816,231 944,900 1,935,598 1,145,000 200,100 21%
Transfer from Reserves - - - - - -
NET $ - $ -$ -$ -$ -0%
76FISCAL YEAR BUDGET 2019-20
Wastewater Fund Revenues Vs. Expenses
$2M
$4M
$6M
$8M
$10M
$12M
$14M
FY 2014-15Actual FY 2015-16Actual FY 2016-17Actual FY 2017-18Actual FY 2018-19Projected
Operating Expenses
FY 2019-20Budgeted
Revenues
$11,974,364
$10,460,073
$11,572,011
$10,237,972
$11,686,882 $11,944,266
$13,361,606 $13,565,000
$10,164,210 $11,699,046 $12,170,100 $12,419,300
77 EAST VALLEY WATER DISTRICT
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78FISCAL YEAR BUDGET 2019-20
PROGRAMSUMMARIES
Comprehensive information for each functional program within the Distrtict
Program Descriptions
The District utilizes program-based budgeting.
Requested funds are associated with the expected
results and performance is measured by indicators
and reviewed on a quarterly basis with the
Governing Board. This results-oriented strategy
provides the ability to monitor expenses related to a
particular program or activity and track measurable
benefits. Program-based budgeting results can be
used in cost-benefit analyses, just as it would be in
a business environment to determine the value of
decisions and enhance transparency.
Program goals and objectives have been designed
to correlate directly with the District’s adopted
vision and five-year work plan, and with District-
wide (agency) goals for the upcoming fiscal year.
Key performance indicators (KPI) monitor progress
towards meeting program objectives. Each KPI
has a target that provides users of the Budget the
ability to assess the Program’s performance over
time. Program-based budgeting also increases
accountability and transparency as the ratepayers
and Governing Board can more easily see
where dollars are invested and monitor program
effectiveness.
Some KPIs are included to notate industry
benchmarks to help staff understand the District’s
performance in comparison to the water and
wastewater industry. American Water Works
Association (AWWA) standards help improve both
operational efficiency and managerial effectiveness.
The FY 2019-20 Budget is organized into the
following summary programs:
• Governing Board
• General Administration
• Human Resources
• Public Affairs
• Conservation
• Finance & Accounting
• Information Technology
• Customer Service
• Meter Service
• Engineering
• Water Production
• Water Treatment
• Water Quality
• Water Maintenance
79 EAST VALLEY WATER DISTRICT
• Wastewater Maintenance
• Facilities Maintenance
• Fleet Maintenance
Position Summary Schedule
East Valley Water District continues to evaluate
staffing needs to ensure all services are addressed by
a high-quality workforce. This process is supported
by the strategic direction and succession planning
efforts previously approved by the Governing Board.
The following staffing changes occurred during
FY 2018-19, or are being proposed for FY 2019-20
and explain the shifts in staff numbers between
departments:
• The Customer Service Supervisor position
was vacated due to retirement, and a Senior
Customer Service Representative transferred to
the Finance department; billing responsibilities
were also transferred to Finance. Neither of
these two full-time positions in Customer Service
have been filled, rather two part time employees
have been hired to assist with customer calls
and payment processing. Management will
assess the organization and staffing needs of
the department with particular attention to the
fact that a second Customer Service counter
will be opened at the Sterling Natural Resource
Center upon its completion in FY 2021-22
• A full-time manager was added in Public Affairs.
The table below summarizes the number of full-time
personnel by Program. All authorized positions are
funded in the proposed budget for FY 2019-20.
Full Time Staffing Summary By Program
DEPARTMENT 2017-18
ACTUAL
2018-19
ACTUAL
2019-20
PROPOSED
2000 General Administration 3 3 3
2100 Human Resources 2 2 2
2200 Public Affairs 2.5 4 5
2300 Conservation 1.5 1 1
3000 Finance & Accounting 7 6 6
3200 Information Technology 3 3 3
3300 Customer Service 7 7 5
3400 Meter Services 4 4 3
4000 Engineering 8 6 6
5000 Water Production 7 7 7
5100 Water Treatment 2 2 2
5200 Water Quality 2 2 2
6100 Water Maintenance 12 14 15
6200 Wastewater Maintenance 4 4 4
7000 Facilities Maintenance 1 2 2
7100 Fleet Maintenance 2 1 1
TOTAL 68 68 67
80FISCAL YEAR BUDGET 2019-20
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018 FY 2019
65
66
FY 2020
6767
69
68 68
Total Authorized Positions
81 EAST VALLEY WATER DISTRICT
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82FISCAL YEAR BUDGET 2019-20
FUNCTION
The Governing Board is
the legislative body of the
organization. Comprised of five
members elected at-large to
four-year staggered terms of
office.
Board members are responsible
for providing leadership,
direction and serving as the
organizational policy makers.
The Governing Board appoints
the General Manager/CEO to
carry out the day-to-day District
operations and implementation
of adopted policies.
goals and objectives
GOAL ONE
Provide Organizational Direction and Set Expectations
Through Policy Decisions
OBJECTIVES
1. Conduct General Manager/CEO annual evaluation,
including establishment of FY 2019-20 Goals.
2. Consider actions related to the North Fork Water
Company consolidation.
3. Conduct Board Member evaluations and establish Board
leadership positions.
GOAL TWO
Address Policy Related Decisions related to the Sterling
Natural Resource Center (SNRC)
OBJECTIVES
1. Consider agenda items related to on-going construction
of the SNRC
2. Evaluate staffing plan and program proposals related to
the operation of the SNRC.
3. Participate in activities that encourage community
engagement for the SNRC.
GOAL THREE
Make Financial Decisions that Result in Stability and
Understanding Operational Complexities
OBJECTIVES
1. Evaluate and consider agenda items related to water/
wastewater rate studies.
2. Support development of a resource list for the
implementation of the 5-Year Work Plan.
3. Consider a Memorandum of Understanding with the East
Valley Water District Employee Partnership.
GOVERNING BOARD
83 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Provide Organizational Direction and Set
Expectations Through Policy Decisions
-Approved a District 5-Year Work Plan
-Conducted General Manager/CEO annual
evaluation, including establishment of FY 2019-
20 Goals
-Reviewed and Updated the Board of Directors’
Handbook and Policies
Goal 2 – Addressed Policy Related Decisions to
Construct the Sterling Natural Resource Center
(SNRC)
-Updated Reimbursement Resolution related to
State funding for SNRC, approved contracts for
Material Testing an Inspection Services, Program
Management Services, and approved contract
with labor compliance firm to ensure grant
compliance
-Approved Guaranteed Maximum Price for design
and construction and Selected Design-Build firm
-Participated in community Groundbreaking
Ceremony for the SNRC
Goal 3 – Participate in Activities to Promote
Community Engagement and Increase Board
Qualifications
-Coordinated with the San Bernardino County
Registrar of Voters for 2018 elections
-Updated and posted all required election
information at headquarters office and District
website
-Attended local and statewide professional
development conferences and participated in
ongoing communication training
OTHER ACCOMPLISHMENTS
• Received the Districts of Distinction Gold Accreditation from
the Special District Leadership Foundation
SIGNIFICANT CHANGES
• Changed election year cycle in compliance with the Voter
Rights Act, which resulted in a cost savings of $88,000
Program Budget
Allocation
$257,000
83 EAST VALLEY WATER DISTRICT
84FISCAL YEAR BUDGET 2019-20
LEVELS OF SERVICE
The Governing Board has five KPI metrics that are associated with the District’s Goals and Objectives of:
• Identify Opportunities to Optimize Natural Resources (I-A)
• Maximize Internal Capabilities through On-going Professional Development (I-B)
• Provide Quality Information to Encourage Community Engagement (II-D)
• Strengthen Regional, State and National Partnerships (I-C)
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
I-A Act on project related agenda items
presented by staff 100%100%100%100%
I-B Average number of professional development
hours per Board Member 6 6 6 8
II-D Submit all documentation by deadlines
pursuant to transparency policies 100%100%100%100%
I-C Attend regional and state meetings as
representatives of EVWD 160 150 150 217
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 81,025 $ 105,000 $ 105,000 $ 105,000 $ - 0%
5200 Benefits 33,372 65,000 65,000 85,000 20,000 31%
OPERATING EXPENSES
6201 Materials & Supplies 963 1,000 1,000 1,000 - 0%
6301 Contract Services 7,500 110,000 110,000 10,000 (100,000)-91%
6307 Uniforms 472 1,000 1,000 1,000 - 0%
6502 Professional
Development 20,042 55,000 55,000 55,000 - 0%
GOVERNING BOARD TOTAL $ 143,374 $ 337,000 $ 337,000 $ 257,000 $ (80,000)-24%
85 EAST VALLEY WATER DISTRICT
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86FISCAL YEAR BUDGET 2019-20
GENERAL ADMINISTRATION
FUNCTION
The General Manager/CEO is
responsible for carrying out
day-to-day District operations,
implementation of adopted
policies, general oversight to
interagency relations, legislative
activities, and strategic planning.
Additionally, administration is
responsible for implementing
the District’s Vision, maintaining
official records, promoting public
trust, and ensuring transparency
compliance.
goals and objectives
GOAL ONE
Complete the Consolidation of the North Fork Water
Company
OBJECTIVES
1. Acquire remaining shares of the North Fork Water
Company.
2. Coordinate with legal counsel to define the terms of
potable water service delivery to shareholders currently
receiving North Fork and/or Bear Valley deliveries.
3. Coordinate with legal counsel to create a successor
corporation as part of the short merger process.
GOAL TWO
Continue Leading Efforts to Ensure Viability of the
Community Heritage and Education Foundation (CHEF)
OBJECTIVES
1. Complete the preliminary design of the Community
Heritage Education Foundation Building.
2. Develop a fundraising plan and financial goals.
3. Begin implementation of the fundraising plan.
GOAL THREE
Utilize the Intranet for Communication with Board
of Directors
OBJECTIVES
1. Create Board member portal/intranet web page.
2. Populate web page with forms, Board calendar and other
informational items.
3. Provide Board training and support to encourage
utilization of Board page.
87 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Acquire Shares of the North Fork Water
Company Not Currently Owned by the District
-Sent offer to purchase letters to shareholders not
currently receiving water deliveries
-Coordinated with legal counsel to develop
agreement to define the terms of potable water
service delivery to shareholders currently
receiving North Fork deliveries
Goal 2 – Coordinate the Establishment of a Non-
Profit Foundation
-Approved Vision/Strategic Plan for the
Community Heritage and Education Foundation
-Adopted Articles of Incorporation, Bylaws and
appointed a Public Committee
-Approved Architectural and Engineering Contract
to develop a site plan, construction budget,
marketing material, and determine a fundraising
budget
Goal 3 – Implement a Districtwide Records Retention
Program
-Approved revised Records Retention Policy and
Schedules
-Created document input plan to identify records
that need to be transferred into the District’s
electronic document repository
-Constructed document destruction in
accordance with the adopted Records Retention
Policy
OTHER ACCOMPLISHMENTS
• Received the District Transparency Certificate of Excellence
and the Districts of Distinction Accreditation from the Special
District’s Leadership Foundation
• Conducted six Board Orientations for the 2018 Board of
Director elections
• Continued support for the Adopt-a-School Program
partnership with San Bernardino City Unified School District
SIGNIFICANT CHANGES
• CHEF has been included in the fiscal year 2019-20 budget
as allowed by the reimbursement agreement approved by
the Governing Board
Program Budget
Allocation
$1,304,000
87 EAST VALLEY WATER DISTRICT
88FISCAL YEAR BUDGET 2019-20
LEVELS OF SERVICE
The Administration Program has four KPI metrics that are associated with the District’s Goals
and Objectives of:
• Practice Transparent and Accountable Fiscal Management (II-A)
• Provide Quality Information to Encourage Community Engagement (II-D)
• Dedicated Efforts Toward System Maintenance and Modernization (IV-C)
• Maximize Internal Capabilities through Ongoing Professional Development (I-B)
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
II-A Make administrative
documents available on-line 50 -10 61
II-D Publish Open Meeting/Public Notices
on or before statutory requirement 100%100%100%100%
IV-C Reduce number of boxes held
in off-site storage 2,000 3,162 3,291 3,083
II-B Encourage user subscriptions to
receive electronic agenda notifications 220 113 120 120
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 553,605 $ 507,000 $ 507,000 $ 520,000 $ 13,000 3%
5103 Overtime 2,508 3,000 3,000 3,000 - 0%
5200 Benefits 296,447 270,000 270,000 321,000 51,000 19%
OPERATING EXPENSES
6201 Materials & Supplies 2,130 4,000 4,000 2,000 (2,000)-50%
6203 Office Supplies 2,775 4,000 4,000 4,000 - 0%
6301 Contract Services 227,386 182,000 182,000 162,000 (20,000)-11%
6303 Printing & Publishing 3,050 2,000 2,000 1,000 (1,000)-50%
6304 Legal Services 523,949 125,000 125,000 125,000 - 0%
6307 Uniforms (81) 1,000 1,000 1,000 - 0%
6314 Litigation Services 212,505 50,000 50,000 50,000 - 0%
6402 Telephone 4,622 3,000 3,000 3,000 - 0%
6406 Postage 97 - - - - 0%
6501 Membership & Dues $ 58,772 $ 77,000 $ 77,000 $ 77,000 $ - 0%
GENERAL ADMIN TOTAL $ 1,913,699 $ 1,258,000 $ 1,258,000 $ 1,304,000 $ 46,000 4%
88 EAST VALLEY WATER DISTRICT
89 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
6502 Professional
Development $ 15,484 $ 20,000 $ 20,000 $ 20,000 $ - 0%
6503 Education Assistance - - - - - 0%
6504 Meetings 10,452 10,000 10,000 15,000 5,000 50%
GENERAL ADMIN TOTAL $ 1,913,699 $ 1,258,000 $ 1,258,000 $ 1,304,000 $ 46,000 4%
90FISCAL YEAR BUDGET 2019-20
HUMAN RESOURCES
FUNCTION
Human Resources is responsible
for facilitating programs to
attract the best and brightest
candidates while fostering a
work environment that promotes
high morale and employee
retention.
Recognizing the importance of
individual well-being, Human
Resources leads the efforts to
encourage health and wellness.
Additionally, they manage the
risk and safety programs to
ensure a safe work-place at the
District.
goals and objectives
GOAL ONE
Initiate Programs in Support of the SNRC Workforce
and Community Needs
OBJECTIVES
1. Develop an action plan for the implementation of a
Wastewater Operator-in-Training program.
2. Conduct a staffing analysis to identify the needs for
administrative, customer service, special events,
educational, facilities maintenance, and other functions.
3. Enhance educational partnerships to promote water /
wastewater utility education pathways and technical
education.
GOAL TWO
Promote a Positive Organizational Culture that
Maintains a Supportive and Encouraging Work
Environment
OBJECTIVES
1. Update the District’s Succession Plan to support the
5-Year Plan.
2. Develop pre-retirement transition plans (knowledge
transfer plans) for key positions.
3. Meet with staff members to facilitate career development
planning.
GOAL THREE
Negotiate a Three-Year MOU that considers both Long-
term Financial Commitments and Employee Morale
OBJECTIVES
1. Engage in negotiation meetings with East Valley Water
District Employee Partnership (EVWDEP)
2. Prepare for a District-Wide Total Compensation survey
3. Review and Update the District’s Compensation Program.
4. Present to BOD for adoption
91 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Promote a Positive Organizational Culture
that Maintains a Supportive and Encouraging Work
-Conducted annual employee engagement
surveys and created/implemented an action plan
to address results from the surveys and focus
group meetings.
-Facilitated quarterly activities that supported
engagement and empowerment of employees.
-Received a Top Workplace in the Inland Empire
award from the Inland News Group in the Small
Company Category for the fourth consecutive
year.
-Maintained non-retirement turnover of less
than 7%.
Goal 2 – Promote Community Involvement and
Provide Work Experience Opportunities
-Launched the District’s Volunteer Program
including an applicant tracking method.
-Had seven applicants participating in the
Volunteer Program.
-Created partnerships with local educational
institutions to work on future water and
wastewater pathways for students.
OTHER ACCOMPLISHMENTS
• Conducted a successful Senior Engineer recruitment.
• Hired five EVWD team members.
• Processed six internal promotions.
• Enhanced staff supplemental insurance and flexible
spending account program by partnering with American
Fidelity for the administration of benefits.
SIGNIFICANT CHANGES
• Contract Services has decreased due to program changes
and a focus on educational partnerships.
Program Budget
Allocation
$1,024,000
91 EAST VALLEY WATER DISTRICT
92FISCAL YEAR BUDGET 2019-20
LEVELS OF SERVICE
The Human Resources Program has four KPI metrics that are associated with the District’s Goals and
Objectives of:
• Encourage Performance Based Results through Staff Empowerment (I-D)
• Provide Quality Information to Encourage Community Engagement (II-D)
• Promote a Positive Organizational Culture (III-C)
• Embrace an Environment of Active Learning and Knowledge Sharing (III-D)
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
I-D Percentage of annual non-retirement
employee turnover <7%1.49%3%3%
I-D Annual performance appraisals
completed in a timely manner 95%99%100%100%
II-D Enrollment in District volunteer program 5 0 0 7
III-C Maintain high level of employee participation
in annual employee engagement survey 90%93%94%96%
III-D Utilization rate of District’s Employee
Assistance Program >10%21%7%19.72%
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 234,488 $ 224,000 $ 224,000 $ 230,000 $ 6,000 3%
5102 Temporary Labor 2,592 - - - - 0%
5103 Overtime 2,058 3,000 3,000 3,000 - 0%
5200 Benefits 115,799 104,000 104,000 137,000 33,000 32%
OPERATING EXPENSES
6201 Materials & Supplies 2,134 15,000 15,000 8,000 (7,000)-47%
6203 Office Supplies 1,760 2,000 2,000 2,000 - 0%
6301 Contract Services 64,340 70,000 70,000 67,000 (3,000)-4%
6303 Printing & Publishing 30 1,000 1,000 1,000 - 0%
6304 Legal Services 15,307 20,000 20,000 20,000 - 0%
6406 Postage 72 1,000 1,000 1,000 - 0%
6501 Membership & Dues 4,261 4,000 4,000 5,000 1,000 25%
6502 Professional
Development $ 9,129 $ 11,000 $ 11,000 $ 10,000 $ (1,000)-9%
HUMAN RESOURCES TOTAL $ 795,726 $ 990,000 $ 990,000 $ 1,024,000 $ 34,000 3%
93 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
6504 Meetings $ 5,947 $ 5,000 $ 5,000 $ 5,000 $ - 0%
6505 Employee
Recognition 18,330 20,000 20,000 25,000 5,000 25%
6701 General Insurance 219,276 210,000 210,000 210,000 - 0%
6702 Insurance Claims 909 10,000 10,000 10,000 - 0%
6705 Retiree Benefits 99,294 290,000 290,000 290,000 - 0%
HUMAN RESOURCES TOTAL $ 795,726 $ 990,000 $ 990,000 $ 1,024,000 $ 34,000 3%
94FISCAL YEAR BUDGET 2019-20
PUBLIC AFFAIRS
FUNCTION
Public Affairs oversees internal
and external communication
programs consistent with the
District’s vision.
Through media, community
and governmental relations,
the District is able to provide
effective communications to
various stakeholders.
goals and objectives
GOAL ONE
Work with Project Partners to Advance the Construction
of the SNRC
OBJECTIVES
1. Create outreach materials and events to promote the
construction status and future programs of the SNRC.
2. Coordinate with outside Government agencies for
necessary approvals and review of relevant subject
matter relating to the SNRC.
3. Oversee construction of the Administration Center within
allocated scope of the Guaranteed Maximum Price
(GMP).
GOAL TWO
Develop Communication Methods that Enhance the
District’s Brand
OBJECTIVES
1. Develop Proposition 218 notice and outreach campaign
to inform customers of proposed rate changes.
2. Develop a campaign to educate customers on the value
of reliable utility services provided by EVWD.
3. Host two communication training sessions for the Board
and Staff.
GOAL THREE
Advance the District’s Emergency Preparedness
Program to Effectively Respond in an Emergency
OBJECTIVES
1. Update the District’s Hazard Mitigation Plan and submit
for FEMA approval.
2. Complete the Vulnerability Assessment and the EPA Risk
and Resiliency Assessment.
3. Implement a quarterly outreach campaign to improve
accuracy of District’s customer contact database.
95 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Implement an Outreach Program that
Encourages Community Engagement in the SNRC
-The District hosted a well-attended
groundbreaking ceremony community event for
the SNRC
-Installed a time-lapse camera to document
construction progress of the SNRC and
developed an outreach campaign encouraging
the public to watch project development.
-Continued providing project updates on social
media, in the local newspaper and on the
District’s website by creating a SNRC spotlight
section on the homepage.
Goal 2 – Develop Communication Methods that
Enhance the District’s Brand
-Completed a District website redesign to a
platform that supports mobile devices and
improves online services by enhancing usability
and readability.
-District staff participated in a branding workshop,
highlighting the importance of cohesiveness in
outreach communication materials.
-Implemented communication tools to enhance
collaboration between departments.
-The Board approved and adopted the 5-Year
Work Plan at the February 13, 2019 Board
meeting.
-Hosted events and tours for local organizations
the District has worked with throughout the year.
Goal 3 – Advance the District’s Emergency
Preparedness Program to Effectively Respond in an
Emergency
-Due to the recent adoption of the Water
Infrastructure Act of 2018, the District has issued
an RFP and selected a contractor to complete
the emergency response documents needed to
remain in regulatory compliance.
-Staff developed text, email, phone, website,
and social media notification templates for
emergency situations identified in the District’s
Crisis Management Protocol Toolkit.
-The District hosted a two-way radio training
session for staff and new employees have taken
the ICS training courses needed to remain in
compliance with FEMA requirement.
SIGNIFICANT CHANGES
• Sterling Natural Resource Center outreach efforts have been
included in this program
• Printing and Publishing accounted for additional printing
items that are new to this fiscal year
LEVELS OF SERVICE
The Public Affairs Program has five KPI metrics that are
associated with the District’s Goals and Objectives of:
• Advance Emergency Preparedness Efforts (III-A)
• Provide Quality Information to Encourage Community
Engagement (II-D)
• Strengthen Regional, State and National Partnerships (I-C)
• Utilize Effective Communication Methods (II-B)
Program Budget
Allocation
$1,440,000
95 EAST VALLEY WATER DISTRICT
96FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
III-A Update Emergency Response Plan 100%80%80%25%
III-A Number of Emergency Response training
hours per FTE 16 8 8 13
II-D Number of community event presentations 15 18 8 9
I-C Number of Community Advisory Commission
meetings conducted 6 3 6 6
II-B Number of followers on social media 100 190 673 943*
*Projected: On average we get 2 new Facebook and Twitter followers per month. Instagram followers increase by about 12 per month.
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 354,634 $ 393,000 $ 393,000 $ 554,000 $ 161,000 41%
5102 Temporary Labor - - - - - 0%
5103 Overtime 10,596 7,000 7,000 7,000 - 0%
5200 Benefits 136,307 132,000 132,000 256,000 124,000 94%
OPERATING EXPENSES
6201 Materials & Supplies 47,131 186,000 186,000 163,000 (23,000)-12%
6203 Office Supplies 3,163 3,000 3,000 3,000 - 0%
6301 Contract Services 147,555 167,000 167,000 185,000 18,000 11%
6303 Printing & Publishing 56,616 169,000 169,000 198,000 29,000 17%
6304 Legal Services 910 5,000 5,000 5,000 - 0%
6307 Uniforms 1,720 3,000 3,000 3,000 - 0%
6312 Janitorial Services 5,480 8,000 8,000 2,000 (6,000)-75%
6402 Telephone 2,184 3,000 3,000 3,000 - 0%
6406 Postage 15,930 25,000 25,000 20,000 (5,000)-20%
6501 Membership & Dues 2,368 6,000 6,000 5,000 (1,000)-17%
6502 Professional
Development 7,675 12,000 12,000 15,000 3,000 25%
6503 Education Assistance 2,942 8,000 8,000 8,000 - 0%
6504 Meetings 4,719 15,000 15,000 13,000 (2,000)-13%
PUBLIC AFFAIRS TOTAL $ 799,931 $ 1,142,000 $ 1,142,000 $ 1,440,000 $ 298,000 26%
97 EAST VALLEY WATER DISTRICT
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98FISCAL YEAR BUDGET 2019-20
CONSERVATION
FUNCTION
Conservation is responsible
for overseeing programs
that facilitate and encourage
sustainable water use
throughout the District.
Additionally, this program is
responsible for communicating
conservation benchmarks to
various regulatory agencies.
goals and objectives
GOAL ONE
Develop Technical Assessment Tools to Minimize Water
Losses within the District’s Distribution System
OBJECTIVES
1. Complete annual water audit and develop an action item
list.
2. Implement advanced monitoring tools to understand
distribution of rebate participation versus water use.
3. Understand industry standards or best practices for
gathering conservation data information.
GOAL TWO
Evaluate Rebate Program Success and Implement
Program Enhancements
OBJECTIVES
1. Develop a conservation action plan to encourage water
efficiency through the different stages of water supply
availability.
2. Coordinate with other departments to increase water
savings through the development of new programs or
modification of existing rebates.
3. Develop a program to identify customers with inefficient
water use for participation in the District’s rebate
programs.
GOAL THREE
Engage in the Legislative Process as it Relates to Changes
in Conservation Regulations
OBJECTIVES
1. Actively participate in the regulatory and legislative
process as new conservation guidelines are considered.
2. Actively participate in the affordable rate legislative
process.
3. Provide quarterly updates to the Governing Board to
ensure they are informed of the changing conservation
requirements and other legislative issues.
99 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Develop Community Engagement Programs
to Increase Awareness of Water-Use Efficiency
-Conservation materials and presentation were
provided in both English and Spanish
-The District hosted four workshops with a total of
400 attendees.
Goal 2 – Evaluate Rebate Program Success and
Implement Program Enhancements
-The District hosted a free toilet distribution event
-The District hosted the Community Conservation
Fest at Plant 151
Goal 3 – Engage in the Legislative Process as it
Relates to Changes in Conservation Regulations
-The District continues to participate in agency
and regulatory hearings to provide comments as
conservation guidelines were developed.
SIGNIFICANT CHANGES
• Printing and publishing costs have increased 100% so that
printed materials can be translated in Spanish.
• The increase to the printing budget will also pay for
upgraded signage in the demonstration garden.
LEVELS OF SERVICE
The Conservation Program has four KPI metrics that are
associated with the District’s Goals and Objectives of:
• Identify Opportunities to Optimize Natural Resources (I-A)
• Provide Quality Information to Encourage Community
Engagement (II-D)
• Pursue Alternative Funding Sources (II-C)
Program Budget
Allocation
$589,000
99 EAST VALLEY WATER DISTRICT
100FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
I-A Meet SWRCB conservation goal Yes Yes Yes Yes
I-A Maintain significant level of participation in
annual conservation rebate programs 300 400 556 468
II-D Number of educational materials created 100 275 220 175
II-C External conservation funding received $25,000 $40,123 $33,769 $43,212
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 112,086 $ 98,000 $ 98,000 $ 101,000 $ 3,000 3%
5102 Temporary Labor - - - - - 0%
5103 Overtime 2,778 3,000 3,000 3,000 - 0%
5200 Benefits 39,442 27,000 27,000 30,000 3,000 11%
OPERATING EXPENSES
6201 Materials & Supplies 7,592 25,000 25,000 25,000 - 0%
6203 Office Supplies 1,259 3,000 3,000 3,000 - 0%
6205 Conservation Rebates 241,312 200,000 700,000 195,000 (5,000)-3%
6301 Contract Services 135,101 108,000 108,000 88,000 (20,000)-19%
6303 Printing & Publishing 28,762 100,000 100,000 110,000 10,000 10%
6304 Legal Services - 1,000 1,000 1,000 - 0%
6307 Uniforms 332 1,000 - 1,000 - 0%
6402 Telephone 871 2,000 2,000 2,000 - 0%
6406 Postage 2,296 20,000 20,000 20,000 - 0%
6501 Membership & Dues 2,011 2,000 2,000 6,000 4,000 200%
6502 Professional
Development - 2,000 - 3,000 1,000 50%
6504 Meetings 22 1,000 1,000 1,000 - 0%
CONSERVATION TOTAL $ 573,864 $ 593,000 $ 1,090,000 $ 589,000 $ (4,000)-1%
101 EAST VALLEY WATER DISTRICT
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102FISCAL YEAR BUDGET 2019-20
FINANCE & ACCOUNTING
FUNCTION
Finance and accounting oversee
the business operations of
the District in order to provide
accountability and adequate
control over the use of District
funds.
Staff downloads meter read
data, audits data, and submits
data files to a third-party
vendor for bill printing and
mailing. Staff also maintains the
financial systems and records
in accordance with Generally
Accepted Accounting Principles
(GAAP) as well as applicable
laws, regulations, and District
policies.
goals and objectives
GOAL ONE
Complete a Water and Wastewater Rate Study and
Update the Miscellaneous Fee Schedule
OBJECTIVES
1. Coordinate Public Hearing and Noticing efforts with
the Public Affair Department to comply with Prop 218
requirements.
2. Implement adopted rates in District’s utility billing
software.
3. Collaborate with the Engineering Department on
updating Capacity Fees.
4. Present and recommend Miscellaneous fee revisions
to the Board for approval and comply with Prop 26
requirements.
GOAL TWO
Implement Sound Financial Practices to Preserve and
Enhance the District’s Financial Position
OBJECTIVES
1. Prepare a District fiscal policy on Long-Term Financial
Planning.
2. Develop a Long-Term Financial Plan to support activities
adopted in the Five-Year Work Plan.
3. Evaluate Comprehensive, Long-Term fiscal impacts
of proposed changes to Labor Memorandum of
Understanding.
GOAL THREE
Link Fixed Asset Information in Tyler Accounting System
to Digitized Maps in Geographical Information System
(GIS) Program
OBJECTIVES
1. Hold series of meetings with Engineering staff to fully
understand linkage between Tyler and GIS.
2. Develop plan for estimating costs in Tyler for old assets
and for distributing costs in GIS.
103 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Enhance Accounting and Financial Reporting
for the Benefit of Internal and External Stakeholders
-Submitted application for exemption for
Community Heritage & Education Foundation
(CHEF)
-Implemented the Prophix budget software
-Received awards from both the Government
Finance Officers Association (GFOA) and the
California Society of Municipal Finance Officers
(CSMFO) for the District’s 2018-19 Budget
-Issued and received GFOA Awards for
Outstanding Achievement for District’s June 2018
Comprehensive Annual Financial Report (CAFR)
and Popular Annual Financial Report (PAFR)
-Coordinated training and implementation of the
inventory bar-code system
Goal 2 – Maintain Strong Financial Policies and
Management Practices to Preserve and Enhance the
District’s Financial Position
-Completed and presented a financial plan to
address long-term unfunded pension liabilities
-Contracted with consultant for a Cost of Service
Analysis/Rate Study
-Updated Resolutions and Financial Model for
changes in the SNRC project
Goal 3 – Link Fixed Asset Information in Tyler
Accounting System to Digitized Maps in GIS Program
-Completed the AMI link between Tyler and GIS
for Phases I and II
-Rehabilitated sewer manholes have been
modified in GIS and are connected to assets in
Tyler
-All projects performed and completed in FY
2017-18 are identified in GIS and Tyler
SIGNIFICANT CHANGES
• Moved utility billing and collections from Customer Service to
Accounting Technician desk
LEVELS OF SERVICE
The Finance and Accounting Program has six KPI metrics that are
associated with the District’s Goals and Objectives of:
• Practice Transparent and Accountable Fiscal Management (II-A)
―Complete Year end close out and audit in timely and
efficient manner
―Update fiscal policies regularly to ensure compliance
with law
―Work to improve District bond rating
―Produce timely monthly budget reports for
program managers
―Receive GFOA Certificate of Achievement in Financial
Reporting for each year’s CAFR
―Receive GFOA Certificate of Achievement in Financial Reporting for each year’s PAFR
Program Budget
Allocation
$1,249,000
103 EAST VALLEY WATER DISTRICT
104FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
II-A Days to prepare and present CAFR after fiscal
year end 135 days 118 103 102
II-A Enhance District bond rating through strong
reserves and fiscal policies AA AA-AA-AA-
II-A Number of fiscal policies updated / enhanced
and reviewed with the Board 4 4 3 3
II-A Provide program managers monthly budget
variance reports 12 12 12 12
II-A
Consecutive years Certificate of Achievement
for Excellence in Financial Reporting received
for CAFR
7 5 6 7
II-A
Consecutive years Certificate of Achievement
for Excellence in Financial Reporting received
for PAFR
2 N/A 1 2
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 746,453 $ 650,000 $ 650,000 $ 681,000 $ 31,000 5%
5102 Temporary Labor - - - - - 0%
5103 Overtime 5,225 5,000 5,000 5,000 - 0%
5200 Benefits 328,510 259,000 259,000 373,000 114,000 44%
OPERATING EXPENSES
6203 Office Supplies 5,993 11,000 11,000 11,000 - 0%
6301 Contract Services 70,570 89,000 89,000 66,000 (23,000)-26%
6302 Banking Services 13,953 20,000 20,000 20,000 - 0%
6303 Printing & Publishing 268 1,000 1,000 1,000 - 0%
6304 Legal Services 23,850 60,000 60,000 60,000 - 0%
6307 Uniforms 994 2,000 2,000 2,000 - 0%
6402 Telephone 2,168 3,000 3,000 3,000 - 0%
6406 Postage 67 1,000 1,000 1,000 - 0%
6501 Membership & Dues 3,457 4,000 4,000 4,000 - 0%
6502 Professional
Development 10,450 21,000 21,000 17,000 (4,000)-19%
6503 Education Assistance - - - - - 0%
6504 Meetings 1,484 4,000 4,000 4,000 - 0%
6704 Bad Debt 671 1,000 1,000 1,000 - 0%
FINANCE TOTAL $ 1,214,112 $ 1,131,000 $ 1,131,000 $ 1,249,000 $ 118,000 10%
105 EAST VALLEY WATER DISTRICT
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106FISCAL YEAR BUDGET 2019-20
INFORMATION TECHNOLOGY
FUNCTION
Information Technology (IT) is
responsible for the strategic
alignment of technology with the
District’s initiatives.
Staff maintains the enterprise
systems, network, cybersecurity,
and computer hardware.
goals and objectives
GOAL ONE
Proactively Replace Hardware and Software Approaching End-
of-Life CycleObjectives
1. Proactively replace workstations and laptops
approaching end-of-support.
2. Replace aging phone system router to enhance phone
system performance.
3. Modernize and provide real-time field updates with
Inframap Now software installation.
GOAL TWO
Improve Business Processes by Leveraging Existing
Technologies
OBJECTIVES
1. Develop digitized workflows and reporting capabilities
for Conservation Rebates.
2. Improve Labor Rate accuracy in Cityworks with Personnel
Management system integration.
3. Improve Materials cost data accuracy with Tyler Inventory
system integration.
4. Automate updating of Employee and Customer contact
records in mass notification system.
GOAL THREE
Improve IT Infrastructure for Reliable and Secure Services
OBJECTIVES
1. Install firewalls at Treatment Plant to prepare for a
dedicated Internet line.
2. Configure file server failover feature to provide staff with
uninterrupted access to work files.
3. Improve signal strength of back-up internet access by
repositioning antenna.
107 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Ensure Effective Technology Services with
Proactive Planning and Maintenance Activities
-Eliminated 8 of 9 cybersecurity vulnerabilities
identified in the Cybersecurity Assessment.
-Elevated staff’s cybersecurity awareness by
reducing test phishing click rates down to 7%.
Goal 2 – Conduct Critical System Upgrades to Help
Ensure Business Continuity
-Completed the Fire Suppression System
installation in the server room.
-Proactively replaced 21 workstations/laptops that
have reached their maximum useful life.
-Upgraded the Voice-Over-IP phone system prior
to the end-of-support date.
Goal 3 – Enable Data Collection and Data
Management Efforts for Other Departments
-Supported and configured data requirements for
field GPS data collection.
SIGNIFICANT CHANGES
• Increased Cloud Storage costs by 10% to support backups
to the cloud for enhanced disaster recovery.
• IT Professional Development budget will be utilized this
fiscal year.
LEVELS OF SERVICE
The Information Technology Program has five KPI metrics that
are associated with the District’s Goals and Objectives of:
• Develop Projects and Programs to Ensure Safe and Reliable
Service (IV-A)
• Strive to Provide World Class Customer Relations (III-B)
• Dedicate Effort Toward System Maintenance and
Modernization (IV-C)
Program Budget
Allocation
$932,000
107 EAST VALLEY WATER DISTRICT
108FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-A Elevate Cybersecurity awareness by sending
out test ‘phishing’ emails 800 140 2,191 844
IV-A Maximize system availability 99%99%99%99%
IV-A
Complete disaster recovery drill (system
restoration, power outages, emergency
notifications)
2 1 1 1
III-B Receive ‘Excellent’ scores on IT satisfaction
surveys submitted by staff >95%90%94%88%
III-B Minimize resolution time for help desk issues
submitted by staff 24 Hrs.10.2 Hrs.10.1 23.3
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 340,892 $ 334,000 $ 334,000 $ 344,000 $ 10,000 3%
5102 Temporary Labor - - - - - 0%
5103 Overtime - - - - - 0%
5200 Benefits 123,759 109,000 109,000 101,000 (8,000)-7%
OPERATING EXPENSES
6201 Materials & Supplies 73,307 35,000 35,000 37,000 2,000 6%
6203 Office Supplies 113 - - - - 0%
6301 Contract Services 444,116 500,000 500,000 427,000 (73,000)-15%
6307 Uniforms 91 1,000 1,000 1,000 - 0%
6402 Telephone 4,505 5,000 5,000 5,000 - 0%
6501 Membership & Dues 10,000 5,000 5,000 - (5,000)-100%
6502 Professional
Development 6,033 7,000 7,000 7,000 - 0%
6503 Education Assistance 5,274 1,000 1,000 9,000 8,000 800%
6504 Meetings 355 12,000 12,000 1,000 (11,000)-92%
IT TOTAL $ 1,008,444 $ 1,009,000 $ 1,009,000 $ 932,000 $ (77,000)-8%
109 EAST VALLEY WATER DISTRICT
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110FISCAL YEAR BUDGET 2019-20
CUSTOMER SERVICE
FUNCTION
Customer Service provides
the community with prompt,
courteous, and world class
customer relations.
As the primary contact point
with residents, this program
explores opportunities to
provide thorough / accurate
responses to billing inquiries;
provide convenient locations
and methods for payment; and
to resolve customer concerns
about service delivery by
requesting assistance from field
personnel, and then following
up with customers regarding the
resolution to their concern.
goals and objectives
GOAL ONE
Develop Strategies to Address Organizational
Service Needs
OBJECTIVES
1. Assist with Continued Tyler/Cityworks integration for
after hours and field work orders.
2. Develop Action Plan to prepare for changes to Customer
Service Operations as a result of the SNRC.
3. Propose best use of unused kiosks and whether they
should be updated for use at the SNRC.
GOAL TWO
Modify Processes to Comply with Changes in
Legislation while Maintaining Financial Stability
OBJECTIVES
1. Create written policies for disconnection of service in
accordance with SB 998.
2. Assist with preparation of Customer Service talking
points to address customer inquiries related to proposed
Water Tax legislation.
3. Review and propose changes to Miscellaneous Fee
Schedule related to Customer Accounts.
GOAL THREE
Gather Information and Apply for Award or Other Third-
Party Recognition for Outstanding Customer Service
OBJECTIVES
1. Complete the award application process and submit to
third party organization for consideration.
2. Document and provide examples of outstanding
customer service for inclusion in application.
3. Document / discuss process improvements or Best
Practices identified during the application process that
are not currently utilized by the District.
111 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Modify Processes to Encourage World
Class Customer Service while Maintaining Financial
Stability
-Amended the service disconnection schedule
to provide customers more time to pay which
significantly reduced the number of service
disconnections by 38%
Goal 2 – Establish a Professional Development Plan
that Supports the District’s Vision
-Implemented a new process for communicating
meter change-outs which resulted in accurate
information sharing between departments
OTHER ACCOMPLISHMENTS
• Worked with IT to expand pre-disconnection courtesy calls
to all parties tied to the account
• Developed a processing template for service account audits
to ensure customers are billed accurately
SIGNIFICANT CHANGES
• Eliminated full-time Customer Service Supervisor position
• Moved one full time Lead position and utility billing function
to Finance Department Program Budget
Allocation
$1,615,00
111 EAST VALLEY WATER DISTRICT
112FISCAL YEAR BUDGET 2019-20
LEVELS OF SERVICE
The Customer Service Program has six KPI metrics that are associated with the District’s Goals
and Objectives of:
• Strive to Provide World Class Customer Relations (III-B) by
―Collecting customer satisfaction surveys
―Offering convenient off-site & after-hours payment options
―Provide five to six notices of pending service disconnection
• Maximize Internal Capabilities through Ongoing Professional Development (I-B) by
―Scheduling staff for user group conferences and internal and external training opportunities
• Dedicate Efforts Toward System Maintenance and Modernization (IV-C) by
―Offering paperless billing
―Promoting cost-effective auto-debit payment collection
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
III-B Reduce number of customers disconnected
for non-payment each year 1,800 2,437 1,607 1,000
III-B
Encourage completion of Customer
Satisfaction Surveys to better understand
customer concerns
120 45 166 75
III-B Number of customer payments received
through convenient off-site locations 10,000 7,463 5,216 6,652
I-B Number of customer service training hours
per employee 16 7 12 14
IV-C Customers enrolled in paperless billing 2,000 1,945 2,090 2,259
IV-C Customers enrolled in the Pre-Authorized
Payment Plan (auto-debit)2,000 1,632 1,826 2,233
113 EAST VALLEY WATER DISTRICT
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 491,405 $ 476,000 $ 476,000 $ 345,000 $ (131,000)-28%
5102 Temporary Labor - - - - - 0%
5103 Overtime 5,361 5,000 5,000 5,000 - 0%
5200 Benefits 300,632 257,000 257,000 209,000 (48,000)-19%
OPERATING EXPENSES
6201 Materials & Supplies 5,371 5,000 5,000 5,000 - 0%
6203 Office Supplies 2,366 3,000 3,000 4,000 1,000 33%
6301 Contract Services 114,101 129,000 129,000 134,000 5,000 4%
6302 Banking Services 264,886 306,000 306,000 306,000 - 0%
6303 Printing & Publishing 3,773 10,000 10,000 10,000 - 0%
6304 Legal Services - 5,000 5,000 5,000 - 0%
6306 Rents & Leases - - - - - 0%
6307 Uniforms 5,090 4,000 4,000 4,000 - 0%
6308 Billing Services 54,598 52,000 52,000 52,000 - 0%
6309 Shut Off Notice
Services 321,681 359,000 359,000 359,000 - 0%
6402 Telephone 5,267 6,000 6,000 6,000 - 0%
6406 Postage 127,204 153,000 153,000 153,000 - 0%
6406 Membership & Dues - - - 2,000 2,000 100%
6502 Professional
Development 7,817 14,000 14,000 14,000 - 0%
6503 Education Assistance - - - - - 0%
6504 Meetings 466 2,000 2,000 2,000 - 0%
6703 Cash Over/Short 41 - - - - 0%
CUSTOMER SERVICE TOTAL $ 1,710,060 $ 1,786,000 $ 1,786,000 $ 1,615,000 $ (171,000)-10%
114FISCAL YEAR BUDGET 2019-20
METER SERVICES
FUNCTION
Meter Service is responsible
for reading all District meters
monthly for billing, on-site
customer meter-related requests
and customer service assistance.
goals and objectives
GOAL ONE
Develop Inspection Program for Facilities in AMI Areas
that Are No Longer Read Manually
OBJECTIVES
1. Identify needed vault lid replacements - create prioritized
replacement schedule.
2. Recommend top five limited access meters for relocation.
GOAL TWO
Collect Information on Existing Meters to Facilitate
Future Phases of AMI Implementation
OBJECTIVES
1. Verify meter lid sizes, meter size, and lay length in
preparation for AMI Phase IV.
2. Identify and document concerns with existing meter
locations and resolve any issues prior to the account
being scheduled for an AMI installation.
3. Provide recommendations for Engineering for future
phases of AMI implementation regarding areas of priority
and routes, including new construction.
GOAL THREE
Develop Proactive Reader Training and Meter
Testing Programs
OBJECTIVES
1. Train readers on budget-based rates and on uploading
routes into handhelds.
2. Train readers on AWWA meter efficiency standards.
3. Develop a report to monitor the number of small meters
(less than 2 inches) being tested and track efficiency
results in compliance with AWWA standards.
4. Conduct an audit of 10% of the large meter accuracy to
ensure compliance with AWWA standards.
115 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Evaluate Opportunities and Impacts
Resulting from the AMI Implementation
-Created standard operating procedure for meter
retrofits, repairs and replacements.
-Identified and coordinated with other
departments, impacted by the transition to AMI.
Goal 2 – Collect Information on Existing Meters to
Facilitate Future Phases of AMI Implementation
-Collected information on meter location to be
one step ahead on future AMI phases.
-Collected meter sizes and reported the data to
Engineering for records updating.
-Provided an updated count of meter lid sizes to
Engineering.
Goal 3 – Develop a Proactive Meter Testing Program
-Conducted large meter testing to ensure
accuracy meets AWWA standards.
SIGNIFICANT CHANGES
• With the completion of AMI Phase III, one-half of the
District’s meters are now read remotely
LEVELS OF SERVICE
The Meter Services Program has three KPI metrics that are
associated with the District’s Goals and Objectives of:
• Identify Opportunities to Optimize Natural Resources (I-A)
―Test meters to minimize ‘Unaccounted’ water losses
• Strive to Provide World Class Customer Relations (III-B) by
―Responding to customer requested service order within
two hours
• Dedicate Efforts Toward System Maintenance and
Modernization (IV-C) by
Program Budget
Allocation
$295,000
115 EAST VALLEY WATER DISTRICT
116FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
I-A *Number of large meters tested for accuracy ---10%/ Yr.
III-B Respond to customer requests
for assistance within 2 hours 100%100%100%100%
IV-C Number of employees
trained on the AMI project 4 4 3 3
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 200,948 $ 178,000 $ 178,000 $ 187,000 $ 9,000 5%
5103 Overtime 4,486 10,000 10,000 10,000 - 0%
5200 Benefits 118,201 80,000 80,000 83,000 3,000 4%
OPERATING EXPENSES
6201 Materials & Supplies 527 2,000 2,000 2,000 - 0%
6202 Tools 1,301 3,000 3,000 3,000 - 0%
6301 Contract Services 83 5,000 5,000 5,000 - 0%
6307 Uniforms 4,555 3,000 3,000 3,000 - 0%
6402 Telephone 912 2,000 2,000 2,000 - 0%
6502 Professional
Development - - - - - 0%
METER SERVICES TOTAL $ 331,014 $ 283,000 $ 283,000 $ 295,000 $ 12,000 4%
117 EAST VALLEY WATER DISTRICT
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118FISCAL YEAR BUDGET 2019-20
ENGINEERING
FUNCTION
Engineering is responsible
for planning and overseeing
infrastructure projects designed
to maintain safe and reliable
water and wastewater services.
Staff manages the capital
improvement program,
coordinates with new
development, and provides
technical support for the
infrastructure system.
goals and objectives
GOAL ONE
Develop and Implement the District’s Capital
Improvement Program to Address Rehabilitation and
Maintenance Needs While Also Preparing for New
Development
OBJECTIVES
1. Develop a 5-year CIP based on the updated Water
System and Sewer System Master Plans.
2. Lead process resulting in long-term contract for
rehabilitation of multiple reservoirs.
3. Complete development guidelines update and present to
Board for adoption.
GOAL TWO
Develop Plans to Optimize District Utilization of Local
and Imported Surface Water
OBJECTIVES
1. Evaluate long-term solutions to addressing disinfection
byproduct formation.
2. Investigate improvements to increase capacity for sludge
handling at Plant 134.
3. Conduct a Feasibility Study for a Water Treatment Plant
at the east-end of the District’s service area.
GOAL THREE
Support the Steps Necessary for Advancement
of the SNRC
OBJECTIVES
1. Lead evaluation of digesters and complete design if
included.
2. Ensure decisions are made promptly to support
construction efforts.
3. Continue working with regulatory agencies to receive
needed approvals and permits.
119 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Develop and Implement the District’s Capital
improvement Program to Address Rehabilitation and
Maintenance Needs While Also Preparing for New
Development
-Completed Phase III of the AMI Meter
Replacement Program
-Evaluated properties for new storage reservoirs
and initiated purchase of one
-Completed wastewater main replacements on
35th St, Modesto Dr and Ferndale Ave
-Completed the Water System Master Plan and
the Sewer System Master Plan
Goal 2 – Develop and Expand Workflow Procedures
to Maximize Inter-Departmental Communication and
Cooperation with Engineering
-Increased the level of collaboration with the
Operations Department to accomplish mapping
updates
Goal 3 – Support the Steps Necessary for
Advancement of the SNRC
-Led design efforts for the SNRC treatment
process
-Continued permitting work with regulatory
agencies
SIGNIFICANT CHANGES
• Senior Engineer retired after 13 years of service
• Recruitment for Senior Engineer conducted
LEVELS OF SERVICE
The Engineering Program has four KPI metrics that are associated
with the District’s Goals and Objectives of:
• Develop Projects and Programs to Ensure Safe and Reliable
Services (IV-A)
• Dedicate Efforts Toward System Maintenance and
Modernization (IV-C)
• Strive to Provide World Class Customer Relations (III-B)
Program Budget
Allocation
$1,551,000
119 EAST VALLEY WATER DISTRICT
120FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-A Initiate fully funded projects included in the
current year CIP 100%100%100%90%
IV-C Complete current year updates to GIS base
maps 100%25%80%100%
III-B Complete development infrastructure plan
reviews in < 14 days 100%100%100%100%
III-B Issue development impact fee costs
estimates in < 2 days 100%100%100%100%
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 1,072,865 $ 707,000 $ 707,000 $ 708,000 $ 1,000 0%
5102 Temporary Labor - - - - - 0%
5103 Overtime 2,817 2,000 2,000 2,000 - 0%
5200 Benefits 349,845 263,000 263,000 298,000 35,000 13%
OPERATING EXPENSES
6201 Materials & Supplies 4,814 11,000 11,000 9,000 (2,000)-18%
6202 Tools 180 7,000 7,000 7,000 - 0%
6203 Office Supplies 1,943 7,000 7,000 7,000 - 0%
6301 Contract Services 240,269 240,000 240,000 240,000 - 0%
6303 Printing & Publishing - 6,000 6,000 6,000 - 0%
6304 Legal Services 15,750 40,000 40,000 40,000 - 0%
6307 Uniforms 2,787 5,000 5,000 3,000 (2,000)-40%
6402 Telephone 2,468 2,000 2,000 2,000 - 0%
6405 Permits 88,340 193,000 193,000 193,000 - 0%
6406 Postage 96 1,000 1,000 1,000 - 0%
6501 Membership & Dues 2,096 4,000 4,000 4,000 - 0%
6502 Professional
Development 11,037 30,000 30,000 28,000 (2,000)-7%
6504 Meetings 182 3,000 3,000 3,000 - 0%
ENGINEERING TOTAL $ 1,795,489 $ 1,521,000 $ 1,521,000 $ 1,551,000 $ 30,000 2%
121 EAST VALLEY WATER DISTRICT
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122FISCAL YEAR BUDGET 2019-20
WATER PRODUCTION
FUNCTION
Water Production is responsible
for the daily monitoring and
operations of the entire water
production system.
This program ensures the timely
preventative maintenance of all
pumps, motors, wells, boosters,
reservoirs, pressure regulating
valves (PRVs), hydro-pneumatic
plants, and the Supervisory
Control and Data Acquisition
(SCADA) system.
Staff also operates the North
Fork Canal.
goals and objectives
GOAL ONE
Prioritize and Execute Contracts for Tank/Reservoir
Rehabilitation Projects Based on Findings in Harper
Engineering Report
OBJECTIVES
1. Select three tanks, distribute Invitations to Bid, complete
bid process, and execute contract to complete three
rehabilitation projects by June 2021.
2. Contract for design of alternative water distribution
solutions where rehabilitation of tank(s) will interrupt
service for sections of service area.
GOAL TWO
Implement Improvements to Enhance the SCADA System
OBJECTIVES
1. Contract with Consultant for recommended
improvements to the District’s radio network
infrastructure.
2. Implement SCADA integrator’s new pump time controls
to operate during SCE’s least expensive run-times.
GOAL THREE
Transition the North Fork Water Company and Bear
Valley Mutual Water Company Shareholders from
the North Fork Canal/Pipeline to Alternative Metered
Connections
OBJECTIVES
1. Determine District’s obligations to deliver water to Bear
Valley shareholders under 1988 Agreement.
2. Facilitate execution of agreements with shareholders
who need to retain limited rights to water for irrigation
purposes by installing connection points to District’s
distribution system.
3. Abandon weirs and other facilities made unnecessary by
shareholder agreements.
123 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Develop a Water Supply Mix Plan to
Maximize Surface Water
-Installed tank mixing equipment at Plants 101 and
140 reducing TTHMs and overall better Water
Quality.
Goal 2 – Implement Improvements to Enhance the
SCADA System
-Worked with SCADA contractor on electrical and
telemetry cabinet cleaning and maintenance.
-Worked with contractor to complete SCADA
assessment.
Goal 3 – Develop a Plan to Address Challenges and
Opportunities Related to North Fork Water Company
(NFWC)
-Converted five North Fork irrigators from weir
delivery to metered delivery.
-Established ownership of North Fork shares to
become a 90% stakeholder in the North Fork
Water Company.
-Completed removal of North Fork weir 40 to
secure the environment and safety in the area.
SIGNIFICANT CHANGES
• Increased Materials & Supplies by 60% for Transmission &
Distribution due to tariffs and inflation.
LEVELS OF SERVICE
The Water Production Program has four KPI metrics that are
associated with the District’s Goals and Objectives of:
• Dedicate Effort Towards System Maintenance and
Modernization (IV-C)
• Enable Fact-Based Decision Making Through State-of-the-
Art Data Management (IV-D)
• Pursue Alternative Funding Sources (II-C)
Program Budget
Allocation
$4,667,000
123 EAST VALLEY WATER DISTRICT
124FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-C Contract for yearly reservoir inspections 4 4 3 9
IV-C Perform or schedule repairs recommended by
inspection reports 100%100%100%80%
IV-D Implement available SCADA soft updates 100%100%100%100%
II-C
Investigate and identify incentive
opportunities with Southern California
Edison staff
3 3 0 3
PROGRAM BUDGET DETAIL (ADMINISTRATION)
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 198,703 $ 223,000 $ 223,000 $ 235,000 $ 12,000 5%
5103 Overtime 325 1,000 1,000 1,000 - 0%
5104 Standby 14,822 15,000 15,000 15,000 - 0%
5200 Benefits 112,840 106,000 106,000 184,000 78,000 74%
OPERATING EXPENSES
6201 Materials & Supplies 371 - - - - 0%
6202 Tools (272) 5,000 5,000 5,000 - 0%
6203 Office Supplies 4,196 4,000 4,000 4,000 - 0%
6301 Contract Services 129,850 101,000 101,000 101,000 - 0%
6307 Uniforms 7,903 10,000 10,000 10,000 - 0%
6402 Telephone 8,748 14,000 14,000 14,000 - 0%
6405 Permits - - - - - 0%
6501 Membership & Dues 415 3,000 3,000 3,000 - 0%
6502 Professional
Development 8,000 6,000 6,000 6,000 - 0%
6503 Education Assistance - 5,000 5,000 - (5,000)-100%
6504 Meetings 542 1,000 1,000 1,000 - 0%
ADMINISTRATION TOTAL $ 486,443 $ 494,000 $ 494,000 $ 579,000 $ 85,000 17%
125 EAST VALLEY WATER DISTRICT
PROGRAM BUDGET DETAIL (SOURCE OF SUPPLY/WELLS)
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 184,624 $ 177,000 $ 177,000 $ 197,000 $ 20,000 11%
5103 Overtime 13,563 25,000 25,000 25,000 - 0%
5200 Benefits 65,247 77,000 77,000 110,000 33,000 43%
OPERATING EXPENSES
6101 Purchased Water 129,977 500,000 500,000 500,000 - 0%
6102 Groundwater
Replenishment 185,060 445,000 445,000 445,000 - 0%
6103 Water Assessment 118,312 122,000 122,000 122,000 - 0%
6201 Materials & Supplies 24,692 45,000 45,000 45,000 - 0%
6204 Chemicals 91,715 150,000 150,000 150,000 - 0%
6301 Contract Services 62,222 150,000 150,000 150,000 - 0%
6402 Telephone 609 - - - - 0%
6403 Electricity 1,153,848 1,000,000 1,000,000 1,150,000 150,000 15%
6405 Permits 52,243 100,000 100,000 100,000 - 0%
SOURCE OF SUPPLY/
WELLS TOTAL $ 2,082,113 $ 2,791,000 $ 2,791,000 $ 2,994,000 $ 203,000 7%
PROGRAM BUDGET DETAIL (BOOSTING AND PUMPING)
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 87,527 $ 86,000 $ 86,000 $ 95,000 $ 9,000 10%
5103 Overtime 5,980 10,000 10,000 10,000 - 0%
5200 Benefits 27,827 36,000 36,000 52,000 16,000 44%
OPERATING EXPENSES
6201 Materials & Supplies 8,741 20,000 20,000 20,000 - 0%
6301 Contract Services 25,682 75,000 75,000 75,000 - 0%
6403 Electricity 479,004 500,000 500,000 400,000 (100,000)-20%
BOOSTING & PUMPING TOTAL $ 634,761 $ 727,000 $ 727,000 $ 652,000 $ (75,000)-10%
126FISCAL YEAR BUDGET 2019-20
PROGRAM BUDGET DETAIL (TRANSMISSION AND DISTRIBUTION)
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 177,388 $ 163,000 $ 163,000 $ 185,000 $ 22,000 13%
5103 Overtime 16,797 25,000 25,000 25,000 - 0%
5200 Benefits 119,897 73,000 73,000 112,000 39,000 53%
OPERATING EXPENSES
6201 Materials & Supplies 9,796 10,000 10,000 25,000 15,000 150%
6204 Chemicals 74,076 50,000 50,000 50,000 - 0%
6301 Contract Services 46,257 45,000 45,000 45,000 - 0%
TRANSMISSION &
DISTRIBUTION TOTAL $ 444,211 $ 366,000 $ 366,000 $ 442,000 $ 76,000 21%
TOTAL WATER PRODUCTION $ 3,647,528 $ 4,378,000 $ 4,378,000 $ 4,667,000 $ --
127 EAST VALLEY WATER DISTRICT
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128FISCAL YEAR BUDGET 2019-20
WATER TREATMENT
FUNCTION
Water Treatment is responsible
for using various methods to
treat the three different sources
of supply used by the District.
Staff is trained to operate the
Surface Water Treatment Plant
134 to maximize both Santa Ana
River water and imported State
Project water. Staff also operates
two unique groundwater
treatment facilities: Plant 28 uses
Granular Activated Carbon (GAC)
and Plant 39 is a blending facility.
goals and objectives
GOAL ONE
Support Consultant with Data for Additional Treatment
Process Water Quality Improvements
OBJECTIVES
1. Understand recommendations for additional treatment
processes needed to maintain high water quality.
2. Assist in capital planning for new treatment processes.
GOAL TWO
Complete Plant 134 Membrane Replacements Using a
Five-Phase Replacement Plan
OBJECTIVES
1. Identify the modules to be replaced in Phase 4.
2. Procure the needed membranes modules from the
manufacturer in accordance with the District’s purchasing
policy.
3. Coordinate and schedule the in-house installation of the
new membranes.
GOAL THREE
Support the Development of a Long-Term Plant 134 Site
Improvement Plan
OBJECTIVES
1. Coordinate with Engineering to identify a capital project
to enhance sludge removal.
2. Provide support to begin implementing these planning
efforts.
129 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Incorporate Operation and Maintenance of
the Hydro-Generation Technology at Plant 134
-Developed an Operating Guide to support safe
and effective Procedures.
-Trained staff regarding the hydro-generation
technology.
-Incorporated the upkeep and inspection
of equipment into Plant 134’s maintenance
schedule.
Goal 2 – Complete Plant 134 Membrane Replacement
Phase Two of the 5-Year Replacement Plan
-Received and installed new membrane filters at
Plant 134.
-Coordinated a schedule and began installation of
the membrane filters at Plant 134.
Goal 3 – Support the Development of a Long-Term
Plant 134 Site Improvement Plan
-Began discussions with Facilities to secure
quotes on fencing options for site.
-Coordinated security camera options and
locations recommendations and quotes with IT
Services.
-Presented the Plant 134 Site Improvement Plan
to the Board of Directors.
SIGNIFICANT CHANGES
• Installed Hydro Generation Technology at Plant 134 that
reduces the amount of electricity required to run the plant.
LEVELS OF SERVICE
The Water Treatment Program has four KPI metrics that are
associated with the District’s Goals and Objectives of:
• Develop Projects and Programs to Ensure Safe and Reliable
Service (IV-A)
• Dedicate Effort towards System Maintenance and
Modernization (IV-C)
• Maximize Staff Capabilities through On-going Professional
Development (I-B)
Program Budget
Allocation
$870,000
129 EAST VALLEY WATER DISTRICT
130FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-A Meet all regulatory requirements 100%90%100%100%
IV-A
Maximize utilization of plant
capacity through minimization of
downtime and monitoring of raw water
7.5 MGD 5.0 3.0 4.0
IV-C Percentage of plant equipment and motors
on preventative maintenance schedules 100%100%100%100%
I-B Number of Production staff with T-4
certification or higher 4 2 2 3
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 266,986 $ 214,000 $ 214,000 $ 243,000 $ 29,000 14%
5103 Overtime 28,187 25,000 25,000 25,000 - 0%
5200 Benefits 109,641 95,000 95,000 138,000 43,000 45%
OPERATING EXPENSES
6201 Materials & Supplies 11,559 15,000 15,000 15,000 - 0%
6204 Chemicals 105,185 150,000 150,000 150,000 - 0%
6301 Contract Services 284,277 147,000 147,000 147,000 - 0%
6307 Uniforms 1,298 2,000 2,000 2,000 - 0%
6402 Telephone 10,577 - - - - 0%
6403 Electricity 116,874 200,000 200,000 150,000 (50,000)-25%
6405 Permits - - - - - 0%
WATER TREATMENT TOTAL $ 934,586 $ 848,000 $ 848,000 $ 870,000 $ 22,000 3%
131 EAST VALLEY WATER DISTRICT
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132FISCAL YEAR BUDGET 2019-20
WATER QUALITY
FUNCTION
Water Quality is responsible for
ensuring District compliance
with State and Federal Drinking
Water Regulations. This program
manages Backflow Prevention,
Water Sampling and Testing, and
Fire Hydrant Flushing Programs.
goals and objectives
GOAL ONE
Conduct Expanded Sampling Programs to Ensure
Compliance with all State and Federal Water Quality
Requirements
OBJECTIVES
1. Conduct unregulated contaminant sampling to comply
with Federal water quality standards.
2. Support efforts to assist in treatment process
improvements at Plant 134.
3. Install tank mixing equipment at Plant 108.
GOAL TWO
Implement an In-House Environmental Controls and
Compliance Program
OBJECTIVES
1. Evaluate processes used by other agencies to assist with
Fats, Oils and Grease (FOG) program implementation in
conjunction with the SNRC.
2. Transition current backflow software access to web-
enabled for field access.
3. Review District ordinance 396 to accommodate the in-
house backflow testing program.
133 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Conduct Expanded Sampling Multi-Year
Programs to Ensure Compliance with all State and
Federal Water Quality Requirements
-Completed one of three constituents’ list of
sampling for the EPA’s Unregulated Contaminant
Monitoring Rule.
-Successfully completed Tri-Annual Lead and
Copper sampling with expanded collection
requirements.
Goal 2 – Implement the Mandatory Lead Sampling
in Schools Program as Required by Assembly Bill 746
-Successfully completed K-12 Lead Sampling at all
schools served by the District in accordance with
AB 746.
Goal 3 – Implement an In-House Environmental
Controls and Compliance Program
-Increased customer participation in the District’s
backflow testing program by an additional 10%.
SIGNIFICANT CHANGES
• 15% increase in Contract Services for new regulatory
sampling costs
LEVELS OF SERVICE
The Water Quality Program has four KPI metrics that are
associated with the District’s Goals and Objectives of:
• Develop Projects and Programs to Ensure Safe and Reliable
Service (IV-A)
• Strive to Provide World Class Customer Relations (III-B)
• Maximize Staff Capabilities through On-going Professional
Development (I-B)
Program Budget
Allocation
$461,000
133 EAST VALLEY WATER DISTRICT
134FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-A Conduct all water quality sampling
required by SWRCB and EPA 100%100%100%100%
IV-A Promote Customer Participation in
District’s Backflow Testing Program 5%/Yr 3%/Yr 8%/Yr 10%/Yr
III-B Response time to water quality
complaints by customers (avg)2.0 Hrs 1.5 Hrs 1.5 Hrs 1.5 Hrs
I-B Number of Water Quality program
staff with D-3 certification or higher 2 2 2 2
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $87,078 $84,000 $84,000 $88,000 $4,000 5%
5103 Overtime 7,761 7,000 7,000 7,000 - 0%
5200 Benefits 31,808 33,000 33,000 41,000 8,000 24%
SOURCE OF SUPPLY WELLS OPERATING EXPENSES
6201 Materials & Supplies 15,993 13,000 13,000 13,000 - 0%
6301 Contract Services 50,794 110,000 110,000 115,000 5,000 5%
6307 Uniforms 1,348 4,000 4,000 4,000 - 0%
6504 Meetings 265 1,000 1,000 1,000 - 0%
TRANSMISSION AND DISTRIBUTION PERSONNEL EXPENSES
5101 Regular Labor 94,271 84,000 84,000 88,000 4,000 5%
5103 Overtime 605 8,000 8,000 8,000 - 0%
5200 Benefits 40,521 33,000 33,000 41,000 8,000 24%
TRANSMISSION AND DISTRIBUTION OPERATING EXPENSES
6201 Materials & Supplies 224 - - - - 0%
6202 Tools 3,217 5,000 5,000 5,000 - 0%
6301 Contract Services 35,765 45,000 45,000 43,000 (2,000)-4%
6406 Postage 1,203 2,000 2,000 2,000 - 0%
6503 Education Assistance - - - 2,000 2,000 100%
WATER QUALITY TOTAL $370,852 $434,000 $434,000 $461,000 $27,000 6%
135 EAST VALLEY WATER DISTRICT
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136FISCAL YEAR BUDGET 2019-20
WATER MAINTENANCE
FUNCTION
Water Maintenance is
responsible for the repair and
replacement of the District’s
water distribution mains, water
service lines, fire hydrants,
meters, valves, and all related
equipment.
goals and objectives
GOAL ONE
Implement Adjusted Preventative Maintenance
Schedules to Ensure Equipment Readiness for
Emergency Response
OBJECTIVES
1. Exercise all gate valves between Boulder Ave on the
east, and Central Ave on the west.
2. Work with Production to perform inspection and
operation of critical valves at 12 plants.
3. Inspect, and paint if necessary, 1,500 hydrants.
GOAL TWO
Obtain Exact Coordinates for All Valves and Meter Boxes
Using Global Positioning System (GPS) Equipment
OBJECTIVES
1. Train three additional operators on GPS equipment.
2. Obtain GPS location for all valves exercised.
3. Field verify GPS locations for all meters within AMI
Phases II and III.
GOAL THREE
Review Data Accuracy Compared to Actual
Field Conditions
OBJECTIVES
1. Work with IT to ensure all Field Staff are equipped with
appropriate mobile devices.
2. Conduct field surveys of the west-end of the District to
validate GIS data.
3. Improve on the existing field verification and correction
process to ensure information is updated within 30 days.
137 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – GPS All Valves and Meter Boxes within the
Service Area
-Implemented GPS meter box program.
-Captured over 4,700 boxes using the GPS meter
box program.
Goal 2 – Review Data Accuracy Compared to Actual
Field Conditions
-Assisted Engineering Department with job and
tract inspections.
-Reported inconsistencies in maps to Engineering
staff and requested map corrections.
Goal 3 – Facilitate Technology Trainings and
Community Engagement
-Cross trained all new field staff to run the valve
maintenance truck, sewer jetting and sewer
camera truck.
-Increased employees’ level of Water Distribution,
Treatment and Collections Certifications.
-Implemented water line leak detection program
to comply with new State water audit.
SIGNIFICANT CHANGES
• 50% increase in Uniforms `to purchase PPE uniforms.
• 18% increase in Materials & Supplies for emergency stock.
• 91% increase in Tools to purchase two compacting tools.
LEVELS OF SERVICE
The Water Maintenance Program has six KPI metrics that are
associated with the District’s Goals and Objectives of:
• Maximize internal capabilities through ongoing professional
development (I-B)
• Advance Emergency Preparedness Efforts (III-A)
• Develop Projects and Programs to Ensure Safe and Reliable
Service (IV-A)
• Dedicate Effort Towards System Maintenance and
Modernization (IV-C)
Program Budget
Allocation
$2,752,000
137 EAST VALLEY WATER DISTRICT
138FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
I-B Number of Water Maintenance staff with D-3
certifications or higher.5 3 3 6
III-A Annual equipment and safety training hours
per staff member 16 16 16 16
IV-A Number of gate valves exercised 1,200 1,200 1,200 1,400
IV-C Respond to, and assess, customer leak
concerns within reasonable time frame 4 Hrs 90%95%<4 Hrs
IV-C Number of main leaks repaired <70 80 85 85
IV-C Estimate of water losses from main leaks (MG)<10 MG .467 MG 1 MG 1 MG
PROGRAM BUDGET DETAIL (FIELD MAINTENANCE ADMINISTRATION)
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 175,594 $ 177,000 $ 177,000 $ 189,000 $ 12,000 7%
5103 Overtime 19,543 20,000 20,000 20,000 - 0%
5104 Standby 22,497 20,000 20,000 20,000 - 0%
5200 Benefits 76,176 90,000 90,000 138,000 48,000 53%
OPERATING EXPENSES
6203 Office Supplies 258 3,000 3,000 3,000 - 0%
6303 Printing & Publishing - - - - - 0%
6307 Uniforms - 1,000 1,000 1,000 - 0%
6402 Telephone 17,145 21,000 21,000 41,000 20,000 95%
6501 Memberships & Dues 550 2,000 2,000 2,000 - 0%
6502 Professional
Development 15,376 9,000 9,000 19,000 10,000 111%
6503 Education Assistance - - - - - 0%
6504 Meetings 1,221 2,000 2,000 2,000 - 0%
FIELD MAINTENANCE
ADMINISTRATION TOTAL $ 328,360 $ 345,000 $ 345,000 $ 435,000 $ 90,000 26%
139 EAST VALLEY WATER DISTRICT
PROGRAM BUDGET DETAIL (TRANSMISSION & DISTRIBUTION)
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 786,251 $ 925,000 $ 925,000 $ 957,000 $ 32,000 3%
5103 Overtime 146,519 130,000 130,000 130,000 - 0%
5200 Benefits 459,475 454,000 454,000 527,000 73,000 16%
OPERATING EXPENSES
6201 Materials & Supplies 191,404 230,000 230,000 280,000 50,000 22%
6202 Tools 12,907 11,000 11,000 21,000 10,000 91%
6301 Contract Services 12,537 34,000 34,000 37,000 3,000 9%
6307 Uniforms 20,806 20,000 20,000 40,000 20,000 100%
6310 Street Services 317,436 400,000 400,000 325,000 (75,000)-19%
6405 Permits 39,590 - - - - 0%
TRANSMISSION &
DISTRIBUTION TOTAL $ 1,986,925 $ 2,204,000 $ 2,204,000 $ 2,317,000 $ 113,000 5%
WATER MAINTENANCE TOTAL $ 2,315,285 $ 2,549,000 $ 2,549,000 $ 2,752,000 $ 203,000 8%
140FISCAL YEAR BUDGET 2019-20
WASTEWATER MAINTENANCE
FUNCTION
Wastewater Maintenance is
responsible for monitoring and
helping ensure the free flow
and containment of wastewater
through the District’s 220 miles
of wastewater conveyance
pipelines. The Wastewater
Maintenance program’s primary
mission is to prevent wastewater
spills and leaks.
goals and objectives
GOAL ONE
Continue Wastewater Collection System Maintenance
and Management
OBJECTIVES
1. Video inspect and assess all District mains between the
northern and southern boundaries and west of Del Rosa
Dr.
2. Clean a minimum of 220 miles of wastewater main.
3. Support employees in obtaining California Water
Environment Association Collection System Maintenance
certification.
GOAL TWO
Identify Operational Changes Needed to Accommodate
Planned Development within the District
OBJECTIVES
1. Document contributing factors of high maintenance areas
in preparation for the in-house Fats, Oils and Grease
(FOG) Program.
2. Send out letters to FOG generating businesses/
customers.
3. Train staff on the lateral launcher tool.
GOAL THREE
Incorporate GPS Data to Enhance Efficiency of
Wastewater Maintenance Operations and Asset
Management
OBJECTIVES
1. Gather the GPS location of all manhole covers and
siphons.
2. Conduct training and create an Operating Guide for GPS
equipment.
141 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Complete Implementation of GraniteNet
Software to Collect Data Regarding Wastewater
Collection System Maintenance
-Completed the software upgrade to GraniteNet
for Wastewaster Collection System Maintenance.
Goal 2 – Identify Operational Changed Needed
to Accommodate Planned Development within the
District
-Identified training and certification requirements
for wastewater treatment certificates.
Goal 3 – Incorporate GPS Data to Enhance Efficiency
of Wastewater Maintenance Operations and Asset
Management
-Identified manholes located within easements
and implemented planned maintenance to
reduce damage caused by tree roots and other
field conditions.
-Conducted training and created an Operating
Guide for GPS equipment.
SIGNIFICANT CHANGES
• 17% increase in Uniforms for boot allowance to match
employee count.
LEVELS OF SERVICE
The Wastewater Maintenance Program has four KPI metrics
that are associated with the District’s Goals and Objectives as
follows:
• Maximize Internal Capabilities through Ongoing Professional
Development (I-B)
• Develop Projects and Programs to Ensure Safe and Reliable
Service (IV-A)
• Dedicate Effort towards System Maintenance and
Modernization (IV-C)
Program Budget
Allocation
$9,479,000
141 EAST VALLEY WATER DISTRICT
142FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
I-B Number of staff holding CWEA certifications 4 5 5 5
IV-A Miles of wastewater mains inspected by video 55 72 70 74
IV-A
Category 1 Sanitary System Overflows
reportable to State Water Quality Control
Board
0 0 0 0
IV-C Miles of wastewater mains jetted / cleaned 220 223 200 177
IV-C Spot repairs identified and completed 100%100%100%100%
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 310,936 $ 290,000 $ 290,000 $ 314,000 $ 24,000 8%
5103 Overtime 33,650 45,000 45,000 45,000 - 0%
5200 Benefits 134,453 146,000 146,000 172,000 26,000 18%
OPERATING EXPENSES
6201 Materials & Supplies 53,945 31,000 31,000 31,000 - 0%
6202 Tools 3,369 5,000 5,000 5,000 - 0%
6307 Uniforms 223,124 243,000 243,000 243,000 - 0%
6305 Treatment Services 2,190 3,000 3,000 4,000 1,000 33%
6301 Contract Services 8,697,671 8,233,000 8,233,000 8,665,000 432,000 5%
WASTEWATER MAINT. TOTAL $ 9,459,338 $ 8,996,000 $ 8,996,000 $ 9,479,000 $ 483,000 5%
143 EAST VALLEY WATER DISTRICT
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144FISCAL YEAR BUDGET 2019-20
FACILITIES MAINTENANCE
FUNCTION
Facilities Maintenance is
responsible for the complete
Maintenance and repair of all
District Facilities, including
Administration Buildings, Water
Facilities, District-owned vacant
properties and easements.
goals and objectives
GOAL ONE
Implement a Long-Term Site Improvement Plan
for Plant 134
OBJECTIVES
1. Install security cameras.
2. Remodel laboratory to include restroom, flooring and
cabinetry.
3. Develop a comprehensive site improvement project list.
GOAL TWO
Develop a Facilities Maintenance Program to Track
and Anticipate Future Costs Associated with All
District Facilities
OBJECTIVES
1. Begin incorporating facilities data into the selected
Facilities Maintenance Program.
2. Implement a consistent request tracking system and
provide training to staff.
3. Develop recommendations to be included in a long-term
staffing plan.
GOAL THREE
Complete Systematic Upgrades and Rehabilitation of
District Facilities
OBJECTIVES
1. Rehabilitate pump house at Plant 129.
2. Paint and replace HVAC at Plant 149.
3. Replace landscaping and paint pump house at Plant 108.
145 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Develop a Long-Term Plant 134 Site
Improvement Plan
-Began a security development program for
cameras at Plant 134 site with contractor
-Began development of a lab remodeling design
for existing District pallets
Goal 2 – Develop a Facilities Maintenance Program
to Track and Anticipate Future Costs Associated with
All District Facilities
-Began developing an Asset Management
Program with IT Services using Cityworks
Goal 3 – Complete Systematic Upgrades and
Rehabilitation of District Facilities
-Worked with Public Affairs on Demonstration
Garden upgrades
-Completed various security upgrades at
Headquarters
-Upgraded inside and outside LED lights at Plant
134
-Removed swamp coolers and upgraded to HVAC
at Plants 99, 33, 24A, 24B, and 129
SIGNIFICANT CHANGES
• 50% Increase in Building Supplies to cover building
maintenance needed to ensure building safety and
structural longevity
LEVELS OF SERVICE
The Facilities Maintenance Program has four KPI metrics that
are associated with the District’s Goals and Objectives of:
• Dedicate Efforts Toward System Maintenance and
Modernization (IV-C)
• Identify Opportunities to Optimize Natural Resources (I-A)
Program Budget
Allocation
$998,000
145 EAST VALLEY WATER DISTRICT
146FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-C Close all service work orders timely <30 Days N/A <30 Days <30 Days
IV-C Reduce the number of reworks
on service work orders <10%N/A N/A N/A
IV-C Ensure preventative maintenance
is completed on time 100%N/A 100%100%
I-A Reduce energy consumption
for each facility site >20%N/A 25%30%
**N/A Represents new KPIs for FY 2018-19 with no historical data available
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 106,447 $ 147,000 $ 147,000 $ 160,000 $ 13,000 9%
5103 Overtime 16,276 15,000 15,000 15,000 - 0%
5200 Benefits 54,173 79,000 79,000 93,000 14,000 18%
ADMINISTRATION OPERATING EXPENSES
6201 Materials & Supplies 41,309 30,000 30,000 40,000 10,000 33%
6202 Tools 1,926 2,000 2,000 2,000 - 0%
6301 Contract Services 45,831 37,000 37,000 37,000 - 0%
6306 Rents & Leases 17,095 15,000 15,000 15,000 - 0%
6307 Uniforms 11,873 11,000 11,000 11,000 - 0%
6311 Landscape Services 35,526 56,000 56,000 56,000 - 0%
6312 Janitorial Services 82,237 132,000 132,000 132,000 - 0%
6313 Facilities Repair - - - - - 0%
6401 Utilities 17,935 14,000 14,000 14,000 - 0%
6402 Telephone 30,541 70,000 70,000 70,000 - 0%
6403 Electricity 91,725 120,000 120,000 120,000 - 0%
6403 Professional
Development 85 1,000 1,000 1,000 - 0%
SOURCE OF SUPPLY/WELLS OPERATING EXPENSES
6201 Materials & Supplies 4,735 3,000 3,000 3,000 - 0%
6301 Contract Services 19,276 11,000 11,000 11,000 - 0%
6311 Landscape Services $ 53,307 $ 40,000 $ $40,000 $ 40,000 $ - 0%
FACILITIES MAINT. TOTAL $ 817,061 $ 961,000 $ 961,000 $ 998,000 $ 37,000 4%
147 EAST VALLEY WATER DISTRICT
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PUMPS AND BOOSTERS OPERATING EXPENSES
6201 Materials & Supplies $ 6,895 $ 3,000 $ 3,000 $ 3,000 $ - 0%
6301 Contract Services 9,460 6,000 $6,000 6,000 - 0%
6311 Landscape Services 46,551 35,000 $35,000 35,000 - 0%
TREATMENT OPERATING EXPENSES
6201 Materials & Supplies 7,453 8,000 8,000 8,000 - 0%
6301 Contract Services 93,677 102,000 102,000 102,000 - 0%
6311 Landscape Services 21,531 14,000 14,000 14,000 - 0%
6401 Utilities 1,196 10,000 10,000 10,000 - 0%
FACILITIES MAINT. TOTAL $ 817,061 $ 961,000 $ 961,000 $ 998,000 $ 37,000 4%
148FISCAL YEAR BUDGET 2019-20
FLEET MAINTENANCE
FUNCTION
Fleet Maintenance is responsible
for preventative maintenance
and repairs of the District’s
vehicles and heavy equipment.
Staff is responsible for ensuring
air quality regulations, vehicle
registration and transportation
requirements.
goals and objectives
GOAL ONE
Comply with Current Air Quality and Highway Safety
Regulations
OBJECTIVES
1. Contract with air quality consultant for AQMD Air Quality
Management District and CARB.
2. Schedule semi-annual on-site safety training for vehicles
and equipment.
3. Transmit emissions data to the Bureau of Automotive
Repair using new Network Fleet devices.
GOAL TWO
Continue Enhancement of Emergency Response
Capabilities
OBJECTIVES
1. Purchase a trailer mounted back-up generator.
2. Register new generator with DMV and CARB.
GOAL THREE
Transition Fleet Management Program
OBJECTIVES
1. Outsource scheduled maintenance to third-party
vendors.
2. Evaluate third-party fleet turnover program for light-duty
vehicles.
3. Identify heavy-duty vehicles and equipment for
replacement.
4. Purchase and register new vehicles and equipment.
149 EAST VALLEY WATER DISTRICT
FY 2018-19 ACCOMPLISHMENTS
Goal 1 – Enhance Emergency Response Capabilities
-Installed radios in all trucks for emergency
preparedness
-Installed Network Fleet (GPS devices) on all
vehicles
Goal 2 – Utilize the Most Effective Fleet Maintenance
Methods
-Implemented Outsourcing maintenance program
which supports no vehicle downtime
-Hired a consultant to evaluate all vehicles,
equipment and generators to ensure the District
complies with all Southern California Air Quality
permits and regulations.
-Submitted application for Smog exempting
for 2019 due to the addition of Network Fleet
installed in all vehicles
SIGNIFICANT CHANGES
• Reduced staff from 2 to 1
• Increased Contract Services to cover outsourcing of
maintenance for vehicles
LEVELS OF SERVICE
The Fleet Maintenance Program has three KPI metrics that are
associated with the District’s Goals and Objectives of:
• Develop Projects and Programs to Ensure Safe and Reliable
Services (IV-A)
• Dedicate Efforts Toward System Maintenance and
Modernization (IV-C)
Program Budget
Allocation
$486,000
149 EAST VALLEY WATER DISTRICT
150FISCAL YEAR BUDGET 2019-20
The program’s performance related to these metrics are included in the following table.
KEY PERFORMANCE INDICATORS
Agency
Goal Key Performance Indicator Target FY 2016-17 FY 2017-18 FY 2018-19
IV-A Ensure vehicles and equipment
are evaluated and replaced on schedule
80% of
Net Asset
Value
N/A 100%100%
IV-C Percent of vehicles pass annual
D.O.T. inspection 100%100%100%100%
IV-A Number of vehicle/equipment units replaced 4 4 4 4
PROGRAM BUDGET DETAIL
FY 2017-18
Actuals
FY 2018-19
Budget
2018-19
Projected
2019-20
Proposed
Amount
Changed % Change
PERSONNEL EXPENSES
5101 Regular Labor $ 165,073 $ 81,000 $ 81,000 $ 84,000 $ 3,000 4%
5103 Overtime 2,400 3,000 3,000 3,000 - 0%
5200 Benefits 94,239 40,000 40,000 53,000 13,000 33%
OPERATING EXPENSES
6201 Materials & Supplies 72,451 30,000 30,000 30,000 - 0%
6202 Tools 3,539 2,000 2,000 5,000 3,000 150%
6203 Office Supplies 331 1,000 1,000 1,000 - 0%
6301 Contract Services 122,785 170,000 220,000 180,000 10,000 6%
6301 Contract Services 3,182 - - - - 0%
6402 Telephone 790 1,000 1,000 1,000 - 0%
6404 Fuel 117,595 125,000 125,000 125,000 - 0%
6501 Membership & Dues 1,783 4,000 4,000 3,000 (1,000)-25%
6502 Professional
Development - 2,000 2,000 1,000 (1,000)-50%
FLEET MAINTENANCE TOTAL $ 584,168 $ 459,000 $ 509,000 $ 486,000 $ 27,000 6%
151 EAST VALLEY WATER DISTRICT
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152FISCAL YEAR BUDGET 2019-20
CAPITAL BUDGET
Capital Investments in assets and projects based on the needs of the District
Capital Expenditures
East Valley Water District defines capital expenditures as 1) routine purchases and replacement of assets with
a cost exceeding $5,000 and an expected life of more than two years, or 2) non-routine construction project
expenditures that will result in capitalization of an asset costing more than $25,000.
The District’s 2019-20 Capital Budget contains $65,258,000 in total capital expenditures. Of this amount,
$63,730,000 are current year (Year 1) costs pertaining to projects shown in the District’s Capital Improvement
Program, presented in greater detail in the remainder of this section. The remaining proposed capital
expenditures of $1,528,000 are routine asset purchases, referred to as Capital Outlay, which appear in each
year’s budget as requests to replace vehicles, computer and office equipment, and to conduct infrastructure
planning and rate studies.
A summary of the proposed FY 2019-20 Capital Budget is shown on the following page.
CAPITAL EXPENDITURES SUMMARY
Capital Improvement Program Capital Outlay (Routine)
AMI Meter Replacement Program $ 1,500,000 Emergency Response Plan Update $ 250,000
New Storage Reservoir 400,000 Storage Tank Mixers 40,000
Plant 134 Site Improvements 400,000 Capacity Fee Study 27,000
Plant 134 Membrane
Replacement 405,000 Computer & Phone System
Upgrades 127,000
Storage Tank / Reservoir
Rehabilitation 400,000 Field Equipment 90,000
Water Main Replacements 200,000 Facility Upgrades 140,000
Wastewater Main Rehabilitation $ 200,000 Treatment Equipment Upgrades $ 84,000
153 EAST VALLEY WATER DISTRICT
IMPACT OF CAPITAL
EXPENDITURE INVESTMENTS
ON OPERATING BUDGETS
The Capital Expenditures described in this section
will have varying impacts on future operating
expenses, both in increased costs and cost savings,
and with the Sterling Natural Resource Center
(SNRC), new revenue streams. Proposed treatment
processes at the Districts surface water treatment
plant (Plant 134) will allow the District to run the plant
at higher capacity and more fully utilize hydroelectric
generation equipment and reduce power costs.
New water storage reservoirs will result in energy
cost savings as they give the District the operational
flexibility to pump water during off-peak hours and
take advantage of lower energy rates.
The SNRC will result in a major shift of costs, from
contracted treatment services, to costs associated
with owning and operating a District facility such
as labor, materials, contract services, and other
operating costs. At the same time, the inclusion of
solid waste digesters at the facility will allow the
District to tap into other revenue streams such as
solid waste carrier tipping fees, energy sales, and
recycled water revenue. Not included here, but
discussed in the Debt section of this document, is
a significant increase in debt service related to the
SNRC.
The following schedule provides an estimate of the
effect of capital expenditures on future operations:
Capital Improvement Program Capital Outlay (Routine)
General Facilities Rehab /
Relocation $ 175,000 Upgrade HVAC at Various Plants $ 45,000
Well & Booster Improvements 50,000 Sewer Main Jetting Truck (Vactor) 550,000
SNRC Water Recycling Plant 60,000,000 Service Trucks (4) 175,000
TOTAL CIP EXPENDITURES $ 63,730,000 TOTAL CAPITAL OUTLAY $ 1,528,000
CAPITAL IMPACT
Annual Impact
on Operations Nature of Impact
AMI Replacement Program $ 56,000 Increased Software maintenance and
telecommunications costs
AMI Replacement Program (200,000)Decreased labor / equipment for meter
reading
New Storage Reservoir (10,000)
Decreased Power Costs resulting from
greater utilization of off-peak energy
rates
Plant 134 Treatment Modifications 30,000 Increased Power Costs
Plant 134 Treatment Modifications 50,000 Increased Filter Media Cost
General Facilities Rehabilitation/Relocation -
SNRC Water Recycling Plant (5,080,000) New revenue sources (tipping
fees, power sales, recycled water)
SNRC Water Recycling Plant (8,650,000) Decrease Contracted Treatment
SNRC Water Recycling Plant 1,200,000 Increased labor costs
SNRC Water Recycling Plant 1,010,000 Increased materials & consumables
SNRC Water Recycling Plant 2,450,000 Increased contract services
SNRC Water Recycling Plant 520,000 Increased other costs
TOTAL $ (8,624,000)
154FISCAL YEAR BUDGET 2019-20
CAPITAL OUTLAY
The District defines capital outlay expenditures as an individually significant acquisition of capital assets (not
involving construction) that are expected to last more the two years and have an individual cost of $5,000 or
more. This threshold is applied at the individual asset level.
Each year as part of the budget process the District’s Program Managers and Supervisors compile and submit
a list of capital outlay request for consideration. Then staff reviews and prioritizes the list of equipment based
on a needs assessment and the amount of funding available. Items that benefit both the water and wastewater
systems are allocated accordingly.
CAPITAL IMPROVEMENT PROGRAM
The District’s Capital Improvement Program (CIP) is a 5-year planning schedule with the first year (Year 1)
adopted as part of the Capital Budget for the upcoming fiscal year. A project included in the District’s CIP is
an individually significant construction project with a cost of more than $25,000, and either creates a new
capital asset, improves an existing asset (increases its service capacity, etc.), or significantly extends an asset’s
expected useful life.
The Engineering Department is responsible for maintaining the District’s Capital Improvement Program
and consults various sources for project planning. The primary sources for these planning efforts are the
District’s Water Master Plan and Wastewater Collection System Master Plan - both were updated during the
FY 2019-20 CAPITAL OUTLAY
Water Wastewater Total
FUNDED BY OPERATING REVENUE
ERP Consultant $ 225,000 $ 25,000 $ 250,000
Device Replacement 40,000 - 40,000
Engineering Scanner 7,000 3,000 10,000
Inframap NOW Software 19,000 8,000 27,000
Treatment Plant Firewalls 40,000 - 40,000
Voice Gateway Replacement 7,000 3,000 10,000
Capacity Fee Study 25,000 2,000 27,000
Ortho Pumps at Plants 146, 147 40,000 - 40,000
Chlorine Generation Cells for Plant 134 44,000 - 44,000
Reservoir 108 Tank Mixer 40,000 - 40,000
Skid Steer with Street Sweeper and Asphalt Roller
Attachment 70,000 - 70,000
Trimble GPS Surveying Equipment 20,000 - 20,000
Sewer Jetting Truck - 550,000 550,000
HVAC Upgrades at Plants 11, 127, 142, 149 45,000 - 45,000
Roofing at HQ 28,000 12,000 40,000
Slurry Seal HQ Parking Lot 70,000 30,000 100,000
4 Service Trucks 175,000 - 175,000
TOTAL CAPITAL OUTLAY $ 895,000 $ 633,000 $ 1,528,000
155 EAST VALLEY WATER DISTRICT
2018-19 fiscal year. The Master Plans identify the
infrastructure improvements needed to serve a
growing population. In addition, each project being
considered must meet one or more of the following
criteria:
• Preservation of public health and water quality.
• Improvements required as a result of local, state
or federal legislation/mandates.
• Reduction of current maintenance expenditures
and avoidance of costly future rehabilitation.
• Preservation of existing facilities/infrastructure.
• Positive impacts on customers.
• External funding (grant/debt proceeds) has been
secured for specific project
For FY 2019-20, the District has proposed the use
of operating revenue, reserves, and a loan from
the California Department of Water Resources to
fund current year phases of Capital Improvement
Program projects for $60,730,000 – total project
costs for the projects in process are approximately
$172 million over the next five years. Projects funded
for the current year include:
• Automated Metering Infrastructure – this
project involves several phases to replace all
District water meters with automated metering
technology, will help the District realize water
and energy efficiencies, and will empower
customers to monitor water usage, and
potentially leaks, in near ‘real time’. For FY
2019-20 the District will install approximately
4,030 at a cost of $1.5 million to be paid out of
operating revenue.
• Foothill Zone Storage Reservoir – this facility
will add much needed storage capacity to a
District pressure zone that, as found by the 2019
Water Master Plan update, will be deficient by
15 million gallons of storage by the year 2025.
Current year budgeted costs are $400,000 paid
out of operating revenue.
• Plant 134 Improvements and Membrane
Replacement – three separate projects
will be used to 1) enhance security and
communications, 2) assess treatment options for
source water quality issues and enhance sludge
removal processes, and 3) continue the phased
replacement of treatment modules at the
District’s surface water treatment plant. Current
year budgeted costs are $805,000 to be paid
out of water fund operating revenue and capital
replacement reserves.
• Storage Tank Rehabilitation – involves
systematic rehabilitation of existing tanks in
order to ensure their dependability and years of
future service. Current year costs are $400,000
to be paid out of water operating revenue.
• Water Main Replacements – the District has
scheduled the replacement of approximately
964 linear feet of a main that is difficult to
access for repairs, and several cul-de-sacs that
are served by undersized PVC line. Planned
expenditures during FY 2019-20 on these mains
are $200,000, to be funded by water operating
revenue.
• Wastewater Main Replacements – the
District has scheduled the rehabilitation of
a sewer main pipeline, rated as high priority
due to the number of structural defects noted
during video logging of the pipeline. Planned
expenditures during FY 2019-20 on these mains
are $200,000, to be funded by wastewater
operating revenue.
• General Facilities Rehabilitation/Relocation –
these line items involve various projects such as
security upgrades, and improving the aesthetics
of buildings at plant sites; it also provides a
budget for relocating facilities in conjunction
with City street or storm drain improvement
projects. Planned expenditures for FY 2019-20
are $225,000 to be funded by water operating
revenue.
• Sterling Natural Resource Center water
recycling facility – this project will capture
and treat District wastewater flows at an
elevation high enough to recharge the Bunker
Hill Groundwater basin, rather than releasing
treated water into the Santa Ana River for use
downstream. Planned expenditures in FY 2019-
20 are $60,000,000, funded by State Revolving
Fund grants and low interest loans.
The following pages include the District current
Capital Improvement Program, a summary of project
funding, and detailed descriptions of each project.
156FISCAL YEAR BUDGET 2019-20
CIP FIVE YEAR PROGRAM SCHEDULE (FY 2020-24)
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-22
YEAR 4
FY 2022-23
YEAR 5
FY 2023-24
PROJECT
TOTAL
GENERAL
Habitat Conservation Plan $ - $ - $ 310,000 $ 384,000 $ 383,000 $ 1,077,000
AMI Meter Replacement
Program 1,500,000 1,500,000 1,000,000 - - 4,000,000
GENERAL SUBTOTAL 1,500,000 1,500,000 1,310,000 384,000 383,000 5,077,000
WATER
Foothill Zone Storage
Reservoir 400,000 - 3,750,000 - - 4,150,000
Canal Zone Storage
Reservoir - - - 1,100,000 1,100,000 2,200,000
Transmission Main - Plant
134 to Canal Zone - - - - 500,000 500,000
Plant 134 - Process
Improvements 400,000 3,000,000 - - - 3,400,000
Plant 134 - Site
Improvements - 1,000,000 - - - 1,000,000
Plant 134 Membrane
Replacement 405,000 405,000 405,000 - - 1,215,000
Tank/Reservoir
Rehabilitation 400,000 400,000 400,000 400,000 400,000 2,000,000
Plant 9 - Forebay Repair - - - 350,000 - 350,000
Water Mains - Barton 83,000 - - - - 83,000
Water Mains - Cul-de-sacs 117,000 - - - - 117,000
Water Mains - Dwight &
Glasgow - - 200,000 1,000,000 - 1,200,000
Water Mains - Fisher &
Stratford - - - - 920,000 920,000
Facility Relocations 100,000 100,000 100,000 100,000 100,000 500,000
Facility Rehabilitations 75,000 75,000 75,000 75,000 75,000 375,000
Well & Booster
Improvements /
Rehabilitations
50,000 50,000 50,000 50,000 50,000 250,000
WATER SUBTOTAL $ 2,030,000 $ 5,030,000 $ 4,980,000 $ 3,075,000 $ 3,145,000 $ 18,260,000
157 EAST VALLEY WATER DISTRICT
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-22
YEAR 4
FY 2022-23
YEAR 5
FY 2023-24
PROJECT
TOTAL
WASTEWATER
Wastewater Main
Replacement - Lillian & 11th $ 200,000 $ - $ - $ - $ - $ 200,000
Wastewater Main
Rehabilitation Projects - 350,000 350,000 350,000 350,000 1,400,000
Sterling Natural Resource
Center (SNRC) 60,000,000 46,900,000 34,493,764 - - 141,393,764
5th Street Trunk
Wastewater (SNRC) - 1,500,000 - - - 1,500,000
Del Rosa Drive Trunk
Wastewater (SNRC) - 6,100,000 - - - 6,100,000
WASTEWATER SUBTOTAL 60,200,000 54,850,000 34,843,764 350,000 350,000 150,593,764
TOTAL $ 63,730,000 $ 61,380,000 $ 41,133,764 $ 3,809,000 $ 3,878,000 $ 173,930,764
158FISCAL YEAR BUDGET 2019-20
CIP FIVE YEAR FUNDING SCHEDULE (FY 2020-24)
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-22
YEAR 4
FY 2022-23
YEAR 5
FY 2023-24
PROJECT
TOTAL
Water Operating Revenue $ 2,725,000 $ 3,125,000 $ 2,135,000 $ 3,459,000 $ 3,528,000 $ 14,972,000
Water Replacement
Reserves 405,000 405,000 405,000 - - 1,215,000
Grants / Debt - Water 400,000 3,000,000 3,750,000 - - 7,150,000
Wastewater Operating
Revenue 200,000 350,000 350,000 350,000 350,000 1,600,000
Wastewater Replacement
Reserves - - - - - -
Wastewater Reserve
Borrowing - - - - - -
Grants /Debt - Wastewater 60,000,000 54,500,000 34,493,764 - - 148,993,764
Revenue Bonds/Loans - - - - - -
Developer Fees - - - - - -
TOTAL $ 63,730,000 $ 61,380,000 $ 41,133,764 $ 3,809,000 $ 3,878,000 $ 173,930,764
A $126 million funding package from the California State Water
Resources Control Board State Revolving Fund will be used to build the
Sterling Natural Resource Center.
159 EAST VALLEY WATER DISTRICT
CIP FY 2019-20 PROPOSED FUNDING
Water
Operating
Revenue
Wastewater
Operating
Revenue
Replacement
Reserves
Grants/ Loans
Other Fund
Project
Total
GENERAL
Habitat Conservation Plan $ - $ - $ - $ - $ -
AMI Meter Replacement
Program 1,500,000 - - - 1,500,000
GENERAL SUBTOTAL 1,500,000 - -- 1,500,000
WATER
Foothill Zone Storage
Reservoir 400,000 - -- 400,000
Canal Zone Storage
Reservoir - - -- -
Lower Zone Storage
Reservoir - - -- -
Transmission Main - Plant
134 to Upper Zone - - -- -
Transmission Main - Plant
134 to Canal Zone - - -- -
Plant 134 - Process
Improvements 400,000 --- 400,000
Plant 134 - Site
Improvements ---- -
Plant 134 Membrane
Replacement -- 405,000 - 405,000
Tank/Reservoir
Rehabilitation 400,000 --- 400,000
Plant 9 - Forebay Repair ---- -
Water Mains - Barton 83,000 --- 83,000
Water Mains - Cul-de-sacs 117,000 --- 117,000
Water Mains - Dwight &
Glasgow ---- -
Water Mains - Fisher &
Stratford ---- -
Facility Relocations 100,000 --- 100,000
Facility Rehabilitations 75,000 --- 75,000
Well & Booster
Improvements /
Rehabilitations
50,000 - -- 50,000
WATER SUBTOTAL $ 1,625,000 $ - $ 405,000 $ - $ 2,030,000
TOTAL $ 3,125,000 $ 200,000 $ 405,000 $ 60,000,000 $ 63,730,000
160FISCAL YEAR BUDGET 2019-20
Water
Operating
Revenue
Wastewater
Operating
Revenue
Replacement
Reserves
Grants/ Loans
Other Fund
Project
Total
WASTEWATER
Wastewater Main
Replacement -Lillian & 11th $ -$ 200,000 $ -$ -$ 200,000
Sterling Natural Resources
Center (SNRC)--- 60,000,000 60,000,000
WASTEWATER SUBTOTAL 200,000 - 60,000,000 60,200,000 15,430,000
TOTAL $ 3,125,000 $ 200,000 $ 405,000 $ 60,000,000 $ 63,730,000
161 EAST VALLEY WATER DISTRICT
THIS PAGE IS LEFT BLANK INTENTIONALLY
162FISCAL YEAR BUDGET 2019-20
Project Type
Replacement Water Distribution
Location
All service connections throughout the District
Project Manager
Engineering/Information Technology
Total Project Cost
$7,500,000
Prior Years Budget
$3,500,000
Start Date
July 2016
Estimated Completion
June 2022
Capital Requests
Previously Programmed Project
Project Description
This project consists of updating manual read meters throughout the District with Advanced Metering
Infrastructure (AMI) hardware, software, and meters. Phases 1, 2, and 3 of this project replaced 11,368 meters,
and Phase 4 and 5 proposed for FY 2019-20, will replace an additional 4,036 meters.
Implementation of the AMI infrastructure will provide customers and District staff the ability to monitor water
usage, and to receive ‘leak alerts’ when customer usage is outside of a normal range. The remaining 5,850
accounts will be upgraded with AMI in phases 6 and 7 to be installed over the next two years.
AMI Meter Retrofit Program
Additional Staff Salaries
This project will reduce staffing and equipment
costs required to collect manual reads of meters.
Meter reading staff and equipment, with an annual
cost of approximately $100,000, will be reassigned
to other District programs, mitigating the need to fill
vacant positions in those programs from external
sources.
Debt Service
N/A
Maintenance
Annual maintenance costs for AMI software and
hardware will be $50,000
Utilities
Minimal increase in annual telecommunication
costs of $5,400
OPERATING BUDGET IMPACT
162FISCAL YEAR BUDGET 2019-20
163 EAST VALLEY WATER DISTRICT
AMI Meter Retrofit Program
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) 1,500,000 1,475,000 975,000 - - 3,950,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - 25,000 25,000 - 50,000
Other (Legal)- - - - - -
ANNUAL TOTAL $ 1,500,000 $ 1,500,000 $ 1,000,000 $ - $ - $ 4,000,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 1,500,000 $ 1,500,000 $ 1,000,000 $ - $ - $ 4,000,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 1,500,000 $ 1,500,000 $ 1,000,000 $ - $ - $ 4,000,000
164FISCAL YEAR BUDGET 2019-20
Project Type
Water
Location
A siting study still needs to be completed to
determine the best location for this reservoir
Project Manager
Engineering
Total Project Cost
$4,150,000
Prior Years Budget
N/A
Start Date
January 2020
Estimated Completion
June 2022
Capital Requests
New Project
Project Description
The purpose of this project is to plan, design, and build additional water storage in the District’s Foothill
Pressure Zone. The 2019 update to the District’s Water System Master Plan determined that District water
storage capacity, when considering emergency supply requirements, will be deficient by up to 15 million
gallons (mg) by the year 2025, and that the pressure zone with the greatest deficiency is the Foothill Zone.
Based on recommended projects in the master plan update, staff is planning for site acquisition, engineering
and construction of a 3mg water storage facility to serve existing customers in the District’s Foothill pressure
zone.
Foothill Zone Storage Reservoir
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
There will be incremental maintenance costs for
any additional storage tanks to address corrosion
control and site maintenance.
Utilities
Decreased power costs of $10,000 resulting from
greater utilization of off-peak energy rates
OPERATING BUDGET IMPACT
164FISCAL YEAR BUDGET 2019-20
165 EAST VALLEY WATER DISTRICT
Foothill Zone Storage Reservoir
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation 400,000 - - - - 400,000
Construction (Contract) - - 3,100,000 - - 3,100,000
Project Mgmt/Inspection - - 200,000 - - 200,000
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - 50,000 - - 50,000
Other (Legal) - - - - - -
ANNUAL TOTAL $ 400,000 $ - $ 3,350,000 $ - $ - $ 3,750,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 400,000 $ - $ 3,350,000 $ - $ - $ 3,750,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - -
Other - - - - - -
ANNUAL TOTAL $ 400,000 $ - $ 3,350,000 $ - $ - $ 3,750,000
166FISCAL YEAR BUDGET 2019-20
Project Type
Water
Location
Treatment Plant 134
4588 Highland Avenue
Highland, CA 92346
Project Manager
Operations
Total Project Cost
$3,400,000
Prior Years Budget
N/A
Start Date
July 2019
Estimated Completion
TBD
Capital Requests
New Project
Project Description
Plant 134 is the District’s only surface water treatment plant and is the primary source for delivering water to
three of the District’s higher elevation pressure zones. The organic content of water treated at Plant 134 (i.e.,
water from the Santa Ana River and State Water Project) varies due to seasonal and other effects. When this
high organic content in Plant 134 source water interacts with chlorine added during treatment processes,
the by-product Trihalomethane (THM) can reach unacceptable levels leading to water quality concerns. This
project includes research of various treatment processes, including Granular Activated Carbon (GAC) filter,
and eventually construction, to remove organics and mitigate the possibility of high THM levels.
During the same period, the District will explore methods for disposal of higher levels of sludge removed from
surface water, which has increased due to the conversion to membrane filtration and the expansion of Plant
134 capacity from 4 to 8 million gallons per day.
Plant 134 - Process Improvements
(TTHMs & Sludge Management)
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
The installation of GAC filters would increase
maintenance costs by approximately $50,000
annually for replacement of filter media.
Utilities
An additional treatment process will increase
power costs by approximately $30,000 annually.
OPERATING BUDGET IMPACT
166FISCAL YEAR BUDGET 2019-20
167 EAST VALLEY WATER DISTRICT
Plant 134 - Process Improvements (TTHMs & Sludge Management)
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation 400,000 - - - - 400,000
Construction (Contract) - 3,000,000 - - - 3,000,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 400,000 $ 3,000,000 $ - $ - $ - $ 3,400,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 400,000 $ 3,000,000 $ - $ - $ - $ 3,400,000
Reserves - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 400,000 $ 3,000,000 $ - $ - $ - $ 3,400,000
168FISCAL YEAR BUDGET 2019-20
Project Type
Water
Location
Treatment Plant 134
4588 Highland Avenue
Highland, CA 92346
Project Manager
Operations
Total Project Cost
$1,620,000
Prior Years Budget
810,000
Start Date
January 2018
Estimated Completion
February 2022
Capital Requests
On-going Project
Project Description
Plant 134 has five treatment trains that consist of 180 membrane filters per train. The manufacturer of the filters
recommends replacing the filter every 5 to 7 years. In fiscal year 2017-18 staff replaced one full train with new
filters which drastically reduced staff time in making membrane repairs. Staff plans to replace another full train
of filters in 2018-19, and continue to replace one train per year until all of the filters have been replaced.
Plant 134 - Membrane Replacement
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
OPERATING BUDGET IMPACT
168FISCAL YEAR BUDGET 2019-20
169 EAST VALLEY WATER DISTRICT
Plant 134 - Membrane Replacement
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) - - - - - -
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials 405,000 405,000 405,000 - - 1,215,000
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 405,000 $ 405,000 $ 405,000 $ - $ - $ 1,215,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ - $ - $ - $ - $ - $ -
Reserves 405,000 405,000 405,000 - - 1,215,000
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 405,000 $ 405,000 $ 405,000 $ - $ - $ 1,215,000
170FISCAL YEAR BUDGET 2019-20
Project Type
Water
Location
Plant 108
29572 Crestview Lane
Highland, CA 92346
Project Manager
Engineering
Total Project Cost
$400,000
Prior Years Budget
N/A
Start Date
December 2019
Estimated Completion
April 2020
Capital Requests
New Project
Project Description
The District has completed a comprehensive, multi-year water tank inspection program and received an
engineering report identifying and prioritizing tank rehabilitation projects. Many of the projects present
significant challenges where there is no redundant storage capacity, limiting projects to certain times of year
when demand for water is low, and requiring alternate methods for distributions of water to sections of the
affected service area.
The District will bid a three-year contract to include three of the top five priority tank rehabilitation projects.
The first, a 2 million-gallon reservoir serving the District’s Foothill zone (Plant 108) will be scheduled for fiscal
year 2019-20.
Tank/Reservoir Rehabilitations
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
OPERATING BUDGET IMPACT
170FISCAL YEAR BUDGET 2019-20
171 EAST VALLEY WATER DISTRICT
Tank/Reservoir Rehabilitations
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000
Land and Land Preparation - - - - - -
Construction (Contract) 380,000 380,000 380,000 380,000 380,000 1,900,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials 5,000 5,000 5,000 5,000 5,000 25,000
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 2,000,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 2,000,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 2,000,000
172FISCAL YEAR BUDGET 2019-20
Project Type
Replacement – Water Distribution Main
Location
Barton Street south of Baseline Avenue
Project Manager
Engineering
Total Project Cost
$83,000
Prior Years Budget
N/A
Start Date
September 2019
Estimated Completion
November 2019
Capital Requests
New Project
Project Description
The purpose of this project is to replace 964 linear feet of existing water main in Barton Street which 1) has a
history of leaks, 2) is aligned under private driveways and block walls, and 3) is undersized – 894 linear feet
is 4” diameter. A new 6” main will be re-aligned within the street, a gate valve added, and 30 service lines will
be replaced.
Work will be performed by District crews and will take approximately two weeks.
Water Main Replacement - Barton Street
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
The annual maintenance cost for the new water
main will be very low for the first several years. The
frequency of leaks in this main, combined with the
difficulty of accessing the main to repair leaks, are
the key drivers for this project.
Utilities
N/A
OPERATING BUDGET IMPACT
BARTON ST
BA
S
E
L
I
N
E
172FISCAL YEAR BUDGET 2019-20
173 EAST VALLEY WATER DISTRICT
Water Main Replacement - Barton Street
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 8,000 $ - $ - $ - $ - $ 8,000
Land and Land Preparation - - - - - -
Construction (Contract) 20,000 - - - - 20,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials 55,000 - - - - 55,000
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 83,000 $ - $ - $ - $ - $ 83,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 83,000 $ - $ - $ - $ - $ 83,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 83,000 $ - $ - $ - $ - $ 83,000
174FISCAL YEAR BUDGET 2019-20
Project Type
Replacement – Water Distribution Main
Location
Rockford Avenue and Seine Avenue
Project Manager
Engineering
Total Project Cost
$117,000
Prior Years Budget
N/A
Start Date
August 2019
Estimated Completion
June 2020
Capital Requests
New Project
Project Description
The purpose of this project is to improve water mains serving 34 customer connections on five different Cul-
de-sacs. The existing mains are 3” PVC pipes and are susceptible to leaks and undersized. Four of the Cul-
de-sacs are connected to an 8” main in Rockford Avenue, between Marshall Boulevard and Avalon Avenue.
The PVC lines will be replaced with 6” ductile iron pipe, allowing for the installation of fire hydrants. The fifth
project is in 28th Street off of Seine Avenue. This 3” PVC line will also be replaced with 6” ductile iron to permit
the installation of a fire hydrant.
Work will be performed by District crews, and most of the materials needed for the project are in inventory.
Water Main Replacement (PVC) –
5 Cul-de-sacs
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
The annual maintenance cost for the new water
main will be very low for the first several years.
The maintenance cost to repair leaks on the
existing water main is the key driver for this project;
enhanced fire protections is an added benefit.
Utilities
N/A
OPERATING BUDGET IMPACT
D
E
L
N
O
R
T
E
P
L
D
E
L
N
O
R
T
E
C
I
R
LO
M
I
T
A
P
L
VA
L
M
A
R
C
I
R
ROCKFORD AVE
174FISCAL YEAR BUDGET 2019-20
175 EAST VALLEY WATER DISTRICT
Water Main Replacement (PVC) – 5 Cul-de-sacs
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 12,000 $ - $ - $ - $ - $ 12,000
Land and Land Preparation - - - - - -
Construction (Contract) 35,000 - - - - 35,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials 70,000 - - - - 70,000
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 117,000 $ - $ - $ - $ - $ 117,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 117,000 $ - $ - $ - $ - $ 117,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 117,000 $ - $ - $ - $ - $ 117,000
176FISCAL YEAR BUDGET 2019-20
Project Type
Replacement Water Distribution System
Location
District Wide
Project Manager
Engineering
Total Project Cost
$100,000 for FY 2018-19.
Budgeted annually.
Prior Years Budget
N/A
Start Date
July 2019
Estimated Completion
June 2020
Capital Requests
Perennial Budget Request
Project Description
The District’s service area covers all of the City of Highland, parts of the City of San Bernardino and parts of
San Bernardino County. When these agencies plan and construct improvements within their jurisdiction, there
are occasionally alignment or location conflicts with existing District facilities. When this occurs, the District is
frequently obliged to relocate its facilities.
Facility Relocations
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
OPERATING BUDGET IMPACT
176FISCAL YEAR BUDGET 2019-20
177 EAST VALLEY WATER DISTRICT
Facility Relocations
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000
Land and Land Preparation - - - - - -
Construction (Contract) 85,000 85,000 85,000 85,000 85,000 425,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor 5,000 5,000 5,000 5,000 5,000 25,000
Other (Legal) - - - - - -
ANNUAL TOTAL $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
178FISCAL YEAR BUDGET 2019-20
Project Type
Water
Location
Plant 134 - 4588 Highland Avenue
San Bernardino CA
Plant 129 - 7800 Calle Del Rio
Highland CA
Project Manager
Operations
Total Project Cost
$75,000 for FY 2018-19.
Budgeted annually.
Prior Years Budget
N/A
Start Date
July 2019
Estimated Completion
June 2020
Capital Requests
Perennial Budget Request
Project Description
This project involves improvements to multiple facilities, including: 1) paint exterior doors and trim at Plant 134,
and 2) slurry seal asphalt inside of Plant 129, replace booster building roof, and repair perimeter fencing.
Facility Rehabilitations
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
OPERATING BUDGET IMPACT
178FISCAL YEAR BUDGET 2019-20
179 EAST VALLEY WATER DISTRICT
Facility Rehabilitations
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ -$ -$ -$ -$ -
Land and Land Preparation - - - - - -
Construction (Contract) 75,000 75,000 75,000 75,000 75,000 375,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 375,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 375,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 375,000
180FISCAL YEAR BUDGET 2019-20
Project Type
Water
Location
TBD
Project Manager
Operations
Total Project Cost
$50,000 for FY 2018-19
Budgeted Annually
Prior Years Budget
N/A
Start Date
July 2019
Estimated Completion
June 2020
Capital Requests
Perennial Budget Request
Project Description
The District has approximately 65 booster pumps, and 16 Wells in the water distribution system. In order
to ensure that these facilities operate properly and provide reliable service this budget item will provide
funding to rehabilitate existing booster pumps and wells prior to failure or major reductions in performance.
This pro-active approach will reduce the cost of repairs done in an emergency or reactive mode.
Well & Booster Improvements/Rehabilitation
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
Maintenance costs will be reduced by allowing
work to be scheduled in proactive mode rather
than emergency reactive modes, which can incur
overtime charges in addition to the cost of the
repairs.
Utilities
Improving pump and well performance through
scheduled repairs and rehabilitation will result in
improved efficiency and lower energy costs.
OPERATING BUDGET IMPACT
180FISCAL YEAR BUDGET 2019-20
181 EAST VALLEY WATER DISTRICT
Well & Booster Improvements/Rehabilitations
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000
Land and Land
Preparation - - - - - -
Construction (Contract) 40,000 40,000 40,000 40,000 40,000 200,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor 5,000 5,000 5,000 5,000 5,000 25,000
Other (Legal) - - - - - -
ANNUAL TOTAL $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
182FISCAL YEAR BUDGET 2019-20
Project Type
Wastewater
Location
On Lillian Lane south of Baseline through 11th
Street north of 10th Street. Also, on 11th Street east
of Cole Avenue west of Palm Avenue.
Project Manager
Engineering
Total Project Cost
$200,000
Prior Years Budget
N/A
Start Date
July 2019
Estimated Completion
January 2020
Capital Requests
New Project
Project Description
CCTV inspections has identified two segments of 6-inch diameter sewer main with cracks in the clay VCP pipe.
One segment on Lillian Lane approximately 650 linear feet and the other on 11th Street approximately 390
linear feet.
Wastewater Main Rehabilitation
- Lillian Lane & 11th Street
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
OPERATING BUDGET IMPACT
11TH ST
LI
L
L
I
A
N
L
N
182FISCAL YEAR BUDGET 2019-20
183 EAST VALLEY WATER DISTRICT
Wastewater Main Rehabilitation - Lillian & 11th Street
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) 190,000 - - - - 190,000
Project Mgmt/Inspection 7,500 - - - - 7,500
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor 2,500 - - - - 2,500
Other (Legal) - - - - - -
ANNUAL TOTAL $ 200,000 $ - $ - $ - $ - $ 200,000
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 200,000 $ - $ - $ - $ - $ 200,000
Reserves - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 200,000 $ - $ - $ - $ - $ 200,000
184FISCAL YEAR BUDGET 2019-20
Project Type
New - Wastewater Treatment
Location
Northwest Corner of 5th Street and Del Rosa Drive
Project Manager
Engineering
Total Project Cost
$157,000,000
Prior Years Budget
$15,606,236
Start Date
January 2014
Estimated Completion
March 2022
Capital Requests
Previously Programmed Project
Project Description
In response to the drought and SBX7-7 which mandates that the District must cut 20% of its use by the
year 2020, the District is planning and constructing a water reclamation facility. The facility will allow the
District to treat wastewater to a point that it can be recharged back into the groundwater basin and reused
for domestic purpose. Initially the facility will treat approximately 6 million gallons per day and will be
expandable to be able to treat ultimate build out of approximately 10 million gallons per day.
Sterling Natural Resource Center (SNRC)
Additional Staff Salaries
$1,325,000
Debt Service
$5,181,000 annually on a low interest, State
Revolving Fund loan
Maintenance
$1,250,000 (estimated) for contract services and
supplies. Contracted treatment paid to a third party
of $8,500,000 would be eliminated.
Utilities
$725,000 (estimated) for additional electrical
energy, natural gas, water, wastewater, and
telephone/data communications will be required.
OPERATING BUDGET IMPACT
184FISCAL YEAR BUDGET 2019-20
185 EAST VALLEY WATER DISTRICT
Sterling Natural Resource Center
PROJECT COST
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24 PROJECT TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - -
Construction (Contract) 60,000,000 46,900,000 34,493,764 - - 141,393,764
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 60,000,000 $ 46,900,000 $ 34,493,764 $ - $ - $141,393,764
PROJECT FUNDING
YEAR 1
FY 2019-20
YEAR 2
FY 2020-21
YEAR 3
FY 2021-2022
YEAR 4
FY 2022-2023
YEAR 5
FY 2023-24 PROJECT TOTAL
FINANCING SOURCES
Operating Revenue $ - $ - $ - $ - $ - $ -
Reserves - - - - - -
Grants/Loans 60,000,000 46,900,000 34,493,764 - - 141,393,764
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 60,000,000 $ 46,900,000 $ 34,493,764 $ - $ - $ 141,393,764
186FISCAL YEAR BUDGET 2019-20
Accomplishments
Infrastructure improvements represent a significant
investment in maintaining a reliable system for the
community served by East Valley Water District.
Several capital improvement projects were completed in
FY 2018-19 that focused on system improvements for
both water and wastewater systems. Each project was
completed under budget and include:
Project Details Completion Date
AMI Phases II and III
March 2019Project Budget $1,565,000
Actual Cost $1,528,802
Plant 134 Membrane
Replacement
February 2019Project Budget $405,000
Actual Cost $293,992
Warm Creek Crossing
May 2019Project Budget $200,000
Actual Cost $200,000
Orange Street Wastewater
Main Replacement
February 2019Project Budget $75,000
Actual Cost $20,959
Modesto Drive / 35th Street
Wastewater Main Replacement
March 2019Project Budget $430,000
Actual Cost $453,728
186FISCAL YEAR BUDGET 2019-20
187 EAST VALLEY WATER DISTRICT
THIS PAGE IS LEFT BLANK INTENTIONALLY
188FISCAL YEAR BUDGET 2019-20
GLOSSARY
Definitions for technical terms and acronyms found in the budget document
A
• Acre Foot (AF): A water measurement equal to
325,851 gallons. - pg. 43
• AMI: Advanced Metering Infrastructure is the
technology of collecting meter reads via a
network. - pg. 123
• AMR: Automatic Meter Reading is the
technology of collecting meter reads via a hand-
held device within close proximity of the water
meter
• AQMD or SCAQMD: Air Quality Management
District or South Coast Air Quality Management
District is the air pollution agency responsible
for regulating stationary sources of air pollution
in the South Coast Air Basin, in Southern
California
• AWWA: American Water Works Association was
established in 1881 and is the largest nonprofit,
scientific, and educational association dedicated
to managing and treating water. - pg. 87
C
• CAFR: Comprehensive Annual Financial Report
is a set of U.S. government financial statements
comprising of the financial report of a state,
municipal, or other governmental entity that
complies with the accounting requirements
promulgated by the Governmental Accounting
Standards Board. - pg. 125
• Cal Fire: California Department of Forestry and
Fire and Protection. - pg. 20
• CalPERS: California Public Employees’
Retirement System is an agency in the California
executive branch that manages pension
and health benefits for more than 1.6 million
California public employees, retirees, and their
families. - pg. 31
• CIP: Capital Improvement Program. - pg. 9
• Closed Circuit TV (CCTV): A closed circuit TV is
the use of video cameras to transmit a signal to
a limited set of monitors. - pg. 199
• COLA: Cost of Living Adjustment. - pg. 9
• COSA: Cost of Service Analysis. - pg. 55
• California Special Districts Association (CSDA):
The California Special Districts Association is a
501c(6) not-for-profit association that promotes
good governance and improved core local
services through professional development,
advocacy, and other services for independent
special districts.
• CWEA: California Water Environment
Association is a nonprofit public benefit
corporation dedicated to the educational
development and certification of wastewater
professionals. - pg. 174
189 EAST VALLEY WATER DISTRICT
• D
• DWR: Department of Water Resources. - pg. 48
E
• EDU: An equivalent dwelling unit is defined by
the Borough to be the measure of volume and
strength of flow or expected flow of sanitary
sewage equivalent to that generated by a single
family residential establishment.
• Enterprise Fund: Revenues and expenditures of
services are separated into separate funds with
its own financial statements. - pg. 4
• EVWD: East Valley Water District
F
• Fees: Charges for service that are based upon
the cost of providing the service. - pg. 27
• FEMA: Federal Emergency Management
Agency is a federal agency whose mission is
to support citizens and first responders in their
efforts to improve capabilities to prepare for,
respond to, and recover from emergencies and
hazards. - pg. 111
• Fiscal Year (FY): The time frame in which
the budget applies. This period is from July 1
through June 30. - pg. 5
• FOG: Fats, oils, and grease. - pg. 167
• Full-Time Employee (FTE): A measure of
effective authorized positions, indicating the
percentage of time a position or group of
positions is funded. It is calculated by equating
2,080 hours of work per year with the full-time
equivalent of one position; thus, one position
would have an FTE of 1. - pg. 21
• Fund: An independent fiscal and accounting
entity with a self-balancing set of accounts
recording cash and/or other resources together
with all related liabilities, obligations, reserves,
and equities which are segregated for the
purpose of carrying on specific activities or
attaining certain objectives. - pg. 4
• Fund Equity: The excess of an entity’s assets
over its liabilities; a negative Fund Equity is
sometimes called a deficit. - pg. 53
G
• GAC: Granular Activated Carbon is a highly
porous adsorbent material used during
the water treatment process. It is used to
remove tetrachloroethylene, also known as
perchloroethylene (PCE). - pg. 171
• GASB: Governmental Accounting Standards
Board is a private, non-governmental
organization who is the source of generally
accepted accounting principles (GAAP) used by
State and Local governments in the U.S. - pg. 31
• GASB 68: A state or local government employer
will report the Net Pension Liability associated
with its defined benefit pension plan(s) that
is administered through a trust or equivalent
arrangement. - pg. 31
• Generally Accepted Accounting Principles
(GAAP): Uniform minimum standards of, and
guidelines for external financial accounting
and reporting. They govern the form and
content of the basic financial statements of an
entity. GAAP encompasses the conventions,
rules and procedures necessary to define
accepted accounting practices at a particular
time. They include not only broad guidelines of
general application, but also detailed practices
and procedures. The primary authoritative
statements on the application of GAAP to
state and local governments are Government
Accounting Standards Board (GASB)
pronouncements. GAAP provides a standard by
which to measure financial presentations. -
pg. 31
• Geographic Information System (GIS): An
organized collection of computer hardware,
software and geographic data designed to
efficiently capture, store, update, manipulate,
analyze, and display all forms of geographically
referenced information. - pg. 46
• GFOA: The Government Finance Officers
Association represents public finance officials
throughout the United States and Canada. -
pg. 16
• Global Positioning System (GPS): A global
positioning system provides geolocation and
time information to a GPS receiver. - pg. 129
H
• Hundred Cubic Feet (HCF): Water billing
measurement equal to 748 gallons. - pg. 36
K
• KPI: A Key Performance Indicator monitors
progress towards meeting program objectives.
- pg. 7
190FISCAL YEAR BUDGET 2019-20
L
• LAIF: Local Agency Investment Fund is a
program administered by the California State
Treasurers office to give local agencies and
special districts the opportunity to participate in
a major portfolio using the investment expertise
of the Treasurer’s Office Investment staff.
- pg. 48
• Linear Feet (LF): A linear foot is a 12-inch
measurement of length. - pg. 200
M
• MG: Million Gallon. - pg. 49
• MGD: Million Gallons Per Day. - pg. 163
• MOU: Memorandum of Understanding. - pg. 42
N
• NFWC: North Fork Water Company is a mutual
water company that secures surface water from
the Santa Ana River and other available sources
for delivery to its shareholders. - pg. 43
• NPO: Net Position Obligation. - pg. 42
R
• Revenue: Income generated by assessments,
investments, connection fees, stand-by fees,
and user charges. - pg. 4
• Reserve: An account set aside to meet
unexpected costs. - pg. 5
S
• SAR: Santa Ana River. - pg. 1
• SBCUSD: San Bernardino City Unified School
District. - pg. 19
• SCADA: Supervisory Control and Data
Acquisition generally refers to an industrial
computer system that monitors and controls a
process. - pg. 47
• SCE: Southern California Edison. - pg. 153
• Single Family Residential (SFR): A stand-alone
residential building. - pg. 229
• Sterling Natural Resource Center (SNRC): The
District is planning and constructing a water
recycling center called the Sterling Natural
Resource Center. - pg. 19
• SWRCB: State Water Resources Control Board.
- pg. 42
T
• TTHM: Total Trihalomethanes is a disinfectant
by product when chlorine used to treat water
reacts with organic materials in the water. - pg. 9
V
• Valley District: San Bernardino Valley Municipal
Water District was formed in 1954 as a regional
agency to plan a long-range water supply for
the San Bernardino Valley. - pg. 18
U
• UCMR: Unregulated Contaminant Monitoring
Rule. - pg.168
W
• Wastewater Collection Sytem Master
Plan (WCSMP): The District’s Wastewater
Collection System Master Plan outlines existing
deficiencies and facility requirements to meet
increasing demands. It provides a general
assessment to creat a comprehensive CIP for
the wastewater collection system. - pg. 153
• Water System Master Plan (WSMP): The
District’s Water System Master Plan provides
information on proposed CIP for the water
system, including phasing of the necessary
projects and capital requirements taking
existing deficiencies and facility requirements
to meet both current and future demand in
consideration. - pg. 147
• WBIC: Weather-Based Irrigation Controller
systems are sprinkler control devices that
automatically adjust irrigation schedules in
response to changing weather or environmental
conditions. - pg. 118
191 EAST VALLEY WATER DISTRICT
THIS PAGE IS LEFT BLANK INTENTIONALLY
192FISCAL YEAR BUDGET 2019-20
Chart of Accounts
The Chart of Accounts is a complete listing of every
account used in the accounting system.
Additionally, each program budget detail has
allocated District resources to a specific account
that will be used throughout the current fiscal year.
Below is a listing of the District’s Chart of Accounts
with a brief description of each account.
• 5101 - Regular Labor: Regular salaries and
wages for permanent full-time and part-time
employees
• 5102 - Temporary Labor: Costs for labor not
permanently employed by the District
• 5103 - Overtime: Employees that work more
than their regular 40 hours per week
• 5104 - Standby: Employees that are on call
for emergencies during non-business hours,
weekends, and holidays
• 5200 - Benefits: Medical, dental, vision,
retirement, and related benefits offered by the
District
• 6101 - Purchased Water: Cost to purchase
imported water
• 6102 - Groundwater Replenishment: Cost to
pump groundwater from the basin
• 6103 - Water Assessment: Cost of water shares
directly related to North Fork
• 6201 - Materials & Supplies: Items used in daily
operations, repair, and maintenance
• 6202 - Tools: Items used to perform repair and
maintenance activities
• 6203 - Office Supplies: Items such as pens,
paper, and other related desk accessories
• 6204 - Chemicals: Used for the treatment of
water and cleaning equipment and tools
• 6205 - Conservation Rebates: Costs to
reimburse customers for eligible conservation
efforts
• 6301 - Contract Services: Services rendered
by consultants and contractors; software
subscriptions and licensing
• 6302 - Banking Services: Service fees charged
by financial institutions, merchant banks, and
payment processors
• 6303 - Printing & Publishing: Costs for printing
and producing District publications
• 6304 - Legal Services: Costs for legal advice,
consultation, contract review, and litigation
• 6305 - Treatment Services: Outside treatment
services for wastewater
• 6306 - Rents & Leases: Rental and lease costs
for buildings and equipment that are not owned
by the District
• 6307 - Uniforms: Costs for the purchase, rental
and laundering of uniforms, and other sundries
for employees
• 6308 - Billing Services: Costs associated with
printing and mailing customer utility bills
• 6309 - Shut Off Notice Services: Costs
associated with the printing and delivery of 48
Hour Notices; these costs are charged back to
customers through a fee
• 6310 - Street Services: Costs associated with
street restoration after District performs repairs
and maintenance to existing infrastructure
• 6311 - Landscape Services: Costs to maintain
landscape, sprinklers, and weed abatement
throughout the District
• 6312 - Janitorial Services: Costs to clean and
maintain District facilities
• 6313 - Facilities Repair: Tracking of minor
repairs for District facilities
• 6314 - Litigation Expense: Costs associated with
legal proceedings, legal action, lawsuits, legal
disputes, or legal cases.
• 6401 - Utilities: Cable, gas, and other utilities
not including telephone and electricity
• 6402 - Telephone: Land lines, cellular phones,
and internet services
• 6403 - Electricity: Electricity usage costs
• 6404 - Fuel: Fuel costs for vehicles and
generators
• 6405 - Permits: Permit costs required by
federal, state, and local regulatory agencies
• 6406 - Postage: Costs for mailing bills,
publications, and special deliveries
• 6501 - Memberships & Dues: Subscriptions
(not including software) and memberships
for associations and special groups; award
applications
• 6502 - Professional Development: Seminars,
conferences, and travel costs for employee
development
193 EAST VALLEY WATER DISTRICT
• 6503 - Education Assistance: Tuition
reimbursement for employees who attend
school for a degree or certificate
• 6504 - Meetings: Costs such as meals,
parking, and registration that are not related to
professional development
• 6505 - Employee Recognition: Employee
recognition costs to recognize excellent
performance throughout the year
• 6701 - General Insurance: General liability
insurance for the District’s facilities and
infrastructure development
• 6702 - Insurance Claims: Cost of insurance
claims paid during the fiscal year
• 6703 - Cash Over/Short: Accounts for customer
payment processing discrepancies
• 6704 - Bad Debt: Account used to write
off uncollectible customer unpaid water or
wastewater charges
• 6705 - Retiree Benefits: Other post-
employment benefits reimbursed to District
retirees
DISTRICT HEADQUARTERS
31111 Greenspot Road, Highland, CA 92346
(909) 889-9501 www.eastvalley.org
DISTRICT BOARD MEETINGS
Second and fourth Wednesday of each month
District Headquarters Board Room, 5:30pm
East Valley Water District
Resolution 2019.08
Page 1 of 2
RESOLUTION 2019.08
A RESOLUTION OF THE BOARD OF DIRECTORS
OF THE EAST VALLEY WATER DISTRICT
APPROVING THE OPERATING AND CAPITAL
BUDGETS FOR FISCAL YEAR 2019-20
WHEREAS, East Valley Water District (“District”) is a county water district organized
and operating pursuant to California Water Code Section 30000 et seq.; and
WHEREAS, the Board of Directors has reviewed and considered the Budget as presented
for fiscal year 2019-20, hereinafter referred to as the “Budget;” and
WHERES, the Budget provides a comprehensive plan of financial operations for the
District including an estimate of revenues and the anticipated requirements for expenditures,
appropriations, and reserves for the forthcoming fiscal year; and
WHEREAS, the Budget establishes the basis for incurring liability and making
expenditures on behalf of the District; and
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the East Valley
Water District as follows:
Section 1. The Budget, and each and every part thereof, is hereby approved and adopted
for the fiscal year 2019-20; and
Section 2. The provisions of this Resolution shall take effect on July 1, 2019.
ADOPTED this 26th day of June 2019.
Ayes:
Noes:
Abstain:
Absent:
Chris Carrillo
Board President
East Valley Water District
Resolution 2019.08
Page 2 of 2
June 26, 2019
I HEREBY CERTIFY that the foregoing is a full, true and correct copy of Resolution 2019.08
adopted by the Board of Directors of East Valley Water District at its Regular Meeting held June
26, 2019.
ATTEST:
_____________________________
John Mura
Secretary, Board of Directors