HomeMy WebLinkAboutAgenda Packet - EVWD Board of Directors - 06/23/2021REGULAR BOARD MEETING& PUBLIC HEARINGVia TeleconferenceJune 23, 2021 - 5:30 PM31111 Greenspot Road, Highland, CA 92346
In an effort to prevent the spread of COVID-19 and in accordance with Governor
Newsom's Executive Order N-25-20 and N-29-20, this meeting is being conducted via
teleconference. There will be no public location for attending this meeting in person.
Members of the public may listen and provide public comment telephonically. Anyone
wishing to join the meeting may do so using the following information:
DIAL: 1-209-425-5876 and enter CONFERENCE ID: 381 567 063#
You may also join by clicking HERE to join the meeting via Microsoft Teams.
AGENDA
"In order to comply with legal requirements for posting of agenda, only those items
filed with the District Clerk 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".
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL OF BOARD MEMBERS
PUBLIC COMMENTS
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 Chairman of the Board. Under the State
of California Brown Act, the Board of Directors is prohibited from discussing or taking
action on any item not listed on the posted agenda. The matter will automatically be
referred to staff for an appropriate response or action and may appear on the agenda at a
future meeting.
AGENDA - This 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.May 12, 2021 Regular Board Meeting Minutes
b.May 19, 2021 Special Board Meeting Minutes
c.May 2021 Disbursements: Accounts payable disbursements for the period
include check numbers 257703 through 257846, bank drafts, and A C H
Payments in the amount of $8,198,157.77 and $359,488.89 for payroll.
d.Financial Statements for May 2021
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 Adoption of Resolution 2021.11 - Adopting the 2020 Upper Santa Ana
River Watershed Integrated Regional Urban Water Management Plan, Public
Hearing
4.Consider Adoption of Resolution 2021.12 - Adopting the Water Shortage
Contingency Plan, Public Hearing
5.Consider Adoption of Resolution 2021.10 to Approve the O perating and Capital
Budgets for Fiscal Year 2021-22
6.Consider Approval of Sterling Natural Resource C enter Project Enhancements
RE P O RT S
7.Board of Directors' Reports
8.General Manager/C EO Report
9.Legal C ounsel Report
10.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.
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Minutes 05/12/2021 sma
Draft pending approval
EAST VALLEY WATER DISTRICT May 12, 2021
REGULAR BOARD MEETING/PUBLIC HEARING
VIA TELECONFERENCE
MINUTES
The Chairman of the Board called the meeting to order at 5:31 p.m. Director Goodrich
led the flag salute.
PRESENT: Directors: Carrillo, Coats, Goodrich, Morales, Smith
ABSENT: None
STAFF: John Mura, General Manager/CEO; Brian Tompkins, Chief
Financial Officer; Jeff Noelte, Director of Engineering and
Operations; Kelly Malloy, Director of Strategic Services; Justine
Hendricksen, District Clerk; Shayla Antrim, Sr. Administrative
Assistant
LEGAL COUNSEL: Jean Cihigoyenetche
GUEST(s): Members of the public
PUBLIC COMMENTS
Chairman Smith declared the public participation section of the meeting open at 5:32
p.m.
There being no written or verbal comments, the public participation section was closed.
APPROVAL OF AGENDA
M/S/C (Carrillo-Goodrich) by unanimous roll call vote that the May 12, 2021
agenda be approved as submitted.
APPROVE THE MARCH 24, 2021 REGULAR BOARD MEETING MINUTES
M/S/C (Coats-Goodrich) by unanimous roll call vote that the Board approve the
March 24, 2021 regular board meeting minutes as submitted.
DIRECTORS’ FEES AND EXPENSES FOR APRIL 2021
M/S/C (Coats-Goodrich) by unanimous roll call vote that the Board approve the
Directors’ fees and expenses for April 2021 as submitted.
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APPROVE THE FINANCIAL STATEMENTS FOR MARCH 2021
M/S/C (Coats-Goodrich) by unanimous roll call vote that the Board approve the
financial statements for March 2021 as submitted.
ADOPT ORDINANCE NO. 400 - EAST VALLEY WATER DISTRICT SEWER REGULATIONS
AND SERVICE CHARGE ORDINANCE, PUBLIC HEARING
The Chief Financial Officer reviewed proposed changes to the District’s Sewer
Regulations and Service Charge Ordinance. He stated that in reviewing the ordinance,
the purpose was to review the description of the fees and charges and to establish new
fees related to Engineering services. He stated that in order to include new fees in the
District’s Schedule of Rates and Charges, the fees first need to be adopted in the
District’s Sewer Regulations and Service Charges Ordinance. He noted additional minor
updates to coincide with current procedures and titles.
THE CHAIRMAN OPENED THE PUBLIC HEARING AT 5:38 P.M.
PUBLIC COMMENTS
Chairman Smith declared the public participation section of the meeting open at 5 :38
p.m.
There being no written or verbal comments, the public participation section was closed.
ADJOURN TO REGULAR BOARD MEETING AT 5:40 P.M.
BOARD DISCUSSION
Director Morales stated that he reviewed the document and changes; and has no further
questions.
There were no additional questions or comments from the Board.
M/S/C (Morales-Goodrich) by unanimous roll call vote that the Board adopt
Ordinance No. 400 as submitted.
AYE: Directors: Carrillo, Coats, Goodrich, Morales, Smith
NOES: None
ABSENT: None
ADOPT ORDINANCE NO. 401 - EAST VALLEY WATER DISTRICT WATER REGULATIONS
AND SERVICE CHARGE ORDINANCE, PUBLIC HEARING
The Chief Financial Officer reviewed proposed changes to the District’s Water
Regulations and Service Charge Ordinance. He stated that similarly to the Sewer
Ordinance, the purpose was to review the description of the fees and charges and to
include new miscellaneous fees and charges that resulted from the User Fee Study
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performed by IB Consulting. He reviewed the most significant changes to the ordinance
which include but were not limited to: AMI Op-Out definition and fees, calculations for
Tier-1 budgets, clarifying language regarding property owners, and add new Engineering
related fees.
THE CHAIRMAN OPENED THE PUBLIC HEARING AT 5:45 P.M.
PUBLIC COMMENTS
Chairman Smith declared the public participation section of the meeting open at 5 :45
p.m.
There being no written or verbal comments, the public participation section was closed.
ADJOURN TO REGULAR BOARD MEETING AT 5:46 P.M.
BOARD DISCUSSION
There were no questions or comments from the Board.
M/S/C (Carrillo-Goodrich) by unanimous roll call vote that the Board adopt
Ordinance No. 401 as submitted.
AYE: Directors: Carrillo, Coats, Goodrich, Morales, Smith
NOES: None
ABSENT: None
ADOPT RESOLUTION 2021.07 AND RESOLUTION 2021.08 – UPDATING THE SCHEDULE
OF WATER AND WASTEWATER RATES AND CHARGES AND CERTAIN MISCELLANEOUS
FEES, PUBLIC HEARING
The Chief Financial Officer provided information regarding proposed changes to the
District’s Water and Wastewater Schedule of Rates and Charges and updates to
miscellaneous fees included in the District’s water and sewer ordinance. He also
provided information on the proposed changes relates to water and wastewater rates
based on the Cost-of-Service analysis performed by IB Consulting.
The Chief Financial Officer provided a brief presentation to the Board: User Fee and
Miscellaneous Fee Update. He noted that the information on page 5 of the presentation
was updated from what was initially sent out with the packet.
Mr. Habib Isaac, IB Consulting, provided a detailed presentation to the Board: Water
and Wastewater Cost of Service Rate Study. The presentation included but was not
limited to the following: goals of the study, the District’s current financial position,
proposed financial plan, rate design structure, components of the cost of service, water
supplies, fixed charges, variable rates and components, proposed water and
wastewater rates and charges
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THE CHAIRMAN OPENED THE PUBLIC HEARING AT 6:23 P.M.
PUBLIC COMMENTS
Chairman Smith declared the public participation section of the meeting open at 6 :23
p.m.
There being no written or verbal comments, the public participation section was closed.
ADJOURN TO REGULAR BOARD MEETING AT 5:24 P.M.
BOARD DISCUSSION
Director Carrillo stated that he appreciates the work that was put into the Cost-of
Service analysis and presentations.
Director Morales expressed appreciation to those that reached out with questions and
comments regarding the update to rates and invited those on the line to participate in
future Board meetings. He stated that he reviewed the document and found it to be
very thorough. He made a comment regarding the impact that legislation has on
District’s services and reviewed steps the District has taken to control costs.
Director Coats stated that he appreciates all that goes into calculating rates. He thanked
staff and Mr. Isaac for their presentations.
Vice Chairman Goodrich commended staff on all the work they put into creating the
document.
There were no other questions or comments from the Board.
M/S/C (Coats-Goodrich) by unanimous roll call vote that the Board adopt
Resolutions 2021.07 and 2021.08 as submitted.
AYE: Directors: Carrillo, Coats, Goodrich, Morales, Smith
NOES: None
ABSENT: None
BOARD OF DIRECTORS’ REPORTS
Director Coats reported on the following: April 29 he discussed District business with the
General Manager/CEO; May 3 he participated in the Association of San Bernardino
County Special Districts meeting; May 4 he participated in the San Bernardino Valley
Municipal Water District Board meeting where the Director of Strategic Services provided
a presentation; May 6 he attended the Advanced Metering Infrastructure completion
event; and May 11 he discussed District business with the General Manager/CEO.
Director Morales reported on the following: May 10 he participated San Bernardino Valley
Municipal Water District Board meeting where they held a workshop on personnel needs;
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and May 11 he participated in the San Bernardino Board of Water Commissioners
meeting.
Director Carrillo reported on the following: May 5 he participated in the Inland Action
meeting via Zoom; and May 11 he participated in a conference call with the General
Manager/CEO to discuss the agenda.
Vice Chairman Goodrich reported that on May 6 he met with the General Manager/CEO
to review the agenda and attended the Advanced Metering Infrastructure completion
event.
Chairman Smith reported on the following: May 6 he met with the General Manager/CEO
to review the agenda; and May 12 he participated in the San Bernardino Valley Water
Conservation District Board meeting.
Information only.
GENERAL MANAGER/CEO REPORT
The General Manager/CEO reported on the following:
• The Customer Service Department is now open to the public. Customers can
make payments and conduct property related business Monday thru Friday. To
protect customers and staff, all social distancing protocols will remain in place.
• Governor Newsom signed an Executive Order to issue an emergency drought
declaration for the counties of Mendocino and Sonoma. The Executive Order sets
a framework for drought preparation but does not set any mandates for San
Bernardino County. Staff will continue to monitor the drought declaration. The
State Water Project allocation has been reduced from 10% to 5% with the State
reporting a 59% snowpack.
• In observance of Memorial Day, the District’s offices will be closed on Monday,
May 31, 2021.
The General Manager/CEO thanked the public for their continued support during these
trying times and for participating in the District’s teleconferencing meetings. He stated
that meetings will continue to be held via teleconference until further notice.
Information only.
LEGAL COUNSEL REPORT
Legal Counsel commended staff on a job well done in regards to meeting Prop 218 legal
requirements.
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BOARD OF DIRECTORS’ COMMENTS
Director Morales commended staff for their hard work, and congratulated staff for
completing the Advanced Metering Infrastructure project.
Director Carrillo echoed Director Morales’ comments.
Director Coats thanked staff for their hard work.
Vice Chairman Goodrich agreed with the other Board members’ comments.
Chairman Smith thanked everyone for attending the meeting; and thanked staff and
those that provided presentations.
Information only.
ADJOURN
Chairman Smith adjourned the meeting at 6:39 p.m.
___________________________
David E. Smith, Board President
__________________________
John Mura, Secretary
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Minutes 05/19/2021 sma
Draft pending approval
EAST VALLEY WATER DISTRICT May 19, 2021
SPECIAL BOARD MEETING
VIA TELECONFERENCE
MINUTES
The Chairman of the Board called the meeting to order at 5:31 p.m. Director Coats
led the flag salute.
PRESENT: Directors: Carrillo, Coats, Goodrich, Morales, Smith
ABSENT: None
STAFF: John Mura, General Manager/CEO; Brian Tompkins, Chief
Financial Officer; Kelly Malloy, Director of Strategic Services;
Kerrie Bryan, Director of Administrative Services; Patrick Milroy,
Operations Manager; Justine Hendricksen, District Clerk; Nate
Paredes, Business Services Manager; Shayla Antrim, Sr.
Administrative Assistant
LEGAL COUNSEL: Jean Cihigoyenetche
GUEST(s): Members of the public
PUBLIC COMMENTS
Chairman Smith declared the public participation section of the meeting open at 5 :32
p.m.
There being no written or verbal comments, the public participation section was closed.
REVIEW FY 2021-22 REVENUE PROJECTIONS
The Chief Financial Officer provided the Board with a FY 2021-22 Revenue Projections
presentation. He stated that the revenue projections have been developed using the
rates adopted at the May 12, 2021 Public Hearing. He stated that this year there are
additional elements to be considered when calculating revenue projections: water rate
adjustments that start at the beginning of 2022 and wastewater rates will begin once
the Sterling Natural Resource Center goes online, which is predicted to be in May 2022.
The Chief Financial Officer’s presentation included but was not limited to a comparison
of FY 2020-21 water and wastewater revenue to the past two fiscal years, anticipated
water sales and wastewater system collection charges, a chart that compared the
projected rate revenue to the last four fiscal years, and the projected FY 2021-22
operating budget summary broken down between water and wastewater funds.
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Information only.
GENERAL MANAGER/CEO REPORT
No report at this time.
LEGAL COUNSEL REPORT
No report at this time.
BOARD OF DIRECTORS’ COMMENTS
Director Morales stated that he reviewed the Sterling Natural Resource Center Spring
update video and commended staff on how well the video was made. He also praised
staff for their accomplishment of receiving two financial awards for the District.
Chairman Smith thanked the Chief Financial Officer for the presentation.
ADJOURN
The meeting adjourned at 6:09 p.m.
___________________________
David E. Smith, Board President
__________________________
John Mura, Board Secretary
B OAR D AG E N D A S TAF F R E P O RT
Agend a Item #2.c.
Meeting Date: June 23, 2021
C ons ent Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: May 2021 Dis b urs ements: Ac c ounts p ayab le d is b urs ements fo r the period includ e check numb ers
257703 through 257846, bank d rafts , and A C H P ayments in the amo unt o f $8,198,157.77 and
$359,488.89 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, 2021 thro ugh May 31, 2021 in the amount o f $8,557,646.66.
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 2021 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 257703 through 257846, b ank drafts,
and AC H P ayments in the amo unt o f $8,198,157.77 and $359,488.89, for payro ll. S ignific ant 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 2020-21 Bud get.
ATTAC H M E NTS:
Description Type
M ay 2 021 P ayment Register Backup Material
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/6/2021 257703 AMERICAN FIDELITY ASSURANCE COMPANY 2,670.51
5/6/2021 257704 BURRTEC WASTE/ 5455 Industrial pkwy 395.63
5/6/2021 257705 BURRTEC WASTE/ E. 111 MILL ST 306.78
5/6/2021 257706 CHARLES W HIPPENSTIEL, CHR SERVICES 1,020.00
5/6/2021 257707 CULLIGAN OF ONTARIO 139.10
5/6/2021 257708 DIRECTV 258.98
5/6/2021 257709 EYE MED VISION CARE 1,400.24
5/6/2021 257710 FedEx 29.71
5/6/2021 257711 FIRST CHOICE SERVICES 602.70
5/6/2021 257712 IB CONSULTING, LLC 3,014.00
5/6/2021 257713 INLAND WATER WORKS SUPPLY CO 5,898.35
5/6/2021 257714 K & L HARDWARE 50.49
5/6/2021 257715 PETTY CASH 243.95
5/6/2021 257716 SO CAL GAS 510.08
5/6/2021 257717 SOUTH COAST AQMD 275.26
5/6/2021 257718
SOUTHERN CALIFORNIA EMERGENCY
MEDICINE/COLTON/REDLANDS 1,155.00
5/6/2021 257719 UNITED SITE SERVICES OF CALIFORNIA, INC 676.45
5/6/2021 257720 VALLEY OFFICE EQUIPMENT 11.62
5/12/2021 257726 ACS SUPPORT 26.00
5/12/2021 257727 AMERICAN FIDELITY ASSURANCE COMPANY (FSA) 1,164.98
5/12/2021 257728 ARROYO INSURANCE SERVICES 35.00
5/12/2021 257729 BALFOUR BEATTY INFRASTRUCTURE, INC 5,935,225.70
5/12/2021 257730 BURRTEC WASTE/ 5455 Industrial pkwy 848.40
5/12/2021 257731 BURRTEC WASTE/ E. 111 MILL ST 1,254.77
5/12/2021 257732 CALIFORNIA WATER EFFICIENCY PARTNERSHIP 4,191.87
5/12/2021 257733 CARB/PERP 633.75
5/12/2021 257734 DAILY JOURNAL CORPORATION 972.40
5/12/2021 257735 EVERSOFT, INC 228.82
5/12/2021 257736 EXPERIAN 282.28
5/12/2021 257737 FIRST CHOICE SERVICES 89.11
5/12/2021 257738 FLEET MANAGEMENT DEPARTMENT 765.26
5/12/2021 257739 FRANCHISE TAX BOARD 800.00
5/12/2021 257740 FRANCHISE TAX BOARD 300.00
5/12/2021 257741 FRANCHISE TAX BOARD 75.00
5/12/2021 257742 FRANCHISE TAX BOARD 100.00
5/12/2021 257743 HATFIELD BUICK 31.61
5/12/2021 257744 HIGHLAND COMMUNITY NEWS/PUBLISHING INC 2,551.00
5/12/2021 257745 INLAND WATER WORKS SUPPLY CO 2,932.83
5/12/2021 257746 KONICA MINOLTA 402.48
5/12/2021 257747 LOGICALIS, INC 5,640.00
5/12/2021 257748 PACIFIC HYDROTECH CORPORATION 134,470.00
5/12/2021 257749 SERGIO D. FIERRO 1,500.00
5/12/2021 257750 SOUTH COAST AQMD 137.63
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021 Page 1 of 6
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/12/2021 257751 SOUTHERN CALIFORNIA EDISON COMPANY 24.10
5/12/2021 257752 UNIFIRST CORPORATION 534.47
5/12/2021 257753 UNITED SITE SERVICES OF CALIFORNIA, INC 676.45
5/12/2021 257754 WATER SYSTEMS CONSULTING, INC 11,881.13
5/12/2021 257755 YARDLEY ORGILL CO. INC. YO FIRE 2,241.20
5/13/2021 257721 STEPHANIE BRUCE 148.40
5/13/2021 257722 SABRINA INZUNZA 23.83
5/13/2021 257723 DEMAR BROWNING 12.15
5/13/2021 257724 LACOSTA INVESTMENTS, LLC 58.50
5/13/2021 257725 FELICIANO E SOLORZANO 84.91
5/14/2021 257756 THE HO AND LAM FAMILY TRUST 290.53
5/14/2021 257757 ZULLI BRUNSON 150.00
5/14/2021 257758 HERBERT O REITSAM 55.55
5/14/2021 257759 LUPOID LLC 60.41
5/14/2021 257760 CHRISTIAN REIMER 343.33
5/14/2021 257761 ANNA KHARATYAN 273.86
5/20/2021 257763 AT&T 528.17
5/20/2021 257764 ATS, ALPINE TECHNICAL SERVICES, LLP 3,545.47
5/20/2021 257765 CalPERS- FRAS 186,785.00
5/20/2021 257766 CITY OF HIGHLAND 1,620.00
5/20/2021 257767 DENTAL HEALTH SERVICES 189.40
5/20/2021 257768 EUCLID MANAGERS, INSURANCE SERVICES INC. 504.00
5/20/2021 257769 EWING IRRIGATION PRODUCTS INC 105.17
5/20/2021 257770 FIRST CHOICE SERVICES 215.88
5/20/2021 257771 HARPER & ASSOCIATES ENGINEERING, INC 4,958.00
5/20/2021 257772 INLAND DESERT SECURITY & COMMUNICATIONS, INC 647.30
5/20/2021 257773 INLAND WATER WORKS SUPPLY CO 2,440.05
5/20/2021 257774 K & L HARDWARE 11.60
5/20/2021 257775 LOWE'S 1,158.46
5/20/2021 257776 SAN BERNARDINO MUNICIPAL WATER DEPARTMENT 19,565.22
5/20/2021 257777 SOUTH COAST AQMD 137.63
5/20/2021 257778 SOUTHERN CALIFORNIA EDISON COMPANY 12,294.91
5/20/2021 257779 UNIFIRST CORPORATION 462.58
5/20/2021 257780 US BANCORP SERVICE CENTER 14,689.29
5/26/2021 257784 AMADOR & ROSE MARY NAVARRO 34.89
5/26/2021 257785 MATTHEW R JONES 62.80
5/26/2021 257786 KEYNASIA BUFFONG 56.50
5/26/2021 257787 HECTOR MARTINEZ 115.86
5/27/2021 257788 ACS SUPPORT 26.00
5/27/2021 257789 AGENDUM, A CL7 COMMUNICATION COMPANY 5,000.00
5/27/2021 257790 AIR CHIEF, INC. 480.03
5/27/2021 257791 AMERICAN FIDELITY ASSURANCE COMPANY (FSA) 1,164.98
5/27/2021 257792 AT&T 1,257.79
5/27/2021 257793 CAL VALVE 6,072.91
5/27/2021 257794 CHEM-TECH INTERNATIONAL INC 7,055.50
5/27/2021 257795 CLIFTONLARSONALLEN LLP 3,000.00
5/27/2021 257796 CMUA, CALIFORNIA MUNICIPAL UTILITIES ASSO. 4,055.00
5/27/2021 257797 COLONIAL LIFE, PREMIUM 547.00
5/27/2021 257798 DONEGAN TREE SERVICE 6,500.00
5/27/2021 257799 FRANCHISE TAX BOARD 100.00
5/27/2021 257800 FRANCHISE TAX BOARD 300.00
5/27/2021 257801 FRANCHISE TAX BOARD 75.00
5/27/2021 257802 HACH COMPANY 220.05
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021 Page 2 of 6
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/27/2021 257803 INLAND WATER WORKS SUPPLY CO 2,977.17
5/27/2021 257804 K & L HARDWARE 115.71
5/27/2021 257805 METALPHOTO OF CINCINNATI 500.20
5/27/2021 257806 METLIFE SMALL BUSINESS CENTER (Dental) 9,227.40
5/27/2021 257807 METROPOLITAN LIFE INS CO 93.30
5/27/2021 257808 MORTON SALT, INC. 3,299.01
5/27/2021 257809 PDQ.COM CORPORATION 3,000.00
5/27/2021 257810 PETTY CASH 118.44
5/27/2021 257811 SAN BERNARDINO MUNICIPAL WATER DEPARTMENT 696,379.86
5/27/2021 257812 SO CAL GAS 14.30
5/27/2021 257813 SOUTH COAST AQMD 275.26
5/27/2021 257814 SOUTHERN CALIFORNIA EDISON COMPANY 157,315.52
5/27/2021 257815 UNIFIRST CORPORATION 2,061.40
5/27/2021 257817 V.I.P. DOORS & GATES INC 9,250.00
5/27/2021 257818 VALLEY OFFICE EQUIPMENT 4.50
5/27/2021 257819 VERIZON 1,219.50
5/27/2021 257820 CALIFORNIA CONDEMNATION FUND 14,500.00
5/27/2021 257821 BRUCE BORG 200.00
5/27/2021 257822 CHRISTOPHER FISHER 99.99
5/27/2021 257823 CHRISTOPHER HERILY 100.00
5/27/2021 257824 CRISTINA VELAZQUEZ 300.00
5/27/2021 257825 DIANA RAINS 60.00
5/27/2021 257826 EMILY HODGES 150.00
5/27/2021 257827 FLOYD DIBBLE 99.99
5/27/2021 257828 GENTZANE ZARRABE 150.00
5/27/2021 257829 HEATHER GIDEON 350.00
5/27/2021 257830 JOSE MOLINA 150.00
5/27/2021 257831 KENNETH CHRISTOPHER 100.00
5/27/2021 257832 LANE STAFFORD 150.00
5/27/2021 257833 LUCIA GIBSON 230.00
5/27/2021 257834 NATHANIEL OKANDEY 83.07
5/27/2021 257835 RANDALL S. EMON 650.00
5/27/2021 257836 ROBERT BURTON 300.00
5/27/2021 257837 RONALD BONE 100.00
5/27/2021 257838 TERRY YOUNG 100.00
5/27/2021 257839 VICTOR BISHERA 100.00
5/27/2021 257840 WALTER HORN 98.10
5/28/2021 257844 JULIE NEWELL 186.70
5/28/2021 257845 RAUL MUNAR 49.83
5/28/2021 257846 JUSTIN LEE 131.62
BANK DRAFTS
5/3/2021 DFT0004203 GLOBAL PAYMENTS 8,980.23
5/3/2021 DFT0004204 MERCHANT BANKCD 440.67
5/3/2021 DFT0004206 CA SDI Tax 62.60
5/3/2021 DFT0004207 Federal Payroll Tax 1,107.94
5/3/2021 DFT0004208 Medicare 181.52
5/3/2021 DFT0004209 State Payroll Tax 189.88
5/3/2021 DFT0004210 CalPERS- FRAS 17.33
5/3/2021 DFT0004211 CALPERS/ MEDICAL 100,264.17
5/5/2021 DFT0004205 PayNearMe, Inc. 71.64
5/11/2021 DFT0004212 FORTE, ACH DIRECT INC, ACH FEES 3,703.48
5/12/2021 DFT0004214 CALPERS/ DEFERRED COMPENSATION 20,503.25
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021 Page 3 of 6
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/12/2021 DFT0004215 CALPERS/ RETIREMENT 46,779.99
5/12/2021 DFT0004219 STATE DISBURSEMENT UNIT 2,678.62
5/12/2021 DFT0004221 PayNearMe, Inc. 256.71
5/14/2021 DFT0004213 CA SDI Tax 2,513.31
5/14/2021 DFT0004216 Federal Payroll Tax 29,298.72
5/14/2021 DFT0004217 Medicare 7,642.54
5/14/2021 DFT0004218 Social Security 71.42
5/14/2021 DFT0004220 State Payroll Tax 11,605.03
5/26/2021 DFT0004223 CALPERS/ DEFERRED COMPENSATION 21,362.62
5/26/2021 DFT0004224 CALPERS/ RETIREMENT 46,775.34
5/26/2021 DFT0004228 STATE DISBURSEMENT UNIT 2,678.62
5/26/2021 DFT0004230 PayNearMe, Inc. 372.13
5/28/2021 DFT0004222 CA SDI Tax 2,567.04
5/28/2021 DFT0004225 Federal Payroll Tax 29,186.19
5/28/2021 DFT0004226 Medicare 7,798.28
5/28/2021 DFT0004227 Social Security 992.08
5/28/2021 DFT0004229 State Payroll Tax 11,431.69
5/28/2021 DFT0004231 PayNearMe, Inc. 35.82
ACH PAYMENTS
5/6/2021 10008977 ALLEN WILLIAMS 652.57
5/6/2021 10008978 ALLISON MECHANICAL, INC 1,625.20
5/6/2021 10008979 AMAZON CAPITAL SERVICES, INC 1,244.14
5/6/2021 10008981 AMERICAN RENTALS, INC 600.28
5/6/2021 10008982 APPLIED MAINTENANCE SUPPLIES & SOLUTIONS 202.99
5/6/2021 10008983 ARCADIS U.S., INC 38,090.00
5/6/2021 10008984 BARRY'S SECURITY SERVICES, INC 9,997.50
5/6/2021 10008985 BOOT BARN, INC 594.34
5/6/2021 10008986 CAROL CALES 660.58
5/6/2021 10008987 CINTAS CORPORATION (FIRST AID) 984.36
5/6/2021 10008988 CLARK PEST CONTROL 48.00
5/6/2021 10008989 CLA-VAL CO 5,403.70
5/6/2021 10008990 DANIEL DAVIS 577.72
5/6/2021 10008991 DAVID HERNANDEZ 437.37
5/6/2021 10008992 ELISEO OCHOA 667.32
5/6/2021 10008993 EZEQUIEL ELECTRIC, INC. 7,112.49
5/6/2021 10008994 GARY STURDIVAN 660.53
5/6/2021 10008995 GORDON GRANT 599.92
5/6/2021 10008996 HUB CONSTRUCTION SPECIALTIES, INC. 517.39
5/6/2021 10008997 INLAND ACTION, INC 3,596.00
5/6/2021 10008998 KOFF & ASSOCIATES, INC 7,950.00
5/6/2021 10008999 MANAGED HEALTH NETWORK 221.76
5/6/2021 10009000 MARTHA T DURAN 750.00
5/6/2021 10009001 MICHAEL HENDERSON 645.41
5/6/2021 10009002 MOBILE OCCUPATIONAL SERVICES, INC 255.00
5/6/2021 10009003 NATIONAL CONSTRUCTION RENTALS 158.49
5/6/2021 10009004 PLUMBERS DEPOT INC. 7,047.01
5/6/2021 10009005 REBECCA KASTEN 577.89
5/6/2021 10009006 REDLINE MOBILE FLEET SERVICE & REPAIR 3,809.11
5/6/2021 10009007 SHRED-IT US JV LLC 144.24
5/6/2021 10009008 SSCI, INC. DBA-SAFETY COMPLIANCE COMPANY 200.00
5/6/2021 10009009 SUPERIOR AUTOMOTIVE WAREHOUSE, INC. 64.61
5/12/2021 10009010 AMAZON CAPITAL SERVICES, INC 847.71
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021 Page 4 of 6
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/12/2021 10009011 ANTHONY POOL SERVICE, JAMES ANTHONY LOGSDON 280.00
5/12/2021 10009012 BACKFLOW PREVENTION DEVICE INSPECTIONS INC 3,513.04
5/12/2021 10009013 BARRY'S SECURITY SERVICES, INC 5,080.81
5/12/2021 10009014 CLA-VAL CO 9,370.87
5/12/2021 10009015 CLEARFLY COMMUNATIONS 978.72
5/12/2021 10009016 CORE & MAIN LP 527.22
5/12/2021 10009017 EVWD EMPLOYEES EVENTS ASSOC 315.50
5/12/2021 10009018 EXCEL LANDSCAPE, INC 10,505.80
5/12/2021 10009019 FERGUSON ENTERPRISES, INC. 8,145.90
5/12/2021 10009020 FRONTIER COMMUNICATIONS 1,055.11
5/12/2021 10009021 GENESIS INDUSTRIAL SUPPLY, INC 1,075.86
5/12/2021 10009022 GOLDEN STATE LABOR COMPLIANCE, LLC 4,750.00
5/12/2021 10009023 HUB CONSTRUCTION SPECIALTIES, INC. 1,286.71
5/12/2021 10009024 INFOSEND, INC 300.00
5/12/2021 10009025 JC LAW FIRM 12,570.00
5/12/2021 10009026 MANAGED MOBILE, INC. 2,610.67
5/12/2021 10009027 MCMASTER-CARR 111.60
5/12/2021 10009028 MIKE J. ROQUET CONSTRUCTION INC 37,117.00
5/12/2021 10009029 MINUTEMAN PRESS OF RANCHO CUCAMONGA 3,899.61
5/12/2021 10009030
NATIONAL AUTO FLEET GROUP, CHEVROLET OF
WATSONVILLE 126,504.91
5/12/2021 10009031 NEOGOV 3,472.88
5/12/2021 10009032 PATTON'S SALES CORP 50.90
5/12/2021 10009033 PR DIAMOND PRODUCTS, INC 2,255.00
5/12/2021 10009034 REDLINE MOBILE FLEET SERVICE & REPAIR 2,346.07
5/12/2021 10009035 RESOLUTE 4,200.00
5/12/2021 10009036 SG CREATIVE, LLC 5,650.00
5/12/2021 10009037 STAPLES BUSINESS ADVANTAGE 644.80
5/12/2021 10009038 UNDERGROUND SERVICE ALERT 333.40
5/12/2021 10009039 VALERO FLEET, WEX BANK 3,671.08
5/12/2021 10009040 VERIZON WIRELESS 7,889.25
5/12/2021 10009042 VULCAN MATERIALS CO/ CALMAT CO 716.98
5/20/2021 10009043 ALLISON MECHANICAL, INC 6,713.00
5/20/2021 10009044 AMAZON CAPITAL SERVICES, INC 1,504.56
5/20/2021 10009046 ANTHESIS 10,203.75
5/20/2021 10009047 ASHOK K. DHINGRA, AKD CONSULTING 15,964.00
5/20/2021 10009048 AZTECA SYSTEMS, INC/ CITYWORKS 40,000.00
5/20/2021 10009049 BARRY'S SECURITY SERVICES, INC 5,068.19
5/20/2021 10009050 CLINICAL LAB OF S B 7,693.00
5/20/2021 10009051 EZEQUIEL ELECTRIC, INC. 2,830.83
5/20/2021 10009052 FERGUSON ENTERPRISES, INC. 278.70
5/20/2021 10009053 FLEETWASH, INC 400.00
5/20/2021 10009054 FRONTIER COMMUNICATIONS 190.17
5/20/2021 10009055 HAAKER EQUIPMENT COMPANY & TOTAL CLEAN 2,579.41
5/20/2021 10009056 JC LAW FIRM 4,260.00
5/20/2021 10009057 LESLIE'S POOL SUPPLIES, INC. 464.99
5/20/2021 10009058 ORION SYSTEMS INTEGRATORS LLC 2,000.00
5/20/2021 10009059 PETAS CAR CARE- KEVIN KOHRELL 1,542.88
5/20/2021 10009060 PLUS 1 PERFORMANCE 19.08
5/20/2021 10009061 ROUNSVILLE'S AUTO BODY 404.30
5/20/2021 10009062 SOLARWINDS, INC. 8,452.80
5/20/2021 10009063 STAPLES BUSINESS ADVANTAGE 208.80
5/27/2021 10009064 ACI PAYMENTS INC. 47.90
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021 Page 5 of 6
PAYMENT DATE NUMBER VENDOR NAME AMOUNT
5/27/2021 10009065 ADCOMP SYSTEMS 319.29
5/27/2021 10009066 AMAZON CAPITAL SERVICES, INC 1,021.57
5/27/2021 10009067 BURGESS MOVING & STORAGE 1,233.75
5/27/2021 10009068 CHERRY VALLEY NURSERY MAR-LYN BUILDERS, INC. 75.41
5/27/2021 10009069 CLARK PEST CONTROL 118.00
5/27/2021 10009070 COMPUTERIZED EMBROIDERY COMPANY, INC 1,073.11
5/27/2021 10009071 CORE & MAIN LP 440.56
5/27/2021 10009072 EVWD EMPLOYEES EVENTS ASSOC 900.43
5/27/2021 10009073 EXCEL LANDSCAPE, INC 13,550.00
5/27/2021 10009074 FERGUSON ENTERPRISES, INC. 7,863.05
5/27/2021 10009075 FLEETWASH, INC 425.00
5/27/2021 10009076 FMB TRUCK OUTFITTERS, INC 214.21
5/27/2021 10009077 FRONTIER COMMUNICATIONS 828.15
5/27/2021 10009078 HAAKER EQUIPMENT COMPANY & TOTAL CLEAN 2,422.32
5/27/2021 10009079 JEREMY SUBRIAR 278.95
5/27/2021 10009080 JOSE MILLAN 3,050.00
5/27/2021 10009081 KRIEGER & STEWART, INCORPORATED 1,590.75
5/27/2021 10009082 LESLIE'S POOL SUPPLIES, INC. 131.26
5/27/2021 10009083 MANAGED MOBILE, INC. 1,901.59
5/27/2021 10009084 MINUTEMAN PRESS OF RANCHO CUCAMONGA 657.38
5/27/2021 10009085 MOBILE OCCUPATIONAL SERVICES, INC 92.50
5/27/2021 10009086 MUSICK, PEELER & GARRETT LLP 5,100.00
5/27/2021 10009087 PATTON'S SALES CORP 59.60
5/27/2021 10009088 S & J PLUMBING, INC. 819.00
5/27/2021 10009089 SCN, SECURITY COMMUNICATION NETWORK, INC 159.50
5/27/2021 10009090 SSCI, INC. DBA-SAFETY COMPLIANCE COMPANY 400.00
5/27/2021 10009091 STAPLES BUSINESS ADVANTAGE 304.30
5/27/2021 10009092 SUPERIOR AUTOMOTIVE WAREHOUSE, INC. 184.15
5/27/2021 10009093 VISTA PAINTS 172.74
5/27/2021 10009094 VULCAN MATERIALS CO/ CALMAT CO 2,769.53
5/27/2021 10009095 WAXIE SANITARY SUPPLY 874.26
5/27/2021 10009096 DONNA BERG 109.00
TOTAL 8,198,157.77$
PAYMENT REGISTER
MAY 1, 2021 - MAY 31, 2021 Page 6 of 6
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
Agenda Item #2.d.
Meeting Date: June 23, 2021
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 2021
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, 2021.
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, 2021.
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 2 021 Financial Statement Monthly Review Backup Material
M ay 2 021 Financial Statements Backup Material
FINANCIAL STATEMENTS MONTHLY REVIEW
MONTH ENDING MAY 31, 2021
page | 1
The following is a highlight summary of the District’s financial results as of May 31, 2021.
Please note all values presented are in millions (unless otherwise noted).
Statement of Net Position
Total assets at May 31, 2021 are $345.76 million.
CLASSIFICATION WATER WASTEWATER DISTRICT TOTAL
Cash and Investments $ 16.58 $ 6.40 $ 22.98
Utility Plant, Net 105.97 19.09 125.06
Other Assets 38.83 158.89 197.72
Current Liabilities 3.21 15.79 19.00
Long Term Liabilities 50.02 128.42 178.44
Beginning Net Position 96.60 38.07 134.67
Change in Equity 11.55 2.09 13.64
TOTAL NET POSITION $ 108.15 $ 40.16 $ 148.31
Cash and Investments are $22.98 million for the month of May, a decrease of $5.36 million
from the prior month. In May, the District paid $5.96 million for construction costs incurred
in April. The Water Fund’s Due from Other Governments includes Claims 19 and 20 for
construction costs incurred for the SNRC bringing the ending balance to $7.62 million.
FINANCIAL STATEMENTS MONTHLY REVIEW
MONTH ENDING MAY 31, 2021
page | 2
$0
$5
$10
$15
$20
$25
$30
$35
$40
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CASH & INVESTMENTS
Restricted Unrestricted
Comparing current assets to current liabilities, the District has a current ratio at May 31,
2021 of 2.21 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, 2021. 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
MONTH ENDING MAY 31, 2021
page | 3
Total Revenues & Expenses through May 31, 2021 are summarized below (in millions):
Column1 WATER WASTEWATER DISTRICT TOTAL
Revenue $ 26.62 $ 13.11 $ 39.73
Expense 15.07 11.01 26.08
Water Sales for the month ending May 31, 2021 were $1.3M; $183K under staff projections
for the month and $1.14 over projections, year-to-date.
$-
$0.5
$1.0
$1.5
$2.0
$2.5
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WATER SALES BY TIER
Tier 1 Tier 2 Tier 3 FY 2020-21 Amended Projection
FINANCIAL STATEMENTS MONTHLY REVIEW
MONTH ENDING MAY 31, 2021
page | 4
Water Sales by Customer Class
The table below shows the District’s water sales for the month of May 2021 by customer
class. The following icons are to compliment the graph below: positive change, no
change, negative change when comparing actuals versus projections.
CUSTOMER CLASS ACTUAL PROJECTION $ VARIANCE % VARIANCE
Residential 770,119$ 834,000$ (63,881)$ -8%
Multi-Family 242,673 297,000 (54,327) -18%
Commercial 96,379 132,000 (35,621) -27%
Irrigation 191,234 221,000 (29,766) -13%
TOTAL $1,300,405 $ 1,484,000 $ (183,595) -12%
The following table displays customer class by tier for the month of May 2021:
CUSTOMER CLASS TIER ACTUAL PROJECTION $ VARIANCE % VARIANCE
Residential Tier 1 320,335$ 387,000$ (66,665)$ -17%
Residential Tier 2 375,451 372,000 3,451 1%
Residential Tier 3 74,333 75,000 (667) -1%
Multi-Family Tier 1 133,471 167,000 (33,529) -20%
Multi-Family Tier 2 76,765 95,000 (18,235) -19%
Multi-Family Tier 3 32,437 35,000 (2,563) -7%
Commercial Tier 1 70,517 87,000 (16,483) -19%
Commercial Tier 2 6,781 10,000 (3,219) -32%
Commercial Tier 3 19,081 35,000 (15,919) -45%
Irrigation Tier 2 129,409 142,000 (12,591) -9%
Irrigation Tier 3 61,825 79,000 (17,175) -22%
TOTAL $ 1,300,405 $ 1,484,000 $ (183,595) -12%
Legend
- Positive Change in Actuals
- Neutral Change in Actuals
- Negative Change in Actuals
FINANCIAL STATEMENTS MONTHLY REVIEW
MONTH ENDING MAY 31, 2021
page | 5
The chart below is a comparative illustration of Water Revenue year-to-date compared to
last year’s Water Revenue year-to-date as of May 2020. As noted in the graph, Water
Revenue experienced an increase over last year. Water consumption increased 672.38
million gallons (898K HCF) compared to May of 2020.
$-
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$10.0
$15.0
$20.0
$25.0
$30.0
5/31/2020 5/31/2021
M
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COMPARATIVE MONTHLY WATER REVENUE
(WATER SALES & METER CHARGES)
Meter Tier 1 Tier 2 Tier 3
Total - $23,186,237
Total - $25,616,512
FINANCIAL STATEMENTS MONTHLY REVIEW
MONTH ENDING MAY 31, 2021
page | 6
Water Fund Activities by Cost Center
The graph below provides a year-to-date comparison of the Water Fund operating cost
centers for FY 2019-20 and FY 2020-21.
FINANCIAL STATEMENTS MONTHLY REVIEW
MONTH ENDING MAY 31, 2021
page | 7
Wastewater Fund Activities by Cost Center
The graph below provides a year-to-date comparison of the Wastewater Fund operating
cost centers for FY 2019-20 and FY 2020-21.
WATER WASTEWATER DISTRICT TOTAL
Assets:
Current Assets:
01 Cash and Cash Equivalents 9,083,063.99$ -$ 9,083,063.99$
02 Investments 3,054,098.85 1,473,229.69 4,527,328.54
03 Accounts Receivable, Net 5,223,023.69 272,217.82 5,495,241.51
04 ‐ Interest Receivable - 3,377.19 3,377.19
14*05 Other Receivables 773,339.26 - 773,339.26
07 Due from Sewer Fund 8,411,701.74 - 8,411,701.74
06 Due from Other Governments 7,619,282.37 5,212,264.30 12,831,546.67
08 Inventory 458,832.82 6,721.16 465,553.98
09 Prepaid Expenses 351,513.74 51,560.21 403,073.95
34,974,856.46 7,019,370.37 41,994,226.83
Non-Current Assets:
10 Restricted Cash and Cash Equivalents 4,441,045.61 4,928,353.44 9,369,399.05
11 Capital Assets not being Depreciated 12,311,785.66 152,084,263.51 164,396,049.17
13 Capital Assets, Net 105,971,612.97 19,086,958.01 125,058,570.98
122,724,444.24 176,099,574.96 298,824,019.20
Total Assets:157,699,300.70 183,118,945.33 340,818,246.03
Deferred Outflow Of Resources
24*Deferred Charge on Refunding 660,840.08 309,869.81 970,709.89
25 Deferred Outflows - Pensions 3,021,838.35 947,122.44 3,968,960.79
161,381,979.13 184,375,937.58 345,757,916.71
Current Liabilities:
22 Accounts Payable and Accrued Expenses 583,729.43 27,441.76 611,171.19
29 Due to Water Fund - 8,411,701.74 8,411,701.74
23 Accrued Payroll and Benefits 3,805.66 - 3,805.66
15 Customer Service Deposits 1,338,166.55 - 1,338,166.55
16 Construction Advances and Retentions 106,000.00 7,223,311.70 7,329,311.70
17 Accrued Interest Payable 34,754.27 - 34,754.27
18 Current Portion of Compensated Absences 396,686.02 120,469.30 517,155.32
19 Current Portion of Long-Term Debt 746,028.45 7,499.15 753,527.60
3,209,170.38 15,790,423.65 18,999,594.03
Non-Current Liabilities:
20 Compensated Absences, less current portion - 3,437.57 3,437.57
28 Net Pension Liability 9,065,574.49 2,739,565.75 11,805,140.24
21 Long Term Debt, Less Current Portion 40,394,126.31 125,493,544.10 165,887,670.41
27 Other Liabilities 1,173.64 - 1,173.64
Deferred Inflows Of Resources
26 Deferred Inflows - Pensions 563,194.25 182,013.87 745,208.12
50,024,068.69 128,418,561.29 178,442,629.98
53,233,239.07 144,208,984.94 197,442,224.01
31 Equity 96,596,112.22 38,072,161.87 134,668,274.09
96,596,112.22 38,072,161.87 134,668,274.09
Tot Total Revenue 26,622,120.72 13,106,054.40 39,728,175.12
Tot Total Expense 15,069,492.88 11,011,263.63 26,080,756.51
11,552,627.84 2,094,790.77 13,647,418.61
108,148,740.06 40,166,952.64 148,315,692.70
161,381,979.13$ 184,375,937.58$ 345,757,916.71$ 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:
Unaudited
As of May 31, 2021
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:
Page 1 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Revenue
41 Water Sales 1,300,405.29$ 17,295,863.05$ 17,798,000.00$ -$ -$ -$ 17,798,000.00$ 502,136.95$
42 Meter Charges 757,743.97 8,320,349.38 9,020,000.00 - - - 9,020,000.00 699,650.62
43 Penalties 14,469.91 150,068.69 195,000.00 6,908.61 65,978.71 130,000.00 325,000.00 108,952.60
44 Wastewater System Charges - - - 374,805.73 4,255,433.17 4,656,000.00 4,656,000.00 400,566.83
45 Wastewater Treatment Charges - - - 670,517.34 7,760,018.67 8,586,000.00 8,586,000.00 825,981.33
46 Other Operating Revenue 65,446.29 469,801.73 56,000.00 - 294,041.68 65,000.00 121,000.00 (642,843.41)
47 Non Operating Revenue 1,819.97 386,037.87 259,000.00 - 730,582.17 30,000.00 289,000.00 (827,620.04)
48 Gain or Loss on Disposition - - - - - - - -
56 Benefits - - - - - - - -
68 Depreciation - - - - - - - -
Revenue Total: 2,139,885.43 26,622,120.72 27,328,000.00 1,052,231.68 13,106,054.40 13,467,000.00 40,795,000.00 1,066,824.88
- - - - -
Expense by Category
51 Labor 383,658.45 4,410,259.83 5,334,400.00 108,087.74 1,254,920.80 1,542,600.00 6,877,000.00 1,211,819.37
56 Benefits 137,839.60 2,492,149.18 2,893,400.00 36,906.53 686,224.14 750,600.00 3,644,000.00 465,626.68
63 Contract Services 259,394.71 2,712,298.71 3,832,243.00 738,994.19 8,518,506.09 9,423,050.00 13,255,293.00 1,824,488.20
65 Professional Development 13,606.28 123,111.73 283,357.00 3,230.33 40,622.37 107,350.00 390,707.00 226,972.90
53 Overtime 31,840.60 358,349.53 357,100.00 691.98 14,703.13 27,900.00 385,000.00 11,947.34
62 Materials and Supplies 56,155.97 1,025,951.72 1,189,200.00 9,787.87 78,572.68 115,800.00 1,305,000.00 200,475.60
64 Utilities 186,826.25 2,500,884.75 2,500,900.00 4,204.25 107,966.29 163,100.00 2,664,000.00 55,148.96
52 Temporary Labor - - - - - - - -
67 Other 146,236.37 514,026.38 672,600.00 59,166.84 213,375.29 72,400.00 745,000.00 17,598.33
54 Standby 2,880.00 30,955.60 33,000.00 180.00 5,206.13 2,000.00 35,000.00 (1,161.73)
61 Water Supply - 262,650.11 826,000.00 - - - 826,000.00 563,349.89
71 -Debt Service - 638,855.34 3,961,000.00 - 91,166.71 276,000.00 4,237,000.00 3,506,977.95
81 -Capital Improvement 245,911.88 2,311,898.45 4,553,000.00 24,344.00 48,063,619.45 432,000.00 4,985,000.00 (45,390,517.90)
82 -Capital Outlay 133,054.90 1,125,550.68 1,321,000.00 3,014.00 451,274.15 550,000.00 1,871,000.00 294,175.17
83 -Accounting Income Add back (378,966.78) (3,437,449.13) - (27,358.00) (48,514,893.60) - - 51,952,342.73
Expense Total: 1,218,438.23 15,069,492.88 27,757,200.00 961,249.73 11,011,263.63 13,462,800.00 41,220,000.00 14,939,243.49
Total Surplus (Deficit): 921,447.20$ 11,552,627.84$ -$ 90,981.95$ 2,094,790.77$ -$ -$ -$
Unaudited
Revenue and Expense Budget-to-Actual by Category
Month Ended May 31, 2021
WATER WASTEWATER DISTRICT WIDE
Page 2 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Revenue
41 Water Sales 1,300,405.29$ 17,295,863.05$ 17,798,000.00$ -$ -$ -$ 17,798,000.00$ 502,136.95$
42 Meter Charges 757,743.97 8,320,349.38 9,020,000.00 - - - 9,020,000.00 699,650.62
43 Penalties 14,469.91 150,068.69 195,000.00 6,908.61 65,978.71 130,000.00 325,000.00 108,952.60
44 Wastewater System Charges - - - 374,805.73 4,255,433.17 4,656,000.00 4,656,000.00 400,566.83
45 Wastewater Treatment Charges - - - 670,517.34 7,760,018.67 8,586,000.00 8,586,000.00 825,981.33
46 Other Operating Revenue 65,446.29 469,801.73 56,000.00 - 294,041.68 65,000.00 121,000.00 (642,843.41)
47 Non Operating Revenue 1,819.97 386,037.87 259,000.00 - 730,582.17 30,000.00 289,000.00 (827,620.04)
Revenue Total: 2,139,885.43 26,622,120.72 27,328,000.00 1,052,231.68 13,106,054.40 13,467,000.00 40,795,000.00 1,066,824.88
- - - - -
Program1000 - Board of Directors 10,951.68 134,605.22 179,900.00 4,693.57 57,662.06 77,100.00 257,000.00 64,732.72
Program2000 - General Administration 55,443.86 740,039.66 912,600.00 21,890.79 295,194.11 389,400.00 1,302,000.00 266,766.23
Program2100 - Human Resources 168,352.00 838,609.54 1,079,500.00 71,598.70 350,194.94 245,500.00 1,325,000.00 136,195.52
Program2200 - Public Affairs 71,907.20 607,807.58 1,074,400.00 35,784.74 450,203.08 394,600.00 1,469,000.00 410,989.34
Program2300 - Conservation 23,259.15 237,429.78 569,000.00 - - - 569,000.00 331,570.22
Program3000 - Finance 56,572.63 748,267.03 890,700.00 24,245.32 320,380.71 381,300.00 1,272,000.00 203,352.26
Program3200 - Information Technology 52,108.18 452,802.95 673,100.00 25,975.43 234,567.23 249,900.00 923,000.00 235,629.82
Program3300 - Customer Service 45,399.82 728,635.82 1,112,100.00 19,810.28 340,553.61 394,900.00 1,507,000.00 437,810.57
Program3400 - Meter Service 19,682.27 238,436.07 290,000.00 - 19.85 - 290,000.00 51,544.08
Program4000 - Engineering 55,385.01 675,949.97 912,800.00 17,867.06 274,309.38 392,200.00 1,305,000.00 354,740.65
Program5000 - Water Production 252,184.66 3,836,809.86 4,493,000.00 - - - 4,493,000.00 656,190.14
Program5100 - Water Treatment 48,314.21 776,956.45 905,000.00 - - - 905,000.00 128,043.55
Program5200 - Water Quality 35,885.76 372,534.06 480,000.00 - - - 480,000.00 107,465.94
Program6000 - Field Maintenance Administration 24,086.39 404,150.49 390,600.00 2,664.63 38,665.49 43,400.00 434,000.00 (8,815.98)
Program6100 - Water Maintenance 158,494.10 2,282,922.25 2,635,000.00 - - - 2,485,000.00 202,077.75
Program6200 - Wastewater Maintenance - - - 708,049.12 8,318,285.78 9,389,000.00 9,389,000.00 1,070,714.22
Program7000 - Facilities Maintenance 106,072.65 875,343.28 824,500.00 20,497.79 177,426.83 197,500.00 1,022,000.00 (30,770.11)
Program7100 - Fleet Maintenance 34,338.66 479,337.53 450,000.00 8,172.30 62,633.85 50,000.00 500,000.00 (41,971.38)
Program8000 - Capital - 638,855.34 9,835,000.00 - 91,166.71 1,258,000.00 11,093,000.00 10,362,977.95
Total Surplus (Deficit):921,447.20$ 11,552,627.84$ -$ 90,981.95$ 2,094,790.77$ -$ -$ -$
Revenue and Expense Budget-to-Actual by Program
Month Ended May 31, 2021
Unaudited
WATER WASTEWATER DISTRICT WIDE
Page 3 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Revenue
41 Water Sales 1,300,405.29$ 17,295,863.05$ 17,598,000.00$ -$ -$ -$ 17,598,000.00$ 302,136.95$
42 Meter Charges 757,743.97 8,320,349.38 9,020,000.00 - - - 9,020,000.00 699,650.62
43 Penalties 14,469.91 150,068.69 195,000.00 6,908.61 65,978.71 130,000.00 325,000.00 108,952.60
44 Wastewater System Charges - - - 374,805.73 4,255,433.17 4,656,000.00 4,656,000.00 400,566.83
45 Wastewater Treatment Charges - - - 670,517.34 7,760,018.67 8,586,000.00 8,586,000.00 825,981.33
46 Other Operating Revenue 65,446.29 469,801.73 56,000.00 - 294,041.68 65,000.00 121,000.00 (642,843.41)
47 Non Operating Revenue 1,819.97 386,037.87 259,000.00 - 730,582.17 30,000.00 289,000.00 (827,620.04)
48 Gain or Loss on Disposition - - - - - - - -
56 Benefits - - - - - - - -
68 Depreciation - - - - - - - -
Revenue Total: 2,139,885.43 26,622,120.72 27,128,000.00 1,052,231.68 13,106,054.40 13,467,000.00 40,595,000.00 866,824.88
Program: 1000 - Board of Directors - - -
51 Labor 5,635.00$ 51,940.00$ 73,500.00$ 2,415.00$ 22,260.00$ 31,500.00$ 105,000.00$ 30,800.00$
56 Benefits 5,039.83 47,999.04 56,000.00 2,159.92 20,571.06 24,000.00 80,000.00 11,429.90
62 Materials and Supplies - 136.96 700.00 - 58.70 300.00 1,000.00 804.34
63 Contract Services - 33,107.90 38,993.00 - 14,189.10 9,300.00 48,293.00 996.00
65 Professional Development 276.85 1,421.32 10,707.00 118.65 583.20 12,000.00 22,707.00 20,702.48
Program: 1000 - Board of Directors Total: 10,951.68 134,605.22 179,900.00 4,693.57 57,662.06 77,100.00 257,000.00 64,732.72
Program: 2000 - General Administration - - -
51 Labor 27,291.89 327,410.83 367,500.00 11,641.95 139,959.37 157,500.00 525,000.00 57,629.80
53 Overtime 173.42 1,150.71 2,100.00 74.31 493.17 900.00 3,000.00 1,356.12
56 Benefits 11,033.06 223,581.47 232,400.00 2,912.18 76,097.60 99,600.00 332,000.00 32,320.93
62 Materials and Supplies 20.80 1,023.48 3,500.00 8.91 438.62 1,500.00 5,000.00 3,537.90
63 Contract Services 11,096.68 121,866.38 215,600.00 4,755.72 52,228.45 92,400.00 308,000.00 133,905.17
64 Utilities 149.32 1,552.72 2,100.00 64.00 665.46 900.00 3,000.00 781.82
65 Professional Development 5,678.69 63,454.07 89,400.00 2,433.72 25,311.44 36,600.00 126,000.00 37,234.49
Program: 2000 - General Administration Total: 55,443.86 740,039.66 912,600.00 21,890.79 295,194.11 389,400.00 1,302,000.00 266,766.23
Program: 2100 - Human Resources - - - -
51 Labor 13,926.64 153,214.79 170,100.00 5,968.57 65,650.81 72,900.00 243,000.00 24,134.40
52 Temporary Labor - - - - - - - -
53 Overtime - 289.30 2,100.00 - 123.98 900.00 3,000.00 2,586.72
56 Benefits 4,493.75 91,560.21 105,700.00 1,925.80 39,231.89 45,300.00 151,000.00 20,207.90
62 Materials and Supplies 126.11 3,986.83 7,000.00 20.04 569.44 3,000.00 10,000.00 5,443.73
63 Contract Services 11,190.72 81,461.08 104,700.00 4,258.60 26,843.48 36,300.00 141,000.00 32,695.44
64 Utilities 48.20 624.47 700.00 20.65 267.65 300.00 1,000.00 107.88
65 Professional Development 555.80 9,642.28 33,600.00 238.20 4,132.40 14,400.00 48,000.00 34,225.32
67 Other 138,010.78 497,830.58 655,600.00 59,166.84 213,375.29 72,400.00 728,000.00 16,794.13
Program: 2100 - Human Resources Total: 168,352.00 838,609.54 1,079,500.00 71,598.70 350,194.94 245,500.00 1,325,000.00 136,195.52
Month Ended May 31, 2021
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Page 4 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2021
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 2200 - Public Affairs - - - -
51 Labor 27,530.57 295,094.14 372,500.00 11,123.04 120,763.19 159,500.00 532,000.00 116,142.67
52 Temporary Labor - - - - - - - -
53 Overtime 228.15 5,550.13 11,900.00 97.77 2,378.60 5,100.00 17,000.00 9,071.27
56 Benefits 7,255.34 113,780.37 188,300.00 2,972.02 66,454.66 80,700.00 269,000.00 88,764.97
62 Materials and Supplies 550.53 17,452.35 81,200.00 549.98 13,158.09 34,800.00 116,000.00 85,389.56
63 Contract Services 35,229.01 156,198.66 354,700.00 20,498.16 236,530.03 86,300.00 441,000.00 48,271.31
64 Utilities 116.38 6,483.69 38,500.00 116.39 5,240.69 16,500.00 55,000.00 43,275.62
65 Professional Development 997.22 13,248.24 27,300.00 427.38 5,677.82 11,700.00 39,000.00 20,073.94
Program: 2200 - Public Affairs Total: 71,907.20 607,807.58 1,074,400.00 35,784.74 450,203.08 394,600.00 1,469,000.00 410,989.34
Program: 2300 - Conservation - - - -
51 Labor 10,228.16 103,098.90 107,000.00 - - - 107,000.00 3,901.10
52 Temporary Labor - - - - - - - -
53 Overtime - 72.81 7,000.00 - - - 7,000.00 6,927.19
56 Benefits 2,998.67 32,801.77 36,000.00 - - - 36,000.00 3,198.23
62 Materials and Supplies 4,301.64 51,917.89 167,000.00 - - - 167,000.00 115,082.11
63 Contract Services 1,500.00 40,954.47 203,000.00 - - - 203,000.00 162,045.53
64 Utilities 38.81 1,188.07 39,000.00 - - - 39,000.00 37,811.93
65 Professional Development 4,191.87 7,395.87 10,000.00 - - - 10,000.00 2,604.13
Program: 2300 - Conservation Total: 23,259.15 237,429.78 569,000.00 - - - 569,000.00 331,570.22
Program: 3000 - Finance - - - -
51 Labor 38,955.26 449,062.55 501,200.00 16,695.14 192,181.28 214,800.00 716,000.00 74,756.17
52 Temporary Labor - - - - - - - -
53 Overtime 246.24 4,664.36 9,100.00 105.54 1,999.00 3,900.00 13,000.00 6,336.64
56 Benefits 12,880.73 244,161.64 269,500.00 5,520.18 104,573.11 115,500.00 385,000.00 36,265.25
62 Materials and Supplies 642.53 5,171.08 7,700.00 275.37 2,216.18 3,300.00 11,000.00 3,612.74
63 Contract Services 3,717.00 39,729.86 77,000.00 1,593.00 17,063.63 33,000.00 110,000.00 53,206.51
64 Utilities 128.07 2,077.88 2,800.00 54.89 890.51 1,200.00 4,000.00 1,031.61
65 Professional Development 2.80 3,399.66 22,400.00 1.20 1,457.00 9,600.00 32,000.00 27,143.34
67 Other - - 1,000.00 - - - 1,000.00 1,000.00
Program: 3000 - Finance Total: 56,572.63 748,267.03 890,700.00 24,245.32 320,380.71 381,300.00 1,272,000.00 203,352.26
Program: 3200 - Information Technology - - - -
51 Labor 9,082.72 150,081.19 236,600.00 6,595.68 94,759.34 101,400.00 338,000.00 93,159.47
52 Temporary Labor - - - - - - - -
53 Overtime - - - - - - - -
56 Benefits 2,458.38 54,749.33 84,000.00 1,993.83 33,533.92 36,000.00 120,000.00 31,716.75
62 Materials and Supplies 1,171.65 29,616.26 30,100.00 502.16 12,692.72 12,900.00 43,000.00 691.02
63 Contract Services 38,943.16 209,020.53 307,000.00 16,689.93 89,580.26 93,000.00 400,000.00 101,399.21
64 Utilities 452.27 6,051.81 4,200.00 193.83 2,593.64 1,800.00 6,000.00 (2,645.45)
65 Professional Development - 3,283.83 11,200.00 - 1,407.35 4,800.00 16,000.00 11,308.82
Program: 3200 - Information Technology Total: 52,108.18 452,802.95 673,100.00 25,975.43 234,567.23 249,900.00 923,000.00 235,629.82
Page 5 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2021
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 3300 - Customer Service - - - -
51 Labor 17,579.21 203,497.01 236,500.00 10,110.40 113,529.36 178,500.00 415,000.00 97,973.63
52 Temporary Labor - - - - - - - -
53 Overtime 189.95 1,205.39 4,900.00 165.94 607.19 2,100.00 7,000.00 5,187.42
56 Benefits 7,796.93 157,458.10 194,300.00 4,559.02 78,743.22 47,700.00 242,000.00 5,798.68
62 Materials and Supplies - 5,553.36 6,300.00 - 2,380.02 2,700.00 9,000.00 1,066.62
63 Contract Services 10,942.54 264,235.06 525,800.00 4,689.67 110,797.63 113,200.00 639,000.00 263,967.31
64 Utilities 665.60 80,491.10 115,100.00 285.25 34,496.19 45,900.00 161,000.00 46,012.71
65 Professional Development - - 13,200.00 - - 4,800.00 18,000.00 18,000.00
67 Other 8,225.59 16,195.80 16,000.00 - - - 16,000.00 (195.80)
Program: 3300 - Customer Service Total: 45,399.82 728,635.82 1,112,100.00 19,810.28 340,553.61 394,900.00 1,507,000.00 437,810.57
Program: 3400 - Meter Service - - - -
51 Labor 14,001.18 163,075.16 197,000.00 - (22.10) - 197,000.00 33,946.94
53 Overtime - 559.46 6,000.00 - - - 6,000.00 5,440.54
56 Benefits 4,824.71 69,936.08 72,000.00 - 12.13 - 72,000.00 2,051.79
62 Materials and Supplies 545.04 1,257.57 5,000.00 - - - 5,000.00 3,742.43
63 Contract Services 203.24 2,088.34 8,000.00 - 29.82 - 8,000.00 5,881.84
64 Utilities 108.10 1,519.46 2,000.00 - - - 2,000.00 480.54
65 Professional Development - - - - - - - -
Program: 3400 - Meter Service Total: 19,682.27 238,436.07 290,000.00 - 19.85 - 290,000.00 51,544.08
Program: 4000 - Engineering - - - -
51 Labor 32,747.09 389,026.62 514,500.00 14,034.51 166,712.95 220,500.00 735,000.00 179,260.43
52 Temporary Labor - - - - - - - -
53 Overtime - - 2,100.00 - - 900.00 3,000.00 3,000.00
56 Benefits 8,527.61 194,397.65 184,100.00 3,654.63 83,177.06 78,900.00 263,000.00 (14,574.71)
62 Materials and Supplies - 1,801.62 16,100.00 - 536.00 6,900.00 23,000.00 20,662.38
63 Contract Services 12,468.00 40,288.53 104,300.00 63.00 8,340.95 45,700.00 150,000.00 101,370.52
64 Utilities 1,642.31 49,530.10 67,200.00 114.92 15,154.37 28,800.00 96,000.00 31,315.53
65 Professional Development - 905.45 24,500.00 - 388.05 10,500.00 35,000.00 33,706.50
Program: 4000 - Engineering Total: 55,385.01 675,949.97 912,800.00 17,867.06 274,309.38 392,200.00 1,305,000.00 354,740.65
Program: 5000 - Water Production - - - -
51 Labor 53,134.90 596,870.80 723,000.00 - - - 723,000.00 126,129.20
53 Overtime 2,948.66 45,020.95 22,000.00 - - - 22,000.00 (23,020.95)
54 Standby 1,140.00 13,422.68 15,000.00 - - - 15,000.00 1,577.32
56 Benefits 17,209.11 370,099.77 452,000.00 - - - 452,000.00 81,900.23
61 Water Supply - 262,650.11 826,000.00 - - - 826,000.00 563,349.89
62 Materials and Supplies 9,240.32 179,749.32 300,000.00 - - - 300,000.00 120,250.68
63 Contract Services 15,118.36 421,915.87 381,000.00 - - - 381,000.00 (40,915.87)
64 Utilities 151,795.31 1,941,161.86 1,764,000.00 - - - 1,764,000.00 (177,161.86)
65 Professional Development 1,598.00 5,918.50 10,000.00 - - - 10,000.00 4,081.50
Program: 5000 - Water Production Total: 252,184.66 3,836,809.86 4,493,000.00 - - - 4,493,000.00 656,190.14
Page 6 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2021
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 5100 - Water Treatment - - - -
51 Labor 18,068.80 207,109.21 252,000.00 - - - 252,000.00 44,890.79
53 Overtime 2,921.40 38,587.71 39,000.00 - - - 39,000.00 412.29
56 Benefits 6,675.46 131,113.36 150,000.00 - - - 150,000.00 18,886.64
62 Materials and Supplies 6,844.48 164,204.66 165,000.00 - - - 165,000.00 795.34
63 Contract Services 1,267.57 115,948.45 149,000.00 - - - 149,000.00 33,051.55
64 Utilities 12,536.50 119,993.06 150,000.00 - - - 150,000.00 30,006.94
Program: 5100 - Water Treatment Total: 48,314.21 776,956.45 905,000.00 - - - 905,000.00 128,043.55
Program: 5200 - Water Quality - - - -
51 Labor 13,852.80 158,922.70 184,000.00 - - - 184,000.00 25,077.30
53 Overtime 154.11 1,559.36 13,000.00 - - - 13,000.00 11,440.64
56 Benefits 3,909.10 118,803.32 90,000.00 - - - 90,000.00 (28,803.32)
62 Materials and Supplies 638.94 13,197.67 18,000.00 - - - 18,000.00 4,802.33
63 Contract Services 17,051.86 79,332.06 167,000.00 - - - 167,000.00 87,667.94
64 Utilities - - 2,000.00 - - - 2,000.00 2,000.00
65 Professional Development 278.95 718.95 6,000.00 - - - 6,000.00 5,281.05
Program: 5200 - Water Quality Total: 35,885.76 372,534.06 480,000.00 - - - 480,000.00 107,465.94
Program: 6000 - Field Maintenance Administration - - - -
51 Labor 13,166.36 151,101.51 180,000.00 1,450.68 16,636.46 20,000.00 200,000.00 32,262.03
52 Temporary Labor - - - - - - - -
53 Overtime - - 1,800.00 - - 200.00 2,000.00 2,000.00
54 Standby 1,740.00 17,532.92 18,000.00 180.00 5,206.13 2,000.00 20,000.00 (2,739.05)
56 Benefits 5,583.64 184,910.30 129,600.00 626.08 12,109.36 14,400.00 144,000.00 (53,019.66)
62 Materials and Supplies - 9,446.36 2,700.00 - - 300.00 3,000.00 (6,446.36)
63 Contract Services 114.52 1,666.98 900.00 12.72 185.23 100.00 1,000.00 (852.21)
64 Utilities 3,455.77 25,768.86 36,900.00 383.97 2,863.20 4,100.00 41,000.00 12,367.94
65 Professional Development 26.10 13,723.56 20,700.00 11.18 1,665.11 2,300.00 23,000.00 7,611.33
Program: 6000 - Field Maintenance Administration Total: 24,086.39 404,150.49 390,600.00 2,664.63 38,665.49 43,400.00 434,000.00 (8,815.98)
Program: 6100 - Water Maintenance - - - -
51 Labor 73,205.86 835,627.70 1,012,000.00 - - - 1,012,000.00 176,372.30
53 Overtime 24,867.36 253,618.49 219,000.00 - - - 219,000.00 (34,618.49)
56 Benefits 31,431.68 352,786.30 516,000.00 - - - 516,000.00 163,213.70
62 Materials and Supplies 23,534.37 422,364.06 301,000.00 - - - 301,000.00 (121,364.06)
63 Contract Services 5,454.83 401,245.70 437,000.00 - - - 437,000.00 35,754.30
64 Utilities - 17,280.00 - - - - - (17,280.00)
Program: 6100 - Water Maintenance Total: 158,494.10 2,282,922.25 2,485,000.00 - - - 2,485,000.00 202,077.75
Program: 6200 - Wastewater Maintenance - - - -
51 Labor - - - 24,268.52 279,034.71 335,000.00 335,000.00 55,965.29
53 Overtime - - - 211.32 7,565.02 9,000.00 9,000.00 1,434.98
56 Benefits - - - 9,057.86 144,209.41 176,000.00 176,000.00 31,790.59
62 Materials and Supplies - - - 3,273.24 19,805.75 36,000.00 36,000.00 16,194.25
Wastewater Treatment - - - 670,517.34 7,760,018.67 7,610,000.00 7,610,000.00 (150,018.67)
63 Contract Services - - - 720.84 107,652.22 1,223,000.00 1,223,000.00 1,115,347.78
Program: 6200 - Wastewater Maintenance Total:- - - 708,049.12 8,318,285.78 9,389,000.00 9,389,000.00 1,070,714.22
Page 7 of 8
AMENDED AMENDED AMENDED REMAINING
MTD YTD BUDGET MTD YTD BUDGET TOTAL BUDGET BUDGET
Month Ended May 31, 2021
Unaudited
Program Expense Detail Budget-to-Actual
WATER WASTEWATER DISTRICT WIDE
Program: 7000 - Facilities Maintenance - - - -
51 Labor 9,403.25 107,978.89 126,000.00 3,134.39 35,994.52 42,000.00 168,000.00 24,026.59
53 Overtime 111.31 4,290.73 16,500.00 37.10 1,430.23 5,500.00 22,000.00 16,279.04
56 Benefits 4,002.59 63,436.18 76,500.00 1,334.04 22,910.92 25,500.00 102,000.00 15,652.90
62 Materials and Supplies 2,703.51 30,191.50 45,500.00 783.49 8,407.57 10,500.00 56,000.00 17,400.93
63 Contract Services 78,225.62 521,514.50 396,250.00 12,689.90 73,914.60 62,750.00 459,000.00 (136,429.10)
64 Utilities 11,626.37 147,931.48 163,000.00 2,518.87 34,768.99 51,000.00 214,000.00 31,299.53
65 Professional Development - - 750.00 - - 250.00 1,000.00 1,000.00
Program: 7000 - Facilities Maintenance Total: 106,072.65 875,343.28 824,500.00 20,497.79 177,426.83 197,500.00 1,022,000.00 (30,770.11)
- -
Program: 7100 - Fleet Maintenance - - - -
51 Labor 5,848.76 67,147.83 81,000.00 649.86 7,460.91 9,000.00 90,000.00 15,391.26
53 Overtime - 2,069.43 2,700.00 - 229.92 300.00 3,000.00 700.65
56 Benefits 1,719.01 40,284.99 54,900.00 190.97 4,475.82 6,100.00 61,000.00 16,239.19
62 Materials and Supplies 5,836.05 88,880.75 32,400.00 4,374.68 18,309.59 3,600.00 36,000.00 (71,190.34)
63 Contract Services 16,871.60 181,724.34 162,000.00 2,505.31 21,132.02 18,000.00 180,000.00 (22,856.36)
64 Utilities 4,063.24 99,230.19 113,400.00 451.48 11,025.59 12,600.00 126,000.00 15,744.22
65 Professional Development - - 3,600.00 - - 400.00 4,000.00 4,000.00
Program: 7100 - Fleet Maintenance Total: 34,338.66 479,337.53 450,000.00 8,172.30 62,633.85 50,000.00 500,000.00 (41,971.38)
- -
Program: 8000 - Capital - - -
71 -Debt Service - 638,855.34 3,961,000.00 - 91,166.71 276,000.00 4,237,000.00 3,506,977.95
81 -Capital Improvement 245,911.88 2,311,898.45 4,553,000.00 24,344.00 48,063,619.45 432,000.00 4,985,000.00 (45,390,517.90)
82 -Capital Outlay 133,054.90 1,125,550.68 1,321,000.00 3,014.00 451,274.15 550,000.00 1,871,000.00 294,175.17
83 -Accounting Income Add back (378,966.78) (3,437,449.13) - (27,358.00) (48,514,893.60) - - 51,952,342.73
Program: 8000 - Capital Total: - 638,855.34 9,835,000.00 - 91,166.71 1,258,000.00 11,093,000.00 10,362,977.95
Total Surplus (Deficit): 921,447.20$ 11,552,627.84$ -$ 90,981.95$ 2,094,790.77$ -$ -$ -$
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 23, 2021
P ublic Hearing
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: C o ns id er Adoption of R esolutio n 2021.11 - Adopting the 2020 Upp er S anta Ana R iver Waters hed
Integrated R egional Urb an Water Management P lan, P ub lic Hearing
R E COMME N D AT IO N:
S taff rec o mmend s that the Board o f Direc tors adop t R esolutio n 2021.11 – Adop ting the 2020 Up p er S anta
Ana R iver Waters hed Integrated R egio nal Urban Water Management P lan.
B AC KG R O UN D / AN ALYS IS :
East Valley Water Dis trict (EVW D) and other water managers in the up per S anta Ana R iver waters hed have lo ng
rec o gnized the importance of regio nal collabo ration and integratio n o f single p urp o s e efforts and regularly work
ac ro s s juris d ictio nal b o und aries to imp lement regional multi-benefit pro jects and pro grams that addres s multip le
water resourc e management is s ues, inc luding lo cal and imported water s up p lies , recycled water, s tormwater
management, gro und water management, water use effic iency, hab itat and open s p ace management.
T he S tate lawmakers created the Integrated R egio nal Water Management P lanning Ac t (I RW M Ac t) in 2002 to
encourage integrated , regio nal strategies for managing water res ources . In 2005, 16 agencies in the up p er S anta
Ana R iver waters hed dec id ed to d evelop the region’s firs t I RW M P lan (I RW MP ) to c o llaborate on regional
water management is s ues. T he Upper S anta Ana R iver Waters hed I RW MP was comp leted in 2007 and up dated
in 2015. EVW D partic ip ated in the d evelo p ment of the 2007 and 2015 I RW MP s and adopted the 2007 and
2015 I RW MP s (R es o lutio n 2015.07). T he I RW MP es tab lis hed an update s ched ule of every five years and is
d ue to b e updated. T he C alifo rnia Department of Water R esourc es (DW R ) has es tablis hed P rogram G uid elines
for the IRW M P ro gram, whic h were most recently updated in 2016 (2016 I RW M G uidelines ).
Ano ther S tate law, the C alifo rnia Urban Water Management P lanning Ac t enacted in 1983, mandates that every
urb an s upplier o f water p rovid ing water fo r municipal p urpo s es to more than 3,000 cus to mers or s upplying mo re
than 3,000 ac re feet of water annually, p repare an Urb an Water Management P lan (UW MP ). EVW D meets the
d efinition o f an urban water s upplier for p urp o s es of the UW MP Ac t.
T he UW MP Act req uires that said UW MP be up d ated and adop ted at leas t onc e every five years o n or befo re
July 1, in years end ing in six and o ne. T he UW MP Ac t allo ws for water s up p liers to wo rk together to develop a
c o o p erative regional U W MP and in 2010 and 2015, the S an Bernard ino Valley R egional UW MP (R UW MP )
was p repared b y ten different water s uppliers to collectively meet the req uirements of the UMW P Ac t. EVW D
p articipated in the 2010 and 2015 R UW MP. Both the I RW MP and R UW MP are both due to b e up dated .
With approval from DW R , EVW D and 19 other water s uppliers and water management o rganizatio ns in the
up p er S anta Ana R iver watershed dec ided to c o mb ine the I RW MP and the R U W MP into a s ingle
c o mp rehensive planning doc ument known as the 2020 Upper S anta Ana R iver Waters hed Integrated R egional
Urban Water Management P lan (I R UW MP ) which is the first o f its kind in C alifo rnia. T he I R UW MP evaluates
the Dis tric t’s and the R egion’s near-term and long-term water s ervice reliab ility under various hydrolo gic
s c enarios , pres ents c o ns ervatio n effo rts and o utc o mes , and meets the District’s repo rting req uirements under the
UW MP Ac t.
T he 2020 I R UW MP d o c ument is o rganized into four p arts : P art 1 – R egional C ontext, P art 2 – Individual
Agenc y UW MP s , P art 3 – R egional S upporting Info rmatio n and P art 4 – Ind ividual Agency S up p orting
Information. As a partic ip ant in the 2020 I R UW MP, EVW D has prepared tho s e p o rtions o f the I R UW MP
applic ab le to EVW D to meet the req uirements of the I R W M Ac t, the UW MP Ac t and other ap p lic ab le laws
and regulations whic h include P art 1, P art 2 C hapter 6: East Valley Water Dis tric t UW MP, P art 3, and P art 4
Append ix F : East Valley Water Dis trict S up porting Info rmatio n.
In acc o rd ance with ap p lic ab le legal requirements , E VW D has undertaken certain c o o rd ination, notic e, public
involvement, public c o mment, and o ther p roc ed ures in relation to the 2020 I R UW MP.
In ac cordanc e with the UW MP Act, EVW D has prep ared the 2020 I R UW MP with staff fro m its own agency,
with the as s istanc e of c o nsulting profes s io nals , and in cooperation with other go vernmental agenc ies, and has
utilized and relied up on ind ustry s tandards and the exp ertis e of indus try profes s io nals in p reparing its 2020
I R UW MP, and has also utilized the DW R G uidebook for Urban Water S uppliers to P repare 2020 Urban Water
Management P lans , includ ing its related appendic es and the 2016 I R W M G uid elines .
In acc o rd ance with ap p lic ab le law, a No tice o f a P ublic Hearing regarding E VW D’s adoption of P art 1, P art 2
C hap ter 6, P art 3 and P art 4 Ap p endix F o f the 2020 I R UW MP was published within the juris d ic tion o f
EVW D o n June 9 and June 16, 2021.
C onclus ions from P art 2 C hap ter 6 are as fo llo ws :
EVW D’s c o ns ervatio n has s urpass ed the 2020 S Bx7-7 target.
EVW D has a ro bus t water s up p ly p o rtfo lio and lo ng-term water s ervic e reliab ility und er No rmal Year,
S ingle Dry Year, and F ive consec utive drought years.
EVW D has suffic ient near-term s upply reliability fo r a drought perio d las ting five c o ns ecutive years .
EVW D’s ongoing partic ip ation in collab o rative regio nal water res ources planning and pro jects have been
key to enhanc ing the reliab ility o f the R egio n’s water resourc es .
AGE N C Y GOALS AN D OB J E C T IVE S:
G o al and O bjectives I - Implement Effective S olutio ns T hrough Visionary Lead ers hip
a) Id entify O p portunities to O ptimize Natural R es ources
c ) S trengthen R egio nal, S tate and Natio nal P artners hips
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
a) Develo p P rojects and P ro grams to Ens ure S afe and R eliable S ervic es
b) Enhance P lanning Efforts that R espond to F uture Demands
R E VIE W B Y O T HE R S :
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
Jeff No elte
Direc tor of Engineering and O p erations
R E VIE W B Y O T HE R S :
T his agend a item has been reviewed b y the exec utive management team.
F IS CAL IMPAC T
T here is no fis cal imp ac t as s oc iated with this item.
ATTAC H M E NTS:
Description Type
Resolution 202 1.11 Resolution Lette r
Draft 2 020 IRU W M P Executive Summary Backup Material
Draft 2 020 IRU W M P P art 1 Regional Context Backup Material
Draft 2 020 IRU W M P P art 2 Chapter 6 E VW D Backup Material
Draft 2 020 IRU W M P P art 3 Regional Supporting
Information Backup Material
Draft 2 020 IRU W M P P art 4 Appendix F_EVW D Backup Material
East Valley Water District
Resolution 2021.11
Page 1 of 6
RESOLUTION NO. 2021.11
RESOLUTION OF THE BOARD OF DIRECTORS
OF EAST VALLEY WATER DISTRICT
ADOPTING THE 2020 UPPER SANTA ANA RIVER WATERSHED
INTEGRATED REGIONAL URBAN WATER MANAGEMENT PLAN
WHEREAS, the East Valley Water District and other water managers in the
upper Santa Ana River watershed have long recognized the importance of regional collaboration
and integration of single purpose efforts and regularly work across jurisdictional boundaries to
implement regional multi-benefit projects and programs that address multiple water resource
management issues, including local and imported water supplies, recycled water, stormwater
management, groundwater management, water use efficiency, habitat and open space
management, and many others; and
WHEREAS, the State lawmakers created the Integrated Regional Water
Management Planning Act (IRWM Act) in 2002 to encourage integrated, regional strategies for
managing water resources; and
WHEREAS, in 2005, 16 agencies in the upper Santa Ana River watershed
decided to develop the region’s first IRWM Plan (IRWMP) to collaborate on regional water
management issues; and
WHEREAS, the Upper Santa Ana River Watershed IRWMP was completed in
2007 and updated in 2015; and
WHERAS, the East Valley Water District participated in the development of the
2007 and 2015 IRWMPs and adopted the 2007 and 2015 IRWMPs; and
WHEREAS, the IRWMP established an update schedule of every five years and
is due to be updated; and
WHERAS, the California Department of Water Resources (DWR) has
established Program Guidelines for the IRWM Program, which were most recently updated in
2016 (2016 IRWM Guidelines); and
East Valley Water District
Resolution 2021.11
Page 2 of 6
WHEREAS, The California Urban Water Management Planning Act, Water
Code Section 10610 et seq. (UWMP Act), mandates that every urban supplier of water providing
water for municipal purposes to more than 3,000 customers or supplying more than 3,000 acre
feet of water annually, prepare an Urban Water Management Plan (UWMP); and
WHEREAS, the East Valley Water District meets the definition of an urban
water supplier for purposes of the UWMP Act; and
WHEREAS, the UWMP Act requires that said UWMP be updated and adopted
at least once every five years on or before July 1, in years ending in six and one; and
WHERAS, the UWMP Act allows for water suppliers to work together to
develop a cooperative regional UWMP and in 2010 and 2015, the San Bernardino Valley
Regional UWMP (RUWMP) was prepared by ten different water suppliers to collectively meet
the requirements of the UMWP Act; and
WHERAS, the East Valley Water District participated in the 2010 and 2015
RUWMP; and
WHERAS, both the IRWMP and RUWMP are both due to be updated; and
WHERAS, the East Valley Water District and nineteen other water suppliers and
water management organizations in the upper Santa Ana River watershed decided to combine the
IRWMP and the RUWMP into a single comprehensive planning document known as the 2020
Upper Santa Ana River Watershed Integrated Regional Urban Water Management Plan
(IRUWMP) which is the first of its kind in California; and
WHERAS, valuable synergies are realized by combining these two documents
into one, including reduced preparation costs, a single integrated dataset, a consolidated
reference document, enhanced collaboration, and more robust integrated planning and decision-
making; and
WHERAS, the 2020 IRUWMP document is organized into four parts: Part 1 –
Regional Context, Part 2 – Individual Agency UWMPs, Part 3 – Regional Supporting
Information and Part 4 – Individual Agency Supporting Information; and
WHEREAS, as a participant in the 2020 IRUWMP, the East Valley Water
District has prepared those portions of the IRUWMP applicable to the East Valley Water District
East Valley Water District
Resolution 2021.11
Page 3 of 6
to meet the requirements of the IRWM Act, the UWMP Act and other applicable laws and
regulations which include Part 1, Part 2 Chapter 6: East Valley Water District UWMP, Part 3,
and Part 4 Appendix F: East Valley Water District Supporting Information; and
WHEREAS, in accordance with applicable legal requirements, the East Valley
Water District has undertaken certain coordination, notice, public involvement, public comment,
and other procedures in relation to the 2020 IRUWMP; and
WHEREAS, in accordance with the UWMP Act, The East Valley Water District
has prepared the 2020 IRUWMP with staff from its own agency, with the assistance of
consulting professionals, and in cooperation with other governmental agencies, and has utilized
and relied upon industry standards and the expertise of industry professionals in preparing its
2020 IRUWMP, and has also utilized the DWR Guidebook for Urban Water Suppliers to Prepare
2020 Urban Water Management Plans, including its related appendices and the 2016 IRWM
Guidelines; and
WHEREAS, in accordance with applicable law, a Notice of a Public Hearing
regarding the East Valley Water District’s adoption of Part 1, Part 2 Chapter 6, Part 3 and Part 4
Appendix F of the 2020 IRUWMP was published within the jurisdiction of the East Valley
Water District on June 9, 2021 and June 16, 2021; and
WHEREAS, in accordance with applicable law, including but not limited to
Water Code sections 10608.26 and 10642, a public hearing was held on June 23, 2021 at 5:30
pm, or soon thereafter, virtually via Microsoft Teams, in order to provide members of the public
and other interested entities with the opportunity to be heard in connection with proposed
adoption of the 2020 IRUWMP and issues related thereto; and
WHEREAS, pursuant to said public hearing on the 2020 IRUWMP, The East
Valley Water District, among other things, encouraged the active involvement of diverse social,
cultural, and economic members of the community within the East Valley Water District’s
service area with regard to the preparation of the Plan, encouraged community input regarding
the 2020 IRUWMP; and
WHEREAS, the Board of Directors has reviewed and considered the purposes
and requirements of the IRWM Act and the UWMP Act, the contents of the 2020 IRUWMP, and
East Valley Water District
Resolution 2021.11
Page 4 of 6
the documentation contained in the administrative record in support of the 2020 IRUWMP, and
has determined that the factual analyses and conclusions set forth in the 2020 IRUWMP are
legally sufficient; and
WHEREAS, the Board of Directors desires to adopt Part 1, Part 2 Chapter 6, Part 3 and
Part 4, Appendix F of the 2020 IRUWMP in order to comply with the IRWM Act and UWMP
Act.
NOW THEREFORE BE IT RESOLVED, the Board of Directors of East Valley
Water District hereby resolve as follows:
1. Part 1, Part 2 Chapter 6, Part 3 and Part 4 Appendix F of the 2020 IRUWMP is
hereby adopted as amended by changes incorporated by the Board of Directors as a result of
input received (if any) at the public hearing and ordered filed with the Secretary of the Board of
Directors;
2. The General Manager/CEO is hereby authorized and directed to include a copy
of this Resolution in the East Valley Water District’s 2020 IRUWMP;
3. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code sections 10621(d) and 10644(a)(1)-(2), to electronically submit a copy of the
East Valley Water District portions of the 2020 IRUWMP to DWR no later than July 1, 2021;
4. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code section 10644(a), to submit a copy of the 2020 IRUWMP to the California
State Library, and any city of county within which the East Valley Water District provides water
supplies no later than thirty (30) days after this adoption date;
5. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code section 10645, to make the 2020 IRUWMP available for public review at The
East Valley Water District offices during normal business hours and on East Valley Water
District website no later than thirty (30) days after filing a copy of the 2020 IRUWMP with
DWR;
6. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code Section 10635(b), to provide that portion of the 2020 IRUWMP prepared
pursuant to Water Code Section 10635(a) to any city or county within which the East Valley
East Valley Water District
Resolution 2021.11
Page 5 of 6
Water District provides water supplies no later than sixty (60) days after submitting a copy to
DWR;
7. The General Manager/CEO is hereby authorized and directed to implement the
2020 Plan in accordance with the IRWM Act and UWMP Act and to provide recommendations
to the Board of Directors regarding the necessary budgets, procedures, rules, regulations, or
further actions to carry out the effective and equitable implementation of the 2020 IRUWMP in
collaboration with the regional partners.
ADOPTED, this 23rd day of June 2021.
ROLL CALL:
Ayes:
Noes:
Absent:
Abstain:
David E. Smith,
Board President
ATTEST:
John Mura,
Secretary, Board of Directors
June 23, 2021
I HEREBY CERTIFY that the foregoing is a full, true and correct copy of Resolution 2021.11
adopted by the Board of Directors of East Valley Water District at its Regular Meeting held June
23, 2021.
East Valley Water District
Resolution 2021.11
Page 6 of 6
John Mura,
Secretary, Board of Directors
2020 IRUWMP EXECUTIVE SUMMARY 1
EXECUTIVE SUMMARY
UPPER SANTA ANA RIVER WATERSHED
2020
INTEGRATED REGIONAL URBAN
WATER MANAGEMENT PLAN
2020 IRUWMP EXECUTIVE SUMMARY 2
Due to the dedicated and collaborative efforts of
the regional water community, water resources
in the upper Santa Ana River watershed continue
to support thriving communities and are vital to
protect and enhance natural resources. Water
supply reliability over the next 25 years continues
to remain strong and will be able to withstand
uncertainties, including a 30-year drought.
2020 IRUWMP EXECUTIVE SUMMARY 3
The 2020 Integrated Regional Urban Water Management Plan
for the Upper Santa Ana River Watershed Region sets a new
standard for integrated water resources planning in California
Leading the Way in Integrated
Regional Water Management
The water management agencies within the Upper
Santa Ana River (SAR) Watershed Region (Region)
have a long history of collaboration to deliver regional
water resource solutions. They collaborate to collect
and manage water resource data and prepare multiple
planning documents to meet regulatory requirements
while guiding effective regional and local decision-
making. Two of the Region’s foundational documents
are the Upper Santa Ana River Watershed Integrated
Regional Water Management Plan (IRWMP) and the San
Bernardino Valley Regional Urban Water Management Plan
(RUWMP). Since both documents were due to be updated
for the 2020 planning cycle and considering the overlap
and interdependence of these two documents, Valley
District and its regional partners envisioned a consolidated
document that combines these two plans, merges the
common elements, and creates a cohesive water resources
planning framework for the future.
This document is called the Integrated Regional Urban Water Management Plan (IRUWMP or Plan) and is the
first of its kind, setting a new standard for integrated water resources planning and reporting in California.
PART 3
Regional Supporting Information UWMP Agency Supporting
InformationLocal Agency Information
Part 2 provides supplemental
information for the eleven retail
agencies who are using this Plan to
meet their 2020 UWMP requirements.
Regional Supporting
Information
Part 3 includes all of the supporting
documentation referenced in Part 1
that is applicable to the region as well
as the regulatory compliance guide
that DWR will use to verify that Part 1
meets the IRWM requirements.
UWMP Agency
Suporting Information
Part 4 includes a set of supporting
documentation for each UWMP
Agency corresponding to their
respective chapters in Part 2.
Documents will include the
regulatory compliance guide that
DWR will use to verify the agency has
met the UWMP Act requirements, the
agency’s Water Shortage Contingency
Plan and other documents specific to
each agency
Regional Context
Part 1 contains the information
needed to meet the requirements of
the IRWM Planning Act for the Region
and a portion of the UWMP Act
requirements for the local agencies
who are using this Plan to meet their
2020 UWMP Requirements
1. Introduction
2. Region Description
3. Regional Water Sources
and Management
4. Regional Water Use
5. Comparison of Regional
Supplies and Demands
6. Water Management Goals,
Objectives, and Strategies
7. Projects
8. Implementation, Performance
and Adaptive Management
1. San Bernardino Valley
Municipal Water District
2. City of Colton
3. City of Loma Linda
4. City of Redlands
5. City of Rialto
6. East Valley Water District
7. Riverside Highland Water Company
8. San Bernardino Municipal
Water Department
9. South Mesa Water Company
10. West Valley Water District
11. Yucaipa Valley Water District
CO
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Date: 5/26/2021Coordinate System: NAD 1983 StatePlane California V FIPS 0405 Feet
San Bernardino County
Riverside County
Legend
County Boundary
San Bernardino Valley
Municipal Water District
Upper Santa Ana River
IRWM Plan Area
Western Municipal
Water District
Eastern Municipal
Water District
Big Bear City Community
Services District
City of Big Bear Lake
City of Colton
Fontana Water Company
City of Loma Linda
Marigold Mutual Water
CompanyCities and Water Companies
Muscoy Mutual Water
Company
City of Redlands
City of Rialto
City of Riverside
Riverside Highland Water
Company
City of San Bernardino
South Mesa Water
Company
Terrace Water Company
Western Heights Water
Company
Water Districts and Agencies
Big Bear Municipal
Water District
East Valley Water
District
Jurupa Community
Services District
Rubidoux Community
Services District
San Bernardino Valley
Water Conservation District
San Gorgonio Pass
Water Agency
San Bernardino Valley
Municipal Water District
Eastern Municipal
Water DistrictWestern Municipal
Water District
Big Bear Municipal
Water District
San Gorgonio Pass
Water Agency
Big Bear City Community
Services District
City of Big Bear Lake
City of Colton
Fontana
Water
Company
City of Loma
Linda
Marigold Mutual Water
Company
Muscoy Mutual
Water Company
City of Redlands
San Bernardino Valley
Water Conservation District
City of Rialto
City of Riverside
Riverside Highland
Water Company
City of San Bernardino
South Mesa
Water Company
Terrace
Water
Company
Western Heights
Water \Company
East Valley
Water District
Jurupa Community
Services District
Rubidoux Community
Services District
West Valley
Water District
Yucaipa Valley
Water District
Beaumont-Cherry Valley
Water District
West Valley Water
District
Yucaipa Valley
Water District
Running Springs Water
DistrictBeaumont-Cherry Valley
Water District
The San Bernardino Valley Municipal
Water District (Valley District), 11
retail water agencies, and numerous
other stakeholders collaborated to
produce this Integrated Regional Urban
Water Management Plan. The Region
encompasses more than 850 square
miles extending from the Big Bear
Valley in the San Bernardino mountains
to the Riverside Narrows, and includes
a vast metropolitan area that is home
to more than 1 million residents and a
robust and diverse economy.
2020 IRUWMP EXECUTIVE SUMMARY 5
The Plan integrates with many other regional
and local planning efforts for planning consistency
The 2020 IRUWMP is a Foundational
Part of Water Planning in the Region
The agencies within the Region regularly coordinate
with neighboring and overlapping entities at the local,
regional, and state level.
The Santa Ana Watershed Project Authority (SAWPA),
a JPA comprised of San Bernardino Valley Municipal
Water District, Western Municipal Water District, Inland
Empire Utilities Agency, Eastern Municipal Water District
and Orange County Water District, has developed an
IRWM Plan for the entire SAR watershed titled the
One Water One Watershed (OWOW) Plan. The OWOW
Plan is a “macro-level” broad planning document that
is the framework for overall water management in the
watershed. This 2020 IRUWMP for the Upper SAR Region
is a complementary planning process that informs the
SAWPA OWOW Plan. The purpose of the Upper SAR
planning process is to focus on local issues specific to
the upper watershed and to assess water management
opportunities in greater detail.
Two neighboring regions also prepare integrated regional
water management plans. The Mojave IRWM Region
encompasses the entire Mojave River watershed in the
California High Desert area of San Bernardino County. The
San Gorgonio IRWM Region is located in the San Gorgonio
Pass area between the Upper Santa Ana River Watershed
and the Coachella Valley IRWM Region.
Within the Region, local planning is conducted by counties,
cities, local agencies, and special districts. San Bernardino
County, cities, and water agencies within the Region also
inform the Water Element of the the San Bernardino
Countywide Vision Process. Part of this process involves
collaboration between water resource managers and land
use planners on the water element to create mutually
beneficial opportunities that ensure adequate water
supplies and quality to support future population and
economic growth within the County.
The Upper Santa Ana River Wash Habitat Conservation Plan
(Wash Plan HCP), which was approved in 2020, and the Upper
Santa Ana River Habitat Conservation Plan (River HCP), which
is nearing completion, are separate coordinated regional
conservation and compliance efforts that will help balance
the protection of local natural resources with critical water
supply management activities. The plans specify how species
and their habitats will be protected, enhanced, restored and
managed in the future and enable the incidental take permits
needed by the water resource agencies under the federal
and State endangered species acts to maintain, operate, and
improve their water resource infrastructure.
2020 IRUWMP EXECUTIVE SUMMARY 6
The Region’s water agencies are committed to informing
and engaging stakeholders and the general public
Connecting with
Stakeholders and the Public
Agencies that participate in the Basin
Technical Advisory Committee (BTAC) at
the time of this plan include:
• Bear Valley Mutual Water Company
• City of Colton
• East Valley Water District
• Elsinore Valley Municipal Water District
• City of Loma Linda
• City of Redlands Municipal Utilities
and Engineering Department
• City of Rialto
• City of Riverside Public Utilities
Department (Riverside Public Utilities)
• Fontana Water Company
• San Bernardino County Flood Control District
• San Bernardino Municipal Water Department
• San Bernardino Valley Municipal Water District
• San Bernardino Valley
Water Conservation District
• West Valley Water District
• Western Municipal Water District
• Yucaipa Valley Water District
Stakeholder participation and public engagement are
critical to the success of the Plan. The agencies in the
Region and the larger SAR watershed have a long history of
working together to solve water resources related issues.
These agencies recognize planning efforts such as IRWM
and urban water management planning as additional
opportunities to work together to manage water resources
on a regional level.
In general, the stakeholders for this planning process
include: (1) members of the BTAC as listed to the right, (2)
other regional stakeholders and water agencies located
in the Upper SAR watershed region, (3) watershed-based
stakeholders located in the SAR watershed that are part
of the larger integrated planning for the region discussed
in the SAWPA Plan, and (4) federal and State of California
agencies that were encouraged to participate throughout
development of the Plan. The BTAC has encouraged local
agencies to be active in the development of the Plan and
to participate in the planning process.
The IRUWMP process continued to include efforts to
coordinate with disadvantaged communities (DACs) and
Tribes to identify potential water resource needs. Since
DAC areas are encompassed within water agencies’ service
areas, they are represented by the agencies participating
in the Plan. In addition to inviting stakeholders from
DACs and Tribes to Plan workshops, a larger watershed
wide outreach effort was recently conducted by SAWPA
The Basin Technical Advisory Committee (BTAC) is the regional
water management group responsible for developing and
implementing the Plan. The BTAC is open to any agency in the
Region that chooses to participate and is a forum for discussion
and early resolution of water issues in the Region. The BTAC
members provide recommendations to their respective
governing bodies who then make decisions regarding water
resources planning and projects in the Region.
• SAWPA and its member agencies (Eastern Municipal
Water District, Inland Empire Utilities Agency,
Orange County Water District, Western Municipal
Water District)
Santa Ana Watershed-based Stakeholders
2020 IRUWMP EXECUTIVE SUMMARY 7
Other Regional Water
Agencies and Stakeholders
• San Bernardino County Board of Supervisors
• Riverside County Board of Supervisors
• Beaumont-Cherry Valley Water District
• Bear Valley Mutual Water Company
• Big Bear City Community Services District
• Big Bear Lake Department of Water and Power
• Big Bear Municipal Water District
• City of Beaumont
• City of Calimesa
• City of Fontana
• Marygold Mutual Water Company
• Muscoy Mutual Water Company
• Regents of the University of California
• Riverside County Flood Control and Water
Conservation District
• Southern California Edison
• Orange County Flood Control District
• Terrace Water Company
• Western Heights Mutual Water Company
• San Manuel Band of Mission Indians
• California Department of Fish and Game
• California Department of Public Health
• California Department of Toxic Substances Control
• California Department of Water Resources
• Santa Ana Regional Water Quality Control Board
• State Water Resources Control Board
• U.S. Army Corps of Engineers
• U.S. Forest Service
State and Federal Stakeholders
to evaluate the strengths and needs of disadvantaged,
economically distressed or underrepresented communities
in the SAR Watershed. This effort, funded through DWR’s
Disadvantaged Communities Involvement Program, was
completed in 2019 and included listening sessions with local
communities, Tribal communities, elected officials, water
agencies, and mutual water companies. The findings of this
effort are recorded in the Community Water Ethnography of
the Santa Ana Watershed, and needs relevant to the Upper
SAR Watershed are incorporated into this Plan.
The BTAC solicited public involvement in the planning process
by presenting updates at regularly scheduled BTAC meetings,
regularly scheduled Board and Council meetings of some
BTAC agencies, at the Valley District Advisory Commission on
Water Policy and by soliciting public comments on the draft
IRUWMP via email announcements and website postings. In
addition, several stakeholder workshops were conducted to
develop additional information needed for the IRUWMP to
meet the IRWM Plan requirements in the 2016 Integrated
Regional Water Management Grant Program Guidelines
and UWMP requirements as described in the 2020 Urban
Water Management Plan Guidebook. The BTAC encouraged
public participation in preparation of this Plan to ensure the
public’s comments were considered in decisions about water
management in the Region.
Due to the COVID-19 pandemic, stakeholder
collaboration for plan development was conducted
remotely. Stakeholders participated in a series of
interactive virtual workshops where they broke into
small groups to provide input on needs, goals and
objectives using a virtual whiteboard and sticky notes.
2020 IRUWMP EXECUTIVE SUMMARY 8
The Regions Supports a diverse population, economy and environment.
Description of the Upper
Santa Ana River Watershed Region
The SAR watershed is the largest stream system in
Southern California and nearly all of the surface flow
generated in the headwaters of the San Bernardino
Mountains flows through the IRUWMP region before being
discharged to the Pacific Ocean approximately 100 miles
to the southwest between Newport Beach and Huntington
Beach. The SAR watershed covers over 2,650 square miles
of widely varying forested, rural, and urban terrain and
covers the more populated urban areas of San Bernardino,
Riverside, and Orange Counties, as well as a lesser portion
of Los Angeles County.
The Upper SAR watershed covers 852 square miles,
approximately 32% of the total SAR watershed, and is
primarily located in San Bernardino and Riverside Counties.
The Region includes the Big Bear Valley as well as the cities
and communities of San Bernardino, Yucaipa, Redlands,
Highland, Rialto, Mentone, Colton, Grand Terrace, Loma
Linda, Beaumont, and Riverside. Total population in the
Region is estimated at just over 1 million people in 2020 and
is projected to grow to over 1.25 million people by 2045.
The Upper SAR watershed covers 852 square miles, approximately 32% of the total SAR
watershed, and is primarily located in San Bernardino and Riverside Counties.
SBVMWD EXECUTIVE SUMMARY
9
Many census tracts in the Region
are classified as disadvantaged
communities (DAC) or severely
disadvantaged communities (SDAC)
meaning the average household
income is below 80% or 60% of the
median household income (MHI) for
California, respectively
SBVMWD EXECUTIVE SUMMARY
10
The largest land uses in the Region are
national forest (55%) and urban area
(22%). Agriculture represents only
3% of the land use in the Region, and
continued conversion to urban use is
anticipated in the future.
SBVMWD EXECUTIVE SUMMARY
11
§¨¦10
§¨¦210
§¨¦15§¨¦5
§¨¦10
§¨¦405 §¨¦215
§¨¦15
§¨¦215
UV74
UV74
RIVERSIDE
ONTARIO
CORONA
FONTANA
PERRIS
HESPERIA
HEMET
REDLANDS
SAN BERNARDINO
YUCAIPA
RIALTO
MORENO VALLEY
CHINO
BEAUMONT BANNING
LAKE ELSINORE
COLTON
NORCO
SAN JACINTO
RANCHO CUCAMONGA HIGHLAND
CALIMESA
UPLAND
LOMA LINDA
BIG BEAR LAKE
CANYON LAKE
CHINO HILLS
GRAND TERRACE
MURRIETA Sources: Esri, USGS, NOAA
.
Y:\2021\1683_RUWMP\VegMap.mxd
FIGURE 3-17
Vegetation Communities & Land Cover in the Planning Area
General Land Cover
Agriculture
Shrublands
Riparian
Forests
Woodlands
Barren
Developed
Grasslands
Rock Outcrops
Wetlands
Water
Upper Santa Ana River
Habitat Conservation Plan
0 5 102.5 Miles
The Region contains unique
and valuable ecological and
environmental resources
including riparian habitats
along the SAR, forests,
shrublands and grasslands.
Many of these resources
are managed through
a variety of local, state
and federal plans and
jurisdictions, such as the
Wash Plan HCP and the
River HCP.
2020 IRUWMP EXECUTIVE SUMMARY 12
Climate in the Region is characterized by relatively hot, dry summers and cool winters
with intermittent precipitation. The historical record indicates that periods of above or
below-average precipitation can last more than 30 years, such as the recent dry period
that extended from 1947 to 1977, and the ongoing dry period that began around 1998.
2020 IRUWMP EXECUTIVE SUMMARY 13
The Region’s diverse and plentiful water supplies support the
regional economy, environment and quality of life.
Water Sources and Uses in the Region
The region’s water supplies include both local and
imported sources. The local surface water is derived from
the Santa Ana River and its tributaries and developed local
supplies are either treated for domestic use or delivered
for irrigation or groundwater recharge. Nearly all of the
Region’s groundwater is produced from seven distinct
groundwater basins. Five basins provide the majority of
the groundwater supply to the region: San Bernardino
Basin (SBB), Rialto-Colton, Riverside-Arlington, Yucaipa
and San Timoteo. Together, these five basins provide over
12 million acre-feet (AF) of available local storage for use
in dry years. Recycled water is produced at several water
resource recovery facilities in the region for irrigation,
industrial use and groundwater recharge. A portion of
the recycled water produced in the Region is discharged
to the SAR and its tributaries to support habitat and meet
downstream flow obligations. Imported water for most
of the Region is provided by Valley District, who is a State
Water Project (SWP) contractor. San Gorgonio Pass Water
Agency, also a SWP contractor, and Western Municipal
Water District, a member agency of Metropolitan Water
District of Southern California, provide supplemental
imported water to the portions of the Region within
Riverside County.
The Region’s water sources include local groundwater,
local surface water, imported surface water and recycled water.
Local Groundwater Local Surface Water Recycled Water Imported Surface Water
San Bernadino Basin
Rialto-Colton
Riverside-Arlington
Yucaipa
San Timoteo
Chino
Bear Valley Basin
City of Redlands
City of Rialto
City of Riverside
East Valley Water District
IEUA
RIX
San Bernadino County
Special Districts
Yucaipa Valley WD
SBBA Surface Water
Seven Oaks Supply
Oak Glen
State Water Project
SBVMWD EXECUTIVE SUMMARY
14
Local surface water is provided by the
Santa Ana River and its tributaries.
SBVMWD EXECUTIVE SUMMARY
15
Santa Ana Ri
v
e
r
E
a
s
t
T
w
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k
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Lit
t
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S
a
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Go
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Cre
e
k
De
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La
k
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Lake
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C
a
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r
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r
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W
a
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Sa
n
T
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m
o
t
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C
r
e
e
k
Baker
Lake
Mi
l
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C
r
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k
Wa
r
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C
r
e
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k
Pl
u
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g
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C
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Te
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c
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Cr
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San
A
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Big Bear Lake
Caj
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W
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s
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D
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y
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Santa Ana River
Tw
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Mill Creek
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Seven
Oaks Dam
¬«210
¬«210
¬«71
¬«71
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¬«60
¬«210
¬«60
§¨¦215
§¨¦10
§¨¦210
§¨¦15
SEVEN OAKS
VALLEY BIG MEADOWS
VALLEY
BEAR VALLEY
SAN TIMOTEO
SUB-BASIN
YUCAIPA
SUB-BASINRIVERSIDE-ARLINGTON
SUB-BASIN
CHINO
SUB-BASIN
SAN
BERNARDINO
BASIN
RIALTO-COLTON
SUB-BASIN
CAJON
SUB-BASIN
116°58'57"W
116°58'57"W
34
°
2
'
4
"
N
34
°
2
'
4
"
N
Fi
l
e
N
a
m
e
:
I
R
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W
M
P
2
0
_
G
W
B
a
s
i
n
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_
L
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H
±0 3 61.5 Mi
0 4.5 92.25 Km
1 in : 3.8 mi
0
1
i
n
.
Date: 5/27/2021Coordinate System: NAD 1983 StatePlane California V FIPS 0405 Feet
San Bernardino County
Riverside County
Legend
County Boundary
Upper Santa Ana River
IRWM Plan Area
Fault
Bulletin 118 Groundwater Basins
and Sub-Basins
SAN BERNARDINO
CAJON
CHINO
RIALTO-COLTON
RIVERSIDE-ARLINGTON
SAN TIMOTEO
YUCAIPA
BEAR VALLEY
BIG MEADOWS VALLEY
SEVEN OAKS VALLEY
Of the ten groundwater
basins in the Region, five
basins provide the majority
of the groundwater supply:
San Bernardino Basin, Rialto-
Colton, Riverside-Arlington,
Yucaipa and San Timoteo.
Together, these five basins
provide over 12 million acre-
feet AF of available local
storage for use in dry years
SBVMWD EXECUTIVE SUMMARY
16
3Q
3Q
3Q
3Q
3Q
3Q
3Q
3Q
3Q
3Q
3Q
Colton WRF
IEUA Recycled
Plant No. 4
RIX
Rialto WWTP
Riverside
RWQCP
Lytle Creek
North WRP
WMWD WRCWRA
YVWD WRWRF
Redlands WWTF
Beaumont WWTP
San
Bernardino
WRP
¬«210¬«210
¬«71
¬«71
¬«60
¬«91
¬«210
¬«60
§¨¦215
§¨¦10
§¨¦210
§¨¦15
S
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G a g e C anal
R iv e r s id e C a nal
S
W
P
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S
W
PEa
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a
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ion
FoothillPipeline
G
r
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en
s
po
tPipeline
Baseline Feeder
Rive r s i d e C o r o n a F e e d e r
Inland Feeder
Central Feeder
Ment
o
neFeeder
Azusa Pipeline
P l u n ge Pool P ipeline
SARI
S outh
End
Feeder
C o lo r a do River Aqueduc t
LowerFeeder
E t i w a n d a P i p e l i n e
Devil Canyon Az us a P ip e l in e
Upper Feeder
116°58'57"W
116°58'57"W
34
°
2
'
4
"
N
34
°
2
'
4
"
N
Fi
l
e
N
a
m
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:
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P
2
0
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W
a
t
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S
u
p
p
l
y
_
L
_
M
A
H
±0 3 61.5 Mi
0 4.5 92.25 Km
1 in : 3.8 mi
0
1
i
n
.
Date: 5/13/2021Coordinate System: NAD 1983 StatePlane California V FIPS 0405 Feet
San Bernardino County
Riverside County
Legend
County Boundary
SBVMWD Boundary
Upper Santa Ana River
IRWM Plan Area
Pipeline
Canal/Aqueduct
Recharge Basins
3Q Waste Water Treatment Plants
State Water Project supplies
are delivered by Valley District,
Metropolitan Water District
of Southern California and
the California Department of
Water Resources through a vast
network of pipelines, storage
and pump stations throughout
the region.
2020 IRUWMP EXECUTIVE SUMMARY 17
Population growth projections developed by the Southern California Association of Governments (SCAG)
have declined significantly in the last 10 years. While SCAG’s latest 2020 Demographics and Growth
Forecast projects slower growth than previous plans, the result is still a substantial increase in population
within the Valley District service area and the Region. The population within the Valley District service area
is projected to reach 870,000 by 2045 and the population of the Region as a whole is projected to reach
over 1.25 million people.
500,000
550,000
600,000
650,000
700,000
750,000
800,000
850,000
900,000
950,000
1,000,000
2010 2015 2020 2025 2030 2035 2040 2045
2010 RUWMP 2015 RWUMP 2020 IRUWMP
Since the last planning cycle in 2015, total demand projections for the 9 agencies who participated in the 2015 RUWMP
have dropped slightly due to slower population growth projections and increased water use efficiency.
100,000
110,000
120,000
130,000
140,000
150,000
160,000
170,000
180,000
2020 2025 2030 2035 2040 2045
2015 Demand Projections 2020 Demand Projections Actual 2020 Demand
Population Projection Trends for the Valley District
Service Area
Comparison of Demand Projections for the Valley
District Service Area, AFY
2020 IRUWMP EXECUTIVE SUMMARY 18
Total projected water demands for all of the retail water agencies within the Region are expected to reach
nearly 400,000 AFY by 2045. Normal year supplies meet or exceed regional demands including a 15%
reliability factor that accounts for uncertainty factors in the projections, including population growth, per
capita water use, climate change impacts, SWP project hyrdology and local surface water hyrdology.
0
100,000
200,000
300,000
400,000
500,000
600,000
2025 2030 2035 2040 2045
Stormwater Capture (Precip)SWP Table A - Into Storage
Groundwater (Precip)Surface Water (Precip)
SWP Table A - Direct Deliveries Recycled Water
Total Supply Target with 15% Reliability Factor Total Demands
Region Wide Supply and Demand Comparison for a
Normal Year (AFY)
2020 IRUWMP EXECUTIVE SUMMARY 19
The Region’s water suppliers prioritize conservation and efficient use of water.
Using Water Wisely
The Region has been successful at improving water use
efficiency and every retail water agency in the Region has
reduced demand. For the nine (9) participating agencies
in the 2015 RUWMP, their collective 2020 actual demand
was almost 40,000 acre-feet lower than projected and 15%
lower than 2009 actual demand, despite a 7% increase in
population.
Currently, every retail agency develops and implements
its own water conservation plan and programs. Now with
California state law “Making Water Conservation a Way of
Life” (SB 606 and AB 1668), increasingly stringent indoor
and outdoor water use standards are expected. Therefore,
Valley District and its retail agency partners are considering
a coordinated regional and local water conservation
program.
Demand
Management
Regional
Conservation
Program
Retail Agency
Administered Program
Regional Community
Engagement
Program
administered by
Valley District
conservation-related
efforts provided by non-
retail agency partners
local programs administered
by water retailers
Investing in our retail partners, end-users/taxpayers, and other partners to increase
the efficiency of water consumption and ensure regional water reliability.
2020 IRUWMP EXECUTIVE SUMMARY 20
Diverse supplies and continued investments
provide reliable water for the Region’s future.
The Region’s Supplies Continue to be
Reliable, Even in a 30-year Drought
Although local and imported
surface water supplies are
highly dependent on local and
statewide hydrology, the Region
benefits from more than 12
million acre-feet of groundwater
storage that can be used to
store water when supplies are
plentiful and then be pumped
during extended droughts. By
maximizing deliveries of State
Water Project water in wet
years when those supplies are
available, and supplementing
that with other local supplies
like stormwater capture and
recycled water, the Region can
accrue sufficient storage to
enable a high level of water
supply reliability, even during
an 30-year drought. Although
the UWMP Guidebook does
not require agencies to
demonstrate the ability to
withstand a 30-year drought,
the Region decided, on its own,
to evaluate a 30-year drought
because it has experienced a
drought of this length in the
past and is currently in the midst
of a drought that has lasted
longer than 20 years and is still
continuing.
0
100,000
200,000
300,000
400,000
500,000
600,000
2025 2030 2035 2040 2045
Stormwater Capture (Precip)SWP from Storage (Sites Reservoir)
Groundwater from Storage (Local and SWP)Groundwater (Precip)
Surface Water (Precip)SWP Table A Direct Deliveries
Recycled Water Total Demands
Total Supply Target with 15% Reliability Factor
0
100,000
200,000
300,000
400,000
500,000
600,000
2025 2030 2035 2040 2045
Stormwater Capture (Precip)SWP Table A Into Storage
Groundwater (Precip)Surface Water (Precip)
SWP Table A Direct Deliveries Recycled Water
Total Supply Target with 15% Reliability Factor Total Demands
Region Wide Supply and Demand Comparison for a Single Dry Year (AFY)
Region Wide Supply and Demand Comparison for a 30-Year Drought (AFY)
2020 IRUWMP EXECUTIVE SUMMARY 21
Water Shortage Contingency Plans (WSCPs) describe how the Region’s water
agencies are preparing for and may respond to potential water shortage.
The Region’s water resources management goals reflect a
balanced view social, environmental and economic values.
Planning for Short-Term Water
Shortages – A Regional and Local
Approach
Defining Goals and Objectives for
Integrated Water Resources Management
A water shortage occurs when water supply available
is insufficient to meet the normally expected customer
water use at a given point in time. A shortage may occur
due to several reasons, such as water supply quality
changes, climate change, drought, regional power outage,
and catastrophic events (e.g., earthquake). Additionally,
the State may declare a statewide drought emergency
and mandate that water suppliers reduce demands, as
occurred in 2014. The WSCPs serve as the operating
manuals that Valley District and the retail water agencies
The BTAC identified several water resources-related
needs and issues for the Region, including:
• Increased diversification of water supplies
• Improved groundwater management
• Protection of water quality
• Flood management with recharge benefits
• Habitat and open space preservation
• Disaster prevention
• Sustainability
• Climate change resilience
will use to prevent catastrophic service disruptions through
proactive, rather than reactive, mitigation of water
shortages. Each WSCP provides a process for an annual
water supply and demand assessment and structured steps
designed to respond to actual conditions. Although the
water agencies in the Region do not foresee implementing
water shortage levels under normal conditions, this level of
detailed planning and preparation provide accountability
and predictability and help the Region’s water agencies
maintain reliable supplies and reduce the impacts of any
supply shortages and/or interruptions.
Based on these needs and issues, progress
since the 2015 IRWM Plan, and input from the
public and stakeholders, the BTAC updated goals
and objectives for the Region through a series
of collaborative stakeholder workshops. As a
result of stakeholder discussions, a new Goal #5
was added – Address Climate Change Through
Adaptation and Mitigation.
2020 IRUWMP EXECUTIVE SUMMARY 22
IRWM Region Goals and
Objectives for the Next 5 Years
GOAL #1
IMPROVE WATER SUPPLY
RELIABILITY
IRWM Region Goals and Objectives
for the Next 5 Years
1a: Comply with conservation legislation requirements
(AB1668 and SB606)
1b: Increase utilization of local supplies by 20,000 AFY
1c: Implement the Santa Ana River Conservation and
Conjunctive Use Program (SARCCUP) to increase
storage in the SBB by 64,000 AF
1d: Improve system resiliency and the ability to respond to
emergency supply interruptions by increasing back-up
facilities, increasing interties, adding redundant power
sources and treatment facilities
1e: Continue to ensure equitable access to clean drinking
water for all communities
1f: Complete groundwater management plans for the San
Bernardino, Rialto-Colton and Yucaipa Basins
2a: Complete necessary agreements to use fl ood control
retention/detention basins for recharge in the San
Bernardino, Rialto-Colton and Yucaipa Basins when
not needed for fl ood control
2b: Implement 20 acres of integrated flood projects that
also provide multiple benefi ts, where possible
2c: Continue to ensure equivalent implementation of fl ood
projects in DAC areas and implement at least 1 fl ood
control project in a DAC area
2d: Identify 4 urban stormwater capture projects to
increase recharge and improve surface water quality
3a: Ensure no violations of drinking water quality
standards
3b: Proactively address new constituents of concern as
MCLs are developed
3c: Manage total dissolved solids and nitrogen in
groundwater
4a: Preserve or improve habitat by conserving or restoring
150 acres of riparian, wetland and permanent water
areas by implementing projects in the Wash HCP and
River HCP.
4b: Identify “multi-use” opportunities to increase recreation
and public access and identify 4 multi-use projects
5a: Implement local supply and fl ood control projects to help offset the impacts of climate change
5b: Implement 4 projects to reduce or offset energy consumption or reduce GHG emissions associated with water and
wastewater systems
5c: Complete the SBVMWD Climate Adaptation and Resilience Plan (CARP)
GOAL #2
BALANCE FLOOD
MANAGEMENT AND
INCREASE STORMWATER
RECHARGE
GOAL #3
IMPROVE WATER
QUALITY
GOAL #5
ADDRESS CLIMATE CHANGE THROUGH ADAPTATION
AND MITIGATION
GOAL #4
IMPROVE HABITAT AND
OPEN SPACE
2020 IRUWMP EXECUTIVE SUMMARY 23
The regional water agencies have identified an ambitious
portfolio of projects to provide multiple regional benefits.
Strategies, Projects and Plan
Implementation – Delivering
Long-term Water Security
Keeping the Region’s unique issues and challenges in mind, the BTAC compiled a listing water management strategies and
water resources-related projects to help them reach their goals and objectives. The strategies, listed below, intentionally
align with the resource management strategies (RMS) listed in the California Water Plan and reflect the unique aspects of
the Region’s water resources.
1. Continue Basin Management in Local Groundwater Basins
2. Incorporate cultural intelligence into water supply and demand
management
3. Continue Headwaters Forest Management and Hazardous Fuels
Reduction
4. Coordinate Land Use Planning and Management with Water
Resources Management
5. Develop Desalination if needed
6. Develop Watershed Management Projects and Programs
7. Improve Drinking Water Treatment and Distribution
8. Identify Corridors for Species
9. Identify and Implement Projects that Increase Recharge
10. Identify and Implement Projects that Increase Surface Water and
Groundwater Storage Inside and Outside the Region
11. Identify and Implement Water Transfer Opportunities where
necessary
12. Implement Agricultural Lands Stewardship
13. Implement Agricultural Water Use Efficiency
14. Implement Pollution Prevention Measures
15. Implement System Reoperation
16. Implement Urban Water Use Efficiency
17. Improve Imported Water Supply Conveyance – Delta
18. Improve Supply Conveyance – Across the Regional/ Local
19. Incorporate Environmental Opportunities and Constraints into the
Design Process for Facilities
Strategies:
20. Incorporate Opportunities to Improve Habitat and Increase
Recreation and Public Access During the Facilities Design Process
21. Increase Outreach and Engagement
22. Increase Recycled Water Use
23. Increase Stormwater Capture
24. Maintain and Improve Water-Dependent Recreation
25. Manage High Groundwater and Liquefaction Potential in the SBB
26. Manage Flood Risk
27. Manage Salt and Salinity
28. Manage Sediment
29. Manage Urban Runoff
30. Match Water Quality to Use
31. Monitor Consumer Confidence Reports
32. Operate Existing Facilities to Increase Recharge
33. Optimize Wet Year Storage and Dry Year Pumping (Conjunctive
Management & Groundwater)
34. Participate in the SAWPA Basin Management Task Force
35. Protect Recharge Areas
36. Provide Economic Incentives
37. Remediate Groundwater Contamination Plumes
38. Restore Ecosystems
39. Support the Bay-Delta Conservation Plan /Delta Conveyance
Project
2020 IRUWMP EXECUTIVE SUMMARY 24
Looking to the Future - Data
Management, Plan Performance
and Adaptive Management
The Region has a history of working together to support
the development and implementation of projects, and
has continuously worked to develop regional, integrated
projects. The Plan includes a listing of over 120 projects
submitted by agencies throughout the Region that will help
achieve the goals and objectives of this plan. The Project
list is a living document, and projects can be submitted
to the BTAC for review, ranking and prioritization, per the
approved criteria, at any time.
The BTAC will be the primary entity responsible for
implementation of the IRUWMP, and project sponsors will
be responsible for implementation of projects and tracking
of project benefits. Continued regional coordination and
outreach to stakeholders will be key to implementing the
Plan. The BTAC will continue to look for opportunities to
coordinate with land use planning efforts and incorporate
land use planning issues and strategies into water
management decisions.
The IRUWMP represents the current state of water
resources planning in the Region and continues to
recognize that water management needs, issues and
strategies will continue to evolve in response to changing
conditions. A continued adaptive management approach
will allow the IRUWMP to stay current considering
changing conditions and will rely on regular plan and
project performance monitoring and review.
The BTAC has already made significant progress implementing the Plan.
The BTAC has already made significant progress
implementing the various management strategies and
accompanying projects and continue to monitor progress
toward their goals and objectives. The Region plans to
continue within its current governance structure and,
wherever possible, improve by enhancing coordination,
governance, outreach, funding and financing.
The IRUWMP represents the current state of water
resources planning in the Region, based upon the
latest available information, and recognizes that water
management strategies will continue to evolve in response
to changing conditions. In recognition of the fluid nature of
water management in the Region, the IRUWMP continues
to incorporate an adaptive management approach
that allows the Plan to stay current in light of changing
conditions, such as local and regional water needs and
changing regulatory requirements.
The adaptive management framework is based on an
iterative process of:
• Collecting information and data regarding the
conditions within the Region
• Evaluating the new data to determine plan/project
performance
• Formulating a plan in response to these changing
conditions
Plan
Implementation
Continued
Governance
Project
Implementation
Plan
Updates
Continued
Outreach &
Coordination
Support of
Statewide
Priorities
Funding &
Financing
2020 IRUWMP EXECUTIVE SUMMARY 25
• Continued emphasis on improved flood protection.
• Plan to address climate change vulnerabilities
including reduced GHG emissions and energy usage.
• Continued distribution and water quality to
disadvantaged communities.
• Continued environmental stewardship.
• Enhancement of water-dependent environmental
assets.
• Continued water-related education, recreation, and
public access opportunities in the Region.
• Continued understanding of the Region’s water
resources, including focused regional monitoring to
ensure groundwater is used in a sustainable manner.
• Continued coordination of water management
activities of the Region through sharing of ideas
and mutually beneficial management of project
opportunities.
• Continued coordinated development of water
management strategies and associated projects.
• Continued emphasis on improved preparation for a
disaster.
This process will allow the Region to proactively manage
its available resources, including making investments in
the planning and implementation of new projects and
programs. This includes preparation of periodic updates of
the IRUWMP to respond to changing conditions (including
climate change and the re-evaluation of any impacts
and benefits) through a continued working relationship
with the BTAC, and to inform project participants and
stakeholders about changes to the IRUWMP.
With full implementation of the Plan, the Region can
expect to realize significant benefits, including:
• Continued water supply reliability during drought
periods through a diverse water supply portfolio
consisting of both local and imported supplies.
• Continued management of the Region’s surface
water and groundwater resources, including new
opportunities for conjunctive management of
groundwater and surface water resources and
recharge of groundwater basins.
• Continued emphasis on water quality through
effective management of groundwater resources,
expediting cleanup process of contaminant plumes in
the Region, and improving stormwater management.
2020 IRUWMP EXECUTIVE SUMMARY 1
UPPER SANTA ANA RIVER WATERSHED
2020
INTEGRATED REGIONAL URBAN
WATER MANAGEMENT PLAN
Due to the size of the document a link is provided for viewing
Please click here to view this document online
UPPER SANTA ANA RIVER WATERSHED
2020 IRUWMP – Public
Review Draft
Regional Context
JUNE 2021
Prepared by Water Systems Consulting, Inc.
and Woodard & Curran
Upper Santa Ana River Watershed i 2020 IRUWMP – Public Review Draft
TABLE OF CONTENTS
1. Introduction ................................................................................................................................................1-1
1.1 Background and Purpose ................................................................................................................1-3
1.1.1 IRWM Plan ................................................................................................................................1-3
1.1.2 Regional UWMP ......................................................................................................................1-4
1.1.3 2020 Integrated Regional Urban Water Management Plan .........................................1-5
1.2 Plan Organization ............................................................................................................................1-7
1.3 Regional Governance and Stakeholder Involvement .................................................................1-8
1.3.1 Regional Water Management Group .................................................................................1-8
1.3.2 Governance Structure .............................................................................................................1-9
1.3.3 Stakeholder Identification and Involvement ........................................................................1-9
1.3.4 Disadvantaged Community and Tribal Outreach ........................................................... 1-10
1.4 Plan Preparation Process .............................................................................................................. 1-11
1.4.1 Public Participation ............................................................................................................... 1-11
1.4.2 Stakeholder Workshops ...................................................................................................... 1-11
1.4.3 Planning, Reports and Technical Analyses ........................................................................ 1-13
1.5 Plan Adoption ................................................................................................................................. 1-14
1.6 Relation to Other Efforts ............................................................................................................... 1-15
1.6.1 Coordination with Neighboring IRWM Regions and IRWM Planning ......................... 1-15
1.6.2 IRUWMP Relation to Local Water Planning and Land Use Planning .......................... 1-17
2. Region Description ...................................................................................................................................2-1
2.1 Location ...............................................................................................................................................2-2
2.2 Water Agencies in the Region ........................................................................................................2-2
2.2.1 Water Supply Managers, Wholesalers and Retailers .....................................................2-5
2.2.2 Flood Control Agencies ........................................................................................................ 2-15
2.2.3 Other Water Related Entities ............................................................................................. 2-16
2.3 Population and Demographics .................................................................................................... 2-17
2.3.1 Historic Population and Housing Growth in the Plan Area ............................................ 2-17
2.3.2 Future Population Projections in the Plan Area ................................................................ 2-17
2.3.3 Economic Condition and Social and Cultural Composition of the Region ................... 2-19
2.4 Land Uses ........................................................................................................................................ 2-21
2.5 Ecological and Environmental Resources .................................................................................... 2-24
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Upper Santa Ana River Watershed ii 2020 IRUWMP – Public Review Draft
2.5.1 SAR Corridor .......................................................................................................................... 2-24
2.5.2 San Bernardino National Forest ......................................................................................... 2-26
2.5.3 U.S. Bureau of Land Management Area of Critical Environmental Concern ............. 2-27
2.5.4 U.S. Army Corps of Engineers Woolly-Star Preserve Area .......................................... 2-28
2.5.5 Western Riverside County Multi-Species Habitat Conservation Plan ......................... 2-28
2.5.6 Upper Santa Ana River Habitat Conservation Plan ....................................................... 2-29
2.5.7 Wash Plan Habitat Conservation Plan ............................................................................. 2-29
2.5.8 Unarmored Threespine Stickleback Shay Pond Fish Refugium ..................................... 2-30
2.6 Regional Climate ............................................................................................................................ 2-31
2.6.1 Current Regional Climate .................................................................................................... 2-31
2.6.2 Potential Effects of Climate Change ................................................................................. 2-33
3. Regional Water Sources and Management .......................................................................................3-1
3.1 Surface Hydrology ...........................................................................................................................3-2
3.1.1 SAR Reaches .............................................................................................................................3-2
3.1.2 Natural Runoff ..........................................................................................................................3-3
3.2 Imported Water ................................................................................................................................3-7
3.2.1 SWP Overview .........................................................................................................................3-7
3.2.2 Imported Water Supply Reliability ................................................................................... 3-11
3.2.3 Valley District SWP Supply Reliability (Review)............................................................. 3-13
3.3 Groundwater .................................................................................................................................. 3-18
3.3.1 San Bernardino Basin ........................................................................................................... 3-20
3.3.2 Rialto-Colton Sub basin ....................................................................................................... 3-21
3.3.3 Riverside-Arlington Sub-basin ............................................................................................ 3-25
3.3.4 Yucaipa Sub basin ................................................................................................................ 3-26
3.3.5 San Timoteo Sub basin ......................................................................................................... 3-27
3.3.6 Chino Sub basin ..................................................................................................................... 3-28
3.3.7 Bear Valley Basin ................................................................................................................. 3-29
3.3.8 Recharge Area Programs .................................................................................................... 3-30
3.4 Recycled Water ............................................................................................................................. 3-33
3.5 Transfers, Exchanges, and Groundwater Banking Programs ................................................ 3-43
3.5.1 Transfers and Exchanges ..................................................................................................... 3-43
3.5.2 Groundwater Banking Programs ....................................................................................... 3-43
3.6 Planned Water Supply Projects and Programs ....................................................................... 3-44
3.6.1 Recycled Water .................................................................................................................... 3-44
3.6.2 Conjunctive Use Projects ...................................................................................................... 3-44
3.6.3 Groundwater Recharge ....................................................................................................... 3-45
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Upper Santa Ana River Watershed iii 2020 IRUWMP – Public Review Draft
3.7 Development of Desalination ....................................................................................................... 3-50
3.7.1 Opportunities for Brackish Water and/or Groundwater Desalination ...................... 3-50
3.7.2 Opportunities for Seawater Desalination ........................................................................ 3-50
3.8 Local Water Management ........................................................................................................... 3-50
3.8.1 Western Judgement ............................................................................................................. 3-50
3.8.2 Orange County Judgement ................................................................................................. 3-52
3.8.3 1961 Rialto Basin Decree ................................................................................................... 3-52
3.8.4 Seven Oaks Accord .............................................................................................................. 3-53
3.8.5 SBB Groundwater Sustainability Council .......................................................................... 3-53
3.8.6 Yucaipa Sustainable Groundwater Management Agency ........................................... 3-53
3.8.7 Settlement Agreement with Conservation District ........................................................... 3-54
3.8.8 MOUs with Flood Control .................................................................................................... 3-54
3.8.9 Exchange Plan ....................................................................................................................... 3-54
3.8.10 1996 Agreement with Big Bear Municipal Water District ......................................... 3-55
3.8.11 Annual Regional Water Management Plan .................................................................. 3-56
3.8.12 Groundwater Recharge Programs .................................................................................. 3-56
3.9 Water Quality ................................................................................................................................ 3-57
3.9.1 Imported Water Quality ..................................................................................................... 3-57
3.9.2 Groundwater Quality .......................................................................................................... 3-58
3.9.3 Known Groundwater Contaminant Plumes ....................................................................... 3-60
3.9.4 Surface Water Quality ........................................................................................................ 3-64
3.9.5 Salt and Nutrient Management Plan ................................................................................. 3-67
3.9.6 Water Quality Impacts on Supply Reliability ................................................................. 3-68
3.10 Major Regional Water Infrastructure ...................................................................................... 3-68
3.10.1 Regional Water Supply Infrastructure ........................................................................... 3-68
3.10.2 State Water Project Facilities .......................................................................................... 3-69
3.10.3 State Water Contractors Facilities .................................................................................. 3-70
3.10.4 Regional Flood Control Infrastructure ............................................................................. 3-70
4. Regional Water Use ................................................................................................................................4-1
4.1 Total Water Demands .....................................................................................................................4-2
4.2 Demands for Local Groundwater and Surface Water Supplies .............................................4-4
4.3 Demands for Imported Water..................................................................................................... 4-13
4.3.1 Direct Deliveries .................................................................................................................... 4-13
4.3.2 In-Lieu Deliveries ................................................................................................................... 4-13
4.3.3 Storage ................................................................................................................................... 4-13
4.3.4 Total Imported Water Demands ........................................................................................ 4-13
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Upper Santa Ana River Watershed iv 2020 IRUWMP – Public Review Draft
4.4 Demands for Recycled Water ..................................................................................................... 4-15
4.5 Water Losses .................................................................................................................................. 4-16
4.6 Water Use Efficiency .................................................................................................................... 4-17
4.6.1 Reducing Per Capita Water Use (SB X7-7)..................................................................... 4-17
4.6.2 New Water Conservation Legislation ............................................................................... 4-18
4.6.3 Regional Demand Management Program........................................................................ 4-18
5. Comparison of Regional Supplies and Demands ...............................................................................5-1
5.1 Reliability Factor ...............................................................................................................................5-2
5.2 Water Supply Reliability ................................................................................................................5-2
5.3 Summary of Regional Supplies and Demands ............................................................................5-8
5.3.1 Normal Year .............................................................................................................................5-8
5.3.2 Single Wet Year ................................................................................................................... 5-11
5.3.3 Single Dry Year ..................................................................................................................... 5-14
5.3.4 5-Year Drought ..................................................................................................................... 5-17
5.3.5 30-Year Drought ................................................................................................................... 5-20
6. Water Management Goals, Objectives, and Strategies .................................................................6-1
6.1 2015 Report Cards ..........................................................................................................................6-2
6.2 Regional Needs Identification ........................................................................................................6-7
6.2.1 Diversify Supply Portfolio ......................................................................................................6-7
6.2.2 Improved Groundwater Management .................................................................................6-7
6.2.3 Protection of Water Quality ..................................................................................................6-9
6.2.4 Flood Management with Recharge Benefits .................................................................... 6-10
6.2.5 Habitat and Open Space Preservation ............................................................................ 6-11
6.2.6 Disaster Preparedness ......................................................................................................... 6-11
6.2.7 Sustainability .......................................................................................................................... 6-12
6.2.8 Climate Change Resilience .................................................................................................. 6-12
6.3 Water Management Goals and Objectives ............................................................................. 6-15
6.3.1 Goals and Objectives Development ................................................................................. 6-15
6.3.2 Goal #1: Improve Water Supply Reliability .................................................................. 6-18
6.3.3 Goal #2: Balance Flood Management and Increase Stormwater Recharge ............ 6-21
6.3.4 Goal #3: Improve Water Quality ..................................................................................... 6-22
6.3.5 Goal #4: Improve Habitat and Open Space ................................................................. 6-23
6.3.6 Goal #5: Address Climate Change through Adaptation and Mitigation .................. 6-25
6.3.7 Prioritization of Objectives ................................................................................................. 6-26
6.4 Water Resource Management Strategies ................................................................................. 6-26
6.4.1 Consideration of Strategies ................................................................................................ 6-26
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Upper Santa Ana River Watershed v 2020 IRUWMP – Public Review Draft
6.4.2 Description of Water Management Strategies ..................................................................6-2
6.4.3 Integration of Water Management Strategies ..................................................................6-2
6.5 Consistency with Statewide Objectives .........................................................................................6-5
7. Projects .......................................................................................................................................................7-1
7.1 Existing Project List Review ..............................................................................................................7-2
7.2 New Project Submittal ......................................................................................................................7-2
7.3 Project Screening and Scoring Process .........................................................................................7-3
7.4 Coordination with SAWPA OWOW Project Submittal Process (New)...................................7-8
8. Implementation, Performance and Adaptive Management .............................................................8-1
8.1 Continued Governance, Outreach and Coordination ................................................................8-2
8.2 Project Implementation .....................................................................................................................8-4
8.2.1 Funding and Financing ............................................................................................................8-4
8.2.2 Funding and Financing Options .............................................................................................8-5
8.3 Obstacles to Implementation ..........................................................................................................8-8
8.4 Impacts and Benefits of the Plan ....................................................................................................8-8
8.4.1 IRUWMP Benefits .....................................................................................................................8-8
8.4.2 IRUWMP Impacts .....................................................................................................................8-9
8.4.3 Environmental Documentation and County Ordinance Compliance ................................8-9
8.5 Adaptive Management ................................................................................................................. 8-10
8.5.1 Plan Performance .................................................................................................................. 8-10
8.5.2 Data Collection and Monitoring ......................................................................................... 8-13
8.5.3 Periodic Review and Update Process ............................................................................... 8-16
9. References .................................................................................................................................................9-1
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Upper Santa Ana River Watershed vi 2020 IRUWMP – Public Review Draft
LIST OF FIGURES
Figure 2-1. Upper Santa Ana River Watershed Boundary ...................................................................2-3
Figure 2-2. Water Management Agencies in the Upper SAR Watershed .......................................2-4
Figure 2-3. Population Projection Trends for the Valley District Service Area ............................... 2-18
Figure 2-4: Long-Term Industry Employment Projections for Riverside and San Bernardino
Counties…………. ..................................................................................................................................... 2-19
Figure 2-5. Disadvantaged and Severely Disadvantaged Communities in the Region............... 2-22
Figure 2-6. Land Uses within the Region ................................................................................................ 2-23
Figure 2-7. San Bernardino Basin Precipitation Index ........................................................................ 2-32
Figure 3-1. Creeks and Rivers in the Region ............................................................................................3-6
Figure 3-2. Estimated SWP Water Supply Availability from the DWR 2019 DCR Existing
Conditions Scenario .................................................................................................................................... 3-14
Figure 3-3. Estimated SWP Supply Availability for Wet Year, Multiple Dry Years and a 30-Year
Drought…………. ...................................................................................................................................... 3-16
Figure 3-4. Groundwater Basins of the Region .................................................................................... 3-19
Figure 3-6. Yucaipa Basin Groundwater Management Zones .......................................................... 3-26
Figure 3-7. Groundwater Contaminant Plumes in the Region ............................................................ 3-61
Figure 3-8: Major Water Supply Infrastructure ................................................................................... 3-72
Figure 4-1. Comparison of 2015 and 2020 Demand Projections for Nine 2015 RUWMP
Agencies, AFY…. ...........................................................................................................................................4-2
Figure 4-2. Total Projected Average Year Demand for the Region, AFY ..........................................4-4
Figure 4-3. 20x2020 Compliance .......................................................................................................... 4-17
Figure 5-1.San Bernardino Basin Storage as of 2020 (AF) ..................................................................5-6
Figure 5-2. Rialto-Colton Basin Storage as of 2020 (AF) .....................................................................5-6
Figure 5-3. Yucaipa Basin Storage as of 2020 (AF) ..............................................................................5-7
Figure 5-4. Regional Water Budget Summary for a Normal Year (AFY) ....................................... 5-10
Figure 5-5. Regional Water Budget Summary for a Wet Year (AFY) ............................................ 5-13
Figure 5-6. Regional Water Budget Summary for a Single Dry Year (AFY) ................................. 5-16
Figure 5-7. Regional Water Budget Summary for a 5-Year Drought (AFY) .................................. 5-19
Figure 5-8. Region Wide Supply and Demand Comparison for a 30-Year Drought ................... 5-22
Figure 6-1. Hierarchy of Goals, Objectives, and Strategies ............................................................. 6-15
Figure 6-2: Integrated Planning .................................................................................................................6-2
Figure 6-3. Integration of Flood and Stormwater Managements Strategies.....................................6-4
Figure 7-1: Project Submittal and Review Process .................................................................................7-4
Figure 7-2: Project Screening Process .......................................................................................................7-5
Figure 8-1. Implementation Components...................................................................................................8-1
Figure 8-2: Coordination Between Land Use Planning and Water Management ............................8-3
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Upper Santa Ana River Watershed vii 2020 IRUWMP – Public Review Draft
Figure 8-3: IRWM Funding and Financing Activities ...............................................................................8-5
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Upper Santa Ana River Watershed viii 2020 IRUWMP – Public Review Draft
LIST OF T ABLES
Table 1-1. Stakeholder Participation by Plan Development ................................................................1-6
Table 1-2. Plan Development Meetings and Regional Workshops .................................................. 1-12
Table 1-3: Planning, Reports and Technical Analyses Used in the IRUWMP .................................. 1-13
Table 2-1: Riverside and San Bernardino County Population, 2000 to 2020 ............................... 2-17
Table 2-2. Projected Population for the Region (2025 to 2045) ..................................................... 2-18
Table 2-3: Average Number of Days per Year Exceeding 95°F ..................................................... 2-33
Table 3-1 : Upper SAR Median, Maximum, and Minimum Annual Flow (in AF) ................................3-4
Table 3-2 : Tributary Flow Contribution to the SAR (100-Year Flood Event Discharge in cfs) .......3-5
Table 3-3. Historical State Water Project Deliveries to Valley District .......................................... 3-13
Table 3-4. SWP Table A Water Supplies Available (Long-term Average – 1922-2003) ....... 3-14
Table 3-5 Estimated SWP Table A Supply Reliability ...................................................................... 3-15
Table 3-6: Estimated Sites Reservoir Deliveries to Valley District .................................................... 3-18
Table 3-7: 1961 Decree Adjudicated Rights to the Rialto Basin ...................................................... 3-23
Table 3-8: Historic Reductions to Pumping Rights in the Rialto Decree Area .................................. 3-23
Table 3-9: 2018 Settlement Agreement Updated Adjudicated Rights to the Rialto Basin .......... 3-24
Table 3-10 Estimated Safe Yield from Rialto-Colton Basin .............................................................. 3-25
Table 3-11: Regional Recharge Basins .................................................................................................. 3-32
Table 3-13: Wastewater Treatment Plants in the Region .................................................................. 3-34
Table 3-14: Upper Santa Ana River Water Agencies Recycling Water Programs ...................... 3-35
Table 3-15: Planned Groundwater Recharge Projects ....................................................................... 3-46
Table 3-16. Adjusted SBB Rights Due to New Conservation Allocation ......................................... 3-52
Table 3-18. TDS Water Quality Objectives, Ambient Water Quality, and Assimilative
Capacity………. ........................................................................................................................................ 3-60
Table 3-19: 303(d) Listed Water Bodies in the Upper SAR .............................................................. 3-65
Table 3-20: SAR Basin Surface Water Quality Objectives (WQO)a .............................................. 3-66
Table 3-21: Average Historic Surface Water Quality for Locations on the SAR (1990-2001) . 3-67
Table 4-1. Projected Average Year Regional Water Demand by Agency 2025 to 2045, AFY 4-3
Table 4-2. Projected Normal Year SBB Groundwater Pumping and Surface Water Diversions
(AFY)……………… .....................................................................................................................................4-6
Table 4-3. Projected Normal Year Rialto-Colton Basin Pumping (AFY) ..............................................4-8
Table 4-4. Projected Normal Year Riverside North Basin Pumping (AFY) .........................................4-9
Table 4-5. Projected Yucaipa Basin Pumping (AFY) ............................................................................ 4-11
Table 4-6. Projected Normal Year Use of Other Groundwater and Surface Water Supplies (AFY)
…………………………………………………………………………………………………4-12
Table 4-7. Estimated Normal Year Demands for Imported Water (AFY) ....................................... 4-14
Table 4-8. Projected Uses of Recycled Water (AFY) .......................................................................... 4-15
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Upper Santa Ana River Watershed ix 2020 IRUWMP – Public Review Draft
Table 5-1. Valley District Anticipated SWP Supplies ............................................................................5-3
Table 5-2. Regional Water Budget Summary for a Normal Year (AFY) ...........................................5-8
Table 5-3. Regional Water Budget Summary for a Wet Year (AFY) ............................................. 5-11
Table 5-4. Regional Water Budget Summary for a Single Dry Year (AFY) .................................. 5-14
Table 5-5. Regional Water Budget Summary for a 5-Year Drought (AFY) ................................... 5-17
Table 5-5. Regional Water Budget Summary for a 30-Year Drought (AFY)................................. 5-20
Table 6-1: Water Resource Management Strategies ............................................................................6-2
Table 6-3: Comparison between Plan Objectives and Statewide Priorities ......................................6-3
Table 7-1: Project Scoring Criteria ............................................................................................................7-6
Table 8-1: Financing Plan ............................................................................................................................8-7
Table 8-2: Objectives and Performance Measures ............................................................................. 8-12
EAST VALLEY WATER DISTRICT
2020 IRUWMP – Public
Review Draft
Part 2, Chapter 6
EVWD 2020 UWMP
JUNE 4 , 2021
Prepared by Water Systems Consulting, Inc.
East Valley Water District i 2020 IRUWMP – Public Review Draft
TABLE OF CONTENTS
List of Figures .................................................................................................................................................... iii
List of Tables ..................................................................................................................................................... iv
6.1 System Description ............................................................................................................................ 6-1
6.1.1 Population ................................................................................................................................. 6-3
6.1.2 Land Use .................................................................................................................................... 6-4
6.2 Water Use ......................................................................................................................................... 6-4
6.2.1 Water Use by Sector .............................................................................................................. 6-4
6.2.2 Projected Water Use .............................................................................................................. 6-7
6.2.3 Water Use for Lower Income Households ........................................................................ 6-10
6.2.4 Climate Change Considerations ......................................................................................... 6-10
6.3 SBX7-7 Baseline and Targets ...................................................................................................... 6-11
6.3.1 Baseline and Target ............................................................................................................. 6-11
6.3.2 2020 Compliance Daily Per-Capita Water Use (GPCD) ............................................. 6-11
6.4 Water Supply ................................................................................................................................ 6-11
6.4.1 Purchased or Imported Water ........................................................................................... 6-12
6.4.2 Groundwater ......................................................................................................................... 6-12
6.4.3 Surface Water ...................................................................................................................... 6-12
6.4.4 Stormwater............................................................................................................................. 6-13
6.4.5 Wastewater and Recycled Water .................................................................................... 6-13
6.4.6 Water Exchanges and Transfers ....................................................................................... 6-15
6.4.7 Future Water Projects .......................................................................................................... 6-15
6.4.8 Summary of Existing and Planned Sources of Water .................................................... 6-15
6.4.9 Energy Intensity ..................................................................................................................... 6-19
6.5 Water Service Reliability Assessment ........................................................................................ 6-20
6.5.1 Constraints on Water Sources ............................................................................................ 6-20
6.5.2 Year Type Characterization ............................................................................................... 6-21
6.5.3 Water Service Reliability .................................................................................................... 6-21
6.6 Drought Risk Assessment ............................................................................................................... 6-23
6.7 Water Shortage Contingency Plan ............................................................................................ 6-24
6.8 Demand Management Measures ................................................................................................ 6-25
6.8.1 Existing Demand Management Measures ........................................................................ 6-25
6.9 Adoption, Submittal and Implementation .................................................................................. 6-28
6.9.1 Notice of Public Hearing ..................................................................................................... 6-28
Table of Contents
East Valley Water District ii 2020 IRUWMP – Public Review Draft
6.9.2 Public Hearing and Adoption ............................................................................................. 6-28
6.9.3 Plan Submittal ........................................................................................................................ 6-28
6.9.4 Public Availability ................................................................................................................. 6-28
6.9.5 Amending an Adopted UWMP or Water Shortage Contingency Plan ..................... 6-29
Table of Contents
East Valley Water District iii 2020 IRUWMP – Public Review Draft
LIST OF FIGURES
Figure 6-1: EVWD Service Area Map ...................................................................................................... 6-2
Figure 6-2: EVWD 2016-2020 Water Consumption by Customer Class (AF) .................................. 6-5
Figure 6-3: EVWD Projected Future Water Consumption by Customer Class (AF) .......................... 6-9
Figure 6-4: EVWD Projected Supply and Demand Comparison (AF) .............................................. 6-18
Table of Contents
East Valley Water District iv 2020 IRUWMP – Public Review Draft
LIST OF T ABLES
Table 6-1: DWR 3-1R Current and Projected Population ..................................................................... 6-4
Table 6-2: EVWD 2016-2020 Connections by Customer Class .......................................................... 6-4
Table 6-3: 2016-2020 Actual Water Use (AF) ...................................................................................... 6-5
Table 6-4: DWR 4-4R 12 Month Water Loss Audit Reporting (AF) .................................................... 6-6
Table 6-5: DWR 4-2R Projected Demands for Water (AF) .................................................................. 6-8
Table 6-6: DWR 4-3R Total Gross Water Use (AF) ............................................................................... 6-8
Table 6-7: SBX 7-7 2020 Compliance .................................................................................................. 6-11
Table 6-8. DWR 6-1R Groundwater Volume Produced Last 5 Years (AF) ..................................... 6-12
Table 6-9. DWR 6-2R Wastewater Collected within Service Area in 2020 (AF) ......................... 6-14
Table 6-10. DWR 6-8R Actual Water Supplies in 2020 (AF) .......................................................... 6-17
Table 6-11. DWR 6-9R Projected Water Supplies (AF) .................................................................... 6-17
Table 6-12. DWR 7-2R Normal Year Supply and Demand Comparison (AF)............................... 6-18
Table 6-13. DWR 7-1R Basis of Water Year Data ............................................................................ 6-22
Table 6-14. DWR 7-3R Single Dry Year Supply and Demand Comparison (AF) ......................... 6-22
Table 6-15. DWR 7-4R Multiple Dry Years Supply and Demand Comparison (AF) .................... 6-23
Table 6-16: Five-Year Drought Risk Assessment (AF) .......................................................................... 6-24
Table 6-17. Residential Rebate Program Summary ............................................................................ 6-27
6-1
RETAIL URBAN WATER MANAGEMENT PLAN
East Valley Water District
This chapter describes information specific to the East Valley Water District, its
supplies, demands and water use efficiency programs. The information and
analysis in this chapter is supplemental to the regional information presented in
Part 1 of the 2020 IRUWMP and is provided to meet the East Valley Water
District’s reporting requirements for 2020 under the UWMP Act.
6.1 System Description
East Valley Water District (EVWD or District) is a California Special
District, established in 1954, that provides water and wastewater
services. EVWD encompasses 30.1 square miles along the foothills
of the San Bernardino Mountains and serves the City of Highland,
portions of the City and County of San Bernardino, along with the San
Manuel Band of Mission Indians. As a district tasked with managing
a critical resource, EVWD is committed to innovative leadership and
world class public service. The District’s service area is shown in
Figure 6-1. EVWD is a retail public water supplier that meets the
definition of an urban water supplier with over 21,600 municipal water
service connections in 2020.
IN THIS SECTION
• System Description
• Water Use
• SBX7-7 Compliance
• Water Supply
• Water Service
Reliability
• Drought Risk
Assessment
• Water Shortage
Contingency Plan
Summary
• Demand
Management
Measures
• Adoption, Submittal,
and Implementation
EVWD Part 2 Chapter 6
East Valley Water District 6-2 2020 IRUWMP – Public Review Draft
Figure 6-1: EVWD Service Area Map
EVWD Part 2 Chapter 6
East Valley Water District 6-3 2020 IRUWMP – Public Review Draft
6.1.1 Population
For the purposes of consistent reporting of population estimates, the California Department of
Water Resources (DWR) has developed a GIS-based tool (DWR Tool) to estimate the
population within a water agency’s service area using census data and number of water service
connections. The DWR Tool was used to intersect the service area boundary with census data
to provide population estimates for 1990, 2000, and 2010. The DWR Tool uses the number of
service connections in those prior census years, where available, to calculate a persons-per-
connection factor, which is then projected forward to estimate population in a given year using
the number of connections in that year. The service area population for 2020 was estimated in
the DWR Tool using the number of connections in 2010 and 2020.
Based on a thorough analysis of Census blocks within the service area, EVWD reported an
estimated population of 103,000 in their 2019 Consumer Confidence Report. However, for
purposes of this report, the DWR Tool output of 99,347 was assumed to be the official estimate
of population in 2020 and serves as the basis for SBx7-7 compliance calculations and its future
population projections years.
To estimate population for future years, projections from the Southern California Association of
Governments (SCAG) were used. SCAG has developed a forecast called the 2020 Connect
SoCal Regional Transportation Plan and has estimated the population, households, and
employment in 2020, 2035, and in 2045 inside each of the approximately 11,300 traffic analysis
zones (TAZs) that cover the SCAG region. The service area boundary was intersected with a
GIS shapefile of the SCAG TAZs to provide an estimate of population within the service area for
years 2020, 2035, and 2045. These estimates were used to calculate compound annual
population growth rates for years 2020-2035 and 2035-2045. The population growth rates were
applied to the 2020 population to estimate future population. Estimated 2020 and future year
population is shown in Table 6-1. The 2025 population was adjusted upwards to account for
known developments planned for construction by 2025, and all subsequent population
projections were based on the 2025 population projection.
Per SCAG requirements, it must be noted that this population modeling analysis was performed
by Water Systems Consulting, Inc. based upon modeling information originally developed by
SCAG. SCAG is not responsible for how the model is applied or for any changes to the model
scripts, model parameters, or model input data. The resulting modeling data does not
necessarily reflect the official views or policies of SCAG. SCAG shall not be held responsible for
the modeling results and the content of the documentation.
SCAG prepares demographic forecasts based on land use data for their region through
extensive processes that emphasizes input from local planners and is done in coordination with
local or regional land use authorities, incorporating essential information to reflect anticipated
future populations and land uses. SCAG’s projections undergo extensive local review,
incorporate zoning information from city and county general plans, and are supported by
Environmental Impact Reports.
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East Valley Water District 6-4 2020 IRUWMP – Public Review Draft
Table 6-1: DWR 3-1R Current and Projected Population
POPULATION SERVED 2020 2025 2030 2035 2040 2045
TOTAL 99,347 104,500 108,224 112,080 115,792 119,626
6.1.2 Land Use
Per the 2019 EVWD Water System Master Plan, 30% of land within the service area is Single
Family Residential, 4% is Multi-Family Residential, 3% is Commercial, 1% is Industrial, 5% is
Public, 1% is Parks, 9% is Open Land, 3% is Agricultural, and 44% is Vacant.
6.2 Water Use
This section describes the current and projected water uses within EVWD’s service area.
EVWD serves only potable water for domestic use.
6.2.1 Water Use by Sector
EVWD categorizes its water customers into six categories for the purposes of recording water
use and billing: Residential, Multi-Family, Commercial, Irrigation Commercial, Fire Service, and
Bulk Water. The number of active connections in each category from 2016 to 2020 are shown in
Table 6-2. There are no permanent service connections designated as Bulk Water; this is water
used for construction purposes from temporary meters.
Table 6-2: EVWD 2016-2020 Connections by Customer Class
CUSTOMER CLASS 2016 2017 2018 2019 2020
Residential 19,500 19,526 19,526 19,883 19,898
Multi-Family 463 463 463 474 475
Commercial1 949 988 988 681 694
Irrigation Commercial 275 275 275 322 330
Fire Service2 1,330 1,339 361 252 258
TOTAL 22,517 22,591 21,613 21,612 21,655
1Decrease in commercial connections between 2018 and 2019 was due to a change in billing classification,
reclassifying these customers as Residential.
2Between 2017 and 2018, a change in District policy was made to not bill residential customers that had a separate
fire service meter. The actual number of connections did not change.
6.2.1.1 Past Water Use
EVWD’s actual water use by customer class from 2016-2020 is shown in Table 6-3. EVWD’s
water consumption by customer class in the last five years is shown in Figure 6-2.
Approximately 60% of EVWD’s total deliveries were to single family residential connections,
followed by 19% to multi-family connections, 11% to commercial connections, 10% to
commercial irrigation connections, and the remainder to fire service and bulk water sales.
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East Valley Water District 6-5 2020 IRUWMP – Public Review Draft
Table 6-3: 2016-2020 Actual Water Use (AF)
CUSTOMER CLASS 2016 2017 2018 2019 2020
Residential 9,142 9,602 9,944 9,470 10,589
Multi-Family 3,070 3,301 3,452 3,340 3,377
Commercial 1,815 1,900 2,094 1,968 1,873
Irrigation Commercial 1,717 1,812 1,914 1,602 1,725
Fire Service 10 5 3 3 3
Bulk Water 78 85 92 83 143
Water Losses 1,332 1,954 1,197 511 664
TOTAL 17,164 18,660 18,695 16,977 18,374
Figure 6-2: EVWD 2016-2020 Water Consumption by Customer Class (AF)
6.2.1.2 Distribution System Water Losses
Distribution system water losses are the physical potable water losses from the water system,
calculated as the difference between water produced and the amount of water billed to
customers plus other authorized uses of water. Sources of water loss include:
• Leaks from water lines - Leakage from water pipes is a common occurrence in water
systems. A significant number of leaks remain undetected over long periods of time as
they are very small; however, these small leaks contribute to the overall water loss.
Aging pipes typically have more leaks.
• Unauthorized uses or theft of water – includes water used from fire hydrants without a
meter or from an unauthorized, unmetered connection to EVWD’s water system.
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
2016 2017 2018 2019 2020
Historical Demands (AF)
Water Losses
Bulk Water
Fire Service
Irrigation Commercial
Commercial
Multi-Family
Residential
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• Customer Meter Inaccuracies - Customer meters can under-represent actual
consumption in the water system.
EVWD monitors its water loss and prepares an annual AWWA Water Audit, attached in Part 4
Appendix F-8, to estimate the volume of water loss. The results of the water audits from 2016
to 2019 are shown in Table 6-4. The 2020 water loss is estimated based on the difference
between production and consumption for 2020. EVWD will complete a 2020 AWWA Water
Audit by October 1, 2021 in accordance with reporting requirements to the State.
Table 6-4: DWR 4-4R 12 Month Water Loss Audit Reporting (AF)
REPORT PERIOD START DATE
VOLUME OF WATER LOSS MM YYYY
1 2016 1,518
1 2017 1,854
1 2018 1,082
1 2019 503
1 2020 664 (Estimated)
In the past 5 years, EVWD’s water loss decreased from 12% to 3% of water sales.
Over this time period, EVWD completed a meter replacement program in their service area. In
addition, EVWD has an aggressive leak repair program and a water main replacement program.
Improved metering accuracy and reduced leaks have helped reduce water loss from EVWD’s
distribution system.
EVWD replaces water mains
to minimize water losses
EVWD Part 2 Chapter 6
East Valley Water District 6-7 2020 IRUWMP – Public Review Draft
The new meters are equipped with Advanced Metering Infrastructure (AMI) technology, which
allows for a consistent stream of water-use history directly to the District’s network. It can alert
both the District and customers to excess water use caused from pipe breaks, toilet leaks, and
broken valves. The meters internally audit a read every 15 minutes and each hour the read is
sent to strategically placed collectors within the service area, with a 98% read rate every 3 days.
With the detailed usage data available in an AMI system, customer service representatives have
near real-time access to consumers’ consumption information. EVWD customers also have
access to a customer portal where they can view their own water use information. EVWD is
developing additional customer education and outreach materials to help promote the use of
this information to reduce water losses and increase water use efficiency.
Given the age of pipelines located within the District’s service area, investing in replacement of
this infrastructure in essential to reducing water losses. Prioritization of leak response is based
on estimated water losses, including the number of staff and equipment assigned to the
response. The District has an aggressive leak response program, which includes tracking water
loss and leak locations. This information is then incorporated into the assessment and
prioritization of pipeline replacement projects.
For the purposes of future demand projections in this Plan, EVWD assumed future water losses
will be approximately 6% of total customer water use.
EVWD is committed to managing system water losses to reduce water waste and will strive to
meet the future water loss performance standard that is being developed by the State Water
Board.
6.2.2 Projected Water Use
A demand forecast tool was developed to estimate future demands based on individual
customer categories and connections, with the ability to forecast how future changes in indoor
and outdoor water use may impact overall water use within each different customer type for
current and future customers. The tool has three steps to project demand:
1. Establish a demand factor per connection for each customer class based on historical
consumption data.
2. Project the number of new connections anticipated for each customer class in each 5-
year period after 2020.
3. Modify demand factors as appropriate to account for expected changes in future water
use.
The demand factors for each customer class were based on connection and demand data from
calendar year 2020, which was reviewed against demand factors from other years and
determined to be a reasonable representation of average demands. The number of future new
connections for each customer category was estimated for each 5-year period through 2045
based on the projected SCAG population growth rate for years 2020-2035 and 2035-2045.
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East Valley Water District 6-8 2020 IRUWMP – Public Review Draft
In the period from 2020 to 2025, the SCAG population growth rate projected that 709 new single
family residential connections would be constructed. However, based on their development
activity records, EVWD anticipates that 1,170 new single family residential connections could be
constructed by 2025. To account for known developments, it was assumed that 1,170 new
single family residential connections would be constructed by 2025 and 709 new single family
residential connections would be constructed in each 5-year period thereafter. Connection
growth for all other customer types was set equal to the SCAG population growth rate for the
period 2020 through 2045.
To estimate future water use for each customer category, the demand factor is multiplied by the
number of estimated new connections and added to the 2020 use of existing customers in that
category. This process is applied to each customer type, then all of the category results are
added to estimate the total future water use. Projected future demands by customer class as
well as estimated losses are presented in Table 6-5 and Figure 6-3.
Table 6-5: DWR 4-2R Projected Demands for Water (AF)
CUSTOMER CLASS
PROJECTED WATER USE
2025 2030 2035 2040 2045
Residential 11,211 11,589 11,966 12,316 12,667
Multi-Family 3,497 3,618 3,738 3,850 3,962
Commercial 1,939 2,006 2,073 2,135 2,197
Irrigation Commercial 1,787 1,848 1,910 1,967 2,024
Fire Service 3 3 3 4 4
Bulk Water 148 153 158 163 168
Water Losses 1,115 1,153 1,191 1,226 1,261
TOTAL 19,702 20,371 21,040 21,661 22,283
Table 6-6: DWR 4-3R Total Gross Water Use (AF)
2020 2025 2030 2035 2040 2045
Potable and Raw Water
From Table 4-1R and 4-2R 18,374 19,702 20,371 21,040 21,661 22,283
Recycled Water Demand
From Table 6-4R - - - - - -
TOTAL WATER USE: 18,374 19,702 20,371 21,040 21,661 22,283
EVWD Part 2 Chapter 6
East Valley Water District 6-9 2020 IRUWMP – Public Review Draft
Figure 6-3: EVWD Projected Future Water Consumption by Customer Class (AF)
6.2.2.1 Estimating Future Water Savings
The demand tool used to project future water use has the capability to modify demand factors
for both new and existing connections to quantify reductions in current and future customer
demand that may occur as a result of active conservation programs implemented by EVWD or
passive savings from more water efficient fixtures and landscapes that are required by current
and future building codes and standards. EVWD may use this tool in the future to consider the
impacts of changing customer water use on overall demand; however, EVWD has elected not to
incorporate demand reductions from future conservation programs and passive savings from
codes and standards into the demand projections at this time. In 2018, the legislature enacted
SB 606 and AB 1668, which provide for implementation of a water budget-based approach to
establishing new urban water use objectives for water suppliers. The series of water use
efficiency standards that will inform calculation of EVWD’s new water use objective are still
under development and will take effect in 2023. Once the new standards have been
established, EVWD will reevaluate customer demands and identify approaches to comply with
the new standard, which will be incorporated into the next UWMP prepared in 2025. EVWD is
committed to promoting water use efficiency and will continue to implement a comprehensive
set of programs intended to reduce customer demands and support sustainable use of regional
water supplies.
-
5,000
10,000
15,000
20,000
25,000
2025 2030 2035 2040 2045
Projected Normal Year Demands (AF)
Water Losses
Bulk Water
Fire Service
Irrigation Commercial
Commercial
Multi-Family
Residential
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East Valley Water District 6-10 2020 IRUWMP – Public Review Draft
6.2.3 Water Use for Lower Income Households
Senate Bill 1087 requires that water use projections of an UWMP include the projected water
use for single-family and multi-family residential housing for lower income households as
identified in the housing element of any city, county, or city and county in the service area of the
supplier.
EVWD serves portions of three jurisdictions, the City of Highland, the City of San Bernardino,
and unincorporated County of San Bernardino.
Based on SCAG’s 6th cycle final regional housing needs allocation, it is estimated an average
of 40 percent of households in the service area are lower income. However, this methodology
does not consider that portions of each jurisdiction that are within the EVWD service area may
be lower income than the average within that jurisdiction, which may lead to under-projecting
the percentage of lower income households. Although the District's analysis has consistently
shown that approximately 50% of households are considered to be low income, the SCAG data
was used for consistency in this document. These demands are included in the projections
presented throughout this report.
6.2.4 Climate Change Considerations
A topic of growing concern for water planners and managers is climate change and the potential
impacts it could have on California’s future water supplies.
Recent climate change modeling for the SAR watershed suggests that a changing climate will
have multiple effects on the Region. Adaptation and mitigation measures will be necessary to
account for these effects. Part 1 Chapter 2 includes an assessment of the potential impacts of
climate change.
EVWD has identified the need to consider the impacts of Climate Change in the 2020 update of
the Emergency Response Plan and Hazard Mitigation Plan. These plans identify potential
impacts and mitigation projects that can be implemented to reduce the impacts of this hazard.
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East Valley Water District 6-11 2020 IRUWMP – Public Review Draft
6.3 SBX7-7 Baseline and Targets
With the adoption of SBX7-7, also known as the Water Conservation Act of 2009, the State of
California was required to reduce urban per capita water use by 20% by 2020. This section
summarizes the past targets EVWD developed and demonstrates that compliance by 2020 was
achieved.
Water use targets were developed in terms of gallons per capita per day, or GPCD, which is
calculated by dividing the total water from all customer categories by the population.
DWR has prepared standardized tables to record and document the calculations required for
this section. The standardized tables for EVWD’s calculations are included in Part 4 Appendix
F-7.
6.3.1 Baseline and Target
EVWD’s baseline and 2020 target was calculated in the 2015 RUWMP and has not changed for
this plan. More details on the development of the baselines and target can be found in the 2015
RUWMP and Part 4 Appendix F-7. EVWD's calculated water use target for 2020 is 172 GPCD.
6.3.2 2020 Compliance Daily Per-Capita Water Use (GPCD)
Through the implementation of its active water conservation program, EVWD has met its
Confirmed Water use Target for 2020 of 172 GPCD, as shown in Table 6-7. To maintain this
level of water use, EVWD intends to continue its current level of outreach and programs for the
foreseeable future.
Table 6-7: SBX 7-7 2020 Compliance
2020 WATER USE TARGET GPCD ACTUAL 2020 GPCD
SUPPLIER ACHIEVED TARGETED
REDUCTION IN 2020?
172 165 Yes
6.4 Water Supply
EVWD’s water supply consists primarily of groundwater from wells in the western portion of the
service area. These wells, in the San Bernardino Basin (SBB), supply approximately 80% of the
total water supply. In addition to groundwater, EVWD provides treated surface water from the
Santa Ana River and the SWP by way of Plant 134, an 8-million gallon per day (MGD) water
treatment plant. Plant 134 was originally constructed in 1996 and upgraded from 4 MGD to 8
MGD in 2013.
More information about local surface water and groundwater basins is included in Part 1
Chapter 3 of the 2020 IRUWMP.
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East Valley Water District 6-12 2020 IRUWMP – Public Review Draft
6.4.1 Purchased or Imported Water
Imported water available to EVWD is SWP purchased from Valley District. EVWD does not have
a specific allocation of SWP water from Valley District but expects to receive the projected
volumes of SWP water under most conditions. A description of this supply and its reliability is
provided in Part 1 Chapter 3 and Chapter 5. This supply is not guaranteed so EVWD
maintains 100% reliability from other sources.
EVWD currently supplements its local supply with SWP deliveries from Valley District for use at
Plant 134. In the past, SWP has made up a small amount of EVWD’s water supply. However,
in 2018, a hydroelectric generation facility was installed on the SWP turnout that serves Plant
134. EVWD benefits from the energy generation and has shifted to prioritize the use of SWP
water at Plant 134 to realize the energy cost savings.
6.4.2 Groundwater
EVWD produces groundwater from the San Bernardino Basin (SBB), described in detail in Part
1 Chapter 3. There are 22 wells within EVWD’s water system, of which 15 wells are currently
active and 7 are inactive. Table 6-8 summarizes the actual volume of groundwater pumped
from 2016-2020. Per the Western-San Bernardino Judgement, EVWD is not limited in the
amount of groundwater they can produce from SBB. Relevant portions of the adjudications and
judgments that govern groundwater use are provided in Part 3 Appendix B.
In 2018, EVWD and other local agencies voluntarily formed the SBB Groundwater Council to
coordinate and implement groundwater management activities in the Bunker Hill Sub-basin (part
of SBB) and achieve groundwater sustainability throughout the basin.
Table 6-8. DWR 6-1R Groundwater Volume Produced Last 5 Years (AF)
GROUNDWATER TYPE LOCATION OR BASIN NAME 2016 2017 2018 2019 2020
Alluvial Basin San Bernardino Basin (Bunker Hill) 12,792 15,217 14,525 12,940 15,169
- TOTAL 12,792 15,217 14,525 12,940 15,169
6.4.3 Surface Water
As a shareholder of the North Fork Mutual Water Company (NFMWC), EVWD obtains water
from the Santa Ana River. Created in 1885, the NFMWC and Bear Valley Land and Water
Company (now Bear Valley Mutual Water Company) reached an agreement regarding water
deliveries. Water deliveries vary throughout the year based on that agreement with deliveries in
December through May equal to 1/4 flow of Santa Ana River, and in June through November
equal to a fixed flowrate of water for the month that varies between 5.1 MGD and 7.7 MGD.
EVWD has current water rights of 5 MGD (5,600 AFY) of Santa Ana River water with the ability
to expand to about 6.5 MGD (7,300 AFY) through the conversion of remaining agricultural
EVWD Part 2 Chapter 6
East Valley Water District 6-13 2020 IRUWMP – Public Review Draft
properties and water shares of stock. EVWD is currently the majority shareholder in the
company and continues to pursue the purchase of additional shares. As agricultural land
converts to urban uses, EVWD gains not only the new urban demand but the associated historic
water stock shares.
Surface water is treated in conjunction with any SWP water at EVWD’s Plant 134. Surface water
rights allocated to EVWD but not treated at Plant 134 are used to recharge the SBB. EVWD is
also currently evaluating the concept of constructing a second surface water treatment plant on
the east side of their service area.
6.4.4 Stormwater
EVWD is participating in regional project planning efforts to capture additional stormwater for
purposes of groundwater recharge to increase sustainability of the SBB. These regional projects
are discussed in Part 1 Chapter 3.
6.4.5 Wastewater and Recycled Water
EVWD provides wastewater collection service to its customers. Wastewater treatment is
currently provided by a regional treatment plant, located downstream and outside of EVWD’s
sphere of influence. A Joint Powers Agreement (JPA) was formed in 1957 between EVWD and
the neighboring San Bernardino Municipal Water Department (SBMWD) whereby SBMWD
treats all wastewater generated within the EVWD service area.
In 1995, SBMWD began operation of RIX to provide additional treatment of secondary effluent
from the existing plants of SBMWD and the City of Colton. The RIX plant is located
approximately 6 miles southwesterly and downstream of EVWD’s southwesterly boundary.
EVWD is currently constructing a new water recycling facility called the Sterling Natural
Resource Center (SNRC). SNRC, which is expected to be completed in 2022, will allow the
District to treat wastewater to a point that it can be recharged into the Bunker Hill groundwater
basin to supplement the groundwater supply. Initially, the facility will treat up to 8 MGD and will
be expandable to treat ultimate buildout of approximately 10 MGD.
EVWD has partnered with Valley District to maximize the regional benefit of the recycled water
produced at SNRC to recharge the SBB groundwater. Given the consistent need for
groundwater replenishment compared to the potential uses for recycled water, there are
currently no plans to use recycled water for any other purposes in the foreseeable future. For
the purposes of this plan, projected recycled water supplies were estimated using the per capita
wastewater flow projection methodology used in EVWD’s 2019 Sewer Master Plan, adjusted to
align with the population projection in this UWMP, which are inclusive of long-term growth plus
expected near term developments.
It is estimated that approximately 6 MGD of the wastewater collected at the SBMWD treatment
plant was generated within EVWD’s water service area in 2020. Information about wastewater
collected and treated is presented in Table 6-9.
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Table 6-9. DWR 6-2R Wastewater Collected within Service Area in 2020 (AF)
WASTEWATER COLLECTION RECIPIENT OF COLLECTED WASTEWATER
NAME OF WASTEWATER
COLLECTION AGENCY
WASTEWATER VOLUME
METERED OR ESTIMATED
WASTEWATER VOLUME COLLECTED
FROM UWMP SERVICE AREA IN 2020
NAME OF WASTEWATER AGENCY
RECEIVING COLLECTED WASTEWATER
WASTEWATER TREATMENT
PLANT NAME
WASTEWATER TREATMENT PLANT
LOCATED WITHIN UWMP AREA
WWTP OPERATION CONTRACTED
TO A THIRD PARTY
East Valley Water District Metered 6,815 City of San Bernardino San Bernardino Water
Reclamation Plant No No
TOTAL 6,815
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6.4.6 Water Exchanges and Transfers
EVWD does not currently anticipate regular or long-term transfers or exchanges, during the
period covered by this Plan. Any transfer or exchanges would be as-needed related to an
emergency.
6.4.6.1 Emergency Interties
EVWD has emergency water supply connections to two adjacent water purveyors (SBMWD and
the City of Riverside). These interties are intended to be used only as a short-term solution and
are not accounted for as additional water supply.
6.4.7 Future Water Projects
EVWD is currently enhancing its ability to utilize its existing water supply sources through
several projects that are in various phases of implementation, from planning to preliminary
design to construction. Additionally, EVWD is evaluating further projects necessary to meet
water demand at build-out conditions. These projects will be implemented as required by
development in the service area. Future water projects at various stages of evaluation to
maximize existing sources and to meet the demand at build-out include:
• Additional groundwater wells
• New 6 MGD surface water treatment plant in the eastern service area
• Regional conjunctive use projects with Valley District
These projects do not increase water supplies available to EVWD, but rather allow EVWD to
increase utilization and optimization of existing supplies and to make deliveries to the different
portions of the service area.
Furthermore, as discussed in Section 6.4.3, EVWD is actively seeking to purchase additional
outstanding shares of the NFMWC.
6.4.8 Summary of Existing and Planned Sources of Water
EVWD’s water supply is comprised of local groundwater, local surface water and SWP water.
EVWD is also developing a new recycled water supply that will be used to replenish the
groundwater basin. These same supplies will be used in the future but may shift toward more
surface water if EVWD constructs another surface water treatment plant.
As discussed in Part 1 Chapter 5, EVWD is applying a Reliability Factor of 15% to their supply
reliability analysis to account for uncertainties in supply and demand projections. The 15%
value is recommended in a study by the RAND Corporation that evaluated uncertainty factors in
the regional supplies and demands, including population growth, per capita water use, climate
change impacts on supplies and demands, SWP project supplies and local surface water
supplies. See Part 1 Chapter 5 for more details on how the Reliability Factor was established.
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For the purposes of supply projections in this 2020 IRUWMP, EVWD is using the 15% Reliability
Factor to establish a supply target of 15% more than total projected demand. While utilizing as
much local surface water and SWP supplies as feasible, EVWD will source all other supplies
from the San Bernardino Basin.
As discussed in Part 1 Chapter 3, the San Bernardino Basin is a shared resource, and the
Western-San Bernardino Judgement does not limit pumping by agencies within the Valley
District service area. Each agency can pump as much water as they need and if total pumping
by all agencies exceeds the safe yield, Valley District is responsible for replenishing the SBB.
As shown in Part 1 Chapter 5, the total planned use of San Bernardino Basin groundwater by
all agencies in Valley District’s service area, including the Reliability Factor, is below the safe
yield of the SBB through 2045 so supplemental recharge is not anticipated to be required and is
not included in EVWD’s supply projection. However, the SBB Groundwater Council, which
EVWD is a member of, may elect to recharge the SBB with supplemental water to provide
additional supply reliability.
Table 6-10 summarizes the water resources used by EVWD in 2020, and the projected future
supplies are summarized in Table 6-11.
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Table 6-10. DWR 6-8R Actual Water Supplies in 2020 (AF)
2020
WATER SUPPLY ADDITIONAL DETAIL ON WATER SUPPLY
ACTUAL
VOLUME WATER QUALITY
TOTAL RIGHT OR
SAFE YIELD
Groundwater (not desalinated) San Bernardino Basin (Bunker Hill) 15,169 Drinking Water
Surface water (not desalinated) Santa Ana River (part of SBB) 997 Drinking Water ~5,600
Purchased or Imported Water SWP - Direct Deliveries 2,208 Drinking Water
TOTAL 18,374
Table 6-11. DWR 6-9R Projected Water Supplies (AF)
PROJECTED WATER SUPPLY
2025 2030 2035 2040 2045
WATER SUPPLY
ADDITIONAL DETAIL ON
WATER SUPPLY
REASONABLY
AVAILABLE
VOLUME
REASONABLY
AVAILABLE
VOLUME
REASONABLY
AVAILABLE
VOLUME
REASONABLY
AVAILABLE
VOLUME
REASONABLY
AVAILABLE
VOLUME
Groundwater (not
desalinated)
San Bernardino Basin
(Bunker Hill) 10,257 10,736 11,205 11,620 12,035
Surface water (not
desalinated)
Santa Ana River (part of
SBB) 1,700 1,700 1,700 1,700 1,700
Purchased or
Imported Water SWP - Direct Deliveries 2,500 2,500 2,500 2,500 2,500
Recycled Water San Bernardino Basin -
Recycled Water Recharge 8,200 8,490 8,790 9,090 9,390
TOTAL 22,657 23,426 24,195 24,910 25,625
Recycled water recharge supplies shown indicate water that will be extracted from SBB and replaced in-kind with recycled water recharge. Surface and
imported water supplies indicate planned diversions and deliveries. Supplies from San Bernardino Basin are increased to meet the Total Supply Targ et with
15% Reliability Factor.
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Figure 6-4: EVWD Projected Supply and Demand Comparison (AF)
Table 6-12. DWR 7-2R Normal Year Supply and Demand Comparison (AF)
2025 2030 2035 2040 2045
Supply Totals
From Table 6-9R 22,657 23,426 24,195 24,910 25,625
Demand Totals
From Table 4-3R 19,702 20,371 21,040 21,661 22,283
DIFFERENCE 2,955 3,056 3,156 3,249 3,342
-
5,000
10,000
15,000
20,000
25,000
30,000
2025 2030 2035 2040 2045
SBB Groundwater - Precipitation
SWP - Direct Deliveries
SBB Surface Water - Direct
SBB Groundwater - Recycled Water Recharge
Normal Year Supply Target with Reliability Factor
Normal Year Demands
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6.4.9 Energy Intensity
Reporting water energy intensity has many benefits for water utilities and their customers
including:
• Identifying energy saving opportunities as energy consumption is often a large portion of the
cost of delivering water.
• Calculating energy savings and greenhouse gas (GHGs) emissions reductions associated
with water conservation programs.
• Potential opportunities for receiving energy efficiency funding for water conservation
programs.
• Informing climate change mitigation strategies.
• Benchmarking of energy use at each water acquisition and delivery step and the ability to
compare energy use among similar agencies.
In 2012 EVWD completed an Energy Optimization Study which identified the 15 largest energy
using facilities in the EVWD water system and determined that the total average monthly energy
use was 1,373,705 kilowatt-hours (kWh). EVWD also has a 10-year performance contract with
Honeywell International Inc. to assess the performance of energy cost reduction measures
(ECMs) at EVWD’s facilities. It was estimated that EVWD would save 1,055,940 kWh/yr due to
these ECMs.
In 2016, EVWD consumed a total of 15,059,699 kWh of energy for water facilities, for an energy
intensity of 870 kWh per AF of water delivered.
SNRC under construction
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6.5 Water Service Reliability Assessment
This section considers EVWD’s water supply reliability during normal years, single dry years,
and up to 5 consecutive dry water years. The supply reliability assessment discusses factors
that could potentially limit the expected quantity of water available from EVWD’s current source
of supply through 2045.
6.5.1 Constraints on Water Sources
During times of State-wide drought conditions, the availability of SWP may be reduced. These
conditions are normally known in advance, providing EVWD with the opportunity to plan for the
reduced supply. During a drought period, it is Valley District’s priority to make direct deliveries to
the water treatment plants operated by Redlands, WVWD, YVWD, and EVWD. Because
EVWD’s water treatment plant can use local surface water and imported water, during a single-
dry year EVWD may elect to take a small amount of imported water, making more imported
water available to other agencies. In this case, EVWD would utilize additional groundwater
through groundwater well production from the SBB. In a multiple dry year Valley District expects
to fulfill normal direct deliveries to water treatment plants, including EVWD’s treatment plant.
Some of EVWD’s wells are impacted by nitrate, perchlorate, fluoride, uranium, and/or VOCs.
EVWD has suspended operation at Well 12A. EVWD has plans in place that will allow these
wells to come back on-line. EVWD continues to monitor for groundwater contamination and the
movement of groundwater contaminant plumes. In response to water quality concerns EVWD
has altered operations at other wells to compensate for the reduced capacity and the following
actions have been put into place to protect EVWD supply:
• A wellhead treatment facility has been implemented to treat VOCs from Well 28A using
granulated activated carbon.
• EVWD blends water from Well 39 to address high fluoride levels.
• EVWD continues to monitor for nitrates in Wells 25A and 28A.
These past and ongoing groundwater treatment projects have demonstrated that treatment is an
economically viable alternative for handling volatile organic compounds, perchlorate, nitrates,
and uranium. To manage the long-term potential for continued groundwater contamination,
EVWD has an on-going land acquisition program. EVWD has vacant land available for future
facilities. Sites are selected for the development of new wells based on knowledge of the
plumes’ movement, land availability and engineering feasibility. Based on current conditions
water quality is not anticipated to affect EVWD supply reliability. However, water quality issues
are constantly evolving. EVWD will take action to protect and treat supplies when needed, but it
is recognized that water treatment can have significant costs.
As described in Part 1 Chapter 3, the SBB is adjudicated on a safe yield basis. EVWD
therefore can develop additional wells and over-extract groundwater under specified conditions
contained in the stipulated judgment and participates in the SBB GC to contribute to maintaining
basin sustainability. The wells in general have provided a stable source of water supply. Past
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records show that EVWD has not removed any well from its supply source during drought
conditions, although, some wells had to be lowered to continue extraction of groundwater. In
recent droughts, EVWD has maintained full capability to use all wells within its system. As
described in Part 1 Chapter 3, extensive modeling has been used to examine groundwater
recharge, groundwater pumping, basin storage, groundwater flow, and groundwater plume
location and plume migration.
6.5.2 Year Type Characterization
In general, groundwater and recycled water are less vulnerable to seasonal and climatic
changes than surface water (i.e. local and imported) supplies. The Western-San Bernardino
Watermaster, in collaboration with the BTAC, monitors groundwater levels and implement
supplemental recharge to maintain long term sustainability of local groundwater sources.
Further discussion of regional water resource management is included in Part 1, Chapter 3.
Per UWMP requirements, EVWD has evaluated reliability for an average year, single dry year,
and a 5 consecutive dry year period. The UWMP Act defines these years as:
• Normal Year: this condition represents the water supplies a supplier considers available
during normal conditions. This could be a single year or averaged range of years that most
closely represents the average water supply available.
• Single Dry Year: the single dry year is recommended to be the year that represents the
lowest water supply available.
• Five-Consecutive Year Drought: the driest five-year historical sequence for the Supplier,
which may be the lowest average water supply available for five years in a row.
6.5.3 Water Service Reliability
The results of the reliability assessment are summarized in the tables below.
Under single dry and consecutive dry year conditions, the assessment assumes that demands
will increase by as much as 10% due to increased outdoor water use. Although water use may
decrease in the later years of a multiple year drought due to implementation of conservation
measures and drought messaging, the assessment is based on a 10% increase throughout the
5-year drought to be conservative.
As described in Part 1 Chapter 3 and Chapter 5, the effects of a local drought are not
immediately recognized since the region uses the local groundwater basins to simulate a large
reservoir for long term storage. While SWP water and local surface water supplies may be
reduced in dry years, EVWD is able to pump additional groundwater from Bunker Hill to meet
total demands in dry years and participates in the SBB GC to replenish the basins with imported
and local water through regional recharge programs. Since EVWD’s total supplies are not
reduced in dry years, 2020 is considered the base year for all year types. Based on the
analysis, EVWD does not anticipate any shortage due to single or consecutive dry years. Even
though localized drought conditions should not affect supply, EVWD participates in several
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ongoing water conservation measures and regional recharge projects to optimize and enhance
the use and reliability of regional water resources. EVWD also has a water shortage
contingency plan to put into action as appropriate to reduce the demand during critical drought
years or other supply emergencies.
A summary of the basis of water year data is presented in Table 6-13. The percent of average
supply increases in drought years because EVWD’s groundwater production will increase to
meet an assumed increase in demands.
Table 6-13. DWR 7-1R Basis of Water Year Data
YEAR TYPE BASE YEAR
AVAILABLE SUPPLY IF YEAR TYPE
REPEATS AS PERCENT OF AVERAGE
SUPPLY
Average Year 2020 100%
Single-Dry Year 2020 110%
Consecutive Dry Years 1st Year 2020 110%
Consecutive Dry Years 2nd Year 2020 110%
Consecutive Dry Years 3rd Year 2020 110%
Consecutive Dry Years 4th Year 2020 110%
Consecutive Dry Years 5th Year 2020 110%
The projected supply and demand during a normal year are shown in Table 6-12.
The projected supply and demand during a single dry year are shown in Table 6-14. EVWD’s
demands in single dry years are assumed to increase by 10% above normal year demands.
The local groundwater basin EVWD produces water from has storage for use in dry years, so
EVWD can produce the volume of water needed to meet 100% of demands in single dry years.
EVWD supplies are 100% reliable during single dry years.
Table 6-14. DWR 7-3R Single Dry Year Supply and Demand Comparison (AF)
2025 2030 2035 2040 2045
Supply Totals 24,923 25,769 26,615 27,401 28,188
Demand Totals 21,672 22,408 23,143 23,827 24,511
DIFFERENCE 3,251 3,361 3,472 3,574 3,677
The projected supply and demand during five consecutive dry years are shown in Table 6-15.
EVWD’s demands in multiple dry years are assumed to increase by 10% above normal year
demands. The local groundwater basin EVWD produces water from has storage for use in dry
years, so EVWD can produce the volume of water needed to meet 100% of demands in multiple
dry years. EVWD’s supplies are 100% reliable during multiple dry years.
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Table 6-15. DWR 7-4R Multiple Dry Years Supply and Demand Comparison (AF)
2025 2030 2035 2040 2045
FIRST Supply Totals 24,923 25,769 26,615 27,401 28,188
YEAR Demand Totals 21,672 22,408 23,143 23,827 24,511
DIFFERENCE 3,251 3,361 3,472 3,574 3,677
SECOND Supply Totals 24,923 25,769 26,615 27,401 28,188
YEAR Demand Totals 21,672 22,408 23,143 23,827 24,511
DIFFERENCE 3,251 3,361 3,472 3,574 3,677
THIRD Supply Totals 24,923 25,769 26,615 27,401 28,188
YEAR Demand Totals 21,672 22,408 23,143 23,827 24,511
DIFFERENCE 3,251 3,361 3,472 3,574 3,677
FOURTH Supply Totals 24,923 25,769 26,615 27,401 28,188
YEAR Demand Totals 21,672 22,408 23,143 23,827 24,511
DIFFERENCE 3,251 3,361 3,472 3,574 3,677
FIFTH Supply Totals 24,923 25,769 26,615 27,401 28,188
YEAR Demand Totals 21,672 22,408 23,143 23,827 24,511
DIFFERENCE 3,251 3,361 3,472 3,574 3,677
6.6 Drought Risk Assessment
The Drought Risk Assessment (DRA) is a new analysis required for the 2020 UWMP, with a
focus on the five-year consecutive drought scenario beginning in 2021. Because EVWD relies
on a groundwater basin with significant storage, total available supplies do not vary on a
monthly or seasonal basis, so this analysis is conducted on an annual basis. Projected
demands and supplies from 2021-2025 are shown in Table 6-16.
Demands for 2021 – 2025 were assumed to increase at a uniform rate between the 2020 actual
use and 2025 projected use and were then increased by 10% to reflect higher anticipated
demands during dry years. The DRA uses the same water supply reliability assumptions used in
the Water Service Reliability Assessment described in Section 6.5 and the 15% Reliability
Factor is also applied to supplies in this DRA, therefore, this analysis shows a 15% supply
surplus for EVWD. EVWD can produce additional groundwater to meet any increases in
demand in dry years. As shown in Part 1 Chapter 5, the region as a whole has sufficient
supplies to meet demands plus the 15% Reliability Factor, even in a 5-year drought. As shown
in Part 1 Chapter 5 Figure 5-1, the SBB had over 4.8 million acre-feet in storage as of 2020
due to regional efforts to store water in wet years for use during dry years.
Although projections in this Plan show that the regional water supplies are sufficient to meet the
demands of EVWD and the Region as a whole, even during a 5-year drought (see Part 1
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Chapter 5), EVWD remains committed to water conservation and to being a good steward of
regional water resources to preserve supplies for the future due to the possibility of experiencing
more severe droughts than anticipated in this Plan.
Table 6-16: Five-Year Drought Risk Assessment (AF)
2021
Gross Water Use 20,503
Total Supplies 23,579
SURPLUS 3,076
2022
Gross Water Use 20,796
Total Supplies 23,915
SURPLUS 3,119
2023
Gross Water Use 21,088
Total Supplies 24,251
SURPLUS 3,163
2024
Gross Water Use 21,380
Total Supplies 24,587
SURPLUS 3,207
2025
Gross Water Use 21,672
Total Supplies 24,923
SURPLUS 3,251
6.7 Water Shortage Contingency Plan
The Water Shortage Contingency Plan (WSCP), which is a strategic plan that EVWD uses to
prepare for and respond to foreseeable and unforeseeable water shortages. A water shortage
occurs when water supply available is insufficient to meet the normally expected customer water
use at a given point in time. A shortage may occur due to a number of reasons, such as water
supply quality changes, climate change, drought, regional power outage, and catastrophic
events (e.g., earthquake). Additionally, the State may declare a statewide drought emergency
and mandate that water suppliers reduce demands, as occurred in 2014. The WSCP serves as
the operating manual that EVWD will use to prevent catastrophic service disruptions through
proactive, rather than reactive, mitigation of water shortages. The WSCP provides a process for
an annual water supply and demand assessment and structured steps designed to respond to
actual conditions. The level of detailed planning and preparation provide accountability and
predictability and will help EVWD maintain reliable supplies and reduce the impacts of any
supply shortages and/or interruptions.
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The WSCP was prepared in conjunction with the 2020 IRUWMP and is a standalone document
that can be modified as needed. EVWD’s WSCP is attached as Part 4 Appendix F-9.
6.8 Demand Management Measures
The Demand Management Measures (DMMs) section provides a comprehensive description of
the water conservation programs that EVWD has implemented for the past five years, is
currently implementing, and plans to implement in order to reduce demand. EVWD's current
per-capita consumption is less than its 2020 compliance target. EVWD expects to continue to
implement conservation programs to encourage conservation and maintain per-capita
consumption below the compliance target.
6.8.1 Existing Demand Management Measures
Consistent with the requirements of the California Water Code, this section describes the
required demand measurement measures (DMM) that have been implemented in the past five
years and will continue to be implemented into the future. Through the implementation of its
active water conservation programs, EVWD has met its Confirmed Water use Target for 2020.
To maintain efficient water use, EVWD intends to continue its current demand management
measures for the foreseeable future to consider future water use requirements that may be
implemented.
6.8.1.1 Water Waste Prevention Ordinances
As detailed in Section 15 of Ordinance 401 EVWD restricts water waste through its Water
Conservation Ordinance. Section 15 of Ordinance 401, adopted on May 12, 2021, prohibits
excessive irrigation runoff from a meter service area, irrigation after measurable rainfall, hosing
of hard surfaces, and using potable water to irrigate turf and high water use plant materials in
medians and bordering parkways during times of threatened supply conditions and water
emergency supply conditions (Ordinance 401 is included in Part 4 Appendix F-9).
6.8.1.2 Metering
All of EVWD’s customer connections are metered. EVWD has a meter maintenance and
replacement plan and recently completed implementation of AMI technology for all meters,
which enables two-way communication between EVWD’s customer billing system and the
customer meters for over 20,000 connections. This allows for near real-time notifications of
potential inefficient water use concerns. With the detailed usage data available in an AMI
system, customer service representatives have immediate access to consumers’ consumption
information. EVWD customers also have access to a customer portal where they can view their
own water use information in near real-time.
6.8.1.3 Conservation Pricing
Conservation pricing is designed to discourage wasteful water habits and encourage
conservation. EVWD charges its Residential customers using a budget-based structure which
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consists of three separate pricing tiers for potable water. The first tier is a customized estimate
of indoor water use for each household based on average household sizes identified by the
2010 U.S. Census. The second tier is an estimate of efficient outdoor irrigation. Tiers one and
two are considered in-budget water use and tier three represents inefficient water usage. EVWD
allows for specific variances which may require higher allocations of water for circumstances
such as medical need, in-home childcare, and livestock.
EVWD charges its Commercial customers differently in that their water budget is based on the
customer's historic use for the same billing periods of the prior two years. EVWD calculates an
average year demand for a billing period based on the same billing period of the past two years.
Commercial customers’ water budget may be adjusted by EVWD. Usage in excess of the water
budget is billed at inefficient use Tier 3 pricing.
Landscaping measurements were developed using lidar technology personalized for each
parcel. Given that the District is located in the foothills of the San Bernardino Mountains, EVWD
ensured accuracy of irrigated slopes. Additionally, irrigation accounts are not allocated water
use within Tier 1.
Metering with commodity rates, in particular budget-based rates, is an effective conservation
measure that directly associates cost with the amount of water used.
6.8.1.4 Public Education and Outreach
EVWD consistently works to educate the public and increase awareness of the District’s
projects and programs in the local and regional community. Effective communication is provided
through a number of methods including: bill inserts; informative flyers; direct mail pieces;
newspaper advertisements; bus shelter advertisements; news releases; social media outreach;
and website content. District staff participate in career day and school events, offer tours of
District facilities and support community events with information booths. Yard signs, fact sheets,
rebate programs, monthly conservation tips, vehicle magnets, banners, educational workshops,
and regular staff communication are also part of the District’s comprehensive outreach program.
EVWD continues to prioritize community education over strict enforcement. Through the
development of positive relationships with community-based organizations and residents alike,
the District can serve as a trusted resource in wet and dry years. Outreach efforts are used to
establish a connection with customers, increase District visibility, promote a transparent
operation, and foster an environment of enhanced public service. EVWD also provides school
visits and presentations when requested by the school.
6.8.1.5 Programs to Assess and Manage Distribution System Real Losses
EVWD has an active water loss control program and is in the process of conducting a water
audit for FY2020-2021. EVWD uses Cityworks work order program to track leaks, flushing, and
other non-revenue water sources. Through Cityworks and staying proactive in reviewing water
mains throughout the service area, EVWD identifies problem areas in the distribution system
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that need to be repaired or upgraded. EVWD uses preventative maintenance to ensure safe
delivery of water to all of its customers.
6.8.1.6 Water Conservation Program Coordination and Staffing Support
EVWD has a full-time conservation coordinator, conservation/public affairs manager, and a
member of the executive team, in addition to shared time for outreach staff, and empowers all
District staff to take an active role in the drought response. The program’s budget is funded
through budget-based rates. During times of drought where additional resources are needed to
minimize inefficient water use, all District staff are actively engaged in notifying customers of
observed violations of the Conservation Ordinance. Though not required in wet years, the
District has historically utilized part-time personnel to address the increased enforcement
requirements during times of drought.
6.8.1.7 Other Demand Management Measures
To encourage the efficient use of water in the residential sector, EVWD currently offers rebates
as shown in Table 6-17.
Table 6-17. Residential Rebate Program Summary
TITLE DESCRIPTION
High-Efficiency Washing Machine Up to $150, for the purchase of a clothes washer with a water factor of 5 or
less and is recognized as an EnergyStar appliance.
High-Efficiency Showerhead Up to $30, per showerhead that uses 2 gallons or less per minute and is
recognized by the WaterSense program.
High-Efficiency Toilets Up to $100, per toilet installed that uses 1.28 gallons or less per flush and is
recognized by the WaterSense program.
Direct Installation Program-
Weather Based Irrigation
Controllers
Weather based irrigation controllers (WBIC) use the weather to set your
irrigation schedule instead of a traditional sprinkler controller. To help
customers be water efficient outdoors, the District will replace your old
irrigation controller with a new WBIC through a new direct installation
program at no cost to the customer.
Weather-Based Irrigation
Controller
Up to $150, per weather-based irrigation controller installed that
automatically adjust irrigation schedules for sprinkler systems in response to
changing weather or environmental conditions
High-Efficiency Sprinkler Nozzles Up to $4, per High-Efficiency Sprinkler nozzle installed that uses less water per
minute than conventional nozzles.
Water Efficient Landscaping Up to $200, for water efficient landscaping that uses native plants, efficient
irrigation systems and other landscaping elements that thrive using less water
than traditional grass lawns.
EVWD currently offers multiple residential rebate programs to help customers achieve water
use efficiency. For more information about this DMM, visit:
https://www.eastvalley.org/275/Rebate.
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6.9 Adoption, Submittal and Implementation
This section describes EVWD’s process for adopting, submitting, and implementing the 2020
IRUWMP and EVWD’s WSCP.
6.9.1 Notice of Public Hearing
A joint notice was provided on behalf of all agencies whose 2020 UWMPs are part of the 2020
IRWUMP to all cities and counties and other stakeholders within the region that that 2020
IRUWMP is being prepared. This notice was sent at least 60 days prior to EVWD’s public
hearing. The recipients are identified in Part 1 Chapter 1 and include all cities and counties
within EVWD’s service area. A second notice was provided to these cities and counties with the
date and time of the public hearing and the location where the draft report was available for
review.
EVWD provided notice to the public through its website and published announcements of the
public hearing in a newspaper on two occasions before the hearing. Copies of the proof of
publication are included in Part 4 Appendix F-2.
6.9.2 Public Hearing and Adoption
EVWD held a public hearing on June 23, 2021, to hear public comment and consider adopting
this 2020 IRUWMP and EVWD’s WSCP.
As part of the public hearing, the EVWD provided information on their baseline values, water
use targets, and implementation plan required in the Water Conservation Act of 2009. The
public hearing on the 2020 IRUWMP took place before the adoption of the Plan, which allowed
EVWD the opportunity to modify the 2020 IRUWMP in response to any public input before
adoption. After the hearing, the Plan was adopted as prepared or as modified after the hearing.
EVWD’s adoption resolution for the 2020 IRUWMP and EVWD’s WSCP is included in Part 4
Appendix F-3.
6.9.3 Plan Submittal
EVWD will submit the 2020 IRUWMP and EVWD’s WSCP to DWR, the State Library, and cities
and counties within 30 days after adoption. 2020 IRUWMP submittal to DWR will be done
electronically through WUEdata, an online submittal tool.
6.9.4 Public Availability
No later than 30 days after filing a copy of its Plan with DWR, EVWD will make the plan
available for public review during normal business hours by placing a copy of the 2020
IRUWMP and EVWD’s WSCP at the front desk of the District’s office, and by posting the plans
on the District’s website for public viewing.
EVWD Part 2 Chapter 6
East Valley Water District 6-29 2020 IRUWMP – Public Review Draft
6.9.5 Amending an Adopted UWMP or Water Shortage Contingency
Plan
If the adopted 2020 IRUWMP or EVWD’s WSCP is amended, each of the steps for notification,
public hearing, adoption, and submittal will also be followed for the amended plan.
2020 IRUWMP
Part 3
Regional
Supporting
Information
Due to the size of the document, a link is provided for viewing online
Please click here to view this document online
F
2020 IRUWMP Part 4
East Valley Water District
Appendix F
Due to the size of this document a link is available to view online
Please click here to view this document online
B OAR D AG E N D A S TAF F R E P O RT
Agenda Item #4.
Meeting Date: June 23, 2021
P ublic Hearing
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: C o ns id er Adoption of R esolutio n 2021.12 - Ad o p ting the Water S ho rtage C o ntingency P lan, P ublic
Hearing
R E COMME N D AT IO N:
S taff recommends that the Board o f Direc to rs ad opt R esolution 2021.12 – Adopting the Water S ho rtage
C o ntingency P lan.
B AC KG R O UN D / AN ALYS IS :
T he C alifo rnia Urb an Water Management P lanning Ac t mandates that every urban s up p lier of water p ro vid ing
water for municipal purposes to mo re than 3,000 c us tomers or sup plying mo re than 3,000 ac re feet o f water
annually, p rep are and ad o p t, in acc o rdance with pres cribed req uirements , a Water S hortage C o ntingenc y P lan
(W S C P ). Eas t Valley Water Dis trict (E VW D) meets the d efinition o f an urban water s upplier fo r p urpos es o f
the UW MP Ac t.
T he W S C P is intend ed to be a guide to help EVW D and its cus tomers identify potential s ho rtages and ho w to
respond to them if they o cc ur. T he main features of the W S C P are as follo ws :
Us ed to prep are fo r and res p ond to water s hortages that may oc cur due to water q uality c hanges , c limate
c hange, drought, regional p o wer outage, or c atastro phic events s uc h as earthq uakes;
P ro vides a pro ces s fo r E VW D s taff to c o mplete an Annual As sessment beginning in 2022 that will b e
us ed to d etermine if there may be a water s hortage in the c oming year (not antic ip ated);
Des cribes d ifferent degrees of sho rtages and vario us ac tions that may be imp lemented to mitigate the
effects of a p o tential s upply s hortage;
Incorporates and aligns with the Water C o nservatio n s ection of EVW D’s O rd inanc e 401 adopted on
May 12, 2021.
T he UW MP Ac t spec ifies the req uirements and proc edures fo r ad o p ting suc h Water S hortage C o ntingency
P lans . P ursuant to rec ent amend ments to the UW MP Ac t, urb an water s upp liers are required to adopt and
elec tronic ally s ubmit their W S C P s to the C alifo rnia Department of Water R esourc es b y July 1, 2021. EVW D
has prep ared a W S C P in ac cord anc e with the UW MP Act and S B X7-7, and in acc o rdance with ap p lic ab le
legal req uirements , has undertaken c ertain coord inatio n, no tic e, pub lic invo lvement, pub lic c omment, and o ther
p roc ed ures in relation to its W S C P.
In acc ordanc e with the UW MP Ac t, the Eas t Valley Water Dis tric t has prepared its W S C P with its o wn s taff,
R ec o mmend ed b y:
John Mura
G eneral Manager/C EO
R espec tfully s ubmitted:
Jeff No elte
Direc tor of Engineering and O p erations
In acc ordanc e with the UW MP Ac t, the Eas t Valley Water Dis tric t has prepared its W S C P with its o wn s taff,
with the as s istanc e of c o nsulting profes s io nals , and in cooperation with other go vernmental agenc ies, and has
utilized and relied up o n ind ustry s tand ards and the exp ertis e o f ind us try profes s io nals in p rep aring its W S C P,
and has als o utilized the C alifo rnia Department o f Water R es ourc es G uid eb o o k for Urb an Water S upp liers to
P repare 2020 Urban Water Management P lans, in prep aring its W S C P.
In ac cordanc e with applic ab le law, a Notic e of a P ub lic Hearing regarding E VW D’s W S C P was pub lished
within the juris dictio n of E VW D on June 9, 2021 and June 16, 2021.
AGE N C Y GOALS AN D OB J E C T IVE S:
G o al and O bjectives I - Implement Effective S olutio ns T hrough Visionary Lead ers hip
a) Id entify O p portunities to O ptimize Natural R es ources
c ) S trengthen R egio nal, S tate and Natio nal P artners hips
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
a) Develo p P rojects and P ro grams to Ens ure S afe and R eliable S ervic es
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 the exec utive management team.
F IS CAL IMPAC T
T here is no fis cal imp ac t as s oc iated with this item.
ATTAC H M E NTS:
Description Type
Resolution 202 1.12 Resolution Lette r
Draft Water Sho rtage Contingency P lan EVW D Backup Material
East Valley Water District
Resolution 2021.12
Page 1 of 4
RESOLUTION NO. 2021.12
RESOLUTION OF THE BOARD OF DIRECTORS
OF THE EAST VALLEY WATER DISTRICT
ADOPTING THE WATER SHORTAGE CONTINGENCY PLAN
WHEREAS, The California Urban Water Management Planning Act, Water Code
Section 10610 et seq. (the UWMP Act), mandates that every urban supplier of water providing
water for municipal purposes to more than 3,000 customers or supplying more than 3,000 acre
feet of water annually, prepare and adopt, in accordance with prescribed requirements, a water
shortage contingency plan (WSCP); and
WHEREAS, East Valley Water District meets the definition of an urban water supplier
for purposes of the UWMP Act; and
WHEREAS, the UWMP Act specifies the requirements and procedures for adopting
such Water Shortage Contingency Plans; and
WHEREAS, pursuant to recent amendments to the UWMP Act, urban water suppliers
are required to adopt and electronically submit their WSCPs to the California Department of
Water Resources by July 1, 2021; and
WHEREAS, The East Valley Water District has prepared a WSCP in accordance with
the UWMP Act and SB X7-7, and in accordance with applicable legal requirements, has
undertaken certain coordination, notice, public involvement, public comment, and other
procedures in relation to its WSCP; and
WHERAS, the WSCP references and incorporates the provisions of the East Valley
Water District’s Water Conservation Ordinance No. 401 adopted on May 12, 2021; and
WHEREAS, in accordance with the UWMP Act, the East Valley Water District has
prepared its WSCP with its own staff, with the assistance of consulting professionals, and in
cooperation with other governmental agencies, and has utilized and relied upon industry
standards and the expertise of industry professionals in preparing its WSCP, and has also utilized
East Valley Water District
Resolution 2021.12
Page 2 of 4
the California Department of Water Resources Guidebook for Urban Water Suppliers to Prepare
2020 Urban Water Management Plans, in preparing its WSCP; and
WHEREAS, in accordance with applicable law, including Water Code sections
10608.26 and 10642, and Government Code section 6066, a Notice of a Public Hearing
regarding the East Valley Water District’s WSCP was published within the jurisdiction of the
East Valley Water District on June 9, 2021 and June 16, 2021; and
WHEREAS, in accordance with applicable law, including but not limited to Water Code
sections 10608.26 and 10642, a public hearing was held on June 23, 2021 at 5:30 pm, or soon
thereafter, virtually via Microsoft Teams, in order to provide members of the public and other
interested entities with the opportunity to be heard in connection with proposed adoption of the
WSCP and issues related thereto; and
WHEREAS, pursuant to said public hearing on the WSCP, the East Valley Water
District, among other things, encouraged the active involvement of diverse social, cultural, and
economic members of the community within East Valley Water District’s service area with
regard to the preparation of the WSCP, encouraged community input regarding East Valley
Water District’s WSCP; and
WHEREAS, the Board of Directors has reviewed and considered the purposes and
requirements of the UWMP Act, the contents of the WSCP, and the documentation contained in
the administrative record in support of the WSCP, and has determined that the factual analyses
and conclusions set forth in the WSCP are legally sufficient; and
WHEREAS, the Board of Directors desires to adopt the WSCP in order to comply with
the UWMP Act.
NOW THEREFORE BE IT RESOLVED, the Board of Directors of the East
Valley Water District hereby resolve as follows:
1. The Water Shortage Contingency Plan is hereby adopted as amended by
changes incorporated by the Board of Directors as a result of input received (if any) at the public
hearing and ordered filed with the Secretary of the Board of Directors;
East Valley Water District
Resolution 2021.12
Page 3 of 4
2. The General Manager is hereby authorized and directed to include a copy of
this Resolution in East Valley Water District’s WSCP;
3. The General Manager is hereby authorized and directed, in accordance with
Water Code sections 10621(d) and 10644(a)(1)-(2), to electronically submit a copy of the WSCP
to the California Department of Water Resources no later than July 1, 2021;
4. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code section 10644(a), to submit a copy of the WSCP to the California State Library,
and any city of county within which the East Valley Water District provides water supplies no
later than thirty (30) days after this adoption date;
5. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code section 10645, to make the WSCP available for public review at the East
Valley Water District’s offices during normal business hours and on the East Valley Water
District’s website no later than thirty (30) days after filing a copy of the WSCP with the
California Department of Water Resources;
6. The General Manager/CEO is hereby authorized and directed, in accordance
with Water Code Section 10635(b), to provide that portion of the WSCP prepared pursuant to
Water Code Section 10635(a) to any city or county within which the East Valley Water District
provides water supplies no later than sixty (60) days after submitting a copy of the WSCP with
the California Department of Water Resources;
7. The General Manager/CEO is hereby authorized and directed to implement the
WSCP in accordance with the UWMP Act and to provide recommendations to the Board of
Directors regarding the necessary budgets, procedures, rules, regulations or further actions to
carry out the effective and equitable implementation of the WSCP.
ADOPTED, this 23rd day of June 2021.
ROLL CALL:
Ayes:
Noes:
Absent:
Abstain:
East Valley Water District
Resolution 2021.12
Page 4 of 4
David E. Smith,
Board President
ATTEST:
John Mura,
Secretary, Board of Directors
June 23, 2021
I HEREBY CERTIFY that the foregoing is a full, true and correct copy of Resolution 2021.12
adopted by the Board of Directors of East Valley Water District at its Regular Meeting held June
23, 2021.
John Mura,
Secretary, Board of Directors
East Valley Water District
Water Shortage Contingency
Plan - Public Review Draft
JUNE 2021 East Valley Water District
East Valley Water District ii Water Shortage Contingency Plan
EAST VALLEY WATER DISTRICT
Water Shortage
Contingency Plan
Public Review Draft
East Valley Water District
JUNE 2021
Prepared by Water Systems Consulting, Inc.
East Valley Water District i Public Review Draft
TABLE OF CONTENTS
List of Figures ..................................................................................................................................................... ii
List of Tables ..................................................................................................................................................... iii
Acronyms & Abbreviations ............................................................................................................................. iv
East Valley Water District ............................................................................................................................... 1
1.0 Water Service Reliability Analysis ................................................................................................. 3
2.0 Annual Water Supply and Demand Assessment .......................................................................... 3
3.0 Water Shortage Stages ................................................................................................................... 6
4.0 Shortage Response Actions ................................................................................................................. 8
4.1 Supply Augmentation ................................................................................................................ 9
4.2 Demand Reduction ..................................................................................................................... 9
4.3 Operational Changes and Additional Mandatory Restrictions ..................................... 14
4.4 Emergency Response Plan ..................................................................................................... 14
4.5 Seismic Risk Assessment and Mitigation Plan ..................................................................... 15
4.6 Shortage Response Action Effectiveness ............................................................................ 15
5.0 Communication Protocols................................................................................................................ 15
6.0 Compliance and Enforcement ....................................................................................................... 16
7.0 Legal Authorities .............................................................................................................................. 17
7.1 Water Shortage Emergency Declaration .......................................................................... 17
7.2 Local/Regional Emergency Declaration ............................................................................. 17
8.0 Financial Consequences of WSCP................................................................................................ 17
9.0 Monitoring and Reporting ............................................................................................................. 18
10.0 WSCP Refinement Procedures ...................................................................................................... 18
11.0 Plan Adoption, Submittal and Availability ................................................................................. 18
References ....................................................................................................................................................... 19
Attachment 1: EVWD’S Ordinance – Water Conservation
Attachment 2: EVWD’s Local Hazard Mitigation Plan
Attachment 3: Adoption Resolution
East Valley Water District Table of Contents
East Valley Water District ii Public Review Draft
LIST OF FIGURES
Figure 1. Regional and Retail Agency Annual Assessment Process and Timeline .................................. 6
Figure 2. Crosswalk to DWR Six Standard Stages .................................................................................... 8
East Valley Water District Table of Contents
East Valley Water District iii Public Review Draft
LIST OF T ABLES
Table 1. Annual Assessment Procedure ......................................................................................................... 4
Table 2: DWR 8-1 Water Shortage Contingency Plan Stages ............................................................... 8
Table 3: DWR 8-3R Supply Augmentation & Other Actions .................................................................... 9
Table 4: DWR 8-2 Demand Reduction Actions ............................................................................................ 9
East Valley Water District Table of Contents
East Valley Water District iv Public Review Draft
ACRONYMS & ABBREVIATIONS
AWIA American Water Infrastructure Association
BTAC Basin Technical Advisory Committee
CWC California Water Code
CII Commercial, Industrial, and Institutional
DWR California Department of Water Resources
DRA Drought Risk Assessment
ERP Emergency Response Plan
EVWD East Valley Water District
GW Groundwater
IRUWMP Integrated Regional Urban Water Management Plan
LHMP Local Hazard Mitigation Plan
RRA Risk and Resilience Assessment
SWP State Water Project
UWWP Urban Water Management Plan
WSCP Water Shortage Contingency Plan
1
WATER SHORTAGE CONTINGENCY PLAN
East Valley Water District
This Water Shortage Contingency Plan is a strategic plan that the East Valley
Water District uses to prepare for and respond to water shortages.
The Water Shortage Contingency Plan (WSCP) is a strategic plan
that East Valley Water District (EVWD) uses to prepare for and
respond to foreseeable and unforeseeable water shortages. A
water shortage occurs when water supply available is insufficient to
meet the normally expected customer water use at a given point in
time. A shortage may occur due to a number of reasons, such as
water supply quality changes, climate change, drought, regional
power outage, and catastrophic events (e.g., earthquake).
Additionally, the State may declare a statewide drought emergency
and mandate that water suppliers reduce demands, as occurred in
2014. The WSCP serves as the operating manual that EVWD will
use to prevent catastrophic service disruptions through proactive,
rather than reactive, mitigation of water shortages. This WSCP
provides a process for an annual water supply and demand
assessment and structured steps designed to respond to actual
conditions. This level of detailed planning and preparation provide
accountability and predictability and will help EVWD maintain
reliable supplies and reduce the impacts of any supply shortages
and/or interruptions.
This WSCP was prepared in conjunction with EVWD’s 2020
UWMP, which is included in the 2020 Upper Santa Ana River
Watershed Integrated Urban Water Management Plan (2020
IRUWMP) and is a standalone document that can be modified as
needed. This document is compliant with the California Water
Code (CWC) Section 10632 and incorporated guidance from the
State of California Department of Water Resources (DWR) UWMP
Guidebook.
IN THIS SECTION
• Water Service
Reliability
• Annual Water
Supply and
Demand
Assessment
• Supply Shortage
Stages and
Response Actions
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 2 Public Review Draft
The WSCP describes the following:
1. Water Service Reliability Analysis: Summarizes EVWD’s water supply analysis and reliability
and identifies any key issues that may trigger a shortage condition.
2. Annual Water Supply and Demand Assessment Procedures: Describes the key data inputs,
evaluation criteria, and methodology for assessing the system’s reliability for the coming year
and the steps to formally declare any water shortage stages and response actions.
3. Water Shortage Stages: Establishes three water shortage stages to clearly identify and
prepare for shortages that are in compliance with regulatory requirements.
4. Shortage Response Actions: Describes the response actions that may be implemented or
considered for each stage to reduce gaps between supply and demand.
5. Communication Protocols: Describes communication protocols under each stage to ensure
customers, the public, and government agencies are informed of shortage conditions and
requirements.
6. Compliance and Enforcement: Defines compliance and enforcement actions available to
administer demand reductions.
7. Legal Authority: Lists the legal documents that grant EVWD the authority to declare a water
shortage and implement and enforce response actions.
8. Financial Consequences of WSCP Implementation: Describes the anticipated financial
impact of implementing water shortage stages and identifies mitigation strategies to offset
financial burdens.
9. Monitoring and Reporting: Summarizes the monitoring and reporting techniques to evaluate
the effectiveness of shortage response actions and overall WSCP implementation. Results are
used to determine if shortage response actions should be adjusted.
10. WSCP Refinement Procedures: Describes the factors that may trigger updates to the WSCP
and outlines how to complete an update.
11. Plan Adoption, Submittal, and Availability: Describes the process for the WSCP adoption,
submittal, and availability after each revision.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 3 Public Review Draft
1.0 Water Service Reliability Analysis
As part of the 2020 IRUWMP, EVWD completed a water supply reliability analysis for normal, single-dry,
and five-year consecutive dry year periods from 2025-2045. A Drought Risk Assessment (DRA) was
also performed to analyze supply reliability under five consecutive years of drought from 2021-2025. As
described in Chapter 3 of the 2020 IRUWMP, the effects of a local drought are not immediately
recognized since the region uses the local groundwater basins to simulate a large reservoir for long term
storage. EVWD is able to pump additional groundwater to meet increased demands in dry years and
participates in efforts to replenish the basins with imported and local water through regional recharge
programs. Additionally, EVWD implements several ongoing water conservation measures. Regional
recharge programs and conservation help to optimize and enhance the use of regional water resources.
Based on the 2020 IRUWMP analysis, EVWD’s water supply is reliable and not expected to see
impactful change under drought conditions.
Even though localized drought conditions should not affect supply, other shortages may occur due to a
number of reasons, such as water supply quality changes, regional power outage, State mandates for
water use efficiency standards, and catastrophic events (e.g., earthquake). Therefore, EVWD will use
this WSCP as appropriate to address shortages and other supply emergencies.
2.0 Annual Water Supply and Demand Assessment
As an urban water supplier, EVWD must prepare and submit an Annual Water Supply and Demand
Assessment (Annual Assessment). Starting in 2022, the Annual Assessment will be due by July 1 of
every year, as indicated by CWC Section 10632.1. The Annual Assessment is an evaluation of the near-
term outlook for supplies and demands to determine whether the potential for a supply short age exists
and whether there is a need to trigger a WSCP shortage stage and response actions in the current
calendar year to maintain supply reliability. This process will take place at the same time each year
based on known circumstances and information available to EVWD at the time of analysis and can be
update or revised at any time if circumstances change.
EVWD will establish and convene an internal WSCP Team to conduct the Annual Assessment each year.
The WSCP may include the following staff:
➢ Senior Engineer
➢ Operations Manager
➢ Production Supervisor
➢ Conservation Coordinator
➢ Business Services Manager
➢ Public Affairs/Conservation Manager
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 4 Public Review Draft
The Annual Assessment procedure, including key data inputs and evaluation criteria, is summarized in
Table 1. The Annual Assessment procedure and timeline, along with how it integrates with the annual
assessment that will be conducted on a regional basis in parallel, is shown graphically in Figure 1.
Table 1. Annual Assessment Procedure
TIMING
ASSESSMENT
ACTIVITIES
PROCEDURE, KEY DATA INPUTS, EVALUATION
CRITERIA AND OTHER CONSIDERATIONS STAFF RESPONSIBLE
JAN - FEB Estimate
unconstrained
demands for
coming year
Demands will be estimated based on water
sales forecasts from annual budget or prior
year demands plus any anticipated changes
Operations Manager
Chief Financial
Officer
JAN - FEB Estimate
available
supplies for the
year,
considering the
following year
will be dry
Each December, EVWD submits an order to
Valley District for the volume of SWP water
that is planned for use the following year. If
the requested volume is not available due to
reduced SWP supplies, EVWD will meet with
Valley District and other SWP users to
discuss reducing SWP orders and may
update the Annual Assessment to reflect a
shift from SWP to groundwater production, if
needed.
Estimates of available surface water supplies
from the Santa Ana River will be based on
contract month allotment and 25% of the river
flows in non-contract months.
The remainder of supply needs not met from
SWP and surface water will be pumped from
the SBBA. The SBBA is sustainably
managed to provide long term supply
reliability and is not anticipated to be
impacted in dry years. In the unlikely event
that local supplies are reduced, EVWD will
coordinate with the BTAC to identify available
supplies for the coming year.
Operations Manager
Senior Engineer
JAN - FEB Consider
potential
constraints that
may impact
supply delivery
Identify any known regional or EVWD
infrastructure issues that may pertain to near-
term water supply reliability, including repairs,
construction, and environmental mitigation
measures that may temporarily constrain
Operations Manager
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 5 Public Review Draft
TIMING
ASSESSMENT
ACTIVITIES
PROCEDURE, KEY DATA INPUTS, EVALUATION
CRITERIA AND OTHER CONSIDERATIONS STAFF RESPONSIBLE
capabilities, as well as any new projects that
may add to system capacity.
Identify any facilities out of service due to
water quality problems, equipment failure,
etc. that may impact normal water deliveries.
Identify any potential or emerging impacts to
groundwater quality, such as emerging
regulatory constraints that may limit use of
available supplies for potable needs.
FEB Convene
WSCP Team to
conduct Annual
Assessment
Compare supplies and demands and discuss
any constraints that may impact supply
delivery. If the potential for a shortage exists,
determine which shortage response stage
and actions are recommended to
reduce/eliminate the shortage.
Additionally, if the State declares a drought
state of emergency and requires demand
reductions, the WSCP Team will determine
which water shortage stage and response
actions are needed to comply with the State
mandate.
WSCP Team
JUNE Board of
Directors
If the potential for a shortage exists or the
State has mandated demand reductions, the
results of the Annual Assessment will be
presented to the EVWD Board of Directors,
including the recommended shortage stage
and response actions. The Board of
Directors may order the implementation of a
shortage stage and will adopt a resolution
declaring the applicable water shortage
stage.
General Manager
Board of Directors
Conservation
Coordinator
Public Affairs /
Conservation
Manager
ON-
GOING
Implement
WSCP actions,
if needed
Relevant members of EVWD staff will
implement shortage response actions
associated with the declared water shortage
stage
Conservation
Coordinator
Public Affairs /
Conservation
Manager
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 6 Public Review Draft
TIMING
ASSESSMENT
ACTIVITIES
PROCEDURE, KEY DATA INPUTS, EVALUATION
CRITERIA AND OTHER CONSIDERATIONS STAFF RESPONSIBLE
BY JULY 1 Submit Retail
Annual
Assessment
Send Final Retail Annual Assessment to
DWR
WSCP Team
Figure 1. Regional and Retail Agency Annual Assessment Process and Timeline
3.0 Water Shortage Stages
With the exception of a catastrophic failure of infrastructure, EVWD does not foresee imposing a water
shortage stage except under the State’s direction, as occurred in 2014. If a potential water supply
shortage is identified in the Annual Assessment, this section provides information on the water shortage
stages and response actions that EVWD may implement.
EVWD uses three (3) shortage stages to identify and respond to water shortage emergencies. At a
minimum, EVWD encourages baseline conservation efforts year-round, regardless of a shortage
emergency.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 7 Public Review Draft
Stage I – Normal Conditions:
Voluntary Conservation Measures Normal conditions shall be in effect when the District is able to meet
all the water demands of its customers in the immediate future. During normal conditions, all water users
should continue to use water wisely, to prevent the waste or unreasonable use of water, and to reduce
water consumption to that necessary for ordinary domestic and commercial purposes.
Stage II – Threatened Water Supply Condition:
In the event of a threatened water supply shortage which could affect the District's ability to provide water
for ordinary domestic and commercial uses, the Board of Directors shall hold a public hearing at which
consumers of the water supply shall have the opportunity to protest and to present their respective needs
to the District. The Board may then, by resolution, declare a water shortage condition to prevail, and the
conservation measures in Table 4 shall be in effect.
Stage III: Water Emergency
In the event of a water shortage emergency in which EVWD may be prevented from meeting the water
demands of its customers, the Board of Directors shall, if possible, given the time and circumstances,
immediately hold a public hearing at which customers of EVWD shall have the opportunity to protest and
to present their respective needs to the Board. No public hearing shall be required in the event of a
breakage or failure of a pump, pipeline, or conduit causing an immediate emergency. The General
Manager/CEO is empowered to declare a water shortage emergency, subject to the ratification of the
Board of Directors within 72 hours of such declaration, and the rules in Table 4 shall be in effect. The
Ordinance provides for exceptions under certain circumstances, establishes enforcement provisions,
defines the methods for declaring and terminating water conservation stages, and provides for the form
of notices and decisions of the Board of Directors. The specific water supply conditions for triggering
EVWD’s mandated conservation measures and the expected reduction in water use are summarized in
Table 2.
The CWC outlines six standard water shortage stages that correspond to a shortage compared to normal
year availability. The six standard water shortage stages correspond to progressively increasing
estimated shortage conditions (up to 10-, 20-, 30-, 40-, 50-percent, and greater than 50-percent shortage
compared to the normal reliability condition) and align with the response actions that a water supplier
would implement to meet the severity of the impending shortages.
The CWC allows suppliers with an existing WSCP that uses different water shortage stages to comply
with the six standard stages by developing and including a cross-reference relating its existing shortage
categories to the six standard water shortage stages. EVWD is maintaining the current three shortage
stages for this WSCP. A crosswalk defines how EVWD’s current water shortage stages will align with
the DWR’s standardized 6 stages of shortage. A visual representation of this alignment is shown in Figure
2
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 8 Public Review Draft
Figure 2. Crosswalk to DWR Six Standard Stages
Table 2: DWR 8-1 Water Shortage Contingency Plan Stages
SHORTAGE
STAGE
PERCENT SHORTAGE RANGE1
(NUMERICAL VALUE AS A PERCENT) WATER SHORTAGE CONDITION
1 Up to 10% Normal Condition (EVWD Stage 1)
2 Up to 20% Threatened Water Supply Condition (EVWD Stage 2)
3 Up to 30% Threatened Water Supply Condition (EVWD Stage 2)
4 Up to 40% Water Shortage Emergency: Mandatory Conservation
Measures (EVWD Stage 3)
5 Up to 50% Water Shortage Emergency: Mandatory Conservation
Measures (EVWD Stage 3)
6 >50% Water Shortage Emergency: Mandatory Conservation
Measures (EVWD Stage 3)
1 One stage in the Water Shortage Contingency Plan must address a water shortage of 50%.
4.0 Shortage Response Actions
This section was completed pursuant to CWC Section 10632(a)(4) and 10632.5(a) and describes the
response actions that must be implemented or considered for each stage to minimize social and
economic impacts to the community.
In accordance with Water Code 10632(b) EVWD analyzes and defines water features that are artificially
supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools
and spas.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 9 Public Review Draft
4.1 Supply Augmentation
Table 3 identifies the supply augmentation actions EVWD can take in the event of a water shortage
condition. EVWD currently maintains interconnections with SBMWD and the City of Riverside. During
water shortage emergencies, EVWD may be able to obtain supplemental water supply through these
connections, if available.
Table 3: DWR 8-3R Supply Augmentation & Other Actions
SHORTAGE
STAGE
SUPPLY AUGMENTATION
METHODS AND OTHER
ACTIONS BY WATER SUPPLIER
HOW MUCH IS THIS
GOING TO REDUCE
THE SHORTAGE GAP? ADDITIONAL EXPLANATION OR REFERENCE
3 Other purchases 0-100% EVWD has emergency water supply
connections to two adjacent water agencies
(SBMWD and the City of Riverside), volume
depends on supply availability from neighboring
agency
4.2 Demand Reduction
In addition to prohibitions on end uses, EVWD offers various rebates and programs to encourage
conservation (i.e. ultra-low flush toilet replacements, high efficiency washing machines, etc.). EVWD uses
budget based rate billing structure, which promotes water efficiency and allocates personal budget for
each customer. The reduction goal is to balance supply and demand. Table 4 summarizes these efforts
and end use prohibitions.
Table 4: DWR 8-2 Demand Reduction Actions
SHORTAGE
STAGE
DEMAND
REDUCTION
ACTIONS
HOW MUCH IS THIS
GOING TO REDUCE THE
SHORTAGE GAP?
ADDITIONAL EXPLANATION OR
REFERENCE
PENALTY, CHARGE, OR
OTHER ENFORCEMENT
All Improve
Customer
Billing
0-1% EVWD has established budget-based
rates for all customers to encourage
efficient use of water.
Yes
All Increase
Frequency of
Meter
Reading
0-1% EVWD has upgraded its meters to
Advanced Metering Infrastructure
(AMI) meters to provide more timely
information on water use.
Yes
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 10 Public Review Draft
SHORTAGE
STAGE
DEMAND
REDUCTION
ACTIONS
HOW MUCH IS THIS
GOING TO REDUCE THE
SHORTAGE GAP?
ADDITIONAL EXPLANATION OR
REFERENCE
PENALTY, CHARGE, OR
OTHER ENFORCEMENT
All Offer Water
Use Surveys
0-1% EVWD provides home water use
evaluations at no charge to its
customers. EVWD will provide
historical water use data to
commercial and industrial facilities for
use in developing a water
conservation plan for their facilities
Yes
All Provide
Rebates on
Plumbing
Fixtures and
Devices
0-1% EVWD has programs to provide
rebates to customers for purchase of
High Efficiency Toilets, High
Efficiency Showerheads, and High
Efficiency Washing Machines.
Yes
All Provide
Rebates for
Landscape
Irrigation
Efficiency
0-1% EVWD has programs to provide
rebates to customers for purchase of
Weather-Based Irrigation Controllers,
High Efficiency Sprinkler Nozzles and
Landscape Efficient Enhancements.
Yes
2 Expand
Public
Information
Campaign
0-20% Commercial and industrial facilities
shall, upon request of the General
Manager, provide EVWD with a plan
to conserve water at their facilities.
EVWD will provide these facilities
with information regarding the
average monthly water use by the
facility for the last two-year period.
The facility will be expected to
provide EVWD with a plan to
conserve or reduce the amount of
water used by that percentage
deemed by the Board of Director to
be necessary under the
circumstances. After review and
approval by the General Manager,
the water conservation plan shall be
considered subject to inspection and
enforcement by EVWD.
Yes
2 CII -
Restaurants
may only
serve water
upon request
0-1% Restaurants are not to provide
drinking water to patrons except by
request.
Yes
2 CII - Lodging
establishment
must offer opt
out of linen
service
0-1% Hotels and motels must offer their
guests the option to not have their
linens and towels laundered daily
and must prominently display this
option in each room.
Yes
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 11 Public Review Draft
SHORTAGE
STAGE
DEMAND
REDUCTION
ACTIONS
HOW MUCH IS THIS
GOING TO REDUCE THE
SHORTAGE GAP?
ADDITIONAL EXPLANATION OR
REFERENCE
PENALTY, CHARGE, OR
OTHER ENFORCEMENT
2 Landscape -
Limit
landscape
irrigation to
specific days
0-5% Upon notice and public hearing,
EVWD may determine that the
irrigation of exterior vegetation shall
be conducted only during specified
hours and/or days, and may impose
other restrictions on the use of water
for such irrigation. The irrigation of
exterior vegetation at other than
these times shall be considered to be
a waste of water.
Yes
2 Landscape -
Limit
landscape
irrigation to
specific times
0-5% Exterior landscape plans for all new
commercial and industrial
development shall provide for timed
irrigation and shall consider the use
of drought resistance varieties of
flora. Such plans shall be presented
to and approved by EVWD prior to
issuance of a water service letter
Yes
2 Landscape -
Limit
landscape
irrigation to
specific times
0-5% Public and private parks, golf
courses, swimming pools and school
grounds which use water provided by
the District shall use water for
irrigation and pool filling between the
hours of 6:00 p.m. and 6:00 a.m.
Yes
2 Landscape -
Other
landscape
restriction or
prohibition
0-5% Persons receiving water from EVWD
who are engaged in commercial
agricultural practices, whether for the
purpose of crop production or
growing of ornamental plants shall
provide, maintain and use irrigation
equipment and practices which are
the most efficient possible. Upon the
request of the General Manager,
these persons may be required to
prepare a plan describing their
irrigation practices and equipment,
including but not limited to, an
estimate of the efficiency of the use
of water on their properties.
Yes
2 Landscape -
Restrict or
prohibit runoff
from
landscape
irrigation
0-5% Any water used on premises that is
allowed to escape the premises and
run off into gutters or storm drains
shall be considered a waste of water.
Yes
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 12 Public Review Draft
SHORTAGE
STAGE
DEMAND
REDUCTION
ACTIONS
HOW MUCH IS THIS
GOING TO REDUCE THE
SHORTAGE GAP?
ADDITIONAL EXPLANATION OR
REFERENCE
PENALTY, CHARGE, OR
OTHER ENFORCEMENT
2 Other -
Prohibit use
of potable
water for
washing hard
surfaces
0-1% No water provided by EVWD shall be
used for the purposes of wash-down
of impervious areas, without specific
written authorization of the General
Manager/CEO.
Yes
2 Landscape -
Other
landscape
restriction or
prohibition
0-5% Medians and bordering parkways
located within the right-of-way are
prohibited from using potable water
to irrigate turf or other high water use
plant material as identified by the
Water Use Classifications of
Landscaping Species (WUCOLS)
Guide. Bordering parkways are
considered the strips of non-
functional ornamental turf adjacent to
the street. The continued irrigation
and preservation of trees is
encouraged.
Yes
2 Other -
Require
automatic
shut-off hoses
0-1% The washing of cars, trucks or other
vehicles is not permitted, except with
a hose equipped with an automatic
shut-off device, or a commercial
facility so designated on EVWD’s
billing records.
Yes
2 Pools and
Spas -
Require
covers for
pools and
spas
0-1% All residential, public and recreational
swimming pools, of all size, shall use
evaporation resistant covers and
shall recirculate water. Any
swimming pool which does not have
a cover installed during periods of
non-use shall be considered a waste
of water.
Yes
2 Other water
feature or
swimming
pool
restriction
0-1% Operating a water fountain or other
decorative water feature that does
not use re-circulated water is
prohibited.
Yes
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 13 Public Review Draft
SHORTAGE
STAGE
DEMAND
REDUCTION
ACTIONS
HOW MUCH IS THIS
GOING TO REDUCE THE
SHORTAGE GAP?
ADDITIONAL EXPLANATION OR
REFERENCE
PENALTY, CHARGE, OR
OTHER ENFORCEMENT
2 CII - Other CII
restriction or
prohibition
0-1% Persons receiving water from the
District who are engaged in
commercial agricultural practices,
whether for the purpose of crop
production or growing of ornamental
plants shall provide, maintain and
use irrigation equipment and
practices which are the most efficient
possible. Upon the request of the
General Manager, these persons
may be required to prepare a plan
describing their irrigation practices
and equipment, including but not
limited to, an estimate of the
efficiency of the use of water on their
properties. Commercial and industrial
facilities shall, upon request of the
General Manager, provide the District
with a plan to conserve water at their
facilities. The District will provide
these facilities with information
regarding the average monthly water
use by the facility for the last two-
year period, or the State of California
approved conservation base year.
The facility will be expected to
provide the District with a plan to
conserve or reduce the amount of
water used by that percentage
deemed by the Board of Directors to
be necessary under the
circumstances. After review and
approval by the General Manager,
the water conservation plan shall be
considered subject to inspection and
enforcement by the District.
Yes
3 Landscape -
Other
landscape
restriction or
prohibition
1-5% Commercial nurseries shall
discontinue all watering and
irrigation. Watering of livestock is
permitted as necessary.
Yes
3 Landscape -
Prohibit all
landscape
irrigation
1-5% Watering of parks, school grounds,
golf courses, lawns, and landscape
irrigation is prohibited.
Yes
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 14 Public Review Draft
SHORTAGE
STAGE
DEMAND
REDUCTION
ACTIONS
HOW MUCH IS THIS
GOING TO REDUCE THE
SHORTAGE GAP?
ADDITIONAL EXPLANATION OR
REFERENCE
PENALTY, CHARGE, OR
OTHER ENFORCEMENT
3 Other -
Prohibit use
of potable
water for
construction
and dust
control
0-1% No new construction meter permits
shall be issued by EVWD. All existing
construction meters shall be removed
and/or locked.
Yes
3 Other -
Prohibit use
of potable
water for
washing hard
surfaces
0-1% Washing down of driveways, parking
lots or other impervious surfaces is
prohibited.
Yes
3 Other -
Prohibit
vehicle
washing
except at
facilities using
recycled or
recirculating
water
0-1% Washing of vehicles, except when
done by commercial car wash
establishments using only recycled or
reclaimed water is prohibited.
Yes
3 Other water
feature or
swimming
pool
restriction
0-1% Filling or adding water to swimming
pools, wading pools, spas,
ornamental ponds, fountains and
artificial lakes are prohibited.
Yes
4.3 Operational Changes and Additional Mandatory Restrictions
During shortage conditions, operations may be affected by supply augmentation or demand reduction
responses. EVWD will consider their operational procedures when it completes its Annual Assessment.
Any additional mandatory restrictions implemented in response to the declaration of a shortage response
stage, beyond the actions listed in Table 3 and Table 4 are listed in EVWD’s Ordinance No. 401 Section
15 – Water Conservation provided in Attachment 1.
4.4 Emergency Response Plan
In 2020, EVWD completed a Risk and Resilience Assessment (RRA) and Emergency Response Plan
(ERP) in accordance with America’s Water Infrastructure Act (AWIA) of 2018. The purpose of the RRA
and ERP is to meet the AWIA compliance requirements and plan for long-term resilience of EVWD’s
infrastructure. The RRA assessed EVWD’s water system to identify critical assets and processes that
may be vulnerable to human and natural hazards, and to identify measures that can be taken to reduce
risk and enhance resilience from service disruption for the benefit of customers. The RRA identifies and
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 15 Public Review Draft
characterizes both infrastructure-specific and system-wide vulnerabilities and threats and quantifies the
consequences of disruption. The RRA also identifies various options (and constraints) in addressing and
mitigating risk. The RRA, in conjunction with the Emergency Response Plan (ERP), charts a course for
water system resilience. The RRA also provided various recommendations to increase reliability of
EVWD’s system. Since critical pieces of infrastructure and specific vulnerabilities are detailed in the RRA
and ERP, the contents of the document are confidential and for use by EVWD’s staff only. However,
EVWD can confirm that these plans meet the requirements set forth by AWIA and evaluate seismic risks
and mitigation actions to EVWD’s infrastructure.
In the event of a water shortage emergency resulting from equipment failure, power outage, or other
catastrophe, EVWD is prepared to purchase emergency water supplies from nearby agencies while
repairs or other remedial actions are underway. EVWD may also implement its three-stage plan for
conservation, as described above, with either voluntary or mandatory reductions depending on the
severity of the shortage. For severe disasters (Stage 3), mandatory water use reductions are specified.
4.5 Seismic Risk Assessment and Mitigation Plan
Disasters, such as earthquakes, can and will occur without notice. In addition to the AWIA RRA and
ERP, EVWD has a 2020 Local Hazard Mitigation Plan (LHMP) that includes an assessment of seismic
risk and mitigation for water facilities. The 2020 LHMP is included as Attachment 2.
The LHMP identified a set of hazard mitigation actions that are intended to reduce the impact of hazards,
including:
➢ Design new District facilities to withstand an 8.0 earthquake. This area of Southern California is
a high earthquake risk and exists on the fault zone.
➢ Pursue funding for retrofit programs to bring non-compliant structures up to code. These codes
help water agencies design and construct reservoirs, pump stations, groundwater wells, and
pipelines that resist the forces of nature and ensure safety.
4.6 Shortage Response Action Effectiveness
EVWD has estimated the effectiveness of shortage response actions in Table 3 and Table 4 when data
pertaining to such actions is available. It is expected that response actions effectiveness is also a result
of successful communication and outreach efforts.
5.0 Communication Protocols
The East Valley Water District prioritizes effective communication, especially in times of a water shortage
emergency. EVWD routinely communicates to customers about details on when a stage is announced.
Communication actions may include bill inserts, handouts, informative flyers, and direct mail pieces to
customers, newspaper advertisements, news releases, social media outreach, and website content.
EVWD continues to provide reminders about shortage stages and encourages conservation at all times.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 16 Public Review Draft
6.0 Compliance and Enforcement
EVWD always discourages excessive water consumption. EVWD is not likely to implement penalties or
charges for excessive use during short-term water shortages because they are limited in duration and,
at the time of declaration, are not expected to last more than a few weeks. EVWD could establish
restrictions or discontinue service in the case of repeat offenders under the Water Code of the State of
California.
The District focuses much of the drought response on educating customers, informing them of ways to
save, and serving as an informational resource. Unfortunately, there are times when additional measures
must be utilized to protect the water supply. The District has measures in place to address v iolations of
the Ordinance, which may result in the imposition of surcharges and restriction and/or termination of
water service as set forth below:
1. First Violation -- Issuance of written notice of violation of water user. The notice shall be given
pursuant to the requirements of Section 15.10 of Ordinance 401.
2. Second Violation -- For a second violation of Ordinance 401 within a 12-month period, or failure
to comply with the notice of violation within 30 days after notice of imposition, a surcharge of
$100.00 is hereby imposed for the meter through which the wasted water was supplied.
3. Third Violation -- For a third violation of this ordinance within a 12-month period, or for continued
failure to comply within 30 days after notice of an imposition of second violation sanctions, a one-
month penalty surcharge in the amount of $300.00 is hereby imposed for the meter through which
the wasted water was supplied. Appeals for violation penalties may be granted by the Community
Advisory Commission Board.
4. Subsequent Violations -- For any subsequent violation of this Ordinance, while in Stage No. 3,
within the twenty-four (24) calendar months after a first violation as provided in Section 15.09.01
hereof, the penalty surcharge provided in Section 15.09.05 hereof shall be imposed and the
District may discontinue water service to that customer at the premises or to the meter where the
violation occurred. The charge for reconnection and restoration of normal service shall be as
provided in the Rules and Regulations of the District. Such restoration of service shall not be
made until the General Manager/CEO of the District as determined that the water user has
provided reasonable assurances that future violations of this Ordinance by such user will not
occur.
The General Manager/CEO may grant permits for uses of water otherwise prohibited under the shortage
response actions if he determines that restrictions herein would either:
➢ Cause an unnecessary and undue hardship to the water user or the public
➢ Cause an emergency condition affecting the health, sanitation fire protection or safety of the water
use or of the public
Such exceptions may be granted only upon written application. Upon granting such exception permit, the
General Manager/CEO may impose any conditions determined to be just and proper.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 17 Public Review Draft
7.0 Legal Authorities
A WSCP was originally prepared by EVWD in 1992, in response to Assembly Bill 11X (AB 11X) signed
into law on October 14, 1991. The bill requires urban water suppliers providing municipal water directly
or indirectly to more than 3,000 customers or supplying more than 3,000 acre feet of water annually, to
draft a WSCP in case of a drought for the sixth consecutive year. Plan elements mandated by AB 11X
are addressed therein. The Plan was subsequently incorporated into the EVWD Ordinance No. 401
Section 15 – Water Conservation (this is included in Attachment 1). This section of the Ordinance
addresses water conservation measures the District has adopted for (1) normal conditions, (2) threatened
water supply conditions, and (3) emergency water shortage conditions.
7.1 Water Shortage Emergency Declaration
In accordance with Water Code Section Division 1, Section 350 – EVWD shall declare a water shortage
emergency condition to prevail within the area served by such distributor whenever it finds and
determines that the ordinary demands and requirements of water consumers cannot be satisfied without
depleting the water supply of the distributor to the extent that there would be insufficient water for human
consumption, sanitation, and fire protection.
7.2 Local/Regional Emergency Declaration
If a water shortage is approaching, EVWD shall coordinate with the cities, county, and tribe in its service
area for the possible proclamation of a local emergency.
8.0 Financial Consequences of WSCP
EVWD makes contributions to a rate stabilization fund contribution in accordance with a District
Designated Fund Policy established in July 2010. Funds discussed in the policy include the Rate
Stabilization Fund and the Capital Replacement Fund.
In the event of a water shortage, a two-point program will be utilized to meet the fiscal shortfall of reduced
water revenues:
1. Reduce operation and maintenance expenses.
2. Defer selected capital improvement projects until water shortage situation improves.
3. Rate Stabilization Funds, once accumulated, will serve as a third means of meeting fiscal
shortfalls.
To ensure EVWD’s customers comply with Ordinance No. 401 Section 15 – Water Conservation and
CWC Chapter 3.3 (Excessive Residential Water Use During Drought), additional costs may be incurred
to monitor and enforce response actions. The incurred cost may vary depending on the shortage stage
and duration of the water shortage emergency.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 18 Public Review Draft
9.0 Monitoring and Reporting
The water savings from implementation of the WSCP will be determined based on monthly production
reports which are reviewed and compared to production reports and pumping statistics from prior months
and the same period of the prior year. Under shortage conditions, these production reports could be
prepared as often as daily. At first, the cumulative consumption for the various sectors (e.g., residential,
commercial, etc.) will be evaluated for reaching the target level. Then if needed, individual accounts will
be monitored. Weather and other possible influences may be accounted for in the evaluation.
10.0 WSCP Refinement Procedures
The WSCP is best prepared and implemented as an adaptive management plan. EVWD will use results
obtained from their monitoring and reporting program to evaluate any needs for revisions. Potential
changes to the WSCP that would warrant an update include, but are not limited to, any changes to trigger
conditions, changes to the shortage stage structure, and/or changes to customer reduction actions.
Any prospective changes to the WSCP would need to be presented to the Community Advisory
Commission and the Legislative and Public Outreach Committee for feedback. Changes to the WSCP
would then be presented to EVWD’s Board for discretionary approval. Once discretionary approval has
been granted, EVWD will hold a public hearing, obtain any comments and adopt the updated WSCP.
Notices for refinement and the public hearing date will be published in the local newspaper in advance of
any public meetings.
11.0 Plan Adoption, Submittal and Availability
EVWD adopted this WSCP with the 2020 IRUWMP. The 2020 IRUWMP and WSCP were made available
for public review in June 2021 and a public hearing was held on June 23, 2021 to receive public input
on the draft 2020 IRUWMP and the WSCP.
The EVWD Board of Directors adopted the 2020 IRUWMP and the WSCP at a public meeting on June
23, 2021. The resolution of adoption is included as an attachment.
This WSCP was submitted to DWR through the WUEData portal before the deadline of July 1, 2021.
This WSCP will be available to the public on EVWD’s web site.
If EVWD identifies the need to amend this WSCP, it will follow the same procedures for notification to
cities, counties and the public as used for the 2020 IRUWMP and for initial adoption of the WSCP.
East Valley Water District Draft Water Shortage Contingency Plan
East Valley Water District 19 Public Review Draft
References
California Department of Water Resources. (2021). Urban Water Management Plan Guidebook 2020. Sacramento:
California Department of Water Resources.
Texas Living Waters Project. (2018). Water Conservation by the Yard: A Statewide Analysis of Outdoor Water
Savings Potential. Austin: Texas Living Waters Project, Sierra Club, National Wildlife Federation. Retrieved
from Texas Living Waters Project.
United States Environmental Protection Agency, Office of Water. (2002). Cases in Water Conservation: How
Efficiency Programs Help Water Utilities Save Water and Avoid Costs. United States Environmental
Protection Agency.
East Valley Water District Draft Water Shortage Contingency Plan
Attachment 1: EVWD’S Ordinance –
Water Conservation
East Valley Water District Draft Water Shortage Contingency Plan
Attachment 2: EVWD’s Local Hazard
Mitigation Plan
Hazard Mitigation Plan
Community of East Valley Water
District, CA
Adoption Date
TBD
Primary Point of Contact
Kelly Malloy
Director of Strategic Services
East Valley Water District
31111 Greenspot Road
Highland, CA 92346
Office: (909) 885-4900
kmalloy@eastvalley.org
2
TABLE OF CONTENTS
1 INTRODUCTION ...................................................................................................... 3
1.1 Purpose of the Plan ................................................................................................ 3
1.2 Plan Authority……………………………………………………………………………..4
1.3 Plan Updates and Organization ............................................................................. 5
2 PLANNING PROCESS ............................................................................................. 7
2.1 Organize Resources ............................................................................................ 10
2.2 Assess Risks…………………………………………………………………………….12
2.3 Develop the Mitigation Strategy ........................................................................... 13
2.4 Draft the Hazard Mitigation Plan .......................................................................... 13
2.5 Partner Engagement ............................................................................................ 14
2.6 Plan Adoption……………………………………………………………………………17
3 DISTRICT PROFILE ............................................................................................... 18
3.1 History……………………………………………………………………………………18
3.2 Current Jurisdiction .............................................................................................. 18
3.3 Geography and Natural Resources ...................................................................... 19
3.4 Socioeconomics ................................................................................................... 20
4 RISK ASSESSMENT .............................................................................................. 34
4.1 Asset Characterization ......................................................................................... 35
4.2 Hazard Identification ............................................................................................ 40
4.3 Hazard Profile……………………………………………………………………………43
4.4 Risk Summary………………………………………………………………………….100
5 CAPABILITY ASSESSMENT............................................................................... 106
5.1 Existing Plans and Programs ............................................................................. 106
5.2 Implementation Capacity .................................................................................... 110
6 MITIGATION STRATEGY .................................................................................... 113
6.1 Mitigation 5-Year Progress Report ..................................................................... 113
6.2 Mitigation Goals and Objectives ......................................................................... 116
6.3 Mitigation Actions ............................................................................................... 120
7 PLAN MAINTENANCE ......................................................................................... 126
7.1 Plan Integration………………………………………………………………………..126
7.2 Monitoring, Evaluating, and Updating ................................................................ 127
7.3 Continued Public Involvement ............................................................................ 128
3
1 INTRODUCTION
East Valley Water District (EVWD or the District) is a California Special District which
focuses on providing water and wastewater services within a portion of San Bernardino
County. Operating under the core values of Leadership, Partnership, and Stewardship,
East Valley Water District strives to enhance and preserve the quality of life for our
community through innovative leadership and world class public service. This Hazard
Mitigation Plan serves to enhance the District’s services by understanding natural
and man-made hazards and developing a strategy to reduce or eliminate damage
to infrastructure, interruption in critical lifeline services, and subsequent impacts
to the District’s service population.
1.1 PURPOSE OF THE PLAN
Located in San Bernardino County, California, East Valley Water District provides
essential water services to businesses and approximately 103,000 residents within the
City of Highland and portions of both the City and County of San Bernardino. The District
is in the process of expanding its operations to include wastewater treatment and water
reclamation services in 2021. The District understands these services are critical to their
customers and recognizes the importance of, and our responsibility to, reduce
vulnerability of critical assets and operations to natural and man-made hazards.
How this plan will help:
Utilities are uniquely challenged by both natural and man-made hazards, where a single
point of vulnerability or damage can have broad impacts throughout a service population.
These hazards have the potential to pose a significant threat to human health and safety,
property, critical infrastructure, and homeland security. For water utilities, damages to
critical infrastructure can disrupt essential services which are vital to the wellbeing of the
community.
Natural hazard impacts are inevitable, but consequences
can be reduced or avoided through hazard mitigation.
Hazard mitigation is any sustained action taken to
reduce or eliminate the loss of life, property, and
infrastructure from natural and man-made
hazards, and is one of the fundamentals of
emergency management, along with preparedness,
response, and recovery. These actions break the
cycle of disaster, damage, restoration, and repeated
damage by reducing vulnerability.
Hazard mitigation also lessens the financial impact of
disasters. For water utilities, mitigation reduces damage to
Damage Restore
4
infrastructure and improves continuity of service that supports economic activity and
provides residents with basic water needs for essential needs, sanitation and cooking.
The National Institute of Building Sciences estimates that on average, every $1 spent on
mitigation saves $6 in future disaster losses. Because of the broad impact of utilities and
the services they provide, mitigation for water and wastewater facilities can present a 31:1
return on investment.1
Hazard mitigation plans allow organizations to proactively strategize mitigation actions
that protect public safety, prevent damage to critical infrastructure, and optimize an
effective emergency management regime. This Hazard Mitigation Plan (HMP) documents
East Valley Water District’s relevant hazards, vulnerabilities, and risks and provides a
framework for the District to prioritize and focus efforts to implement mitigation actions
that minimize damage and service disruption.
1.2 PLAN AUTHORITY
Hazard Mitigation Plans are reviewed and approved by the Federal Emergency
Management Agency (FEMA) in accordance with the Robert T. Stafford Disaster Relief
and Emergency Assistance Act, as modified by the Federal Disaster Mitigation Act of
2000 (DMA 2000). This legislation provides the legal basis for FEMA mitigation planning
requirements for state, local, and tribal governments as a condition of hazard mitigation
grant assistance through programs like the Hazard Mitigation Grant Program (HMGP) or
Building Resilient Infrastructure and Communities (BRIC) program. Public utilities must
have an approved HMP to qualify for grant assistance through these programs. All
District services are currently financed solely through its rate structure, thus access to
grant assistance is critical to implement mitigation projects in addition to status quo
maintenance requirements.
DMA 2000 requires that states review local HMPs as part of the state hazard mitigation
planning process. The intent is to gather local hazard data and mitigation information for
use in state planning initiatives; to coordinate state and local hazard mitigation planning
efforts; and to ensure that local jurisdictions are developing strategies to reduce
vulnerabilities. Truly, the hazard mitigation planning process coordinates local,
state, and federal funding opportunities to implement strong projects that improve
community resilience.
The California Office of Emergency Services (Cal OES) Hazard Mitigation Planning
division is responsible for reviewing local HMPs in a fair and consistent manner and
ensuring that local plans meet Stafford Act and 44 CFR Section 201.6 requirements prior
to FEMA’s review. All HMPs must be updated, adopted and approved every five (5) years
to identify progress, incorporate new information, and validate any adjustments to the
mitigation strategy moving forward. This Plan expands upon the District’s previous HMP,
which was adopted in 2015. The update specifically aligns hazard data, service
population growth projections, and mitigation strategies with the District’s existing
1 Source: National Institute of Building Sciences. October 2018. Natural Hazard Mitigation Saves: Utilities
and Transportation Infrastructure. Web page:
https://cdn.ymaws.com/www.nibs.org/resource/resmgr/docs/MSv2_Utilities_and_Transport.pdf.
5
planning efforts including the EVWD Water Master Plan, San Bernardino Valley Regional
Urban Water Management Plan, America’s Water Infrastructure Act (AWIA) Assessment,
and Emergency Response Plan (ERP) with changes in organizational operations.
1.3 PLAN UPDATES AND ORGANIZATION
East Valley has taken the unique initiative to couple the 2020 Plan Update with a J100
Risk and Resilience Assessment (RRA) and Emergency Response Plan (ERP) update
as required by America’s Water Infrastructure Act (AWIA) of 2018. Coordinating these
planning initiatives allows the District to integrate the most recent hazard, vulnerability,
and risk information and streamline mitigation and response actions into an effective
emergency management program. The 2020 Plan Update includes the following sections:
Chapter 1 – Introduction: This section frames the background and purpose of the
plan and hazard mitigation in terms of water utilities. This subsection, summarizing
changes and additions to the 2015 Plan, is a new addition to the 2020 Plan Update.
Chapter 2 – Planning Process: The planning process outlines the approach to
update the HMP. The District used a workshop approach to organize resources,
assess risks, update the mitigation strategy, and conduct engagement and
outreach. Five workshops were held to update the plan in a transparent and
comprehensive manner with the Planning Team, District Board of Directors,
stakeholders, and the public.
Chapter 3 – District Profile: Characterizes the District’s service area to provide
context for the 2020 Plan update. This includes updated population estimates and
key statistics such as population density and age, critical customers, existing land
use, economic information to include top ten employment industries, and
population projections based on development trends and plans for expansion.
Chapter 4 – Risk Assessment: This chapter sets the stage for the District’s
mitigation strategies by describing the District’s facilities and evaluating natural and
man-made hazards relevant to EVWD services, describing the type, location,
extent, history, probability of occurrence, District vulnerability, and consequence
of each. Chapter 4 is adapted from the District’s RRA prepared in response to
AWIA. The 2020 Plan update includes one new natural hazard in the risk
assessment, plus malevolent threats, dependency and proximity hazards.
Chapter 5 – Capability Assessment: Identifies the District’s existing authority,
policies, plans, programs, and resources in relation to hazard mitigation and
documents EVWD’s ability to expand on and improve these programs. This section
is coordinated with the ERP and Threat and Hazard Identification and Risk
Assessment (THIRA) update conducted in response to AWIA, in alignment with
the RRA and 2020 Plan Update.
Chapter 6 – Mitigation Strategies: The updated mitigation strategy for East Valley
establishes mitigation goals and objectives to guide and focus District resources
for implementation. The 2020 Plan Update expands upon existing goals and
6
objectives to cover new hazards evaluated in the RRA and reports progress in
implementing local mitigation efforts since 2015.
Chapter 7 – Plan Maintenance: Provides the District’s strategy to annually assess
mitigation strategy implementation and updates in project priority, including
continued public involvement after the adoption of the 2020 Plan Update.
Appendices – The 2020 Plan Update appendices include the following:
o A. District Adoption Resolution (Pending Plan Approval)
o B. FEMA Review Tool
o C. Stakeholder and Public Engagement Materials
o D. Critical Facilities List
o E. EPA Guidance on Malevolent Threats
o F. J100 Risk Model
o G. Physical Security Assessment
o H. NIST Cybersecurity Assessment
o I. Drinking Water Source Assessments
o J. Proximity Hazard Analysis
o K. Mitigation Project Initiatives
7
2 PLANNING PROCESS
This section of the 2020 Plan Update documents the planning process used to review,
revise, and update the District’s HMP. A comprehensive description of the process
provides a permanent record of the approach and decisions made so it can be replicated
or adapted in future Plan updates.
The 2020 Plan Update was led by the District’s Planning Team, consisting of leaders with
extensive knowledge of and a vested interest in the performance and protection of District
assets and services. The Planning Team was strategically developed to include members
from each District department to facilitate an integrated and engaging planning process.
The Planning Team executed a workshop-based approach to update the plan, holding
three internal meetings to organize resources, assess risks, and update the mitigation
strategy. Two additional workshops were incorporated to involve District partners, obtain
concurrence from District Board Members, and engage the public - an integral part of the
2020 Plan Update.
Prior to submitting the plan update to Cal OES for review, the update process consisted
of:
Internal workshop 1: HMP Kick-Off and Planning, October 10, 2019 to
reconvene the planning team and organize resources.
Internal workshop 2: RRA Results, November 19, 2019 to incorporating new
data including completed projects, new hazards, recent events, critical
facilities, risk, and new initiatives and priorities.
Internal workshop 3: HMP Mitigation Strategy, November 20, 2019 to update
the hazard mitigation goals and objectives. Projects were updated through
Local Mitigation Plan Regulation Checklist
Requirement §201.6(b): An open public involvement process is essential to the
development of an effective plan. In order to develop a more comprehensive approach
to reducing the effects of natural disasters, the planning process shall include:
(1) An opportunity for the public to comment on the plan during the drafting stage
and prior to plan approval;
(2) An opportunity for neighboring communities, local and regional agencies
involved in hazard mitigation activities, and agencies that have the authority to regulate
development, as well as businesses, academia and other private and non-profit
interests to be involved in the planning process; and
(3) Review and incorporation, if appropriate, of existing plans, studies, reports,
and technical information.
Requirement §201.6(c)(1): [The plan shall document] the planning process used to
develop the plan, including how it was prepared, who was involved in the process, and
how the public was involved.
8
several workshops and conference calls integrated with the America’s Water
Infrastructure Act (AWIA) update process.
Drafting the plan from October 2019 through January 2020.
Partner Engagement workshop 4: Community Advisory Commission Meeting,
February 11, 2020 to facilitate stakeholder engagement.
Partner Engagement workshop 5: East Valley Water District Board Meeting,
February 26, 2020 to engage the District Board Members and allow for public
comment; and
Posting a summary of the Risk Assessment results on the District’s website for
public comment and hosting an online survey for 30 days to accept additional
feedback on the process.
Several conference calls, smaller group meetings, and site visits were held between
workshops and meetings to update the HMP. Appendix C contains sign-in sheets,
agendas, presentation materials, and meeting notes for the Partner Engagement
workshops. Appendix C also contains a log of questions and comments received from the
workshops and online survey tool, and how each of those questions is addressed in the
2020 Plan Update.
The remainder of this section describes the process to organize resources, assess risks,
develop the mitigation strategy, and engage community stakeholders including the public.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(1)) Figure 2-1 documents how the plan was prepared by
including a schedule along with activities conducted leading up to the formal adoption
of the 2020 Plan Update. Activities to develop the 2020 Plan Update are provided in
Section 2.1.1. Planning Team.
- 9 -
Figure 2-1. 2020 Plan Update Activity Schedule
Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20
Workshop 1: Project Kick-off and Planning (Oct. 20, 2019)
Workshop 2: RRA Results & HMP Strategies Workshop (Nov. 19, 2019)
Workshop 3: HMP Mitigation Strategy (Nov. 20, 2019)
Draft 2020 Plan Update
Workshop 4: Community Advisory Commission Meeting (Feb. 11, 2020)
Workshop 5: EVWD Board Meeting (Feb. 26, 2020)
Public Comment Period (30 Days)
Finalize Draft HMP and REMA Plan Review Tool for Submission
CalOES Submission and Revision Period
CalOES Submits HMP to FEMA Region IX
FEMA Region IX Coordination and Revision
Plan Adoption
10
2.1 ORGANIZE RESOURCES
The first step in the 2020 Plan Update was to reconvene the Planning Team and organize
resources available, identify key partners to engage, and establish a schedule. This was
completed through an internal kick-off workshop on October 10, 2019 at East Valley
Water District. The kick-off workshop for the 2020 Plan Update was coupled with an ERP
mid-planning meeting. The workshop discussed the value of hazard mitigation, identified
the Plan Update approach, updated the Planning Team list, identified stakeholders and
public engagement opportunities, and identified existing plans, studies and reports to
incorporate into the 2020 Plan Update. The workshop results and accomplishments are
provided below.
2.1.1 Planning Team
The Planning Team is the backbone of the planning process and leads the 2020 Plan
Update. The development of this plan comprises the input and incorporation of
representatives from each District department so each function can claim ownership to
the mitigation strategy. The Planning Team is representative of the following departments:
Strategic Services, Operations, Human Resources, Engineering, Facilities, Maintenance,
Water Quality, Finance, and IT. During the Planning Team meetings, the group
participated in activities to review the existing plan, identify opportunities for improvement,
discuss hazards being evaluated, and develop specific mitigation measures necessary at
the District facilities.
The following members comprise the 2020 Update Planning Team:
Core Team Members
John Mura – General Manager/Chief Executive Officer, final review and
approval.
Cecilia Contreras – Senior Administrative Assistant, Planning Team Chair.
Kelly Malloy – Director of Strategic Services, primary point of contact and
project lead.
Patrick Milroy – Operations Manager, point of contact for EVWD
operations.
Workshop Attendees
Aaron Albrecht – IT/Network Administrator, led the cybersecurity
assessment to determine cyber asset vulnerability.
Dale Barlow – Facilities Coordinator, led site visits to determine physical
security and vulnerability.
Kerrie Bryan – Human Resources/ Risk& Safety Manager, provided input
on employee impacts.
11
Michael Hurst – Water Quality Coordinator, provided input on
contamination events and consequences.
Edward King – Senior Production Supervisor, provided input on surface
and groundwater treatment operations.
Rocky Welborn – Senior Engineer, provided input on organizational roles
and responsibilities.
Jon Peel – Senior Lead Field Service Worker, provided input on the
maintenance program and vulnerability.
Brian Tompkins – Chief Financial Officer, provided input on business
continuity.
2.1.2 Coordination with Other Jurisdictions, Agencies, and Organizations
The Planning Team employed an exercise in the kick-off workshop that identified what
partners need to be involved in the 2020 Plan Update, and how they should be engaged.
Identifying jurisdictions, critical customers, local and regional agencies helped to foster
the conversation regarding hazards and shared risks. Relevant jurisdictions are
communities served by the District and/or engaged in mutual aid agreements Some of
these jurisdictions may regulate development which ultimately influences service
demand. Critical customers are customers or vulnerable populations serviced by the
District. Key Local and Regional agencies are engaged in mutual aid agreements and/or
are conveyance agencies. A non-comprehensive list of key stakeholders identified
through this process include:
Jurisdictions served by the District or engaged in mutual aid agreements
City of Highland
City of San Bernardino
San Bernardino County
Critical Customers served by the District
San Manuel Band of Mission Indians
Patton State Hospital
Beaver Medical Group
Local and Regional Agencies engaged in mutual aid agreements or are
conveyance agencies
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(1)) The 2020 Plan Update is specific to East Valley Water
District operations and assets and is not a multi-jurisdictional plan with other
jurisdictions seeking approval. However, the District recognizes the importance of
engaging partners and stakeholders to align mitigation strategies. Jurisdictions,
agencies, and organizations identified for engagement are listed below.
12
San Bernardino County Office of Emergency Services
San Bernardino Valley Municipal Water District
Bear Valley Mutual Water Company
State Water Resources Control Board
Activities engaging agency stakeholders and the public are further described in Section
2.5, Partner Engagement.
2.1.3 Review and Incorporate Existing Information
The 2020 Plan Update is coordinated with updates to the District’s RRA, ERP, and
THIRA. The Planning Team reviewed the RRA, ERP, and THIRA drafts in addition to the
District’s 2013 Sewer Master Plan, 2014 Sewer System Management Plan, and 2019
Water System Master Plan to identify new hazards, historic events, critical facilities, new
initiatives, and projects to incorporate in the 2020 Plan Update. Details on relevant
information plans and integration of information to maintain consistency with each plan
update are provided in Section 5.1.2.
In addition to District-specific plan review and coordination, local and state plans were
reviewed to align goals and objectives. These plans include the 2018 State of California
Hazard Mitigation Plan, 2015 San Bernardino Valley Regional Urban Water Management
Plan, 2018 California Water Plan Update, and the 2017 San Bernardino County Multi-
Jurisdictional Hazard Mitigation Plan, and 2012 City of Highlands General Plan.
2.2 ASSESS RISKS
The Planning Team engaged in a second internal workshop on November 19, 2019 to
review the RRA results, which leverages the ANSI/AWWA J100-13 methodology (J-100
or standard) and builds on existing vulnerability assessments which used the RAM-WSM
methodology framework to comply with the Bioterrorism Act of 2002.
The RRA profiles natural and man-made hazards applicable to the District and assesses
the problem based on the hazard’s consequence, District vulnerabilities, and probability
of occurrence. The RRA hazard profiles were developed by reviewing the hazard profiles
of the 2015 Plan in addition to FEMA-identified hazards to determine relevant hazards.
Relevant hazards are those which have historically occurred or have potential to occur
Local Mitigation Plan Regulation Checklist
Requirement §201.6(b)(3)) The Planning Team reviewed and incorporated existing
plans, studies, reports, and technical information to streamline the 2020 Plan Update
with additional ongoing emergency management program initiatives.
13
within the service area. The RRA calculates risk from these assessments and ranks the
hazards based on potential monetary consequence to the District and region.
The 2020 Plan update includes one new natural hazard in the risk assessment: Land
Subsidence. Man-made hazards are also included in the 2020 Plan update, including
malevolent threats such as cyber security and physical security, and dependency hazards
such as power loss and the State Water Project.
2.3 DEVELOP THE MITIGATION STRATEGY
The mitigation strategy is the heart of the 2020 Plan Update, and is made of three
components: Goals, Objectives, and Actions. The strategy serves as the blueprint for
reducing potential losses identified in the RRA and summarizes these components in an
action plan. An effective action plan identifies and prioritizes projects, identifies potential
funding sources, and names supporting partners for implementation. Additionally, the
Planning Team assessed the District’s governing regulations, ordinances and policies in
order to accomplish mitigation actions established through the planning process. These
regulations are incorporated in Chapter 6. Mitigation Strategy. The Planning Team
convened on November 20, 2019 to review the 2015 mitigation strategy goals, objectives,
and actions and updated them based on results from the RRA and alignment with other
local and regional initiatives. During this activity, the Planning Team considered what
long-term outcomes need to be achieved, how to define and organize mitigation actions
to connect with goals, initiatives the District will take to reduce risk, and how to prioritize
and implement the action.
The Planning Team reviewed each goal from the 2015 Plan and accompanying objective,
ultimately revising each of the 5 existing goals and including 7 new goals to address new
natural and man-made hazards covered in the risk assessment. As part of a combined
RRA and HMP effort, the Planning Team compiled a list of recommended mitigation
initiatives that incorporates the 2015 project list. The mitigation initiatives include actions,
project criticality, duration, impact, and estimated project costs.
In-person meetings were held with the Planning Team to solicit their input and review
sections of the HMP. Each meeting focused on specific sections from the 2020 Plan
Update, including the Introduction, District Profile, Participation Information, Planning
Process and Public Involvement, Risk Assessment, Mitigation Strategy, and Plan
Maintenance.
2.4 DRAFT THE HAZARD MITIGATION PLAN
Drafting the 2020 Plan Update utilized the review process outlined above to integrate the
technical and the collaborative efforts of the District. The 2020 Plan Update is measured
against a FEMA Region IX Local Mitigation Review Tool, linking the federal requirement
within a section of the Plan where the information can be found. The completed Plan
Review Tool is included in Appendix B.
14
2.5 PARTNER ENGAGEMENT
Engaging outside agencies in the planning process fosters collaboration amongst
organizations with similar interests and goals and can support in directing resources
holistically to the greatest risk and vulnerabilities present to multiple parties. The District
has built partnerships with jurisdictions and critical customers in the service area, local
and regional water distribution agencies along with regional and state regulatory
agencies. These key stakeholders and the public were involved in the 2020 Plan Update
through review of the District’s hazard assessment and mitigation strategy.
2.5.1 Stakeholder Engagement
The Planning Team Chair and Director of Strategic Services extended individual
invitations via email to approximately 70 stakeholders identified through the Chapter 2.1.2
process to attend the February 11 Community Advisory Commission meeting. Many
invited stakeholders were through the Emergency Response Network of the Inland
Empire (ERNIE). ERNIE consists of 27 agencies and jurisdictions who voluntarily enter
into mutual aid agreements to help agencies and jurisdictions respond to disasters and
acquire resources to assist in recovery through California Water/Wastewater Agency
Response Network (CalWARN).
The City of Redlands, Riverside Public Utility, Patton State Hospital, and San Bernardino
County Office of Emergency Services joined the Community Advisory Commission to
review the preliminary findings of hazard profiles, a high-level summary of the risk
assessment, and the goals and objectives of the mitigation strategy. Those stakeholders
unable to attend were invited to share their concerns directly with the Planning Chair
and/or comment on the draft plan via online survey. Table 2-1. provides the invited
stakeholders, meeting attendees, and meeting representatives. Comment collected
during the Community Advisory Commission meeting are logged in Appendix C and
include responses of how they have been incorporated in the 2020 Plan Update.
Table 2-1. Community Advisory Commission Meeting Engagement
Agency or Jurisdiction
Invited
Attended CAC
Meeting Meeting Representative
Bighorn Desert View Water
Agency No -
City of Banning No -
City of Big Bear Lake, DWP No -
City of Corona, DWP No -
City of Redlands Yes
Paul Mariscal, Senior water
Treatment Operator
Kevin Watson, Utilities Operations
Manager
City of Riverside, Public Works
& Public Utilities Yes Freddy Armijo, Project Manager
15
Agency or Jurisdiction
Invited
Attended CAC
Meeting Meeting Representative
City of San Bernardino Water
Department No -
Eastern Municipal Water
District No -
Hi-Desert Water District No -
Home Gardens County Water
District No -
Joshua Basin Water District No -
Jurupa Community Services
District No -
Elsinore Valley Municipal
Water District No -
Lake Hemet Municipal Water
District No -
Monte Vista Water District No -
Patton State Hospital Yes Chris Michaelson, Maintenance
Rancho California Water
District No -
Riverside Highland Water
Company No -
Rubidoux Community Services
District No -
San Antonio Water Company No -
San Bernardino Valley
Municipal Water District No -
San Bernardino County Office
of Emergency Services Yes Miles Wagner, Emergency Service
Officer
San Manuel Band of Mission
Indians No -
Santa Ana Watershed Project
Authority No -
Twentynine Palms Water
District No -
West Valley Water District No -
Western Municipal Water
District No -
Yucaipa Valley Water District No -
16
2.5.2 Public Engagement
Although the February 11, 2020 Community Advisory Commission meeting was open to
the public, an additional effort was made to solicit public input during the District’s Board
Meeting on February 26, 2020. District Board meetings are held every second and fourth
Wednesday of the month and are open to the public, with agendas and meeting minutes
posted to the District’s website. The District leveraged social media channels including
Facebook, Instagram, and Nextdoor, and public notices including bill inserts to advertise
for attendance. Information about the 2020 Plan Update was posted on the District’s
website (www.eastvalley.org) and on Board Agendas to accept public comments.
At the Board Meeting, the District presented the risk assessment findings, goals and
objectives of the 2020 Plan Update, redacting sensitive information and security details
as appropriate. After the information was presented, the District opened the floor to
discuss whether the findings, goals, and objectives accurately captured the natural
hazards and their consequences in the District’s service area, if the mitigation strategies
adequately respond to the natural hazards, and identify further opportunities to create
collaborative solutions. Additionally, the District provided an electronic survey to capture
public questions and comments. This survey was discussed at the District Board meeting
and posted on the District’s website for further comment collection.
The District collected public input on the 2020 Plan Update for 30 days. Reviewers were
invited to submit their comments via email or virtual survey. These comments were
collected by the District and compiled in a database to ensure that each was appropriately
addressed in the plan. This database of comments and how each were addressed is
provided in Appendix C, along with details of the public involvement process including
meeting dates, purpose, agendas, sign-in sheets, minutes, and more.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(b)(2)) Neighboring communities, local and regional agencies,
and other organizations identified as key stakeholders were provided an opportunity to
engage in the planning process through the Community Advisory Commission meeting
held February 11, 2020. Stakeholders were invited to participate in the workshop
through direct targeted outreach by the Planning Team Chair and the Director of
Strategic Services, including emails and phone calls. Emails are included as planning
process documentation in Appendix C.
17
2.6 PLAN ADOPTION
Upon completion of CalOES and FEMA review of the 2020 Plan Update and receipt of
the “Approved Pending Adoption” letter from FEMA, the East Valley Water District
Governing Body will formally adopt the updated 2020 Hazard Mitigation Plan (HMP).
The resolution formally adopting the 2020 Plan Update will be placed in Appendix A upon
Board approval. The HMP and feedback from CalOES and FEMA will be reviewed for
approval by the following District Promulgation Authorities:
David E. Smith: Chairman of the Board, District Board of Directors
Phillip R. Goodrich: Vice Chairman of the Board, District Board of Directors
Chris Carrillo: Governing Board Member, District Board of Directors
Ronald L. Coats: Governing Board Member, District Board of Directors
James Morales Jr.: Governing Board Member, District Board of Directors
John Mura: General Manager/CEO
Local Mitigation Plan Regulation Checklist
Adoption by the Local Governing Body – Requirement §201.6(c)(5): [The local
hazard mitigation plan shall include] documentation that the plan has been formally
adopted by the governing body of the jurisdiction requesting approval of the plan (e.g.,
City Council, County Commissioner, Tribal Council).
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(b)(1)) The public was provided multiple opportunities to engage
in the planning process through open meetings and a virtual survey. The District
engaged in an outreach campaign to invite the community to the Community Advisory
Commission meeting on February 11, 2020 and a District Board Meeting on February
26, 2020. The District encouraged additional feedback on the draft plan through a
virtual survey soliciting for public comment regarding the hazards within the
community. The District created a database of public comment provided during the
Community Advisory Commission and Board meetings and feedback given online
based on a summary of the Draft Plan. The feedback was addressed in this same
database and incorporated into the plan where appropriate. Appendix C contains this
database of comments and District responses.
18
3 DISTRICT PROFILE
3.1 HISTORY
Originally named East San Bernardino County Water District, the District formed to
provide domestic water services to unincorporated and agricultural-based communities
in the foothills of the San Bernardino Mountains in 1954. Water service was originally
provided to the City of Highland and unincorporated areas of the County of San
Bernardino. Over the years, some of the unincorporated County land was annexed into
the City of San Bernardino but water service remained the District’s responsibility.
In 1957, the District assumed responsibility for the service area’s wastewater conveyance
system. The District conveys wastewater to the City of San Bernardino for treatment at
the San Bernardino Water Reclamation Plant (SBWRP) via the regional East Trunk
Sewer Line. The SBWRP and a portion of the East Trunk Sewer are owned and operated
by the City of San Bernardino.
The name of the District was formally changed to East Valley Water District in 1982. In
2005, EVWD developed its first local HMP, which has subsequently been updated in 2010
and 2015. The District has received FEMA grant assistance to implement three key
mitigation projects at critical facilities.
3.2 CURRENT JURISDICTION
The extent of the current water distribution and wastewater conveyance service area
covers approximately 3,228 acres (30 square miles) and 103,000 residents. The District’s
historically agriculturally dominated service area has urbanized, including the City of
Highland and portions of both the City and County of San Bernardino. All water and
wastewater conveyance services and system maintenance are financed solely by rates
in that customers pay only for the benefits and services they receive. EVWD customers
currently include residential and non-residential organizations including the San Manuel
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(d)(3): A local jurisdiction must review and revise its plan to
reflect changes in development, progress in local mitigation efforts, and changes in
priorities, and resubmit it for approval within 5 years in order to continue to be eligible
for mitigation project grant funding.
The 2020 Plan Update has been revised from the 2015 Plan to reflect changes in
service population and development trends. The District Profile characterizes the
service area to provide context for the risk assessment and mitigation strategy
presented in this plan.
19
Band of Mission Indians, Patton State Hospital, and others. By 2021, EVWD will expand
its service offerings within the existing service area to provide wastewater treatment
services. Future updates to the Plan will account for changes in development and
expanded services and will be reflected in other District plan updates.
Figure 3-1. East Valley Water District Service Area
3.3 GEOGRAPHY AND NATURAL RESOURCES
The District encompasses the northeast section of the San Bernardino Valley,
approximately 65 miles due east of Los Angeles. The District's service area includes the
easterly part of the City of San Bernardino, all the City of Highland and small
unincorporated areas of the County of San Bernardino. The service area shares use of
the local groundwater basin by the cities of Redlands, Loma Linda, Colton, Grand
Terrace.
The climate of the District’s service area is typical of Southern California’s Mediterranean
climate with hot, dry summers and mild moist winters. On average, there are
approximately 283 days of sunshine per year. Temperatures average at a high of 94
degrees in summer and a daily low of 42 degrees during winter.2 On occasion, Southern
California experiences weather variability due to extremely hot weather, winter storm, or
Santa Ana Wind conditions.
2 Source: East Valley Water District Adopted Budget Fiscal Year 2019-20:
https://www.eastvalley.org/DocumentCenter/View/1918/2019-20-Adopted-Budget?bidId=
20
The San Bernardino Valley is surrounded by the San Bernardino Mountains to the north
and east. Elevations within the valley average approximately 500 feet on the valley floor.
Elevations in the mountain area range from 2,000 feet along the foothills to the 11,502-
foot summit of Mount San Gorgonio, the highest peak in Southern California. The
District’s service area extends into the foothills of the mountains, presenting a unique
change in elevation of approximately of 11,000 feet.
The District has access to multiple water sources including ground water, local surface
water, and imported water. Eighty percent of total water supply provided by the District is
from groundwater and 20 percent from surface water sources. EVWD has three primary
sources of water supply: local groundwater from the Bunker Hill Basin pumped from
EVWD-owned wells, local surface water from the Santa Ana River, and imported surface
water from the State Water Project (SWP) available through the San Bernardino Valley
Municipal Water District (Valley District).
Bunker Hill Groundwater Basin stores approximately 5 million acre-feet of water, of which
only 1.2 million acre-feet are accessible. It is located at the top of the Santa Ana River
watershed and receives surface water runoff from the headwaters of the Santa Ana River
and other tributaries. The basin recharge is approximately 16,000 acre-feet annually by
rain, runoff from the surrounding mountains and imported water. Bunker Hill Basin is a
vital resource to Southern California as it provides water to approximately 650,000 people
in the cities of Highland, Redlands, Loma Linda, San Bernardino Colton, Rialto,
Bloomington, Fontana, Grand Terrace, and Riverside, and portions of San Bernardino
County. The major producers of the basin are the cities of Redlands, San Bernardino,
Loma Linda, and Riverside; East Valley Water District; and West Valley Water District.3
There are two major earthquake faults in the San Bernardino Valley, the San Andreas
Fault and the San Jacinto fault. The San Andreas Fault runs though the District’s
boundaries, starting on the north eastside. This fault cuts the District in half, with potable
water reservoirs on the north side of the fault and wells and pipeline structures on the
south side of the fault. The San Jacinto Fault is within 5 miles of the District’s southern
and western boundaries.
3.4 SOCIOECONOMICS
Socioeconomic characteristics within the District’s service area denote demographic,
social, and economic factors that can help inform the planning process, risk assessment,
and mitigation strategy for EVWD. This section includes key statistics such as population,
density, age, EVWD critical customers, existing land use within the service area, and
3 Source: San Bernardino Valley Water Conservation District: https://www.sbvwcd.org/our-
district/publications/3161-fs-bunkerhill/file.html
21
economic data including employment industries, development trends, and population
projections.
3.4.1 Current Population
Using ESRI Geographic Information Systems (GIS), the District extracted demographic
information by overlaying the service area boundary with population data available at the
census tract and block level from American Community Survey (ACS) 5-Year Estimates
Data Profile (2017).4 Information within census blocks partially located in the service area
was adjusted based on the percentage of the census block group located within the
service area. For example, Tract 07604 falls approximately 50-percent within the service
area. Therefore, a weight of 0.5 is multiplied against the total population count within that
tract to adjust the estimated population which falls within the service area. Thus, 972 of
1934 within this tract are counted within the service population estimate for the District.
Using this procedure, the District estimates it serves approximately 103,000 residents.
This indicates a 7-percent growth in population since 2010.
According to the population statistics in Table 3-1., the City of Highland accounts for
approximately half of the District’s service population, but is not growing at quite the same
rate as the EVWD service population as a whole. The District’s service area population
growth is consistent with San Bernardino County and the State of California.
Table 3-1. Relevant Population Estimates for East Valley Water District
4 American Community Survey 5-Year Estimates Data Profile (2017): https://factfinder.census.gov/
Population size
2010
Population size
2017
Population
percent change
from 2010
Service Population EVWD 97,000 103,000 7%
City of Highland 53,000 55,000 4%
San Bernardino County 2,035,000 2,171,000 8%
California 37,254,000 39,557,000 6%
*Census data from U.S. Census Bureau, Population Estimates Program (PEP) 2019:
https://www.census.gov/quickfacts/
22
Figure 3-2. Population Density by Census Tracts, American Community Survey 2017 Population Estimates
Figure 3-2-2 displays the distribution of service population density which may help to
indicate the distribution of resources by population demand. The density map was created
by using the boundary of the service area overlaid with census tracts to display population
density. Lower density on the eastern perimeter of the service area is due to open space
designations within the unincorporated areas. The denser population areas in the east
are residential areas and areas identified for future development. While there are some
areas within the City of Highland that appear to have a lesser population density, this may
indicate larger household sizes. The higher density area which appears at the center of
the map is due to the critical customer, Patton State Hospital. Census Data records Patton
patients at the institution site as it is considered the patient’s place of residence.5
5Census Residence Rules: https://www.census.gov/population/www/censusdata/resid_rules.html
23
Evaluating the characteristics of EVWD’s service area population allows the District to
identify potential populations that may be more vulnerable to lifeline service disruptions
and inform the need for outreach programs and initiatives to improve preparedness. A
population pyramid displays the distribution of age groups by sex. The EVWD population
pyramid in Figure 3-3 is slightly pyramid-shaped but generally represents a stationary
population with a somewhat equal proportion of the population in each age group.
Together, Table 3-1. and Figure 3-3 demonstrate that the District’s service area
population is stable with little decrease or increase. However, current land use trends are
supportive to residential development which may cause a shift in future population trends.
There are a few notable trends in the population pyramid that can support the District’s
hazard mitigation plan goals and objectives. Populations that may be more vulnerable to
potable water loss include the aged and the very young due to relatively lower mobility
and potential reduced access to alternative sources of water. According to Figure 3-3,
people aged 65 and older represent a small portion of the population: roughly 10 percent.
Conversely, children under 10 represent approximately 32 percent of the population. In
all, around 42 percent of the population could be more vulnerable to potable water loss.
As the baby boomer population continues to age, the District can likely expect this
percentage to grow.
Figure 3-3. East Valley Water District Service Area Population Pyramid, 2017 population estimates
-10.00%-8.00%-6.00%-4.00%-2.00%0.00%2.00%4.00%6.00%8.00%10.00%
0 to 5
6 to 9
10 to 14
15 to 19
20 to 24
25 to 29
30 to 34
35 to 39
40 to 44
45 to 49
50 to 54
55 to 59
60 to 64
65 to 69
70 to 74
75 to 79
80 to 84
85 and above
Percent Population
Age
Coh
or
ts
EVWD Percent Population by Age and Sex, 2017
Male %Female %
24
3.4.2 Critical Customers
A critical customer is a consumer that is paramount to community public health and safety
or demand a large volume of water. Knowing who the District’s critical customers are,
where they are located, and how best to communicate with them supports the HMP to
further protect these populations through the mitigation strategy and project prioritization.
The District’s critical customers include:
San Manuel Band of Mission Indians. The San Manuel Band of Mission Indians
is a federally recognized Tribal Government and is home to the indigenous
people of the San Bernardino highlands and mountains. The Reservation is
one of two independent government entities located within the service area.
East Valley maintains a contract with the San Manuel Reservation to provide
potable water service, which services 1386 residents who are accounted for in
the service population along with fire department services within the reservation
boundaries.
Patton State Hospital. Patton State Hospital is a forensic psychiatric hospital in
San Bernardino County and is the second independent government entity
located within the service area. Patton State Hospital has the licensed bed
capacity of 1,527 for forensically and civilly committed patients. EVWD
maintains a contract with Patton State Hospital to provide potable water service
and accounts for 1,527 patients within the service population estimates.
Beaver Medical Group. The Beaver Medical Group has a family practice and
an urgent care center that provides critical services within the region.
Other critical customers include:
o Approximately 30 public schools;
o Roughly 16 senior living centers;
o 8 dialysis centers.
3.4.3 Existing Land Use
Figure 3-4 displays the land use within the District’s service area. The map was created
by using an overlay of the District’s boundary compared with data from Southern
California Association of Governments (SCAG) General Land Use for San Bernardino
6 Source: San Manuel Reservation and Off-Reservation Trust Land, CA, 2013-2017 American Community
Survey 5-Year Estimates: https://www.census.gov/tribal/?st=06&aianihh=3445
25
County (2016).7 By considering the SCAG data, only the land uses within the District’s
boundary are displayed.
The land use map indicates a significant portion of land use for residential purposes, for
both single family and multi-family households. For non-residential land uses, open space
and parks are prevalent while there is virtually no office use. The lack of office space
within the District’s service area is indicative the presence of a bedroom community and
is supported in the land use map by the contrast of office space as compared to the
plethora of single family and multifamily residential land use. In a bedroom community, a
significant portion of residents live within the service area but commute outside of the
service area for employment. Additionally, there is higher density in the City of San
Bernardino as compared to the City of Highland, as noted by a higher abundance of multi-
family residential in the south and west portion of the service area compared to the single
family residential within the City of Highland.
Retail and commercial services seem to be scattered throughout the service area but
tend to congregate around the main thoroughfares. The specific plan areas indicated by
the purple parcels are planned residential developments which are yet to be completed.
The future service population is expected to expand within these areas upon development
completion. Light and heavy industrial areas are prevalent in the southwest portion of the
service area due to the proximity of the San Bernardino Airport, located just outside of the
service area.
Other notable land uses are the critical customers of the San Manuel Band of Mission
Indians and the Patton State Hospital. While their land use is not indicated as residential,
there are populations which reside in these special circumstances. The San Manuel Band
of Mission Indians Land Trust is characterized as open space, although containing a
casino, while the Patton State Hospital is characterized as public facility land use.
7 Source: General Plan Land Use – San Bernardino County (2016): http://gisdata-
scag.opendata.arcgis.com/datasets/212b086bdbe64b0491cd4ddf37cfc916_0?geometry=-
129.909%2C33.238%2C-101.971%2C36.394&selectedAttribute=COUNTY_ID
26
Figure 3-4. EVWD Service Area Land Use Map
27
3.4.4 Economic Base
The economic base identifies the businesses that generate employment in a community
and compares income and earnings to surrounding areas. The EVWD service boundary
encompasses the City of Highland and unincorporated San Bernardino County.
Therefore, the economic profiles detailed in this section contain information of the City of
Highland and San Bernardino County to compare to the service area statistics of EVWD.
3.4.4.1 Employment
IMPLAN is an economic data collection service which pulls data from private and public
sectors in the United States to provide economic data at the zip code, city, county, and
state level. Using IMPLAN data, the employment industries and opportunities for the
District’s service population are provided.
Within the zip codes of the service area, there are approximately 60,000 employment
opportunities, which include all full-time, part-time, and temporary jobs. By using zip code
data, jobs which fall just outside the service area are included in this count. Since the
service area has a high number of residential land uses, as discussed in Section 3.4.3, it
is common for service area residents to commute outside the service area for work. Table
3-2. includes the employment opportunities within the service area and neighboring area
as compared to the city, county, and state level.
Table 3-2. Employment Opportunities
Jurisdiction Employment Opportunities
Within Service Area and
Neighboring Area 60,000
City of Highland 16,209
San Bernardino County 1,002,469
California 23,572,468
Employment opportunities for the workforce is essential to
community welfare. Having an abundance of employment
opportunities may affect the service population as
populations may invest in permanent residences by
employment opportunities. Using ACS 5-Year Estimates
data8 overlaid with the service area boundary, the workforce
within the District is estimated to be 44,000. While 60,000
employment opportunities are within proximity to the service
area, additional factors such as education and skills may
affect the rate of employment within the workforce.
8 Source: American Community Survey 5-Year Estimates Data Profile (2017): https://factfinder.census.gov/
28
According to IMPLAN data, approximately 200 public and private employment industries
are prevalent within the service area. Figure 3-5 represents the top ten industries that
provide employment within the service area. The public sector makes up nearly 30
percent of jobs available in the service area, including both educational and non-
educational services.
Locally, the San Manuel Band of Mission Indians Casino is considered a major employer
within the service area. The casino employs approximately 4,900 people and the San
Manuel Band of Mission Indians hotel expansion is expected to expand the employment
opportunities offered on the reservation by Spring 2021.9 While the casino employs a
significant portion of the service area population, it is unknown how this is reflected in
IMPLAN data due to the special circumstances of the casino being controlled by a
government entity.
Figure 3-5. Top 10 Employment Industries
9 Source: San Manuel Band of Mission Indians Casino and Hotel Expansion:
https://www.sanmanuel.com/news/san-manuel-casino-breaks-ground-major-expansion
29
3.4.4.2 Income and Earnings
There are approximately 29,000 households within
the service area,10 of which the City of Highland
accounts for approximately 16,000.11 The estimated
household income and average per capita income
of the City of Highland is above that of the service
population, meaning the remaining service
population may be economically disadvantaged and
suffering from additional financial stressors.
The District’s service population is largely
economically disadvantaged. The estimated
household income for the service population is
approximately $47,000, falling approximately
$20,000 under the State average and $10,000 less
than the San Bernardino County average. Although
the estimated annual household income falls
significantly below the County and State average, the estimated per capita income is very
close to that of the County and City of Highland. The service population average per
capita income is approximately $21,000 while the County and City of Highland are
approximately $23,000. The disparity of annual household income as compared to the
average annual per capital income may indicate larger household sizes in the service
area. Overall, the customers of the service area suffer from financial stressors which
affect their economic stability. It is important to the District to provide rates within the
means of the customers while also maintaining financial prosperity.
Table 3-3. Estimated Households and Income
Estimated
households
Estimated annual
household income
Average annual per
capita income
Service Population EVWD 29,000 $47,000 $21,000
City of Highland 16,000 $55,000 $23,000
City of San Bernardino 58,046 $41,027 $15,669
San Bernardino County 624,000 $57,000 $23,000
California 12,888,000 $67,000 $33,000
*Data from the U.S. Census Bureau, American Community Survey (ACS), 5-Year Estimates 2017
10 Source: American Community Survey 5-Year Estimates Data Profile (2017):
https://factfinder.census.gov/
11 Source: U.S. Census Bureau Quick Facts - San Bernardino County, City of Highland, and California:
https://www.census.gov/quickfacts/fact/table/highlandcitycalifornia,sanbernardinocountycalifornia/
INC110218
30
3.4.5 Development Trends
Since the 2015 Plan Update, there have not been significant changes in development
within the EVWD service area. Therefore, changes in development within the service area
since the 2015 Plan do not threaten to increase risk posed by hazards within the service
area. However, future development trends are not anticipated to remain at status quo.
The service area consists of scenic open space conducive to residential growth. As the
residential population within the service area increases, the demand for utilities will also
increase. As per the EVWD Water System Master Plan, there are 6 future developments
planned within the service area. Highlights to these future developments include:
The Harmony development may be the largest of the master planned communities
within the District, located in the eastern-most portion of the service area.
Currently, the land use for the proposed development is being reevaluated. The
development may include a large housing diversity from large estate lots to multi-
family units. Additional planned services of the area may include 14 to 21 acres of
commercial services, a new fire station equipped with a police substation, and a
new art school. The new development consists of approximately 1,650 acres and
may add approximately 11,800 to 12,400 new residents in the District upon build-
out anticipated in 2035.12
Greenspot Village and Market place is a planned unit development project offering
a variety of housing opportunities. The development density allows for a minimum
of 250 housing units and a maximum of 800 house units. The development will be
located along Greenspot Road and the 210 Freeway.
Medittera Sunland Communities is a residential planned community of 316 housing
units. The permitted land use types of this area focus towards low to medium
density residential units with additional inclusion of open space, agriculture, parks
and recreation. The location of this neighborhood is across from the District’s
headquarters.13
Table 3-4. Major Future Developments
Development Development Capacity
Harmony 11,986
Greenspot Village and Marketplace 2,640
Highland Hills* 2,145
12 Source: Harmony Development:
http://www.cityofhighland.org/Harmony/Harmony%20Special%20Meeting%20Staff%20Report%2
006-30-2016.pdf
13 Source: Medittera Sunland Community:
http://www.ci.highland.ca.us/Downloads/Files/Mediterra/Mediterra%20Specific%20Plan.pdf
31
Development Development Capacity
Mediterra Sunland Community* 1,980
Arnott Ranch* 248
Centerstone 195
Total 19,194
*Impending construction
The expected increase of population due to residential development is used to portray
population projections out to 2050 in Section 3.4.6.
A notable future development which is not included in the population projections but is
within the District’s service area is the San Manuel Band of Mission Indians housing and
hotel expansion. The hotel will include approximately 450 rooms, pool complex, and
proposed restaurants. The San Manuel Band of Mission Indians expects the expansion
to increase the employment opportunities in addition to expanding upon the tourism
opportunities. The expected completion date for the expansion is expected to be in Spring
2021.14 While this development may not increase the population projections of permanent
residents, it is expected to increase the utility service demand.
3.4.6 Population Projections
Utility service demand is directly correlated to the increase or decrease in population.
Population projections use current trends to provide an insight to the future demands that
may occur within the District. The development trends are conducive to development
expansion, potentially increasing the service population. To align with other District plan
updates, the population assumptions as a result of future residential development are
drawn from the EVWD Water System Master Plan Update (2019). Given the development
trends in combination with American Community Survey (ACS) and Southern California
Association of Governments (SCAG) population projections of San Bernardino County,
five scenarios are outlined to predict the future population projections which will ultimately
affect the demand of services.
The American Community Survey creates 5-year population estimate profiles for
communities using census block data. The most recent data published to retrieve data at
the census block group level is from the 2013-2017 ACS 5-Year Estimates Data Profile.15
To create population projections, this data was used to create a baseline for all scenarios
to document the changes in population within the service area as shown in Figure 3-6.
However, since there is limited available historical data to document the changes in
14 Source: San Manuel Band of Mission Indians Hotel Expansion: https://www.sanmanuel.com/news/san-
manuel-casino-breaks-ground-major-expansion
15 Source: American Community Survey 5-Year Estimates Data Profile (2017):
https://factfinder.census.gov/
32
service area population over time, the forecasted data projections are likely to increase
in variability and error the further out they are projected. This does not lower the
confidence of these scenarios but rather displays the variety of expectations for future
service area populations.
Scenario 1: Future population is estimated using extrapolation and is based on ACS
historical population growth from 2013 to 2017.
Scenario 2: SCAG curve for San Bernardino County.16 Using the expected rate of
population growth for the County of San Bernardino, the rate of growth for the County
was determined by generating an exponential trendline. The equation of the trendline
was then applied using the service area base population estimates from ACS and
projected to 2050.
Scenario 3: The average percent population growth within the service area from 2013
to 2017 was used and extended in a linear fashion to 2050.
Scenario 4: All major developments are constructed between 2033 and 2038. This
assumes that all growth from known residential developments complete development
within a five-year period and the occupancy rate is at 100 percent throughout
development. The rate of growth until 2033 and after 2038 occurs at the same rate
assumed in the average growth trends projections (Scenario 3).
Scenario 5: All major developments are constructed between 2025 and 2040. This
assumes that all growth from known residential developments complete development
within a fifteen-year period and the occupancy rate is at 100 percent. The rate of
growth until 2025 and after 2040 occurs at the same rate assumed in the average
growth trends projections (Scenario 3).
16 Source: 2016‐2040 RTP/SCS Final Growth Forecast by Jurisdiction:
https://www.scag.ca.gov/Documents/2016_2040RTPSCS_FinalGrowthForecastbyJurisdiction.pdf
33
The population projections range from approximately 124,000 in Scenario 1 to
approximately 150,000 in Scenarios 2, 4 and 5 by 2050. Scenario 1 acts as a baseline by
projecting the future population through extrapolating from existing population growth
trends. Without the consideration of development, Scenario 1 estimates the lowest
population projection at approximately 124,000.
Scenario 2 utilizes the SCAG curve for population projections within San Bernardino
County. SCAG methodology does not include development trends of San Bernardino
within their curve projections. By applying the SCAG curve, Scenario 2 estimates the
future population to be approximately 150,000. Even though Scenario 2 does not include
development trends, the population projection reaches 150,000 by 2050.
Scenario 3 displays the second lowest estimate. By using the average growth trend of
existing population data within the service area for 2013-2017, the population projection
is approximately 129,000 by 2050.
Unlike the other three scenarios, Scenario 4 and 5 incorporate development trends in
combination with the average growth trend. Regardless of the completion time of the
future development, both project the population to be approximately 150,000 by 2050.
From the results of the population projections, the District will have to plan to meet the
demands of a future service population ranging from 124,000 to 150,000.
Figure 3-6. Future Population Projections
95000
105000
115000
125000
135000
145000
155000
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
Approximate Population
Population Projections
Scenario 1: Existing population growth trends (2013-2017 & extrapolate)
Scenario 2: SCAG curve for San Bernardio County
Scenario 3: Average growth trend
Scenario 4: Development begins 2033 (5 year completion)
Scenario 5: Development begins 2025 (15 year completion)
34
4 RISK ASSESSMENT
The Risk Assessment section consists of EVWD’s approach
to assess risks and generate a mitigation plan to minimize
impacts caused by potential hazard events. EVWD took a
holistic approach to evaluate assets, hazards posing threat
to the District service area, consequence (including impact
on customers), vulnerability, annual likelihood, and identify
mitigation measures for the 2020 Plan Update. The seven
steps include:
1. Asset Characterization: Identify the most important
facilities and which assets are critical to the District’s
mission statement.
2. Threat Characterization: Determine relevant
natural, malevolent, dependency, and proximity
hazards that could cause service failure (not meeting
mission criteria).
Local Mitigation Plan Regulation Checklist
Requirement §201.6(c)(2)(i): [The risk assessment shall include a ] description
natural hazards that can affect the jurisdiction. The plan shall include information on
previous occurrences of hazard events and on the probability of future hazard events.
Requirement §201.6(c)(2)(ii): [The risk assessment shall include a ] description
vulnerability to the hazards described in paragraph (c)(2)(i) of this section. This
description shall include an overall summary of each hazard and its impact on the
community. All plans approved after October 1, 2008 must also address National Flood
Insurance Program (NFIP) insured structures that have been repetitively damaged by
floods. The plan should describe vulnerability in terms of:
Requirement §201.6(c)(2)(ii)(A): The plan should describe vulnerability in
terms numbers of existing and future buildings, infrastructure, and critical facilities
located hazard areas…
Requirement §201.6(c)(2)(ii)(B): [The plan should describe vulnerability in
terms the potential dollar losses to vulnerable structures identified in paragraph (c)(2)
and a description of the methodology used to prepare the estimate.
Requirement §201.6(c)(2)(ii)(C): [The plan should describe vulnerability in
terms general description of land uses and development trends within the community
options can be considered in future land use decisions.
Requirement §201.6(c)(2)(iii): For multijurisdictional plans, the risk assessment
jurisdiction’s risks where they vary from the risks facing the entire planning area.
Error! Reference source not
35
3. Consequence Analysis: Analyze the financial impact of critical asset failure if
threats occur.
4. Vulnerability Analysis: Analyze how vulnerable (0 – 100 percent) each critical
asset is to each relevant threat.
5. Threat Likelihood Analysis: Analyze the likelihood (0 – 100 percent) of each
threat. The terms “threat” and “hazard” are used interchangeably throughout the
risk assessment. The probability of likelihood occurrence is categorized into
ranges, presented as annual exceedance probability. Ranges are classified as low
likelihood (10 – 30 percent), moderate likelihood (40 – 60 percent), to high
likelihood (70 – 90) to occur within one year.
6. Risk Analysis: Use the risk equation to measure and prioritize risk for defined
threat-asset pairs.
7. Risk and Resilience Management: Generate a list of planned mitigation
measures to reduce risk.
The elements of this risk assessment have been enhanced from the 2015 HMP to include
asset characterization and new hazard profiles and vulnerability assessments covered in
the AWIA RRA.
4.1 ASSET CHARACTERIZATION
The first step in the risk assessment was to identify all District assets. The District
conducted a thorough review of their existing and planned assets to prioritize the most
critical facilities within its system (See Table 4-1). Once assets were characterized, the
Planning Team used a three-tier system to distinguish criticality. Tier 1 critical facilities
are single points of failure and are the most critical to operations and/or business
continuity. The District identified existing surface water and groundwater plants, the future
wastewater treatment plant, the existing distribution system, and administration buildings
as Tier 1 critical facilities. A summary of critical assets includes:
Plants: Most plants, including plants with groundwater wells and wellhead treatment
systems and booster pumps, are redundant. However, the following facilities and assets
could be single points of failure:
Hydropneumatics systems provide water to high elevation residences and are
single points of failure. Without these systems, water may not be delivered to
certain homes. Typically, these systems provide service to a relatively small
number of customers. EVWD has four hydropneumatics systems.
Plant 134 is the only surface water treatment plan within the service area and
treats surface water from both the Santa Ana River and State Water Project.
Collectively, surface water is approximately 20 percent of total water supply.
36
Service interruption at Plant 134 would pose operational constraints and create
greater reliance on groundwater. Within Plant 134 are several critical assets, i.e.
membranes for water treatment and raw and potable water pipes.
The Sterling Natural Resource Center (SNRC) will be the only wastewater
treatment facility to treat wastewater generated within EVWD’s service area. As
the only wastewater treatment facility, the SNRC is a single point of failure within
the system. Without this facility, wastewater may not be treated and/or cause
operational issues to reroute to neighboring agencies. Also, the facility will produce
recycled water to discharge to and replenish the Bunker Hill Groundwater Basin.
Recycled water is a priority for EVWD and other water agencies relying on basin
groundwater.
Storage tanks are referred to as reservoirs. The reservoirs are redundant but
damage to one or more could impact EVWD’s resilience by decreasing storage
capacity.
Onsite and mobile generators have become more critical in recent years during
planned power outages by Southern California Edison. Power companies in
California routinely shut off power during high winds to prevent causing wildfires.
This means EVWD must rely on their storage capacity and generation capability
to continue providing water service during times of increased wildfire potential.
Water distribution system: Overall, the distribution system is redundant. However,
earthquakes or other natural hazards pose a widespread threat and could uniformly
damage the water and sewer lines. Under such extreme circumstances, the distribution
system becomes a single point of failure, and may prevent EVWD from delivering water
to customers until the pipelines are repaired. EVWD can however run the system
manually and use main valves to isolate incidents, which demonstrates some operational
resilience in case the SCADA system is compromised or an isolated natural disaster
damages part of the system. Individual components of the distribution system are critical
but are not single points of failure, i.e., hydrants are necessary for firefighting and mains
and valves are required for water conveyance.
Sewer mains: The main collection lines are critical. Specifically, the East Trunk Sewer
and the Del Rosa Interceptor (when constructed) will be the most critical. These collection
lines are single points of failure for wastewater treatment.
Business continuity assets: At a high level, business continuity is defined by the
following systems: IT, Finance, SCADA, communication, documents, and key staff.
Critical assets for each system are:
IT & Documents: Within the data center, servers and network switches are
potential single points of failure. The Cisco Catalyst 4506 Ethernet Switch, which
controls converged networks, is not redundant and therefore considered a single
37
point of failure. In addition to hardware, information about the EVWD system and
operations is stored in several locations; if damaged or unavailable, back-ups may
not exist, and important historical data may be lost.
o GIS, among EVWD’s most critical applications, has data that if lost, is costly
and time intensive to recreate; EVWD staff estimate the total cost would be
millions of dollars, if not more. Some paper maps may not be available, and
backups may not exist.
o Laserfiche is a critical document storage application. Information here is not
sensitive but is necessary for business continuity.
o As allowed by EVWD’s retention policy, Exchange Online, the email service,
contains important historic information.
Finance: The Tyler system is critical for receiving payments, paying bills, and
retrieving historical transactions. Payments made over EVWD’s website are
redirected to Tyler. Without Tyler, a significant portion of bills may be unpaid.
EVWD works with the Citizens Business Bank and has collateral on deposits. In
the case of an emergency, setting up an account at another bank, making payroll,
and making critical purchases would be difficult, but EVWD estimates this could
be done in a reasonable timeframe. Citizens Business Bank would have to shut
down in order to impact business continuity.
SCADA: Hardware and software associated with programmable logic controllers
(PLCs) are critical only if multiple PLCs are damaged or compromised. Losing a
single PLC would not impact business continuity. Also, the radio tower at Del Rosa
is a critical network switch. Other critical assets include the Human-Machine
Interface (HMI), SCADA servers at the Headquarters and Plant 134, and other
radios that provide wireless communication between SCADA servers. Overall,
EVWD predicts they could still meet the 11 MGD mission criterium but would need
to re-assign existing staff to operate the SCADA system or manually operate
equipment in the field. Alerts are in place, but alarms could theoretically be
deactivated, resulting in overflowing tanks and water outages.
Communication: EVWD is most concerned with losing Frontier internet or phone
services. The customer service function, Everbridge, radio repeater at Plant 99,
and Police and Fire coordination are also critical to business continuity.
Staff: A limited number of staff members have technical knowledge of the IT
system. Staff resource constraint could impact EVWD’s ability to address IT
system vulnerabilities and may be single points of failure.
See Appendix D Critical Facilities List for a full list of District critical facilities ranked by
tier.
38
Table 4-1. East Valley Water District Facility Overview
Facility Type Number Number Description
Storage Reservoirs 18
Storage reservoirs hold water to be used in the
distribution system. Water storage capacity
ranges from 0.07 million gallons (MG) to 4 MG,
with a total reservoir storage capacity of
approximately 27.6 MG.
Booster Pump Stations 31
Booster pump stations transfer water between
pressure zones or pump groundwater into the
distribution system. Stations house between one
and eight booster pumps, with capacity ranging
from 0.24 MGD to 4.2 MGD. Total capacity of all
booster stations is approximately 101 MGD if each
pump simultaneously runs at rated capacity.
Groundwater Wells
(active) 15 Wells pump groundwater from the Bunker Hill
Basin. Capacity for 15 wells is 31.6 MGD.
Groundwater Well (active,
not in operation) 1
Well 107 is technically active with the State
however it is out of service until minor rehab is
completed.
Groundwater Wells
(inactive) 6
Wells 9a, 12, 27, 40a, 41, and 120 are inactive17.
EVWD reported detection of radionuclides at Well
9 and has temporarily removed the well from
production.
Imported Surface Water
Connection 1 Raw water pipe brings State Water Project water
into Plant 134, the surface water treatment plant.
Surface Water Connection 1 Raw water pipe brings Santa Ana River water into
Plant 134, the surface water treatment plant.
Water mains (miles) 301
The distribution system network conveys water
from ground and surface water treatment plants to
service area customers. Approximately 80 percent
of the pipes were installed after 1970, with the
remaining installed at unknown periods or as early
as 1929. The most common pipeline material used
for 47 percent of pipes is asbestos cement. And
while pipeline diameters range from 2 to 36
inches, approximately 80 percent are between 6
and 12-inch diameter pipes.
17 Source: California Drinking Water Watch for EVWD:
https://sdwis.waterboards.ca.gov/PDWW/JSP/WaterSystemDetail.jsp?tinwsys_is_number=3824&
tinwsys_st_code=CA&wsnumber=CA3610064
39
Facility Type Number Number Description
Sewer mains (miles) 220
Sewer mains transport sewage waste from
residences and commercial buildings to the
wastewater treatment plant.
Pressure Reducing
Stations 14
Due to EVWD’s topography, pressure reducing
stations are required to maintain lower pressures
in parts of the hydraulic system and prevent
equipment damage.
Surface Water Treatment
Plant 1
Treats surface water from the Santa Ana River
and/or the State Water Project. The rated capacity
is 8 MGD.
Groundwater Treatment
Plants 4
EVWD treats all groundwater with sodium
hypochlorite. The east-end wells (Plants
125,146,146a,147,142) are treated with both
hypochlorite and orthophosphate (ortho). Ortho,
when injected, forms a coating on the piping of the
distribution system to help deter corrosion.
Hydrants 3,025 Hydrants support water quality maintenance
programs and fire suppression needs.
Valves 8,225
Valves control and can isolate the flow of
pressurized water throughout the distribution
system.
Customer Meters 22,907
EVWD uses a combination of manual meters and
advanced metering infrastructure (AMI). AMI
provides real-time customer information regarding
leaks and usage.
Wastewater Treatment
Facility 1
Once online, the Sterling Natural Resource Center
(SNRC) will treat wastewater generated within
EVWD’s service area. The treatment facility will
also produce disinfected tertiary recycled water
(Title 22 water quality for unrestricted use).
40
4.2 HAZARD IDENTIFICATION
The Threat / Hazard Identification section overviews the natural hazards and man-made
threats present or potentially present in EVWD’s service area, identified through historic
events and emerging hazards. The purpose is to determine relevant natural, malevolent,
dependency, and proximity threats that could cause service failure to critical assets,
resulting in not meeting mission criteria.
A list of the natural hazards to consider was obtained from Federal Emergency
Management Agency (FEMA) “Local Mitigation Planning Handbook (2013)”. The
District’s planning team reviewed each hazard on the list and identified which hazards
may affect the jurisdiction and which may be omitted from the HMP. The Planning Team
also considered man-made hazards and proximity and dependency hazards typically
evaluated in the J-100 framework and identified which are applicable to the District. Table
4-2. provides the rationale of these decisions.
Table 4-2. Hazard Identification
Category Hazard Included? Description
Natural
Hazard
Climate
Change Yes
Climate change can impact air quality, human and
ecological health, and alter natural hazard
characteristics, often exacerbating impact, duration,
and frequency. Climate change is included as a factor
within other natural hazard analyses.
Natural
Hazard
Dam
Inundation No
According to the County of San Bernardino Flood
Control District, there are three dams in or near
EVWD’s service area: Seven Oaks Dam in San
Bernardino County, the Small Canyon Dam in
Highland, and the Little Mountain Dam in San
Bernardino. The dam inundation maps show that
Plant 125 may be impacted, but this is not a mission
critical facility. Overall, dam inundation is mostly in
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(2)(i)) The Hazard Identification section includes a general
description of all natural and man-made hazards that can affect the District and
discusses the rationale for further evaluation or omission of any hazards within the
context of the 2020 Plan Update.
(Requirement (CalOES Section 4.3.6.2)) The Hazard Identification includes climate
adaptation and resiliency elements within the hazard identification and profiles to
promote current and future public safety.
41
Category Hazard Included? Description
unpopulated areas and does not pose a risk to
operations.
Natural
Hazard Drought Yes
Droughts in California are recurring. An extended
drought can stress operations, impact economic
development, and potentially prevent EVWD from
meeting mission criteria.
Natural
Hazard Earthquake Yes
The EVWD service area falls between the San
Andreas and San Jacinto fault lines. The largest
known California earthquake is the 7.9 magnitude
earthquake in San Francisco in 1906 on the San
Andreas fault line. An earthquake could damage
critical assets and prevent EVWD from meeting
mission criteria. The earthquake threat includes
ground shaking, fault rupture, and liquification.
Natural
Hazard
Expansive
Soil No
Expansive soils are not considered a threat as the
surface soil is sandy and expected to have a very low
expansion potential, according to EVWD’s August
2018 Geotechnical Investigation.
Natural
Hazard
Excessive
Heat No
Excessive heat can harm critical electrical equipment.
However, outdoor equipment has not been damaged
historically and EVWD can continue to meet
operations during excessive heat.
Natural
Hazard
Extreme
Wind No Extreme wind can cause wildfires and power outages,
which are included within the analysis separately.
Natural
Hazard
Flood &
Flash Flood Yes
Flood events are recurring in the service area and
have historically impacted access to critical
infrastructure. A consequence of flash floods are mud
and landslides, which can impact facilities along the
foothills.
Natural
Hazard Hurricane No Hurricanes do not occur in EVWD’s service area.
Natural
Hazard
Land
Subsidence Yes
The service area is in a United States Geological
Survey (USGS) designated area of historic
subsidence due to groundwater withdrawal18.
Natural
Hazard Lightning No Lightning can cause wildfires and power outages,
which are included within the analysis separately.
18 Source: California USGS Land Subsidence Map: https://ca.water.usgs.gov/land_subsidence/california-
subsidence-areas.html
42
Category Hazard Included? Description
Natural
Hazard
Mud and
Landslides No
Mud and landslides are an issue for EVWD and are
included as a consequence of flash floods, not as a
separate event.
Natural
Hazard
Severe
Winter
Weather
No
The climate in Southern California is not conducive to
blizzards, ice and hailstorms, freezing temperature,
and other winter weather conditions.
Natural
Hazard Tornado No The Planning Team does not consider tornadoes to
be a significant natural hazard in the service area.
Natural
Hazard Tsunami No
The service area is located inland and is not impacted
by tsunamis according to the State of California
tsunami inundation maps19.
Natural
Hazard Wildfire Yes
Several critical facilities are located along the foothills
of the San Bernardino National Forest. According to
Cal Fire Hazard Severity Zone Maps20, portions of the
EVWD service area are in very high fire hazard
severity zones.
Malevolent
Threat
Physical
Adversary Yes
Physical attacks on EVWD’s system can come from
criminal activity motivated by financial gain or a local
extremist group aiming to send a message through
water contamination or gun violence. Physical attacks
can also come from within an organization. A recent
workplace violence incident occurred at a water utility
in Virginia Beach, VA.
Malevolent
Threat Cyberattack Yes
Cyberattacks can come from outside criminals or
nation-states, an inside staff member likely motivated
by financial gain, or can occur by accident.
Proximity
Hazard
Hazardous
Material
Facilities &
Pipelines
Yes
Hazardous material facilities and pipelines within a 3-
mile radius of EVWD’s facilities could contaminate the
surface or groundwater. This includes the former
Norton Air Force Base, an EPA designated superfund
site.
Proximity
Hazard
Mining
Operations No All local mining is for sand and gravel, which does not
pose a threat to the water system.
Dependency
Hazard
Loss of
Power Yes
EVWD is reliant on Southern California Edison (SCE)
power to pump water throughout their system,
particularly to residential and commercial customers
in higher elevations.
Dependency
Hazard
Loss of
Critical
Spares
Yes EVWD operations could be impacted by a loss of
critical spares, including membranes for surface
19 Source: Tsunami Inundation Map: https://www.conservation.ca.gov/cgs/tsunami/maps/Orange
20 Source: Cal Fire Very High Hazard Severity Zone Map: https://osfm.fire.ca.gov/media/5946/highland.pdf
43
Category Hazard Included? Description
water treatment, earthquake valves, generators, and
other equipment.
Dependency
Hazard Loss of Fuel No Fuel is necessary to run generators and fleet and is
addressed in the “Loss of Power” section.
Dependency
Hazard
Loss of
Chemicals No
EVWD relies on common and readily available
chemicals for their operations. Chemicals are not
carried forward as a dependency hazard because
they are available through multiple suppliers and no
historic incidents have occurred, leaving the District
unable to treat surface and groundwater supply.
4.3 HAZARD PROFILE
4.3.1 Natural Hazards
According to the Department of Homeland Security, “Natural disasters include all types
of severe weather, which have the potential to pose a significant threat to human health
and safety, property, critical infrastructure, and homeland security.”21 For communities
and water utilities, natural disasters can cause insecurity, service disruption, and
economic loss. The following natural hazards are addressed within this section. Note that
climate change is considered for threats below as applicable.
Drought
Earthquake
Wildfire
Flood and Flash Flood
Land Subsidence
The expected impact of climate change is addressed within each natural hazard profile.
21 Source: Department of Homeland Security Definition of Natural Disasters: https://www.dhs.gov/natural-
disasters
Local Mitigation Plan Regulation Checklist
Requirement §201.6(c)(2)(i) and Requirement §201.6(c)(2)(ii). The Hazard Profiles
cover the type, location, extent, previous occurrences and probability of future
occurrence of all natural, man-made, and proximity hazards identified through the
Hazard Identification process to be relevant to the District. This section also discusses
each hazard’s impact, or consequence, to the service area population and District
operations, and evaluates the District’s vulnerability within the context of each hazard.
44
4.3.1.1 Drought
4.3.1.1.1 Description
Definition
The USGS defines drought as “a period of drier-than-normal conditions that results in
water-related problems.” Drought can result from a lack of precipitation and in time reduce
soil moisture, surface water supply, and groundwater levels.
Water shortage for human, wildlife, and ecological use can impact food production and
growth. Dry conditions can also enable other natural disasters; soil hardening can worsen
flash flooding and dried vegetation can become tinder for wildfires. During the past
drought, EVWD saw reductions in the amount of water available for delivery by the State
Water Project.
The longer a drought continues, the more EVWD may depend on groundwater, which
shows an overall decline in water level since the 1980s. Water levels in the groundwater
basin fluctuate depending on droughts, variation in seasonal precipitation, and whether
pumping rates are faster or slower than the recharge rate. Recharge occurs from
precipitation, snowmelt, and the San Bernardino Valley Water Conservation District’s
groundwater recharge project. Through SNRC, EVWD will contribute approximately 6
MGD to basin recharge efforts. The recharge rate will be consistent because SRNC
recycles indoor water and wastewater. During a drought, conservation efforts are focused
on reducing non-essential outdoor water usage and improving indoor water efficiency.
Climate change, population growth, and the increasing instability of water supplies in the
delta threaten to exacerbate the crisis.
The US Drought Monitor 22 classifies drought accordingly; see Table 4-3. EVWD is
concerned about severe, extreme, and exceptional (D2-D4) droughts that impact the
District’s ability to meet 11 MGD which is the minimum supply needed for health, safety,
and fire suppression. For non-agricultural individuals, impacts may include implementing
restrictions and additional regulations, and potentially enhanced enforcement.
Table 4-3. US Drought Monitor Classes,
Category Description Potential Impacts
D0 Abnormally Dry
Short-term dryness slowing planting, growth of
crops
Some lingering water deficits
Pastures or crops not fully recovered
D1 Moderate Drought
Some damage to crops, pastures
Some water shortages developing
Voluntary water-use restrictions requested
22 Source: US Drought Monitor: https://www.drought.gov/drought/
45
Category Description Potential Impacts
D2 Severe Drought
Crop or pasture loss likely
Water shortages common
Water restrictions imposed
D3 Extreme Drought Major crop/pasture losses
Widespread water shortages or restrictions
D4 Exceptional Drought
Exceptional and widespread crop/pasture
losses
Shortages of water creating water
emergencies
Location
Drought impacts EVWD’s entire service area by decreasing available local and imported
surface water and creating greater reliance on groundwater. The primary assets impacted
are therefore the surface and groundwater supply. In addition, groundwater pumps may
be damaged or require investment to extend deeper into the Bunker Hill Basin. If
equipment is unused, additional maintenance may be required during periods of
downtime.
During the last drought, Valley District23 issued a guide to California’s new rules for water
conservation on their website. California experienced the following conditions in 2015;
according to Valley District, “groundwater levels are low, and the Sierra Nevada
snowpack, which usually melts slowly over the summer to provide 33 to 50 percent of the
state’s drinking water, is currently at only 6 percent of its historical average.” This loss of
snowmelt typically impacts both surface and groundwater.
The following hydrographs24 figures are from San Bernardino Basin Area (SBBA) wells
pertaining to EVWD’s service area. The overall trend is a decline in groundwater levels
since 1985, with six wells showing historically low water levels in the red recharge zone.
This means the basin must be recharged. One well is in the green target zone and one
well is in the blue no-recharge zone, indicating two of the eight wells have sustainable
groundwater levels.
23 Source: Valley District State of the Drought: http://conserve.sbmwd.org/state-of-the-drought/
24 Source: 2020 Regional Water Management Plan:
https://www.sbvmwd.com/home/showdocument?id=6454
46
Figure 4-1. Hydrograph of Well at Plant No. 6 with Depth to Groundwater in the Recharge Zone
47
Figure 4-2. Hydrograph of Well at Plant No. 41 with Depth to Groundwater in the Recharge Zone
Figure 4-3. Hydrograph of Well at Plant No. 9A with Depth to Groundwater in the Recharge Zone
48
Figure 4-4. Hydrograph of Well at Tri City with Depth to Groundwater in the Recharge Zone
Figure 4-5. Hydrograph of Well at Plant No. 94 with Depth to Groundwater in the Recharge Zone
49
Figure 4-6. Hydrograph of Well at Plant No. 102 with Depth to Groundwater in the Recharge Zone
One Well in the Target Zone
Figure 4-7. Hydrograph of Well at Plant No. 27 with Depth to Groundwater in the Target Zone
50
One Well in the No Recharge Zone
Figure 4-8. Hydrograph of Well at Plant No. 142 with Depth to Groundwater in the No Recharge Zone
Extent
EVWD is concerned about severe, extreme, and exceptional (D2-D4) droughts that
impact the District’s ability to meet 11 MGD water supply mission criteria. The Planning
Team described such an event as an acute drought lasting seven years or longer.
However, declining basin levels indicate that EVWD is experiencing a 20-year chronic
drought, which may impact EVWD’s ability to withstand shorter acute droughts in the
future. 2018 rainfall and snowmelt helped with recharge, but not enough to reverse the
downward trend shown in most wells.
Industrial, agricultural, and manufacturing sectors heavily reliant on SBBA water will likely
be impacted if they do not have an alternate source of water. The mission criteria are
focused on meeting indoor water needs and fire flow, with a focus on vulnerable
communities and other critical customers. Commercial activity is not on the priority list, so
long-term drought is expected to have a significant regional economic impact.
Future development could also be impacted if there is insufficient water supply to support
projected population growth. To mitigate this, EVWD is continually working toward
planning and implementing water efficiency measures so water supply exceeds demand
for projected population growth scenarios.
51
4.3.1.1.2 Historic events
Figure 4-9. San Bernardino Basin Area Precipitation Index
The graph above in Figure 4-9 shows historic precipitation25 trends in the SBBA from the
1930s to present, including the target safe yield and historic low and high years.
According to the Palmer Drought Severity Index26, drought has been severe to extreme
in the following years since 1950:
1951
1959-1961
1972
1984
1987
25 Source: 2020 Regional Water Management Plan:
https://www.sbvmwd.com/home/showdocument?id=6454
26 Source: Palmer Drought Severity Index: https://www.ncdc.noaa.gov/temp-and-precip/drought/historical-
palmers/psi/195001-201911
52
1989-1991
1997
2000-2004
2007-2009
2012-2018
Figure 4-10. Snapshot of Extreme Drought in Southern California
According to the San Bernardino County Hazard Mitigation Plan, the County declared a
local drought emergency in 2014 in response to the most recent drought, which is
considered the most severe in over 100 years. The overall observation from viewing
monthly snapshots of the Palmer Index from 1950 to present day is that occurrences of
drought are increasing in frequency and duration, yet have mid to extremely moist years
in between.
4.3.1.1.3 Probability of Occurrence
The probability of drought in any given year is high, due to the increasing frequency of
drought events in the 20th century. However, the probability of a 7-year severe to
53
exceptional drought that would impact EVWD’s ability to meet service levels is low (1
percent), considering a drought of this nature has not historically occurred.
4.3.1.1.4 Vulnerability
The service area will face similar degrees of drought due to the hazard’s regional nature.
Utilizing the J100 worksheet, the service area is 20 percent (0.2) vulnerable to drought.
The surface water supply is most vulnerable, followed by the groundwater supply.
However, from June to November, EVWD has a 6-month per year guaranteed water
supply agreement with the Bear Valley Mutual Water Company, which reduces
vulnerability to water shortages, particularly during summer months. In addition, EVWD,
Valley District, and other local agencies have developed a staged Regional Water
Shortage Contingency Plan as part of the 2015 San Bernardino Valley Regional Urban
Water Management Plan.27 This includes issuing water conservation rebates to
incentivize customers to use efficient appliances. Also, EVWD plans to recharge the basin
with recycled water once SNRC is online. The recharge rate should cover a portion of the
11 MGD mission criterium.
During drought, EVWD will not incur asset recovery costs, as infrastructure should not be
damaged. Additional operations and maintenance costs are possible, as mentioned in the
‘Location’ section above.
Currently, the basin has enough water supply to meet mission criteria during typical
droughts. EVWD is vulnerable to a severe/exceptional long-term drought, which although
is unlikely, could prevent the District from meeting water supply service levels, require
complying with enhanced regulatory requirements, and/or result in water rationing for all
customers.
4.3.1.1.5 Consequence
A severe/exceptional long-term drought can cause a water shortage, which has high
financial and operational impacts. EVWD would need to find alternate sources of water,
coordinate with other water agencies pumping water from the SBBA to conserve water
and sustain service, execute the Water Shortage Contingency Plan to restrict water use
in compliance with strict regulatory guidelines, and potentially change operations to
extend pumps.
Alternate water sources to meet demand: During previous droughts, EVWD
experienced substantial reductions in SWP water. Finding alternate sources, i.e.
leasing water rights from farmers, can be exponentially more expensive. During a
drought, the region at large is affected, driving up water prices. Valley District
recommends EVWD maximally use entitlements to local surface waters, invest in
27 Source: 2015 San Bernardino Valley Regional Urban Water Management Plan / Regional Water
Shortage Contingency Planning: https://www.sbvmwd.com/Home/ShowDocument?id=5660
54
treatment facilities, and undertake well drilling. However, surface water may not be
available during a drought and well drilling would still contribute to further drawing
down the basin.
Regional coordination during a water shortage: EVWD is one of several water
agencies pumping from the SBBA and some of the other agencies are
comparatively more reliant on groundwater. Coordination is required to meet
minimum service levels, particularly for indoor water use, fire flow, and critical
customers.
Regional Water Shortage Contingency Plan (The Plan) and regional impact:
The Plan includes a staged approach to ration water and reduce demand.
According to California Water Code Section 31029, violating the Ordinance can
result in serious fines and penalties. The Plan impacts the service population by
requiring behavioral change and buy-in to conservation efforts, particularly
eliminating non-essential water use activities, like washing cars and maintaining
lawns. Drought also has a significant regional economic impact. Businesses
dependent on high water consumption could see a substantial increase in water
bills. This has a ripple effect on the community, impacting business owner and
employee income, regional goods and services, and the regional gross domestic
product.
Operational changes: Workaround time and costs are in further extending pumps
to reach a lower water depth. EVWD estimates this would increase costs at each
pump station by 10 percent. However, a possible consequence of deep basin
pumping is land subsidence, so a regional feasibility study may be needed to
ensure the basin’s storage capacity is not permanently reduced.
4.3.1.1.6 Risk
The overall risk of drought is high. According to the BTAC, the probability of a long-term
severe/exceptional drought is low28, but EVWD is moderately vulnerable and the regional
economic impact is considerable. Drought has the potential to impact future development.
Further, droughts exacerbate other threats, including wildfires, flash floods, and
mud/landslides.
Climate Change Considerations:
Climate change is expected to impact droughts, which have been increasing in frequency
over the last two decades and lasting for longer durations than previous occurrences. The
California’s Fourth Climate Change Assessment29 concluded that by 2100, water supply
28 Source: 2020 Regional Water Management Plan:
https://www.sbvmwd.com/home/showdocument?id=6454
29 Source: California’s Fourth Climate Change Assessment:
http://www.climateassessment.ca.gov/state/overview/#temperature
55
from snowpack is projected to decline by two-thirds. Further, water management
practices are expected to experience challenges from extreme weather events, including
hotter, dryer weather patterns.
Equally, Valley District is continuously monitoring groundwater levels and planning for
various scenarios, with a focus on recharging the basin when possible. Regional planning
somewhat mitigates EVWD’s risk to a drought. Total mitigation from planning efforts is
challenging as climate change increases uncertainty. Also, regional coordination will be
crucial to ensure the area can sustain minimum service levels. See FEMA guidance30 for
drought mitigation measures.
4.3.1.2 Earthquake
4.3.1.2.1 Description
Definition
An earthquake is a sudden, rapid shaking of the Earth caused by the breaking and shifting
of rock beneath the Earth's surface. For hundreds of millions of years, the forces of plate
tectonics have shaped the Earth as the massive plates that form the Earth's surface move
slowly over, under, and past each other. Sometimes the movement is gradual. At other
times, the plates are locked together, unable to release the accumulating energy. When
the accumulated energy grows strong enough, the plates break free causing the ground
to shake.
Ground shaking from earthquakes can collapse buildings and bridges; disrupt gas,
electric, water utilities, and phone service; and could trigger landslides, flash floods, and
fires within EVWD’s service area. Buildings located on unstable soil are at risk and if an
earthquake occurs in a populated area, could cause deaths, injuries, and extensive
property damage.
Location
The San Andreas fault is within EVWD’s service area and most facilities are located
between the San Jacinto and San Andreas fault lines (depicted in yellow lines below).
Several critical facilities are on the San Andreas fault along the foothills of the San
Bernardino National Forest. Because of the proximity to two major fault lines, earthquakes
could damage 100 percent of EVWD’s water and wastewater facilities and water and
sewer mains.
30 Source: FEMA Drought Mitigation Recommendations: https://www.fema.gov/media-library-
data/1488477287215-9959f09d64e20592d5be3dfbef9c9af5/External-Report-
Format_OGSI_Consolidated_Report.pdf
56
Figure 4-11. GIS image with EVWD facilities and earthquake fault lines
Extent
1. According to the USGS Modified Mercalli Scale (
57
Table 4-4), the appropriate earthquake threat level for EVWD is of 7.0 or greater
magnitude. This threat level is expected to damage facilities and the distribution system
and prevent EVWD from meeting mission criteria.
58
Table 4-4 Earthquake Magnitude and Associated Effects
Magnitude Shaking Description / Damage
1 Not felt Not felt except by a very few under especially favourable conditions.
2 Weak Felt only by a few persons at rest, especially on upper floors of buildings.
3 Weak
Felt quite noticeably by persons indoors, especially on upper floors of
buildings. Many people do not recognize it as an earthquake. Standing motor
cars may rock slightly. Vibrations like the passing of a truck. Duration
estimated.
4 Light
Felt indoors by many, outdoors by few during the day. At night, some
awakened. Dishes, windows, doors disturbed; walls make cracking sound.
Sensation like heavy truck striking building. Standing motor cars rocked
noticeably.
5 Moderate Felt by nearly everyone; many awakened. Some dishes, windows broken.
Unstable objects overturned. Pendulum clocks may stop.
6 Strong Felt by all, many frightened. Some heavy furniture moved; a few instances of
fallen plaster. Slight damage.
7 Very
strong
Damage negligible in buildings of good design and construction; slight to
moderate in well-built ordinary structures; considerable damage in poorly
built or badly designed structures; some chimneys broken.
8 Severe
Damage slight in specially designed structures; considerable damage in
ordinary substantial buildings with partial collapse. Damage great in poorly
built structures. Fall of chimneys, factory stacks, columns, monuments, walls.
Heavy furniture overturned.
9 Violent
Damage considerable in specially designed structures; well-designed frame
structures thrown out of plumb. Damage great in substantial buildings, with
partial collapse. Buildings shifted off foundations.
10 Extreme Some well-built wooden structures destroyed; most masonry and frame
structures destroyed with foundations. Rails bent.
59
4.3.1.2.2 Historic Events
According to the USGS31, four greater-than 7.0 magnitude earthquakes have occurred
within a 200-mile radius of EVWD’s service area since year 1900. The greatest
earthquake was the magnitude 7.9 San Francisco quake along the San Andreas fault in
1906.
Figure 4-12. California Recent Earthquakes
4.3.1.2.3 Probability of Occurrence
Figure 4-13 below shows the EVWD system between the San Andreas fault line in red
and San Jacinto in orange. This data is from the California Working Group on Earthquake
Probabilities.32 The Working Group was organized by the U.S. Geological Survey
(USGS), the California Geological Survey (CGS), and the Southern California Earthquake
Center (SCEC). Critical Tier 1 facilities along the San Andreas fault are designated with
yellow pins.
31 Source: USGS Earthquake Map
32 Source: Google Earth Fault Lines with Probabilities:
http://opensha.usc.edu/ftp/kmilner/ucerf3/ucerf3_timedep_30yr_probs.kmz
60
Figure 4-13. Critical Tier 1 Facilities Along the San Andreas Fault
According to the Working Group on California Earthquake Probabilities, there is
approximately a 20 percent chance that an earthquake with a 7.0 or greater magnitude
will impact EVWD’s service area within the next 30 years.33 The annualized probability is
therefore 1/30 years * 20 percent = 0.6667 percent chance of a 7+ magnitude earthquake
impacting the service area in any given year. While the probability appears to be low, an
earthquake along the San Andreas fault is overdue and could strike suddenly, without
warning. Therefore, earthquakes are overall considered likely.
Figure 4-14. Earthquake Probability Along the San Andreas Fault in EVWD’s Service Area
33 Source: Working Group on California Earthquake Probabilities: http://www.wgcep.org/UCERF3
61
4.3.1.2.4 Vulnerability
AWWA J100-10 guidance recommends vulnerabilities for magnitude 7+ earthquakes as
follows: 1 (100 percent vulnerable) for buildings constructed before 1988 and 0.8 (80
percent vulnerable) for buildings constructed after 1988. Arcadis conducted a site
inspection to assess structural vulnerability for critical facilities located along the foothills,
including Plants 134, 148, 149, 59, and 56. The facilities, regardless of age, were in
overall good condition with adequate anchoring and support. However, due to fault line
proximity, all assets within the service area are very vulnerable to a 7+ magnitude
earthquake and will likely experience maximum ground shaking. A vulnerability score of
1 is applied to facilities along the San Andreas fault line and 0.8 to all remaining facilities
in the service area.
Water and sewer mains are considered vulnerable as well. According to EVWD’s 2019
Water System Master Plan, about half of all water pipeline material is asbestos cement,
which according to the EPA 34 is classified as having moderate/high vulnerability to
seismic activity. About one quarter of water pipes are ductile iron, with low/medium
vulnerability and the last quarter are steel pipes, with vulnerability dependent on the joint
type. According to the EPA, more than half of the drinking water pipe failures from the
Kobe, Japan earthquake were from joints pulling apart. Also, wastewater pipes are more
prone to damage, though may still be operational with some leakage.
The community is very vulnerable to earthquakes, as they have the potential to
significantly damage critical infrastructure and prevent EVWD from meeting mission
criteria for months if not longer. Further, the community will be dealing with compounding
issues beyond water. Homes, other utility services, and critical infrastructure could be
damaged.
34 Source: Pipe vulnerability: https://www.epa.gov/sites/production/files/2018-02/documents/180112-
earthquakeresilienceguide.pdf
62
Figure 4-15. Earthquake Vulnerability
4.3.1.2.5 Consequence
EVWD expects maximum ground shaking and fault rupture. Liquification is possible, but
the Regional Urban Water Management Plan35 says liquification risk is low.
Ground shaking and fault rupture can economically burden EVWD and the community
from asset repair/replacement costs, workaround costs, and loss of service. EVWD
estimates two months for recovery time. During this time, EVWD may not be able to meet
minimum water quality and quantity requirements.
Economic burden to EVWD: Earthquakes could damage 50-80 percent of
building structures, wells, and other critical equipment along the fault, requiring
costly asset repair/replacement. Newer buildings, i.e., SNRC and Headquarters,
are estimated to sustain 10-15 percent damage. However, damage to water and
sewer distribution assets results in the greatest consequence. An estimated 10
percent of water pipelines will be replaced and while the system is damaged,
isolated areas may be without water service. Pipeline ruptures could also drain
EVWD storage tanks. Damaged sewer lines could leak raw sewage, impacting
35 Source: BTAC Regional Water Management Plan:
https://www.sbvmwd.com/home/showdocument?id=6454
63
human and environmental health. Workaround costs while repairing the system
will likely be high; emergency management may include trucking in bottled water
and/or delivering water with temporary trucks and storage tanks; cleaning up
possible chlorine spills if Plants are damaged; running back-up generators for
approximately 2 months or longer at Headquarters, Plant 134, and pump stations;
costs associated with public relations and communication; other staff time to
handle emergency operations.
Economic burden to the community: Water and wastewater services have
notable ripple effects on the communities and businesses they serve. According
to FEMA, water and wastewater services are respectively worth $105 and $49 per
capita per day. EVWD estimates the entire service area, or 103,000 customers,
could be impacted. The regional economic cost of losing water and wastewater
services for two months is approximately $1 billion. Without these critical services,
routine life is halted. Residents may be temporarily displaced and businesses –
from restaurants to hospitals to industrial operations – may need to temporarily
shut down or find alternate water sources and means to safely dispose of waste.
In addition to economic consequences, EVWD estimate some staff fatalities and injuries,
which could impact the District’s ability to carry out emergency operations.
Note on consequence to wastewater services: The Sterling Natural Resource Center’s
costs are currently estimated placeholders and will be updated once construction is
complete.
4.3.1.2.6 Risk
Earthquakes pose the greatest risk to EVWD’s service area relative to other threats,
currently and in the future. Because of water and sewer line breaks, EVWD estimates
that the total population – 103,000 customers – will be impacted in the event of a 7+
magnitude earthquake. The risk is high and potentially catastrophic, and one of the few
risks EVWD expects will disrupt service for several months to the overall service area.
Although the annual probability of occurrence is low, the vulnerability and consequence
are so significant, that this threat surpasses EVWD’s risk tolerance. The annual
probability therefore plays less of a role than the other risk factors due to the catastrophic
nature, to EVWD and the community, should a major earthquake occur close to or within
the service area. Once the repairs are complete, earthquakes don’t pose a direct risk to
future population growth.
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4.3.1.3 Wildfires
4.3.1.3.1 Description
Definition
A wildfire is an uncontrolled fire that occurs in forest wildland or brush covered areas.
They can result from a variety of ignition sources including natural causes, such as Santa
Ana Winds and lightning, or anthropogenic sources like arson and debris burning.
While people play a role in igniting fires, the environment has become steadily more
flammable due to more frequent droughts in the 21st century. As environmental conditions
have shifted, population has grown, and urban areas have simultaneously expanded.
Some people choose to live closer to nature, where natural vegetation meets homes and
communities. These areas are called the Wildland-Urban Interface. Often, new residents
are unaware of the higher wildfire risk and benefits from additional education efforts to
enhance situational awareness. Controlled burns, essential for fire management, are less
frequent due to impacts on residential areas near such natural settings. With fewer
controlled burns dry brush has a tendency to accumulate, providing added fuel for
wildfires.
In nature, wildfires provide an important source of restoration for woodland communities
with many plant and animal species depending on their regular occurrence. However, for
many California communities, these fires are natural hazards that can indiscriminately
spread throughout an area. For EVWD, wildfires usually occur in the San Bernardino
Mountains and travel down the foothills into the service area.
Extent
According to CalFire36, sections of the Cities of Highland and San Bernardino along the
foothills are within “Very High Fire Hazard Severity Zones” shown in red below. Many of
EVWD’s critical facilities are located along the foothills. During wildfires, the District has
limited or no access to these facilities, which can impact service.
36 Source: Cities of Highland and San Bernardino Wildfire Threat Level:
https://osfm.fire.ca.gov/media/5946/highland.pdf
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Figure 4-16. City of Highland Wildfire Severity Zone in Local Responsibility Area
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Figure 4-17. City of San Bernardino Wildfire Severity Zone in Local Responsibility Area
Location
The following EVWD facilities are located within the very high hazard zones: Plants 37,
59, 69, 99, 101, 129, 131, 134, 140, 142, 148, 149, and Headquarters. While these
facilities are at highest risk, other facilities could be impacted as well depending on the
wildfire. Buried pipes should be protected underground, but new pipeline constructed with
PVC material could potentially melt, as happened in the 2018/2019 wildfires in Sonoma
County.
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Figure 4-18. Critical Facilities Along the Foothills
4.3.1.3.2 Historic Events
Wildfires occur annually in Southern California, typically after long, dry summers in the
autumn months, triggered by manmade causes or the Santa Ana Winds. According to the
USGS 37 , “Santa Ana Winds are a natural phenomenon in Southern California that
contributes to the region’s fire ecology.” The winds are most common from October
through March. High pressure builds in Nevada’s Great Basin, cold air sinks, and is
directed toward the gap in local mountains. As the air moves downslope, it warms, which
drops relative humidity. The result is a fast moving, warm to hot, dry wind capable of
sparking and spreading wildfires.
According to CalFire38, the following wildfire incidents occurred within about 10 miles of
EVWD’s service area, with several reaching the service area and damaging residences.
Historic wildfires have not caused structural damage to EVWD assets but have scorched
metal fences. During the 2003 “Old Fire”, EVWD issued a boil water order because of
loss of pressure to a part of the system.
37 Source: USGS Santa Ana Winds: https://www.usgs.gov/media/images/santa-ana-winds
38 Source: Cal Fire Incidents: https://fire.ca.gov/incidents/IncidentSearch?q=san+bernardino+2015
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Table 4-5. Five-Year Wildfire History
Name Location Start Date Acres
Mill 2 Fire Mill Creek Rd and Bryant St, east of
Mentone 7/12/2015 54
Sterling Fire In service area: Sterling Avenue x
Foothill Drive East 6/25/2015 100
Bryant Fire Bryant Street at Hwy 38, City of
Yucaipa 8/3/2017 325
Mart Fire In service area: Highland Ave and
City Creek Road, Highland 6/27/2017 670
Bridge Fire In service area: off Greenspot Rd
and Santa Ana Canyon Rd, Highland 7/14/2017 460
Hidden Fire In service area: Hwy 330, 1 mile
north of Highland 7/12/2017 46
Seine Fire In service area: off Piedmont Drive
and Seine Avenue, Highland 7/22/2017 20
Mile Fire
In service area: Hwy 18 x Old
Waterman Canyon Rd., 1 mile south
of Crestline
7/31/2017 100
Little Mountain
Fire
University Pkwy. and Varsity Ave.,
San Bernardino City 12/5/2017 260
Gray Fire Muscoy 7/13/2018 12
Sterling Fire Sterling Ave and Foothill Dr, City of
San Bernardino 8/31/2018 125
Old Water Fire Near Old Waterman Canyon Road
and Hwy 18. 10/24/2019 145
Hillside Fire Off of W 59th and Hill Dr, in San
Bernardino National Forest 10/31/2019 200
4.3.1.3.3 Probability of Occurrence
The probability of wildfire occurrence is highly likely (60 percent) as several wildfires
occurred within or close to the service area in every year except for 2016. Santa Ana
Winds occur annually and increase wildfire risk.
4.3.1.3.4 Vulnerability and Consequence
EVWD and the community are vulnerable to wildfires. As mentioned in the ”Location”
section, facilities along the foothills are most vulnerable. Of these, the following facilities
have a greater consequence if unavailable:
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Plant 134: EVWD’s only surface water treatment plant is located along the
foothills. As the homeless crises continue to grow in California, fire risk could
increase if fires built for cooking and warmth grow uncontrollable. A small
homeless population is known to find refuge in the foothills. Plant 134 is therefore
vulnerable to both anthropogenic and naturally occurring wildfires. Without Plant
134, EVWD cannot treat surface water from the SWP or the Santa Ana River,
which is currently 20 percent of the total supply. This loss of water could strain
EVWD 1) financially with unexpected capital costs to recover the Plant and 2)
operationally by forcing a greater reliance on groundwater. The operational impact
would be highest during a drought, when EVWD is conserving groundwater
resources and relies more on surface water.
Facilities with hydropneumatics systems: Located along the foothills and
provide water to customers at higher elevations. The hydropneumatics systems
are single points of failure, with each providing water to between 35-70 homes. If
compromised, these homes would lose water services until the hydropneumatics
systems were repaired/replaced.
Regarding the distribution system: depressurized pipelines, or a pressure-loss
event, has occurred and could occur again during a wildfire from several causes
– a power outage, leaking storage reservoirs, broken water mains, and other
system disturbances. A pressure-loss event could cause backflow, allowing
contaminants to enter the drinking water system. Water quality may be
compromised and could impact human health, causing injuries and potentially
fatalities. EVWD would work to restore pressure, flush the lines, disinfect the
system, and monitor for contaminants, but these efforts may not be possible if
critical facilities are not available. For customer safety, EVWD is prepared to issue
a boil water order; duration may vary depending on wildfire damage.
EVWD and the community face high costs to recovering from wildfires. EVWD would need
to invest in capital projects to recover lost assets, and water quality and quantity may be
compromised for portions of the service area. Community members may lose their homes
or businesses.
One notable vulnerability mitigating factor is that the fire department responds quickly to
emergencies to contain and suppress fires. For this reason, the District’s assets range in
their vulnerability to wildfire (0.05 to 0.3). However, the fire department may be reliant on
EVWD’s hydrants for firefighting. Further coordination may be needed so water and fire
departments can successfully respond to a wildfire event.
Table 4-6 summarizes consequences to infrastructure, the environment, humans,
vegetation, and the economy:
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Table 4-6. Wildfire Consequences
Infrastructure Environment Human Vegetative Economic
Power outages Erosion Fatalities
and injuries
Crop
damage
Business
disruption
Water/gas/communication
line disruption
Wildlife
destruction
Smoke
inhalation
Tree
damage Property loss
Road closures Habitat loss Human
evacuation
Species
endangered
Suppression
cost
Roadway destruction Species
endangered
Animal
evacuation
Invasive
species
increased
Revenue
loss
Water and air
pollution
4.3.1.3.5 Risk
Wildfire risk is high for EVWD with an annual likelihood of occurrence, moderate
vulnerability for several critical assets, and high consequence to the District and
community. Vulnerability is slightly reduced because fire departments respond quickly.
This indicates that fire management in the area is experienced with handling the events.
However, wildfire risk is expected to increase in the future.
Climate Change Considerations
California EPA released a 2018 climate change report39 stating that the five largest fire
years since 1950 occurred in 2006, 2007, 2008, 2012, 2015. The study had only
preliminary data on 2017 at the time, but estimated 2017 was the second largest fire year
in terms of acreage.
Another study summarized by the California’s Fourth Climate Change Assessment 40
concluded that by 2100, the average temperature is projected to increase by 5.6 to 8.8
degrees Fahrenheit assuming business-as-usual greenhouse gas emission levels.
Conclusively, hotter temperatures could increase the frequency of extreme wildfires within
Southern California.
39 Source: CalEPA Climate Change Report: https://calepa.ca.gov/2018/05/09/impacts-of-climate-change-
in-california-significant-and-increasingly-stark-new-report-says/
40 Source California’s Fourth Climate Change Assessment:
http://www.climateassessment.ca.gov/state/overview/#temperature
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4.3.1.4 Floods & Flash Floods
4.3.1.4.1 Description
Definition
FEMA defines flooding as “a general and temporary condition of partial or complete
inundation of normally dry land areas from the overflow of inland or tidal waters or the
rapid accumulation of runoff of surface waters from any source.” However, all floods are
not alike. Some floods develop slowly, sometimes over a period of days. But flash floods
can develop quickly, sometimes in just a few minutes and without any visible signs of rain.
Flash floods often have a dangerous wall of roaring water that carries rocks, mud, and
other debris and can sweep away most things in its path. Even very small streams, gullies,
creeks, culverts, dry streambeds, or low-lying ground that appears harmless in dry
weather can flood. If the rainfall intensity exceeds the evaporation rate and infiltration
capacity of the soil, surface runoff occurs. It also occurs when rainfall hits impervious
surfaces, such as roadways and other paved areas. Water flows across the surface as
either confined or unconfined flow. In an undeveloped area, the water runoff system is
provided by nature. In ever increasing urban areas flooding has necessitated the need
for new or upgraded drainage systems.
Other natural hazards like drought and wildfires can impact flooding. Even a little
precipitation after a wildfire can cause mud and landslides, partly because vegetation that
would normally absorb water has been burned off and partly because post-wildfire soils
are erodible. The result is a torrent of water, soil, and rock with damaging downstream
impacts on roads and potentially infrastructure.
The following are several terms that are relevant to flooding and important for citizens to
know:
Flood Watch: Flooding is possible. Tune in to NOAA Weather Radio, commercial
radio, or television for information.
Flash Flood Watch: Flash flooding is possible. Be prepared to move to higher
ground; listen to NOAA Weather Radio, commercial radio, or television for
information.
Flood Warning: Flooding is occurring or will occur soon; if advised to evacuate,
do so immediately.
Flash Flood Warning: A flash flood is occurring; seek higher ground on foot
immediately.
Location and Extent
Flood Zone A and AE have areas with a 1 percent annual chance of flooding and a 26
percent chance of flooding over the life of a 30-year mortgage. These are classified as
high-risk areas and should be considered significant if a facility lies within the flood zone.
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Areas surrounding bodies of water are more prone to flooding, depending on the
topography. The facilities in Table 4-7. are within a 0.5-mile radius of Flood Zone A or AE.
The facilities in bold are directly within Flood Zone A or AE as shown on the map in Figure
4-19.
Table 4-7. Facilities Within a 0.5-mile Radius of Flood Zone A or AE
Facility Flood Zone
Sterling Natural Resource Center
Plant 11
Plant 12
Plant 25
Plant 27
Plant 28
Plant 33
Plant 34
Plant 37
Plant 39
Plant 40
Plant 56
Plant 107
Plant 125
Plant 127
Plant 130
Flood Zone AE
Sterling Natural Resource Center
Plant 11
Plant 12
Plant 24
Plant 25
Plant 27
Plant 28
Plant 34
Plant 37
Plant 40
Plant 56
Plant 59
Plant 107
Plant 129
Plant 130
Plant 134
Plant 141
Plant 142
Plant 143
Plant 146
Plant 147
Plant 151
Flood Zone A
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Figure 4-19. FEMA Flood Hazard Map, Adoption date: October 17th, 2019
4.3.1.4.2 Historic events
Historic events are pulled for Highland and San Bernardino from the NOAA Storm Events
Database.41
Floods:
December 2010: EVWD lost road access to Plant 134 during a 2010 flood event
and received FEMA funding to build a bridge over the lowland area where water
typically accumulates during heavy rains and flash floods.
September 2015: Various Southern California counties experienced heavy rainfall
and flooding, and debris flow from Silverado Canyon. A tropical cyclone moving
41 Source: NOAA Storm Events Database:
https://www.ncdc.noaa.gov/stormevents/choosedates.jsp?statefips=6%2CCALIFORNIA
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through the West Coast caused the flood. Two homes in the San Manuel Indian
Reservation sustained damages.
Flash Floods:
October 1997: Localized heavy rain developed over the San Bernardino
Mountains. Between 1.5 and 2.0 inches of rain fell on a recently burned area
southwest of Running Springs. Most of the rain fell in less than one-hour,
loosening debris and soil on Holcomb Hill, which flowed into and blocked drainage
through box culverts. The result was a six-foot wall of mud, debris and water
flowing over cars, roads, and homes. In all, 27 homes, an apartment complex,
Aquinas High School, and 14 automobiles were damaged. Total estimated losses
exceeded $2.5 million.
February 2004: Thunderstorms with heavy rain caused flooding and mud slides
along the foothills of the recently burned area. Then, two days later, 12 to 25 inches
of snow fell over the San Bernardino mountains and between 1.6 to 3.2 inches of
heavy rain fell over the lower elevations. This caused flash flooding and mudslides
along the lower slopes, foothill, and out into the valley floors and desert areas.
September 2004: Flash flooding caused road closures due to downed power lines
and debris in the roadway.
October 2004: Heavy rains over the San Bernardino Mountains caused a torrent
of mud and water to run down Lytle Creek, depositing more than three feet of mud
on Glen Helen Road and Lytle Creek. One car was swept away, and one fatality
resulted from the fast-moving mud and floodwater.
December 2004: Heavy rain during a major storm caused mud and rockslide in
upper Waterman Canyon and flooding in Lytle Creek and Hesperia.
January 2005: A 35-year-old pregnant woman was swept away by a flash flood in
City Creek. The creek rose very quickly from a trickle to a 6-feet deep torrent when
a blockage upstream finally gave way. Her car was swept 2 miles downstream,
and her body was recovered two days later.
October 2006: Rain and hail formed over San Bernardino, damaging 18 homes
and business and 2 vehicles. An 8-feet-wide x 75-feet-long x 4-foot-deep water
hole cut off access to Electric Road. Mud and boulders covered streets when flood
water receded. There were no reported injuries.
August 2014: Heavy rains over the San Bernardino Mountains caused mud and
landslides, causing road damage and closures. 25 homes were damaged, costing
about $11 million county-wide.
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4.3.1.4.3 Probability of Occurrence
Overall, a flood event is likely (60 percent), with a notable event occurring every few years.
Drought and wildfires reduce soil infiltration and increase chances of flash floods. Flash
floods are more likely than floods, and either event is more likely to occur in the fall or
winter months. Flash floods can cause mud and landslides due to EVWD’s proximity to
the foothills.
The USGS map42 below shows the likelihood of mud and landslides. High elevation areas
in the San Bernardino Mountains indicate landslides are probable or likely. Historically,
mud and landslides have flowed down the foothills and into EVWD’s service area.
Figure 4-20. Mud and Landslide Likelihood
42 Source: USGS Landslide Map:
https://usgs.maps.arcgis.com/apps/webappviewer/index.html?id=ae120962f459434b8c904b456c
82669d
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4.3.1.4.4 Vulnerability
EVWD has historically provided water services during floods, flash floods, and resulting
mud and landslides. Therefore, EVWD’s vulnerability is low (0.1 to 0.2). According to
historic events, road access can become blocked or limited from mud, debris, rapidly
moving water, and/or large water pools. However, road access is typically cleared within
a few days, and the flood events should not uniformly impact the service area due to
varying topography. Of the facilities within Flood Zone A, Plant 134 is the most critical,
and EVWD has already mitigated loss of road access by building a bridge. Losing one or
two of the remaining facilities in the Flood Zone should not impact EVWD’s ability to meet
mission criteria.
However, EVWD could be vulnerable if several single access roads to critical facilities are
inaccessible. The maps below highlight roads required to access facilities and show Tier
1, 2, and 3 critical facilities. Road access to critical plants in the floodplain should be
prioritized for road clearing.
Figure 4-21. Tier 1 Critical Single-Access Roads
Table 4-8. Tier 1 Critical Roads
Plant Street Name Start End
Headquarters Greenspot Rd. Church St. Headquarters
39 Date St. Valaria Dr. End of Date St.
56 Hemlock Dr. Willow Dr. Shasta Dr.
59 Hemlock Dr. Willow Dr. Aspen Dr.
99 La Praix St. 28th St. Plant 99
101 Seine Ave. Diablo Rd. Mountain Top Dr.
129 Vista Clara St. Santa Angela St. Calle Del Rio St.
134 Highland Ave. Summertrail Pl. City Creek Rd.
143 Abbey Way Merris St. Plant 143
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Plant Street Name Start End
148 Highland Ave. Church St. Base Line
149 Cloverhill Dr. Easton Ln. Marcus Ln.
Figure 4-22. Tier 2 Critical Single-Access Roads
Table 4-9. Tier 2 Critical Roads
Tier 2 Critical Roads
Plant Street Name Start End
Plant 24 Harrison St Del Norte Dr E Lynwood Dr
Plant 28 Court St S. Del Rosa Dr Del Rosa Ave
Plant 33 Sterling Ave Edgemont Dr Marshall Blvd
Plant 34 Street to Plant E. Highland Ave Plant 34
Plant 108 Crest View Lane Hillcrest Ct Fairwood Lane
Plant 132 San Francisco St Fresno St Sparks St
Plant 140 Pleasant View Lane Evans Lane Van Leuven Lane
Plant 141 Third St Sterling Ave Lankershim Ave
Plant 146 Old Greenspot Road Church St Merris St
Plant 147 Abbey Way Merris St. Plant 147
Plant 151 Sixth St Sterling Ave Lankershim Ave
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Figure 4-23. Tier 3 Critical Single-Access Roads
Table 4-10. Tier 3 Critical Roads
Tier 3 Critical Roads
Plant Street Name Start End
Plant 11A / 12 Pedley Rd Ward St Sixth St
Plant 37 Road to Plant Foothill Dr Plant 37
Plant 40 E Third St Palm Ave Plant 40
Plant 125 Greenspot Rd Church St Plant 125
Plant 142 Santa Ana Canyon Rd N. Fork Rd Marianne Lane
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(2)(ii)) and (Requirement §201.6(c)(3)(ii)) The District
maintains private flood insurance and does not insure assets through the NFIP, nor
does the district have facilities which qualify as Repetitive Loss (RL) or Severe
Repetitive Loss (SRL) properties. Nevertheless, RL and SRL properties likely exist
within the District’s service area. This information is protected and thus details are not
directly available to the District. According to the 2017 County of San Bernardino Multi-
Jurisdictional Hazard Mitigation Plan, 12 RL properties exist throughout the County.
Most of the RL properties within the County are in high, localized mountain areas due
to debris flow, which could be located within the District’s service area.1 EVWD will
continue to review and design mitigation projects in accordance with NFIP
requirements as appropriate.
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4.3.1.4.5 Consequence
As mentioned above, EVWD may not have road access to one or more facilities for
several days until roads are cleared of debris. Because the SCADA system can be
operated from multiple locations, operations should not be impacted and EVWD expects
to continue water services. However, flood events could damage building envelopes
and/or critical assets within facilities, resulting in unbudgeted asset recovery costs.
The community may be impacted, as flash flood events have caused fatalities, injuries,
and/or damages to homes and businesses. The most expensive flood event within the
last 10 years cost San Bernardino County approximately $11 million. Overall, the
consequence of a flood, flash flood, or resulting mud/landslide is medium-low.
4.3.1.4.6 Risk
Although flood events are likely, the vulnerability and consequence are relatively low.
EVWD may increase coordination with road services to prioritize removing debris from
roadways required to access their facilities. However, the overall risk to the community
and EVWD is tolerable. Mud and landslides can be dangerous but are not expected to
disrupt water or wastewater services to the community.
Real-estate developers should review historic events and further evaluate land within
flood zones and along the foothills prone to mud and landslides.
Climate change considerations
Flash floods, mud, and landslides are linked with drought and wildfires. See “Drought’
and “Wildfire’ sections for climate change considerations. Droughts and wildfires are
expected to increase in frequency. Flash floods, mud, and landslides could as well. While
the probability of occurrence may increase, EVWD’s vulnerability and consequence are
not expected to change. The risk should therefore not increase from climate change, as
low vulnerability and consequence are consistently low.
4.3.1.5 Land Subsidence
4.3.1.5.1 Description
Definition
According to the USGS, land subsidence can result from excessive groundwater
pumping. Over-pumping causes groundwater levels to decline, aquifer-system
compaction, and land subsidence. The consequence is permanent aquifer-system
storage loss.
The causes of land subsidence in California are groundwater pumping, peat loss, and oil
extraction. In the 1970s, the San Joaquin Valley experienced historic subsidence rates of
more than 1 foot per year. The Bunker Hill Basin has not experienced notable subsidence
80
and EVWD is working toward increasing aquifer recharge efforts as a preventative
measure. Further, EVWD has diversified water sources to include surface water in
addition to groundwater.
Valley District and Western Municipal Water District are the basin Water Masters and
oversee basin depth management. Because EVWD is not directly responsible for the
basin, land subsidence is not included in the risk model but is included within this report,
as EVWD will face consequences and can contribute with recharge efforts.
Location
The USGS map43 in Figure 4-24 identifies EVWD’s service area as susceptible to land
subsidence if pumping becomes excessive. Land subsidence is typically possible in areas
reliant on groundwater.
Figure 4-24. Potential Areas of Land Subsidence Due to Groundwater Pumping
In the 2020 Regional Urban Water Management Plan, the Basin Technical Advisory
Committee (BTAC) provided an inconclusive analysis of subsidence risk. In the report,
BTAC states that “risk areas for subsidence in the SBBA would be classified as any area
where a clay layer has been dewatered below the lowest recorded water level”. The map
below shows areas with water levels below historically low 1965 levels. The section line
43 Source: California USGS Land Subsidence Map: https://ca.water.usgs.gov/land_subsidence/california-
subsidence-areas.html
81
is outside EVWD’s service area, but several subsidence risk areas shaded in red are
within EVWD’s service area.
Figure 4-25. Subsidence Risk Areas in the SBBA
Extent
Extensometers measured land subsidence in California from 1926-1970 44 . Over the
course of 44 years, the low end of subsidence was 0.007 meters per year, or around 0.3
inches per year. At the high end, subsidence was greater than 0.19 meters per year, or
greater than 7.6 inches per year; at points in the San Joaquin Valley, around one foot per
year.
Efforts are in place to monitor and prevent Bunker Hill Basin subsidence since damage
is irreparable.
44 Source: Central Valley Land Subsidence: https://www.usgs.gov/centers/ca-water-ls/science/land-
subsidence-san-joaquin-valley?qt-science_center_objects=0#qt-science_center_objects
82
Figure 4-26. Land Subsidence in the Central Valley from 1926 to 1970
4.3.1.5.2 Historic Events
There are no known historic events of land subsidence in EVWD’s service area.
4.3.1.5.3 Probability of Occurrence
The probability of land subsidence overtime is correlated with drought (1 percent). If
drought persists, the aquifer is not recharged, and water demand exceeds supply for
several years, then EVWD could experience land subsidence. Though the District is not
a member of the Chino Basin, water management rationale from the 2015 Chino Basin
Subsidence Management Plan is applicable as a general statement: “Pumping of the
deep aquifer system causes groundwater-level decline that is much greater in magnitude
and lateral extent than groundwater-level decline caused by pumping of the shallow
aquifer system45.” This means that if EVWD extends wells into the deep aquifer system,
then the probability of land subsidence is expected to increase.
45 Source: Chino Basin Subsidence Management Plan:
http://www.cbwm.org/docs/engdocs/Land%20Subsidence/20150724%20-Source:
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4.3.1.5.4 Vulnerability
Valley District’s basin monitoring and recharge efforts are ongoing. EVWD may be
moderately vulnerable to land subsidence. Water and sewer pipes may be vulnerable to
leaks and breaks. Groundwater recharge and water conservation efforts lower
vulnerability, while drought years could increase vulnerability, particularly if EVWD
extends wells deeper into the aquifer system. Permanently losing groundwater storage
capacity is the worst-case scenario.
The community has low vulnerability to land subsidence, approximately 20 percent.
Subsidence is dependent on geology, so likely wouldn’t impact the service area
consistently. Areas shown in red in Figure 4-26 above are more vulnerable than others.
Subsidence may impact some foundations for homes and businesses. However,
subsidence occurs slowly and will likely never reach the rate of the San Joaquin Valley in
the 1970s. Overall, EVWD can still provide water and wastewater services to the
community.
4.3.1.5.5 Consequence
Subsidence would likely occur in the darker red subsidence risk areas shown in Figure
4-26. If subsidence did occur in those areas, the cost over time to repair building
foundations and pipes could be significant. In addition to infrastructure, the aquifer-system
is vulnerable to permanent storage loss, which poses the highest consequence.
Groundwater is 80 percent of total water supply. As mentioned in the ‘probability of
occurrence’ section, pumping water from greater depths increases the likelihood of
subsidence. If storage is lost and the upper layer of the aquifer subsides, then EVWD
would need to extend wells deeper, further increasing the risk. Once subsidence occurs,
the basin has increasingly higher chances of subsidence worsening and of further storage
loss. Therefore, conditions that enable subsidence should be monitored and prevented
when possible.
4.3.1.5.6 Risk
The probability of subsidence is low enough that land subsidence is within EVWD’s risk
tolerance. However, the consequence is high if subsidence does occur. Because the
Water Master’s report was inconclusive, risk is currently unclear. Still, the Water Master
is actively monitoring for and prepared to act with any indication of subsidence and EVWD
will continue to support the BTAC’s efforts to manage the basin.
4.3.2 Malevolent Threats
Malevolent adversaries can come from outside or inside the organization and inflict
physical or cyber damage to critical assets.
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4.3.2.1 Physical Insider and Outsider Threats
4.3.2.1.1 Description
To determine the threat level, EVWD
evaluated the physical outsider threat
spectrum below and selected “Local
Extremist Group” as the worst probable
outcome. Local Extremist Groups may
contaminate water or engage in gun
violence. Vandals and criminals are also
considered in the risk analysis as they
could damage EVWD facilities. Criminals
who target EVWD facilities could be
motivated to steal scrap material and
copper wire – resalable materials. They
may be less incentivized to damage
equipment. EVWD estimates they can still
meet mission criteria if equipment (i.e.,
booster pumps, the treatment equipment,
and raw and treated water pipes) is
damaged. The top concerns are gun
violence followed by surface water
contamination.
EVWD also evaluated the physical insider
threat spectrum, which includes EVWD
employees, contractors, and vendors. EVWD selected “Disgruntled (Revenge)”,
assuming the worst probable case would be an employee or ex-employee seeking
revenge and engaging in possible gun violence. The threat level increases with adversary
sophistication.
4.3.2.1.2 Historic Events
EVWD has historically experienced threats on personnel from disgruntled customers and
an incident involving arson by a physical outsider at the Del Rosa yard. Neither incident
resulted in fatalities or injuries, but the building sustained major damage and many
permanent records were destroyed. The incidents prompted EVWD to improve physical
security at District facilities.
While not occurring at EVWD, the 2015 San Bernardino terrorist attack at the San
Bernardino County Department of Public Health Christmas Party resulted in 14 fatalities
and 22 injuries. The attack consisted of gun violence and attempted bombing at the Inland
Figure 4-27. Physical Outsider Threat Spectrum
Figure 4-28. Physical Insider Threat Spectrum
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Regional Center in San Bernardino. This incident is an example of workplace violence at
a public agency.
4.3.2.1.3 Probability of Occurrence
In July 2019, the EPA issued updated guidance for estimating the likelihood of a
malevolent act on water systems. See Appendix E EPA Guidance on Malevolent Threats
for further details.
However, the Planning Team chose a more conservative approach to threat likelihood
calculations for malevolent acts. Because threat is one factor within the larger risk
equation, if threat likelihood is five orders of magnitude less than other factors (i.e.
vulnerability and consequence), the risk of physical attack becomes negligible, which
does not pass the Planning Team’s sense check. The guidance issued by the EPA
recommends the probability of an attack on EVWD as 10e-6 percent, estimating one attack
(physical assault that disables infrastructure and terrorizes staff) per 10 years among the
100,000 water utilities within the United States.
EVWD believes the increasing frequency 46 of shootings warrants a higher likelihood,
especially given historic incidents at EVWD and since two shootings at municipalities
have occurred in the last ten years, on May 31, 2019 in Virginia Beach and on August 5,
2013 in Saylorsburg Pennsylvania. The Planning Team therefore selected the following
likelihoods for physical threats:
Physical Outsider (extremist – active shooter, contamination): 0.1 percent, which
is twice as likely as the EPA guidance.
Physical Outsider (criminal or vandal): 10 percent, once every 10 years based
on EVWD’s history dealing with local criminal activity.
Physical Insider (active shooter): 1 percent, once every 100 years based on the
increased frequency of workplace shootings.
46 Source: Mass Shooting Incidents in the United States:
https://www.statista.com/statistics/811487/number-of-mass-shootings-in-the-us/
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Figure 4-29. Mass Shooting Incidents in the United States from January 1982 to August 2019
4.3.2.1.4 Vulnerability
For physical security, the vulnerability analysis answers: “How effective is the existing
security system and building design at protecting each of the critical assets against
identified threats?”
Physical vulnerability is measured by the existing deterrence, detection systems, delay
features and the response measures.
The Planning Team used a five-point scale from low to very high vulnerability (L, LM, M,
H, HH) and accordingly assigned numbers from 0.1 to 0.9. Vulnerability scores were
provided by the J100 methodology (see Appendix F in the J-100 Methodology) and
subject matter experts according to best judgement. To evaluate physical security,
Planning Team members and Arcadis conducted site visits. The following facilities were
evaluated:
Headquarters
Plant 134
Plant 39
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A detailed summary is in Appendix G Physical Security Assessment.
Overall, EVWD facilities vary in countermeasures. The most protected facilities are
Headquarters, SNRC, and Plant 134. Headquarters and SNRC have or will have security
features to protect staff, including gated staff parking and badge entry. Plant 134 has a
security guard 7 days a week at night with random start/stop times in case a criminal/local
extremist is monitoring the facility. EVWD is also updating fencing at Plant 134 and SNRC.
However, all field sites rely on the same master lock and Plant 134 uses a pin code.
Because the pin code and locks have not changed in several years, most Plants are
accessible and therefore vulnerable. Contract maintenance personnel and landscapers
have access and retired / terminated staff may as well.
Deterrence: varying lighting and signage
Detection: varying video surveillance and alarm systems, and access-controlled
doors
Delay: fencing around the circumference (often barbed wired)
Response: police response time ranges from a few minutes to much longer
depending on the location; Plant 134 has an onsite security guard at night.
EVWD has consistently been improving security measures. The scores for physical
insider and outside threats ranged from 0.1 to 0.9. Therefore, vulnerability is moderate,
as some facilities are well protected while others are vulnerable to vandalism and criminal
activity. However, EVWD operations are still vulnerable to sophisticated physical
adversaries outside and inside the organization.
4.3.2.1.5 Consequence and Risk
The consequence and risk to EVWD is highest for gun violence from a physical outsider
or insider. The insider will have greater access to the administration buildings and could
cause more damage. Staff fatalities and injuries mean the District could lose key staff
needed to perform unique functions within the organization. Also, the psychological
impact of workplace violence is substantial. Employees may fear coming to work and
suffer from post-traumatic stress disorder. The process of recovering from such trauma
make take years and EVWD may experience staff turnover. As a relatively small
organization, losing staff could impact operations and business continuity.
The highest consequence and risk to the region is a surface water contamination event.
Groundwater wells are difficult to access, so are not vulnerable to a malevolent
contamination event. Accidental groundwater plumes move slowly and EVWD closely
monitors and immediately responds to these events. Therefore, EVWD is concerned with
accidental or malevolent surface water contamination from the Santa Ana River, the State
Water Project, or within the distribution system. Backflow contamination is also possible
and difficult to trace. Water contamination would impact public health and potentially
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cause fatalities and injuries. EVWD could face regulatory fines and lose public
confidence. The regional impact depends on the type and extent of contamination.
4.3.2.2 Cyber Insider and Outsider Threats
4.3.2.2.1 Description
Cyber threats can impact operations and the organization by targeting SCADA, IT,
Finance, communication systems, sensitive/critical documents, and key staff. According
to the Director of National Intelligence, the Federal Bureau of Investigation (FBI), and the
Department of Homeland Security (DHS), cyber risk is the top threat facing business and
critical infrastructure in the United States. A recent AWWA report titled “Cybersecurity
Risk & Responsibility in the Water Sector”47 summarizes recent cyberattacks on water
systems and the consequences. According to the report, a March 2018 technical alert
from the FBI and DHS warned of a multi-stage intrusion campaign by Russian
government cyber criminals who are targeting the US water sector in addition to other
sectors. This means all water utilities should be aware of, and if possible, prepared for
nation-state attacks on business continuity systems. The consensus is that nation-state
cyber criminals are gathering access and intel but will likely only attack in the event of war
between the United States and the nation-state.
Water systems across the country have increasingly experienced cyberattacks, with
tactics including phishing, malware, ransomware, tampering with Industrial Control
Systems, manipulating valve/flow operations and altering chemical treatment
formulations. Social engineering attempts lure employees into clicking links or opening
attachments that contain malware.
Cyberattacks can occur from anywhere in the world, so proximity and specificity are not
limiting factors. The internet allows malevolent adversaries in any geography to use
automation to probe networks and randomly find vulnerabilities. Cyber criminals can
therefore fall anywhere on the threat spectrum, from vandal/criminal looking for financial
gain to nation-state attempting to undermine the U.S. critical infrastructure in wartime.
Regarding the cyber insider: the insider can include EVWD staff as well as
vendors/contractors. There are only 1-2 internal staff capable of executing a
sophisticated attack, and they are unlikely to do so. However, EVWD contracts out
SCADA management, and is currently updating policies around vendor access and
controls.
47 Source: AWWA Cybersecurity Risk and Responsibility in the Water Sector:
https://www.awwa.org/Portals/0/AWWA/Government/AWWACybersecurityRiskandResponsibility.
pdf?ver=2018-12-05-123319-013
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4.3.2.2.2 Location
The following assets were identified as critical:
IT/OT systems
GIS: This system houses critical location information for all EVWD’s operations
technology assets.
Data Center: Houses mission critical operational, financial, administrative assets,
i.e., servers, information storage systems and critical network connectivity
hardware.
Laserfiche: Online administrative documents and contracts repository.
Frontier Internet: Sole provider for the organization’s business and operations
broadband needs.
4506 Switch: Core networking switch for the organization that does not have any
redundancy.
Del Rosa Radio Tower: Core wireless networking tower for the organization. The
tower has some redundancy, but failure would significantly impact SCADA system
operations.
People
Network Administrator: A single Network Administrator with no backup
personnel.
SCADA SME: The organization does not have an onsite subject matter expert for
SCADA that can serve as a backup in case TESCO, the vendor, is not able to
service SCADA systems.
Facilities
Plant 146, 147, 134 and HQ are mission critical locations and selected as a sample size
to represent EVWD’s system. Arcadis conducted a site walkthrough at these locations
and provided a visual inspection of the security perimeter for the site’s cyber assets and
a high-level assessment of the functional state, configuration and robustness for meeting
the organization’s mission criteria.
Plant 146: This site contains two wells and a booster pump that pumps water to
Plant 143. The site gate was secured with a simple physical key-based padlock
and approximately 6-feet-high walls with barbed wire. No electronic access control
mechanisms or closed-circuit TV (CCTV) monitoring equipment were noted. The
PLC cabinets do not have access control mechanisms to electronically monitor
and log activity. Observation from this site indicate that a physical attack on the
site and cyber assets could go unmonitored, unrecorded, and unnoticed for a
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reasonable amount of time, meaning the attacks have a greater chance of
success. Without controls in place, EVWD does not have visibility to whether
unauthorized intrusions are from an insider or outsider malevolent criminal.
Plant 147: This site contains a well, booster pump, large storage tank, and a
building that houses electrical equipment along with SCADA PLC and other
technology equipment. The site does not have electronic access control
mechanisms or CCTV monitoring equipment. The PLC cabinets, while located
inside the building behind a locked door, do not have access control mechanisms
to electronically monitor and log activity. Observation from this site are consistent
with observations for Plant 147, indicating that a physical attack on the site and
cyber assets could go unmonitored, unrecorded, and unnoticed for a reasonable
amount of time, meaning the attacks have a greater chance of success. Without
controls in place, EVWD does not have visibility to whether unauthorized intrusions
are from an insider or outsider malevolent criminal.
Plant 134: This site is secured with a combination of cement enforced walls and
fencing. The site has a PIN based electronic keypad for access control and CCTV
monitoring. However, the keypad access PIN is not routinely reset and is therefore
accessible to multiple current and former staff. The use of the keypad is not logged.
The HMI portion of the SCADA assets on this site run the ClearSCADA software
package on a Windows 7 Pro x64 operating system. TESCO is the sole vendor
for the SCADA PLC package. The vendor has direct uncontrolled remote access
to the site; according to the TESCO, this is required to provide 24/7 remote support
services. However, this indicates vendor controls, including password protection,
could be improved. In addition, the PLC cabinets do not have access control
mechanisms to electronically monitor and log activity.
Headquarters: EVWD’s Headquarters facility houses the Data Center. The room
was secured with a badged/keycard access reader, making the data center the
most secure of all locations regarding cyber assets. The data center room does
contain an adequate fire suppression system that is intended to activate before
water sprinklers can be activated. Also, EVWD firewalls have intrusion detection
capabilities that are logged, and networking equipment is controlled via ID badges
with limited personnel access. However, the data center does not have CCTV
monitoring and the data center contains many mission critical servers as well as a
core switch identified as “Switch 4506”, which is a single point of failure. No backup
data center location was identified. The District has a specific firewall rule on their
business system that allows limited access to the SCADA network from the
business network for IT monitoring and configuration maintenance, as well as
operator alerting and virtual private network (VPN) remote access.
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4.3.2.2.3 Historic Events and Probability of Occurrence
EVWD estimates they experience one major cyberattack per system per year via email
phishing attempts. The probability of occurrence is high for cyber outsider threats (100
percent) and low for both accidental cyber insider accidental (20 percent) and malevolent
(5 percent). Cyberattacks are increasing in prevalence and sophistication and are
targeting water utilities (among other sectors).
A cyber criminal recently attempted to divert a $4 million payment by posing as an EVWD
contractor. EVWD was able to catch the incident in time and the payment was not made.
It is important to note that cyber criminals may be monitoring internal EVWD
communication and might have a heightened level of awareness to know who within the
organization to target, which contractor is receiving large payments, and the correct
terminology to use.
4.3.2.2.4 Vulnerability
A Cybersecurity Vulnerability Assessment evaluated the condition, configuration,
governance, and functions of EVWD’s Information Technology (IT) and Operations
Technology (OT) system components. A workshop along with a site walkthrough of
EVWD’s IT/OT Systems was conducted on August 19, 2019. IT systems support day to
day administrative, financial and regulatory work. OT systems support EVWD’s SCADA
system. The goal of the workshop was to work with the stakeholders at EVWD to identify
critical systems and assets, discuss their functional role in meeting the organization’s
mission critical services, identify applicable threats, and discuss the threat likelihood
based on EVWD’s history, EVWD subject matter experts, and EPA guidance.
For the Vulnerability Assessment, Arcadis leveraged key elements of the industry best
practice NIST Cybersecurity Framework v1.1 48 to provide a high-level snapshot of
EVWD’s cybersecurity posture through review of strategy, policies, and procedures.
EVWD’s Network Administrator completed the Vulnerability Assessment, providing
scores according to a five-point NIST recommended scale.
48 Source: NIST Cybersecurity Framework v1.1:
https://nvlpubs.nist.gov/nistpubs/CSWP/NIST.CSWP.04162018.pdf
Figure 4-30. NIST Five-Point Maturity Scale
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A follow up business continuity workshop was conducted on October 9, 2019 to review
the Cybersecurity Vulnerability Assessment results and discuss recommended mitigation
measures.
EVWD’s average score was 0.98 out of 5.00 scale across the following categories:
identification, protection, detection, response, and recovery. Protection scored the
highest, which reduces vulnerability and is likely why EVWD has not historically
experienced a major cyberattack. Identification scored the lowest, and a business
continuity asset inventory may help identify critical cyber assets and data flows, and target
protection toward the high-risk assets. The overall score indicates EVWD is vulnerable to
a cyberattack from outside or inside the organization.
There are gaps within the following: an organizational cybersecurity policy from an
executive level, a recognized standard, and standard operating procedures. This can
result in miscommunication and misunderstanding if multiple organizational levels are not
aligned in prioritizing cyber objectives and risks. Also, the lack of organizational alignment
can impact investments made into cybersecurity, leaving the system more vulnerable and
less redundant. The District’s vulnerability using the J100 worksheet is 0.7 for cyber
outsider while cyber insider is 0.9.
The completed assessment with comments is in Appendix H NIST Cybersecurity
Assessment.
4.3.2.2.5 Consequence
The consequence of a cyberattack is high. According to EVWD staff, a ransomware attack
could potentially disable critical business and backup systems, shutting down operations
for years. If the SCADA system was disabled, EVWD may need to operate manually for
up to 6 months, and the organization may not have staff resources to execute manual
operations. EVWD continuously monitors treatment and changes in water quality, so an
attack that alters chemical treatment formulation should be caught relatively quickly with
limited consequence.
IT and finance systems have a higher consequence. EVWD estimates recovering
compromised IT systems would cost $4 million total: $2 million to replace hardware and
software and $2 million in staff and vendor time. For Finance, a cyber outsider historically
requested $4 million in redirected payment when posing as a vendor on a major
construction project. A cyberattack could also prevent EVWD from receiving revenue.
If EVWD business continuity systems are compromised, the public could lose confidence
in EVWD’s ability to safeguard sensitive customer information, provide accurate meter
readings, and ensure public safety if treatment is reconfigured.
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Figure 4-31. EVWD Cybersecurity Vulnerability Assessment Results
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4.3.2.2.6 Risk
Cyberattack risk is among the top three highest risks. The threat level has grown rapidly
in the last decade along with technological advances while IT staff resources have
remained the same. EVWD does not currently have enough IT staff to prevent and
respond to cyberattacks. Current IT staff are therefore a single point of failure within the
organization, with unique knowledge of the system and limited time to execute mitigation
initiatives and reduce vulnerability. EVWD is currently evaluating options to outsource
business continuity services to augment current IT staff. However, without governance
and controls in place, outsourced IT services may increase vulnerability to a cyberattack.
4.3.3 Dependency Hazards
Dependency hazards consider the context of EVWD’s supply chain – specifically, which
products or equipment are required to meet mission criteria and could pose a threat if the
supplier or stock is unavailable.
4.3.3.1 Loss of Power
4.3.3.1.1 Description
In recent years, power utilities have begun shutting down portions of the power grid to
avoid causing wildfires during high winds. However, water and wastewater utilities are
dependent on power providers to pump water and wastewater throughout the distribution
system and sewer lines. During a power outage, the water system must rely more heavily
on storage capacity and back-up generation to continue services. If storage capacity runs
out, generators are not available, or fuel supply is not enough to continue running
generators throughout a power outage, then EVWD may not meet their mission criteria.
Power utilities across California are growing risk averse. This year, Southern California
Edison (SCE), EVWD’s sole power provider, has initiated planned public safety power
shutoff events during high winds. PG&E in Northern California has incurred high costs,
faced regulatory fines, lost public confidence, and declared bankruptcy after
investigations determined their electric lines caused major wildfires.
The community is highly dependent on power, water, and wastewater services. EVWD
customers may need to evacuate the area and businesses may shut down during power
outages. EVWD is particularly concerned about customers at higher elevation, where
more power is required to deliver water.
EVWD may need to prioritize asset and system redundancy for critical and contractual
customers, including hospitals, the San Manuel Band of Mission Indians, and others.
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4.3.3.1.2 Historic Events and Probability of Occurrence
Santa Ana Winds typically occur in the fall and winter months and result in rapidly moving
warm winds that gain speed as they descend the San Bernardino Mountain foothills. SCE
has initiated planned power shut offs in nearby jurisdictions for hours and up to 4 days.
Power loss for longer than 1 day can impact operations. If reservoirs are full, EVWD may
have 2.5 days of water available. The District can gravity flow to some portions of the
service area and use onsite or mobile generators elsewhere.
Overall, power outages are increasing in frequency and duration as power utilities attempt
to reduce wildfire risk. The probability of occurrence is 50 percent as EVWD expects
power loss every year, with an outage lasting several days approximately every other
year.
4.3.3.1.3 Vulnerability, Consequence, and Risk
EVWD is somewhat vulnerable considering some storage and on-site power generation
is available. However, transporting mobile generators to the foothills has proven difficult,
so the District is investing in vehicles capable of moving mobile generators. This
investment, along with recent purchases of additional generators, has reduced EVWD’s
vulnerability. Plants without generators are more vulnerable (0.9) as compared to plants
with generators (0.1 to 0.2). However, all generators require fuel to run. One
recommendation is for EVWD to have ample fuel supply in case generators are required
for power outages lasting several days.
Regarding business continuity, EVWD would have issues communicating and functioning
without an internet connection. Operators could run the system manually and Finance
could continue paying bills and receiving payments, as offsite billing is available.
The consequence is high if EVWD does not have power for extended periods of time. The
District can likely meet mission criteria for up to 7 days but may not be able to provide
water and wastewater services if the power outage lasts for longer, assuming fuel is
readily available. If fuel supply is cut off, then generators would not be able to support
EVWD’s operations and business continuity services, and service levels may not be met
after a couple of days.
Power outages have risen on the list of concerns over the last few years and are EVWD’s
greatest dependency hazard.
4.3.3.2 The State Water Project
4.3.3.2.1 Description
The State Water Project provides approximately 20 percent of EVWD’s water supply. The
remaining 80 percent is from groundwater. Today, EVWD can still meet the mission
criteria for water supply with groundwater alone. However, SWP water is a dependency
hazard during a drought, when surface water supplies become highly critical to avoid
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over-pumping groundwater. Further, the California Department of Water Resources has
said the SWP is vulnerable to climate change and earthquake risks, stating, “There is
clear evidence of the vulnerabilities in the Sacramento-San Joaquin Delta (Delta) posed
by climate change and earthquake risk. As sea levels continue to rise, the Delta will be
faced with increasing water levels and salinity, which will dramatically alter and harm
water quality and supply locally and for 27 million Californians across the state. Immediate
action is needed to upgrade Delta infrastructure, ensuring the state’s largest supply of
clean water is climate resilient and able to respond to these risks.”49
If either drought, climate change, or an earthquake prevent delivery of SWP water, then
EVWD will not be able to use SWP to recharge groundwater levels and/or for indoor water
use.
4.3.3.2.2 Historic Events and Probability of Occurrence
During the last drought, SWP allocation to Valley District decreased to 8 percent. In
comparison, the current (December 2019) allocation is 92 percent. To put this in
perspective, EVWD received about 1.1 MGD and 12.6 MGD when Valley District’s
allocation was respectively at 8 percent and 92 percent. Therefore, EVWD likely won’t
entirely lose access to SWP water but could lose a significant portion during a severe to
extreme drought. The probability of occurrence is 10 percent.
4.3.3.2.3 Vulnerability, Consequence, and Risk
EVWD is vulnerable to losing SWP water, scoring a 0.5 for vulnerability. The District is
more dependent on SWP water during droughts, right when the allocation is reduced. To
lower vulnerability, EVWD and Valley District recharge the basin with SWP water during
wet or normal conditions, knowing this water will be needed during drought years.
The consequence and risk of losing SWP water is greater reliance on groundwater, and
further described in drought and land subsidence hazard analyses sections.
4.3.3.3 Critical Spares
EVWD relies on specialized equipment to operate water and wastewater services. Water
supply equipment is vulnerable to single supplier and/or supply chain issues and natural
disasters. Critical and vulnerable equipment includes surface water treatment equipment
at Plant 134, earthquake valves on several reservoirs, generators, electrical equipment,
and booster pumps across critical facilities. Critical spares for wastewater service will be
determined once SNRC is online.
Supply chain issues do not pose a significant risk. EVWD estimates the likelihood of
occurrence for supply chain issues is approximately once every ten years (10 percent),
and consequence is low. Consequence may be costly temporary workaround measures
49 Source: State Water Project Delta Conveyance: https://water.ca.gov/Programs/State-Water-
Project/Delta-Conveyance
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and operational changes. For example, if membrane equipment is not available, then
EVWD can temporarily reallocate water supply to groundwater until treated surface water
is available.
However, critical spares are vulnerable and do pose a high risk in case of natural disaster,
which does have the potential to damage several facilities at once. The District’s assets
are approximately 0.9 vulnerable to loss of critical spares, with the exception of SNRC
which scored a 0.5 for vulnerability. In the event of an earthquake or wildfire, EVWD
should have enough spares on hand to respond to the emergency. See earthquake and
wildfire threat analyses for more information on vulnerability, probability of occurrence,
and consequence.
In case several facilities require critical spares at once, EVWD should inventory critical
spares and evaluate existing contracts with suppliers, potentially identifying additional
vendors in case of emergency or if existing vendors go out of business.
4.3.4 Proximity Hazards
4.3.4.1 Description
Proximity hazards consider EVWD’s geographic context to understand which neighboring
industrial processes could impact EVWD’s ability to meet mission criteria. For example,
a former military site could contaminate groundwater.
The service area is primary residential, while proximity hazards are more associated with
industrial areas. Still, gas stations are sprinkled throughout, and a cluster of industrial
operations are in the southwest corner of the service area. The basin flows from the
northeast to the southwest, meaning contamination would flow away from EVWD wells
and service area. However, the industrial operations could still have downstream impacts
and require regional coordination to monitor water quality. The proximity hazard analysis
includes historic and updated information.
Historic information: In compliance with the state and local Department of Health
Services’ Drinking Water Source Assessment and Protection (DWSAP) Program, EVWD
worked with the San Bernardino Valley Water Conservation District to complete surface
and groundwater assessments between 2001 and 2003. The following water sources
were assessed:
Surface Water: North Fork Ditch / Santa Ana River, State Water Project
Groundwater Wells: 9, 11, 12, 24A, 24B, 25, 28, 39, 40, 107, 120, 132-2, 141,
142, 143, 146A, 147
Updated analysis: Arcadis conducted a proximity hazard analysis in 2019 in ArcGIS to
identify HAZMAT facilities and pipelines, mining operations, and landfill operations within
a one to three-mile radius of critical facilities and pipelines. HAZMAT facilities include
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power plants, chemical facilities, military cleanup sites, and superfund sites. HAZMAT
pipelines in the service area are natural gas transmission pipelines.
4.3.4.2 Historic Events and Probability of Occurrence
Findings from the 2001 – 2003 DWSAP Program:
PCE and/or nitrates were found in some surface and groundwater sources. Surface water
was evaluated using the Surface Water System Method, leveraging information from
Watershed Sanitary Survey Updates. Groundwater was evaluated using the Calculated
Fixed Radius method, which involves inventorying possible contaminating activities
(historic and current) and identifying which activities are in close enough proximity to
impact water quality. Findings include:
Wells:
Nitrates are detected in most Wells, likely from the following activities:
junk/scrap/salvage yards, septic systems, agricultural activity applying
fertilizers/pesticides/herbicides, lumber processing and manufacturing, high
density housing, sewer collection systems, cemetery/graveyards, parks, and
schools.
PCE was also detected in Wells near the airport, abandoned military installations
known for contaminant plumes, dry cleaners, and/or local machine/auto shops
(Wells 9A, 12A, 28A, 132-2, 141).
Surface Water:
The SWP is susceptible to contamination from gas stations, dry cleaners, and
recreational activity.
The North Fork Ditch / Santa Ana River supply has nitrates, likely from
junk/scrap/salvage yards and funeral/graveyard services.
See Appendix I Drinking Water Source Assessments for detailed assessments.
Findings from the 2019 Proximity Hazard Analysis:
The Norton Air Force Base was located on property now owned by the San Bernardino
International Airport Authority and is a superfund, military cleanup, and landfill site. The
former air force base is the most significant proximity hazard in the service area and has
historically impacted groundwater quality and soil near the site. Contaminants include
freon, dioxins, lead, arsenic, PCBs, PCE, TCE, chromium, xylene, and vinyl chloride. The
EPA put remedies in place to protect public health and the environment and evaluates
site remediation progress every five years. No further remediation is required;
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groundwater monitoring, landfill gas monitoring, inspections and maintenance efforts are
ongoing. This site can potentially impact groundwater until the EPA closes the case.
Figure 4-32. Proximity Hazard: Norton Air Force Base
In addition to the Norton Air Force Base, two power plants and an active natural gas
pipeline owned by Southern California Edison are proximity hazards. In case of accidental
leak / explosion, the only critical facility and single point of failure is SNRC, without which
EVWD cannot treat wastewater. However, the likelihood of an explosion that causes
severe damage to SNRC and compromises mission criteria is low. The likelihood of a
minor incident that causes minimal damage could occur once every 10 to 20 years, or a
probability of occurrence of 5 to 10 percent.
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Figure 4-33. Proximity Hazard: Active Natural Gas Transmission Line
Lastly, accidental hazmat contamination near the Santa Ana River or the State Water
Project could potentially impact Plant 134 treatment operations and surface water quality.
Historically, an automotive accident spilled diesel in the Santa Ana River, which caused
some operational issues for EVWD, but did not impact service levels.
4.3.4.3 Vulnerability, Consequence, and Risk
EVWD has worked toward reducing vulnerability by constructing sanitary seals to prevent
chemicals and degraded surface and groundwater from moving through the well borings
and coming in contact with the groundwater source. Large concrete slabs are constructed
around the wellheads, the ground surface is sloped to drain away from the wells, and
large control zones have been erected around the wells. The vulnerability ranges from
0.05 to 0.1.
Proximity hazards are therefore not a high risk for EVWD. Groundwater contamination
from the Norton Air Force Base has already occurred. EVWD is actively monitoring
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groundwater quality and EPA remediation efforts are ongoing. Because contaminants
flow away from wells, EVWD is not vulnerable to greater exposure.
To account for directional basin flow, the proximity hazard analysis was expanded, and
no significant industrial operations were identified within a three-mile radius of the eastern
boundary. Because the existing industrial operations are on the westside, the
consequence to EVWD’s service area is low.
See Appendix J Proximity Hazard Analysis for a summary of proximity hazards in EVWD’s
service area.
4.4 RISK SUMMARY
The Risk Summary provides an overview of the outcomes of the hazard profiles which
are used to quantify the risks posed by potential threats within the service area. A critical
piece of the 2020 Plan Update is to compare the District’s risk for each natural and man-
made hazard profile and identify where the greatest opportunities for mitigation and
operational improvements exist. The District can compare each risk quantitatively using
a risk model that follows J100 methodology. The risk model calculates risk in dollars for
each hazard profile by multiplying the consequence, vulnerability, and hazard likelihood
(or probability of occurrence). The equation follows the following steps:
Consequence ($) x Vulnerability (%) x Threat Likelihood (%) = Risk ($)
Consequences are monetary estimates of physical damage, health and safety impacts,
and economic impacts related to natural and man-made hazards. Consequences are
estimated based on a combination of J100 and FEMA benefit-cost analysis
methodologies and best practices. Vulnerability and threat likelihood are based either on
“low (0.1 - 0.3), medium (0.4 - 0.6), high (0.7 - 0.9)” scores or when possible, calculated
based on EPA or NIST guidance (i.e., for malevolent threats).
4.4.1 Hazard Summary
The Planning Team used the results of the quantified risk assessment to prioritize which
hazards may present the greatest concern to the District, identify which critical assets
may need to be protected to reduce risk, and develop potential mitigation solutions. Table
4-11. summarizes the J-100 results qualitatively. Ratings range from low (0.1 – 0.3),
moderate (0.4 – 0.6), to high (0.7 – 0.9).
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Table 4-11. Hazard Assessment Matrix
Probability of
Occurrence
Consequence of
Impact Vulnerability Risk
Extreme
Drought Moderate High Moderate High
Earthquake High High High High
Wildfires High High Moderate High
Floods & Flash
Floods High Moderate Low Moderate
Land
Subsidence Low High Moderate Unclear (per
RRA)
Physical Insider
Threat Low High Moderate Moderate
Physical
Outsider Threat Moderate High Moderate Moderate
Cyber Insider
Threats Low High High High
Cyber Outsider
Threats High High High High
Loss of Power High High Moderate High
State Water
Project Low High Moderate Moderate
Critical Spares Moderate Low High High
Proximity
Hazards High Moderate Low Low
4.4.2 Risk Target
For this analysis, the District has advised a $1 million cost threshold for the risk mitigation
target. While it would require operational reprioritizing, the District can tolerate risks below
$1 million.
The J100 model estimates the Utility and Regional Financial Risk if an event were to
occur. EVWD multiplied the Utility and Regional Risk Scores by a factor of 20 to account
for a typical 20-year planning cycle. EVWD can then evaluate which mitigation actions
may cost less than the estimated total lifecycle (20-year) risk and produce a positive return
on investment. This risk target helps to prioritize projects based on their potential to lessen
potential impacts posed by the associated hazard.
4.4.3 Risk Analysis Results
The Risk Analysis Results provide a summary of the hazards and the potential financial
risk posed to the District’s service. Overall, the highest risks result from threats that can
impact EVWD system-wide, either physically or through virtual business continuity
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systems. For example, an earthquake is projected to impact the entire service area, and
therefore can cause greater damage than a flash flood, which may impact a portion of the
District. The system-wide risks could interrupt water and wastewater services, while
EVWD’s current level of redundancy can withstand threats that cause isolated incidents.
The expected system-wide threats are earthquakes, cyber threats from outside the
organization, drought, wildfire along the foothills, and power outages. Note: In the risk
model, system-wide risks are aggregated (summed) to demonstrate the full expected
impact. The impact at the facility or asset level is also shown in Figure 4-35 below.
The following threat-asset pairs present high risks that cost equal to or greater than $1
million over a 20-year planning cycle. Full J100 risk analysis results are in the J100 model
in Appendix F, tab “Risk Model”.
Highest Risk (>$10 million)
Earthquake: A 7+ magnitude earthquake could impact all facilities, water
pipelines, and sewer pipelines due to fault line proximity. Of the assets, the water
and sewer pipes are most costly and time intensive to repair and portions of the
service area are expected to lose water and wastewater services for months during
the recovery period. Critical assets within facilities, including wells, surface water
treatment equipment, and pumps, are also costly and may require
repair/replacement. In total, earthquakes are the most expensive threat and most
likely to disrupt critical water and wastewater services for the longest duration.
Cyber Outsider: The second greatest risk is a cyberattack on financial, IT, and
SCADA systems from outside the organization. Cyberattacks are increasing in
prevalence and sophistication, attacks are expected from nation-states, and
EVWD has limited staff resources to address all vulnerabilities and respond to a
crisis. Limited IT staff at EVWD have technical knowledge of the system and
EVWD is vulnerable to knowledge loss if IT staff leave the organization.
Drought: A severe to exceptional long term (7+ year) drought could impact
EVWD’s water resources and create adverse environmental conditions, making
the District more vulnerable to other disasters like wildfires, flash floods, and land
subsidence. Surface water may not be available due to low precipitation and
reduced SWP allocation, and groundwater resources would need to be carefully
rationed. Drought can also impact the region economically; water shortages may
push residents and development opportunities from the service area, reducing
regional gross domestic product.
Wildfire: A wildfire along the foothills could damage several critical EVWD facilities
and many homes. EVWD could lose Plant 134, the only surface water treatment
plant, and hydropneumatics systems along the foothills, which would interrupt
water service to homes at higher elevations. The annual Santa Ana Winds
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increase the likelihood of occurrence. Wildfires create soil conditions prone to flash
floods, and mud and landslides are expected to cause further damage along the
foothills. Loss of life and injuries are expected. Residents along the foothills should
expect water service interruption and likely would need to evacuate until the fire is
contained. The fire department uses EVWD water services, and while the District
expects to meet fire flow requirements, coordination is required as EVWD will likely
face operational constraints. Lastly, Southern California Edison is expected to cut
power during high winds and wildfires. Wildfires are expensive and create
cascading operational issues for EVWD and the region.
Accidental Cyber Insider: Cyber threats can originate from inside or outside the
organization. The cybersecurity vulnerability assessment found a training gap,
leaving staff prone to spear-phishing attempts, which could infect cyber systems
with malware or ransomware. Also, a contractor previously accidentally deleted
critical information and EVWD has no policy around removable media devices.
High Risk ($5 – 10 million)
Malevolent Cyber Insider: EVWD does not expect its own staff to act
malevolently. However, the District outsources SCADA services and is evaluating
outsourcing IT services. Currently, governance, policies, and procedures are
insufficient to control cybersecurity breaches – accidental or malevolent – from
contractors. TESCO staff have shared passwords to remotely access EVWD’s
SCADA system, which is against best practice. This leaves EVWD’s SCADA
system vulnerable to TESCO employees. Outsourcing IT functions could similarly
increase vulnerability if access is not adequately controlled. Also, Managed
Service Providers have historically been targeted by malevolent cyberattacks, so
EVWD would need assurance for data back-ups in case of a breach.
Loss of Power: Annual power loss is expected due to the Santa Ana Winds. The
duration of power loss can vary depending on the event. Power utilities have grown
increasingly risk averse and are more prone to shutting off power to avoid causing
a wildfire. EVWD has worked to mitigate this risk by investing in generators.
However, the service area topology varies, and power is required to deliver water
to homes at higher elevations. Power loss can strain EVWD operationally and halt
day-to-day life for residents and some businesses. Over the last two decades,
dependency on power has increased along with dependency on technology in day-
to-day life.
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Medium-High Risk ($1 - 5 million)
Contamination / Physical Outsider: A local extremist group could contaminate
water at Plant 134 or backflow contaminants into the distribution system. EVWD
monitors for contaminants, but contamination could cause deaths, injuries, and a
loss of public confidence.
Physical Insider or Outsider Assault: The rate of gun violence in the United
States has increased over the last few decades. In 2019, a Virginia Beach water
utility experienced deaths and injuries after a disgruntled employee opened fire
inside an office complex. EVWD has received threats from angry citizens and
experienced arson that caused significant damage to an administrative building
and prompted increased security at facilities. Human Resources has expressed a
need for additional support during employee terminations. An insider is likely to
inflict more damage than an outsider, as an insider would have badge access to
nearly all areas within Headquarters, SNRC, and other facilities.
Equipment Failure: Hydropneumatics systems are single points of failure
respectively for 30-70 residents living at higher elevation, who rely on the systems
for water delivery. Several hydropneumatics systems are aging and could fail in
the next 5 years, particularly at Plants 59, 101, and 34.
Loss of State Water Project Water: State Water Project water is critical for basin
recharge during normal conditions and indoor water supply during a drought.
Losing this resource would increase reliance on groundwater. Six of eight wells
monitored by the Valley District are currently at historic lows and are in the
‘recharge’ zone. SWP water is vulnerable to climate change and earthquakes.
Flash Flood: Facilities along the foothills can experience flash floods and resulting
mud and landslides. Road access could be obstructed, preventing staff from
accessing the facilities. Several facilities have single access roads.
See Figure 4-35 ranking the risks from highest to lowest for risks > $1 million.
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Figure 4-34. Risk Summary
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5 CAPABILITY ASSESSMENT
The District operates according to a set of authorities, policies, programs, and funding
that allow it to provide critical lifeline services. An effective planning process evaluates
the capacity of existing authoritative frameworks, programs, and initiatives prior to setting
a mitigation strategy to ensure that the strategy is implementable and does not conflict
with existing priorities. This section takes stock of available authorities, resources,
policies, and programs that will shape the District’s ability to accomplish the mitigation
strategies put forth in this Plan.
5.1 EXISTING PLANS AND PROGRAMS
In preparation for the mitigation strategy update, the District reviewed and evaluated
existing policies, programs, plans, and partnerships for their ability to authorize and
support mitigation activities to reduce risk.
5.1.1 Regulatory Framework
The District is authorized by the State of California Water Code to define its own
ordinances and status of operation. The District’s policies are established by the District’s
Board of Directors. Ordinance 366 authorizes the District’s General Manager to declare
a local emergency. Additionally, Ordinance 366 gives the General Manager and the
Safety and Regulatory Affairs Coordinator the authorization to implement the and amend
the emergency response plan as deemed necessary. Ordinance No. 397 and Ordinance
No. 389 act as the regulatory guidelines under which the District has the authority to
enforce the Districts terms and conditions of declared rules and regulations. See Table
5-1. These ordinances give the District the authority to operate, take actions, and
administer and enforce State and Regional regulations required to maintain and protect
utility service.
Local Mitigation Plan Regulation Checklist
Requirement §201.6(b)(3)) [The local mitigation plan shall include] review and
incorporation, if appropriate, of existing plans, studies, reports, and technical
information.
Requirement §201.6(c)(3) [The local mitigation plan shall include] a mitigation strategy
that provides the jurisdiction’s blueprint for reducing the potential losses identified in the
risk assessment, based on existing authorities, policies, programs and resources, and
its ability to expand on and improve these existing tools.
The Capability Assessment documents EVWD’s existing authorities, policies, programs,
and resources and notes the District’s ability to expand on and improve these existing
policies and programs.
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Table 5-1. District Regulations
Ordinance
Number Name Description
366
An Ordinance of the Board
of Directors of the East
Valley Water District
Adopting Emergency
Response Plan and
Authorizing Its General
Manager to Promulgate
Orders and Regulations
During a Local Emergency
Authorizes the District’s General Manager to
promulgate such orders and regulations as
deemed necessary for the protection of life and
property during a local emergency. This
ordinance also provides the General Manager
and Safety and Regulatory Affairs Coordinator
the authorization to implement amendments to
the District’s ERP as deemed necessary. This
ordinance was adopted March 2005.
389
East Valley Water District
Sewer Regulations and
Service Charge
Provides the rules and regulations for the
construction, repair, and use of District sewerage
facilities, to establish the rates and charges for
such facilities and provide for their enforcement.
Last updated December 14, 2019.
397
East Valley Water District
Water Regulations and
Service
Provides the rules and regulations applicable to
the administration and operational activities of the
District. Last updated January 1, 2020.
5.1.2 Existing Plans
Current EVWD capabilities and mechanisms available in existing plans and programs
were reviewed to confirm there are no existing mechanisms that conflict with hazard
mitigation initiatives. The District found no instance of conflicting directive. In fact, the
goals and objectives of many planning efforts are closely related to hazard mitigation. As
the Planning Team worked through the planning process, the Team referenced existing
plans to ensure coordination with the District’s partners. Each of these planning
documents promote data collection and sharing, goals, and actions to reduce risk and
protect District assets and services, including:
Regional Urban Water Management Plan
The 2015 San Bernardino Valley Region Urban Water Management Plan (UMP) is a
regional planning document created to comply with California’s Urban Water
Management Planning Act. The District was one of nine agencies who participated
Local Mitigation Plan Regulation Checklist
Requirement §201.6(b)(3)) Review and incorporation of existing EVWD plans is
fundamental to ensuring consistency between the 2020 Plan Update and the other
plans. Existing EVWD plans provide a foundation of technical information and existing
District efforts to consider and align throughout the 2020 Plan Update process.
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in the planning process of the 2015 update of the SBVRUMP. The UMP delineates
water shortage contingencies to be adopted by the District in events of regional water
shortage. Information from the UMP is incorporated in the District Profile and Risk
Assessment to inform the mitigation strategy and identify mitigation actions in a
drought scenario.
Water System Master Plan
The 2019 Water Master Plan Update (WMP) presents water supply to water demand
projections based on existing, near term, and build out conditions through 2040.
These demand projections include information regarding proposed developments
and development trends expected within in the District’s service area. These trends
were used to inform the future population projections in the 2020 Plan Update. The
WMPU provided content for the hazards and risks section through discussion of
groundwater well and quality. Additional information such as funding sources,
projects, asset redundancy during emergencies are incorporated throughout the
2020 Plan Update.
Sewer System Management Plan
The Sewer System Management Plan (SSMP) includes condition information on all
District pipelines and deterioration graphs for pipeline materials. Capacity
deficiencies and improvements have been identified to strengthen the District’s
systems/facilities. The 2019 SSMP was in development at the time of this 2020 Plan
Update, so the Planning Team reviewed the 2014 SSMP for consistency. This does
not impact the alignment and scopes of the HMP or the SSMP; however, the District
intends integrate future iterations of the HMP and the SSMP with the most up-to-date
planning information available.
Wastewater Collection System Master Plan (WCSMP)
District projects have been identified that address rehabilitation, deterioration,
capacity, and vulnerabilities to District systems/facilities. Additionally, the WCSMP
provides a short term and long-term Capital Improvement Project timeline to address
the implementation of WCSMP Projects.
RRA / J100, ERP, THIRA
The District executed the 2020 Plan Update in coordination with an RRA/J100, ERP
update, and THIRA. The RRA / J100 provides the inputs to the Chapter 4 Risk
Assessment for the 2020 Plan Update, including potential threats and hazards and
define relevancy and likelihood of each threat to the District. The RRA also provides
the basis to incorporate benefit-cost analysis concepts into the Implementation
Strategy. See Chapter 6.3 for further detail.
The District also reviewed the Hazard Mitigation Plans of regional partners to ensure the
mitigation strategy reflects the mutual goals of the California Water Plan, San Bernardino
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County Multi-Jurisdictional Hazard Mitigation Plan, and the State of California Hazard
Mitigation Plan. The mitigation strategy contains goals and objectives to reflect the
District’s existing internal plans and shared interests of other State and County plans.
Future District plans are intended to incorporate the knowledge gained through the 2020
Plan Update.
Table 5-2 provides a summary matrix of how each plan reviewed relates to and supports
hazard mitigation planning.
Table 5-2. Existing District Plans and Relation to Hazard Mitigation Planning
Hazards /
Vulnerabilities
/ Risks
Mitigation
Strategy Projects Policy/
Regs. Goals
Internal Plans Aligned with Hazard Mitigation Priorities
2019 Water Master Plan
Update X X X
2019/20 RRA / J100 X X X X
2019/20 ERP X X X X
2019/20 THIRA X X X X
2014 Sewer System
Management Plan X X
2013 Wastewater
Collection System Master
Plan
X X
2015 San Bernardino
Valley Regional Urban
Water Management Plan
X X X X
External Plans Aligned with Hazard Mitigation Priorities
2018 California Water
Plan Update X X X
2017 San Bernardino
County Multi-Jurisdictional
Hazard Mitigation Plan
X X X X X
2018 State of California
Hazard Mitigation Plan X X X X X
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5.1.3 Collaborative Agencies
As a government agency, the District has access to Emergency Managers Mutual Aid
(EMMA), Emergency Management Assistance Compact (EMAC) and FEMA for national
mutual aid. The District also engages in mutual aid agreements under ERNIE, which
provides the District with a support network in the event of a disaster. EVWD is also a
member of the California Water/Wastewater Agency Response Network (CalWARN).
CalWARN develops emergency preparedness programs to offer mutual aid to public and
private water and wastewater utilities within the State of California.
The District is a participating member of the San Bernardino Valley Municipal Water
District (SBVMWD). SBVMWD acts a wholesale water supplier for the District, City of
Loma Linda, City of Redlands, City of San Bernardino Municipal Water Department, West
Valley Water District, Yucaipa Valley Water District, City of Colton, City of Rialto, and
Riverside Highland Water Company. Through UMP plan updates driven by SBVMWD,
the District actively coordinates with the other water suppliers to discuss best practices,
share knowledge and experiences with other participating agencies and jurisdictions.
5.2 IMPLEMENTATION CAPACITY
5.2.1 Administrative and Technical
The Planning Team was intentionally organized to have equal representation and
participation of all District departments to avoid unnecessary redundancies in the
mitigation strategy. With leadership from the Planning Team chair and Core Team (see
Section 2.1.1), each department will facilitate the implementation of mitigation actions
either through integration into existing programs and initiatives or through project funding
and construction. Department heads will be responsible for monitoring project
implementation.
Should existing policies and programs require amendment or adjusting to accommodate
hazard mitigation strategies and actions, the Board of Directors has the power to amend
the District’s ordinances and policies.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(3)) The District reviewed its internal capacity to expand on
and improve existing policies and programs to administer the mitigation strategy,
including administrative, technical, and financial capabilities.
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5.2.2 Financial
The District’s Capital Improvement Program (CIP) is a five-year planning schedule with
each year approved in correlation of findings from the Water and Wastewater Master
Plans. The CIP is funded through the following District fiscal resources:
Revenue from water sales
Revenue from sewer services
Fees for new facilities from developers
Metering availability charge
If necessary, local bond funds
Mitigation actions in the 2020 Plan Update must be incorporated into the CIP in order for
the District to generate a funding plan. Through the California Department of Water
Resources, local grants and/or loans are available for water conservation, groundwater
management, studies and activities to enhance local water supply reliability. Project
eligibility depends on the type of organization(s) applying and participating in the project
and the specific type of study or project. More than one grant or loan may be appropriate
for a proposed activity.
The District in the past has been a recipient of FEMA Pre-Disaster Mitigation Program
grant assistance and State Revolving Fund (SRF) loans to implement mitigation projects.
SRF funding an upgrade of treatment technology at the District’s Plant 134, incorporating
a small water system in EVWD, and the design of the Sterling Natural Resource Center
to further enhance the Districts capabilities in supplying a safe and dependable water
system to the public. FEMA Pre-Disaster Mitigation grant program funds have funded a
seismic reservoir study to understand and plan to mitigate seismic risk.
The District intends to expand the CIP to include the risk and updated hazard knowledge
gained through the 2020 Plan Update. The District will annually review the CIP project list
and integrate mitigation knowledge and strategies into the CIP prioritization process. The
District will incorporate mitigation projects in the CIP project list to expand the integration
of mitigation information in the annual District budget and pursue grant funding to
implement hazard mitigation projects.
5.2.3 Education and Outreach
One of the District’s core intentions of conducting education and outreach is to promote
awareness of potential risks posed to the District. The District engages the community
through outreach efforts and acts as a resource to educate stakeholders of potential
risks within the District and mitigating measures that they can take at home or work.
These efforts include hosting water conservation art contests for local K-12 schools,
establishing Water Conservation Plans, and maintaining Conservation Programs which
have led to an overall decrease in water consumption by 30 percent. Some outreach
and education initiatives included under the Water Conservation Plans and
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Conservation Programs include toilet and showerhead efficiency, weather-based
irrigation controller direct installation, and drought tolerant plant workshops. The
District's water conservation outreach and education programs aim to provide visible
results for community members to feel confident in their role in efficient water use and
drought response.
The District intends to expand its education and outreach to the community through the
future SNRC. SNRC facility will produce recycled water to replenish the Bunker Hill
Groundwater Basin. This unique center will provide the District additional opportunities
to engage the community in topics such as water conservation and other relevant
hazards, like land subsidence and earthquake. The District recognizes the importance
of engaging community members in developing mitigation techniques and plans.
Consistent with the emphasis on outreach, the District will continue to foster
collaboration with the community.
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6 MITIGATION STRATEGY
Hazard mitigation is a continuous effort of the District, demonstrated by the
accomplishments and projects completed since 2015 in a Mitigation Progress Report.
Upon completion of the Risk Assessment, plan reviews, and review of completed
mitigation projects, the Planning team re-addressed its goals, objectives, actions and
resources necessary to mitigate hazards within the service area to reflect new information
and changes to District priorities. The finished mitigation strategy presented herein lays
out the goals and objectives, actions, and resources necessary to mitigate the potential
threats posed by hazards within the service area and minimize potential losses to both
the District and the community.
6.1 MITIGATION 5-YEAR PROGRESS REPORT
Since the 2015 Plan, the District has continuously pursued actions to become a more
resilient water service provider. The 2015 Plan provided actions to accomplish their goals
under four hazards: earthquake, wildfires, drought, and flooding/flash flooding. Risks and
Local Mitigation Plan Regulation Checklist
Requirement §201.6(c)(3): [The plan shall include the following:] A mitigation strategy
that provides the jurisdiction’s blueprint for reducing the potential losses identified in
the risk assessment, based on existing authorities, policies, programs, and resources,
and its ability to expand on and improve these existing tools.
Requirement §201.6(c)(3)(i): [The hazard mitigation strategy shall include a]
description of mitigation goals to reduce or avoid long-term vulnerabilities to the
identified hazards.
Requirement: §201.6(c)(3)(ii): [The mitigation strategy] must also address the
jurisdiction’s participation in the National Flood Insurance Program (NFIP), and
continued compliance with NFIP requirements, as appropriate.
Requirement: §201.6(c)(3)(iii): [The mitigation strategy section shall include] an
action plan describing how the actions identified in section (c)(3)(ii) will be prioritized,
implemented, and administered by the local jurisdiction. Prioritization shall include a
special emphasis on the extent to which benefits are maximized according to a cost
benefit review of the proposed projects and their associated costs.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(d)(3)) The 2020 Plan Update revised the mitigation strategy to
reflect progress in local mitigation efforts.
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hazard information discovered through the 2015 Plan Update was incorporated into other
District Plans for implementation. For example, the prioritized mitigation actions from the
2015 Plan were incorporated into the District’s CIP.
Table 6-1 lists the 2015 mitigation actions that have been completed by the District and
provides additional context on actions taken to improve services that were not listed in
the 2015 plan.
Table 6-1. District Mitigation Progress Report
Hazard 2015 Project Completed Additional Notes
Earthquake
Perform inspection and prepare
vulnerability assessment of
existing facilities
Key facilities were inspected as part of the
RRA/Plan 2020 Update.
Earthquake Install seismic valves and flex-
tend couplings at key reservoirs
The District has pursued grant funding to
install seismic valves and flex tend
couplings at key reservoirs. Valves are for
automatic shut off while flex couplings allow
for flexibility in the pipes.
Earthquake
Install back-up power generators
at key facilities and stock-pile
critical operating equipment,
supplies, and parts.
The District has continued to stockpile
critical operating equipment, supplies and
parts. For example, the District currently
has 10 generators and has ordered 3 more
to supply additional backup power to critical
facilities.
Earthquake
Reinforce anchoring of critical
utilities at plants (e.g. electrical
supply, pump, SCADA. Etc.).
The District has a ten-year Energy Saving
Performance Contract with Honeywell
International Inc. to design and install of
facility improvements to increase energy
efficiency, such as upgrading pump
systems, installation of SCADA controls,
and implementing an Automated Demand
Response program.
Wildfire Develop GIS mapping of wildfire
areas for analysis/planning
Effectively complete as part of the
RRA/Plan 2020 Update.
Wildfire
Clearing of debris and brush to
establish fire break in and
around facilities.
Debris and brush clearing around facilities
is maintained as much as encroachment
regulations allow.
Wildfire Inspect structures for wildfire
vulnerability
The District includes in their Operations
and Maintenance Plan to include daily
inspections of every Plant sites 5 days and
116
Hazard 2015 Project Completed Additional Notes
week while the Treatment plant is
inspected every day of the week. This
includes site inspections for brush and
accessibility issues.
Wildfire
Retrofit facility with fire retardant
materials and fire-fighting
equipment; Install fire hydrants
at key facilities.
All facilities have utilized fire protection
materials and installed fire hydrants at
critical facilities.
Wildfire Establish emergency response
plan and provide training.
The District is currently establishing an
Emergency Response Plan and
implementing training in coordination with
the 2020 Plan update.
Wildfire
Establish and conduct fire
hydrant and valve-exercising
plan.
The District has a fire hydrant and valve
exercise plan. It takes approximately 5
years to work through the District’s entire
the system on valve inspections.
Wildfire Install back-up power generators
at key facilities.
Funding for additional generators to back
up critical facilities is currently being sought
after. Since the 2015 Plan, the District has
been successful in seeking funding for
emergency backup power, and plans to
continue to seek funding for additional
backup power supplies.
Wildfire Maintain safe and adequate
access to all plant sites.
The District faces challenges maintaining
safe and adequate access to critical
facilities located in high elevations. Since
the 2015 Plan, the District has invested in
road paving for a few of the facilities in high
elevation.
Drought
Establish Water Conservation
Plan and Education Programs;
Develop outreach effort plans to
communicate drought usage
requirement.
The District has established Water
Conservation Plans and Conservation
Programs which has led to an overall
decrease in water consumption by 30
percent. Some of the initiatives include
toilet and showerhead efficiency, cash for
grass, and drought tolerant plant
workshops.
Drought
Improve water supply reliability
(including transfers, conjunctive
use programming, and
emergency connections);
develop a drought
mitigation/allocation plan;
Develop recycled water system.
The future Sterling Natural Resource
Center will be a recycled water system
which treats approximately 10 million
gallons of wastewater daily for recharge/89
into the Bunker Hill Groundwater Basin.
This project aims to create a drought-proof
recycled water system. Construction of the
117
Hazard 2015 Project Completed Additional Notes
plant began in 2018 and is scheduled for
completion in 2022.
Drought
Develop water efficiency
program and rate-based
conservation incentives.
The District maintains a two-component
rate for water consumption: fixed and
variable. Including a variable rate promotes
water conservation by financially
incentivizing efficient water consumption.
Flooding/Flash
Flooding
Raise key facilities and
equipment above potential
flooding level.
The District has provided ongoing efforts to
potential service disruptions caused by of
flooding. Including rehabilitation efforts to
construct concrete pedestals that elevate
wells to prevent flooding.
6.2 MITIGATION GOALS AND OBJECTIVES
The Risk Assessment and Capability Assessment work together to form an organization’s
goals, objectives, and actions related to mitigation. The District’s Planning Team applied
information from the RRA, THIRA, and ERP to review and update the mitigation goals
and objectives in the 2020 Plan Update. Using the 2015 Plan as the basis, the Planning
Team completed a strength and opportunity assessment of each existing goal as it relates
to the District’s current priorities. This process helps the District identify opportunities for
improvement and new goals and objectives to better reflect the District’s current mitigation
priorities.
East Valley updated each existing goal and objective from the 2015 Plan and added 7
goals to address the hazards profiled in the 2020 Plan Update. The District’s mitigation
goals and objectives are organized by the category of hazards: natural, malevolent,
dependency, and proximity. Additionally, all Hazards goals provide the overarching
principles that are universally applicable to all profiled hazards. Consideration of relevant
mitigation plans are incorporated in the creation of goals and objective for the District, i.e.
the California Water Plan (2018).
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(3)(i)) The Mitigation Goals and Objectives reflect the
District’s aspirations to reduce or eliminate long-term vulnerabilities to natural and
man-made hazards, and have been revised from 2015 to reflect new priorities and to
mitigate hazards with the highest risk.
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6.2.1 All Hazards
Goal: Protect lives, mitigate damage to infrastructure, and meet levels of service for the
District’s customers.
Objectives:
Continually understand and measure impacts, including consequence and
vulnerability, on critical assets from all hazards.
Periodically provide state and local agencies with updated information about
hazards, vulnerabilities, and mitigation measures.
Comply with all applicable local codes and standards while ensuring the protection
of life, property, and continuity of service.
Ensure that all District investment in high-risk areas is protected by mitigation
measures that improve safety and protect infrastructure.
Identify and mitigate all imminent threats to life safety.
Establish partnerships with all levels of government and the business community
to improve and implement methods to protect level of service.
Educate District employees and customers of the risks, mitigation actions, and
contingency plans established to enhance safety.
6.2.2 Drought
Goal: Improve drought preparedness through mitigation over the long-term in alignment
with the objectives of the California Water Plan (2018).
Objectives:
Identify and secure new water sources to increase diversity, redundancy, and
reliability in the water supply.
Improve operational efficiency and transfers by maintaining water production and
distribution to ensure reliable service to customers.
Reduce water demand by prioritizing water use for health and safety purposes.
Focus on water conservation measures that reduce nonessential water uses.
Adhere to State drought level regulation updates.
6.2.3 Earthquakes
Goal: Avoid damages to District property. The District is adhering to new building,
mechanical, and fire codes critical to the protection of property and life and the reduction
of seismic risk, fire and flood hazards.
Objectives:
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Pursue funding for retrofit programs to bring non-compliant structures up to code.
These codes help water utilities design and construct reservoirs, pump stations,
groundwater wells, and pipelines that resist the forces of nature and ensure safety.
Design new District facilities to withstand an 8.0 earthquake. This area of Southern
California is a high earthquake risk and exists on the fault zone.
6.2.4 Wildfires
Goal: Minimize the potential risks resulting from the exposure of District residents to
manmade and natural wildfires.
Objectives:
Increase the capacity of the District to respond to wildfires, including preparedness
activities such as interagency planning.
Require identification of critical facilities in need of improvement, and alternatives
for mitigation.
Implement improvements and upgrades to existing and new facilities in wildfire
hazard areas.
6.2.5 Floods and Flashfloods
Goal: Minimize the potential flood risks at the District’s critical facilities.
Objectives:
Require identification of critical facilities at risk and alternatives for mitigation.
Implement floodproofing measures and upgrade critical facilities in flood hazard
areas.
Continually increase the District’s understanding of flood hazards as it relates to
critical facilities.
6.2.6 Land Subsidence
Goal: Prevent excessive groundwater pumping which may induce land subsidence.
Objectives:
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(3)(ii)) As a utility, the District is self-insured and does not
participate in the National Flood Insurance Program. Nevertheless, EVWD will
continue to review and design mitigation projects in accordance with NFIP
requirements as appropriate.
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Support the San Bernardino Valley Municipal Water District efforts for responsible
basin management.
6.2.7 Physical Adversary
Goal: Prevent and promote preparedness for physical threats inside and outside the
District’s facilities.
Objectives:
Maintain headquarter evacuation preparedness with staff.
When applicable, implement physical protective features into the design of the
building to heighten security measures.
6.2.8 Cyber Attack
Goal: Minimize potential risks resulting from breach of cyber security and strengthen
resistance against cyber failure.
Objectives:
Expand staff education and training for cyber security, including manual operations
in case of system failure.
Increase resources to prevent compromises to cybersecurity.
Develop a contingency strategy or recovery plan if the system is compromised.
6.2.9 Dependency Hazards (Loss of Power)
Goal: Maximize service continuity to the greatest extent possible.
Objectives:
Maintain an accurate inventory of the District’s critical spares.
Identify vendors or establish Memorandums of Understanding (MOUs) to access
critical supplies in case of an event.
Ensure accessibility to supply critical spares in the event of a disaster.
Continually collaborate with other utility companies to expand knowledge base of
alternative energy sources.
Identify alternative sources of power.
Identify facilities in need of retrofit or improvement to allow for alternative energy
sources.
Maximize State Water Project resource while maintaining reliable alternate and
redundant water sources by developing a strategy and set benchmarks to annually
bank State Water Project credits.
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6.2.10 Proximity Hazards
Goal: Prevent proximity hazards from effecting the quality of water the District provides.
Objective:
Actively monitor ground wells.
Leverage regional working groups, such as ERNIE, to discuss and collaborate on
proximity hazards that may impact water quality.
6.3 MITIGATION ACTIONS
The Planning Team has compiled a list of recommended mitigation actions, including
projects and initiatives, to correspond to the goals and objectives presented above.
Mitigation actions identified during workshops are in Appendix K Mitigation Initiatives,
which includes a prioritized project list and implementation strategy. This section
describes the process to prioritize mitigation actions and identify an implementation
strategy.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(3)(ii)) Appendix K provides a comprehensive and specific
range of mitigation actions and projects to reduce impacts from hazards, including at
least one action for every hazard relevant to the District service area, with the exception
of land subsidence because the District does not have authority over the Bunker Hill
Basin. Floods and Flash Floods are lower priority hazards for this planning cycle as
floods pose low vulnerability and moderate risk, therefore the action items are focused
on recovery rather than mitigation for this planning cycle. The actions provided in
Appendix K focus on strengthening existing District assets and expanding initiatives to
protect new and existing buildings and infrastructure.
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6.3.1 Action Prioritization
Multiple factors were considered to establish the mitigation priorities included in the 2020
Plan Update. New risk and hazard information incorporated into the 2020 Plan Update
process has allowed the District to revise the strategy for mitigation action prioritization.
Coordination of the 2020 Plan Update in tangent with other District Plan updates has
altered the planning process and diversified the knowledge gained from District Plan
updates. These coordination efforts have allowed the District to identify new hazards,
changes in potential risk and impact, and ultimately expanded the action prioritization
process by incorporating new knowledge and factors considered in the mitigation
prioritization process. These factors include hazard ranking, project benefit, project cost,
and funding availability.
6.3.1.1 Hazard Ranking
The District’s Risk Assessment for the 2020 Plan Update quantifies risk associated with
each evaluated natural and man-made hazard. The hazards are ranked relative to highest
and lowest associated risk. Projects that reduce natural hazards presenting the greatest
risk are prioritized over those with lower risk.
6.3.1.1.1 Quantified Consequence Analysis
The consequence analysis determines monetary impacts of hazards on EVWD systems
and service population if EVWD’s system is compromised and mission is not met.
Quantifying consequences helps to prioritize mitigation actions by determining which
actions would provide the most future benefits are compared to the project cost and
potential risk of the associated hazard. Several assumptions are made within the
consequence analysis, but the aim is to be consistent and accurate rather than precise.
By consistently applying cost assumptions, the risk model output is a list of risks with
relative dollar values that can be ranked. EVWD can then determine the dollar threshold
above which mitigation is needed. Consequence is divided and subdivided as follows.
Definitions and rationale include:
Local Mitigation Plan Regulation Checklist
Requirement: §201.6(c)(3)(iii): [The mitigation strategy section shall include] an
action plan describing how the actions identified in section (c)(3)(ii) will be prioritized,
implemented, and administered by the local jurisdiction. Prioritization shall include a
special emphasis on the extent to which benefits are maximized according to a cost
benefit review of the proposed projects and their associated costs.
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EVWD Financial Loss
EVWD Financial loss is comprised of physical asset loss and District liability costs.
Physical assets costs are from EVWD’s insurance valuations for asset replacement.
Business continuity asset costs are estimates from EVWD’s Planning Team.
Asset recovery costs: the cost of recovering the asset. Includes the components
below:
o Temporary workaround cost: percent of the asset replacement cost.
o Asset repair cost: percent of the asset replacement cost.
o Asset replacement cost: costs come from EVWD’s insurance data.
Asset recovery equation: (Temporary workaround cost (%) + asset repair cost (%))
* asset replacement cost = asset recovery cost.
While some threats would destroy an asset and require full replacement (e.g. an
earthquake), many assets would not need to be fully replaced (e.g., we are
assuming 40 percent of a building would need to be replaced if hit by a tornado,
based on the J100 guidance).
Liability costs (EVWD only)
o Number of deaths and cost per death: the estimated cost per employee
death is $825,000, considering hospital and legal fees.
o Number of injuries and cost per injury: estimating injuries cost 20 percent of
a death.
o Regulatory compliance issues: EVWD could face regulatory issues during
a drought for noncompliance with staged water rationing.
o Loss of public confidence: A contamination, cybersecurity breach, or other
event could cause a loss of public confidence. Customers may refuse to
pay bills. Other costs are more intangible, including loss of trust and
reputation.
EVWD Liability equation: (# of deaths * cost of death) + (# of injuries * cost of
injury) + regulatory compliance + loss of public confidence cost.
Regional Financial Loss
Regional financial loss includes the following:
Number of deaths and cost per death: Assuming the cost per death is $7,400,000.
This number is higher than the cost for EVWD employees, not because of
differences in life valuation, but because deaths within the region carry greater
legal fees and are not covered by workers comp.
Number of injuries and cost per injury: assuming injuries cost 20 percent of a
death.
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Deficit of minimum acceptable demand: Estimated number of customers
impacted.
Duration of service loss (days): Number of days EVWD delivers < 11 MGD water
supply criteria.
Regional economic output ($/day): FEMA estimates water services are valued at
$105 per capita per day while wastewater services are worth $49 per capita per
day.
Regional liability equation: (# of deaths * cost of death) + (# of injuries * cost of injury) +
(Deficit of minimum acceptable demand (#) * duration of service loss (#) * regional
economic output ($).
Total Consequence
Adding EVWD and Regional Financial Loss results in the Total Consequence Cost to
EVWD if the threat-asset pair were to occur. The annualized costs are multiplied by 20 to
account for a 20-year planning cycle. EVWD can then decide if mitigation measures have
a sufficient return on investment against the 20-year cycle.
The factors that make the biggest impact on consequence are asset replacement costs,
deaths, injuries, and duration of service loss.
6.3.1.2 Benefit-Cost Review
A benefit-cost review for mitigation planning differs from a benefit-cost analysis used for
specific mitigation projects. A benefit-cost review can be relatively simple but should cover
monetary and non-monetary costs and benefits associated with each action. The benefit-
cost review conducted for the District’s mitigation strategy is integrated into Appendix K,
Mitigation Project Initiatives.
The Planning Team qualitatively evaluated the potential benefit of each mitigation action
within the context of the potential consequence if the action were not implemented. For
example, upgrading water storage tanks that are not seismically sound will maintain or
increase the District’s water storage capacity and benefit the service area population by
providing a more reliable and possibly greater alternative supply of potable water in case
of a severe drought or water shortage.
In addition to the qualitative benefit, the Planning team used the 20-year quantified risk
described in Section 6.3.1.1.1 Quantified Consequence Analysis to consider the potential
monetized impact of an action. Note that the specific actions listed are conceptual and do
not include a project scope and level of protection, therefore it is not possible to execute
a benefit-cost analysis based on the level of protection provided by a project.
Nevertheless, the quantified risk demonstrates an order of magnitude monetized impact
to review and consider in the project prioritization process. The risk was quantified using
FEMA benefit-cost analysis methodologies that can be further refined as projects are
scoped. These methods (described briefly in Section 6.3.1.1.1) prioritize mitigation
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actions that protect facilities vulnerable to high asset damage, service disruption, and
health and economic impacts to the service area population.
The Planning Team identified order of magnitude costs for each action using historical
costs of facility improvements and expert judgement. Project costs will be re-evaluated
and updated in the Mitigation Initiative list as the actions are further explored and scoped.
6.3.1.3 Funding Availability
Without grant or loan assistance, existing sources of funding are limited to the District’s
Capital Improvements Program. The Planning Team prioritized projects currently funded
through the Capital Improvement Plan.
The Planning Team provided an initial project rank during the mitigation strategies
workshop based on risk analysis results. All rankings were determined by the consensus
of the Planning Team. Given the extreme importance of maintaining critical functions in
times of emergencies and the large number of customers who depend and rely on District
services and infrastructure, those mitigation measures shown to improve disaster
resistance, readiness, and/or recovery capacity are generally given higher priority. Using
the above criteria for establishing mitigation priorities, each measure was assigned a
priority ranking as follows:
High – Projects that will be the primary focus of implementation over the next three
years.
Medium – Projects that may be implemented over the next five years.
Low – Projects that will not be implemented over the next seven years unless
conditions change (new program/funding source).
6.3.2 Implementation Strategy
An implementation strategy is the key to any successful planning effort. The
implementation strategy defines the way in which the project priority comes into practice
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(3)(iv)) & (Requirement §201.6(c)(3)(iii)); (Requirement
§201.6(d)(3)) The District prioritized mitigation actions that present the greatest
potential for maintaining critical district functions and operability and reducing impacts
to the service area population if disruption occurs. This includes reviewing qualitative
benefits and quantitative risk compared to order of magnitude project costs to prioritize
projects with greatest return on investment. These actions reflect new information
received in the Risk Assessment and prioritize projects that mitigate the highest-
ranking hazards.
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and addresses critical concerns for any project: the responsible party, and the funding
source.
Strategic project management by the District is vital to the implementation of prioritized
projects. By involving a representative of each department within the District, the Planning
Team was able to develop a realistic implementation strategy for each mitigation action
that reduces potential redundancies in District operations. The implementation strategy
for the District is incorporated into Appendix K: Mitigation Actions. Each mitigation action
has an assigned District Department, identified potential funding sources, estimated a
timeframe for completion, and status of the project. The responsible department is
accountable for executing the projects and monitoring progression throughout
implementation. Projects are identified as short term (less than 3 years) or long term
(more than 3 years). Potential funding sources may be internal, i.e. Capital Improvement
Program, or external, i.e. FEMA HMGP funding.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(3)(iv)) & (Requirement §201.6(c)(3)(iii)) The District’s
Mitigation Initiatives list in Appendix K identifies the District Department responsible for
implementing and administering the action, potential funding sources, and expected
timeframes for completion.
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7 PLAN MAINTENANCE
The Hazard Mitigation Plan must remain up to date to remain effective in mitigating
hazards and protecting the District’s assets and service area population. This section
describes how the District will incorporate mitigation actions and initiatives into existing
implementation mechanisms, and continue to monitor, evaluate, and update the plan. The
Planning Team will be responsible for coordinating implementation of Plan action items
and undertaking the formal review and maintenance process.
7.1 PLAN INTEGRATION
The principal planning mechanism for funding approval and project prioritization is the
District’s Capital Improvement Program (CIP) and annual budget. The District’s CIP is a
five-year planning schedule that earmarks funds for a fiscal year. Long-term capital
planning is a dynamic process and part of the District’s overall strategic plan. The
Planning Team is committed to reviewing the Mitigation Initiatives list on an annual basis
in coordination with CIP reviews and grant opportunities to integrate mitigation into
existing CIP projects and on-going maintenance and position for grant funding.
Local Mitigation Plan Regulation Checklist
Requirement §201.6(c)(4)(i): [The plan maintenance process shall include a] section
describing the method and schedule of monitoring, evaluating, and updating the
mitigation plan within a five-year cycle.
Requirement: §201.6(c)(4)(ii): [The plan shall include a] process by which local
governments incorporate the requirements of the mitigation plan into other planning
mechanisms such as comprehensive or capital improvements, when appropriate.
Requirement §201.6(c)(4)(iii): [The plan maintenance process shall include a]
discussion on how the community will continue public participation in the plan
maintenance process.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(4)(ii)) The CIP is the local planning mechanism where
hazard mitigation information and actions may be incorporated for implementation. The
mitigation projects will be evaluated annually in coordination with the CIP review and
grant proposal coordination to leverage existing CIP projects and maintenance plans
to incorporate mitigation. External sources of funding opportunities will also be
pursued, such as grant funding applications. The District will continue to integrate the
data, information, and mitigation goals and actions into future updates of the RRA and
ERP.
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In addition to the CIP, the District conducted the 2020 Plan Update in coordination with a
Risk and Resilience Assessment for America’s Water Infrastructure Act and Emergency
Response Plan update. The three plans all build from each other, sharing hazard profiles,
vulnerabilities, risks, and mitigation initiatives to provide a solid foundation for the District
to plan for and respond to hazards and threats. Each of these plans must be updated
every five years, and the District is committed to performing the updates in coordination
to streamline planning processes and reduce redundant efforts.
7.2 MONITORING, EVALUATING, AND UPDATING
The information on hazards, vulnerabilities, consequences, and risks in the 2020 Plan
Update is based on the most recent and credible resources and processes available. The
District intends to update the HMP on a five-year cycle from the date of initial plan
adoption. Nevertheless, new hazard events tend to identify new vulnerabilities and
priorities that need to be reflected in the HMP as soon as possible so the plan remains
effective. Therefore, the District’s Planning Team will convene at least annually to monitor
implementation progress and integrate the mitigation strategy into the CIP. As part of this
annual monitoring process, the Planning Team will review the following:
Recent hazard events that have affected the District service area.
Any new studies or information that may affect the Risk Assessment or
prioritization of projects.
New regional coordination initiatives that require District support and discuss how
they might adjust priorities.
Appendix K, Mitigation Initiatives and revise the implementation strategy to
document progress on mitigation activities, project needs, and identify the need for
any new mitigation actions or changes to existing ones.
Potential projects to apply for grant funding and resources needed to develop a
funding proposal.
The Planning Team will develop an annual progress report for District Board presentation
for review and discussion. Annual monitoring will be conducted until 2024, a year before
the five-year planning cycle for the 2020 Plan update expires. In 2024, the Planning Team
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(4)(i)) The District will continue to monitor, evaluate, and
update the HMP over the course of 5 years until the next required FEMA update. The
Planning Team will monitor the Plan and implementation strategy list for coordination
with the CIP, evaluate the priorities and effectiveness of mitigation actions in achieving
HMP goals and objectives, and update the mitigation actions and implementation
strategy when necessary.
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will reconvene to evaluate the plan effectiveness and incorporate new RRA and ERP
details into the HMP. The 2024 five-year plan update will include the following steps:
Review development changes and service demands for changes and adjust as
necessary.
Update the RRA based on most recent hazard events, technical information
available, updated best practices, and projects implemented.
Revise the mitigation strategy to account for changes in development within the
District’s service area, and threat and hazard updates.
Coordinate with agency partners and stakeholders to report mitigation strategy
updates and leverage similar hazard mitigation initiatives.
Provide the public an opportunity to comment on the draft update, and revise as
appropriate based on public comment.
The District Board of Directors is responsible for the final adoption of the HMP, following
notification from CalOES and FEMA that the HMP is approved pending adoption.
7.3 CONTINUED PUBLIC INVOLVEMENT
The District values collaboration and input from its stakeholders and the public. After the
Plan adoption, the District will apprise the public of 2020 Plan Update actions through the
District’s website (http://www.eastvalley.org). Additionally, the public is welcome to
address concerns at District Board meetings, which are held every second and fourth
Wednesday of the month and are open to the public, with agendas and meeting minutes
posted to the District’s website. The District welcomes public input regarding Plan updates
and will provide contain contact information to direct public comments and concerns.
Local Mitigation Plan Regulation Checklist
(Requirement §201.6(c)(4)(iii)) The District will continue public involvement in the
plan maintenance process after adoption of the 2020 Plan Update through annual
monitoring review meetings. Any updates to the 2020 Plan Update will be posted online
via EVWD Board meeting minutes. Citizens are welcome to contact the District with
any ongoing comments or concerns.
East Valley Water District Draft Water Shortage Contingency Plan
Attachment 3: Adoption Resolution
B OAR D AG E N D A S TAF F R E P O RT
Agenda Item #5.
Meeting Date: June 23, 2021
Dis c ussion Item
To: G overning Board Memb ers
From: G eneral Manager/C E O
S ubject: C o ns id er Adoption of R esolutio n 2021.10 to Approve the O perating and C apital Bud gets fo r F is cal
Year 2021-22
R E COMME N D AT IO N:
S taff rec ommends that the Bo ard o f Direc tors (Board ) ad o p t R es o lution 2021.10 ap p roving the O p erating and
C ap ital Budgets for fisc al year (F Y) 2021-22.
B AC KG R O UN D / AN ALYS IS :
T he F Y 2021-22 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 exp end itures d irectly c o rrelate to Agenc y G oals and O b jec tives . T he O perating Bud get is pres 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 19, 2021, to tal revenue projec ted for F Y 2021-22
is $41,304,000, 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:
C o nsumptio n b ased o n F Y 2018-19;
Meter C harge and Tiered R ate increas e, effec tive January 2022;
C hange to was tewater collec tio n and treatment rates , effec tive May 2022;
Decreas ed interes t rates earned o n investments;
Decreas ed disc onnec tion charges due to C alifornia G overnor Executive O rder N-42-20 and the C O VI D-
19 pand emic ; and
S NR C No n-R ate R evenue.
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 p ro grams run effec tively and with a high level o f ac countability. F Y 2021-22 p ro gram
exp ens es are b ud geted $32,893,000, an 8% inc reas e compared to the prio r fis c al 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 studies encomp as s ing lo ng-term infrastruc ture p lanning are als o inc luded in C ap ital O utlay.
T he F Y 2021-22 C ap ital O utlay Budget totals $1,130,000 and inc ludes a combinatio n of eq uipment p urc has es
and inves tments in tec hno lo gy, as s ummarized in the tab le b elo w:
Capital Improvement P rogram (C IP): T his year ’s prop o s ed C ap ital Impro vement P rogram Bud get totals
$47,356,000 and fo c uses on c o mp leting the S terling Natural R esourc e C enter (S NR C ), implementing lo ng-term
s olutions fo r po tential water quality is s ues at P lant 134, and c ontinued rehab ilitation o f c ritical infras tructure to
ens ure s ys tem reliab ility in future years. T he C I P Budget is fully fund ed utilizing $5,059,000 from o p erating
revenue and $43,427,000 fro m G rants and Lo ans .
A summary of the C I P Bud get fo r 2021-22, by project type, is s hown in the fo llowing table:
T he Mid-Year Bud get R eview conducted in F eb ruary of each year will allo w the Distric t to measure ac tual
revenue agains t revenue projectio ns and determine whether exces s revenue, if any, are s uffic ient to fund
additio nal projects .
Debt S ervice: T he Dis tric t will pay d eb t servic e on s ix debt instruments in F Y 2021-22. 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 2021-22 debt
s ervice c o verage o f 283%, well in excess o f the 120% req uired by b o nd doc uments .
Debt s ervic e payments sc heduled fo r F Y 2021-22 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 F Y 2021-22 o p erating
exp ens es , d eb t s ervice o n District deb t, and will c ontribute to ward the current year C ap ital Budget, which
includ es C ap ital O utlay, and year one of the multi-year C ap ital Imp rovement P ro gram. In ad d itio n to rate
revenue, the C apital Bud get will als o b e fund ed by grants and proceeds from lo w interes t s tate lo ans .
T he tab le belo w dis p lays expend iture typ es inc lud ed in the F Y 2021-22 Bud get, and the fund ing s ourc es
availab le to p ay those exp enditures :
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 9, 2021 Bo ard meeting.
F IS CAL IMPAC T
T he F Y 2021-22 O perating Budget is b alanced, and the C ap ital Budget is fully fund ed .
ATTAC H M E NTS:
Description Type
P resentation P resentation
F Y 202 1-22 Draft Budget Backup Material
Resolution 202 1.10 Resolution Lette r
April 21, 2021
FY 2021-22 OPERATING
AND CAPITAL BUDGETS
REVENUE CONSIDERATIONS
Water
•Consumption Based on FY 2018-19
•Meter Charge and Tiered Rate Increase,
Effective January 2022
Wastewater
•Change to Wastewater Collection and
Treatment Rates, Effective May 2022
Other Income
•Decreased Interest Rates Earned on
Investments
•Adjusted Disconnection Charges
Due to California Governor Executive Order
N-42-20 and the COVID-19 Pandemic
•SNRC Non-Rate Revenue
2
DISTRICT-WIDE REVENUES
Water Sales
$17,288,000 Meter Charges
$9,280,000
Wastewater
Collection
$4,815,000
Wastewater
Treatment
$8,708,000
Other
$1,213,000
TOTAL REVENUE -$41,304,000
EXPENSE CONSIDERATIONS
•Transition From SBMWD Treatment Services
•Contract Services and Supplies for SNRC
•District Provided Equipment for the SNRC
•Debt Service Down $1 Million from FY 2020-21
•Salary Survey
•Rehabilitation of Existing Water Tanks
•Amortization of Long-Term Pension Obligations
3
DISTRICT-WIDE EXPENSES FUNDED
BY OPERATING REVENUE
Employment
Expenses
$12,123,000
Water Costs
$768,000
Contracted
Wastewater
Treatment
$7,844,000
Power Costs
$2,160,000
Materials &
Supplies
$1,578,000
Contract
Services
$7,977,000
Other Operating
Expenses
$443,000
Debt Service
$3,352,000
Capital
Expenditures
$5,059,000
TOTAL EXPENSES -$41,304,000
4
WATER FUND
Water Sales
$17,288,000
Meter
Charges
$9,280,000
Other Charges
$404,000
SOURCE OF REVENUE
Operations
$19,098,000
Debt Service
$3,082,000
Capital
Expenditures
$4,792,000
EXPENDITURES / OTHER USES
BUDGET
HIGHLIGHTS
•Rate Adjustments
•External Funding
Sources
•Completed AMI
Project
•Debt Service Down
$1.0 Million
FISCAL YEAR 2021-22 TOTAL WATER BUDGET = $26,972,000
5
WASTEWATER FUND
Wastewater
Collection
$4,815,000
Wastewater
Treatment
$8,708,000
Other Charges
$809,000
SOURCE OF REVENUE
Operations
$13,795,000
Debt Service
$270,000 Capital
Expenditures
$267,000
EXPENDITURES / OTHER USES
FISCAL YEAR 2021-22 TOTAL WASTEWATER BUDGET = $14,332,000
BUDGET
HIGHLIGHTS
•SNRC Startup
•Staffing
•Contracts
•Recycled Water
Discharge
•Rate Adjustments
•Alternate Funding
Sources
6
PROGRAM EXPENDITURE SUMMARY
DESCRIPTION WATER
FUND
WASTEWATER
FUND TOTAL FY 2020-21
BUDGETED CHANGE
1000 - Governing Board $ 170,800 $ 73,200 $ 244,000 $ 257,000 -5%
2000 - General Administration 931,500 397,500 1,329,000 1,302,000 2%
2100 - Human Resources 1,322,400 349,600 1,672,000 1,325,000 26%
2200 - Public Affairs 1,340,900 503,100 1,844,000 1,589,000 16%
2300 - Conservation 614,000 - 614,000 624,000 -2%
3000 - Finance & Accounting 890,250 380,750 1,271,000 1,272,000 0%
3200 - Information Technology 895,900 341,100 1,237,000 973,000 27%
3300 - Customer Service 1,022,400 424,600 1,447,000 1,507,000 -4%
3400 - Meter Services 321,000 - 321,000 290,000 11%
4000 - Engineering 1,114,400 477,600 1,592,000 1,544,000 3%
5000 - Water Production 4,539,000 - 4,539,000 4,493,000 1%
5100 - Water Treatment 900,000 - 900,000 905,000 -1%
5200 - Water Quality 521,000 - 521,000 480,000 9%
6000 - Maintenance Admin 378,000 42,000 420,000 434,000 -3%
6100 - Water Maintenance 2,658,000 - 2,658,000 2,485,000 7%
6200 - Wastewater Maintenance - 950,000 950,000 803,000 18%
6300 - Water Reclamation - 9,555,000 9,555,000 8,586,000 11%
7000 - Facilities Maintenance 971,750 244,250 1,216,000 1,022,000 19%
7100 - Fleet Maintenance 506,700 56,300 563,000 500,000 13%
TOTAL $19,098,000 $ 13,795,000 $32,893,000 $30,391,000 8%
7
BUDGET SUMMARY BY PROGRAM
8
DEBT SERVICE
2020A Bonds
$1,605,000
2020B
Bonds
$599,000
SRF Loans
$253,000
US Bank Loan
$454,000
SBVMWD
Loan
$441,000
FY 2021-22 PAYMENTS
$3,352,000
Debt Proceeds Used For
Plant 134 Treatment Upgrade
Plant 134 Hydro Electric Plant
Administration / Operations Facility
Honeywell Energy Projects
4 Million Gallon Underground Tank
9
OPERATING BUDGET SUMMARY
DESCRIPTION WATER
FUND
WASTEWATER
FUND TOTAL
Revenue
Sales & Services $ 26,568,000 $ 13,523,000 $ 40,091,000
SNRC Non-Rate Revenue - 632,000 632,000
Other Charges 175,000 140,000 315,000
TOTAL REVENUE $ 26,743,000 $ 14,295,000 $ 41,038,000
Expenditures
Operations $ 19,098,000 $ 13,795,000 $ 32,893,000
Debt Service 3,082,000 270,000 3,352,000
Capital Outlay 1,080,000 50,000 1,130,000
Capital Improvement Projects 3,712,000 217,000 3,929,000
TOTAL EXPENDITURES $ 26,972,000 $ 14,332,000 $ 41,304,000
10
CAPITAL BUDGET FUNDING SUMMARY
DESCRIPTION WATER FUND WASTEWATER
FUND TOTAL
Capital Outlay $ 1,080,000 $ 50,000 $ 1,130,000
Capital Improvement Program 11,152,000 36,204,000 47,356,000
TOTAL EXPENDITURES 12,232,000 36,254,000 48,486,000
Operating Revenue 4,792,000 267,000 5,059,000
Reserves - - -
Grants / Loans 7,440,000 35,987,000 43,427,000
TOTAL SOURCES $ 12,232,000 $ 36,254,000 $ 48,486,000
•Total Full-Time Positions: 76
•Part-Time Positions: 1
•Position Changes: 2
•Customer Service Rep I
•Transition from Part-Time to Full-Time
•Associate Engineer
•Sr. Administrative Assistant Retired
•New Full-Time Positions: 9
•Water Reclamation Manager
•Sr. Treatment Plant Operator
•Treatment Plant Operator III (4)
•Plant Maintenance Technician I (2)
•Administrative Analyst
11
AUTHORIZED POSITIONS
BUDGET2021-22 Fiscal Year Draft
Highland, California
CONNECTING PEOPLE & TECHNOLOGY
when it brings people together.
– Matt Mullenweg
Technology is best
How to Read the Budget
East Valley Water District’s Fiscal Year 2021-22 Operating and Capital Budgets provides customers, ratepayers and
members of the community with detailed information about the District’s programs and operations. The goal of the
budget document is to provide transparency to the community regarding the services, programs and operations of the
District. The operating and capital budget include:
PROGRAM SUMMARIES
The Program Summaries section provides the structural overview, key goals and objectives, accomplishments for the
previous year and the program budget.
FISCAL YEAR BUDGET 2021-2022
1. Transmittal Letter – A letter from John Mura,
General Manager/CEO to outline the District’s
approach and methodology in developing the
budget.
2. Introduction – Overview of East Valley Water
District, the financial plan and operating guide.
3. Financial Summary – Methodology and
principles to provide guidelines to assist in
the formulation and consideration of the
comprehensive annual budget.
4. Water and Wastewater Funds – Financial
projections, assumptions and considerations for
revenue, expenses, and operations.
5. Consolidated Financial Summary – Snapshot of
the District’s revenues and expenses.
6. Program Summaries – Individual program
summaries highlighting the accomplishments,
goals and proposed operating budget for the
specific program.
7. Capital Budget – Summary of capital budget and
proposed capital improvement projects.
8. Glossary – Explanation of key terms and
acronyms used throughout the document.
Information Technology
FUNCTION
The Information Technology Department oversees the District’s technology infrastructure to support essential business and operational functions. The
functions utilize industry specific software programs required to meet agency needs. The Department implements routine cybersecurity training campaigns to mitigate financial and data loss. In addition to software management the
Department proactively schedules hardware replacements from the point of procurement to installation. The replacement program is a plan near end-of-life hardware to reduce the risk of downtime. Lastly, the Department coordinates and
implements agency-wide technology by facilitating vendor access and support for technology focused projects.
EAST VALLEY WATER DISTRICT | PAGE 99
GOALS OBJECTIVES
#1 Ensure Reliability of
Technology Infrastructure
for Primary Business and
Operation requirements
1. Install and configure Network Infrastructure and Technology to establish
operating and business functions at SNRC.2. Complete transition of direct fiber connection for HQ and SNRC to mitigate business disruption.
3. Upgrade End-of-Life Cisco servers to strengthen network infrastructure4. Coordinate the installation of Modern SCADA radios with Operation and contractor to increase communication reliability.
#2 Improve Systems and Cybersecurity Measures for Response Functions
1. Continue monthly email phishing campaign to reduce click rate and educate staff on security risk.
2. Develop an inventory of new and existing information technology systems and cross-train IT staff on standard operating procedures.3. Identify and create a business continuity plan to respond to emergencies
efficiently.
#3 Analyze Current Systems
to Enhance Reporting and
Automate Processes
1. Enhance Microsoft BI reporting capabilities to address Conservation and
Human Resource’s reporting requirements. 2. Complete a comprehensive Cityworks and GIS infrastructure assessment with Engineering to align with the organization’s needs recommended
through the IT strategic plan.3. Assist Operations and Maintenance on identifying requirement for an asset management system.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Fortified IT Infrastructure for Reliability and Expanded Services
for HQ, the SNRC and Plant 134
• Upgraded VMWare licenses to expand Network Infrastructure for the SNRC
and HQ.• Expanded hardware needs for office and field staff through mobile devices and laptops.
Goal 02
Proactively Improved Systems
and Cybersecurity Measures for Internal and Emergency Response
Functions
• Engaged staff with monthly phishing emails to improve cybersecurity to mitigate security risk.
• Assessed and enhanced remote capabilities for staff and EOC operations.• Implemented imaging software to allow image and recovery of computer systems to minimize downtime.
Other
Accomplishments
• Fully transitioned staff for remote work through Covid-19 Pandemic.• Implemented New Deployment Software for existing and new hardware.
• Provided additional staff with mobile devices for field use.
• Assisted Administration with implementation of PrimeGov - New Agenda Management Software.
INFORMATION TECHNOLOGY
Significant Changes
Funding to contract services increased to cover SNRC services
(support expansion, Spectrum fiber).
IT Services were established to support remote working capabilities and implement VPN enhancements for new remote environment.
Levels of Service
The Information Technology Program has six 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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 100
Program Budget
Allocation
$1,237,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 101
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-A Elevate Cybersecurity awareness by sending
out test ‘phishing’ emails 800 844 862 1,019
IV-A Maximize system availability 99% 99% 99% 99%
IV-A Cybersecurity awareness results for phishing
email click rate <7% 5% 7.4% 6%
IV-A Complete disaster recovery drill (system restoration, power outages, emergency
notifications)
2 1 1 2
III-B Receive ‘Excellent’ scores on IT satisfaction surveys submitted by staff >95% 88% 98% 96%
III-B Minimize resolution time for help desk issues
submitted by staff 24 Hrs. 23.3 16.4 24 Hrs
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 262,147 $ 338,000 $ 271,000 $ 366,000 $ 28,000 8%
5102 Temporary Labor - - - - - 0%
5103 Overtime - - - - - 0%
5200 Benefits 78,865 120,000 96,000 199,000 79,000 66%
OPERATING EXPENSES
6201 Materials & Supplies 53,723 42,000 44,000 45,000 3,000 7%
6203 Office Supplies 56 1,000 - 1,000 - 0%
6301 Contract Services 359,485 449,000 286,000 606,000 157,000 35%
6307 Uniforms 872 1,000 - 1,000 - 0%
6402 Telephone 5,769 6,000 9,000 7,000 1,000 17%
6501 Memberships & Dues 2,554 1,000 - 1,000 - 0%
6502 Professional Development 393 14,000 4,000 10,000 (4,000) -29%
6503 Education Assistance - - - - - 0%
6504 Meetings 722 1,000 - 1,000 - 0%
IT TOTAL $ 764,586 $ 973,000 $ 710,000 $1,237,000 $ 264,000 27%
Department Name
Function
Goals & Objectives
Accomplishments
Program Budget Detail
EAST VALLEY WATER DISTRICT | PAGE i
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EAST VALLEY WATER DISTRICT | PAGE ii
Table of Contents
HOW TO READ THE BUDGET
Transmittal Letter..............................................................1
FY 2019-20 Accomplishments .....................................11
District Management .......................................................13
Resolution 2021.10 ...........................................................14
Introduction ......................................................................15
Budget Guide .....................................................................17
Statistical/Supplemental Information .......................20
District Vision ....................................................................23
Organizational Structure ...............................................26
Industry Benchmarks ..................................................33
Financial Summary ......................................................45
Financial Policies .............................................................47
Budget Process ...............................................................53
Current & Proposed Budget Cycle Calendar .......55
Basis of Budgeting ..........................................................56
Fund Structure ..................................................................57
Fund/Program Relationship .........................................59
Budget Summary ............................................................60
Revenue Summary ..........................................................61
Expenditure Summary .....................................................71
Debt Overview .................................................................79
Net Position/Fund Equity ..............................................84
Long Range Financial Plan ..........................................89
Water Fund ......................................................................95
Wastewater Fund .......................................................109
Consolidated Financial Schedules .....................121
Program Summaries .................................................127
Program Descriptions ...................................................129
Position Summary Schedule ......................................130
Governing Board .......................................................133
General Administration ............................................139
Human Resources .....................................................145
Public Affairs .................................................................151
Conservation ...............................................................157
Finance & Accounting ..............................................163
Information Technology ...........................................169
Customer Service ......................................................175
Meter Services .............................................................181
Engineering ..................................................................187
Water Production .......................................................193
Water Treatment .........................................................201
Water Quality ..............................................................207
Water Maintenance ...................................................213
Wastewater Maintenance .......................................219
Water Reclamation ...................................................225
Facilities Maintenance .............................................231
Fleet Maintenance....................................................237
Capital Budget .............................................................243
Capital Budget Summary ...........................................245
Capital Outlay .................................................................245
CIP Five-Year Schedule ...............................................248
Capital Improvement Projects ...............................251
Infrastructure Accomplishments ..........................271
Glossary ..........................................................................275
Acronyms .....................................................................281
Chart of Accounts .....................................................285
Organization of the Budget Document
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EAST VALLEY WATER DISTRICT | PAGE 1
TRANSMITTAL LETTER
The annual budget development provides an opportunity for
cooperation and collaboration with the understanding that an
efficient operation requires high degrees of teamwork and focus.
DISTRICT MANAGEMENT
FY 2019-20 ACCOMPLISHMENTS
RESOLUTION 2021.10
FISCAL YEAR BUDGET 2021-2022 | PAGE 2
EAST VALLEY WATER DISTRICT | PAGE 3
Honorable Chairman,
Governing Board, District Ratepayers, and Community Members,
It is my honor to present East Valley Water District’s (District, EVWD) Fiscal Year (FY) 2021-22 Operating and
Capital Budgets (budget). This budget has been assembled as a foundational guide and tool for our employees,
stakeholders, and community to gain insight and understanding into the District’s strategies, operations and
goals.
The Operating and Capital Budgets have been created through the strategy planning process, which actively
engaged District Board, staff, and community members. The budget presents a comprehensive financial plan
that includes a forecast of operating and non-operating revenues and expenditures; financing of long-term
capital improvement plans and funding for the repayment of long-term debt.
After many years of strategic planning and development, the Sterling Natural Resource Center (SNRC) will come
online and begin operations in 2022. With the additional service, the District has developed a comprehensive
launch strategy, a detailed staffing plan to ensure a safe and functioning facility, and the respective operational
expenses and revenue generated through the operations. These elements have been incorporated through the
addition of the a Wastewater Reclamation program in the FY 2021-22 Operating and Capital Budget.
Individuals are invited to participate in the discussions and decisions that affect the District’s fiscal priorities and service to the community.
BUDGET PROCESS
Every January, the budget process begins with the Governing Board creating and adopting the annual District-
wide goals. EVWD staff will then develop the plans and programs needed to meet the goals and District financial
forecasts. The complex effort allows for an efficient process maintaining the goals and priorities as a foundation,
while considering ongoing operational needs in the development of the program and capital expenses.
STRATEGIC PLANNING EFFORTS
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 enhancing and preserving the quality of life for our community.
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. Carrying out this vision requires a commitment to being
a performance-based organization which values results. Given the high expectation of the District, it is important
to communicate the nature of key projects, including the required planning steps, environmental awareness, and
clear prioritization to allow for on-going daily operations while addressing specific long-term needs.
TRANSMITTAL LETTER
FISCAL YEAR BUDGET 2021-2022 | PAGE 4
The District began Strategic Planning efforts in 2012 with the identification of key projects and staffing adjustments. From
that point, the District has enhanced these efforts to include development of the District Vision, Core Values, and annual
District-wide Goals. To connect these elements in a manner that not only guides day-to-day decision making, but also
long-term planning, the Five-Year Work Plan was developed in 2018.
Strategic Planning Workflow
Strategic Plan Priorities
O p e r ation
E t e r n a Factor
Strat
e
g
i
I
n
i
t
i
a
tiv
e
VISION
Enhance and
preserve the quality of
life for our community
through innovative
leadership and world
class public service.
VISION
L E A D ERSHIP
P A RTNERSHI
PSTE
W
A
R
D
S
HIP
S T R A T E GIC PLAN
D I S T RICT-WIDE GOALS5-Y
E
A
R
W
O
R
K PLAN
STRATEGIC
PLAN
Optimize
Infrastructure
Systems
Maximize the
District’s
Position
Continue to
Be a Premier
Agency
Financial Stability
with Full
Understanding of
Operational
Complexities
Protect
Organizational
investments
01 Implement Effective Solutions Through Visionary Leadership
02 Maintain a Commitment to Sustainability, Transparency, and Accountability
03 Deliver Public Service with Purpose While Embracing Continuous Growth
04 Promote Planning, Maintenance and Preservation of District Resources
TRANSMITTAL LETTER
EAST VALLEY WATER DISTRICT | PAGE 5
DISTRICT-WIDE GOALS AND OBJECTIVES
Given the dynamic organizational needs, District-wide goals are developed by building off the Five Year Plan to identify
the highest priorities and typically most complex efforts to be undertaken each fiscal year. These activities are outside
regular operations, and serve to develop an understanding of the areas that will require a commitment of significant
resources, such as policy decisions, staff time, funding, and/or equipment. This process is completed as part of the
General Manager/CEO’s annual evaluation, where the Governing Board establishes the District-wide goals for the
upcoming year. Priorities for FY 2021-22 follow the District’s strategic priorities and are implemented within the program
and capital goals.
PROGRAMMATIC GOALS AND OBJECTIVES
All program goals have been designed to support the priorties outlined in the Strategic Plan, Five-Year Work Plan and the
District-wide Goals and Objectives.
REVENUE PROJECTIONS
Anticipated rate and non-rate revenues are projected to understand the financial resources available to fund the
activities identified for the fiscal year. Given the significant potential impacts of external factors such as the economy,
drought conditions, and demand, the District calculates these figures in a fiscally conservative manner. A process is in
place to allow for adjustments to reflect for actual revenue trends at quarterly intervals throughout the year and ultimately
reported in the Comprehensive Annual Financial Report.
Optimize
Infrastructure
• Continue Making Progress on Design
and Construction of Essential Capital
Improvement Projects
• Prepare for the Completion and
Operation of the SNRC
Financial Stability With
Full Understanding of
Operational Complexities
• Consider Short and Long-Term Impacts of
COVID-19 on District Operations and Capital Needs
• Develop a Five-Year Financial Plan Once More
Knowns Are Determined for the SNRC to Include
in Budget Development and Projections
Protect Organizational
Investments
• Conduct Staffing Analyses Including Updates
to Succession Planning, Staffing Plan, and a
Classification & Compensation Study
• Conduct and Develop Educational Programs
to Foster Interest of Future Water and
Wastewater Professionals
Have Others See the District
As a Premier Agency
• Increase District Engagement with Regional
and Industry Activities to Share the Success
Experienced through the District’s Vision
The budget represents actions needed
to implement the District’s short-term
and long-term goals and objectives.
FISCAL YEAR BUDGET 2021-2022 | PAGE 6
EXPENDITURE PROJECTIONS
Expenditure projections are costs estimates developed to achieve program goals and objectives along with daily
operational needs. This information is presented from multiple perspectives, including the District-wide perspective,
for each fund, and for individual programs. Once initial expenditures are developed, they are compared to the revenue
projections. During the budget process, if expenditures were projected above available revenues, the organization
could use the strategic nature of the budget to re-evaluate goals to ensure maintenance of consistent expectations with
available financial resources.
BUDGET ADOPTION
To provide an opportunity for discussion and participation, the budget was presented to the Governing Board in phases
at a series of three public meetings. In addition, the information was presented during two public meetings of the
Community Advisory Commission for review and feedback. The Community Advisory Commission is a group of five
residents appointed by the Governing Board to provide input to support efforts of transparency and accountability. The
annual budget must be adopted by June 30, in order to begin the new fiscal year on July 1.
PROGRAM MONITORING AND BUDGET ADJUSTMENTS
Given that the budget is developed based on projections, each program monitors monthly expenses. Each quarter the
budget to actuals are reviewed by staff to allow for an opportunity to take formal budget adjustments to the Governing
Board for consideration. Consistent budget review eases the transition of programs from year-to-year. Each year staff
presents a comprehensive update to the Governing Board midway through the fiscal year. This item is discussed at an
open public meeting and provides a summary of budget activity along with updated forecasts for the remainder of the
year.
Budget Summary
The budget for FY 2021-22 is balanced and reflects EVWD’s commitment to maximizing resources to meet or exceed
the expectations of District stakeholders. Operating expenses incurred by the District’s programs are allocated to the
Water and Wastewater Funds based on the assumed benefit of services to each fund. Both the Water and Wastewater
Funds are self-supporting based on rates received for services provided. Total projected revenues for FY 2021-22 are
$41,304,000.
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed % Change
REVENUE
Operating Revenue $ 39,634,511 $ 39,518,000 $ 40,686,595 $ 40,326,000 2%
Non-Operating Revenue 710,168 347,000 396,423 978,000 182%
TOTAL REVENUE $ 40,344,679 $ 39,865,000 $ 41,083,018 $ 41,304,000 4%
EXPENDITURES
Operating & Maintenance $ 28,591,289 $ 30,391,000 $ 21,024,396 $ 32,893,000 8%
Debt Service 4,249,104 4,379,000 4,182,184 3,352,000 -23%
Capital Expenditures 5,114,324 5,095,000 5,864,000 5,059,000 -1%
Reserve Transfer To/(From) 2,389,962 - - - -
TOTAL EXPENDITURES $ 40,344,679 $ 39,865,000 $ 31,070,580 $ 41,304,000 4%
WATER FUND
The Water Fund has identified $26,972,000 in both revenue and expenses. Key considerations when developing the
budget for this fund included the allocation of water consumption within the Budget Based Rate Structure, system
security, water quality solutions, and preventative maintenance programs.
Revenue projections are developed with source assumptions being 64% water sales, 34% meter charges, and 2% other
charges. The District reviews rates on a three to five year cycle and adjusts accordingly to continue providing reliable
services to the community. EVWD conducted a rate analysis in FY 2020-21 with the Governing Board adopting a water
rate adjustment to take effect January 1, 2022.
Projected expenditures have been developed through a comprehensive organizational budget process to achieve
District-wide goals, maintain operations, and remain within revenue projections. Expenses for the Water Fund consist of
71% program, 18% capital, and 11% debt service.
TRANSMITTAL LETTER
EAST VALLEY WATER DISTRICT | PAGE 7
Sources of
Revenue
Water Fund
Expenses by
Cost Center All expenses incurred for operating
and maintaining the distribution
system, infrastructure repairs, and
replacements are included in the
calculation of expenses. Program
expenses include all operating expenses.
34%
Meter Charge
64%
Water Sales
2% Other
71%
Program Expenses
18%
Capital
11%
Debt
FISCAL YEAR BUDGET 2021-2022 | PAGE 8
WASTEWATER FUND
The Wastewater Fund has identified $14,332,000 in both revenues and expenses. When developing the budget for this
fund, key considerations included the repair of the collection system, equipment investments for system maintenance,
finalizing the construction of the SNRC, and beginning wastewater treatment operations.
Wastewater Fund revenue projections have been developed based on historical revenues with source projections
including 61% treatment, 34% collection, and 6% other. The District reviews rates on a three to five year cycle and
adjusts accordingly to continue providing reliable services to the community. A complete rate analysis was conducted
in FY 2020-21 and the Governing Board approved new wastewater rates take effect at the start of SNRC operations.
Projected expenses have been developed through the budget process to support the Five-Year Work Plan and achieve
District-wide goals, maintain operations, and remain within projected revenues. Expenditures for the Wastewater Fund
consist of 67% Treatment, 30% Program Expenditures, 2% Capital Expenditures, and 1% Debt Service.
Sources of
Revenue
Wastewater
Fund Expenses by
Cost Center
Wastewater revenues consist of collection
charges, treatment charges, and
miscellaneous revenues such as interest
income and capacity charges for new services.
61%
Wastewater
Treatment
34%
Wastewater
Collection
1% Debt
6%
Other
67%
Treatment
30%
Other
Program
Expenses
2% Capital
PROGRAM HIGHLIGHTS
As a results-oriented based organization, East Valley Water District has identified 18 programs essential to operations.
Program-based budgeting allows for costs to be clearly identified while easily measuring benefits as outlined in the Key
Performance Indicators (KPI) and completion of Goals and Objectives.
With the completion of the SNRC planned for early 2022, a new program has been created to oversee the treatment
and disinfection of wastewater. The Water Reclamation program has been created and will be staffed incrementally over
FY 2021-22.
STAFFING
The District continues to strategically evaluate the workforce needs to facilitate world-class service. The FY 2021-22
Budget has identified 76 authorized full-time positions along with one part-time position. This is an increase of ten
positions from FY 2020-21. East Valley Water District will begin implementing the staffing plan developed with the
staffing considerations for the SNRC and the increased District duties needed for daily operations. One part-time
position has been repurposed to full-time and the District will continue to assess the daily operational needs and long-
term strategic priorities.
STERLING NATURAL RESOURCE CENTER
The SNRC will present a new opportunity for East Valley Water District to begin treating
wastewater for the community. As construction reaches the final stage, we are working to
begin the transitionary phases from construction to operations. As outlined in the budget,
this transition will include the onboarding of new staff, start of operations and the launch of
a new Wastewater Reclamation program to oversee operations and maintenance.
TRANSMITTAL LETTER
EAST VALLEY WATER DISTRICT | PAGE 9
• The Governing Board is the District’s legislative body
responsible for serving as the organizational policy
makers.
• General Administration is responsible for overseeing
the day-to-day District operations.
• Human Resources is responsible for personnel
related programs.
• Public Affairs oversees internal and external
communications programs.
• Conservation encourages sustainable water use.
• Finance and Accounting provides transparent and
responsible oversight of District funds.
• Information Technology is responsible for District
technology and software programs.
• Customer Service provides the community with world
class customer relations.
• Meter Services maintains a network of approximately
23,000 Advanced Metering Infrastructure (AMI)
meters and conducts maintenance, and meter
replacement.
• Engineering implements infrastructure projects
needed to provide safe and reliable services.
• Water Production is responsible for monitoring and
operating the entire water system.
• Water Treatment is responsible for treating the three
sources of supply.
• Water Quality complies with all required drinking
water regulations.
• NEW! Water Reclamation responsible for treating and
disinfecting wastewater.
• Water Maintenance maintains the District’s water
transmission and distribution system.
• Wastewater Maintenance repairs and safeguards the
conveyance system.
• Facilities Maintenance repairs and maintains all
District sites.
• Fleet Maintenance cares for vehicles and equipment.
FISCAL YEAR BUDGET 2021-2022 | PAGE 10
It is important to note that most of the new positions identified in this budget will not be staffed until late 2021 or early
2022. Since this timeline has notable impacts on staffing costs, salary and benefit costs have been prorated to reflect
that actual anticipated time the position will be filled during the year.
EXTERNAL CONSIDERATIONS
In addition to the District’s daily operational needs, there are factors that must be considered when developing the
budget document.
At the time of developing the FY 2021-22 budget, the world was recovering from
the coronavirus (COVID-19), a global pandemic and the subsequent economic
repercussions. The financial implications of this public health emergency are
significant, with regional, national and global impacts on economies. From
customer’s ability to pay their utility bill to national staffing shortages, COVID-19
will continue to be a significant focus of the District over the upcoming fiscal year.
On February 1, 2020, the District implemented Senate Bill (SB) 998 which
requires changes to the process of discontinuing water service for delinquent
customers. The new policy was then paused due to the State’s moratorium of
utility disconnections brought on due to COVID-19, with the State considering
new legislation to change the discontinuation process. The District is anticipating
the moratorium will be lifted within this fiscal year, with the parameters for this
process still in development at the time of budget adoption. Once the moratorium
is lifted, the District will resume service disconnections as a result of non-payment
in accordance with all state requirements.
Additional regulations regarding affordable rates, water conservation, and capital project funding continue to be topics
of discussion that would have potential operational impacts. Maintaining compliance with regulations is an essential
component to District operations. Several pieces of proposed legislation could have a profound impact on the daily
operations of East Valley Water District. The District continues to actively engage in legislative activities and participate
in proposed legislation discussions.
In May 2021, the State of California issued a drought declaration to 41 counties with 83% of San Bernardino County
classified as being in an extreme drought. If California declares a drought emergency for the County of San Bernardino
or the entire State, the declaration will have a significant impact to the daily operations of multiple Programs within the
District.
The current economic climate and inflation impacts are also a consideration in the development of this document,
both from an investment revenue perspective and operational costs such as construction, labor and materials. When
calculating the Capital Budget, these factors were incorporated in the consideration of project costs. The District is
required to comply with Department of Industrial Relations regulations, which include labor compliance requirements for
public works. These factors impact the costs of the District’s Capital Budget compared to private sector projects.
31111 Greenspot Road, Highland, California 92346
(909) 889-9501 | www.eastvalley.org | @eastvalleywater #waterneverquits #1440minutes365days
IMPORTANT ANNOUNCEMENTS
WE’RE HERE TO SERVE YOU
PUBLIC HEARING POSTPONED
CALL US AT (909) 889-9501: NEXT STEPS:
As a precautionary measure due to COVID-19, District offices are currently closed to the public until further notice. However, we are still here to serve you.
Striving to maintain a high-level of transparency and encourage community participation, the District has postponed the Proposed Changes to Water and Wastewater Collection Rates public hearing originally scheduled for April 8.
You may see staff on the field performing essential system maintenance duties. For the safety of the community and Districtstaff, please remember to keep at least 6 feetof physical distance.
For questions about rates, please call the District at (909) 889-9501 or visit eastvalley.org/rates2020.
• For questions about your account
• Report a water emergency or leak
• Wash your hands often and thoroughly
• Wash clothes worn in public
• The Governing Board will consider a new hearing date once California’s Stay at Home order has been lifted
• New hearing notices will be sent by mail, social media, and the District website6’
[
CONSIDERING YOUR WATER NEEDS DURING THE
75
GALLONS PER
PERSON, PER DAYTEMPORARY
EXPANSION
COVID-19 PANDEMIC
60
GALLONSPER PERSON,PER DAY
15 GALLON EXPANSION+
Temporarily Expanding Your Indoor Water Budget
USE THIS EXTRA WATER TO:
In working together to prevent the spread of COVID-19, effective April 1, the District will temporarily expand customers’ Tier 1 (indoor) water budget from 60 to 75 gallons per person, per day.
This adjustment will provide residents with peace of mind while taking steps to prevent the spread.
To learn about your water budget and its tiers, visit eastvalley.org/mywaterbudget.
CAPITAL IMPROVEMENT PROGRAM
The District’s Capital Improvement Program (CIP) is a five-year planning schedule with each year approved in the
correlating fiscal year’s budget based on findings of the Water and Wastewater Master Plans. Scheduled projects in FY
2021-22 total $58,508,000 for water and wastewater projects, and include:
DEBT
EVWD utilizes debt funding to finance large capital projects. For FY 2021-22, the District has outstanding debt which has
been utilized for water treatment facilities, energy efficiency improvements, mutual water company consolidations, and
infrastructure projects. Debt is not used to fund operating expenses. Debt service for FY 2021-22 on all outstanding debt
is $3,352,000.
FY 2020-21 ACCOMPLISHMENTS
The District made significant progress on major projects in FY 2019-20 while also adapting to the changing environment
resulting from the COVID-19 pandemic. We continued to embrace technology to enhance community engagement while
carrying out operational activities that resulted in reliable service delivery to our customers.
TRANSMITTAL LETTER
EAST VALLEY WATER DISTRICT | PAGE 11
Optimize
Infrastructure
North Fork
The District completed a
preliminary design report for
an additional Surface Water
Treatment Plant on the east
end of the service area to
maximize the use of water
accessed through the North
Fork Water Company (NFWC).
This report considered the high-
level design recommendations,
siting, environmental
documentation, and included an
engineer’s cost estimate.
Financial Stability With
Full Understanding of
Operational Complexities
Rates
The District refinanced the 2010 and
2013 Bonds for an annual savings of
nearly $400,000 without extending
maturity dates while maintaining
the AA- credit rating. In light of the
COVID-19 pandemic, the District
postponed the scheduled Proposition
218 hearing planned for 2020, and
held a rate hearing in early 2021 for
water and wastewater charges.
Acknowledge Unknowns
The District responded to the
COVID-19 pandemic. Through
the response process, the District
proclaimed an emergency allowing
for the submittal of approximately
$150,000 in cost reimbursements.
Protect
Organizational
Investments
Culture
The District continues to
evaluate the on-going staffing
needs of the organization
along with long-term career
aspirations of team members. A
staffing plan for the next three
years has been developed
including considerations for the
addition of SNRC operations
and administrative staff as well
as preparing for approaching
retirements. COVID-19 has
highlighted the tools available
for internal communication
including Team virtual meetings,
emails, and InformaCast
communication system.
• Plant 134 Process Improvements
(TTHMs & Sludge Management)
• Tank/Reservoir Rehabilitation Plant 108
and Seismic Study
• Plant 101 Hydro Tank Rehabilitation
• General Facilities Rehabilitation/Relocation
• Well & Booster Improvements/Rehabilitations
• Wastewater Main 11th Street Rehabilitation
• SNRC
FISCAL YEAR BUDGET 2021-2022 | PAGE 12
Maximize the
District’s Position
Infrastructure
The District purchased the remaining AMI meters
during FY 2019-20 to avoid a significant material
cost increase. Phase Five of the AMI installation
completed the transition of the District to 100%
remote read in 2021. The transition has allowed for
meter readers to be trained in customer service and
AMI maintenance along with assisting in the field as
needed, avoiding any need for staffing reductions
in that area.
Win-Win with Developers
The District worked with multiple developers as it
related to development fees and the establishment
of Community Facilities Districts (CFDs).
Repair/Rehabilitation
Multiple facilities received critical maintenance
including enhancements at Plant 39 with the
resurfacing and re-coating of tank 39-1’s interior,
rehabilitation of four booster pumps, and the rebuild
of the plant’s well. Also, the fourth-year cycle was
completed for membrane filters replacement at
Plant 134. To enhance staff’s hands-on skills, they
completed an in-house water main project on
Barton Road installing approximately 1,000 linear
feet of new water main and 30 new services.
Have Others See the
District As A Premier Agency
Regional Involvement
Despite COVID-19, the District continued to
encourage collaboration and cooperation. The
General Manger/CEO continued to serve as a
Board member on the Inland Empire Economic
Partnership and the Highland Senior Center.
The Governing Board continued to represent
the District in regional efforts. Additionally, the
District continued to foster partnerships with
the community through the donation of surplus
vehicles to non-profit organizations.
Regional and educational partnerships
blossomed through the continued engagement
in the Water and Resource Management
Pathway; a benefit of the virtual learning
environment was that this pathway course was
available to all San Bernardino City Unified
School District juniors and seniors.
The District’s Employee Events Association
continued its partnership with Jefferson
Hunt Elementary School in addition to other
charitable causes throughout the year.
The District received reaccreditation for the
Special District Leadership Foundation’s
Transparency Certificate of Excellence and was
recognized as the Top Workplace in the Inland
Empire for the small employer category.
AWARDS
1. California Special Districts Association (CSDA)
Transparency Award
2. Government Finance Officers Association (GFOA)
Award for FY 2019-20 Budget
3. California Society of Municipal Finance Officers
(CSMFO) Excellence Award for FY 2019-20 Budget
4. Top Workplace 1st Place Award by the Inland News
Group in Small Company Category
5. District of Distinction by the Special District
Leadership Foundation
David E. Smith
Chairman of
the Board
Phillip R. Goodrich
Vice Chairman of
the Board
Chris Carrillo
Governing Board
Member
Ronald L. Coats
Governing Board
Member
James Morales, Jr.
Governing Board
Member
Kerrie Bryan
Director of Administrative Services
Justine Hendricksen
District Clerk
Kelly Malloy
Director of Strategic Services
Patrick Milroy
Operations Manager
Jeff Noelte
Director of Engineering & Operations
Brian Tompkins
Chief Financial Officer
SUMMARY
Over the past year, East Valley Water District staff embraced technology to continue to provide world-class service for
our community, even during a global pandemic. This spirit and drive will continue to be ingrained within our culture as we
look ahead to the upcoming year. The team is proud to launch operations at the new Sterling Natural Resource Center
and begin providing a new Wastewater Reclamation service within our District. With individuals working together, using
the latest technology, we will continue to enhance the quality of life within the community and provide essential public
services.
The budget development continues to be a collaborative process, involving members of our community, the Governing
Board, and every District employee. I would like to thank the members who participated in this process, and I am proud
to present East Valley Water District’s FY 2021-22 Operating and Capital Budgets.
DISTRICT MANAGEMENT
Respectfully Submitted,
John Mura
General Manager/CEO
EAST VALLEY WATER DISTRICT | PAGE 13
FISCAL YEAR BUDGET 2021-2022 | PAGE 14
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 15
IN
T
R
O
D
U
C
T
I
O
N
INTRODUCTION
The financial plan serves as a policy document, operations guide for
programs, and as a means of transparent communication.
FISCAL YEAR BUDGET 2021-2022 | PAGE 16
STATISTICAL/SUPPLEMENTAL INFORMATION
BUDGET GUIDE
DISTRICT VISION
ORGANIZATIONAL STRUCTURE
INDUSTRY BENCHMARKS
Budget Guide
The budget document is the District’s annual financial plan prepared by District staff 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 audiences of the budget document are citizens, local businesses, creditors,
governmental agencies, and other stakeholders.
BUDGET DOCUMENT SECTIONS
The budget document consists of seven sections, including:
Transmittal Letter
This section includes the District Officials, General Manager/CEO’s Budget Transmittal Letter, Strategic Plan,
District-Wide Goals, and Priorities.
Introduction
This 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 2021-22 Budget.
Consolidated Financial Schedules
This section is a comprehensive summary of the District’s Operating Budget presented for the District as a whole
and 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 2021-22 Budget is organized into the following summary programs:
EAST VALLEY WATER DISTRICT | PAGE 17
• 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
• NEW Water Reclamation
• Facilities Maintenance
• Fleet Maintenance
INTRODUCTION
FISCAL YEAR BUDGET 2021-2022 | PAGE 18
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 2021-22.
• Accomplishments: This section includes highlights from FY 2020-21.
• Significant Changes: This section identifies causes of requests compared to differences in funding requests
compared to the previous year.
• Levels of Service: This section links Key Performance Indicators to the Agency’s Goals and 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 2021-22 Budget.
Glossary
This section provides definitions for general terms, acronyms, and the Chart of Accounts used throughout the
budget document.
BUDGET AWARDS
The Government Finance Officers Association of the United States and Canada presented a Distinguished Budget
Presentation Award and the California Society of Municipal Finance Officers presented the Excellence Award to the
District for its annual budget for the fiscal year beginning July 1, 2020. In order to receive these awards, 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.
These awards are 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.
CCaalliiffoorrnniiaa SSoocciieettyy ooff
MMuunniicciippaall FFiinnaannccee OOffffiicceerrss
Certificate of Award
Operating Budget Excellence Award
Fiscal Year 2020-2021
Presented to the
East Valley Water District
For meeting the criteria established to achieve the CSMFO Excellence Award in Budgeting
January 31, 2021
Marcus Pimentel Michael Manno, Chair
CSMFO President Recognition Committee
Dedicated Excellence in Municipal Financial Reporting
PRESENTED TO
East Valley Water District
California
For the Fiscal Year Beginning
July 1, 2020
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 19
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 2019-20 Actuals
Actual financial information for FY 2019-20 as reported in the Comprehensive Annual Financial Report. The actual
financial information is reported in the budget document on a budgetary basis.
FY 2020-21 Budget
The FY 2020-21 Budget was adopted by the Governing Board on June 24, 2020 and may also include any
adjustments approved by the Governing Board at the Mid-Year Budget Review.
FY 2020-21 Projected
The FY 2020-21 Projected column reflects the adopted budget in addition to any amendments approved by the
Governing Board during the fiscal year. The FY 2020-21 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 2021-22 Proposed
This column initially reflects the FY 2021-22 Proposed Budget submitted by the General Manager/CEO. After the
Governing Board reviews and approves the FY 2021-22 Budget, the information in the FY 2021-22 column changes,
if necessary, to reflect the Board’s actions.
Amount Changed and % Change
These columns provide the amount changed/percent change from the previous year’s budget to the newly
proposed budget.
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed % Changed
information are presented to facilitate user analysis.Three years of financial
Statistical/Supplemental Information
EVWD provides water and wastewater services to residents within its 30.1 Square mile area.
This includes over 103,000 people within the cities of Highland and San Bernardino, portions of the 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.
WATER SOURCES
With a service area just over 30 square-miles, the District has three sources
for water, the Santa Ana River (SAR), the Bunker Hill Groundwater Basin,
and the State Water Project. The 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 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 the allocated North Fork
shares for groundwater replenishment rather than treated and used in
the water distribution system directly. Not only will this help to contribute
to a healthy basin level, it will offset the District’s cost obligation toward the
Groundwater Council.
INTRODUCTION
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DISTRICT BOUNDARY MAP
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FISCAL YEAR BUDGET 2021-2022 | PAGE 20
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 21
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 City of San Bernardino Municipal Water Department (SBMWD) 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 constructing the SNRC in the City of Highland that will treat up to 8 million gallons of wastewater daily for
recharge 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. This project broke ground in late 2018 with operation beginning in early 2022. Once construction
on the SNRC is completed, East Valley Water District will be responsible for treating the wastewater generated within its
service area.
POPULATION GROWTH
Population growth projections vary within EVWD’s service
area due to a number of proposed developments with
unspecified timing for completion. There are a number of
future developments planned within the EVWD service
area including:
• The development of diverse housing from large
estate lots to multi-family units. Additional planned
services of the area may include 14 to 21 acres of
commercial services, a new fire station equipped with
a police substation, and a new art school. The new
development consists of approximately 1,650 acres and
may add approximately 11,800 to 12,400 new residents
in the District upon buildout anticipated in 2035.
• Unit development project offering a variety of housing opportunities. The development density allows for a
minimum of 250 housing units and a maximum of 800 house units. The development will be located along
Greenspot Road and the 210 Freeway.
• Residential planned community of 316 housing units. The permitted land use types of this area focus towards low
to medium density residential units with additional inclusion of open space, agriculture, parks and recreation.
CLIMATE
The climate in the cities of 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 a daily high of 94 degrees in the summer and
a daily low of 42 degrees during the winter. This area typically averages 13 inches of precipitation annually, mostly during
the months of January through March.
*Income information retrieved from census.gov.
$67,000
California Average
$47,000
EVWD
$41,000
City of
San Bernardino
$57,000
County of
San Bernardino
$55,000
City of
Highland
Average Household Income
FISCAL YEAR BUDGET 2021-2022 | PAGE 22
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.
The 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 colleges within the region include: Crafton Hills
College; Riverside City College; and San Bernardino Valley College.
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 centers 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.
The District has partnered
with the San Bernardino City
Unified School District and San
Bernardino Valley College to
develop a Water and Resource
Management Pathway Program.
By working with local
schools, EVWD highlights
career opportunities in the
water industry including
educational requirements.
Graduates have a specialized
skill that can jumpstart their
career after high school.
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 23
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.
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 enhancing and preserving the quality of life for our community. 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.
Following meetings with the community, Governing Board, and 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 measurable 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.
Enhance and Preserve the Quality of Lifefor our community through innovative leadershipworld class public service.&
FISCAL YEAR BUDGET 2021-2022 | PAGE 24
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
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
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
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
I.II.
III.IV.
STRATEGIC PLAN
Agency Goals and Objectives
To maintain momentum and encourage
continued growth, the District adopted these
foundational principles in January 2018.
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 25
CORE VALUES
DISTRICT SPOTLIGHT
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.
30.1
SQ. MILE
SERVICE AREA
103,000
POPULATION SERVED ACTIVE GROUNDWATER WELLS
MONITORED BY THE DISTRICT
15
3,400
SAMPLES
COLLECTED
IN 2020
242
HYDRANTS
FLUSHED
1,743
HYDRANTS REPAIRED,
REPLACED OR PAINTED
1,500
FEET OF WATER
MAIN REPLACED
300 MILES OF WATER MAINS
285
WATER LEAKS
REPAIRED
220
MILES OF
SEWER MAINS
121
MILES OF
SEWER CLEANED
5,079SEWERMANHOLES
6,000,000
AVERAGE GALLONS OF
SEWER CONVEYED DAILY
28,977,000
GALLONS OF WATER STORAGE
16,400,000
AVERAGE GALLONS OF
WATER PRODUCED DAILY 48
MILES OF
SEWER VIDEO
MONITORING20,000+
ADVANCED
METERS INSTALLED
Ratepayers/Community Members
SR. ADMINISTRATIVE
ASSISTANT
DIRECTOR OF
ADMINISTRATIVE SERVICES
WATER QUALITY
COORDINATOR
SR. TREATMENT
PLANT OPERATOR
FACILITY MAINTENANCE
COORDINATOR
ASSOCIATE
ENGINEER
FACILITY MAINTENANCE
WORKER
SR. WATER
PRODUCTION OPERATOR
WATER PRODUCTION
OPERATOR III
WATER PRODUCTION
OPERATOR II
SR. FIELD SERVICE
WORKER
FIELD SERVICE
WORKER III
FIELD SERVICE
WORKER II
FIELD SERVICE
WORKER I
EQUIPMENT
MECHANIC III
STOREKEEPER/
BUYER
METER READER II
METER READER I
GENERAL
MANAGER/CEO
DISTRICT CLERK
GOVERNING
BOARD (5)
(7)
(2)
(3)
WATER QUALITY
TECHNICIAN
(4)
(4)(2)
DIRECTOR OF
ENGINEERING & OPERATIONS
HUMAN RESOURCES
COORDINATOR
DIRECTOR OF
STRATEGIC SERVICES
OPERATIONS
MANAGER
WATER PRODUCTION
SUPERVISOR
FIELD SERVICE
SUPERVISOR
SENIOR
ENGINEER (3)
PUBLIC AFFAIRS
COORDINATOR
COMMUNITY RELATIONS
REPRESENTATIVE (PT)
PUBLIC AFFAIRS
SPECIALIST
CONSERVATION
COORDINATOR
CONSERVATION / PUBLIC
AFFAIRS MANAGER
ADMINISTRATIVE
ASSISTANT
FISCAL YEAR BUDGET 2021-2022 | PAGE 26
ORGANIZATIONAL STRUCTURE
Legal Counsel
CUSTOMER SERVICE
REPRESENTATIVE III
CUSTOMER SERVICE
REPRESENTATIVE II
CUSTOMER SERVICE
REPRESENTATIVE I
(3)
(2)
Management
General StaffExecutive Management
Elected Officials
LEGEND
CHIEF FINANCIAL
OFFICER
ELECTRICAL &
INSTRUMENTATION
CONTROLS TECHNICIAN
WASTEWATER
TREATMENT PLANT
OPERATOR I-III
FINANCE MANAGER INFORMATION
TECHNOLOGY MANAGER
ACCOUNTANT
SR. ACCOUNTING
TECHNICIAN
ACCOUNTING
TECHNICIAN
SR. ADMINISTRATIVE
ASSISTANT
SR. CUSTOMER SERVICE
REPRESENTATIVE
NETWORK
ADMINISTRATOR
INFORMATION
SYSTEMS TECHNICIAN
Positions reporting to the Water Reclamation Manager will
be added as the SNRC nears completion later in FY 2021-22
WASTEWATER
TREATMENT PLANT
MECHANIC I-II
ADMINISTRATIVE
ANALYST
* All positions are full-time unless noted otherwise as part time (PT).
WATER RECLAMATION
MANAGER
SR. WASTEWATER
TREATMENT
PLANT OPERATOR
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 27
FISCAL YEAR BUDGET 2021-2022 | PAGE 28
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 76 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 18 programs, which are overseen by various members of the Executive Management Team.
This chart reflects the organizational structure based on Program oversight.
Program Level Operational Responsibilities Overview
Ratepayers/Community Members
Governing Board
General Manager/CEO
District
Clerk
Administration Public Aairs
Conservation
Director of
Strategic
Services
Chief Financial
Ocer
Director of
Engineering &
Operations
* This program is overseen by a Director position
but managed by a member of the Executive Team.
Director of
Administrative
Services
Engineering
*Operations
*Water Reclamation
Human
Resources
Finance
Customer Service
InformationTechnology
Operations
Manager
Meter Services
Water Production
Water Treatment
Water Quality
Water Maintenance
Wastewater Maintenance
Facilities Maintenance
Fleet Maintenance
Ratepayers/
Community
The individuals, businesses and stakeholders receiving services from East
Valley Water District.
Governing Board The Governing Board is the legislative body of the organization. Comprised of
five members elected at-large to four-year staggered terms of office.
District Clerk
General
Administration
General Administration is responsible for ensuring the District’s business and
operations daily activities are performed following Federal, State, and District
Board approved policies. The General Manager/CEO provides daily oversight
for interagency relations for advancing the District’s initiatives.
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 29
Director of Administrative Services
Human Resources
Human Resources is responsible for administering programs to attract and
retain a diverse and qualified workforce. This program also oversees the
District safety program to ensure staff maintain a safe work environment.
Additionally, this program is responsible for managing the District’s Pathway
Program and Risk Management Program.
Director of Strategic Services
Public Affairs
Public Affairs oversees internal and external communication programs
consistent with the District’s Vision and guiding principles. Through
community and media relations, the Program provides effective and strategic
communications to various stakeholders. The Program is also responsible for
grant writing, emergency preparedness, and facility rental programs.
Conservation
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, tracking and monitoring legislative affairs and
advocating on behalf of the District’s legislative platform.
Chief Financial Officer
Finance &
Accounting
Finance and Accounting oversees 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.
Information
Technology
Information Technology oversees the District’s technology infrastructure to
support essential business and operational functions. The functions utilize
industry specific software programs required to meet agency needs. The
Program implements routine cybersecurity training campaigns to mitigate
financial and data loss.
Customer Service Customer Service provides the community with prompt, courteous, and world
class customer relations.
of allocating resources to meet the needs of District stakeholders. The budget reflects the commitment
Director of Engineering & Operations
Engineering
The Engineering Program responsibilities include infrastructure planning,
maintaining a safe and reliable water supply, and ensuring compliance with
Federal and State regulations. The Program oversees wastewater collection
and treatment capital projects.
Water
Reclamation
The Water Reclamation Program is responsible for treating and disinfecting
8.0 million gallons of wastewater per day (MGD). Reclamation of wastewater
generated by District customers will transition from a service contracted with
the SBMWD, to in-house operations at the newly completed SNRC during FY
2021-22.
Operations Manager
Meter Services The Meter Service program maintains a network of approximately 23,000
Advanced Metering Infrastructure meters. The Program conducts routine
maintenance, testing and replacement of meters to ensure billing is accurate.
Water Production
Water Production is responsible for the daily monitoring and operations of
the entire water production system to ensure 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.
Water Treatment
Water Treatment is responsible for management of three different sources
of supply used by the District. The Program is responsible for the operation
of Plant 134, a Surface Water Treatment Plant, and two unique groundwater
treatment facilities at Plant 28 and Plant 39.
Water Quality Water Quality is responsible for ensuring District compliance with State
and Federal Drinking Water Regulations. This program manages Backflow
Prevention, Water Sampling, and the Fire Hydrant Flushing Programs.
Water
Maintenance
The Water Maintenance Program is responsible for the repair and
replacement of the District’s 300 miles of water pipeline. Water Maintenance
coordinates with Engineering and Water Production to install water service
lines, fire hydrants, meters, valves, and all related equipment.
Wastewater
Maintenance
The Program’s purpose is prevention of wastewater spillage and leaks. This is
accomplished by routine inspections, cleaning, repairs, and replacements of
the District’s 220 miles of collection pipelines.
FISCAL YEAR BUDGET 2021-2022 | PAGE 30
SEWER
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 31
Facilities
Maintenance
Facilities Maintenance is responsible for the maintenance of all District
facilities. The division’s oversight includes administration buildings, water
facilities, District-owned vacant properties, and easements.
Fleet
Maintenance
Fleet Maintenance is responsible for the preventative maintenance program
for all District vehicles and heavy equipment. This includes the procurement
of fleet items and maintain compliance with State and Federal air quality rules
and regulations.
Budget Summary by Program
The sum of many pieces makes the whole, and through the 18 programs East Valley Water District is able to provide
world-class services to the community it serves. The graphic below displays the budget allocation for each program
within the FY 2021-22 Operating and Capital Budgets.
28%WaterReclamation
9%WaterMaintenance
13%WaterProduction
6%Public Aairs
4%Administration 4%Finance
4%IT
3%WastewaterMaint.
3%WaterTreatment
2%Fleet2%Conservation
2%Water Quality
4%Facilities
4%CustomerService
5%Human ResourcesRisk Management
5%Engineering 1%Board
1%MeterSrvce.
FISCAL YEAR BUDGET 2021-2022 | PAGE 32
IntentionallyTHIS PAGE LEFT BLANK
Industry Benchmarks
IN
D
U
S
T
R
Y
BE
N
C
H
M
A
R
K
S
EAST VALLEY WATER DISTRICT | PAGE 33
Industry Benchmarks allow East Valley Water District to
examine itself in comparison with other utilities across the
United States.
FISCAL YEAR BUDGET 2021-2022 | PAGE 34
Industry Benchmarks
East Valley Water District strives to provide world-class service to the community, customers
and stakeholders.
As part of EVWD’s embracement of continuous improvement, the District began reviewing industry data and
metrics to establish benchmarks for services across the District. The following tables pull data from the American
Water Works Association (AWWA) 2020 Utility Benchmarking Program and represent a snapshot of over 150
water and wastewater utilities across the United States. The survey was taken in 2020 and pulled perfomance
results from the fiscal year 2019. For additional information about the industry data used, visit www.awwa.org.
STAFFING LEVELS
This indicator provides a measure of the number of employees reported at each utility.
CUSTOMER ACCOUNTS PER EMPLOYEE
This indicator provides a measure of employee efficiency as expressed by the total number of active accounts
serviced by utility employees.
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 35
50
100
150
200
250
300
350
Sample Size: 84
346
299
30 60 66
Water Utility(Sample Size 44)Combined Utility-Water Operations (Sample Size 88)EVWD
25th Percentile 75th Percentile EVWD Median
EVWD
CombinedUtility
339
356 476 616
25th Percentile Median 75th Percentile EVWD
RETIREMENT ELIGIBILITY
This indicator provides a measure of the number of regular employees eligible for retirement.
STRATEGIC WORKFORCE PLANNING
The following set of indicators provides a measure of the utility’s ability to prepare for the changing workforce.
FISCAL YEAR BUDGET 2021-2022 | PAGE 36
10%
20%
30%
40%Sample Size: 78
• Level of Strategic Workforce
Planning: Succession plan is an
integral part of our organization’s
comprehensive strategic plan.
• Level of Decision-Maker
Commitment: There is a
commitment from decision makers
on succession planning.
• Level of Resources and
Collaboration: Gather resource
for developing and implementing
succession planning; collaborate
with other agencies and programs.
• Role in Strategic Vision and Goals:
Value the role of succession
planning in achieving the strategic
vision and goals of our organization.
31%
25th Percentile
Combined Utilities EVWD
Median 75th Percentile
22%14%
42%
Level 1
Never Practiced
at Utility
Level 2
Activity
Implemented
Not Often
Level 3
Activity
Implemented
Sometimes
Level 4
Activity
Implemented
Frequently
Level 5
Activity
Implemented
Always
Strategic Workforce Planning
(Sample Size 67)
Decision-Maker Commitment
(Sample Size 67)
Strategic Vision and Goals
(Sample Size 67)
Resources and Collaboration
(Sample Size 66)
EVWD
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 37
EMPLOYEE VACANCIES
The following indicators evaluate how well the utility has established, incorporated and maintained an effective workforce
succession plan.
DEBT RATIO
The debt ratio indicator quantified a utility’s level of indebtedness.
2
4
6
8
10
12
Average Employee Tenure (Years)Average Length of Position Vacancies (Days)
10
20
30
40
50
60
70
80
90
10%
20%
30%
40%
50%
Sample Size: 83
*Data based on FY 2019
Combined Utilities - Water Operations(Sample Size 65)
9
25th Percentile Median 75th Percentile EVWD
Combined Utilities - Water Operations(Sample Size 53)
11 13 95 61 40.6
11
90
Combined Utilities EVWD
25thPercentile Median 75thPercentile
52%
41%45%
31%
RETURN ON ASSETS
This indicator provides an estimate of the utility’s financial effectiveness.
DEBT-SERVICE COVERAGE RATIO
The debt-service coverage ratio, also known as debt coverage ratio, is the ratio of net operating income to total
debt service.
FISCAL YEAR BUDGET 2021-2022 | PAGE 38
.5%
1%
1.5%
2%
2.5%
3%
3.5%
4%Sample Size: 76
0.5
1
1.5
2
2.5
3
3.5 Sample Size: 66
Combined Utilities-Water Operations EVWD
25th
Percentile
1.3%
Median 75th
Percentile
2.4%
4.1%
2%
Combined Utilities-Water Operations EVWD
25th
Percentile
1.65
Median 75th
Percentile
2.38
3.59
2.83
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 39
BOND RATING
A utility’s bond rating is a grade that indicates its creditworthiness.
RISK AND RESILIENCY
The following indicators aim to look at the utility’s readiness for emergences.
14
21
41
Sample Size: 67
Moody’s S&P FITCH
Baa 1 2 3 BBB +/-B +/-Lower
Medium Grade
A1 A+A+Upper
Medium GradeA2AA
A3 B A-
Aa1 AA+AA+
High GradeAA2AAAA
Aa3 AA-AA-
Aaa AAA AAA Prime
Lower Media Grade Upper Medium Grade
High Grade Prime EVWD
Combined Utilities
Risk Assessment and Response Preparedness
(Sample Size 68)
No Plan Level 1 Level 2 Level 3
EVWD
Recovery and Mitigation Plan
(Sample Size 68)
Emergency Response Planning
(Sample Size 70)
Cybersecurity Preparedness
(Sample Size 66)
METERING PREVALENCE
This indicator looks at the percentage of water accounts that were fully metered for billing purposes.
DELINQUENCY RATE
This indicator provides a look at the percentage of overall accounts delinquent over the given fiscal period. Due to the
fluctuations of the COVID-19 pandemic, this benchmark is pulling data from FY 2018.
FISCAL YEAR BUDGET 2021-2022 | PAGE 40
• Level 1: Quarterly or
Bimonthly
• Level 2: Monthly
• Level 3: Daily
• Level 4: 2-6 Times Daily
• Level 5: Hourly
• Level 6: More Frequently
than Hourly (15 Minutes)
2%
4%
6%
8%
10%
12%
14%
16%Sample Size: 57
Combined Utilities-Water Operations EVWD
25thPercentile Median 75thPercentile
17%
7.7%
3.7%
9%
Residential
(Sample Size 75)
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
EVWDCommercial
(Sample Size 73)
Wholesale
(Sample Size 52)
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 41
REGULATORY COMPLIANCE - WATER
This indicator quantified the percentage of time each year that the utility meets all health-related drinking water
standards required.
REGULATORY COMPLIANCE - WASTEWATER
(COLLECTION SYSTEM OPERATIONS)
Regulatory compliance for wastewater is expressed as a percentage of the number of events per the facility’s permit
limits in compliance with the summation of the total number of compliance events in the reporting period.
100%Compliance
Sample Size: 88
Sample Size: 60
100%Compliance96.7%Compliance
25th Percentile Median 75th Percentile EVWD
25th Percentile Median EVWD 75th Percentile
MGD OF WATER PRODUCED PER EMPLOYEE
This indicator provides a measure of employee efficiency as expressed by the amount of potable water delivered by
utility employees per year. Comparing water production for FY 2019.
HYDRANT EFFECTIVENESS - OUT OF SERVICE INDICATOR
This indicator provides a measure of reliability of water hydrants in the utility service area. The aggregate data indicates
out-of-service hydrants.
FISCAL YEAR BUDGET 2021-2022 | PAGE 42
0
0.05
0.1
0.15
0.2
0.25
0.3
Sample Size: 73
EVWD = 0%
Out-of-Service Hydrants
25th Percentile Median 75th Percentile
1.5%.80%
.30%
0.280.210.15
0.24
25th Percentile Median 75th Percentile EVWD
Combined Utilities (Sample Size 53)
NONCAPACITY AND CAPACITY SEWER OVERFLOW
These indicators measure the total number of noncapacity and capacity sewer overflow events express as the ratio of
the number of events per 100 miles of sanitary collection system piping.
COLLECTION SYSTEM INTEGRITY
This indicator quantified the condition of a wastewater collection system expressed as the annual number of failures per
100 miles of collection system piping.
INTRODUCTION
EAST VALLEY WATER DISTRICT | PAGE 43
0.5
1
1.5
2
2.5
3
3.5
Sample Size: 67
EVWD = 0% Failures6.6
2.5
0.5
25th Percentile Median 75th Percentile
Noncapacity Sewer Overflow Rate
(Sample Size 76)
25th Percentile Median 75th Percentile
EVWD
Sewer Overflow Rate
(Sample Size 62)
3.7
2.4
1.6
.3 .5
0
FISCAL YEAR BUDGET 2021-2022 | PAGE 44
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EAST VALLEY WATER DISTRICT | PAGE 45
FINANCIAL SUMMARY
FI
N
A
N
C
I
A
L
S
U
M
M
A
R
Y
The annual budget is an opportunity to establish
priorities for the fiscal year, identify means to evaluate
results, and ensure that the planned operations and
capital projects responsibly use District resources.
BUDGET PROCESS
FINANCIAL POLICIES
CURRENT & PROPOSED BUDGET CYCLE CALENDAR
FISCAL YEAR BUDGET 2021-2022 | PAGE 46
FUND STRUCTURE
BASIS OF BUDGETING
FUND/PROGRAM RELATIONSHIP
REVENUE SUMMARY
BUDGET SUMMARY
EXPENDITURE SUMMARY
NET POSITION/FUND EQUITY
DEBT OVERVIEW
LONG RANGE FINANCIAL PLAN
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.
OPERATING AND CAPITAL BUDGET POLICY
Purpose and Scope
The purpose of this policy is to provide guidelines to assist in the formulation and consideration of a comprehensive
annual budget, one of the most important financial activities the District undertakes each year. Those guidelines
include a Strategic Plan and Capital improvement Plan, which assist in completing financial planning cycles that
deliver efficient and effective public services. This policy applies to all funds under the budgetary and fiscal
control of the Governing Board.
Balanced Budget
The District will adopt a balanced budget for each fund this policy covers, where the sum of estimated revenues
and use of reserves is equal to or greater than current expenditures. Expenditures will include operating
expenses, debt service, and the operating budget’s contribution to the CIP.
Short-term operating deficits will be mitigated by raising rates and fees or cutting costs. The use of one-time
revenues and development fees for the funding of operating costs is not permitted, and reserves may only be
used for the purpose for which they were intended in accordance with the District’s designated funds policy.
The budget development process is outlined on pages 53-55.
INVESTMENT POLICY
Purpose and Scope
The purpose of this policy is to establish guidelines for the prudent investment of District funds in conformance
with California Government Code (CGC) requirements. The policy applies to all funds under direct authority of
the District, which does not include funds held in trust for the District’s retirement plans and post-employment
health benefits.
EAST VALLEY WATER DISTRICT | PAGE 47
FINANCIAL SUMMARY
FISCAL YEAR BUDGET 2021-2022 | PAGE 48
Objectives
CGC §53600.5 states that, when investing and managing public funds, the primary objectives, in priority order, of the
District’s investment activities shall be:
• Safety: Safety of principal is foremost, therefore, investments shall be undertaken in a manner that seeks to
preserve capital while mitigating risks such as interest rate risk and credit risk.
• Liquidity: The investment portfolio shall remain sufficiently liquid to enable the District to meet all operating
requirements that can reasonably be anticipated.
• Return on Investment: The investment portfolio shall be designed for attaining the best yield while keeping in mind
that return is secondary to the objectives of safety and liquidity.
Delegation of Authority
The authority of the District’s Governing Board to invest District funds is derived from CGC § 53601. CGC § 53607
allows the Board to delegate that authority to the District’s Chief Financial Officer/Treasurer. The District’s Chief Financial
Officer has historically been selected to serve as this delegated authority. This delegation expires and may be renewed
annually, by Board resolution, in conjunction with the annual review of the investment policy.
Authorized Investments
The District is empowered by CGC §53600 et. seq. to invest in certain types of investments. The District policy is more
restrictive than the CGC regarding allowable investments due to the size of the District’s investment portfolio and limited
staff resources available to manage invested funds.
Safekeeping and Internal Control
To protect against potential losses caused by the collapse of a security dealer, all book-entry securities are kept in
safekeeping by a third-party bank trust department, acting as agent for the District under the terms of a custody agreement.
Internal controls have been established to help ensure assets are protected from loss, theft or misuse. Controls include
separation of transaction authority from record-accounting, and confirmation of telephone transactions for investments
and wire transfers.
Reporting
In accordance with CGC §53646, the Chief Financial Officer will prepare, and render to the Governing Board, a quarterly
investment report within 30 days of the end of each quarter. The report shall list types of investments, maturity, par and
market values of each investment, transactions occurring during the quarter, and identification of funds managed by a
third-party.
RESERVE POLICY
Purpose
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.
FINANCIAL SUMMARY
General Provisions
The following provisions and principles are established for building and utilizing reserve funds:
• Interest: Interest income will be credited to reserve funds until maximum target levels have been reached. Once
a fund reaches the established maximum, interest will be allocated to other funds.
• Funding Priority: Fund balances are reviewed annually to determine whether maximum target levels have been
reached. Operating reserves will be funded first. When operating reserves are at their target levels, Capital
reserves will be funded. The Governing Board will determine how excess monies will be allocated after reserves
are at their maximum levels.
• Pay Go Versus Debt: For funding of capital acquisitions and improvements, the District will analyze the use of
reserves and/or issuing debt to determine the optimal funding strategy. Current and future liquidity positions will
also be considered.
Types of Reserves
The District has established and will strive to
maintain the following funds:
Operating Fund
The Operating Fund is used for unanticipated operating expenses. This fund is designated by the Board to maintain
working capital for current operations and to meet routine cash flow needs.
1. Target Level – Funding shall be targeted at a minimum amount equal to 90 days of the District’s budgeted
total operating expenses, and the maximum amount shall not exceed 120 days of the budgeted total operating
expenses.
2. Events or Conditions Prompting the Use of the Fund – Upon Board authorization, this fund may be routinely
utilized by staff to cover temporary cash flow deficiencies caused by timing differences between revenue and
expenses and extraordinary decreases in revenues and unexpected increases in expenses.
3. Periodic Review Dates for Balances – Fund balances and target level will be reviewed by staff and the Board
during the preparation and approval of the annual budget.
EAST VALLEY WATER DISTRICT | PAGE 49
O p e r a t ing Fund
C a p it a l R eplacement F
u
n
d
Re
s
t
r
i
c
t
e
d
F
unds
Includes debt proceeds,
customer deposits and
developer fees.
Capital Replacement Fund
Both the water and wastewater divisions will maintain a replacement fund for the replacement of capitalized assets when
they reach the end of their useful lives. The source of replacement funds will be user fee revenue from the respective
fund.
1. Target Level – The minimum target level should be equal to one years depreciation as determined by
depreciation recorded for the previous fiscal year. The maximum balance shall not exceed the projected needs
for five years according to the District’s Capital Improvement Plan.
2. Events or Conditions Prompting the Use of the Fund – Staff will recommend assets to be replaced during the
Capital Improvement Plan / Capital Budget presentation. As projects are approved, funds will be appropriated
from undesignated funds or available revenues.
3. Periodic Review Dates for Balances – Fund balances and projected improvement projects will be reviewed by
staff and the Board during the preparation and approval of the annual budget.
Restricted Funds
1. Bond Proceeds – Typically consist of construction fund monies, and a debt service reserve.
a. Target Level – The debt service reserve requirement, if applicable, is established at the time of issue.
b. Events or Conditions Prompting the Use of the Fund – Construction fund monies must be spent on applicable
projects, while the debt service reserve can only be used in the event of a shortfall of pledged revenues.
2. Development Fees – Consists of capacity fees paid by developers to buy into the utility infrastructure system paid
for by the investment of existing customers.
a. Target Level – Capacity fees are collected to pay for facility additions or improvements to support demands on
the system by new development.
b. Events or Conditions Prompting the Use of the Fund – Capacity fees may be used for Capital Improvement
Projects necessitated wholly, or in part, by new development.
DEBT POLICY
The purpose of this policy is to establish guidelines for the issuance and management of District Debt, and to provide
guidance for decision makers with respect to options available for financing infrastructure, and other capital projects, so
that the most prudent, equitable, and cost effective financing can be chosen.
Standards for Use of Debt Financing
When appropriate, the District will use long-term financing to:
• Achieve an equitable allocation of capital costs/charges between current and future system users;
• Provide more manageable rates in the near and medium term; and
• Minimum rate volatility.
The District will not construct or acquire a facility if it is unable to adequately provide for the subsequent annual operation
and maintenance costs of the facility throughout its expected life. In addition, capital projects financed through debt will
not be financed for a term longer than the expected useful life of the project.
FISCAL YEAR BUDGET 2021-2022 | PAGE 50
FINANCIAL SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 51
Methods of Financing
The Finance Program will investigate all possible project financing alternatives including, but not limited to: annual
operating revenue, reserves, bonds, loans, and grants. When applicable, development fees will be used to pay for
increase capital costs resulting from new development.
The District may legally issue short and long-term financing using the following debt instruments:
• Inter-Fund Borrowing – May be used for short-term cash flow imbalances due to grant terms, and interim
financing pending issuance of long-term debt.
• Lines of Credit – May be considered as short-term borrowing. The Chief Financial Officer shall determine when
it is prudent to recommend that the District enter into an agreement with a commercial bank or other financial
institution for the purpose of acquiring a line or letter of credit.
• Capital Lease Debt – May be used for equipment purchases where cost exceeds $50,000 and financing terms
are cost effective.
• State Revolving Fund (SRF) Loans – Based on availability, loans are low or zero interest for water and
wastewater infrastructure projects with a term of 20 to 30 years.
• Joint Powers Agency Revenue Bonds – Financing may be obtained through the issuance of debt under a
joint exercise of powers agreement with such debt payable from amounts paid by the District under a lease,
installment sale agreement, or contract of indebtedness.
• Refunding Revenue Bonds – The District may issue refunding revenue bonds to refund District indebtedness
pursuant to the State of California local agency refunding revenue bond law (Title 5 of the California
Government Code).
Compliance
The use of bond proceeds must be monitored to ensure compliance with all Internal Revenue Code arbitrage
rebate requirements, and requirement under California Government Code §8855. The District is also responsible for
verifying compliance with all undertakings, covenants, and agreements of each debt issue, typically including:
• Annual appropriations of revenue to meet debt service payments;
• Timely transfer of debt service payments to the Trustee;
• Compliance with insurance requirement; and
• Compliance with rate covenants.
Board Discretion
This policy is intended to serve as a guide and in no way restricts the ability of the District Governing Board to review
proposed rate actions, debt issuances, or other actions of substance to the District.
FISCAL YEAR BUDGET 2021-2022 | PAGE 52
IntentionallyTHIS PAGE LEFT BLANK
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 FY 2021-22
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 2021-22 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.
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.
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. This element of the Strategic Plan
remains consistent year-to-year. It includes the District’s Vision, Core Values, and Agency Goals and Objectives.
FINANCIAL SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 53
District Vision
Adopt Budget
Monitor
Programs and
Adjust as Necessary
District-Wide
Goals
Five-Year
Work Plan
Establish
Performance
Indicators and
Estimate Costs
Develop
Program Goals
and Objectives
FIVE-YEAR WORK PLAN
The District has adopted a Five-Year Work Plan identifying a series of long-term objectives that link management and
staff work efforts to the District’s Strategic Plan. Objectives in the Five-Year Work Plan have estimated completion dates
ranging from 3 to 20 years and present the core work efforts to which District financial and human resources will be
dedicated. The Five-Year Work Plan will be revised annually to reflect when progress is made on complex objectives,
status of long-range or cyclical planning measures, and external considerations that require a significant response or
operational adjustment.
DISTRICT-WIDE GOALS AND OBJECTIVES
District-wide goals established with the annual budget are typically developed directly
from the Five-Year Work Plan and usually define incremental steps from the long-term
objectives that will be completed during the upcoming fiscal year. 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 and Capital Budgets.
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 were presented by
program managers to the Governing Board 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 were 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. Once this effort has been completed, expenses can
be compared to revenue projections. In situations where expenses are projected to exceed revenues, staff works
collaboratively to reevaluate activities to fit within available funds.
ADOPT BUDGET
The final budget document was assembled, including projected revenues, expenditures, and funding of all goals and
objectives proposed by program managers if possible. The document was 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 agendized 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.
FISCAL YEAR BUDGET 2021-2022 | PAGE 54
HIGHLAND, CALIFORNIA
LEADERSHIP | PARTNERSHIP | STEWARDSHIP
FIVEYEAR WORK PLAN
[2021]
FINANCIAL SUMMARY
PROGRAM MONITORING & 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 Governing Board 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.
CURRENT & PROPOSED BUDGET CYCLE CALENDAR
EAST VALLEY WATER DISTRICT | PAGE 55
June 23, 2021
FY 2021-22
Budget Adoption
November 10, 2021
First Quarter FY 2021-22
Budget Review at Public
Board Meeting
January 20, 2022
Budget Meeting to
Distribute FY 2022-23
Worksheets to
Program Managers
February 9, 2022
FY 2021-22 Mid-Year
Budget Review at
Public Board Meeting
March 10, 2022
FY 2022-23 Capital
Outlay and Capital
Improvement Program
Planning Meeting
March 25, 2022
FY 2022-23 New
Position Requests,
Program Goals and
Objectives Due to
Finance
March 25, 2022
FY 2022-23 Capital
Outlay and Capital
Improvement Project
Requests Due to Finance
April 8, 2022
FY 2022-23 Program
Budget Requests Due
to Finance
April 20, 2022
FY 2022-23 Proposed
Goals and Objectives
Workshop at Public
Board Meeting
April 25, 2022
FY 2022-23 Capital
Outlay and Capital
Improvement Program
Budget Review with
Executive Managers and
General Manager/CEO
May 5, 2022
Meet with CAC to
present and discuss
proposed program goals
and objectives and
revenue projections for
FY 2022-23
May 11, 2022
FY 2022-23 Revenue
Projection Workshop at
Public Board Meeting
May 20, 2022
FY 2022-23
Budget Complete
with all Revisions
June 2, 2022
Meet with CAC to
Present Draft Budget
for FY 2022-23
June 8, 2022
FY 2022-23 Budget
Presentation at Public
Board Meeting
June 22, 2022
FY 2022-23 Budget
Adoption at Public
Board Meeting
FISCAL YEAR BUDGET 2021-2022 | PAGE 56
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 expensed 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 the California Public
Employee’s Retirement System (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.
FINANCIAL SUMMARY
the GAAP requirement that enterprise
funds use the full accrual basis of accounting.
The District follows
EAST VALLEY WATER DISTRICT | PAGE 57
Fund Structure
Generally Accepted Accounting Principles require 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 in that rates and fees charged
for services are intended to cover the cost of operations and capital needs.
Though it is 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 and treatment 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. The Wastewater Fund accounts for the cost of maintaining
a system of pipelines responsible for collecting wastewater from residential and commercial customers and
delivering the wastewater to treatment facilities. Currently, wastewater flows are collected by a large interceptor
line and sent to the SBMWD Treatment Plant where the wastewater is treated and released into the Santa Ana
River. EVWD collects wastewater treatment fees from its customers and then remits those fees on a monthly
basis to the SBMWD in a simple pass-through, where revenue is equal to expense.
FINANCIAL SUMMARY
RAW WATER SOURCES
WATER PRODUCTION
PLANTS DISTRIBUTION &
STORAGE
COLLECTION &
CONVEYANCE
WATER FUND
WASTEWATER FUND
RECYCLED WATER
DISCHARGE
CITY OF SAN BERNARDINO
SEWER TREATMENT AND WATER
RECLAMATION FACILITIES
Future
Present
COLLECTION &
CONVEYANCEWASTEWATER TREATMENT
STERLING NATURAL
RESOURCE CENTER
CITY OF SAN BERNARDINO
CUSTOMER USE
OFF
ON
RECYCLED WATER
RECHARGE
SNRC 2022
FISCAL YEAR BUDGET 2021-2022 | PAGE 58
However, in May the District will begin operating its own wastewater recycling plant, named the SNRC, and will no longer
rely on the SBMWD for wastewater treatment.
The District has established its own treatment charges in order to fund the labor and other operating costs, and debt
service, related to this new facility. See the Revenue Summary section of this document for a discussion about new
revenues from recycled water recharge and power generation related to the SNRC.
The Water and Wastewater Funds both rely on 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.
Both funds are supported by centralized customer service, engineering, and general administrative functions, the cost
for which is allocated between the two funds.
Flow of Funds
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
System Charges Water Fund
Wastewater Fund
Investment/Other Income
Water Operations, Capital Expendituresand Debt Service
Collection Charges
Investment/Other Income
WastewaterTreatment Charges
City of San BernardinoWastewaterTreatment Expense
Wastewater Operations,Capital Expendituresand Debt Service
SharedAdministrationPrograms
Ma
y
2
0
2
2
EAST VALLEY WATER DISTRICT | PAGE 59
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:
FINANCIAL SUMMARY
Program Water Fund Wastewater Fund Total
1000 Governing Board $ 170,800 $ 73,200 $ 244,000
2000 General Administration 931,500 397,500 1,329,000
2100 Human Resources/Risk Management 1,322,400 349,600 1,672,000
2200 Public Affairs 1,340,900 503,100 1,844,000
2300 Conservation 614,000 - 614,000
3000 Finance 809,750 346,250 1,156,000
3200 Information Technology 895,900 341,100 1,237,000
3300 Customer Service 1,102,900 459,100 1,562,000
3400 Meter Services 321,000 - 321,000
4000 Engineering 1,114,400 477,600 1,592,000
5000 Water Production Administration 568,000 - 568,000
5000-51 Source of Supply 2,861,000 - 2,861,000
5000-52 Pumps & Boosters 659,000 - 659,000
5000-54 Transmission & Distribution 451,000 - 451,000
5100 Water Treatment 900,000 - 900,000
5200 Water Quality 521,000 - 521,000
6000 Maintenance Administration 378,000 42,000 420,000
6100 Water Maintenance 2,658,000 - 2,658,000
6200 Wastewater Maintenance - 950,000 950,000
6300 Water Reclamation - 9,555,000 9,555,000
7000 Facilities Maintenance 971,750 244,250 1,216,000
7100 Fleet Maintenance 506,700 56,300 563,000
TOTAL OPERATING EXPENSES $ 19,098,000 $ 13,795,000 $ 32,893,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 60
Budget Summary
The budget for FY 2021-22 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 $41,304,000 in revenue during FY 2021-22 and has developed a budget
plan to allocate $32,893,000 toward funding of program operations, $3,352,000 toward the amortization of
outstanding debt, and $5,059,000 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.
FINANCIAL SUMMARY
Water Fund Wastewater Fund FY 2021-22 Total
REVENUE / SOURCES
Water Sales / Wastewater Collection Charges $ 17,288,000 $ 4,815,000 $ 22,103,000
Wastewater Treatment Charges - 8,708,000 8,708,000
Water System (Meter) Charges 9,280,000 - 9,280,000
Other Operating Income - 632,000 632,000
Other Charges and Income 404,000 177,000 581,000
TOTAL REVENUE / SOURCES $ 26,972,000 $ 14,332,000 $ 41,304,000
OPERATING EXPENSES
Employment Expenses $ 8,763,400 $ 3,359,600 $ 12,123,000
Water Costs 768,000 - 768,000
Contracted Wastewater Treatment - 7,844,000 7,844,000
Power Costs 1,900,000 260,000 2,160,000
Materials & Supplies 1,235,950 342,050 1,578,000
Contract Services 6,103,200 1,873,800 7,977,000
Other Operating Expenses 327,450 115,550 443,000
TOTAL OPERATING EXPENSES $ 19,098,000 $ 13,795,000 $ 32,893,000
OTHER USES
Debt Service $ 3,082,000 $ 270,000 $ 3,352,000
Capital Outlay 1,080,000 50,000 1,130,000
Capital Improvement Program Contribution 3,712,000 217,000 3,929,000
TOTAL OTHER USES 7,874,000 537,000 8,411,000
TOTAL OPERATING EXPENSES/OTHER USES 26,972,000 14,332,000 41,304,000
NET SURPLUS (DEFICIT) $ - $ - $ -
EAST VALLEY WATER DISTRICT | PAGE 61
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 Governing Board in 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 three to five 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 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 six revenue categories based on rates:
Forecasting revenue projections requires consideration of external factors that could impact the demand for water
services. Elements factored into the FY 2021-22 forecasts included potential drought declaration, construction activity
within the service area, and the opening of the Sterling Natural Resource Center. In addition, water and wastewater
rate revenues are highly reliant on new development and rate increases for sustained growth.
FINANCIAL SUMMARY
• Water Sales
• Meter Charges
• Wastewater Collection
• Wastewater Treatment
• Other Charges
• SNRC Non-Rate Revenue
FY 2021-22
Projected
Revenue
5.0
10.0
15.0
20.0
25.0
Revenue History and Forecast (In Millions)
42%
Water Sales
2% SNRC
Non-Rate Revenue
22%
Meter
Charges
21%
WastewaterTreatment
12%
WastewaterCollection
1% Other
Charges/Revenue
Water Revenue
FY 2018-19 FY 2019-20 FY 2020-21Estimated FY 2021-22Projected FY 2022-23Projected FY 2023-24Projected
Wastewater Revenue
25.5 26.6 27.3 26.9 27.5 28.2
16.415.314.313.113.213.7
FISCAL YEAR BUDGET 2021-2022 | PAGE 62
Water sales are also reliant on consumer demand, which increases, or decreases based on weather, water rates,
and occasionally drought conditions. The 2016 drought in California forced the District, and like agencies, to promote
conservation and reduce water usage as part of a State-wide effort. Although an end to that drought was declared
in April 2017, after three years of average to heavy rain and snowfall, the State appears to be heading into another
severe drought. This is leading to more conservation efforts being driven by the State through legislation and reporting
requirements.
Construction within the region has been picking up over the last 2-3 years, but large residential developments within
the District have been challenged by community members concerned about impacts on existing residents and traffic
circulation. Two large tracts of homes, representing approximately 750 residential units, are moving forward and are
at various stages of the construction process. The District was involved in the establishment of a Community Facilities
District in 2020, with another planned for 2021. Revenue projections include the addition of 50 new residential customers
annually over the next five years. A larger development of approximately 3,000 homes and businesses is being revisited
but will likely not result in any construction activity until after FY 2023-24.
The most significant factor affecting District revenue in FY 2021-22 will be the opening of the SNRC water reclamation
facility. With this plant online the District will no longer send wastewater to the SBMWD for treatment but will treat and
recycle wastewater for groundwater recharge. Anaerobic digesters at the SNRC will also allow the District to produce
energy from wastewater and other high grade waste accepted from third-party haulers. As a result, new revenue sources
associated with the SNRC include:
1. Payment from the groundwater basin-master for recycled water used for recharge;
2. Tipping fees from liquid waste haulers; and
3. Energy produced by digester will offset the facility’s power operating costs. There is a potential to sell excess
power produced by the digesters to the Edison power grid.
A more detailed description of the District’s major revenue sources, and related trends, is included in the following
sections, including a discussion of new revenue streams under Other SNRC Income. In addition, the Water Fund and
Wastewater Fund sections of this document include a detailed discussion of the rates used to calculate FY 2021-22
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.
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 units (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 allocate 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 allocate sufficient water for efficient irrigation
of the landscaped square footage. Tier 3 is billed for water use in excess of the Tier 1 and 2 budgets and is deemed to
be inefficient use.
SINGLE FAMILY RESIDENTIAL
MULTI FAMILY RESIDENTIAL
COMMERCIAL
IRRIGATION
CustomerClasses
FINANCIAL SUMMARY
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 for the last three years, and also includes conservative
projections for FY 2021-22.
Water consumption is expected to decrease in FY 2021-22 due to rate adjustments, adopted in May 2021 and effective
January 2022, as well as evolving State guidelines that will require water agencies, such as EVWD, to enforce stricter
water conservation measures. The rate adjustments mentioned above will have three phases, each taking effect on
January 1, 2022, 2023 and 2024.
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 $17.3 million for FY 2021-22. 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.
Customer Consumption In Hundred Cubic Feet
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Estimated
FY 2021-22
Projected
Tier 1 3,633,298 3,777,126 3,696,721 3,631,000
Tier 2 2,346,603 2,406,396 2,659,770 2,313,000
Tier 3 1,111,457 1,096,457 1,237,088 1,180,000
TOTAL 7,091,358 7,279,979 7,593,579 7,124,000
EAST VALLEY WATER DISTRICT | PAGE 63
the District has experienced success in reducing water consumption
and stabilizing revenues.
Since the adoption of budget based rates,
FISCAL YEAR BUDGET 2021-2022 | PAGE 64
WATER SYSTEM CHARGES
Also referred to as Meter Charges, this revenue consists of a fixed monthly charge assessed to customers based on
the size of the meter serving their property. East Valley Water District sets its meter charge rates to generate between
35% and 40% of annual water operating revenue. In doing so, the District is able to shift some of the burden for revenue
stability from unpredictable water sales, such as during times of severe drought and water restrictions, to a more reliable
fixed charge.
Meter charges were last adjusted at the beginning of FY 2017-18 and were also included in a Cost of Service Analysis
and Rate Study completed in January 2021. Adjustments proposed by the January study were adopted by the District in
May 2021 and are scheduled to become effective in three phases, on January 1 of each year 2022 through 2024.
Revenues have been slightly impacted by infill development in the last two years as there have been approximately 35
residential and 15 commercial new connections to the District system. They are also impacted by charges collected on
construction meters which can exceed $150,000 annually. In addition, there are two developments totaling approximately
750 units moving forward which will likely add 50 - 75 new connections each year for the next 10 years.
With the implementation of phase 1 of rate adjustments in January 2022, Meter Charge revenue is projected to be
$9,280,000 for FY 2021-22.
$20M
$18M
$16M
$14M
$12M
$10M
$8M
$6M
$4M
$2M
Water Sales Trends
FY 2017-18
Actual
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Estimated
FY 2021-22
Projected
$17,063,891
$15,746,654
$16,902,370
$18,210,000
$17,288,000
Tier 1 Tier 2 Tier 3
FINANCIAL SUMMARY
Meter Charges
WASTEWATER COLLECTION (SYSTEM) 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.
Currently 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 were last adjusted in October 2012, so wastewater collection revenue has remained relatively
flat over the past nine years. However, collection rates were included in the Cost of Service Analysis and Rate Study
completed in January 2021. The study proposed a change in how multi-family residential account are billed, changing
from a method based predominantly on water usage of the master account, to a fixed charge per dwelling unit served by
the master account. This change brings billing for multi-family residential accounts into alignment with the methodology
in place for single-family residential accounts. Commercial accounts will continue to be billed a monthly flat charge plus
a volumetric charge based on water usage.
Changes proposed by the Cost of Service Analysis, including a schedule of rate adjustments, were adopted in May 2021.
Rate adjustments will be implemented in three phases, beginning on the first day of the month in 2022 (likely May) that
the SNRC will become operational, and followed by adjustments on the first day of January of years 2023 and 2024.
Accordingly, projected revenue for FY 2021-22 includes 10 months of revenue under the current rates and 2 months
under the newly adopted rates. Projected wastewater collection revenue for FY 2021-22 is $4,815,000.
EAST VALLEY WATER DISTRICT | PAGE 65
$8.85M
$8.95M
$9.1M
$9.25M
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21Estimated FY 2021-22Projected
$8,999,756 $9,009,881 $9,023,267
$9,071,000
$9,280,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 66
Wastewater Collection Charges
WASTEWATER TREATMENT REVENUE
Wastewater generated by District customers is currently delivered to and treated by SBMWD facilities in accordance
with a Joint Powers Agreement (JPA). Under the JPA the SBMWD establishes wastewater treatment rates to be charged
to District customers. The District then bills customers within its service area at the SBMWD established rates, receives
customer payments, and then remits collected treatment revenues to the SBMWD at the end of each month.
However, the District is preparing to begin operation of its own water recycling facility known as the SNRC that, upon
completion, will allow the District to treat its own wastewater and no longer contract with the SBMWD for wastewater
treatment. The SNRC is scheduled for completion in May 2022.
SBMWD Treatment Rates
SBMWD rates in effect at the beginning of FY 2021-22 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.
Multi-family accounts are billed a small fixed monthly charge of $1.97, plus a volumetric charge of $1.53 per HCF of water
used. Commercial accounts are billed a small fixed monthly charge of $3.52 plus a volumetric charge ranging from $1.29/
HCF to $3.18/HCF depending on the type of business run by the commercial customer.
SNRC Treatment Rates
On May 12, 2021 the District adopted its own wastewater treatment rates which will become effective when the SNRC
begins operations in May 2022. Accordingly, FY 2021-22 treatment revenue projections include 10 months at SBMWD
rates and 2 months at rates established by the District.
$1M
$2M
$3M
$4M
$5M
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21Estimated FY 2021-22Projected
$4,668,923
Single-Family Multi-Family Commercial
$4,643,732 $4,647,347 $4,647,000 $4,815,000
Rates established for the SNRC differ from those of the SBMWD in two ways. First, multi-family residential accounts
will no longer be billed based on water usage but will be billed a fixed charge for each dwelling unit as single-family
residential accounts are. Second, commercial customers will no longer be classified in one of 12 customer categories
but will be classified based on ‘strength’ of the wastewater they discharge into one of three categories: low strength,
medium strength, or high strength.
Total Wastewater Treatment Charges projected for FY 2021-22 are $8,708,000.
Wastewater Treatment Revenue
SNRC NON-RATE REVENUE
Commencement of operations at the SNRC on or around May 1, 2022 will not only mean that the District will assess
and collect its own wastewater treatment revenue, but other revenue streams surrounding the anaerobic digesters and
recycled water will begin to be realized including the following sources.
Local Resource Investment Program (LRIP)
In October 2018, EVWD signed an agreement to sell up to 11,000 acre-feet annually of recycled water produced by the
SNRC to Valley District. Valley District will initially pay $173 per acre-foot for recycled water made available to recharge
the local groundwater basin. EVWD estimates that the SNRC will produce and recharge 6,000 acre feet annually when
the plant is in full operation, but in May and June of 2022, as the plant is transitioning to operation, the District estimates
that 375 acre feet of recycled water will be produced and recharged for which it will receive an LRIP Contribution from
Valley District of $65,000.
FINANCIAL SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 67
$1M
$2M
$3M
$4M
$5M
$6M
$7M
$8M
$9M
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Estimated
FY 2021-22
Projected
$8,697,671
CIty SNRC
$8,592,950 $8,496,012 $8,486,000 $7,166,000
$1,542,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 68
Waste Hauler Tipping Fees
In order to maximize the power generation capacity of the SNRC digester, activated wastewater sludge from the SNRC
will be supplemented by contracting with high grade food waste haulers to dispose of their waste at the SNRC. The
District anticipates that haulers will pay $.08 per gallon to unload up to 130,000 gallons daily. The District projects that it
will unload approximately 7.084 MG for $567,000 during FY 2021-22.
Electrical Power Generation
Gases released and burned by the anaerobic digesters will be used to generate electrical power to help offset the
cost of supplying the SNRC with power. The District has also installed a two way electric meter for situation where the
digesters are generating surplus power which can be sold to the power grid at $.127 per kilowatt hour. The District does
not anticipate any revenue from power sales during the SNRC’s startup year.
The table below provides a summary of all projected non rate revenue from the SNRC for FY 2021-22.
OTHER CHARGES AND INCOME
Other 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. Charges include initiation of service
fees, and charges related to collection of customer
payments, including delinquent fees, final notice fees, and
disconnect/reconnect fees.
In prior years, revenue from charges related to
collection of delinquent customer payments have
been significant, so the District has been successfully
implementing procedures to reduce the number of
service disconnections for non-payment. However, a new
California law effective February 1, 2020 mandates that
residential customers not be disconnected until payment
is at least 60 days overdue. Further, a COVID-19 related
Executive Order from California’s Governor effective March
17, 2020 which mandates that utilities not disconnect customers
during the COVID-19 state of emergency has not been lifted and will
further reduce delinquency fees. For FY 2021-22 projections, service
disconnection related charges have been reduced to a fraction of what might
be assessed without COVID-19 related prohibitions.
Revenue Type Unit of Measure Volume FY 2021-22 Fee Per Unit Non-Rate
Revenue Total
LRIP Contribution Acre Foot 375 AF $ 173.00 $ 65,000
Tipping Fees Gallon 7.084 MG 0.08 567,000
Power Sales kWh 0 0.13 -
$ 632,000
Other
Charges
Disconnect
Notice Charge
$207K
Investment Income
$59K
Miscellaneous
Revenue
$80K
Reconnect Fees
$120K
Delinquent
Fees
$80K
Initiation of
Service
$35K
EAST VALLEY WATER DISTRICT | PAGE 69
FINANCIAL SUMMARY
Other Income included in FY 2021-22 projections are facilities rentals, interest, and miscellaneous revenue. Projections
for interest revenue have decreased as yields are expected to decline, and the amount of investible funds held by the
District will be depressed as the District continues to pay for the construction costs of the SNRC and then wait 30 to 60
days for reimbursement.
In total, the FY 2021-22 projection for Other Charges and Income is $581,000, which is calculated using adopted fees
and an estimate of the number of occurrences for each type of fee based on historical trends.
implemented procedures to reduce the number of service disconnections.The District has successfully
FISCAL YEAR BUDGET 2021-2022 | PAGE 70
IntentionallyTHIS PAGE LEFT BLANK
Expenditure Summary
The District prepares its annual budget and financial plan based on operating expenses proposed
by program managers, debt service payments scheduled in accordance with covenants and
contractual obligations to bondholders and other creditors, and capital expenditures prioritized
in the District’s Capital Improvement Program and equipment replacement schedules.
Resources required for these expenditures are then appropriated from the
District’s Water and Wastewater funds.
Operating expenses are addressed on the following pages by
broad cost category as listed on the Budget Summary on
page 60. Expenses are presented in more detail, by account
type, in the Water and Wastewater Fund Sections, and
again, by Program in the Program Summaries.
EMPLOYMENT EXPENSES
Employment expenses at the beginning of FY 2021-22
will include salaries and benefits paid for 76 full-time
employees (FTEs) and one part-time employee, and
District contributions toward retiree health insurance.
The number of FTEs will grow during FY 2021-22 as the
District prepares for the opening of a new wastewater
treatment plant (the SNRC) in May 2022. Nine employees
will be needed to staff the plant, but they will as the plant
begins operations. Treatment operators will be the priority
hires, followed by maintenance and administrative staff.
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 FY 2020-21. Negotiations for an updated MOU were
delayed due to the COVID-19 related economic downturn, but a new three year agreement through June 2023
was finalized in September 2021.
Salaries include regular wages, overtime and on-call pay, paid leave time, incentives, and differential payments
which are awarded upon attainment of designated certifications. Under the terms of the new MOU, salaries
increased by 5% in year one (FY 2020-21) to eliminate an agreed-upon policy to pay staff 5% below market
median and then award up to 5% incentives at year end (10% for management) based on performance measures.
In years two and three salaries will be adjusted to market median based on a survey conducted by an independent
consultant, or by a 2% COLA for salary categories that were not affected by the survey. Pay scale step increases
of 2.5% are also available for 32 employees who have not reached the top step in their pay range, subject to
annual performance evaluations. With the new SNRC positions, and the terms of the new MOU, projected salaries
expense for FY 2021-22 is $8,104,000.
EAST VALLEY WATER DISTRICT | PAGE 71
Expenditures by
Category
FINANCIAL SUMMARY
1% Other Operating
22.1%
WastewaterTreatment
2.7%27.7%
Employment
Expenses
12.4%
Capital
Expenditures
11.2%
Debt Service 18.6%
Materials/
Contract Services
4.3%
Power Costs
Water Costs
FISCAL YEAR BUDGET 2021-2022 | PAGE 72
Benefit programs include a retirement plan with the CalPERS, a cafeteria health insurance plan, a deferred compensation
plan with employer matching, and worker’s comp and Medicare insurance. Overall, benefits are expected to increase by
2.7% to $3,964,000 for FY 2021-22.
The most significant of employee benefits is the CalPERS retirement plan. Funding requirements for the plan are
determined through actuarial valuations conducted by CalPERS and include contributions from both the District and
the employees. In recent years, unfunded pension liabilities have risen significantly as the plan struggles to meet the
expectation administrators have set to earn a 7% return on plan assets each year. The rise of unfunded liabilities has led
plan administrators to adopt 25 year amortization schedules, requiring increased contributions ensure that the plan is
ultimately fully funded. However, instead of relying on the administrator plans for funding, the District has implemented
an aggressive 15-year level-pay plan to amortize unfunded pension liabilities in order to reduce the cost of this liabilities.
While the 15-year plan requires higher initial annual contributions, the shorter amortization period is projected to save the
District $3.5 million. District paid costs related to the retirement plan are projected to increase 3%.
Healthcare costs are also split between the District and employees as the District pays 90% to 95% of premiums of a
designated ‘benchmark’ insurance plan, with employees paying the balance. Premiums for the benchmark plan increased
2.7% for calendar year 2021, therefore a similar increase for the cost of healthcare benefits has been projected. The
District also contributes toward retiree health insurance premiums until the age of 65, provided they meet all eligibility
requirements for this benefit. Workers compensation and life insurance premiums, cell phone allowances, and auto
allowances for managers make up the remaining benefits.
Total District paid benefits are expected to increase 9.2% to $4,019,000 for FY 2021-22 due primarily to the addition of
the SNRC operations staff.
Salaries and Benefits
$2M
$4M
$6M
$18M
$10M
$12M
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22
$6,579,029
Salaries Benefits
$6,987,671 $7,279,277 $7,122,979 $8,104,000
$3,203,162 $3,076,788 $3,362,642 $3,680,387
$4,019,000
WATER COSTS
The District anticipates customer demand for approximately 16,346 acre-feet, or 5.38 billion gallons of water during FY
2021-22. This is approximately 7% lower than total water sold in FY 2020-21. Included in this projection are scheduled
rate adjustments, and stronger messaging expected about the impending drought, which tend to apply downward
pressure on water demand.
The District meets customer demand by procuring 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 – the District obtains approximately 74% of its water supply through its wells pumping water from
the Bunker Hill groundwater basin. Fees associated with pumping groundwater consist of an assessment 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. Groundwater Council
assessments are based on historical pumping levels by each of the signers to the GC Framework Agreement, and
the District’s assessment for FY 2021-22 is projected to be $445,000. However, the District receives credit against the
assessment for Santa Ana River surface water that it allows to flow past the District’s intake into groundwater recharge
basins. Net of the expected credit, the final assessment the District will pay to the Groundwater Council is projected
to be $304,000.
• Surface Water – stockholder assessments paid to the 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 approximately 7,140 shares and projects that the
assessment will be $9 per share and has budgeted $64,000 accordingly.
• Purchased Water – paid to Valley District to buy State Water Project at $126 per acre foot (AF) when available. Due
to very light snow and rainfall in Northern California last winter, only 5% of the normal allocation of water is available
from the State Water Project. The District should be able to purchase up to 3,175 acre feet of imported water during
the upcoming fiscal year and has budgeted $400,000 accordingly. Water availability from the State Water Project will
be uncertain in the future without normal rainfall in the winter of 2021-22.
Total water costs associated with these three sources are projected to be $768,000 for FY 2021-22.
Water Costs
EAST VALLEY WATER DISTRICT | PAGE 73
FINANCIAL SUMMARY
$200K
$400K
$600K
$800K
$1M
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21Estimated FY 2021-22Projected
$939,239
Purchased Water GW Assessment-Cons Dist GW Council Assessment Surface Water
$527,716 $534,180 $588,397
$768,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 74
WASTEWATER TREATMENT
As outlined in the discussion about wastewater treatment revenue, the District will transition from contracting with the
SBMWD, to commencing its own wastewater treatment operations at the brand new SNRC in May 2022. The transition
will begin in May by diverting approximately a quarter of wastewater flows to the new plant. Every two weeks an additional
portion of the flows will be diverted until full flows are going to the SNRC at the end of June 2022. While this phased
approach to diverting flows is taking place in May and June 2022, some flows will continue going to the SBMWD’s
treatment facilities and the District will be charged for those scaled down treatment services. For this reason, payments
to the SBMWD in FY 2021-22 are higher than treatment revenues collected under SBMWD established rates.
Wastewater Treatment Costs
$2M
$4M
$6M
$8M
$10M
$12M
strives to create a sustainable future by maximizing the use of resources.
The Sterling Natural Resource Center
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Estimated
FY 2021-22
Projected
Contracted Treatment SNRC Operating Costs
$8,697,671 $8,592,950 $8,536,014 $8,478,000 $7,844,000
$1,711,000
This graph of annual payments to the SBMWD for those treatment
services has represented approximately 22% of the District’s annual
budget in past years. Going forward, however, contracted treatment
payments will be replaced by new debt service payments, SNRC
treatment staff salaries, and other operating costs displayed
in other sections of this budget, and also summarized in
the Water Reclamation program summary. In this year of
transition, during which the SNRC will only be operational
for two months, ‘in-house’ costs are expected to include
the elements shown in the pie chart on the right.
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. Power costs will also be incurred for the
SNRC in FY 2021-22 as the new plant’s anaerobic digesters are
activated in February 2022, and then three months later as the plant’s
screening, aeration, and all other processes are activated to complete
the commissioning process allowing the plant to recycle water.
Although rates for electrical power have been increasing, the District has been implementing various energy conservation
measures over the last several years. In 2014, Honeywell conducted and implements an energy efficiency study which
involved installation of high efficiency pumps at several plants. In 2018, a hydroelectric generation facility at the District’s
Surface Water Treatment Plant (Plant 134), was installed to help mitigate power costs there, and in the fall of 2022, as the
SNRC digesters near full capacity, they will generate electrical power to significantly lower, if not eliminate, power costs
to run the whole treatment plant.
Even with these efforts to control costs, some rates applicable to District plants have increased as much as 15% annually.
Accordingly, District operations staff works closely with representatives from Southern California Edison (SCE) to ensure
that water production facilities are assigned Time-Of-Use (TOU) rates wherever possible, and to maximize facility
operation during off-peak rates.
Total District power costs were $2.2 million in FY 2020-21 due to the higher than anticipated demand for water. For FY
2021-22 the District is projecting lower demand for water, as explained under Water Costs, and has budgeted $1.9 million
to produce, treat, and distribute water to residents, and an additional $260,000 for the startup of the SNRC. Accordingly,
the total budget to power District plants in FY 2021-22 is $2,160,000.
EAST VALLEY WATER DISTRICT | PAGE 75
FINANCIAL SUMMARY
FY 2021-22 SNRC
Operating Costs
$398K
Contract
Services
$853K
Salaries and
Benefits
$260K
Power
$188K
Materials
and Supplies
$12K Other
FISCAL YEAR BUDGET 2021-2022 | PAGE 76
Power Costs
MATERIALS AND SUPPLIES
Materials and supplies are purchased to assist staff with the
performance of their daily tasks. For administrative programs,
materials ordinarily consist of office supplies, informational/
educational printed materials for the public, books and
reference materials for staff, and small office equipment.
For operating and maintenance programs, materials also
include some office supplies, but also include items such
as chemicals for water treatment, small tools and parts
for distribution system repairs, fuel and lubricants, and fill
materials for backfilling trenches, among other items.
Materials costs are budgeted to increase 23% to
$1,578,000 for FY 2021-22. Significant variances between
prior year contract services costs and projections for the
upcoming year include:
• Public Affairs budget for materials added $50,000 for
ribbon cutting and other ceremonies to celebrate the
opening of the SNRC.
• Water Production has increased its materials budget by $35,000 due to
courtesy notifications from various vendors regarding upcoming cost increases.
$500K
$1M
$1.5M
$2M
$2.5M
Materials and
Supplies
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21Estimated FY 2021-22Projected
Wells Boosting Water Treatment Wastewater Treatment
$1,749,726 $1,595,613 $1,588,178
$2,196,818 $2,160,000
$595K
Plant Repair
Materials
$66K Small Tools
$147K
Fuel
$186K
Printed
Materials
$481K
Chemicals
$103K
Office Supplies
EAST VALLEY WATER DISTRICT | PAGE 77
FINANCIAL SUMMARY
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. For administrative programs outside
services include, but are not limited to, legal services,
banking and payment processing, printing, and insurance,
while contract services would include rate consultants,
engineering consultants, and legislative advocates.
Operating and maintenance programs primarily use
ongoing outside services such as paving, electrical repair,
landscape maintenance, and equipment maintenance.
The budget for contract services is expected to increase
22% to $7,977,000 for FY 2021-22. Significant variances
between prior year contract services costs and projections
for the upcoming year include:
• Public Affairs budget includes the fully burdened cost
of a Sheriff’s Deputy ($150,000) who will increase
patrols and presence of law enforcement at critical
District facilities and will utilize office space at the
SNRC for report writing.
• Information Technology has added nearly $100,000 to its contract services budget to
account for the cost of maintenance and support for new IT infrastructure at the SNRC.
• Engineering has added $161,000 to its contract services budget to fund the District’s
contribution toward a regional planning efforts for the Santa Ana River.
• Water Maintenance increased the street repairs budget $200,000 due to rising permit
and asphalt costs for Field crews to complete water main repairs.
• Facilities Maintenance reflects an increase of $141,000 to its contract services budget to
increase security guard services at critical facilities.
Contract
Services
are necessary elements for managing each Program’s budget.Materials, supplies, and contract expenses
$4,291,000
Professional Services
$384K
Building & Landscape
Maintenance
$1,070,000
Utilities & Other
$819K
Permits
$670K
Insurance
$496K
Printing
$247K
Banking &
Financial
OTHER OPERATING EXPENSES
Other Operating Expenses budgeted for FY 2021-22 total $443,000 and includes professional development,
memberships and dues, licensing, meeting expenses, employee recognition, and education assistance. EVWD
emphasizes professional growth and leadership, encouraging 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 chart shown to the right depicts the allocation of
Other Operating Expenses budgeted for FY 2021-22.
FISCAL YEAR BUDGET 2021-2022 | PAGE 78
Other Expenses
investment East Valley Water District makes into its employee programs.Other Operating Expenses represent the
$16K
Education
Assistance
$194K
Professional Development
$126K
Membership Dues
$45K
Meetings
$17K
Other
$27K Employee Recognition
Debt Overview
East Valley Water District’s debt service payments in FY 2021-22 will be $3,352,000 on total
outstanding debt of $52,596,000 as of June 30, 2021.
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. In September
2020, the District refunded its outstanding 2010 and 2013 Revenue bonds with 2020 Series A & B Refunding
Revenue bonds in order to achieve annual interest savings of approximately $400,000.
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.
• 2020A Refunding Revenue Bonds: issued to refund outstanding 2010 Revenue bonds and save $380,000
annually on interest. The 2010 bonds had been issued to finance pipeline and other infrastructure projects.
2020A bonds outstanding total $16,885,000, and bear (tax-exempt) interest of 3.00% to 5.00%.
• 2020B Refunding Revenue Bonds: issued to refund outstanding 2013 Revenue bonds, which had been
issued to finance the construction of a new administration and operations headquarters. 2020B bonds
outstanding total $13,615,000, and bear (taxable) interest of 0.42% to 2.93%.
State Water Resources Control Board (SWRCB) 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 $5,602,000 bearing interest at 0%.
• SNRC: borrowed as primary funding for water recycling plant known as the SNRC. Total loan requested is
$150.3 million with $115.8 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
tables on the following pages.
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. The 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 $344,000 and bear interest at 0%.
EAST VALLEY WATER DISTRICT | PAGE 79
FINANCIAL SUMMARY
FISCAL YEAR BUDGET 2021-2022 | PAGE 80
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 $1,304,000 at an interest rate of 2.3%.
• Valley District Loan: borrowed from the Valley 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 $2,150,000 bears interest at the Local Agency Investment
Fund (LAIF) apportionment rate, currently 0.44%. Debt service is payable over 10 years out of water net revenue and
energy cost savings.
IMPACT OF CURRENT DEBT LEVELS
A schedule of FY 2021-22 debt service payments, by debt issue, is shown in the following schedule:
As detailed above, debt service for FY 2021-22 on all outstanding debt is $3,352,000 – this is a decrease of nearly $1.03
million from debt service payments in FY 2020-21. The decrease is related to the final maturity of Series 2001 Certificates
of Participation that had been refinanced by the 2010 revenue bonds, and to the sewer portion of the 2010 revenue
bonds which had only a 10-year term.
$3,352,000 represents 8.1% of the District’s total budget for FY 2021-22. 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.
WATER FUND WASTEWATER FUND
Debt Issue Principal Interest Principal Interest Total
2020A Refunding
Revenue Bonds $ 895,000 $ 710,000 $ - $ - $ 1,605,000
2020B Refunding
Revenue Bonds 105,000 224,000 170,000 100,000 599,000
SWRCB Loan-Treatment Plant 234,000 - - - 234,000
SWRCB Loans -
Assessment Districts 19,000 - - - 19,000
US Bank Loan 425,000 29,000 - - 454,000
SBVMWD Loan 430,000 11,000 - - 441,000
TOTAL $ 2,108,000 $ 974,000 $ 170,000 $ 100,000 $ 3,352,000
EAST VALLEY WATER DISTRICT | PAGE 81
FINANCIAL SUMMARY
The following table presents District debt level ratios compared to 2015 Southwest Regional medians reported
by Fitch ratings.
Ratio Fitch Median EVWD
Outstanding debt per customer (21,576 accts)$ 1,634 $ 2,438
All-in debt service as % of gross revenue (1)26%10%
(1) Gross revenue does
not include wastewater
treatment charges,
which are a pass-
through to the SBMWD.
Total Debt Service Through Maturity
WATER FUND WASTEWATER FUND
Fiscal Year Principal Interest Principal Interest Total
2021-22 $ 2,108,000 $ 974,000 $ 170,000 $ 100,000 $ 3,352,000
2022-23 2,163,000 916,000 175,000 99,000 3,353,000
2023-24 2,223,000 854,000 175,000 98,000 3,350,000
2024-25 1,813,000 793,000 175,000 97,000 2,878,000
2025-26 1,458,000 749,000 175,000 96,000 2,478,000
2027-31 5,662,000 3,218,000 915,000 440,000 10,235,000
2032-36 6,606,000 2,232,000 1,010,000 344,000 10,192,000
2036-41 7,602,000 1,242,000 1,150,000 199,000 10,193,000
2041-46 5,539,000 211,000 780,000 35,000 6,565,000
2047-52 - - - - -
TOTAL $ 35,174,000 $ 11,189,000 $ 4,725,000 $ 1,508,000 $ 52,596,000
stipulates that debt may only be issued to finance capital projects.
The District’s Debt Management Policy
FISCAL YEAR BUDGET 2021-2022 | PAGE 82
FUTURE DEBT LEVELS
The addition of the SWRCB Loan for the SNRC will substantially increase the District’s annual debt service requirement.
Contractual payments on this loan will begin one year after completion of construction, which will be approximately
July 2022. As noted in other discussions about the fiscal impact of the SNRC in this document, wastewater treatment
services are currently provided by the SBMWD and payments under that contract shown as Wastewater Treatment
operating expense. When the SNRC is operational, wastewater treatment payments to the SBMWD 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.
Debt Service
BOND RATINGS
Credit risk is the potential that 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 resulted in a bond
rating of AA- from both Standard & Poor’s, and Fitch ratings when the District issued 2020
A & B series revenue bonds in September 2020 to refund its 2010 and 2013 series revenue
bonds. The AA- rating is considered a high quality, investment grade rating.
$2M
$4M
$6M
$8M
$10M
20
2
1
-
2
2
20
2
2
-
2
3
20
2
3
-
2
4
20
2
4
-
2
5
20
2
5
-
2
6
20
2
6
-
2
7
20
2
7
-
2
8
20
2
8
-
2
9
20
2
9
-
3
0
20
3
0
-
3
1
20
3
1
-
3
2
20
3
2
-
3
3
20
3
3
-
3
4
20
3
4
-
3
5
20
3
5
-
3
6
20
3
6
-
3
7
20
3
7
-
3
8
20
3
8
-
3
9
20
3
9
-
4
0
20
4
0
-
4
1
20
4
1
-
4
2
20
4
2
-
4
3
20
4
3
-
4
4
20
4
4
-
4
5
20
4
5
-
4
6
20
4
6
-
4
7
20
4
7
-
4
8
20
4
8
-
4
9
20
4
9
-
5
0
20
5
0
-
5
1
20
5
1
-
5
2
Recycled Water Wastewater Fund Water Fund
EAST VALLEY WATER DISTRICT | PAGE 83
FINANCIAL SUMMARY
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 2020 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 SWRCB and US Bank, require that the District
maintain a debt service coverage ratio equal to 1.2 or 120 percent of annual debt service.
The FY 2021-22 proposed operating budget provides the net revenue to debt ratios shown in the table below.
Net Revenue in excess of annual debt service (excess coverage) provides funding for the District’s CIP and contributions
to Replacement Reserves.
Debt Service Coverage
Water Fund Wastewater Fund Total
REVENUE
Sales and Services $ 26,568,000 $ 14,155,000 $ 40,723,000
Other Charges 175,000 772,000 947,000
Interest & Miscellaneous Revenue 229,000 37,000 266,000
TOTAL REVENUES $ 26,972,000 $ 14,332,000 $ 41,304,000
OPERATING EXPENSES
Programs $ 19,098,000 $ 13,795,000 $ 32,893,000
TOTAL OPERATING EXPENSES $ 19,098,000 $ 13,795,000 $ 32,893,000
NET REVENUE $ 7,874,000 $ 537,000 $ 8,411,000
ANNUAL DEBT SERVICE $ 3,082,000 $ 270,000 $ 3,352,000
DEBT COVERAGE RATIO 2.55 1.99 2.51
Fund Equity & Reserves
As previously discussed, 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:
For budgeting purposes, and for purposes of this discussion, the three classifications above will be referred to as
designations of the District’s equity, rather than Net Position.
Restricted and unrestricted equity are spendable reserves, Equity Invested in Capital Assets is not. Equity Invested in
Capital Assets maintains a running balance of resources previously spent on the acquisition and construction of capital
assets, less outstanding long-term debt, and net of depreciation of those capital assets over time. It does not include
spendable 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 for capital projects, 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.
Accordingly, appropriations from Restricted funds will appear in the District’s capital budget when appropriate.
Unrestricted fund equity is the residual after the
balances in the other two classifications of equity
have been determined. The District has the most
flexibility in determining how unrestricted equity
may be appropriated, and the Governing Board
has done so by establishing a Reserve Policy,
which is summarized on pages 48-50. The policy
establishes three designations for unrestricted
equity, and has defined their purpose, order
of priority for funding, target levels, and uses.
Those unrestricted designations are the:
The Operating Reserve 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 Reserve has reached its
FINANCIAL SUMMARY
FISCAL YEAR BUDGET 2021-2022 | PAGE 84
• Invested in Capital Assets • Restricted • Unrestricted
• Operating Reserve
• Capital Replacement Reserve
• Rate Stabilization Reserve
Operating Reserve
WATER ENTERPRISE
Capital
Replacement Reserve
Capital
Replacement Reserve
Rate
Stabilization Reserve
Operating Reserve
WASTEWATER ENTERPRISE
Rate
Stabilization Reserve
Capacity Fees Capacity Fees
Water Unrestricted Reserves
Wastewater Unrestricted Reserves
Restricted Reserves
target level of 120 days operating expenses, excess funds are applied to the Capital Replacement Reserve up to a target
level of $10 million. Finally, a Rate Stabilization Reserve has been created to offset unexpected revenue shortfalls at a
target level of 45 days of budgeted operating expenses. If all funds have been fully funded, the remainder reverts to the
Operating Reserve.
Expenditure of funds out of any of the Unrestricted Reserve categories will be replenished with excess Operating
Reserves, and then by transfer from reserves with lower priority. The District’s Governing Board may take action to
transfer balances between the Unrestricted Reserve designations.
WATER FUND RESERVES
The table on the following page presents changes to the Water Fund unrestricted and restricted equity, broken down
by reserve designation, over a five year period, and includes beginning balances, annual activity, and ending balances.
Target levels for each of the reserve designations, in accordance with the District’s reserve policy, are also shown.
Unrestricted Reserves
Funding for unrestricted reserves is built into rates when the District conducts a cost-of-service analysis; this occurs
approximately every five years. In March 2015, the District adopted a new tiered rate structure to provide revenue
stability prior to 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 the growth of reserve balances for FY 2017-18
through FY 2021-22 in the chart below. In addition, reserve balances realized significant growth in FY 2018-19 due to the
sale of surplus land.
Restricted Reserves
The table also includes balances and activity for restricted water capacity fees. Although the receipt of capacity fees is
not included in revenue projections and budgeted, accumulated fees are available for appropriation for certain capital
improvement projects.
Water Reserves
FINANCIAL SUMMARY
$14M
$12M
$10M
$8M
$6M
$4M
$2M
$8,141,879
$6,484,818 $6,489,732
$8,169,188 $8,169,188
$3,000,000
$14,595,000 $13,738,648 $13,738,648 $13,738,648
$2,171,212 $1,996,379 $2,284,023 $2,559,776 $2,559,776
EAST VALLEY WATER DISTRICT | PAGE 85
Water Operating Water Capital Replace Restricted Capacity Fees
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21Estimated FY 2021-22Projected
Unrestricted and Restricted Equity - Water
FY 2017-18
Actual
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Projected
FY 2021-22
Budgeted
WATER OPERATING RESERVE
Maximum Target Level
120 Days Operations $ 5,174,000 $ 5,505,000 $ 5,850,000 $ 6,025,000 $ 6,366,000
Beginning Fund Balance 6,786,369 8,141,879 6,484,818 6,489,732 8,169,188
Revenue 27,296,029 26,754,320 27,179,063 27,804,791 26,972,000
Operating/Non-Operating
Expenditures (17,714,108) (18,098,700) (18,717,810) (18,567,779) (20,072,000)
Capital Expenditures (2,645,333) (2,938,973) (4,132,028) (4,919,000) (4,792,000)
Debt Principal Payments (2,581,078) (2,924,244) (2,564,311) (2,638,556) (2,108,000)
Interfund Sale of Land / Land Sale - 7,550,536 ---
Transfer to Capital
Replacement Fund (3,000,000) (12,000,000) (1,760,000)--
ENDING WATER
OPERATING RESERVE $ 8,141,879 $ 6,484,818 $ 6,489,732 $ 8,169,188 $ 8,169,188
WATER CAPITAL REPLACEMENT FUND
Minimum Target Level $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 10,000,000
Beginning Fund Balance - 3,000,000 14,595,000 13,738,648 13,738,648
Transfer from Operating Fund 3,000,000 12,000,000 1,760,000
Capital Expenditures (405,000) (2,616,352) -
ENDING WATER CAPITAL
REPLACEMENT FUND $ 3,000,000 $ 14,595,000 $ 13,738,648 $ 13,738,648 $ 13,738,648
TOTAL UNRESTRICTED
EQUITY - WATER $ 11,141,879 $ 21,079,818 $ 20,228,380 $ 21,907,836 $ 21,907,836
RESTRICTED RESERVES
No Target Level - - - - -
Beginning Fund Balance $ 1,962,255 $ 2,171,212 $ 1,996,379 $ 2,284,023 $ 2,559,776
Fees Collected 208,957 310,946 287,644 275,753 -
Debt Issued
Capital Expenditures - (485,779)
ENDING WATER
CAPACITY FEES $ 2,171,212 $ 1,996,379 $ 2,284,023 $ 2,559,776 $ 2,559,776
TOTAL RESTRICTED
EQUITY - WATER $ 2,171,212 $ 1,996,379 $ 2,284,023 $ 2,559,776 $ 2,559,776
FISCAL YEAR BUDGET 2021-2022 | PAGE 86
WASTEWATER FUND RESERVES
The following table presents changes to the Wastewater Fund unrestricted and restricted equity, broken down by reserve
designation, over a five year period, and includes beginning balances, annual activity, and ending balances – only the
operating reserve currently has a balance. The target levels established for each reserve designation, in accordance
with the District’s reserve policy, are also shown.
FINANCIAL SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 87
Unrestricted and Restricted Equity - Wastewater
FY 2017-18
Actual
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Projected
FY 2021-22
Budgeted
WASTEWATER OPERATING RESERVE
Maximum Target Level
120 Days Operations $ 3,824,000 $ 4,056,000 $ 4,140,000 $ 4,108,000 $ 4,600,000
Beginning Fund Balance 3,029,546 1,706,085 3,306,271 2,311,575 2,165,247
Revenue 13,419,092 14,133,243 13,280,507 13,278,228 14,332,000
Operating/Non Operating
Expenditures (13,788,012) (12,796,707) (13,194,436) (12,419,556) (13,895,000)
Capital Expenditures (859,541) (341,350) (980,767) (895,000) (267,000)
Debt Principal Payments (95,000) (95,000) (100,000) (110,000) (170,000)
Interfund Sale of Land/Land Sale - 700,000 ---
ENDING WASTEWATER
OPERATING RESERVE $ 1,706,085 $ 3,306,271 $ 2,311,575 $ 2,165,247 $ 2,165,247
TOTAL UNRESTRICTED
EQUITY - WASTEWATER $ 1,706,085 $ 3,306,271 $ 2,311,575 $ 2,165,247 $ 2,165,247
RESTRICTED WASTEWATER CAPACITY FEES
No Target Level - - - - -
Beginning Fund Balance $ 698,889 $ 982,850 $ 1,283,577 $ 4,215,330 $ 4,492,001
Fees Collected 283,961 300,727 2,931,753 276,671 -
Debt Issued -----
Capital Expenditures -----
ENDING WASTEWATER
CAPACITY FEES $ 982,850 $ 1,283,577 $ 4,215,330 $ 4,492,001 $ 4,492,001
TOTAL RESTRICTED
EQUITY - WASTEWATER $ 982,850 $ 1,283,577 $ 4,215,330 $ 4,492,001 $ 4,492,001
Unrestricted Reserves
The District last adjusted Wastewater Rates in October 2012. This fact, combined with the funding of preliminary
studies and design, and ensuing litigation, related to a planned water recycling plant, have limited the District’s ability
to accumulate and grow balances in Wastewater reserves. New rate adjustments were adopted in May 2021, including
rates for the new water reclamation plant nearing completion, but those rates will not become effective until the plant
is operational around May 2022. With an effective date so late in the upcoming fiscal year, the rate adjustments are not
expected to have any impact on reserves in FY 2021-22 so no related change to reserve fund balances is shown. As the
operating reserve target level has not been met, no funding is available for the Wastewater capital replacement reserve.
Restricted Reserves
The table also includes balances and activity for restricted Wastewater capacity fees. Although the receipt of capacity
fees is not included in revenue projections and budgeted, accumulated fees are available for appropriation for certain
capital improvement projects.
Wastewater Reserves
FISCAL YEAR BUDGET 2021-2022 | PAGE 88
$1,706,085
$3,306,271
$2,311,575 $2,165,247 $2,165,247
$982,850 $1,283,577
$4,215,330 $4,492,001 $4,492,001
$500K
$1M
$1.5M
$2M
$2.5M
$3M
$3.5M
$4M
$4.5M
Wastewater Operating Restricted Capacity Fees
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Estimated
FY 2021-22
Projected
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 District’s 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 omnipresent threat of drought in California
has raised 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 (SNRC),
• Find alternative water supply and promote conservation,
• Meet all water quality standards, and
• 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 Strategic Plan.
EAST VALLEY WATER DISTRICT | PAGE 89
Long Range Financial Plan
FINANCIAL SUMMARY
Goal Assumption
Link to District
Goals & Objectives
Utility 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 SNRC for
Recycled Water Supply
• Digesters at SNRC will
provide new revenue
streams (energy sales,
tipping fees) that will help
ensure fiscal sustainability
• Identify Opportunities to Optimize
Natural Resources
• Enhance Planning Efforts that
respond to Future Demand
• Pursue Alternative Funding Sources
FISCAL YEAR BUDGET 2021-2022 | PAGE 90
Goal Assumption
Link to District
Goals & Objectives
Find / Utilize
Additional Water Supply
• State Project Water will be
available to purchase for
delivery to District plants and
for basin recharge
• Enhance Planning Efforts that
respond to Future Demand
• 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
USER RATES & DEVELOPMENT FEES
The District has updated all water and wastewater user rates, development capacity fees, and miscellaneous fees and
charges within the last two fiscal years. Capacity Fees were adopted in December 2019 and are based on an independent
capacity fee study. The adopted fees include a provision for annual adjustment each July based on the prior calendar
year’s Construction Cost Index.
Water & wastewater utility rates, and miscellaneous fees and charges, were adopted in May 2021. The utility rates
were based on a five year cost of service analysis and financial model, that considered the cost of capital improvement
projects including the construction of a new surface water treatment plant at the east end of the district. Rate adjustments
will occur in three phases on January 1 of each year 2022, 2023, and 2024 with the exception that Phase 1 of wastewater
rates will not be implemented until the SNRC is brought online. Updated miscellaneous fees and charges are primarily
fees related to the collection of delinquents accounts and charges for Engineering services.
Rates established in May 2021 should support District operations for the next five years.
CONSTRUCTION OF THE SNRC
Construction on the SNRC will be completed during FY 2021-22, including anaerobic digesters capable of generating
three megawatts of electrical power. In order to generate this amount of electricity, sludge resulting from wastewater
treatment will be supplemented by high grade food waste accepted from waste haulers, for which the District expects
to receive tipping fees. Power cost offsets, tipping fees, and revenue from the sale of recycled water for recharge to
the Groundwater Basin Watermaster are projected to total $7.2 million when the SNRC reaches full capacity. When
combined with wastewater treatment fees of approximately $9.5 million, total projected ‘revenue’ for the SNRC should
be sufficient to cover SNRC operating and debt service costs over the next 10 years.
FIND / UTILIZE ADDITIONAL WATER SUPPLY
The District built a State Water Project turnout at its Surface Water Treatment Plant in order to utilize as much imported
water as feasible. This strategy would preserve water in underground aquafers and allow the District to take delivery of,
and treat, water at a high elevation, using gravity to assist with water distribution to customers. The alternative is to incur
significant pumping costs by extracting water with wells and then pumping it uphill to customers.
California, however, appears to be heading into another serious drought, in which case State Water Project deliveries are
unreliable. For FY 2021-22, State Water Project contractor agencies have been told their annual allocation of imported
water will be cut to 5%.
EVWD will likely incur increasingly higher power costs to pump groundwater over the next five years.
PIPELINE REPLACEMENT
As mentioned under User Rates, adopted rates included funding for the Capital Improvement Program including water
main replacements. Having the funding available to proactively replace pipelines, rather than responding to emergency
calls, will save on labor and water losses.
FY 2022-26 FORECAST
Revenue Forecast
As discussed in the previous section, water and wastewater rate adjustments are expected to increase over the next five
years due to modest building development and rate adjustments. Rate adjustments were adopted in May 2021 and will
become effective in January 2022.
Water Revenue projections include proposed rate adjustments as well as a modest growth rate of 1% annually. Small infill
development was considered as part of these projections, as were larger developments of 250 and 580 units that are
expected to complete construction on initial units in January 2022. Sales per capita is expected to remain flat as water
budget based tiered rates implemented by the District incentivize consumers to use water efficiently.
When the District completes construction on the SNRC in May 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.
Other revenue sources will also become available with the
commencement of operations at the SNRC. Recycled water
produced by the SNRC will be sold to Valley District under a Local
Resource Investment Program (LRP) established to recharge the
Bunker Hill Groundwater Basin. Also, anaerobic digesters at the
SNRC will accept food waste from haulers, generating tipping
fees, and convert the waste, along with sludge from SNRC
treatment processes, into energy. The energy will likely be
sufficient to power operations at the SNRC. LRP revenue, tipping
fees and power cost offsets are expected to be approximately
$7.2 million when the SNRC is operating at capacity.
FINANCIAL SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 91
Star
Food
Waste
Material Remaining
After Wastewater
Treatment
Co-Digestion of
Waste Material
Renewable
Electricity
SNRC
How
C-Digesti
o
Work
FISCAL YEAR BUDGET 2021-2022 | PAGE 92
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 SBMWD for wastewater treatment services through June 2022. In May 2022 the SNRC will begin operations and
contract payments to SBMWD will be phased out over May and June 2022, as the District gradually diverts wastewater
flows to the SNRC, and those payments will be replaced by staff and direct operating costs related to the new water
reclamation fund.
Employment Expenses
Labor & Benefits are the largest costs in the District’s operating budget and are adjusted in accordance with a
memorandum of understanding (MOU) with employees – the most recent three-year MOU, which became effective in
September 2020. The agreed upon MOU is effective for FY 2021-22, FY 2022-23, and FY 2023-24, and for purposes of
forecasting labor expenses for the next four years, a 4% annual increase has been used. Retirement plan contributions
make up two-thirds of total benefit costs and are expected to increase 1% per year, and other benefit costs including
medical and are projected to increase 5% per year.
Staffing levels will increase by 10 full-time positions in FY 2021-22 as the District recruits for operator and maintenance
positions at the new SNRC Water Reclamation Plant. Nine full-time employees will be added to operate the facility at
an estimated cost of $1.8 million. Hiring will occur in phases leading up to the expected May 2022 commencement of
operations at the SNRC, beginning with the Water Reclamation Manager position which will be filled in July 2021. A full-
time position will also be added in Customer Service.
Contracted Wastewater Treatment
FY 2021-22 will be the final year in which the District pays to send all of its wastewater flows to the SBMWD for treatment.
In May 2022 the District will begin a three month startup of the new SNRC Water Reclamation Plant, gradually diverting
wastewater to the SNRC until it is handling all of the District’s flows in July 2022.
Thereafter, monthly contract payments to the City averaging more than $550,000 per month, or $8.6 million annually,
will cease and be replaced by operating costs associated with a treatment plant. However, one stipulation of the
agreement to terminate contracted treatment services with the SBMWD was that the District will continue to pay the
SBMWD $700,000 annually to assuage the effects of the loss of revenue from the District. Termination payments will
continue for 10 years.
Power Costs
The District has tried to insulate ratepayers from significant increases in the cost of
electricity by implementing energy conservation measures, installing a hydro-electric
generation facility, and constructing digesters at the SNRC to convert gases from treatment
processes into energy.
With all of these measures in place the District has still experienced increased power costs
at plants without alternative energy sources, or generation capabilities, on site, so the
District projects that energy costs will increase between 4% and 5% for the next five years.
Materials and Supplies
Materials and supplies are projected to increase by 5% in FY 2021-22 as the SNRC is brought online and chemicals and
other supplies need to be purchased. In the following years cost increases are based on inflation projections of 3% in FY
2022-23, and additional 0.25% increases every year thereafter. These significant inflation percentages are supported
by notification from vendors stating that COVID-19 and supply chain interruptions are creating shortages and increasing
costs.
4-5%Increase
Other Contracted Services
Other Contracted Services such as maintenance on existing facilities, consulting, customer bill generation and printing
are increasing 22% to $8 million for FY 2021-22, due primarily to commencement of SNRC operations in May 2022.
Thereafter an inflation adjustment factor of 3% has been used to project costs for future as vendors are expected to
realize, and pass through, the increased cost of materials for the reasons explained above.
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 SNRC. 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 $3.4 million in FY 2022, to $10.2
million in FY 2023-24. A schedule of future debt service, including on the State Revolving Fund loan from the SWRCB,
is shown on page 55 of this document.
Revenue Funded Capital Expenditures Forecast
Revenue funded capital project spending is projected to average $4.2 million over the next five years. Projects included
in the forecast are discussed in the five-year Capital Improvement Program section of this budget.
FIVE YEAR FORECAST – FY 2021-22 THROUGH FY 2025-26
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.
FINANCIAL SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 93
FORECAST
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
REVENUE
Water Sales / Wastewater Collect $ 22,103,000 $ 23,422,000 $ 24,390,000 $ 24,883,000 $24,895,000
Wastewater Treatment 8,708,000 9,725,000 10,425,000 10,805,000 10,824,000
LRP Revenue 65,000 1,038,000 1,038,000 1,038,000 1,038,000
Meter Fees 9,280,000 9,671,000 9,826,000 9,854,000 9,881,000
Power Offset, Energy Sales,
Tipping Fees 567,000 5,526,955 6,150,955 6,151,634 6,152,315
Other Operating Charges 315,000 565,000 566,000 593,000 594,000
Investment Income 207,000 278,000 539,000 581,000 667,000
Capacity Fees - - - - -
Other Income 59,000 60,000 60,000 60,000 60,000
TOTAL REVENUE / SOURCES $ 41,304,000 $ 50,285,955 $ 52,994,955 $ 53,965,634 $ 54,111,315
FISCAL YEAR BUDGET 2021-2022 | PAGE 94
FORECAST
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
EXPENDITURES
Labor & Benefits $ 12,123,000 $ 13,634,080 $ 14,011,816 $ 14,307,060 $ 14,607,855
Water Costs 768,000 826,000 826,000 826,000 826,000
Contracted Wastewater Treatment 7,844,000 700,000 700,000 700,000 700,000
Power Costs 2,160,000 5,829,950 5,929,950 6,030,704 6,131,461
Contract Services 7,977,000 10,091,000 10,176,000 10,263,000 10,352,000
Materials 1,578,000 2,330,000 2,345,000 2,362,000 2,379,000
Other Operating Expenses 443,000 977,138 994,881 1,013,026 1,031,586
Debt Service 3,352,000 3,353,000 10,169,000 9,697,000 9,297,000
Capital Outlay 1,130,000 1,050,000 1,100,000 1,100,000 1,100,000
Capital Improvement Program 3,929,000 4,135,000 3,925,000 4,345,000 4,625,000
TOTAL EXPENDITURES $ 41,304,000 $ 42,926,168 $ 50,177,647 $ 50,643,790 $ 51,049,902
CHANGE IN EQUITY $ - $ 7,359,787 $ 2,817,308 $ 3,321,844 $ 3,061,413
BEGINNING
UNRESTRICTED EQUITY $ 28,896,942 $ 28,896,942 $ 36,256,729 $ 39,074,037 $ 42,395,881
ENDING
UNRESTRICTED EQUITY $ 28,896,942 $ 36,256,729 $ 39,074,037 $ 42,395,881 $ 45,457,294
activity, and accomplish multiple long range District goals.
The SNRC will create a new enterprise
EAST VALLEY WATER DISTRICT | PAGE 95
WATER FUND
WA
T
E
R
F
U
N
D
Budget based rates promote water
efficiency and are based on the cost of
service while remaining equitable and fair.
FISCAL YEAR BUDGET 2021-2022 | PAGE 96
East Valley Water District understands the importance of preserving California’s water supplies.
It has taken many steps to encourage water use efficiency. The water budget-based rates promote water
efficiency and are based on the cost of service; it is equitable and fair; and supports sustainable behavior change.
The SWRCB approves the water budget-based rate structure for its ability to produce superior water savings,
and the alternative approach is compliant with the California Drought Conservation Regulations. Additionally,
water budget-based rates encourage efficient water use and provide security for the District’s long-term financial
position. The District collects a monthly fixed charge based on meter size serving the property.
RATES
In FY 2020-21, the Board adopted new rates that will increase over a three-year period beginning January 1,
2022. On May 19, 2021 the public hearing was held in accordance with Proposition 218.
Water Fund
WATER FUND
EAST VALLEY WATER DISTRICT | PAGE 97
Commodity Charges
Rates FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22
Tier 1 $ 1.73 $ 1.73 $ 1.83 $ 1.98
Tier 2 2.46 2.46 2.61 2.54
Tier 3 3.44 3.44 3.64 3.93
Monthly Meter Charges
Meter Size FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22
5/8 in. $ 23.06 $ 23.06 $ 23.06 $ 24.01
3/4 in. 29.27 29.27 29.27 30.85
1 in. 41.71 41.71 41.71 44.52
1 1/2 in. 72.81 72.81 72.81 78.69
2 in. 110.13 110.13 110.13 119.70
3 in. 228.30 228.30 228.30 229.05
4 in. 402.44 402.44 402.44 352.07
6 in. 819.14 819.14 819.14 693.79
8 in. 1,503.25 1,503.25 1,503.25 1,923.98
FISCAL YEAR BUDGET 2021-2022 | PAGE 98
Monthly Fire Line Service Charges
Meter Size FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22
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.52.7 52.7 52.7 52.7
8 in.70.27 70.27 70.27 70.27
10 in.87.84 87.84 87.84 87.84
Projected Tier Revenue by Customer Class
Customer Class Tier 1 Tier 2 Tier 3 Total
Residential $ 4,091,000 $ 3,525,000 $ 1,977,000 $ 9,593,000
Multi-Family 1,821,000 1,012,000 882,000 3,715,000
Commercial 987,000 102,000 483,000 1,572,000
Irrigation / Construction - 1,345,000 1,063,000 2,408,000
TOTAL $ 6,899,000 $ 5,984,000 $ 4,405,000 $ 17,288,000
Water Sales (Acre Feet)
CLASS NO. OF
ACCOUNTS TIER 1 TIER 2 TIER 3 TOTAL TOTAL SALES
Residential 19,853 4,959 3,297 1,089 9,345 $ 9,593,000
Multi-Family 463 2,243 908 579 3,730 3,715,000
Commercial 988 1,172 78 250 1,500 1,572,000
Irrigation 275 - 1,036 735 1,771 2,408,000
TOTALS 21,579 8,374 5,319 2,653 16,346 $ 17,288,000
The table below projects the amount of water to be produced for FY 2021-22. The amount of water produced is
more than the amount of water sold to account for unanticipated water demand, state-mandated water reserves,
and regular system water loss.
Water Production (Acre Feet)
SOURCE OF SUPPLY FY 2017-18
Actual
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Projected
FY 2021-22
Budgeted
Ground Water 12,649 12,649 12,549 12,800 12,826
Surface Water 3,675 3,515 3,647 3,574 3,581
Purchased Water 800 800 800 800 800
TOTAL 17,124 16,964 16,996 17,174 17,207
ASSUMPTIONS AND TRENDS
The development of the revenue projections for FY 2021-22 requires management to estimate customer consumption for
the next year. The District will provide water services through approximately 21,576 domestic and irrigation connections
in FY 2021-22. In addition, 255 commercial fire services and 21 temporary hydrant meters are connected to the District’s
system. Water demand is estimated at 7,121,000 hundred cubic feet of water (HCF = 748 gallons). The estimate is based
on the rate study’s selection of FY 2018-19 consumption for the projecting revenue requirements. Staff is confident
that the above projection will allow significant funding for program goals and objectives without considerable risk of
overstatement.
EVWD considers multiple factors in calculating each customer’s monthly water budget:
Since the adoption of water budget-based rates, the District has experienced success in reducing water consumption
and stabilizing revenues to ensure our operating and capital needs of the District are adequately funded.
HOW WATER BILLS ARE CALCULATED – RESIDENTIAL
Indoor Water Budgets are unique to each customer and is based on the number of occupants residing in the
house. Each occupant is budgeted 60 gallons of water per day (gpd) for efficient indoor use, which is then multiplied by
the number of days in the billing period.
Tier 1 Indoor Budget Example
Outdoor Water Budgets are unique to customer property, and it is based on the irrigable landscape. Irrigable
landscape represents the square footage of the property’s landscape requiring irrigation (e.g., grass, parkways, trees,
bushes, and various plants).
Tier 2 Factors
In determining the customer’s outdoor budget, the following factors and conversions are made during each billing cycle.
• Square Footage of Landscape Area (Irrigable Landscape) – When the District restructured its uniform rates to budget
based rates in FY 2014-15, the District hired a consultant that provided property information for each customer’s
parcel located within the District’s service area. The consultant used an advanced camera that was attached to an
airplane flown over the District boundary capturing each parcel’s unique square footage.
EAST VALLEY WATER DISTRICT | PAGE 99
WATER FUND
• Number of Occupants
• Number of Dwelling Units
• Medical Needs
• Horses/Livestock
• Business Needs
• Agricultural Needs
• Irrigable Landscape
• Weather
• Meter Size
60 Gal 748
Persons Per Household Per Person, Per Day Days in Billing Cycle Number of Gallons
In One Unit
Tier 1 Budget
60 Gal 74835Days
8,400 Gallons or
12 Units of Water
for Tier 1 Budget
Example:Tier 1 budget calculation for a home with 4 occupants during a 35 day billing cycle.
FISCAL YEAR BUDGET 2021-2022 | PAGE 100
• Crop Coefficient (Kc) – Are the properties of plants used in predicting evapotranspiration (ETo). Below is a table listing
the values used in each month. The District has elected to use the Cool-Season crop coefficient.
• Evapotranspiration (ETo) – the process by which water is transferred from the
land to the atmosphere by evaporation from the soil and other surfaces and
by transpiration from plants. ETo is measured in inches, which is captured and
recorded by a state-certified weather station. The District received ETo data
from the California Irrigation Management Information System (CIMIS) Station
ID 251, located at Beattie Middle School, 7800 Orange St, Highland, California
92346. The sum of the daily ETo measurement during the billing period is used
in the calculation for efficient outdoor water usage.
• Square Footage to Gallons Conversion – The District provides water in the
measurement of HCF (1 unit = 748 gallons), but the ETo rate is measured in
inches. Additionally, the measurement of irrigable landscape is square foot
which must be converted to gallons to determine the outdoor budget. One
square foot equals 0.62 gallons. The sum of the billing periods ETo is multiplied
by 0.62 gallons to develop the efficient outdoor water budget.
Tier 2 Outdoor Budget Example
Month JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC ANNUAL
AVERAGE
Cool Season
Plant Factor 0.61 0.64 0.75 1.04 0.95 0.88 0.94 0.86 0.74 0.75 0.69 0.60 0.80
Warm Season
Plant Factor 0.55 0.54 0.76 0.72 0.79 0.68 0.71 0.71 0.62 0.54 0.58 0.55 0.60
One Foot
On
e
F
o
o
t
WATER
One Cubic Foot =
7.48 Gallons
One
F
o
o
t
One Foot
WATER
1 Inch of Water per
Square Foot = 0.62 Gallons
1”
7480.620.95
Irrigated Sq. Ft.Monthly
Evapotranspiration Rate
Note: This rate varies per day and month
Monthly Plant Factor
Note: Plant factor changes each month
Number of Gallons
In One Unit
Sq. Ft. to Gallons
Conversion Factor
for Irrigation
748 15,884 Gallons or
22 Units of Water
for Tier 2 Usage
Tier 2 Usage
0.620.953,000 8.99
Irrigated Sq. Ft.Evapotranspiration
Rate Plant Factor Sq. Ft. to Gallons
Conversion
Factor for
Irrigation
Number of
Gallons
In One Unit
Example:
Tier 2 budget calculation for a home with 3,000 sq. ft. of irrigable area.
1,500 Sq. Ft. 1,500 Sq. Ft.
0.95
8.99
May
Plant Factor
Evapotranspiration Rate
Sq. Ft. = Square Feet
HCF = Hundred Cubic Feet or 1 Billing Unit
Tier 3 Inefficient Use
When a customer exceeds their Tier 1 and Tier 2 budgets, the excess units of water used are billed at the Tier 3 rate. The
District has developed its rates in accordance with Proposition 218, allowing the District and agencies alike, to charge
customers additional charges for the additional cost incurred by the District, including but not limited to, imported water
cost, electricity expenses for pumping and boosting water throughout the distribution system, and chemicals need the
treatment process.
HOW WATER BILLS ARE CALCULATED – NON RESIDENTIAL
Non-Residential water budget is calculated differently from residential to ensure water budgets for this customer class
are equitable and cover the cost of supplying water to these establishments. The water budgets for this customer class
are determined below:
Tier 1 and Tier 2 Water Budgets
The indoor (Tier 1) and outdoor water (Tier 2) budget are calculated by taking the average of the last two years actual HCF
consumption for each Tier, then it’s multiplied by 90%. Calculating non-residential customers in this manner encourages
conservation and shares the cost of operating the District.
Tier 3 Inefficient Use
When a customer exceeds their Tier 1 and Tier 2 budgets, the excess units of water are billed at the Tier 3 rate.
WATER SALES - MONTHLY METER CHARGE
The District’s Operating Revenue
includes fixed charges, which
are based on the size of the
meter serving the customer’s
property. The rates meet the
compliance requirements of
Proposition 218. Meter Charges
have been established based on
a comprehensive third-party cost
of services analysis, and the rates
provide funding for operating and
capital needs.
EAST VALLEY WATER DISTRICT | PAGE 101
WATER FUND
Monthly Meter Charge Revenue by Meter Size
Meter Size No. of
Services
Rate
July–Dec
Rate
Jan–June Total
5/8 in. 3,661 $ 23.06 $ 24.01 $ 1,034,000
3/4 in. 12,903 29.27 30.85 4,654,000
1 in. 4,215 41.71 44.52 2,180,000
1 1/2 in. 267 72.81 78.69 243,000
2 in. 299 110.13 119.70 412,000
3 in. 78 228.30 229.05 214,000
4 in. 22 402.44 352.07 99,000
6 in. 17 819.44 693.79 155,000
8 in. 6 1,503.28 1,923.98 123,000
Fire Service 1 1/2 in. 10 13.18 13.18 2,000
Fire Service 4 in. 50 35.14 35.14 22,000
Fire Service 6 in. 125 52.70 52.70 80,000
Fire Service 8 in. 55 70.27 70.27 46,000
Fire Service 10 in. 15 87.84 87.84 16,000
TOTALS 21,576 $ 9,280,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 102
OTHER CHARGES & OTHER REVENUE SOURCES
Other charges and other revenue include fees related to the collection of delinquent accounts, investment revenue,
reimbursements from other agencies, facility rentals, and other miscellaneous revenue.
Assumptions and Considerations
This income source is made up of the following:
• Initiation of Service, Delinquent, and Non-Sufficient Funds fees have decreased. The decision to decrease this
source is due to the following contributing factors:
−The process for Discontinuation of Residential Water Service Policy required by SB 998.
−The impact the pandemic has on Disconnection/Reconnection charges which are normally collected during the
delinquency process. The two factors above are revenue-neutral because these are fees, are related to and
charged to delinquent customers, the charge is collected for sending the notice and field service worker to turn
on/off water services.
−The LAIF interest rate has trended downwards for the last 12 months, and the lag between SNRC construction
payments and depositing SRRF loan proceeds and other funding sources.
EXPENSES
The Water fund is one of two enterprise funds the District operates. All expenses incurred are for operating and
maintaining the distribution system, infrastructure repairs, and replacements. The District has debt service payments
due semi-annually. Theses debts the District has incurred provided full or partial funding for multiple capital improvement
projects.
Assumptions and Considerations for Operating Expenses
Expenses are based on the cost of providing water to meet customer demands.
• Electricity Expense for operating wells, pumps and boosters, treatment
plants and other facilities.
• Chemical Expense purchased for the treatment of source water
before it enters the distribution system for consumption. The
cost trends for chemicals are stable, with no foreseeable
significant increases.
• Contract Services are expenses incurred for services
provided by third parties. Many District programs utilize
consultants or vendors who offer quality and economical
services. Since these services are unique to the program,
it is difficult to list them all. Program Managers are
responsible for researching or pre-bidding services in
developing their program’s budget.
• Materials and Supplies are needed to support field operations
and general administration related to operating the District.
• 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.
Water Fund
Expenses by
Cost Center
5%Customer Service
35%
Administration
12%Transmission& Distribution
12%Source ofSupply
11%
Debt
Service
18% Capital Expenditures
4%
Treatment
3% Pumps & Boosters
Debt Service & Capital Expenses
The District has issued debt to pay for capital expenditures for replacing, improving, or adding infrastructure. In addition
to debt financing, the District also budgets a portion of operating revenue each year to cash finance certain capital
projects.
CONCLUSION
The Water Fund is balanced, however, in the future a rate study must be conducted to ensure proper rates are charged
when considering the issuance of new debt to fund capital improvement projects and the District continues to meet debt
service obligations as set forth in debt covenants. District staff will continue to monitor the revenues and expenses and
present the progress to the Governing Board on a periodic basis.
EAST VALLEY WATER DISTRICT | PAGE 103
WATER FUND
FY 2020-21 PROPOSED WATER FUND BUDGET
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
REVENUES
4100 Water Sales $ 16,899,286 $ 16,868,000 $ 18,210,000 $ 17,288,000 $ 420,000 2%
4200 Meter Charges 9,025,766 9,020,000 9,071,000 9,280,000 260,000 3%
4301 Late Fee Payment 233,266 40,000 164,064 40,000 - 0%
4303 Disconnect Notice Charge 287,997 155,000 2,898 95,000 (60,000)-39%
4605 Other Operating Charges 106,964 56,000 255,470 40,000 (16,000)-29%
4701 Interest Income 476,500 225,000 33,618 179,000 (46,000)-20%
4704 Miscellaneous Revenue 34,394 34,000 67,741 50,01100 16,000 47%
TOTAL REVENUES $ 27,064,174 $26,398,000 $ 27,804,791 $26,972,000 $ 574,000 2%
OPERATING EXPENSES
SOURCE OF SUPPLY/WELLS
5101 Regular Labor $ 411,385 $ 295,000 $ 392,214 $ 303,000 $ 8,000 3%
5103 Overtime 20,288 13,000 30,956 13,000 - 0%
5200 Benefits 161,536 148,000 183,834 146,000 (2,000)-1%
6101 Purchased Water 704,460 400,000 31,295 400,000 - 0%
6102 Groundwater
Replenishment 111,625 304,000 138,757 304,000 - 0%
6103 Water Assessment 16,811 122,000 92,598 64,000 (58,000)-48%
6201 Materials & Supplies 51,644 61,000 56,656 61,000 - 0%
6204 Chemicals 94,902 150,000 85,054 150,000 - 0%
6301 Contract Services 237,396 276,000 287,373 263,000 (13,000)-5%
6311 Landscape Services 70,974 40,000 77,064 40,000 - 0%
6402 Telephone - - 591 - - 0%
FISCAL YEAR BUDGET 2021-2022 | PAGE 104
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
6403 Electricity $ 1,125,816 $ 1,250,000 $ 1,778,757 $ 1,350,000 $ 100,000 8%
6405 Permits 70,405 100,000 74,845 100,000 - 0%
6504 Meetings 443 1,000 - 1,000 - 0%
SOURCE OF SUPPLY TOTAL $ 3,077,685 $ 3,160,000 $ 3,229,994 $ 3,195,000 $ 35,000 1%
PUMPS & BOOSTERS
5101 Regular Labor $ 14,842 $ 74,000 $ - $ 103,000 $ 29,000 39%
5103 Overtime 6,568 4,000 12,651 4,000 - 0%
5200 Benefits 31,258 38,000 29,131 57,000 19,000 50%
6201 Materials & Supplies 10,360 23,000 4,877 23,000 - 0%
6301 Contract Services 12,142 81,000 176,978 81,000 - 0%
6311 Landscape Services - 35,000 31,375 35,000 - 0%
6403 Electricity 349,651 400,000 521,565 400,000 - 0%
PUMPS & BOOSTERS TOTAL $ 424,821 $ 655,000 $ 776,577 $ 703,000 $ 48,000 7%
TREATMENT
5101 Regular Labor $ 251,332 $ 252,000 $ 252,054 $ 243,000 $ (9,000)-4%
5103 Overtime 48,655 39,000 47,555 39,000 - 0%
5200 Benefits 147,321 150,000 146,222 147,000 (3,000)-2%
6201 Materials & Supplies 27,710 23,000 87,051 30,000 7,000 30%
6204 Chemicals 138,693 150,000 125,206 150,000 - 0%
6301 Contract Services 96,550 249,000 161,332 254,000 5,000 2%
6301 Uniforms - 2,000 1,235 2,000 - 0%
6311 Landscape Services 30,257 14,000 30,002 14,000 - 0%
6401 Utilities 3,640 10,000 2,247 10,000 - 0%
6402 Telephone 1,830 - 26,740 2,000 2,000 0%
6403 Electricity 112,710 150,000 140,588 150,000 - 0%
6405 Permits - - - - - 0%
TREATMENT TOTAL $ 858,698 $ 1,039,000 $ 1,020,232 $ 1,041,000 $ 2,000 0%
TRANSMISSION & DISTRIBUTION
5101 Regular Labor $ 1,355,576 $ 1,302,000 $ 1,308,680 $ 1,248,000 $ (54,000)-4%
5103 Overtime 267,813 236,000 319,160 235,000 (1,000)0%
5200 Benefits 665,934 681,000 601,021 697,000 16,000 2%
6201 Materials & Supplies 290,847 305,000 569,582 340,000 35,000 11%
6202 Tools 35,571 26,000 30,876 26,000 - 0%
6204 Chemicals 23,300 50,000 30,081 50,000 - 0%
6301 Contract Services 248,430 165,000 213,667 178,000 13,000 8%
EAST VALLEY WATER DISTRICT | PAGE 105
WATER FUND
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
6307 Uniforms $ 32,292 $ 40,000 $ 25,442 $ 40,000 $ - 0%
6310 Street Services 522,959 325,000 403,776 525,000 200,000 62%
6405 Permits 18,132 - 23,040 - - 0%
6406 Postage - 2,000 - 2,000 - 0%
6502 Professional Development 175 2,000 587 2,000 - 0%
6503 Education Assistance - 3,000 - 3,000 - 0%
6504 Meetings - - - - - 0%
TRANSMISSION & DIST. TOTAL $ 3,461,029 $ 3,137,000 $ 3,525,912 $ 3,346,000 $ 209,000 7%
CUSTOMER SERVICE
5101 Regular Labor $ 431,153 $ 433,500 $ 446,656 $ 481,100 $ 47,600 11%
5102 Temporary Labor 14,194 - - - - 0%
5103 Overtime 5,327 10,900 2,100 10,900 - 0%
5200 Benefits 220,852 266,300 257,747 317,600 51,300 19%
6201 Materials & Supplies 2,276 5,500 5,540 5,500 - 0%
6202 Tools 1,752 3,000 950 3,000 - 0%
6203 Office Supplies 1,930 2,800 1,865 2,800 - 0%
6301 Contract Services 148,457 98,800 132,060 98,800 - 0%
6302 Banking Services 179,769 187,300 169,017 180,300 (7,000)-4%
6303 Printing & Publishing 4,175 7,000 3,718 7,000 - 0%
6304 Legal Services - 3,500 - 3,500 - 0%
6306 Rents & Leases 7,873 - - - - 0%
6307 Uniforms 3,364 5,800 5,800 5,800 - 0%
6308 Billing Services 40,158 36,400 38,874 42,000 5,600 15%
6309 Shut Off Notice Services 201,217 195,000 110 50,000 (145,000)-74%
6402 Telephone 5,935 10,000 12,584 10,000 - 0%
6406 Postage 82,782 107,100 95,732 107,100 - 0%
6502 Membership & Dues - 700 - 700 - 0%
6502 Professional Development 444 10,500 - 10,500 - 0%
6503 Education Assistance - - - - - 0%
6504 Meetings 757 2,000 - 2,000 - 0%
6703 Cash Over/Short 5,076 700 - 700 - 0%
6704 Bad Debt Expense 3,649 11,100 21,594 4,100 (7,000)-63%
CUSTOMER SERVICE TOTAL $ 1,361,140 $ 1,397,900 $ 1,194,347 $ 1,343,400 $ (54,500)-4%
FISCAL YEAR BUDGET 2021-2022 | PAGE 106
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
ADMINISTRATION
5101 Regular Labor $ 2,876,543 $ 2,977,900 $ 2,969,198 $ 3,062,400 $ 84,500 3%
5102 Temporary Labor 472 - - - - 0%
5103 Overtime 25,767 56,300 23,309 56,300 - 0%
5104 Standby 32,364 33,000 37,434 33,000 - 0%
5200 Benefits 1,401,583 1,608,000 1,614,469 1,567,650 (40,350)-3%
6201 Materials & Supplies 183,875 199,500 207,099 229,850 30,350 15%
6202 Tools 19,203 16,900 12,765 16,900 - 0%
6203 Office Supplies 19,471 28,500 15,337 26,400 (2,100)-7%
6205 Conservation Rebates 144,259 145,000 62,623 154,000 9,000 6%
6301 Contract Services 1,135,126 1,475,950 1,273,987 1,935,000 459,050 31%
6302 Banking Services 6,291 14,000 8,410 12,600 (1,400)-10%
6303 Printing & Publishing 100,426 303,400 78,225 323,800 20,400 7%
6304 Legal Services 104,658 127,000 73,500 113,000 (14,000)-11%
6306 Rents & Leases 12,490 11,250 15,348 15,000 3,750 33%
6307 Uniforms 24,363 31,150 20,114 36,150 5,000 16%
6311 Landscape Services 50,768 42,000 35,842 98,250 56,250 134%
6312 Janitorial Services 97,712 100,400 111,790 107,900 7,500 7%
6314 Litigation Services - 28,000 15,270 28,000 - 0%
6401 Utilities 24,202 10,500 40,456 10,500 - 0%
6402 Telephone 51,753 119,600 81,196 86,550 (33,050)-28%
6403 Electricity 56,584 90,000 95,249 82,500 (7,500)-8%
6404 Fuel 92,397 112,500 124,887 121,500 9,000 8%
6405 Permits 46,316 135,100 61,329 135,800 700 1%
6406 Postage 17,316 74,100 7,653 52,700 (21,400)-29%
6501 Memberships & Dues 70,119 92,400 109,380 128,700 36,300 39%
6502 Professional Development 56,076 130,650 32,563 112,350 (18,300)-14%
6503 Education Assistance 1,989 9,100 - 16,100 7,000 77%
6504 Meetings 12,211 30,400 4,968 19,400 (11,000)-36%
6505 Employee Recognition 18,001 18,900 6,765 25,900 7,000 37%
6701 General Insurance 205,691 379,300 286,721 562,000 182,700 48%
6702 Insurance Claims 7,445 7,000 50 7,000 - 0%
6704 Bad Debt Expense - 1,000 - 700 (300)-30%
6705 OPEB Retirees 216,337 269,300 119,628 291,700 22,400 8%
ADMINISTRATION TOTAL $ 7,111,808 $ 8,678,100 $ 7,545,565 $ 9,469,600 $ 791,500 9%
TOTAL OPERATING EXPENSES $ 16,295,181 $ 18,067,000 $ 17,292,627 $19,098,000 $ 1,031,000 6%
EAST VALLEY WATER DISTRICT | PAGE 107
WATER FUND
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
OTHER USES
7101 Debt Principal $ 2,565,000 $ 2,639,000 $ 2,638,556 $ 2,108,000 $ (531,000)-20%
7102 Debt Interest 1,393,639 1,427,000 1,275,152 974,000 (453,000)-32%
7500 Reserve Contribution 1,946,624 - 1,679,456 - - 0%
8101 Capital Outlay 930,967 1,195,000 1,321,000 1,080,000 (115,000)-10%
8999 Capital Improvement
Program 3,932,763 3,070,000 3,598,000 3,712,000 642,000 21%
OTHER USES TOTAL $ 10,768,993 $ 8,331,000 $ 10,512,164 $ 7,874,000 $ (457,000)-5%
SUMMARY
Total Revenue $ 27,064,174 $ 26,398,000 $ 27,804,791 $ 26,972,000 $ 574,000 2%
Total Operating Expenses 16,295,181 18,067,000 17,292,627 19,098,000 1,031,000 6%
Total Other Expenses 10,768,993 8,331,000 10,512,164 7,874,000 (457,000)-5%
TOTAL $ 27,064,174 $26,398,000 $ 26,125,335 $26,972,000 $ 574,000 2%
NET $ - $ - $ - $ - $ - -
$24,588,000
$27,105,000
$26,504,000
$25,832,000
$26,398,000 $26,972,000
$5M
$10M
$15M
$20M
$25M
$14,533,000
$16,368,000 $16,062,000
$17,549,000 $18,067,000 $19,098,000
Water Fund Revenues vs. Expenses
FY 2016-17Actual FY 2017-18Actual FY 2018-19Actual FY 2019-20Projected FY 2020-21Projected FY 2021-22Proposed
Operating Expenses Revenues
FISCAL YEAR BUDGET 2021-2022 | PAGE 108
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 109
WASTEWATER FUND
WA
S
T
E
W
A
T
E
R
F
U
N
D
The activities of enterprise funds closely resemble those of ongoing
businesses in which the purpose is to conserve and add to resources
while funding operating expenses from current revenues.
FISCAL YEAR BUDGET 2021-2022 | PAGE 110
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 SBMWD until the SNRC becomes operational.
On May 19, 2021 the Governing Board adopted new rates effective after January 1, 2022. Due to the effective
date of new rates and rate structure, changes require rate and revenue to be calculated for two scenerios.
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. SBMWD 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 adopted rates by customer class are listed in the rate tables below.
Wastewater Collection System Charges
EAST VALLEY WATER DISTRICT | PAGE 111
Customer Type Units Monthly
Fixed Charge Usage (HCF)Charge
per HCF Total
JULY 2021 THROUGH APRIL 2022
Single-Family Residential 19,229 $ 15.36 $ 2,954,000
Multi-Family 458 3.90 1,100,000 $ 0.55 623,000
Non-Residential 612 3.90 578,000 0.55 342,000
TOTAL 20,299 $ 3,919,000
WASTEWATER FUND
FISCAL YEAR BUDGET 2021-2022 | PAGE 112
The newly adopted rates effective January 1, 2022 have been restructured to charge customers in a manner consistent
with the nature of the customer class. The rate restructure adds another layer of equitability because it considers the
number of units associated with an account by merging Single-Family and Multi-Family Residential as one customer
class since they have a similar impact to the collection system.
WASTEWATER TREATMENT CHARGES
May 1, 2022 thru June 30, 2022
The rate study identified and required changes to the calculation of treatment charges. The first is changing the volumetric
rates from customer type to strength and concentration of organic materials and suspended solids by customer profile.
The second change was reclassifying Multi-Family from commercial to residential.
EVWD Volumetric Reclassification Reclassification Rate Table
Customer Type Units Monthly
Fixed Charge Usage (HCF)Charge
per HCF Total
MAY 1, 2022 THRU JUNE 30, 2022
Single-Family Residential 19,229 $ 14.25 -$ - $ 548,000
Multi-Family Residential 10,654 13.46 --287,000
Non-Residential, Low Strength 471 10.33 65,700 0.35 33,000
Non-Residential, Med Strength 70 10.33 10,300 0.46 6,000
Non-Residential, High Strength 70 10.33 22,400 0.46 10,000
Patton 1 10.33 16,700 0.57 12,000
TOTAL $ 896,000
TOTAL WASTEWATER COLLECTION REVENUE $ 4,815,000
Customer Type Classification
Multi-Family Residential Reclassification
Commercial/Retail/Dry Non Res - Low Strength
Restaurants/Hotels Non Res - High Strength
Laundromats/Government/
Office Non Res - Medium Strength
Building/Motels Non Res - Low Strength
Schools/Churches Non Res - Low Strength
Convalescent Homes Non Res - Medium Strength
Office Buildings/Motels Non Res - Low Strength
Auto Repair/Service/Carwash Non Res - Low Strength
Patton Patton
Customer Type Collection
Variable
Treatment
Variable
Patton $ 0.57 $ 1.79
Non-Res - Low Strength 0.35 0.96
Non-Res - Med Strength 0.46 1.54
Non-Res - High Strength 0.46 3.42
RESIDENTIAL
East Valley Water District bills residential customers a monthly wastewater charge based on the number of dwelling
units, up to four units, per single-family 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 currently 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
SBMWD’s treatment charge. The two consumption based rates are for EVWD’s Collection Charge per hundred cubic
feet (HCF) and the SBMWD’s Treatment Charge per HCF.
Additionally, the consumption based rates are calculated using the following formula [($.55/HCF EVWD Collection
Charge + SBMWD Treatment Charge) x HCF used]. Shown below is a schedule of commercial wastewater rates for
FY 2021-22.
Wastewater Treatment Revenue
EAST VALLEY WATER DISTRICT | PAGE 113
WASTEWATER FUND
MAY 1, 2022 THRU JUNE 30, 2022
Single-Family Residential 19,229 $ 23.37 -$ - $ 899,000
Multi-Family Residential 10,654 20.86 -- 444,000
Non-Residential, Low Strength 471 10.83 65,700 0.96 74,000
Non-Residential, Med Strength 70 10.83 10,300 1.53 17,000
Non-Residential, High Strength 70 10.83 22,400 3.42 78,000
Patton 1 10.83 16,700 1.79 30,000
TOTAL $ 1,542,000
TOTAL WASTEWATER TREATMENT REVENUE $ 8,708,000
Customer Type Units Monthly
Fixed Charge Usage (HCF)Charge
per HCF Total
JULY 2021 THROUGH APRIL 2022
Single-Family Residential 19,229 $ 21.55 -$ - $ 4,144,000
Multi-Family 458 1.97 1,100,000 1.53 1,692,000
Non-Residential 612 3.52 578,000 Various 1,330,000
TOTAL 20,299 $ 7,166,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 114
Wastewater Treatment Revenue - Non Rate SNRC
Wastewater Treatment Revenue - Other Income
Wastewater Treatment Revenue - Summary
Revenue Type Unit of
Measure
Volume
FY 2021-22
Fee Per
Unit Amount
Tipping Fees Gallon 7.084 MG $ 0.08 $ 567,000
LRIP Acre Foot 375 AF 173.00 65,000
Power Generation kWh 0.13 -
TOTAL $ 632,000
Revenue Type Amount
Miscellaneous Revenue $ 6,000
Facility Rental Fee 3,000
Returned Payment Fee 2,500
Disconnect/Reconnect Fee 40,000
Disconnection Notice Charge -
Delinquent Fee 57,500
Service Initiation Charge 40,000
Interest Revenue 28,000
TOTAL $ 177,000
Revenue Type Wastewater
System Charges $ 4,815,000
Wastewater Treatment (SBMWD) 7,166,000
Wastewater Treatment (SNRC) 1,542,000
Non Rate Revenue - SNRC 632,000
Other Income 177,000
TOTAL $ 14,332,000
accountability and responsibility in our fiscal management practices.
The budget document demonstrates
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
SBMWD, therefore having no impact on District Operations.
EXPENSES
Operating expenses have remained the same overall in
the Wastewater Fund. The District continues to conduct
preventative maintenance programs on the wastewater
mains such as videoing 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 plans to begin wastewater treatment at the
SNRC in May 2022. Completion of the SNRC will mitigate
the impacts of future droughts by providing a long-term
reliable water supply.
CONCLUSION
The Wastewater Fund is balanced, however, a rate study
will need to be conducted prior to new debt issuance 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.
EAST VALLEY WATER DISTRICT | PAGE 115
WASTEWATER FUND
Wastewater
Fund Revenue
by Source
Wastewater
Fund Expenses
by Cost Center
50%Wastewater Treatment
(SBMWD)
4% Non Rate Revenue
34%System Charges11%
1% Other Income
67% Treatment
Customer
Service 19%Administration
7%
2% Debt Service 2% Capital Expenditures
3%
Transmission &
Distribution
WastewaterTreatment(SNRC)
FY 2021-22 PROPOSED WASTEWATER FUND BUDGET
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
REVENUES
4301 Late Payment Fee $ 44,837 $ 193,000 $ 72,636 $ 100,000 $ (93,000)-48%
4400 Wastewater
Collection Charges 4,647,347 4,656,000 4,641,835 4,815,000 159,000 3%
4500 Wastewater
Treatment Charges 8,496,012 8,586,000 8,524,162 8,708,000 122,000 1%
4605 Other Operating
Charge 44,149 2,000 23,460 681,000 679,000 33950%
4701 Interest Income 48,161 30,000 16,135 28,000 (2,000)-7%
TOTAL REVENUES $13,280,506 $ 13,467,000 $ 13,278,228 $14,332,000 $ 865,000 6%
OPERATING EXPENSES
TREATMENT
5101 Regular Labor $ - $ - $ - $ 563,000 $ 563,000 0%
5103 Overtime - - - 3,000 3,000 0%
5200 Benefits - - - 287,000 287,000 0%
6201 Materials & Supplies - - - 35,000 35,000 0%
6202 Tools - - - 12,000 12,000 0%
6203 Office Supplies - - - 10,000 10,000 0%
6204 Chemicals - - - 131,000 131,000 0%
6301 Contract Services - - - 367,000 367,000 0%
6303 Printing & Publishing - - - 1,000 1,000 0%
6304 Legal Services - - - 5,000 5,000 0%
6305 Treatment Services 8,496,012 8,586,000 8,524,162 7,844,000 (742,000)-9%
6307 Uniforms - - - 8,000 8,000 0%
6401 Utilities - - - 1,000 1,000 0%
6402 Telephone - - - 3,000 3,000 0%
6403 Electricity - - - 260,000 260,000 0%
6404 Fuel - - - 12,000 12,000 0%
6406 Postage - - - 1,000 1,000 0%
6501 Membership & Dues - - - 4,000 4,000 0%
6502 Professional
Development - - - 5,000 5,000 0%
6504 Meetings - - - 2,000 2,000 0%
6505 Employee Recognition - - - 1,000 1,000 0%
TREATMENT TOTAL $ 8,496,012 $ 8,586,000 $ 8,524,162 $ 9,555,000 $ 969,000 11%
FISCAL YEAR BUDGET 2021-2022 | PAGE 116
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
TRANSMISSION & DISTRIBUTION
5101 Regular Labor $ 303,374 $ 335,000 $ 339,688 $ 419,000 $ 84,000 25%
5103 Overtime 4,674 9,000 9,805 9,000 - 0%
5200 Benefits 154,259 176,000 166,304 209,000 33,000 19%
6201 Materials & Supplies 21,009 31,000 14,036 31,000 - 0%
6202 Tools 695 5,000 12,111 5,000 - 0%
6301 Contract Services 281,281 243,000 140,356 273,000 30,000 12%
6307 Uniforms 2,155 4,000 2,234 4,000 - 0%
6310 Street Services - - - - - 0%
TRANSMISSION & DIST. TOTAL $ 767,447 $ 803,000 $ 684,534 $ 950,000 $ 147,000 18%
CUSTOMER SERVICE
5101 Regular Labor $ 103,555 $ 178,500 $ 137,892 $ 195,900 $ 17,400 10%
5102 Temporary Labor 6,083 - - - - 0%
5103 Overtime 1,622 2,100 - 2,100 - 0%
5200 Benefits 64,095 47,700 89,108 59,400 11,700 25%
6201 Materials & Supplies 745 1,500 2,374 1,500 - 0%
6202 Tools - - - - - 0%
6203 Office Supplies 827 1,200 799 1,200 - 0%
6301 Contract Services 62,335 40,200 53,383 40,200 - 0%
6302 Banking Services 77,044 51,700 72,436 48,700 (3,000)-6%
6303 Printing & Publishing 1,789 3,000 1,593 3,000 - 0%
6304 Legal Services - 1,500 - 1,500 - 0%
6306 Rents & Leases 3,374 - - - - 0%
6307 Uniforms 561 1,200 1,431 1,200 - 0%
6308 Billing Services 17,211 15,600 16,660 18,000 2,400 15%
6309 Shut Off Notice Services - - - - - 0%
6402 Telephone 2,009 - 4,586 - - 0%
6406 Postage 35,478 45,900 41,000 45,900 - 0%
6501 Membership & Dues - 300 - 300 - 0%
6502 Professional
Development 190 4,500 - 4,500 - 0%
6503 Education Assistance - - - - - 0%
6703 Cash Over/Short 2,175 300 - 300 - 0%
6704 Bad Debt Expense 1,564 3,900 - 900 (3,000)-77%
CUSTOMER SERVICE TOTAL $ 380,657 $ 399,100 $ 421,262 $ 424,600 $ 25,500 6%
EAST VALLEY WATER DISTRICT | PAGE 117
WASTEWATER FUND
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
ADMINISTRATION
5101 Regular Labor $ 1,072,024 $ 1,029,100 $ 1,051,563 $ 1,061,600 $ 32,500 3%
5102 Temporary Labor 202 - - - - 0%
5103 Overtime 10,520 17,700 8,454 17,700 - 0%
5104 Standby 7,206 2,000 6,701 2,000 - 0%
5200 Benefits 515,793 526,000 523,157 530,350 4,350 1%
6201 Materials & Supplies 75,883 65,500 61,637 78,150 12,650 19%
6202 Tools 5,068 3,100 1,757 3,100 - 0%
6203 Office Supplies 5,941 8,500 3,714 7,600 (900)-11%
6301 Contract Services 443,792 388,050 502,146 579,000 190,950 49%
6302 Banking Services 2,696 6,000 3,653 5,400 (600)-10%
6303 Printing & Publishing 31,668 44,600 56,618 51,200 6,600 15%
6304 Legal Services 43,555 54,000 32,298 48,000 (6,000)-11%
6306 Rents & Leases 5,353 3,750 5,116 5,000 1,250 33%
6307 Uniforms 4,343 5,850 3,370 5,850 - 0%
6311 Landscape Services 21,758 14,000 11,680 32,750 18,750 134%
6312 Janitorial Services 41,877 33,600 37,263 36,100 2,500 7%
6314 Litigation Services - 12,000 6,544 12,000 - 0%
6401 Utilities 10,372 3,500 8,653 3,500 - 0%
6402 Telephone 18,372 27,400 18,059 16,450 (10,950)-40%
6403 Electricity 24,250 30,000 27,961 27,500 (2,500)-8%
6404 Fuel 39,599 12,500 13,876 13,500 1,000 8%
6405 Permits 19,850 57,900 18,815 58,200 300 1%
6406 Postage 5,010 15,900 5,868 12,300 (3,600)-23%
6501 Memberships & Dues 28,778 32,600 42,308 35,300 2,700 8%
6502 Professional
Development 20,502 46,350 6,349 37,650 (8,700)-19%
6503 Education Assistance 853 3,900 - 6,900 3,000 77%
6504 Meetings 4,953 11,600 1,837 6,600 (5,000)-43%
6505 Employee Recognition 7,715 8,100 2,899 11,100 3,000 37%
6701 General Insurance 88,153 19,700 122,880 98,000 78,300 397%
6702 Insurance Claims 3,191 3,000 22 3,000 - 0%
6702 Bad Debt Expense - - - 300 300 0%
6705 OPEB Retirees 92,716 49,700 45,924 59,300 9,600 19%
ADMINISTRATION TOTAL $ 2,651,993 $ 2,535,900 $ 2,631,122 $ 2,865,400 $ 329,500 13%
TOTAL OPERATING EXPENSES $ 12,296,109 $ 12,324,000 $ 12,261,080 $ 13,795,000 $ 1,471,000 12%
FISCAL YEAR BUDGET 2021-2022 | PAGE 118
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
OTHER USES
7101 Debt Principal $ 105,000 $ 110,000 $ 110,000 $ 170,000 $ 60,000 55%
7102 Debt Interest 185,465 203,000 158,476 100,000 (103,000)-51%
7500 Reserve Contribution 443,338 - (196,328) - - 0%
8101 Capital Outlay 64,667 435,000 550,000 50,000 (385,000)-89%
8999 Capital Improvement
Program 185,927 395,000 395,000 217,000 (178,000)-45%
OTHER USES TOTAL $ 984,397 $ 1,143,000 $ 1,017,148 $ 537,000 $ (606,000)-53%
SUMMARY
Total Revenue $ 13,280,506 $ 13,467,000 $ 13,278,228 $ 14,332,000 $ 865,000 6%
Total Operating Expenses 12,296,109 12,324,000 12,261,080 13,795,000 1,471,000 12%
Total Other Expenses 984,397 1,143,000 1,017,148 537,000 (606,000)-53%
Transfer from Reserves - - - - - 0%
TOTAL $13,280,506 $ 13,467,000 $ 13,278,228 $14,332,000 $ 865,000 6%
NET $ - $ - $ - $ - $ - 0%
EAST VALLEY WATER DISTRICT | PAGE 119
WASTEWATER FUND
$2M
$4M
$6M
$8M
$10M
$12M
$14M $14,332,000
$13,795,000
$12,324,000$11,569,000$12,395,000$11,699,000
$10,164,000
$11,687,000 $11,944,000
$13,884,000 $13,467,000
$13,319,000
Wastewater Fund Revenues vs. Expenses
FY 2016-17
Actual
FY 2017-18
Actual
FY 2018-19
Actual
FY 2019-20
Projected
FY 2020-21
Projected
FY 2021-22
Proposed
Operating Expenses Revenues
FISCAL YEAR BUDGET 2021-2022 | PAGE 120
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 121
CONSOLIDATED
FINANCIAL SCHEDULES
CO
N
S
O
L
I
D
A
T
E
D
FI
N
A
N
C
I
A
L
S
C
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E
D
U
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E
S
The District conducts an extensive process gathering
input from internal staff and the community throughout
the budget development and review process.
FISCAL YEAR BUDGET 2021-2022 | PAGE 122
Consolidated Financial Summary
Overview of revenues and other financing sources and expenditures.
DISTRICT-WIDE SUMMARY
EAST VALLEY WATER DISTRICT | PAGE 123
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
REVENUES
4100 Water Sales $ 16,899,286 $ 16,868,000 $ 18,210,000 $ 17,288,000 $ 420,000 2%
4200 Meter Charges 9,025,766 9,020,000 9,071,000 9,280,000 260,000 3%
4301 Late Fee Payment 566,100 388,000 239,598 235,000 (153,000)-39%
4400 Wastewater
Collection Charges 4,647,347 4,656,000 4,641,835 4,815,000 159,000 3%
4500 Wastewater
Treatment Charges 8,496,012 8,586,000 8,524,162 8,708,000 122,000 1%
4605 Other Operating
Charges 151,114 58,000 278,930 721,000 663,000 1143%
4701 Interest Income 524,661 255,000 49,753 207,000 (48,000)-19%
4704 Miscellaneous
Revenue 34,394 34,000 67,741 50,000 16,000 47%
TOTAL REVENUES $ 40,344,680 $ 39,865,000 $ 41,083,019 $ 41,304,000 $ 1,439,000 4%
EXPENSES – OPERATING BY PROGRAM
1000 Governing Board $ 200,199 $ 257,000 $ 235,496 $ 244,000 $ (13,000)-5%
2000 General
Administration 1,197,386 1,302,000 1,244,469 1,329,000 27,000 2%
2100 HR/Risk
Management 1,135,217 1,325,000 1,137,994 1,672,000 347,000 26%
2200 Public Affairs 1,245,116 1,589,000 1,295,695 1,844,000 255,000 16%
2300 Conservation 390,599 624,000 287,561 614,000 (10,000)-2%
3000 Finance 1,191,230 1,272,000 1,267,267 1,271,000 (1,000)0%
CONSOLIDATED FINANCIAL SCHEDULES
FISCAL YEAR BUDGET 2021-2022 | PAGE 124
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
3200 Information Technology $ 764,586 $ 973,000 $ 813,361 $ 1,237,000 $ 264,000 27%
3300 Customer Service 1,450,324 1,507,000 1,329,544 1,447,000 (60,000)-4%
3400 Meter Services 270,964 290,000 286,064 321,000 31,000 11%
4000 Engineering 1,180,831 1,544,000 1,126,459 1,592,000 48,000 3%
5000 Water Production Admin 533,389 600,000 521,521 568,000 (32,000)-5%
5000-51 Source of Supply 2,718,145 2,834,000 2,922,037 2,861,000 27,000 1%
5000-52 Pumps & Boosters 417,021 611,000 739,994 659,000 48,000 8%
5000-54 Trans & Distribution 391,918 448,000 471,009 451,000 3,000 1%
5100 Water Treatment 816,777 905,000 952,159 900,000 (5,000)-1%
5200 Water Quality 463,689 480,000 425,318 521,000 41,000 9%
6000 Maintenance Admin 391,156 434,000 510,984 420,000 (14,000)-3%
6100 Water Maintenance 2,891,673 2,485,000 2,844,896 2,658,000 173,000 7%
6200 Wastewater
Maintenance 9,263,459 9,389,000 684,536 950,000
(8,439,000)-90%
6300 Wastewater Treatment
(SBMWD/SNRC) - - 8,524,162 9,555,000 9,555,000 0%
7000 Facilities Maintenance 1,081,687 1,022,000 1,253,957 1,216,000 194,000 19%
7100 Fleet Maintenance 595,924 500,000 679,224 563,000 63,000 13%
SUBTOTAL OPERATING
EXPENSES $ 28,591,290 $ 30,391,000 $ 29,553,707 $ 32,893,000 $ 2,502,000 8%
EXPENSES – OTHER
Debt Service $ 4,249,104 $ 4,379,000 $ 4,182,184 $ 3,352,000 $ (1,027,000)-23%
Capital Outlay 995,634 1,630,000 1,871,000 1,130,000 (500,000)-31%
Capital Improvement 4,118,690 3,465,000 3,993,000 3,929,000 464,000 13%
Transfer to Reserves 2,389,962 - 1,483,128 - - 0%
Transfer from Reserves - - - - - 0%
SUBTOTAL OTHER EXPENSES $ 11,753,390 $ 9,474,000 $ 11,529,312 $ 8,411,000 $(1,063,000)-11%
TOTAL $ 40,344,680 $ 39,865,000 $ 41,083,019 $ 41,304,000 $ 1,439,000 4%
NET $ - $ - $ - $ - $ - -
CONSOLIDATED FINANCIAL SCHEDULES
EAST VALLEY WATER DISTRICT | PAGE 125
ITEMIZED OPERATING EXPENSE SUMMARY
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 6,819,784 $ 6,877,000 $ 6,076,532 $ 7,679,000 $ 802,000 12%
5102 Temporary Labor 20,951 - - - - -
5103 Overtime 391,234 388,000 403,000 390,000 2,000 1%
5104 Standby 39,570 35,000 40,000 35,000 - 0%
5200 Benefits 3,362,631 3,641,000 3,349,000 4,019,000 378,000 10%
PERSONNEL TOTAL $ 10,634,170 $ 10,941,000 $ 9,868,532 $ 12,123,000 $ 1,182,000 11%
WATER SUPPLY
6101 Purchased Water $ 704,460 $ 400,000 $ 31,000 $ 400,000 $ - 0%
6102 Replenishment 111,625 304,000 149,000 304,000 - 0%
6103 Water Assessment 16,811 122,000 93,000 64,000 (58,000)-48%
WATER SUPPLY TOTAL $ 832,896 $ 826,000 $ 273,000 $ 768,000 $ (58,000)-7%
OTHER OPERATING EXPENSES
6201 Materials & Supplies $ 664,055 $ 715,000 $ 978,000 $ 835,000 $ 120,000 17%
6202 Tools 62,289 54,000 51,000 66,000 12,000 22%
6203 Office Supplies 28,169 41,000 20,000 48,000 7,000 17%
6204 Chemicals 256,895 350,000 203,000 481,000 131,000 37%
6205 Conservation Rebates 144,259 145,000 48,000 124,000 (21,000)-14%
6301 Contract Services 2,665,509 3,017,000 2,715,000 4,069,000 1,052,000 35%
6302 Banking Services 265,800 259,000 222,000 247,000 (12,000)-5%
6303 Printing & Publishing 138,058 358,000 117,000 386,000 28,000 8%
6304 Legal Services 148,213 186,000 88,000 171,000 (15,000)-8%
6305 Treatment Services 8,496,012 8,586,000 7,715,000 7,844,000 (742,000)-9%
6306 Rents & Leases 29,090 15,000 19,000 20,000 5,000 33%
6307 Uniforms 67,078 90,000 52,000 103,000 13,000 14%
6308 Billing Services 57,369 52,000 54,000 60,000 8,000 15%
6309 Shut Off Notice Services 201,217 195,000 - 50,000 (145,000)-74%
6310 Street Services 522,959 325,000 481,000 525,000 200,000 62%
6311 Landscape Services 173,757 145,000 158,600 220,000 75,000 52%
6312 Janitorial Services 139,589 134,000 133,000 144,000 10,000 7%
6314 Litigation Services - 40,000 20,000 40,000 - 0%
6401 Utilities 38,214 24,000 44,000 25,000 1,000 4%
6402 Telephone 79,899 157,000 104,000 118,000 (39,000)-25%
FISCAL YEAR BUDGET 2021-2022 | PAGE 126
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
6403 Electricity $ 1,669,011 $ 1,920,000 $ 2,201,168 $ 2,270,000 $ 350,000 18%
6404 Fuel 131,996 125,000 114,000 147,000 22,000 18%
6405 Permits 154,703 293,000 148,000 294,000 1,000 0%
6406 Postage 140,586 245,000 146,000 221,000 (24,000)-10%
6501 Memberships 98,897 126,000 128,000 169,000 43,000 34%
6502 Professional
Development 77,387 194,000 30,000 172,000 (22,000)-11%
6503 Education Assistance 2,842 16,000 - 26,000 10,000 63%
6504 Meetings 18,364 45,000 3,000 31,000 (14,000)-31%
6505 Employee Recognition 25,716 27,000 9,000 38,000 11,000 41%
6701 General Insurance 293,844 399,000 410,000 660,000 261,000 65%
6702 Insurance Claims 10,636 10,000 - 10,000 - 0%
6703 Cash Over/Short 7,251 1,000 - 1,000 - 0%
6704 Bad Debt 5,213 16,000 11,000 6,000 (10,000)-63%
6705 OPEB Retirees 309,053 319,000 137,000 351,000 32,000 10%
OTHER OPERATING
EXPENSES $ 17,123,930 $18,624,000 $ 16,559,768 $ 19,972,000 $ 1,348,000 7%
TOTAL OPERATING EXPENSES $ 28,590,996 $ 30,391,000 $ 26,701,300 $ 32,863,000 $ 2,472,000 8%
and accounted for at the Program level.
Operating expenses are identified
EAST VALLEY WATER DISTRICT | PAGE 127
PROGRAM SUMMARIES
PR
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Program-based budgeting allows for costs to be clearly
identified while easily measuring benefits as outlined in the Key
Performance Indicators and completion of Goals and Objectives.
POSITION SUMMARY SCHEDULE
PROGRAM DESCRIPTIONS
PROGRAM SUMMARIES
FISCAL YEAR BUDGET 2021-2022 | PAGE 128
Program Descriptions
Comprehensive information for each functional program within the District provides a higher
degree of operational detail.
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 analysis, 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 the District-wide (agency) Goals for the upcoming fiscal year. KPIs 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 community members 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. AWWA standards help improve both operational efficiency
and managerial effectiveness.
The FY 2021-22 Budget is organized into the following summary programs:
• Governing Board
• General Administration
• Human Resources
• Public Affairs
• Conservation
• Finance & Accounting
• Information Technology
• Customer Service
• Meter Services
• Engineering
• Water Production
• Water Treatment
• Water Quality
• Water Maintenance
• Wastewater Maintenance
• NEW Water Reclamation
• Facilities Maintenance
• Fleet Maintenance
EAST VALLEY WATER DISTRICT | PAGE 129
PROGRAM SUMMARIES
FISCAL YEAR BUDGET 2021-2022 | PAGE 130
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 position changes for FY 2021-22 include nine Plant Operators, Technicians and Administrative
staff for the new Sterling Natural Resource Center, and an additional Customer Service Representative.
The table below summarizes the number of full-time personnel by Program. All authorized positions are funded in the
proposed budget for FY 2021-22. Part-time positions are included in the program descriptions and not shown below.
Full-Time Staffing Summary by Program
Program FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Actual
2000 General Administration 3 3 3
2100 Human Resources 2 2 2
2200 Public Affairs 5 4 4
2300 Conservation 1 1 1
3000 Finance & Accounting 6 6 6
3200 Information Technology 3 3 3
3300 Customer Service 5 6 7
3400 Meter Services 3 3 3
4000 Engineering 6 5 5
5000 Water Production 7 7 7
5100 Water Treatment 2 2 2
5200 Water Quality 2 2 2
6100 Water Maintenance 15 15 15
6200 Wastewater Maintenance 4 4 4
6300 Water Reclamation 0 0 9
7000 Facilities Maintenance 2 2 2
7100 Fleet Maintenance 1 1 1
TOTAL 67 66 76
EAST VALLEY WATER DISTRICT | PAGE 131
PROGRAM SUMMARIES
Total Authorized Positions
continues to evaluate staffing needs to ensure all
services are addressed by a high-quality workforce.
East Valley Water District
FY
2020-21
FY
2019-20
FY
2018-19
FY
2017-18
FY
2016-17
FY
2015-16
66
67
68 68
69
67
FY
2021-22
76
All authorized positions are approved by the Governing
Board for employment by the end of the fiscal year.
FISCAL YEAR BUDGET 2021-2022 | PAGE 132
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 133
GO
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Governing Board
HUMAN RESOURCES
Governing Board
GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Governing Board Members 5
Elected Officials 5
Ratepayers/Community Members
Governing Board Chairman
Governing Board Vice Chairman
Governing Board Members
Program Structure
The Governing Board is the District’s
legislative body responsible for serving as
the organizational policy makers.
FISCAL YEAR BUDGET 2021-2022 | PAGE 134
FLEET MAINTENANCE
Governing Board
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.
EAST VALLEY WATER DISTRICT | PAGE 135
GOALS OBJECTIVES
#1 Provide Organizational
Direction and Set
Expectations through Policy
Decisions Consistent with
the Five-Year Work Plan
1. Evaluate COVID-19 short and long-term impacts that may need policy or
board action for operational changes.
2. Conduct General Manager/CEO annual evaluation, including establishment
of FY 2022-23 Goals.
3. Consider actions related to the NFWC.
#2 Address Policy Decisions
Related to the SNRC
1. Consider agenda items related to project completion and
commencement of the SNRC.
2. Consider and approve operational and staffing plans related to SNRC
business activities.
3. Participate in activities that encourage community engagement for
the SNRC.
#3 Update the District-Wide
Succession Plan
1. Consider taking action on the District’s Succession Plan.
2. Establish an Ad-Hoc Committee to participate in the District’s Succession
Planning process.
3. Consider agenda items related to the District’s staffing plan.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Provide Organizational Direction
and Set Expectations through
Policy Decisions
• Adopted and implemented protocols and polices related to COVID-19
pandemic.
• Conducted General Manager/CEO Annual Evaluation and established FY
2020-21 goals.
• Established Board leadership positions.
Goal 02
Address Policy Related Decisions
Related to the SNRC
• Participated in activities that encouraged community engagement for
the SNRC.
• Approved agreement with Valley District for the regional recycled water
pipeline and Weaver Recharge Basins.
Goal 03
Make Financial Decisions
that Result in Stability and
Understanding Operational
Complexities
• Approved agenda items related to Community Facilities Districts.
• Approved refunding of District revenue bonds resulting in $390,000 in
annual savings.
• Evaluated and considered agenda items related to water/wastewater
rate studies.
Goal 04
Conduct all Activities Required for
the Governing Board Election
• Coordinated with the San Bernardino County Registrar of Voters for the
2020 elections.
• Updated and posted electoral information on the District’s website.
• Updated the Candidate Orientation Program.
GOVERNING BOARD
Significant Changes
Professional development is experiencing a temporary cost savings due to
Board members attending leadership trainings virtually rather than in person.
The District also conducted board meetings virtually due to COVID-19.
Levels of Service
The Governing Board has four 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 Ongoing
Professional Development (I-B)
• Provide Quality Information to Encourage Community
Engagement (II-D)
• Strengthen Regional, State and National Partnerships (I-C)
FISCAL YEAR BUDGET 2021-2022 | PAGE 136
Program Budget
Allocation
$244,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 137
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
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 12 11 10
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 160 217 165 205
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 76,146 $ 105,000 $ 88,200 $ 105,000 $ - 0%
5200 Benefits 83,833 85,000 81,827 88,000 3,000 4%
OPERATING EXPENSES
6201 Materials & Supplies 1,684 1,000 261 2,000 1,000 100%
6301 Contract Services 17,500 10,000 63,063 18,000 8,000 80%
6307 Uniforms - 1,000 - 1,000 - 0%
6502 Professional Development 21,036 55,000 2,145 30,000 (25,000)-45%
GOVERNING BOARD TOTAL $ 200,199 $ 257,000 $ 235,496 $ 244,000 $ (13,000)-5%
FISCAL YEAR BUDGET 2021-2022 | PAGE 138
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EAST VALLEY WATER DISTRICT | PAGE 139
General Administration
GE
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HUMAN RESOURCES
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
FISCAL YEAR BUDGET 2021-2022 | PAGE 140
FLEET MAINTENANCE
GOVERNING BOARD
General Administration
General Administration is responsible for
overseeing the day-to-day operations.
Program Personnel
General Manager/CEO 1
District Clerk 1
Sr. Administrative Assistant 1
Total Full-Time 3
Governing Board
General Manager/CEO
District Clerk
Sr. Administrative Assistant
Program Structure
General Administration
FUNCTION
General Administration is responsible for ensuring the District’s business and daily
activities are performed following Federal, State, and District board approved policies.
The General Manager/CEO provides daily oversight for interagency relations for
advancing the District’s initiatives. Additionally, the General Manager implement’s
strategic planning for future operations and capital improvement funding requirements
and resource allocation. Lastly, Administration is responsible for implementing the
District’s Vision, maintaining official records, promoting public trust, and ensuring
transparency compliance.
EAST VALLEY WATER DISTRICT | PAGE 141
GOALS OBJECTIVES
#1 Complete Consolidation/
Dissolution of NFWC
1. Continue to acquire remaining 33 shares of NFWC not owned by the District.
2. Develop NFWC agreement tracking procedure that includes an annual
compliance review.
3. Coordinate with Finance and Operations to track activity of NFWC
agreements and establish an alert in the District’s utility billing system.
#2 Develop Document
Management Process
1. Enhance the District’s electronic document repository by developing a
naming convention for efficient document retrieval.
2. Identify and prioritize unscanned vital documents and incorporate them into
the electronic document repository.
3. Coordinate and train District staff to ensure the document repository system
is used consistently.
#3 Implement Agenda
Management Platform
1. Coordinate with Public Affairs to develop agenda, staff report, and
minute templates.
2. Facilitate training sessions for staff, Community Advisory
Commissioner’s, and the Governing Board
3. Complete parallel testing of new platform to ensure continuity in public
noticing requirements.
4. Complete transition to new agenda management platform by
December 2021.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Complete Reaccreditation
Process for Special District
Leadership Foundation’s (SDLF)
District Transparency Certificate
of Excellence and District of
Distinction Accreditation
• Completed reaccreditation process and received SDLF District
Transparency Certificate of Excellence and District of Distinction Certificate.
Goal 02
Complete Consolidation/
Dissolution of NFWC
• Increased the District’s stock ownership of the NFWC to 99.8%.
• Held public hearing to initiate eminent domain proceedings to acquire
remaining issued shares.
Goal 03
Develop agenda policy and
procedures to standardize
business processes
• Identified industry best practices to be included in the agenda policy
handbook.
• Prepared draft policy and distributed to staff for comments and
suggestions.
Other
Accomplishments
• Implemented protocols for holding virtual meetings due to COVID-19.
• Conducted candidate orientations for 2020 Governing Board Elections.
• Updated the District’s Conflict of Interest Code.
• The Adopt-A-School program supported by the District’s Employee Events
Association, increased donations which included gift cards, distance
learning supplies, and other school requested items.
GENERAL ADMINISTRATION
Significant Changes
None.
Levels of Service
The General 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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 142
Program Budget
Allocation
$1,329,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 143
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
II-A Make administrative documents available online 50 61 55 51
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 3,083 2,770 2,770*
I-B Participate in Professional Development
Opportunities 6 9 8 20
*Not able to reduce boxes due to COVID-19 restrictions.
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 549,112 $ 525,000 $ 571,248 $ 553,000 $ 28,000 5%
5103 Overtime 3,218 3,000 1,862 3,000 - 0%
5200 Benefits 294,560 332,000 343,209 339,000 7,000 2%
OPERATING EXPENSES
6201 Materials & Supplies 3,477 2,000 679 2,000 - 0%
6203 Office Supplies 2,587 3,000 1,270 3,000 - 0%
6301 Contract Services 141,415 166,000 121,500 167,000 1,000 1%
6303 Printing & Publishing 1,239 1,000 1,070 1,000 - 0%
6304 Legal Services 106,048 100,000 66,464 90,000 (10,000)-10%
6307 Uniforms 174 1,000 346 1,000 - 0%
6314 Litigation Services - 40,000 21,815 40,000 - 0%
6402 Telephone 4,453 3,000 2,639 3,000 - 0%
6406 Postage 20 - 34 1,000 1,000 100%
6501 Memberships & Dues 79,855 91,000 108,583 95,000 4,000 4%
6502 Professional Development 10,934 20,000 1,447 16,000 (4,000)-20%
6503 Education Assistance - - - 15,000 15,000 100%
6504 Meetings - 15,000 2,303 - (15,000)-100%
GENERAL ADMIN TOTAL $ 1,197,092 $ 1,302,000 $1,244,469 $ 1,329,000 $ 27,000 2%
FISCAL YEAR BUDGET 2021-2022 | PAGE 144
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EAST VALLEY WATER DISTRICT | PAGE 145
Human Resources
HU
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GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Director of Administrative Services 1
Human Resources Coordinator 1
Total Full-Time 2
General Manager/CEO
Director of Administrative Services
Human Resources Coordinator
Program Structure
Human Resources is responsible for
personnel-related programs.
FISCAL YEAR BUDGET 2021-2022 | PAGE 146
FLEET MAINTENANCE
Human Resources
GOVERNING BOARD
Human Resources
FUNCTION
Human Resources is responsible for administering programs to attract and retain a
diverse and qualified workforce. To remain an industry leader, the program analyzes
the compensation and benefits packages against the market and implements new
initiatives based upon market demands.
Acknowledging the need to build a work-life balance to support a successful
workforce, Human Resources creates programs focused on the health and wellness
of all employees. Additionally, HR administers the Risk Management Program to
mitigate personnel injuries, property damage and financial loss for the District.
EAST VALLEY WATER DISTRICT | PAGE 147
GOALS OBJECTIVES
#1 Implement Workforce
Programs in Support of
the SNRC
1. Develop and execute a marketing strategy to attract quality candidates to
apply for SNRC employment opportunities.
2. Recruit and onboard new SNRC treatment plant staff.
3. Coordinate with Balfour Beatty and Engineering on treatment plant
commissioning and training of treatment plant staff.
#2 Promote a Positive
Organizational Culture that
Maintains a Supportive
and Encouraging Work
Environment
1. Update the District’s Succession Plan to identify organizational growth
and provide training and development opportunities for staff.
2. Develop an action plan for the retirement of five leadership positions
identified in the District’s succession plan and prepare for internal and/or
external recruitments.
3. Engage staff in post-pandemic work scheduling discussions and
create a policy that maintains District work expectations while allowing
scheduling flexibility.
#3 Promote Regional
Involvement and Provide
Workforce Experience and
Educational Opportunities
1. Promote the Water and Resource Management Pathway’s value to local
industry employers.
2. Develop and implement a paid internship program for local youth to
encourage work experience opportunities and prepare a pipeline of talent
for the water industry.
3. Create a marketing campaign to educate the community about SNRC
volunteer opportunities.
PROGRAM SUMMARIES
Directly Supports
a
District-Wide G
o
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Directly Support
s
a
District-Wide Go
a
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Initiate Programs in Support of the
SNRC Workforce Needs
• Created new job classifications and generated job descriptions and pay
scales for the SNRC classifications.
• Developed a marketing strategy to attract quality candidates to apply for
SNRC employment opportunities.
Goal 02
Promote a Positive Organizational
Culture that Maintains a
Supportive and Encouraging Work
Environment
• Identified staffing needs over the next three years including the addition
of SNRC operations and administrative staff as well as preparing for
approaching retirements of those in leadership roles.
• Conducted a comprehensive compensation analysis and updated District
salary schedule accordingly.
Goal 03
Promote Regional Involvement
and Provide Workforce Experience
and Educational Opportunities
• Elevated the Water and Resource Management Pathway Program by
opening to all SBCUSD high school students and partnering with San
Bernardino Valley College and Tomorrow’s Talent.
• Partner with the Harbor Freight Fellowship Program to provide internship
opportunities to Water and Resource Management Pathway students.
Other
Accomplishments
• The District was recognized as the Top Workplace in the Inland Empire
for the small employer category. This is the District’s 6th consecutive year
being recognized as a Top Workplace.
• Created and implemented COVID-19 related policies and procedures
addressing individual responsibility, screening and testing for symptoms,
cleaning and disinfecting, as well as managing adjusted staffing schedules.
• Negotiated a 3-year MOU considering long-term financial commitments
and employee morale. (Carryover from FY 2019-20; postponed due to
COVID-19)
HUMAN RESOURCES
Significant Changes
Meetings have decreased 40% due to the COVID-19
pandemic.
Employee recognition increased 35% due to anticipated
retirements.
Contract services increased 10% for SNRC recruitment,
Educational Partnership (Pathway Internship Program)
and NEOGOV Onboarding Programs.
FISCAL YEAR BUDGET 2021-2022 | PAGE 148
Program Budget
Allocation
$1,672,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 149
Levels of Service
The Human Resources Program has five 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 Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
I-D Percentage of annual non-retirement employee
turnover <7%3%3%3%
I-D Annual performance appraisals completed in a
timely manner 95%100%100%100%
II-D Enrollment in District volunteer program 5 7 3 0*
III-C Maintain high level of employee participation in
annual employee engagement survey 90%96%95%100%
III-D Utilization rate of District’s Employee Assistance
Program >10%20%24%19%
*Not able to complete due to COVID-19 restrictions.
on the management and development of
employees in an organization.
Human Resources focuses
FISCAL YEAR BUDGET 2021-2022 | PAGE 150
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 256,268 $ 243,000 $ 265,294 $ 296,000 $ 53,000 22%
5102 Temporary Labor 674 - - - - 0%
5103 Overtime 1,477 3,000 551 3,000 - 0%
5200 Benefits 158,220 151,000 146,288 172,000 21,000 14%
OPERATING EXPENSES
6201 Materials & Supplies 1,697 8,000 4,630 6,000 (2,000)-25%
6203 Office Supplies 830 2,000 1,250 1,000 (1,000)-50%
6301 Contract Services 50,748 125,000 125,369 100,000 (25,000)-20%
6303 Printing & Publishing 182 1,000 566 1,000 - 0%
6304 Legal Services 4,826 15,000 5,943 15,000 - 0%
6402 Telephone 553 - 877 -
6406 Postage 48 1,000 221 1,000 - 0%
6501 Memberships & Dues 4,540 5,000 12,593 5,000 - 0%
6502 Professional Development 11,056 11,000 223 11,000 - 0%
6504 Meetings 4,850 5,000 1,771 3,000 (2,000)-40%
6505 Employee Recognition 25,716 27,000 9,664 37,000 10,000 37%
6701 General Insurance 293,844 399,000 409,601 660,000 261,000 65%
6702 Insurance Claims 10,636 10,000 72 10,000 - 0%
6705 Retiree Benefits 309,052 319,000 153,081 351,000 32,000 10%
HUMAN RESOURCES TOTAL $ 1,135,217 $ 1,325,000 $ 1,137,994 $ 1,672,000 $ 347,000 26%
HUMAN RESOURCES CONT.
EAST VALLEY WATER DISTRICT | PAGE 151
Public Affairs
PU
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GENERAL ADMINISTRATION
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Director of Strategic Services 1
Conservation/Public Affairs Manager 1
Public Affairs Specialist 1
Public Affairs Coordinator 1
Total Full-Time 4
Part-Time
Community Relations Representative 1
Total Part-Time 1
General Manager/CEO
Director of Strategic Services
Program Structure
Public Affairs oversees internal and
external communication programs.
FISCAL YEAR BUDGET 2021-2022 | PAGE 152
FLEET MAINTENANCE
GOVERNING BOARD
Conservation/Public Affairs Manager
Public Affairs Specialist
Public Affairs Coordinator
Community Relations Representative
Public Affairs
HUMAN RESOURCES
Public Affairs
FUNCTION
Public Affairs oversees internal and external communication programs consistent
with the District’s Vision and guiding principles. Through community and media
relations, the Program provides effective and strategic communications to various
stakeholders. The Program is also responsible for grant writing, emergency
preparedness, and facility rental programs.
EAST VALLEY WATER DISTRICT | PAGE 153
GOALS OBJECTIVES
#1 Advance Construction
of the SNRC and Prepare for
Facility Operations
1. Develop and complete Administration Center Facility Use Plan including
rentals, site safety considerations, and hosted events.
2. Coordinate with San Bernardino International Airport Authority to obtain
approval for the updates to the Wildlife Management Plan and obtain
approval for remaining non-wastewater treatment approvals.
3. Identify and engage community stakeholders around the SNRC to maximize
participation for one public event to foster community involvement.
#2 Utilize Communication
Methods that Enhance the
District’s Brand
1. Develop English and Spanish community outreach materials for customers
impacted by District capital projects.
2. Highlight the District premier agency status with presentation and
engagements with national and regional organizations including ACWA,
CMUA, CSDA, CAPIO, and PRSA.
3. Develop internal and external educational material for the 2022 rate
change.
4. Develop, implement, and measure digital outreach tools to increase
customer engagement and the digital presence of the District.
#3 Advance the
District’s Emergency
Preparedness Program
1. Hold bi-annual reviews of the Emergency Response and Hazard Mitigation
Plans and ensure the SNRC is included.
2. Ensure compliance with State and local COVID-19 reporting requirements.
3. Conduct quarterly training events focused on emergency preparedness and
Incident Command System (ICS) protocol, hold monthly Integrated Public
Alert and Warning System (IPAWS) training for platform users.
PROGRAM SUMMARIES
Directly Support
s
a
District-Wide G
o
a
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Advance Construction of the SNRC
and Prepare for Facility Operations
• Created outreach materials, social media content and community updates/
notifications to promote the construction status and future programs of the
SNRC.
• Coordinated with outside government agencies for necessary approvals
and review of relevant subject matter relating to the SNRC.
• Oversaw construction of the Administration Center and was within
allocated scope of the Guaranteed Maximum Price (GMP).
Goal 02
Utilize Communication Methods
that Enhance the District’s Brand
• Developed Proposition 218 notice and outreach campaign to inform
customers of proposed rate changes.
• Developed a campaign to educate customers on the value of reliable utility
and water quality services provided by the District.
• Created community notices for CIP programs impacting residents.
Goal 03
Advance the District’s Emergency
Preparedness Program to
Effectively Respond in an
Emergency
• Established community alert program utilizing the FEMA IPAWS system.
• Updated the District’s Hazard Mitigation Plan and received FEMA approval.
• Completed the Vulnerability Assessment and EPA Risk and Resiliency
Assessment.
Other
Accomplishments
• Developed outreach material for the AMI project completion.
• Developed script, filmed, and edited educational videos for the
Pathways program.
• Updated the District’s branding style guide to modernized stylistic approach
and enhance branding efforts.
PUBLIC AFFAIRS
Significant Changes
Additional contract services relating to the construction
and preparation for operations of the SNRC have been
incorporated in the Public Affairs budget.
The COVID-19 health emergency limited the number of
presentations completed due to the cancellation of events.
FISCAL YEAR BUDGET 2021-2022 | PAGE 154
Program Budget
Allocation
$1,844,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 155
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)
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
III-A Update Emergency Response Plan 100%25%100%100%
III-A Number of Emergency Response training hours
per FTE 16 13 15 15
II-D Number of community event presentations 15 9 15 0
I-C Number of Community Advisory Commission
meetings conducted 6 6 6 6
II-B Number of followers on social media 100 943 1,399 1,638
solid public relationships built on a foundation of trust.Public Affairs establishes
FISCAL YEAR BUDGET 2021-2022 | PAGE 156
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 506,865 $ 532,000 $ 502,939 $ 569,000 $ 37,000 7%
5102 Temporary Labor - - - - - 0%
5103 Overtime 4,057 17,000 10,137 17,000 - 0%
5200 Benefits 202,649 269,000 204,645 265,000 (4,000)-1%
OPERATING EXPENSES
6201 Materials & Supplies 43,025 113,000 38,447 149,000 36,000 32%
6203 Office Supplies 2,557 3,000 899 2,000 (1,000)-33%
6301 Contract Services 352,363 329,000 393,452 508,000 179,000 54%
6303 Printing & Publishing 100,914 223,000 102,387 245,000 22,000 10%
6304 Legal Services 420 5,000 3,333 5,000 - 0%
6307 Uniforms 421 2,000 745 2,000 - 0%
6312 Janitorial Services - 2,000 - 2,000 - 0%
6402 Telephone 2,503 5,000 3,291 5,000 - 0%
6406 Postage 15,752 50,000 12,031 37,000 (13,000)-26%
6501 Memberships & Dues 3,061 6,000 21,469 9,000 3,000 50%
6502 Professional Development 2,088 15,000 1,920 16,000 1,000 7%
6503 Education Assistance 2,842 8,000 - 3,000 (5,000)-63%
6504 Meetings 5,599 10,000 - 10,000 - 0%
PUBLIC AFFAIRS TOTAL $ 1,245,116 $ 1,589,000 $ 1,295,695 $ 1,844,000 $ 255,000 16%
PUBLIC AFFAIRS CONT.
EAST VALLEY WATER DISTRICT | PAGE 157
Conservation
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GENERAL ADMINISTRATION
PUBLIC AFFAIRS
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Conservation Coordinator 1
Total Full-Time 1
Program Structure
Conservation encourages
sustainable water use.
FISCAL YEAR BUDGET 2021-2022 | PAGE 158
FLEET MAINTENANCE
GOVERNING BOARD
General Manager/CEO
Director of Strategic Services
Conservation/Public Affairs Manager
Conservation Coordinator
Conservation
HUMAN RESOURCES
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, tracking and monitoring legislative
affairs and advocating on behalf of the District’s legislative platform.
EAST VALLEY WATER DISTRICT | PAGE 159
GOALS OBJECTIVES
#1 Coordinate Necessary
Program Working Groups
to Complete Conservation
Reports
1. Facilitate working group meetings for the purpose of tracking informational
data requests for State mandated reports.
2. Complete and submit the District’s Drought Risk Assessment report to
comply with the State’s new reporting requirements.
#2 Evaluate Rebate
Program Success and
Implement Program
Enhancements
1. Coordinate with the Information Technology to develop a
geographical rebate tool for strategic outreach.
2. Develop and implement a community Parkway Turf Removal rebate
program.
3. Leverage digital communication platforms to enhance Conservation
educational efforts and produce three conservation videos.
#3 Participate in the
Legislative Process as
it Relates to Changes in
Conservation Regulations
1. Actively participate in the legislative and regulatory process, and update
District stakeholders on relevant impacts to District’s conservation programs.
2. Continue monitoring legislation related to low-income rate assistance, non-
payment disconnections, and bond funding and communicate changes
affecting District operations.
3. Complete semi-annual updates on Conversation legislation to the
Governing Board, and quarterly updates to the Legislative and Public
Outreach Committee.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Coordinate with District Programs
to Complete Necessary
Conservation Reporting
• Completed the information gathering for the District’s Drought Risk
Assessment.
• Completed the Water Shortage Contingency Plan and Regional Urban
Water Management Plan.
• Submitted completed State monthly reports as required by the SWRCB.
Goal 02
Evaluate Rebate Program
Success and Implement Program
Enhancements
• Developed a Parkway Turf Replacement Pilot program to enhance the
District’s offered rebates.
• Hosted virtual Conservation workshop via Facebook Live and distributed
water saving tips in English and Spanish.
Goal 03
Engage in the Legislative Process
as it Relates to Changes in
Conservation Regulations
• Actively participated in the regulatory and legislative process as new
conservation guidelines were considered.
• Created legislative tracking matrix to monitor changing legislation on
affordable-rate regulations and impacts to District operations.
• Provided quarterly updates to Legislative and Public Outreach Committee
and semi-annual updates to the Governing Board.
CONSERVATION
Significant Changes
The amount of educational materials distributed this year was
less than the target. All outreach events planned during the
spring were canceled due to the COVID-19 pandemic.
The development of technical tools to track conservation
participation or to minimize water losses will be carried over to
next fiscal year due to COVID-19 impacts.
An increase in contract services was made in the budget to
cover the cost of a contractor to assist with the development
and submittal of the Drought Risk Assessment which is due in
July 2021.
Due to the challenges in virtual learning, the District postponed
the bi-annual conservation student poster contest.
FISCAL YEAR BUDGET 2021-2022 | PAGE 160
Program Budget
Allocation
$584,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 161
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)
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
I-A Meet SWRCB conservation goal Yes Yes Yes Yes
I-A Maintain significant level of participation in
annual conservation rebate programs 300 468 344 430
II-D Number of educational materials created 100 175 97 100
II-C External conservation funding received $25,000 $43,212 $34,000 $32,000
educate customers on how to use water efficiently.Conservation programs help
FISCAL YEAR BUDGET 2021-2022 | PAGE 162
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 142,411 $ 107,000 $ 123,828 $ 111,000 $ 4,000 4%
5102 Temporary Labor - - - - - 0%
5103 Overtime 1,196 7,000 97 7,000 - 0%
5200 Benefits 34,841 36,000 39,737 40,000 4,000 11%
OPERATING EXPENSES
6201 Materials & Supplies 5,340 20,000 675 20,000 - 0%
6203 Office Supplies 559 2,000 191 2,000 - 0%
6205 Conservation Rebates 144,259 145,000 62,623 124,000 (21,000)-14%
6301 Contract Services 24,778 140,000 24,061 90,000 (50,000)-36%
6303 Printing & Publishing 26,534 116,000 30,224 121,000 5,000 4%
6304 Legal Services - 1,000 - 1,000 - 0%
6307 Uniforms 46 1,000 321 1,000 - 0%
6402 Telephone 1,441 2,000 1,532 2,000 - 0%
6406 Postage 5,626 37,000 - 24,000 (13,000)-35%
6501 Memberships & Dues 2,660 6,000 4,079 36,000 30,000 500%
6502 Professional Development 908 3,000 193 4,000 1,000 33%
6504 Meetings - 1,000 - 1,000 - 0%
CONSERVATION TOTAL $ 390,599 $ 624,000 $ 287,561 $ 584,000 $ (40,000)-6%
CONSERVATION CONT.
EAST VALLEY WATER DISTRICT | PAGE 163
Finance & Accounting
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GENERAL ADMINISTRATION
CONSERVATION
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Chief Financial Officer 1
Business Services Manager 1
Accountant 1
Sr. Accounting Technician 1
Accounting Technician 1
Sr. Administrative Assistant 1
Total Full-Time 6
General Manager/CEO
Chief Financial Officer
Program Structure
Finance and Accounting provides
transparent and responsible oversight
of District funds.
FISCAL YEAR BUDGET 2021-2022 | PAGE 164
FLEET MAINTENANCE
GOVERNING BOARD
Accountant
Sr. Accounting Technician
Accounting Technician
HUMAN RESOURCES
Finance Manager
Sr. Administrative Assistant
Finance & Accounting
PUBLIC AFFAIRS
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.
EAST VALLEY WATER DISTRICT | PAGE 165
GOALS OBJECTIVES
#1 Financial Stability with
Full Understanding of
Operational Complexities
1. Assist Public Affairs with grant applications and financial reporting
requirements to support District initiatives.
2. In coordination with Customer Service develop a NFWC agreement tracking
system to protect the District’s water and financial position.
#2 Fully Understand the
Cost Associated with the
SNRC Operations
1. Develop a comprehensive salaries and benefits analysis based on
recommendations provided by a third-party consultant.
2. Coordinate with Engineering and wastewater treatment stakeholders to
develop a District-wide comprehensive financial plan for fund allocation
alignment with the SNRC operations.
#3 Link Fixed Asset
Information in Tyler
Accounting System
to Digitized Maps in
Geographical Information
System (GIS) Program
1. In coordination with Information Technology, implement a geographical map
of FY 2021-22 capital improvement projects.
2. Evaluate the current method of projects linking in Tyler and develop a
standard operating procedure manual.
PROGRAM SUMMARIES
Directly Support
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District-Wide Go
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Directly Support
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District-Wide G
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Maintain Financial Stability with
Full Understanding of Operational
Complexities
• Finalized the Bond restructuring and achieved $390,000 annually.
• Prepared analysis for the Water and Wastewater Rate Study and
Proposition 218 public hearing.
Goal 02
Fully Understand the Cost
Associated with the SNRC
Operations
• Prepared and completed SRF claims within 14 days to protect the District’s
liquidity during construction.
• Participated in SNRC meeting to ensure construction billing aligned
with funding.
Goal 03
Link Fixed Asset Information
in Tyler Accounting System to
Digitized Maps in GIS Program
• Held meeting with Engineering staff and consultant to develop and utilize
the GIS to improve accounting records.
Other
Accomplishments
• Received awards from both the GFOA and the CSMFO for the District’s FY
2020-21 Budget.
• Issued and received GFOA Awards for Outstanding Achievement for the
District’s June 2020 Comprehensive Annual Financial Report (CAFR) and
Popular Annual Financial Report (PAFR).
FINANCE & ACCOUNTING
Significant Changes
Analyzed and reported on the financial impact caused by the
COVID-19 pandemic with a focus on past due utility accounts.
Levels of Service
The Finance & 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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 166
Program Budget
Allocation
$1,156,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 167
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
II-A Days to prepare and present CAFR after fiscal
year end 135 days 102 102 102
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 3 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
9 7 8 9
II-A
Consecutive years Certificate of Achievement
for Excellence in Financial Reporting received for
PAFR
4 2 3 4
manage, plan and direct financial resources.Finance and Accounting
FISCAL YEAR BUDGET 2021-2022 | PAGE 168
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 735,679 $ 716,000 $ 780,792 $ 742,000 $ 26,000 -10%
5102 Temporary Labor - - - - - 0%
5103 Overtime 5,538 13,000 8,415 13,000 - 0%
5200 Benefits 358,783 385,000 390,606 375,000 (10,000)-6%
OPERATING EXPENSES
6203 Office Supplies 8,233 11,000 8,626 11,000 - 0%
6301 Contract Services 37,136 67,000 43,332 65,000 (2,000)-3%
6302 Banking Services 8,987 20,000 12,062 18,000 (2,000)-10%
6303 Printing & Publishing 2,479 1,000 595 1,000 - 0%
6304 Legal Services 17,600 20,000 12,320 10,000 (10,000)-50%
6307 Uniforms 1,499 2,000 335 2,000 - 0%
6402 Telephone 1,616 3,000 2,478 3,000 - 0%
6406 Postage 881 1,000 1,236 1,000 - 0%
6501 Memberships & Dues 3,839 4,000 3,104 5,000 1,000 25%
6502 Professional Development 5,882 19,000 3,272 15,000 (4,000)-21%
6503 Education Assistance - 5,000 - 5,000 - 0%
6504 Meetings 2,263 4,000 94 4,000 - 0%
6704 Bad Debt 815 1,000 - 1,000 -0%
FINANCE & ACCT. TOTAL $ 1,191,230 $ 1,272,000 $ 1,267,267 $ 1,271,000 $ (1,000)0%
FINANCE & ACCOUNTING CONT.
EAST VALLEY WATER DISTRICT | PAGE 169
Information Technology
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HUMAN RESOURCES
GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Information Technology Manager 1
Network Administrator 1
Information Systems Technician 1
Total Full-Time 3
General Manager/CEO
Chief Financial Officer
Information Technology Manager
Program Structure
IT is responsible for District
technology and software programs.
FISCAL YEAR BUDGET 2021-2022 | PAGE 170
FLEET MAINTENANCE
Information Technology
Network Administrator
Information Systems Technician
GOVERNING BOARD
Information Technology
FUNCTION
The Information Technology (IT) Program oversees the District’s technology
infrastructure to support essential business and operational functions. The
functions utilize industry specific software programs required to meet agency
needs. The Program implements routine cybersecurity training campaigns
to mitigate financial and data loss. In addition to software management the
Program proactively schedules hardware replacements from the point of
procurement to installation. Lastly, the Program coordinates and implements
agency-wide technology by facilitating vendor access and support for
technology focused projects.
EAST VALLEY WATER DISTRICT | PAGE 171
GOALS OBJECTIVES
#1 Ensure Reliability of
Technology Infrastructure
for Primary Business and
Operation requirements
1. Install and configure Network Infrastructure and Technology to establish
operating and business functions at SNRC.
2. Complete transition of direct fiber connection for headquarters (HQ) and
SNRC to mitigate business disruption.
3. Upgrade End-of-Life CISCO servers to strengthen network infrastructure.
4. Coordinate the installation of Modern SCADA radios with Operations and
contractor to increase communication reliability.
#2 Improve Systems and
Cybersecurity Measures for
Response Functions
1. Continue monthly email phishing campaign to reduce click rate and educate
staff on security risk.
2. Develop an inventory of new and existing information technology systems
and cross-train IT staff on standard operating procedures.
3. Identify and create a business continuity plan to respond to emergencies
efficiently.
#3 Analyze Current Systems
to Enhance Reporting and
Automate Processes
1. Enhance Microsoft Business Intelligence reporting capabilities to address
Conservation and Human Resource’s reporting requirements.
2. Complete a comprehensive Cityworks and GIS infrastructure assessment
with Engineering to align with the organization’s needs recommended
through the IT strategic plan.
3. Assist Operations and Maintenance on identifying requirement for an asset
management system.
PROGRAM SUMMARIES
Directly Supports
a
District-Wide G
o
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Fortify IT Infrastructure for
Reliability and Expanded Services
for HQ, the SNRC and Plant 134
• Upgraded VMWare licenses to expand Network Infrastructure for the SNRC
and Headquarters.
• Expanded hardware needs for office and Field staff through mobile devices
and laptops.
Goal 02
Proactively Improve Systems
and Cybersecurity Measures
for Internal and Emergency
Response Functions
• Engaged staff with monthly phishing emails to improve cybersecurity to
mitigate security risks.
• Assessed and enhanced remote capabilities for staff and Emergency
Operations Center (EOC) operations.
• Implemented imaging software to allow image and recovery of computer
systems to minimize downtime.
Other
Accomplishments
• Fully transitioned staff for remote work through COVID-19 Pandemic.
• Implemented New Deployment Software for existing and new hardware.
• Provided additional staff with mobile devices for field use.
• Assisted Administration with implementation of PrimeGov - New Agenda
Management Software.
INFORMATION TECHNOLOGY
Significant Changes
Funding to contract services increased due to SNRC services
(support expansion, Spectrum fiber).
IT Services were established to support remote working capabilities
and implement VPN enhancements for new remote environment.
Levels of Service
The Information Technology Program has six 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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 172
Program Budget
Allocation
$1,237,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 173
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-A Elevate Cybersecurity awareness by sending
out test ‘phishing’ emails 800 844 862 1,019
IV-A Maximize system availability 99%99%99%99%
IV-A Cybersecurity awareness results for phishing
email click rate <7%5%7.4%6%
IV-A
Complete disaster recovery drill (system
restoration, power outages, emergency
notifications)
2 1 1 2
III-B Receive ‘Excellent’ scores on IT satisfaction
surveys submitted by staff >95%88%98%96%
III-B Minimize resolution time for help desk issues
submitted by staff 24 Hrs.23.3 16.4 24
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 262,147 $ 338,000 $ 305,550 $ 366,000 $ 28,000 8%
5102 Temporary Labor - - - - - 0%
5103 Overtime - - - - - 0%
5200 Benefits 78,865 120,000 104,849 199,000 79,000 66%
OPERATING EXPENSES
6201 Materials & Supplies 53,723 42,000 54,376 45,000 3,000 7%
6203 Office Supplies 56 1,000 188 1,000 - 0%
6301 Contract Services 359,485 449,000 331,041 606,000 157,000 35%
6307 Uniforms 872 1,000 436 1,000 - 0%
6402 Telephone 5,769 6,000 10,666 7,000 1,000 17%
6501 Memberships & Dues 2,554 1,000 720 1,000 - 0%
6502 Professional Development 393 14,000 5,535 10,000 (4,000)-29%
6503 Education Assistance - - - - - 0%
6504 Meetings 722 1,000 - 1,000 - 0%
IT TOTAL $ 764,586 $ 973,000 $ 813,361 $1,237,000 $ 264,000 27%
FISCAL YEAR BUDGET 2021-2022 | PAGE 174
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 175
Customer Service
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GENERAL ADMINISTRATION
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Sr. Customer Service Rep 1
Customer Service Rep III 1
Customer Service Rep II 3
Customer Service Rep I 2
Total Full-Time 7
General Manager/CEO
Chief Financial Officer
Program Structure
Customer Service provides customers
with world class community relations.
FISCAL YEAR BUDGET 2021-2022 | PAGE 176
FLEET MAINTENANCE
GOVERNING BOARD
Sr. Customer Service Representative
Customer Service Representative III
Customer Service Representative II
Customer Service Representative I
HUMAN RESOURCES
Finance Manager
PUBLIC AFFAIRS
Customer Service
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.
EAST VALLEY WATER DISTRICT | PAGE 177
GOALS OBJECTIVES
#1 Develop Strategies to
Address Organizational
Service Needs
1. Work with Field and IT in Re-Evaluation of Cityworks and attend product
demonstrations for alternate work order system if scheduled.
2. Develop SNRC action plan and prepare justification for additional full-time
employee if necessary.
3. Work with IT to activate autopay with credit card while remaining Payment
Card Industry (PCI) compliant.
4. Work with Business Services Manager to update physical/digital access
where needed.
#2 Modify Processes
to Comply with
Changes in Legislation
While Maintaining
Financial Stability
1. Meet quarterly with Public Affairs for updates on proposed/
pending legislation.
2. Address and implement lock-off procedures to ensure customers are
educated and noticed in accordance with the lifting of emergency orders.
#3 Fully Understand
and Utilize Smart Meter
Capabilities
1. Coordinate training session on how to analyze Neptune reports to target
and communicate with high consumption customers.
2. Coordinate with Public Affairs to increase the use of AMI data to support
conservation efforts.
3. Review routes and billing dates for possible changes to accommodate
timing of bills to customers on fixed incomes.
PROGRAM SUMMARIES
Directly Supports
a
District-Wide G
o
a
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Develop Strategies to Address
Organizational Service Needs
• Provided customer service insight for re-evaluation of the work
order system.
• Worked with Facilities maintenance to address COIVD-19 concerns and
addressed safety issues for opening the doors to the public.
Goal 02
Modify Processes to Comply with
Changes in Legislation while
Maintaining Financial Stability
• Met with Public Affairs to discuss COVID-19 related topics impacting District
customers and the Program.
Other
Accomplishments
• Successfully transitioned to working from home during an emergency.
• Resolved ongoing issues with automated phone check payments.
CUSTOMER SERVICE
Significant Changes
Due to the Emergency Order in place, the District has not
been able to disconnect customers for nonpayment.
Developed a tracking system for delinquent accounts due
to the COVID-19 pandemic.
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)
• Maximize internal Capabilities through Ongoing
Professional Development (I-B)
• Dedicate Efforts Toward System Maintenance and
Modernization (IV-C)
FISCAL YEAR BUDGET 2021-2022 | PAGE 178
Program Budget
Allocation
$1,562,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 179
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
III-B Reduce number of customers disconnected for
non-payment each year 1,800 1,000 930 0
III-B
Encourage completion of Customer Satisfaction
Surveys to better understand customer
concerns
120 75 65 54
III-B Number of customer payments received
through convenient off-site locations 10,000 6,652 5,000 5,346
I-B Number of customer service training hours per
employee 16 14 11 13
IV-C Customers enrolled in paperless billing 2,000 2,259 1,998 2,049
IV-C Customers enrolled in the Pre-Authorized
Payment Plan (auto-debit)2,000 2,233 2,528 2,762
across all programs within the District.
Customer Service spans
FISCAL YEAR BUDGET 2021-2022 | PAGE 180
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 345,183 $ 415,000 $ 385,782 $ 473,000 $ 58,000 38%
5102 Temporary Labor 20,278 - - - - 0%
5103 Overtime 5,405 7,000 1,354 7,000 - 0%
5200 Benefits 213,650 242,000 265,727 281,000 39,000 23%
OPERATING EXPENSES
6201 Materials & Supplies 2,484 5,000 7,914 5,000 - 0%
6203 Office Supplies 2,757 4,000 2,664 4,000 - 0%
6301 Contract Services 187,762 134,000 185,443 134,000 - 0%
6302 Banking Services 256,814 239,000 241,454 229,000 (10,000)-4%
6303 Printing & Publishing 5,964 10,000 5,311 10,000 - 0%
6304 Legal Services - 5,000 - 5,000 - 0%
6306 Rents & Leases 11,248 - - - - 0%
6307 Uniforms 1,869 4,000 4,638 4,000 - 0%
6308 Billing Services 57,369 52,000 55,534 60,000 8,000 15%
6309 Shut Off Notice Services 201,217 195,000 110 50,000 (145,000)-74%
6402 Telephone 6,698 8,000 15,288 8,000 - 0%
6406 Postage 118,260 153,000 136,760 153,000 - 0%
6501 Memberships & Dues - 1,000 - 1,000 - 0%
6502 Professional Development 634 15,000 - 15,000 - 0%
6503 Education Assistance - - - - - 0%
6504 Meetings 1,082 2,000 - 2,000 - 0%
6703 Cash Over/Short 6,436 1,000 (30) 1,000 - 0%
6704 Bad Debt 5,214 15,000 $21,595 5,000 (10,000)-67%
CUSTOMER SERVICE TOTAL $ 1,450,324 $ 1,507,000 $ 1,329,544 $ 1,447,000 $ (60,000) -4%
CUSTOMER SERVICE CONT.
EAST VALLEY WATER DISTRICT | PAGE 181
Meter Services
ME
T
E
R
SE
R
V
I
C
E
S
GENERAL ADMINISTRATION
CONSERVATION
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
ENGINEERING
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Meter Reader II 1
Meter Reader I 2
Total Full-Time 3
General Manager/CEO
Director of Engineering & Operations
Program Structure
Meter Services is responsible for
maintaining the District's smart meter
network, on-site customer meter-related
requests and customer service assistance.
FISCAL YEAR BUDGET 2021-2022 | PAGE 182
FLEET MAINTENANCE
GOVERNING BOARD
Meter Reader II
Meter Reader I
HUMAN RESOURCES
Water Maintenance Supervisor
Operations Manager
PUBLIC AFFAIRS
Meter Services
FINANCE & ACCOUNTING
Meter Services
FUNCTION
The Meter Service program maintains a network of approximately 23,000 AMI
meters. The AMI meter program provides the District and its customers with near
real-time consumption information. The Program conducts routine maintenance,
testing and replacement of meters to ensure billing is accurate.
EAST VALLEY WATER DISTRICT | PAGE 183
GOALS OBJECTIVES
#1 Implement Inspection
Program for AMI Meters
1. Train meter service workers how to use the R-900 Belt Clip Transceiver
to diagnose issues with problem AMI meters.
2. Identify needed vault lid replacements – create prioritized replacement
schedule.
3. Visually inspect all meter boxes in routes where read problems are
occurring.
#2 Work with Engineering
to Address Coverage
Issues with AMI Network
1. Install data collectors in northwest and eastern sections of the
District’s service area.
2. Confirm MIU (meter interface unit) and meter numbers where
reads cannot be collected.
#3 Continue Meter
Testing Programs in
Compliance with State
Water Audits Best Practices
1. Conduct an audit of 10% of large meters for accuracy to ensure
compliance with AWWA standards.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Develop Inspection Program for
Facilities in AMI Areas that Are No
Longer Read Manually
• Conducted large meter testing to ensure accuracy meets AWWA standards
for 10% of meters 3-inches and greater.
• Started first year of AMI meter box inspections, making sure the first round
of AMI meters installed are still at District standards.
Goal 02
Collect Information on Remaining
Manual-Read Meters to Facilitate
Early Completion of AMI
Implementation Project
• Supported and assisted with the fifth and final year of the AMI project.
METER SERVICES
Significant Changes
One staff member to move from Meter Services to Water Maintenance.
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)
• Strive to Provide World Class Customer Relations (III-B)
• Dedicate Efforts towards System Maintenance and
Modernization (IV-C)
FISCAL YEAR BUDGET 2021-2022 | PAGE 184
Program Budget
Allocation
$321,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 185
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
I-A Number of large meters tested for accuracy 11 11 11 11
III-B Respond to customer requests for assistance
within two hours 100%100%100%100%
IV-C Number of employees trained on the AMI
project 4 3 3 3
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 189,524 $ 197,000 $ 198,765 $ 204,000 $ 7,000 4%
5103 Overtime 1,543 6,000 746 6,000 - 0%
5200 Benefits 71,296 72,000 81,128 96,000 24,000 33%
OPERATING EXPENSES
6201 Materials & Supplies 537 2,000 - 2,000 - 0%
6202 Tools 1,752 3,000 950 3,000 - 0%
6301 Contract Services 3,010 5,000 - 5,000 - 0%
6307 Uniforms 2,056 3,000 2,593 3,000 - 0%
6402 Telephone 1,246 2,000 1,882 2,000 - 0%
6502 Professional Development - - - - - 0%
METER SERVICES TOTAL $ 270,964 $ 290,000 $ 286,064 $ 321,000 $ 31,000 11%
FISCAL YEAR BUDGET 2021-2022 | PAGE 186
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 187
Engineering
EN
G
I
N
E
E
R
I
N
G
GENERAL ADMINISTRATION
PUBLIC AFFAIRS
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
WATER PRODUCTION
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Director of Engineering and Operations 1
Sr. Engineer 3
Associate Engineer 1
Total Full-Time 5
Program Structure
Engineering implements
infrastructure projects needed to
provide safe and reliable services.
FISCAL YEAR BUDGET 2021-2022 | PAGE 188
FLEET MAINTENANCE
GOVERNING BOARD
General Manager/CEO
Director of Engineering & Operations
Sr. Engineer
Associate Engineer
HUMAN RESOURCES
Engineering
CONSERVATION
Engineering
FUNCTION
The Engineering Program responsibilities include infrastructure planning,
maintaining a safe and reliable water supply, and ensuring compliance with Federal
and State regulations. This Program oversees wastewater collection and treatment
capital projects. Engineering coordinates and supports new development within
the District’s service area by streamlining plan checking and inspection efforts.
EAST VALLEY WATER DISTRICT | PAGE 189
GOALS OBJECTIVES
#1 Develop and Implement
the District’s Capital
Improvement Program to
Address Rehabilitation and
Maintenance Needs While
Also Preparing for New
Development
1. Complete construction work for rehabilitation of reservoir at Plant 108.
2. Facilitate completion of design for main replacement projects identified in
CIP for FY 2021-22.
3. Support the development of CFD for the Mediterra development.
4. Facilitate expansion of water storage capacity to support the Highland Hills
and Mediterra developments.
#2 Develop Plans to
Optimize District Utilization
of Local and Imported
Surface Water
1. Finalize pre-design report for the Water Treatment Plant at the east-
end of the District’s service area.
2. Coordinate and manage the construction of the process
improvements related to GAC at Plant 134.
3. Initiate groundwater master planning efforts to consider short-term
and long-term actions related to groundwater production capacity.
#3 Support the Steps
Necessary for Advancement
of the SNRC
1. Lead planning efforts for the facility start-up activity.
2. Design and construct the emergency storage basin at the Weaver
Basins site.
3. Continue working with regulatory agencies to receive needed
approvals and permits.
PROGRAM SUMMARIES
Directly Support
s
a
District-Wide G
o
a
l
Directly Support
s
a
District-Wide G
o
a
l
Directly Support
s
a
District-Wide G
o
a
l
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Develop and Implement the
District’s Capital Improvement
Program to Address Rehabilitation
and Maintenance Needs
While Also Preparing for New
Development
• Issued the design and construction contracts for the rehabilitation of
reservoir at Plant 108.
• Completed the design for rehabilitation of Plant 101.
• Completed the design and construction of the Elm Street water main
replacement.
• Supported the development of the Community Facilities District (CFD) for
the Highland Hills development.
• Managed the AMI Project through its completion.
Goal 02
Develop Plans to Optimize District
Utilization of Local and Imported
Surface Water
• Made substantial progress toward completing the pre-design report for
the Water Treatment Plant at the east end of the District’s service area.
• Initiated a design-build contract for a Granular Activated Carbon (GAC)
system at Plant 134 to address disinfection by-product control.
• Completed installation of metering facilities and reporting tools to
document NFWC going to surface spreading.
Goal 03
Support the Steps Necessary for
Advancement of the SNRC
• Led development of facility start-up plans.
• Ensured prompt decision making to support construction efforts.
• Continued work to receive needed approvals and permits.
ENGINEERING
Significant Changes
None.
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 towards System Maintenance and
Modernization (IV-C)
• Strive to Provide World Class Customer Relations (III-B)
FISCAL YEAR BUDGET 2021-2022 | PAGE 190
Program Budget
Allocation
$1,592,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 191
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-A Initiate fully funded projects included in the
current year CIP 100%90%90%90%
IV-C Complete current year updates to GIS base
maps 100%100%100%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 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 719,365 $ 735,000 $ 678,611 $ 666,000 $ (69,000)-9%
5102 Temporary Labor - - - - - 0%
5103 Overtime 917 3,000 - 3,000 - 0%
5200 Benefits 277,668 263,000 310,422 186,000 (77,000)-29%
OPERATING EXPENSES
6201 Materials & Supplies 4,645 9,000 671 9,000 - 0%
6202 Tools - 7,000 2,239 7,000 - 0%
6203 Office Supplies 3,285 7,000 207 6,000 (1,000)-14%
6301 Contract Services 79,721 240,000 28,526 441,000 201,000 84%
6303 Printing & Publishing 747 6,000 - 6,000 - 0%
6304 Legal Services 16,290 40,000 17,737 40,000 - 0%
6307 Uniforms 2,851 3,000 1,868 3,000 - 0%
6402 Telephone 2,185 2,000 4,310 2,000 - 0%
6405 Permits 66,166 193,000 80,143 194,000 1,000 1%
6406 Postage - 1,000 - 1,000 - 0%
6501 Memberships & Dues 1,220 4,000 419 5,000 1,000 25%
6502 Professional Development 5,316 28,000 923 20,000 (8,000)-29%
6504 Meetings 455 3,000 383 3,000 - 0%
ENGINEERING TOTAL $ 1,180,831 $ 1,544,000 $ 1,126,459 $ 1,592,000 $ 48,000 3%
FISCAL YEAR BUDGET 2021-2022 | PAGE 192
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 193
Water Production
WA
T
E
R
PR
O
D
U
C
T
I
O
N
GENERAL ADMINISTRATION
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER TREATMENT
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Operations Manager 1
Sr. Water Production Operator 1
Water Production Operator III 3
Water Production Operator II 1
Administrative Assistant 1
Total Full-Time 7
Water Production is responsible
for monitoring and operating the
entire water system.
FISCAL YEAR BUDGET 2021-2022 | PAGE 194
FLEET MAINTENANCE
GOVERNING BOARD
HUMAN RESOURCES
Director of Engineering & Operations
Operations Manager
Sr. Water Production Operator
Program Structure
Water Production Operator III
Water Production Operator II
Water Production Supervisor
Administrative Assistant
Water Production
PUBLIC AFFAIRS
General Manager/CEO
Water Production
FUNCTION
Water Production is responsible for the daily monitoring and operations of the
entire water production system to ensure preventative maintenance of all pumps,
motors, wells, boosters, reservoirs, pressure regulating valves (PRVs), hydro-
pneumatic plants, and the SCADA system. This Program is responsible for the
delivery of NFWC.
EAST VALLEY WATER DISTRICT | PAGE 195
GOALS OBJECTIVES
#1 Implement a Plan to
Identify and Enhance
the Water Sources
Requirements Due to the
SNRC Discharge Location
1. Coordinate with contractor to rehabilitate Wells 11, 125, and 142 to
accommodate water loss source water.
2. Identify and prioritize making Well 120 operational with electrical, SCADA,
and required permitting.
3. Upgrade and rehabilitate Plant 40 boosters 1 through 4.
4. Support efforts with consulting firm to locate future well sites.
#2 Support Engineering and
Contractor Assigned to
Plant 56 Tank/Reservoir
Rehabilitation Projects
1. Develop a pumping plan to have Plant 56 out of service for rehabilitation.
2. Identify and isolate all valves required to drain and rehabilitate tank.
3. After construction fill, sample and bring the tank back online.
#3 Enhance the SCADA
System to Achieve Water
Productions Requirements
1. Identify SCADA system limitations or configuration changes needed for
water production due to SNRC’s source water reduction.
2. Hire consultant and support the SCADA masterplan and work with IT to
identify scope of work and complete phase three to upgrade SCADA radios.
#4 Rehabilitate Plant Site
Equipment to Ensure Water
Production and Mitigate
Production Inefficiencies
1. Coordinate with Water Maintenance to repair and replace booster pumps,
pipes, and critical valves at Plants 33 and 131.
2. Replace meter at Plants 33 and 108 and complete six Cla-Val repairs and
maintenance.
PROGRAM SUMMARIES
Directly Supports
a
District-Wide G
o
a
l
Directly Support
s
a
District-Wide G
o
a
l
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Support the Engineering
and Contractor Assigned to
Plant 108 Tank/Reservoir
Rehabilitation Project
• Developed Plant 108 shut down plan in preparation for tank
rehabilitation.
Goal 02
Implement Improvements to
Enhance the SCADA System
• Continued to work with contractor and IT to improve SCADA and radio
communications at multiple plants.
Goal 03
Transition the NFWC and Bear
Valley Mutual Water Company
Shareholders from the North
Fork Canal/Pipeline to Alternative
Metered Connections
• Assisted with the purchase of NFWC shares.
Goal 04
Bring Plant 120 Online to Produce
600-800 Gallons per Minute
• Began preparation to bring Plant 120 online.
Other
Accomplishments
• Rehabilitated 2 wells and 5 booster pumps.
• Completed the rebuild of a well, four booster pumps, and tank 39-1 interior
coating for Plant 39.
• Completed Cla-Val pressure regulating valve maintenance and inspections.
• Completed tank rehabilitation prioritization report.
• Completed annual pump testing with SCE.
WATER PRODUCTION
FISCAL YEAR BUDGET 2021-2022 | PAGE 196
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 197
Significant Changes
Groundwater production locations will need to be modified in
preparation for the SNRC groundwater recharge requirements.
Levels of Service
The Water Production 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 Effort towards System Maintenance and
Modernization (IV-C)
• Enable Fact-Based Decision Making through State-of-the-Art
Data Management (IV-D)
The program’s performance related to these metrics are included in the
following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-A Perform upgrades to SCADA radios as
recommended by consultant 10/Yr N/A N/A 6
IV-C Perform or schedule repairs recommended by
reservoir inspection report 1/Yr N/A 1 1
IV-D Implement available SCADA software updates 100%100%100%100%
IV-A Perform repairs recommended from the
electrical inspection report 100%100%100%100%
Program Budget Detail
Administration
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 234,249 $ 248,000 $ 234,076 $ 251,000 $ 3,000 1%
5103 Overtime 25 1,000 205 1,000 - 0%
5104 Standby 15,550 15,000 16,377 15,000 - 0%
5200 Benefits 163,226 191,000 156,657 150,000 (41,000)-21%
Program Budget
Allocation
$4,539,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 198
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
OPERATING EXPENSES
6201 Materials & Supplies $ 1,475 $ - 1,536 $ - $ - 0%
6202 Tools 7,378 6,000 2,567 6,000 - 0%
6203 Office Supplies 5,051 4,000 6,205 4,000 - 0%
6301 Contract Services 74,833 101,000 78,805 101,000 - 0%
6304 Legal Services 3,030 - - - - 0%
6307 Uniforms 12,834 10,000 8,677 15,000 5,000 50%
6402 Telephone 7,444 14,000 10,655 14,000 - 0%
6405 Permits - - - - - 0%
6501 Memberships & Dues 310 3,000 467 3,000 - 0%
6502 Professional Development 7,331 6,000 4,865 7,000 1,000 17%
6503 Education Assistance - - - - - 0%
6504 Meetings 653 1,000 429 1,000 - 0%
ADMINISTRATION TOTAL $ 533,389 $ 600,000 $ 521,521 $ 568,000 $ (32,000)-5%
Source of Supply/Wells
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 322,074 $ 203,000 $ 295,500 $ 195,000 $ (8,000)-4%
5103 Overtime 19,195 7,000 30,019 7,000 - 0%
5200 Benefits 117,710 103,000 127,812 96,000 (7,000)-7%
OPERATING EXPENSES
6101 Purchased Water 704,460 400,000 31,295 400,000 - 0%
6102 Groundwater
Replenishment 111,625 304,000 138,757 304,000 - 0%
6103 Water Assessment 16,811 122,000 92,598 64,000 (58,000)-48%
6201 Materials & Supplies 36,196 45,000 41,761 45,000 - 0%
6204 Chemicals 94,902 150,000 85,054 150,000 - 0%
6301 Contract Services 98,951 150,000 225,639 150,000 - 0%
6402 Telephone - - - - - 0%
6403 Electricity 1,125,816 1,250,000 1,778,757 1,350,000 100,000 8%
6405 Permits 70,405 100,000 74,845 100,000 - 0%
SOURCE OF
SUPPLY/WELLS TOTAL $ 2,718,145 $ 2,834,000 $2,922,037 $ 2,861,000 $ 27,000 1%
WATER PRODUCTION CONT.
PROGRAM SUMMARIES
Boosting and Pumping
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 14,842 $ 74,000 $ - $ 103,000 $ 29,000 39%
5103 Overtime 6,568 4,000 12,651 4,000 - 0%
5200 Benefits 31,258 38,000 25,670 57,000 19,000 50%
OPERATING EXPENSES
6201 Materials & Supplies 10,327 20,000 4,752 20,000 - 0%
6301 Contract Services 4,375 75,000 175,356 75,000 - 0%
6403 Electricity 349,651 400,000 521,565 400,000 - 0%
BOOSTING & PUMPING TOTAL $ 417,021 $ 611,000 $ 739,994 $ 659,000 $ 48,000 8%
Transmission And Distribution
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 159,916 $ 198,000 $ 195,404 $ 183,000 $ (15,000)-8%
5103 Overtime 9,202 10,000 13,222 10,000 - 0%
5200 Benefits 97,311 120,000 102,469 103,000 (17,000)-14%
OPERATING EXPENSES
6201 Materials & Supplies 65,436 25,000 56,153 60,000 35,000 140%
6204 Chemicals 23,300 50,000 30,081 50,000 - 0%
6301 Contract Services 36,753 45,000 73,680 45,000 - 0%
TRANSMISSION &
DISTRIBUTION TOTAL $ 391,918 $ 448,000 $ 471,009 $ 451,000 $ 3,000 1%
TOTAL WATER PRODUCTION $4,060,473 $4,493,000 $4,654,561 $4,539,000 $ 46,000 1%
in managing the overall water distribution system.Water Production specializes
EAST VALLEY WATER DISTRICT | PAGE 199
FISCAL YEAR BUDGET 2021-2022 | PAGE 200
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 201
Water Treatment
WA
T
E
R
TR
E
A
T
M
E
N
T
GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER QUALITY
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Water Production Supervisor 1
Sr. Treatment Plant Operator 1
Total Full-Time 2
Operations Manager
Water Production Supervisor
Program Structure
Water Treatment is responsible for
treating the three sources of supply.
FISCAL YEAR BUDGET 2021-2022 | PAGE 202
FLEET MAINTENANCE
GOVERNING BOARD
Sr. Treatment Plant Operator
Water Treatment
HUMAN RESOURCES
Director of Engineering & Operations
General Manager/CEO
Water Treatment
FUNCTION
Water Treatment is responsible for management of three different sources of
supply used by the District. The three sources are surface water, groundwater,
and State Water Project imported water. The District operates Plant 134, Surface
Water Treatment Plant, which can treat two water sources Santa Ana River water
and imported water from the State Water Project. Staff also operates two unique
groundwater treatment facilities: Plant 28 uses GAC and Plant 39 is a blending
facility.
EAST VALLEY WATER DISTRICT | PAGE 203
GOALS OBJECTIVES
#1 Support Construction of
GAC Facilities and Sludge
Removal Projects
1. Coordinate with Finance for completing GAC SRF funding or alternate
funding sources.
2. Develop a construction timeline aligning funding with project expenditures.
3. Implement Prefiltration to increase water production.
#2 Complete
Plant 134 Membrane
Replacements Using a
5-Phase Replacement
1. Identify the modules to be replaced in Phase 5.
2. Procure the needed membrane modules from the manufacturer in
accordance with the District’s purchasing policy.
3. Coordinate and schedule the in-house installation of the new
membranes.
#3 Evaluate and Rehabilitate
Existing Clean-in-Place
Equipment at Plant 134 and
Hire a Tank Diving Firm to
Evaluate Plant 134 Tank
Repair Recommendations
1. Evaluate and determine which pumps need replacement versus
maintenance and repair.
2. Hire tank diving firm and evaluate recommendations.
3. Modernize and automate the uses of clean-in-place equipment.
4. Purchase necessary parts and materials to complete clean-in-place
equipment project.
PROGRAM SUMMARIES
Directly Support
s
a
District-Wide Go
a
l
Directly Support
s
a
District-Wide G
o
a
l
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Support Anticipated Design
Build Efforts at Plant 134 for
Capital Projects Per SWRCB
Recommendations
• Began working with a consultant to implement GAC installation per SWRCB
recommendations.
Goal 02
Complete Plant 134 Membrane
Replacements Using a 5-Phase
Replacement Plan
• Received and installed the new membrane filters at Plant 134.
Goal 03
Replace All Five Chlorine
Generation Cells at Plant 134
• All five chlorine generation cells were replaced at Plant 134.
Other
Accomplishments
• Increased two employees’ level of Treatment Certifications.
• Assisted contractor and Facilities with Plant 134 office remodel.
• Worked with Engineering and consultant planning for GAC installation.
• Assisted contractor with Plant 134 office remodel.
WATER TREATMENT
Significant Changes
None.
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 Ongoing
Professional Development (I-B)
FISCAL YEAR BUDGET 2021-2022 | PAGE 204
Program Budget
Allocation
$900,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 205
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-A Meet all regulatory requirements 100%100%100%100%
IV-A
Maximize utilization of plant capacity
through minimization of downtime and
monitoring of raw water
7.5 MGD 4.0 3.5 3.5
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 3 5 5
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 251,332 $ 252,000 $ 252,054 $ 243,000 $ (9,000)-4%
5103 Overtime 48,655 39,000 47,555 39,000 - 0%
5200 Benefits 147,321 150,000 146,222 147,000 (3,000)-2%
OPERATING EXPENSES
6201 Materials & Supplies 18,168 15,000 84,607 20,000 5,000 33%
6204 Chemicals 138,693 150,000 125,206 150,000 - 0%
6301 Contract Services 96,550 147,000 152,005 147,000 - 0%
6307 Uniforms 1,518 2,000 1,235 2,000 - 0%
6402 Telephone 1,830 - 2,687 2,000 2,000 100%
6403 Electricity 112,710 150,000 140,588 150,000 - 0%
6405 Permits - - - - - 0%
WATER TREATMENT TOTAL $ 816,777 $ 905,000 $ 952,159 $ 900,000 $ (5,000)-1%
FISCAL YEAR BUDGET 2021-2022 | PAGE 206
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EAST VALLEY WATER DISTRICT | PAGE 207
Water Quality
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GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER MAINTENANCE
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Water Quality Coordinator 1
Water Quality Technician 1
Total Full-Time 2
Operations Manager
Water Production Supervisor
Program Structure
Water Quality complies with all
required drinking water regulations.
FISCAL YEAR BUDGET 2021-2022 | PAGE 208
FLEET MAINTENANCE
GOVERNING BOARD
Water Quality Coordinator
HUMAN RESOURCES
Water Quality Technician
Water Quality
WATER TREATMENT
Director of Engineering & Operations
General Manager/CEO
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 the Fire Hydrant Flushing Programs.
Water Quality is also assisting in the development and launch of the Fats, Oils
and Grease (FOG) program for SNRC pre-treatment.
GOALS OBJECTIVES
#1 Evaluate Water Quality
Regulations and Improve
Process Efficiencies to
Enhance Water Quality
Compliance
1. Develop sampling programs to maximize treatment process efficiencies.
2. Provide special source water sampling data to support preliminary East-End
Treatment Plant Design.
3. Contract for installation of tank mixing equipment in District reservoirs at
Plants 56 and 59.
4. Complete Tri-Annual Lead and Copper sampling in accordance with the
EPA’s Revised Lead and Copper Rule.
5. Complete and submit the Santa Ana River Sanitary Watershed Survey.
#2 Repair/Replace
Outdated and Unsafe Fire
Service Connections
1. Identify outdated/unsafe Fire Service Connections for potential
rehabilitation.
2. Partner with Field Services to replace failed devices and abandon
unsafe vaults were possible.
#3 Assist in Launching FOG
Program Transition and
Software Procurement
1. Work with Engineering and Information Technology for software
implementation.
2. Assist with program transition and compliance.
PROGRAM SUMMARIES
Directly Support
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EAST VALLEY WATER DISTRICT | PAGE 209
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Evaluate Water Quality
Regulations and Improve Process
Efficiencies to Enhance Water
Quality Regulations and Improve
Process Efficiencies to Enhance
Water Quality Compliance
• Installed two tank mixers at Plant 129.
• Completed initial sampling for Perfluoroalkyl and polyfluoroalkyl substances
(PFAS)/Perfluorooctanoic Acid (PFOA) as required by State regulations.
• Evaluated GAC system design for Plant 134 and provided
recommendations.
Goal 02
Implement In-House Environmental
Controls and Compliance Program
• Increased customer participation in the backflow testing program by an
additional 5%.
• Evaluated various FOG based program software for program transition.
Other
Accomplishments
• One employee received their Cross-Connection Control Specialist
certification.
• Completed Tri-Annual Haz-Mat inspections at all sites with San
Bernardino County Fire.
• Assumed Fire Flow testing responsibilities.
• Kicked off Santa Ana River Watershed Sanitary Survey, required every
five years.
• Participated in the Districts success of Water/Wastewater career
pathway program.
• Provided annual water quality data for Consumer Confidence Report
(CCR) reported to SWRCB.
WATER QUALITY
Significant Changes
Increased Contract Services to comply with Lead and Copper
expanded sampling.
Increased Contract Services for fire service backflow replacement.
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 Ongoing Professional
Development (I-B)
FISCAL YEAR BUDGET 2021-2022 | PAGE 210
Program Budget
Allocation
$521,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 211
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
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 10%8%5%
III-B Response time to water quality complaints by
customers (avg)2.0 Hrs 1.5 1.5 1.5
I-B Number of Water Quality program staff with D-4
certification or higher 2 2 2 2
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 89,311 $ 92,000 $ 96,713 $ 108,000 $ 16,000 17%
5103 Overtime 1,092 6,000 937 6,000 - 0%
5200 Benefits 43,826 45,000 59,484 50,000 5,000 11%
SOURCE OF SUPPLY/WELLS OPERATING EXPENSES
6201 Materials & Supplies 13,303 13,000 14,828 13,000 - 0%
6301 Contract Services 138,445 115,000 41,666 102,000 (13,000)-11%
6307 Uniforms 1,349 4,000 1,681 4,000 - 0%
6504 Meetings 443 1,000 - 1,000 - 0%
TRANSMISSION AND DISTRIBUTION PERSONNEL EXPENSES
5101 Regular Labor 105,892 92,000 96,713 108,000 16,000 17%
5103 Overtime 1,031 7,000 937 6,000 (1,000)-14%
5200 Benefits 38,172 45,000 70,135 50,000 5,000 11%
TRANSMISSION AND DISTRIBUTION OPERATING EXPENSES
6201 Materials & Supplies - - 147 - - 0%
6202 Tools 1,999 5,000 1,771 5,000 - 0%
6301 Contract Services 28,651 48,000 39,719 61,000 13,000 27%
6406 Postage - 2,000 - 2,000 - 0%
6502 Professional Development 175 2,000 587 2,000 - 0%
6503 Education Assistance - 3,000 - 3,000 - 0%
WATER QUALITY TOTAL $ 463,689 $ 480,000 $ 425,318 $ 521,000 $ 41,000 9%
FISCAL YEAR BUDGET 2021-2022 | PAGE 212
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Water Maintenance
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CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER TREATMENT
WATER QUALITY
WASTEWATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Field Service Supervisor 1
Sr. Field Service Worker 2
Field Service Worker III 5
Field Service Worker II 2
Field Service Worker I 4
Storekeeper/Buyer 1
Total Full-Time 15
Water Maintenance maintains
the District’s water transmission
and distribution system.
FISCAL YEAR BUDGET 2021-2022 | PAGE 214
FLEET MAINTENANCE
GOVERNING BOARD
HUMAN RESOURCES
Operations Manager
Sr. Field Service Worker
Program Structure
Field Service Worker III
Field Service Worker II
Storekeeper/Buyer
PUBLIC AFFAIRS
Field Service Worker I
Water Maintenance
WATER PRODUCTION
Director of Engineering & Operations
General Manager/CEO
Field Service Supervisor
Water Maintenance
FUNCTION
The Water Maintenance Program is responsible for the repair and replacement
of the District’s 300 miles of water pipeline. Water Maintenance coordinates with
Engineering and Water Production to install water service lines, fire hydrants, meters,
valves, and all related equipment. The crew members remain on standby during
non-business hours to respond to customer afterhours requests and emergencies.
EAST VALLEY WATER DISTRICT | PAGE 215
GOALS OBJECTIVES
#1 Prioritize Preventative
Maintenance Schedules
to Ensure Equipment
Readiness for
Emergency Response
1. Continue planned exercise program between Boulder Avenue on the
east, and Central Avenue on the west.
2. Coordinate with Production to perform inspection of critical valves at
Plants 33 and 131.
3. Inspect, maintain, and replace (as needed) 3,000 hydrants on a three-
year cycle.
#2 Complete Evaluation
of Existing Technology/
Software and Requisition
Upgrades/Replacements if
Necessary
1. Identify weaknesses of existing software programs.
2. Conduct needs-assessment.
3. Work with IT to hold product demonstrations.
#3 Develop a Replacement
Program for Inground Fire
Services to N-Shaped
Aboveground Devices
1. Coordinate with the Water Quality Program on developing a replacement
schedule and identify three fire services per year.
2. Procure the N-shaped devices and install the three identified for
replacement.
3. Install service line and meter for three NFWC shareholders and
abandonment of existing weirs.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Prioritize Preventative
Maintenance Schedules to
Ensure Equipment Readiness for
Emergency Response
• Replaced booster pump piping at Plant 39.
• Replaced booster pump piping at Plant 24.
Goal 02
Complete Two In-House Water
Main Replacements
• Completed in-house water main replacements on Barton Road and 28th
Street; installed approximately 1,500 linear feet of new water main and 37
new services.
Goal 03
Complete Evaluation of
Existing Technology/Software
and Requisition Upgrades/
Replacements if Necessary
• Reviewed existing technology and provided feedback to IT services.
Other
Accomplishments
• Completed year three of leak survey and collected data that feeds into the
water audit.
• Repaired 285 water leaks.
• Installed three new water services for North Fork ditch and added meters.
• One employee received their Distribution III Certification.
• Six employees received their Class A Driver’s License.
• Over 1,600 AMI meters replaced by in-house staff within the last five years.
• Installed three new water services for the SNRC.
WATER MAINTENANCE
FISCAL YEAR BUDGET 2021-2022 | PAGE 216
Significant Changes
Due to COVID-19 Water Distribution Certification testing is
conducted online.
The District lowered the number of gate valves excised to 600
due to the emergency staffing reduction.Program Budget
Allocation
$3,078,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 217
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)
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
I-B Number of Water Maintenance staff with D-3
certification or higher 5 6 5 5
III-A Annual equipment and safety training hours per
staff member 16 16 16 16
IV-A Number of gate valves exercised 1,200 1,400 0 570
IV-C Respond to, and assess, customer leak concerns
within reasonable time frame 98%95%100%100%
IV-C Number of main leaks repaired <70 85 78 78
IV-C Estimate of water losses from main leaks (MG)<10 MG 1 MG 0.54 MG 0.54 MG
Program Budget Detail
Field Maintenance
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 196,488 $ 200,000 $ 204,161 $ 200,000 $ - 0%
5103 Overtime 967 2,000 - 2,000 - 0%
5104 Standby 24,020 20,000 27,759 20,000 - 0%
5200 Benefits 120,430 144,000 210,602 129,000 (15,000)-10%
FISCAL YEAR BUDGET 2021-2022 | PAGE 218
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
OPERATING EXPENSES
6203 Office Supplies $ 1,794 $ 3,000 $ 124 $ 3,000 $ - 0%
6303 Printing & Publishing - - - - - 0%
6307 Uniforms 1,874 1,000 2,342 1,000 - 0%
6402 Telephone 25,046 41,000 33,056 41,000 - 0%
6501 Memberships & Dues 858 2,000 256 2,000 - 0%
6502 Professional
Development 17,056 19,000 18,389 19,000 - 0%
6503 Education Assistance - - - - - 0%
6504 Meetings 2,623 2,000 1,824 3,000 1,000 50%
ADMINISTRATION TOTAL $ 391,156 $ 434,000 $ 498,513 $ 420,000 $ (14,000)-3%
Water Maintenance
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 1,089,769 $ 1,012,000 $ 1,016,562 $ 957,000 $ (55,000)-5%
5103 Overtime 257,580 219,000 305,002 219,000 - 0%
5200 Benefits 530,450 516,000 428,418 544,000 28,000 5%
OPERATING EXPENSES
6201 Materials & Supplies 225,412 280,000 525,753 280,000 - 0%
6202 Tools 33,572 21,000 29,106 21,000 - 0%
6301 Contract Services 183,025 72,000 100,268 72,000 - 0%
6307 Uniforms 30,774 40,000 25,442 40,000 - 0%
6310 Street Services 522,959 325,000 403,776 525,000 200,000 62%
6405 Permits 18,132 - 23,040 - - 0%
TRANSMISSION &
DISTRIBUTION TOTAL $ 2,891,673 $ 2,485,000 $ 2,857,367 $ 2,658,000 $ 173,000 7%
TOTAL WATER MAINTENANCE $ 3,282,829 $ 2,919,000 $3,355,880 $ 3,078,000 $ 159,000 5%
WATER MAINTENANCE CONT.
EAST VALLEY WATER DISTRICT | PAGE 219
Wastewater Maintenance
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GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER MAINTENANCE
WATER RECLAMATION
FACILITIES MAINTENANCE
Program Personnel
Field Service Worker III 2
Field Service Worker II 2
Total Full-Time 4
Operations Manager
Field Service Supervisor
Program Structure
Wastewater Maintenance maintains the
District’s wastewater conveyance system.
FISCAL YEAR BUDGET 2021-2022 | PAGE 220
FLEET MAINTENANCE
GOVERNING BOARD
Field Service Worker III
HUMAN RESOURCES
Field Service Worker II
WATER TREATMENT
Wastewater Maintenance
WATER QUALITY
Director of Engineering & Operations
General Manager/CEO
Wastewater Maintenance
FUNCTION
The Program’s purpose is prevention of wastewater spillage and leaks. This is
accomplished by routine inspections, cleaning, repairs, and replacements of
the District’s 220 miles of collection pipelines. The District collection system
has been engineered to use best practice gravity flow conveyance prior to
treatment. California public health code mandates the District, and agencies
alike, responsible inspection of wastewater collection systems.
The pipeline inspection program uses a sewer inspection camera and closed-
circuit television (CCTV) technology. The videoing software allows the operator
to document pipeline condition attributes and location data for maintenance
or replacement consideration. Along with videoing the collection pipeline,
the Program conducts a weekly sewer cleaning program using specialized
equipment. The jetting program ensures the whole system is cleaned within
24 months, and high maintenance areas are cleaned more regularly.
EAST VALLEY WATER DISTRICT | PAGE 221
GOALS OBJECTIVES
#1 Continue Wastewater
Collection System
Maintenance and
Management
1. Video inspect and assess all District mains between the northern and
southern District boundaries, and between Del Rosa and Victoria.
Approximately 150 miles.
2. Clean a minimum of 110 miles of wastewater main.
#2 Develop and Implement
Operating Procedures for
Enhanced Monitoring of
High-Flow Sewer Mains
1. Create a flow sensor procedure manual and train wastewater
operators on the using and maintaining the equipment.
2. Work with FOG consultant for compliance and administration of the
FOG program. Staff will report high maintenance areas within the
collection system to contracted FOG inspector.
#3 Cross-Train Staff on
Enhanced Functions of
New Wastewater Inspection
Equipment
1. Create a procedure manual on the using and maintain the CCTV truck
and equipment.
2. Cross-train all water and wastewater field-crew members on the use and
operation of the new CCTV truck.
PROGRAM SUMMARIES
Directly Supports
a
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Continue Wastewater
Collection System Maintenance
and Management
• Updated Sanitary Sewer Management Plan (SSMP).
• Cleaned 125 miles of sewer main and video inspected 52 miles of
sewer main.
• Worked with contractor on numerous main and lateral repairs.
Goal 02
Implement Procedures to
Enhance Monitoring of High-Flow
Sewer Mains
• Purchased sewer overflow alarms to install on sewer high flow manholes.
Goal 03
Update Staff Training to
Include Enhanced Functions
of New Equipment
• Provided staff training for new sewer equipment and jetting trailer.
Other
Accomplishments
• Started maintaining the East Trunk Sewer Pipeline, formerly owned by the
SBMWD.
WASTEWATER MAINTENANCE
Significant Changes
The District purchased a new CCTV truck for wastewater
pipeline inspections.
Wastewater treatment contract services have been
relocated to the new Water Reclamation Program.
Levels of Service
The Wastewater Maintenance Program has five KPI metrics that
are associated with the District’s Goals and Objectives of:
• 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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 222
Program Budget
Allocation
$950,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 223
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
I-B Number of staff holding CWEA certifications 4 5 6 6
IV-A Miles of wastewater mains inspected by video 55 74 65 52
IV-A Category 1 Sanitary System Overflows
reportable to SWRCB 0 0 0 0
IV-C Miles of wastewater mains jetted / cleaned 110 177 125 93
IV-C Spot repairs identified and completed 100%100%100%100%
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 303,374 $ 335,000 $ 339,689 $ 419,000 $ 84,000 25%
5103 Overtime 4,674 9,000 9,805 9,000 - 0%
5200 Benefits 154,259 176,000 166,304 209,000 33,000 19%
OPERATING EXPENSES
6201 Materials & Supplies 21,009 31,000 2,234 31,000 - 0%
6202 Tools 695 5,000 14,000 5,000 - 0%
6301 Contract Services 281,281 243,000 115,000 273,000 30,000 12%
6305 Treatment Services 8,496,012 8,586,000 7,715,000 - (8,586,000)-100%
6307 Uniforms 2,155 4,000 2,000 4,000 - 0%
WASTEWATER
MAINTENANCE TOTAL $ 9,263,459 $ 9,389,000 $ 684,536 $ 950,000 $ (8,439,000)-90%
FISCAL YEAR BUDGET 2021-2022 | PAGE 224
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Water Reclamation
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GENERAL ADMINISTRATION
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER TREATMENT
WATER QUALITY
WASTEWATER MAINTENANCE
FACILITIES MAINTENANCE
Program Personnel
Water Reclamation Manager 1
Sr. Wastewater Treatment Plant Operator 1
Wastewater Treatment Plant Operator I-III 4
Wastewater Treatment Plant Mechanic I-II 1
Elecrical & Instrumentation Controls Technician 1
Administrative Analyst 1
GIS Technician 1
Information Technology Analyst 1
Total Full-Time 11
Recycled water provides a new drought-proof
supply for groundwater replenishment.
FISCAL YEAR BUDGET 2021-2022 | PAGE 226
FLEET MAINTENANCE
GOVERNING BOARD
HUMAN RESOURCES
Water Reclamation Manager
Program Structure
PUBLIC AFFAIRS
WATER PRODUCTION
Water Reclamation
WATER MAINTENANCE
Director of Engineering & Operations
General Manager/CEO
Administrative Analyst
Electrical & Instrumentation Controls Technician
Sr. Wastewater Treatment Plant Operator
Wastewater Treatment Plant Operator
Wastewater Treatment Plant Mechanic
Water Reclamation
FUNCTION
The Water Reclamation Program is responsible for treating and disinfecting
8.0 million gallons of wastewater per day (MGD). Reclamation of wastewater
generated by District customers will transition from a service contracted with
the SBMWD, to in-house operations at the newly completed SNRC during FY
2021-22.
The SNRC operations include anaerobic digestion for energy generation in order
to offset the cost of power needed to operate the plant.
EAST VALLEY WATER DISTRICT | PAGE 227
GOALS OBJECTIVES
#1 Complete Staffing and
Staff Training for New
Wastewater Treatment
Operations
1. Hire staff in accordance with staffing plan finalized by Human Resources.
2. Ensure new employees are trained on automation and control.
#2 Finalize Vendor
Selection, Contracts and
Other Agreements Needed
to Operate the SNRC
1. Complete list of all vendors and contractors needed to support SNRC
operations and maintenance.
2. Enter into agreements for services with all vendors identified above.
3. Establish contract for food waste for increased energy generation
used by the Digesters.
#3 Commence
Operations at the SNRC
1. Participate in negotiations for the financial transition away from the SBMWD.
2. Complete phased approach to diverting wastewater to the SNRC over a
three-month period.
PROGRAM SUMMARIES
Directly Supports
a
District-Wide G
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Directly Supports
a
District-Wide G
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Directly Supports
a
District-Wide G
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FY 2020-21 ACCOMPLISHMENTS
Goal 01
Revise Budgeting to Account
for Operational Needs of New
Water Reclamation Program for
FY 2021-22
• Completed Cost of Service Analysis to establish rates for Wastewater
Treatment.
• Budgeted for equipment and other capital items not covered by Contractor
or other District programs.
Goal 02
Identify Operational Changes
Needed to Accommodate Planned
Development within the District
• Initiated development of required documentation in preparation for the in-
house FOG Program.
• Sent out letters to FOG generating businesses/customers.
WATER RECLAMATION
Significant Changes
District will transition from contracting with the SBMWD for
wastewater treatment, to in-house treatment by commencing
operations at the SNRC.
Between eight and ten employees will be added to operate
the SNRC.
Levels of Service
The Water Reclamation Program has five KPI metrics that are
associated with the District’s Goals and Objectives of:
• 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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 228
Program Budget
Allocation
$9,555,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 229
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
I-B Number of staff holding CWEA certifications 6 N/A N/A5 2
IV-A Exceed NPDES Requirements (85%) for Removal
of BOD and TSS at the SNRC 95%N/A N/A N/A
IV-A Deliver recycled water to SBVMWD for
groundwater recharge 98%N/A N/A N/A
IV-C Tipping Fees collected from outside haulers $3.2M N/A N/A N/A
IV-C Complaints about noise / odor / congestion by
surrounding neighbors 0 N/A N/A 5
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ - $ - $ - $ 563,000 $ 563,000 100%
5103 Overtime - - - 3,000 3,000 100%
5200 Benefits - - - 287,000 287,000 100%
OPERATING EXPENSES
6201 Materials & Supplies - - - 35,000 - -
6202 Tools - - - 12,000 - -
6203 Office Supplies - - - 10,000 - -
6204 Chemicals - - - 131,000 - -
6301 Contract Services - - - 367,000 - -
6303 Printing & Publishing - - - 1,000 - -
6304 Legal Services - - - 5,000 - -
6305 Treatment Services - - 8,524,162 7,844,000 - -
6307 Uniforms - - - 8,000 - -
6401 Utilities - - - 1,000 - -
6402 Telephone - - - 3,000 - -
6403 Electricity - - - 260,000 - -
6404 Fuel - - - 12,000 - -
6406 Postage - - - 1,000 - -
6501 Membership & Dues - - - 4,000 - -
6502 Professional Development - - - 5,000 - -
6504 Meetings - - - 2,000 - -
6505 Employee Recognition - - - 1,000 - -
WATER RECLAMATION TOTAL $ - $ - $ 8,524,162 $ 9,555,000 $ - -
FISCAL YEAR BUDGET 2021-2022 | PAGE 230
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EAST VALLEY WATER DISTRICT | PAGE 231
Facilities Maintenance
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CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER MAINTENANCE
WATER RECLAMATION
Program Personnel
Facilities Maintenance Coordinator 1
Facilities Maintenance Worker 1
Total Full-Time 2
Operations Manager
Water Production Supervisor
Program Structure
Facilities Maintenance repairs and
maintains all district facilities.
FISCAL YEAR BUDGET 2021-2022 | PAGE 232
FLEET MAINTENANCE
GOVERNING BOARD
Facilities Maintenance Coordinator
HUMAN RESOURCES
Facilities Maintenance Worker
WATER TREATMENT
WATER QUALITY
Facilities Maintenance
WASTEWATER MAINTENANCE
Director of Engineering & Operations
General Manager/CEO
Facilities Maintenance
FUNCTION
Facilities Maintenance is responsible for the maintenance of all District facilities.
The District has several locations throughout the 30.1 square mile service area
for operating the utility systems. The Program’s oversight includes administration
buildings, water facilities, District-owned vacant properties, and easements. The
purpose of the program is to mitigate expenses by maintaining a complex facilities
management system to achieve Program goals.
EAST VALLEY WATER DISTRICT | PAGE 233
GOALS OBJECTIVES
#1 Complete Long-Term Site
Improvements at Plant 134
1. Continue security system and digital access improvements at Plant 134 and
coordinate with Information Technology for technical support.
2. Coordinate with Engineering and Water Treatment to evaluate current
pavement to accommodate the new GAC operation (Slurry Seal).
3. Upgrade access road’s fencing to eliminate unauthorized foot traffic inside
the District property line.
#2 Continue Phased
Upgrades and Rehabilitation
of District Facilities
1. Develop a comprehensive site improvement project list.
2. Coordinate with contractor for painting existing building at Plant 33.
3. Research the most cost-efficient way to insulate Plant 59 Building.
4. Develop a funding plan with Finance for fence and gate
improvements at Plant 39.
5. Upgrade and install HVAC systems and seal old penetration points
from swamp coolers at plants.
6. Continue the energy efficiency program for scheduled production
sites needing upgrades.
#3 Evaluate the Current
Facilities Maintenance
Tracking Software
1. Gain access to and use the database developed by a consultant to
determine if the software meets the program’s requirements.
2. Coordinate and host an Asset Management Software meeting to identify
District needs and evaluate existing software solution and create an action
plan.
3. Work with IT and other Program stakeholders in selecting an asset
management program that suits maintenance program needs.
4. Complete incorporating facilities data into selected Facilities
Maintenance Program.
5. Implement a consistent tracking program and help provide training to staff.
PROGRAM SUMMARIES
Continued on next page
FACILITIES MAINTENANCE
FISCAL YEAR BUDGET 2021-2022 | PAGE 234
GOALS OBJECTIVES
#4 Ensure Funding
Requirements for Facility
Contract Services for
SNRC Meeting Program
Expenditures
1. Work with Finance on the costs of yearly contracts for SNRC to help
with budgeting in the future and to determine what is needed to run the
facility efficiently.
2. Develop a needs assessment and timeline for the SNRC facility
contract services.
3. Promote and host two pre-bid contractors’ event at the SNRC, one for
landscaping and HVAC maintenance.
4. Coordinate with Finance for funding requirements.
5. Work with Engineering to determine number of porter teams [Anthesis]
needed at the SNRC.
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Complete Long-Term Site
Improvements for Plant 134
• Worked with contractor for Plant 134 office and lab remodel.
Goal 02
Complete Systematic
Upgrades and Rehabilitation
of District Facilities
• Completed security fencing around Plants 141 and 34.
• Finished lighting upgrades at the District headquarters.
• Resurfaced parking lots at the headquarters facility.
• Installed emergency exit gate and sidewalk from patio area to the front
parking lot.
• Upgraded plants in the District’s Demonstration Garden and around the
outside of the headquarters facility.
• Installed new HVAC units and upgraded to LED lighting at Plants 56, 59, 129
and 142.
• Installed new driveway paving at Plant 34.
• Removed swamp cooling units from facilities with upgraded HVAC systems.
Goal 03
Develop a Facilities Maintenance
Program to Track and Anticipate
Future Costs Associated with All
District Facilities
• Implemented City Works for current tracking purposes.
• Began working with IT to identify a more viable asset management
tracking software.
Other
Accomplishments
• Coordinated lunch deliveries at Highland Senior Center during the
COVID-19 pandemic.
• Identified and implemented building safety measures in response to the
COVID-19 pandemic.
Directly Supports
a
District-Wide G
o
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l
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 235
Significant Changes
SNRC related contract service increase.
Additional financial resources required to respond
to supplies for the COVID-19 pandemic.
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)
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-C Close all service work orders timely <30 Days <30 Days <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%100%100%100%
I-A Reduce energy consumption for each facility site
(air conditioning and lighting)>20%30%60%60%
Program Budget
Allocation
$1,216,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 236
Program Budget Detail
FY 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 170,376 $ 168,000 $ 175,248 $ 174,000 $ 6,000 4%
5103 Overtime 17,326 22,000 7,430 22,000 - 0%
5200 Benefits 96,777 102,000 99,201 102,000 - 0%
ADMINISTRATION OPERATING EXPENSES
6201 Materials & Supplies 79,239 40,000 42,205 47,000 7,000 18%
6202 Tools 525 2,000 1,954 2,000 - 0%
6301 Contract Services 123,056 37,000 306,080 183,000 146,000 395%
6306 Rents & Leases 17,843 15,000 20,464 20,000 5,000 33%
6307 Uniforms 4,752 1,000 7,684 11,000 10,000 1000%
6311 Landscape Services 119,847 56,000 47,523 131,000 75,000 134%
6312 Janitorial Services 139,588 132,000 149,653 142,000 10,000 8%
6313 Facilities Repair - - - - - 0%
6401 Utilities 38,214 24,000 49,109 14,000 (10,000)-42%
6402 Telephone 18,763 70,000 52,135 25,000 (45,000)-64%
6403 Electricity 80,835 120,000 123,211 110,000 (10,000)-8%
6403 Professional Development 46 1,000 - 1,000 - 0%
SOURCE OF SUPPLY/WELLS OPERATING EXPENSES
6201 Materials & Supplies 3,103 3,000 67 3,000 - 0%
6301 Contract Services 70,851 11,000 18,386 11,000 - 0%
6311 Landscape Services - 40,000 77,064 40,000 - 0%
PUMPS AND BOOSTERS OPERATING EXPENSES
6201 Materials & Supplies 2,083 3,000 125 3,000 - 0%
6301 Contract Services 8,630 6,000 1,622 6,000 - 0%
6311 Landscape Services 29,812 35,000 31,375 35,000 - 0%
TREATMENT OPERATING EXPENSES
6201 Materials & Supplies 4,055 8,000 2,444 8,000 - 0%
6301 Contract Services 30,604 102,000 8,727 102,000 - 0%
6311 Landscape Services 24,097 14,000 30,002 14,000 - 0%
6401 Utilities 1,265 10,000 2,248 10,000 - 0%
FACILITIES
MAINTENANCE TOTAL $ 1,081,687 $ 1,022,000 $1,253,957 $ 1,216,000 $ 194,000 19%
FACILITIES MAINTENANCE CONT.
EAST VALLEY WATER DISTRICT | PAGE 237
Fleet Maintenance
FL
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GENERAL ADMINISTRATION
PUBLIC AFFAIRS
CONSERVATION
FINANCE & ACCOUNTING
INFORMATION TECHNOLOGY
CUSTOMER SERVICE
METER SERVICES
ENGINEERING
WATER PRODUCTION
WATER MAINTENANCE
WATER RECLAMATION
Program Personnel
Equipment Mechanic III 1
Total Full-Time 1
Operations Manager
Field Service Supervisor
Program Structure
Fleet Maintenance is responsible for care of
the District’s vehicles and heavy equipment.
FISCAL YEAR BUDGET 2021-2022 | PAGE 238
GOVERNING BOARD
HUMAN RESOURCES
WATER TREATMENT
WATER QUALITY
WASTEWATER MAINTENANCE
Equipment Mechanic III
Fleet Maintenance
FACILITIES MAINTENANCE
Director of Engineering & Operations
General Manager/CEO
Fleet Maintenance
FUNCTION
Fleet Maintenance is responsible for the preventative maintenance program for all
District vehicles and heavy equipment. This includes the procurement of fleet items
and maintain compliance with State and Federal air quality rules and regulations.
This program includes the partnership with local charitable organizations in need
of a vehicle to help continue their mission.
The District fleet is comprised of light and heavy-duty utility trucks for water and
wastewater crew members to maintain District infrastructure. The heavy equipment
category of the fleet includes large specialized equipment for routine maintenance
and inspection of the water distribution or wastewater collection systems.
EAST VALLEY WATER DISTRICT | PAGE 239
GOALS OBJECTIVES
#1 Continue to
Implement the Air Quality
Management Program
1. Continue quarterly inspections with air quality consultant for Air Quality
Management District (AQMD) and California Air Resources Board (CARB).
2. Schedule semi-annual field-crew site training for vehicles and equipment.
3. Transmit emissions data to the Bureau of Automotive Repair (BAR) using
new Network Fleet devices.
#2 Enhance Vendor-
Managed Fleet
Maintenance Program
1. Schedule software demo meeting with vendor for reporting capabilities.
2. Develop a pre-approved safety repairs and replacement list to
mitigate delays.
3. Contract with vendor to provide detailing for specialized equipment.
PROGRAM SUMMARIES
FY 2020-21 ACCOMPLISHMENTS
Goal 01
Ensure Air Quality and Highway
Safety Regulations are Current
• Completed annual smog check report to BAR.
Goal 02
Enhance Vendor-Managed Fleet
Maintenance Program
• Renewed three-year contract with San Bernardino County allowing the
District to access County fueling sites during emergencies.
Other
Accomplishments
• Donated three trucks to non-profit organizations.
• Purchased a new backhoe to support Water Maintenance activity.
• Ordered six new trucks.
FLEET MAINTENANCE
Significant Changes
Increased contract services for maintaining specialized equipment.
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)
FISCAL YEAR BUDGET 2021-2022 | PAGE 240
Program Budget
Allocation
$563,000
PROGRAM SUMMARIES
EAST VALLEY WATER DISTRICT | PAGE 241
The program’s performance related to these metrics are included in the following table.
Key Performance Indicators Changes
Agency
Goal Key Performance Indicator Target FY 2018-19 FY 2019-20 FY 2020-21
IV-A Ensure vehicles and equipment are evaluated
and replaced on schedule
80% of Net
Asset Value 100%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 2019-20
Actuals
FY 2020-21
Budget
FY 2020-21
Projected
FY 2021-22
Proposed
Amount
Changed
%
Changed
PERSONNEL EXPENSES
5101 Regular Labor $ 96,909 $ 90,000 $ 90,813 $ 91,000 $ 1,000 1%
5103 Overtime 1,567 3,000 3,066 3,000 - 0%
5200 Benefits 47,524 61,000 49,580 53,000 (8,000)-13%
OPERATING EXPENSES
6201 Materials & Supplies 67,930 30,000 125,256 30,000 - 0%
6202 Tools 16,368 5,000 7,762 5,000 - 0%
6203 Office Supplies 460 1,000 90 1,000 - 0%
6301 Contract Services 232,178 180,000 261,016 240,000 60,000 33%
6307 Uniforms 639 - 619 - - 0%
6402 Telephone 353 1,000 2,259 1,000 - 0%
6404 Fuel 131,996 125,000 138,763 135,000 10,000 8%
6501 Memberships & Dues - 3,000 - 3,000 - 0%
6502 Professional Development - 1,000 - 1,000 - 0%
FLEET MAINTENANCE TOTAL $ 595,924 $ 500,000 $ 679,224 $ 563,000 $ 63,000 13%
FISCAL YEAR BUDGET 2021-2022 | PAGE 242
IntentionallyTHIS PAGE LEFT BLANK
EAST VALLEY WATER DISTRICT | PAGE 243
CAPITAL BUDGET
CA
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G
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The District's long-term planning efforts have always included
consideration of the age, condition, and efficiency of
infrastructure used to deliver services to its customers.
CAPITAL IMPROVEMENT PROJECTS
CAPITAL BUDGET OVERVIEW
INFRASTRUCTURE ACCOMPLISHMENTS
FISCAL YEAR BUDGET 2021-2022 | PAGE 244
Capital Budget
East Valley Water District includes two types of capital expenditures in its Capital Budget.
The two types of capital expenditures categories are within, 1) routine purchases and replacement of assets,
referred to as Capital Outlay, and 2) non-routine construction project expenditures that are part of the District’s
Capital Improvement Program.
The District’s FY 2021-22 Capital Budget contains $48,536,000 in total capital expenditures. Of this amount,
$1,130,000 are Capital Outlay, which typically include requests to replace vehicles, computer and office
equipment, and to conduct infrastructure planning and rate studies. The remaining proposed capital expenditures
of $47,356,000 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.
As the District prepares to commence operations at the new SNRC water reclamation plant in May 2022, care
has been taken to not overextend financial and human resources by committing to starting a long list of projects,
important as they are, in the upcoming fiscal year. Projects with external funding or regulatory requirements, or
that are ‘shovel ready’, are moving forward, but the successful startup of the SNRC is a top priority. A summary
of the proposed FY 2021-22 Capital Budget is shown below.
CAPITAL OUTLAY
The District defines Capital Outlay expenditures as an individually significant acquisition of capital assets (not
involving construction) that have expected useful lives of more than two years and have a cost of $5,000 or
more. This threshold is applied at the individual asset level.
EAST VALLEY WATER DISTRICT | PAGE 245
Capital Budget Summary
Capital Outlay (Routine) Capital Improvement Program
Computer Hardware / Software $ 160,000 Plant 134 Process Improvements $ 2,000,000
Storage Tank Mixers 40,000 Storage Tank/Reservoir Rehabilitation 990,000
SCADA Master Plan / Radio
Upgrades 150,000 Plant 101 - Rehabilitation Hydro System 300,000
Service Trucks, Crew Truck 90,000 General Facilities Rehabilitation/
Relocation 312,000
SNRC Equipment 500,000 Well & Booster Improvements 50,000
Spectrum Fiberoptic Build
(SNRC/HQ/PL 134) 190,000 Wastewater Main Rehabilitations 150,000
SNRC Water Recycling Plant 43,553,764
TOTAL CAPITAL OUTLAY $ 1,130,000 TOTAL CIP EXPENDITURES $ 47,355,764
CAPITAL BUDGET
FISCAL YEAR BUDGET 2021-2022 | PAGE 246
Each year as part of the budget process the District’s Program Managers and Supervisors compile and submit a list of
Capital Outlay requests for consideration. The requests are reviewed and prioritized by the Finance Program based on
the assessment of need, and the amount of funding available. Funding for Capital Outlay is paid out of the operating
revenue from the fund (water or wastewater) that will benefit from use of the capital item. Items that benefit both the
Water and Wastewater Funds are allocated accordingly.
CAPITAL IMPROVEMENT PROGRAM (CIP)
The District’s Capital Improvement Program (CIP) is a five-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 $25,000, and either creates a new capital asset, improves an existing asset
(increases its service capacity, etc.), or significantly extends an asset’s expected useful life.
The Engineering Program is responsible for maintaining the District’s Capital Improvement Program and consults various
sources for project planning. The primary sources for these planning efforts are the District’s Water Master Plan and
Wastewater Collection System Master Plan — both were updated during FY 2018-19. The Master Plans identify the
infrastructure improvements needed to serve a growing population. In addition, each project being considered must
meet one or more of the following criteria:
FY 2020-21 Capital Outlay
Water Wastewater Total
FUNDED BY OPERATING REVENUE
SNRC
SNRC Equipment
(Forklift, Golf Cart, CS Free-Standing Safe, etc.)$ 450,000 $ 50,000 $ 500,000
Software
Spectrum Fiberoptic Build (SNRC/HQ/PL 134) 190,000 - 190,000
Hardware Replacements
(PCs,Laptops, Desktop Phones, SNRC) 35,000 - 35,000
CISCO End-of-Life Replacements 105,000 - 105,000
Web Conferencing District including SNRC
(Webcams, TVs) 20,000 - 20,000
Facilities
Tank Mixers 40,000 - 40,000
SCADA
SCADA Master Plan 150,000 - 150,000
Fleet
Light Duty Trucks (2) - SNRC 90,000 - 90,000
TOTAL CAPITAL OUTLAY $ 1,080,000 $ 50,000 $ 1,130,000
• 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.
CAPITAL BUDGET
EAST VALLEY WATER DISTRICT | PAGE 247
For FY 2021-22, 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 $58,508,000–
total project costs for the projects in process are approximately $83.9 million over the next five years. Projects funded
for the current year include:
• Plant 134 Process Improvements and Membrane Replacement – There are three ongoing projects at the District’s
Surface Water Treatment Plant. The first is the installation of GAC filtration as a solution to source water quality issues.
The second is to enhance/increase capacity to the sludge removal process so the plant can begin to operate at or
near its full capacity of 8 million gallons per day. The final is to continue the process of replacing treatment modules
a full train at a time; there are five trains, and the District has recently replaced the modules in four of the five. The
current year budget includes $2,000,000 to move into the construction phase of the GAC project, to be paid with
State Revolving Fund grants or loans, when approved.
• Storage Tank Rehabilitation – This includes an engineering seismic study to propose tank upgrades that will mitigate
damage incurred in the event of an earthquake, and the systematic rehabilitation of existing tanks (Plant 108) in order
to ensure their dependability and years of future service. Current year costs are $990,000 to be paid out of water
operating revenue and a grant toward the seismic study.
• Plant 101 – The District has received grant funding to install an emergency generator as backup power for a
hydropneumatic tank that serves residents living at an elevation where water cannot be delivered by gravity. Once
the generator is installed, rehabilitation of the tank and boosters at the Plant can proceed. Current year costs include
$300,000 to be funded by the grant.
• 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 2021-22 on this main are $150,000 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 2021-22 are $362,000 to be
funded by water operating revenue.
• SNRC Water Recycling Facility – This project will capture and treat all District wastewater flows, recycle the water,
and release 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 2021-22 are $43,554,000, of which
$39,494,000 will be funded by State Revolving Fund low interest loans, $1,493,000 by grant, and $2,567,000 by
water and wastewater operating revenues.
The following pages include the District’s current Capital Improvement Program, a summary of project funding, and
detailed descriptions of each project.
Impact of Capital Improvement Program Project Investments on Operating Budgets
The capital projects described in this section will have varying impacts on future operating expenses, both in increased
costs and cost savings. The SNRC will have both operational costs and 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 offset power costs.
FISCAL YEAR BUDGET 2021-2022 | PAGE 248
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 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 Expenditure Impact Overview
Annual Impact on
Operations Nature of Impact
Plant 134 Treatment Modifications $ 30,000 Increased Power Costs
Plant 134 Treatment Modifications 50,000 Increased Filter Media Cost
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 CIP EXPENDITURES $ (8,470,000)
CIP Five-Year Program Schedule (FY 2022-26)
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
GENERAL
Habitat Conservation Plan $- $- $- $- $- $-
AMI Meter
Replacement Program - 200,000 200,000 200,000 200,000 800,000
GENERAL SUBTOTAL $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 800,000
WATER
Canal Zone Storage
Reservoir (Pending Highland
Hills and Mediterra)
$ - $ - $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 3,300,000
Transmission Main
Plant 134 to Canal Zone - - - 500,000 500,000
Plant 134 Process
Improvements (THMS and
Sludge Management)
2,000,000 1,500,000 - - 3,500,000
CAPITAL BUDGET
EAST VALLEY WATER DISTRICT | PAGE 249
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
Tank/Reservoir Rehabilitation $ 825,000 $ 650,000 $ 900,000 $ 650,000 $ 650,000 $ 3,675,000
Engineering Seismic
Study for Reservoirs 165,000 - - - - 165,000
Plant 101 - Rehabilitate Hydro
System/Install Generator 300,000 - - - - 1,180,000
East End Surface
Water Treatment Plant - 3,000,000 6,000,000 6,000,000 3,000,000 18,000,000
Water Mains
Dwight & Glasgow - 800,000 800,000 - - 1,600,000
Water Mains
Fisher & Stratford - - - 920,000 - 920,000
Water Mains
14th, Seine, Messina - - - - 1,800,000 1,800,000
Facility Relocations 100,000 100,000 100,000 100,000 - 400,000
Facility Relocation
Baseline Bridge Water Main - 730,000 - - - 730,000
Facility Rehabilitations 212,000 75,000 75,000 75,000 75,000 512,000
SNRC - Holding Basin,
Landscape/Hardscape 7,500,000 - - - - 7,500,000
Well & Booster
Improvements/
Rehabilitations
50,000 50,000 50,000 50,000 50,000 250,000
WATER SUBTOTAL $ 11,152,000 $6,905,000 $9,025,000 9,395,000 $6,675,000 $44,032,000
WASTEWATER
Wastewater Main Rehab
11th St $ 150,000 $ 650,000 $ 700,000 $ 750,000 $ 750,000 $ 3,000,000
Wastewater Main Rehab - - - - - -
SNRC Compliance, Mgt 60,000 - - - 60,000
SNRC
34,494,000 - - - 34,494,000
SNRC Landscaping 1,500,000 - - - - 1,500,000
SNRC Del Rosa Drive
Trunk Wastewater - - - - -
WASTEWATER SUBTOTAL $ 36,204,000 $ 650,000 $ 700,000 $ 750,000 $ 750,000 $ 39,054,000
TOTAL $ 47,356,000 $ 8,635,000 $ 9,925,000 $ 10,345,000 $ 7,625,000 $ 83,886,000
FISCAL YEAR BUDGET 2021-2022 | PAGE 250
CIP Five-Year Funding Schedule (FY 2022-26)
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
Water Operating Revenue $ 3,712,000 $ 3,485,000 $ 3,225,000 $ 3,595,000 $ 3,875,000 $ 17,892,000
Water Replacement Reserve - - - - - -
Water Capacity Fees - - - - - -
Water Revenue Bonds/SRF 7,000,000 4,500,000 6,000,000 6,000,000 3,000,000 26,500,000
Wastewater Operating
Revenue 217,000 650,000 700,000 750,000 750,000 3,067,000
Wastewater Replacement
Reserve - . - - - -
Wastewater Capacity Fees - - - - - -
Wastewater Revenue Bonds - - - - - -
Grants / Loans 36,427,000 - - - - 36,427,000
TOTAL $ 47,356,000 $ 8,635,000 $ 9,925,000 $ 10,345,000 $ 7,625,000 $ 83,886,000
CIP Five-Year Funding Schedule (FY 2022-26)
Water Fund
Operating
Revenue
Wastewater
Fund Operating
Revenue
Grants/ Loans
Other Fund Project Total
WATER
Plant 134 - Process Improvements
(THMS and Sludge Management)$ - $ - $ 2,000,000 $ 2,000,000
Tank/Reservoir Rehabilitation
Plant 108 and Seismic Study 850,000 - 140,000 990,000
Plant 101 - Rehabilitate Hydro System/Install Generator - - 300,000 300,000
Facility Relocations 100,000 - - 100,000
Facility Rehabilitations - Plant 39 212,000 - - 212,000
SNRC - Holding Basin, Landscaping, and
Compliance Management 2,500,000 - 5,000,000 7,500,000
Well & Booster Improvements/Rehabilitations 50,000 - - 50,000
WATER SUBTOTAL $ 3,712,000 $ - $ 7,440,000 $ 11,152,000
WASTEWATER
Wastewater Main Rehab - 11th St $ - $ 150,000 $ - $ 150,000
SNRC - Construction - - 35,987,000 35,987,000
SNRC - Holding Basin, Landscaping, and
Compliance Management - 67,000 - 67,000
WASTEWATER SUBTOTAL $ - $ 217,000 $ 35,987,000 $ 36,204,000
TOTAL $ 3,712,000 $ 217,000 $ 43,427,000 $ 47,356,000
EAST VALLEY WATER DISTRICT | PAGE 251
Capital Improvement Projects
CI
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FISCAL YEAR BUDGET 2021-2022 | PAGE 252
Projects included in the CIP are individually significant construction projects
with a cost of more than $25,000, and either creates a new capital asset,
improves an existing asset (increases it's service capacity, etc.), or significantly
extends an asset’s expected useful life.
PLANT 101 HYDRO TANK REHABILITATION
FACILITY RELOCATIONS
FACILITY REHABILITATIONS
WELL & BOOSTER IMPROVEMENTS/REHABILITATIONS
WASTEWATER MAIN 11TH STREET REHABILITATION
STERLING NATURAL RESOURCE CENTER
PLANT 134 PROCESS IMPROVEMENTS
TANK/RESERVOIR REHABILITATION PLANT 108 AND SEISMIC STUDY
EAST END SURFACE WATER TREATMENT PLANT
Project Description
Plant 134 is currently 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 source 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 the organic content in the
water is high, it interacts with chlorine added during treatment processes, and the by-product Trihalomethane (THM) can
reach unacceptable levels leading to water quality concerns. The District has determined that filtration utilizing GAC will
remove organics and mitigate the possibility of high THM levels, accordingly, the District has entered into a design-build
contract for the installation of GAC at Plant 134 and the estimated cost of the GAC system is $3.7 million.
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. The estimated cost to increase sludge management capacity is $800,000.
Process Improvements (THMs and Sludge Management)Plant 134
PROJECT TYPE
Water
LOCATION
Treatment Plant 134
Highland
PROJECT MANAGER
Operations
TOTAL PROJECT COST
$4,500,000
PRIOR YEARS BUDGET
$300,000
CAPITAL REQUESTS
New Project
Start Date: July 2019 // Estimated Completion: June 2022
Additional Staff Salaries
N/A
Debt Service
This District has applied for a 0% loan from the State Water
Resources Control Board State Revolving Fund to finance the
GAC filtration system. Annual debt service on the estimated
project cost of $3.7 million would be $124,000.
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
EAST VALLEY WATER DISTRICT | PAGE 253
CAPITAL BUDGET
PLANT 134 PROCESS
IMPROVEMENTS (THMS AND
SLUDGE MANAGEMENT)
FISCAL YEAR BUDGET 2021-2022 | PAGE 254
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) 2,000,000 1,500,000 - - - 3,500,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal)- - - - - -
ANNUAL TOTAL $ 2,000,000 $ 1,500,000 $ - $ - $ - $ 3,500,000
Project Funding
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ - $ - $ - $ - $ - $ -
Replacement Reserve - - - - - -
Grants/Loans 2,000,000 1,500,000 - - - 3,500,000
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 2,000,000 $ 1,500,000 $ - $ - $ - $ 3,500,000
Benefits to the Community
Maintain the quality and
safety of water provided
to the community.
Allows EVWD to continue to
meet local, State, and Federal
water quality requirements.
Enhance the
surface water
treatment process.
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.
In December 2020, the District awarded a contract to Crosno Construction for the rehabilitation of the tank at Plant 108,
a 2 MG reservoir serving the District’s Foothill zone. It was originally anticipated that the rehabilitation of the tank would
occur during the winter of 2021, but the extent of structural work inside the tank caused the District to postpone the project
until FY 2021-22 so the tank could be taken offline during the low-demand period of November through April. Cost for
rehabilitation work on Plant 108 is estimated at $825,000.
In addition, the District has received a grant from the California Governor’s Office of Emergency Services (Cal OES) to
conduct an engineering study on District reservoirs, the purpose of which is to present recommendations for reservoir
upgrades that will mitigate damage in the event of an earthquake. The cost of the study is $165,000, of which $140,000
will be grant funded.
Plant 108 and Seismic StudyTank/Reservoir Rehabilitation
PROJECT TYPE
Water Replacement / Rehabilitation Project
LOCATION
Highland
PROJECT MANAGER
Engineering
TOTAL PROJECT COST
$990,000
PRIOR YEARS BUDGET
N/A
CAPITAL REQUESTS
New Project
Start Date: November 2021 // Estimated Completion: March 2022
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
Operating Budget Impact
EAST VALLEY WATER DISTRICT | PAGE 255
CAPITAL BUDGET
TANK/RESERVOIR
REHABILITATION PLANT 108
AND SEISMIC STUDY
FISCAL YEAR BUDGET 2021-2022 | PAGE 256
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
ESTIMATED COST ITEMIZATION
Planning and Design $ 165,000 $ 50,000 $ 60,000 $ 15,000 $ - $ 290,000
Land and Land Preparation - - - - - -
Construction (Contract) 815,000 590,000 830,000 630,000 - 2,865,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials 10,000 10,000 10,000 5,000 - 35,000
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 990,000 $ 650,000 $ 900,000 $ 650,000 $ - $ 3,190,000
Project Funding
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ 850,000 $ 650,000 $ 900,000 $ 650,000 $ - $ 3,050,000
Replacement Reserve - - - - - -
Grants/Loans 140,000 - - - - 140,000
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 990,000 $ 650,000 $ 900,000 $ 650,000 $ - $ 3,190,000
Benefits to the Community
Help prolong the
tank’s life to continue
serving the community.
Install anti-corrosion
system and make repairs
to maintain tank reliability.
Identify and assess
structural concerns
to protect the Plant
during an earthquake.
Project Description
The Hydropneumatic tank (hydro) at Plant 101 boosts water to 35 homes that are situated at elevations above the plant site,
and therefore cannot be gravity fed by the plant’s 1.4 million gallon reservoir; the Hydro tank is the only means of serving
these customers. An inspection of Plant 101 revealed that the Hydro Tank and booster pumps need to be replaced, and that
an onsite generator should be installed to provide backup power in the event of an emergency.
The District recently secured a $300,000 grant for the purchase of the generator. The grant has a limited period of
availability, so installation of the on-site generator has become the priority for FY 2021-22. The replacement of the tank will
occur in the following year.
Hydro Tank RehabilitationPlant 101
PROJECT TYPE
Water
LOCATION
Highland
PROJECT MANAGER
Engineering
TOTAL PROJECT COST
$1,180,000
PRIOR YEARS BUDGET
N/A
CAPITAL REQUESTS
New Project
Start Date: July 2021 // Estimated Completion: June 2023
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
Operating Budget Impact
EAST VALLEY WATER DISTRICT | PAGE 257
CAPITAL BUDGET
PLANT 101 HYDRO TANK
REHABILITATION
FISCAL YEAR BUDGET 2021-2022 | PAGE 258
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) 300,000 880,000 - - - 1,180,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 300,000 $ 880,000 $ - $ - $ - $ 1,180,000
Project Funding
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ - $ 880,000 $ - $ - $ - $ 880,000
Replacement Reserve - - - - - -
Grants/Loans 300,000 - - - - 300,000
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 300,000 $ 880,000 $ - $ - $ - $ 1,180,000
Benefits to the Community
Enhance plant
operations to maintain
service reliability.
Installation of a backup
generator will help maintain
service during an emergency.
Allows EVWD to continue to
meet local, State, and Federal
system requirements.
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.
This project budget serves to fund relocation costs as they arise.
Facility Relocations
PROJECT TYPE
Replacement Water Distribution System
LOCATION
District-wide
PROJECT MANAGER
Engineering
TOTAL PROJECT COST
$100,000 for FY 2021-22
Budgeted Annually
PRIOR YEARS BUDGET
N/A
CAPITAL REQUESTS
Annual Budget Request
Start Date: July 2021 // Estimated Completion: June 2022
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
Operating Budget Impact
EAST VALLEY WATER DISTRICT | PAGE 259
CAPITAL BUDGET
FACILITY RELOCATIONS
FISCAL YEAR BUDGET 2021-2022 | PAGE 260
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
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 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
Replacement Reserve - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
Benefits to the Community
Relocate system
facilities to maintain
service reliability.
Work with local agencies to
ensure a smooth transition with
minimal service interruptions.
Extend the
useful life of the
distribution system.
Project Description
This project involves scheduled capital improvements to District facilities that can be performed within a single fiscal year.
Improvements planned for FY 2021-22 include upgrades to wrought iron security fencing at the District’s Plant 39.
Facility Rehabilitations
PROJECT TYPE
Water
LOCATION
Date Street, East of Arden Avenue
San Bernardino
PROJECT MANAGER
Operations
TOTAL PROJECT COST
$212,000 for FY 2021-22
Budgeted Annually
PRIOR YEARS BUDGET
$245,000 for FY 2020-21. Completed security
fencing and repairs to access road at Plant 34.
CAPITAL REQUESTS
Annual Budget Request
Start Date: July 2021 // Estimated Completion: June 2022
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
Operating Budget Impact
EAST VALLEY WATER DISTRICT | PAGE 261
CAPITAL BUDGET
Mirada Street
29th Street
Bl
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Va
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Ar
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Fairview
School
Date Street
FACILITY REHABILITATIONS
FISCAL YEAR BUDGET 2021-2022 | PAGE 262
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) 212,000 75,000 75,000 75,000 75,000 512,000
Project Mgmt/Inspection - - - - - -
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $ 212,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 512,000
Project Funding
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ 212,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 512,000
Replacement Reserve - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 212,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 512,000
Benefits to the Community
Enhance the
security of water
facilitates.
Prevent
unauthorized
access.
Extend the
useful life of
water facilities.
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.
PROJECT TYPE
Water
LOCATION
TBD
PROJECT MANAGER
Operations
TOTAL PROJECT COST
$50,000 for FY 2021-22
Budgeted Annually
PRIOR YEARS BUDGET
$50,000 for FY 2020-21
CAPITAL REQUESTS
Annual Budget Request
Start Date: July 2021 // Estimated Completion: June 2022
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
EAST VALLEY WATER DISTRICT | PAGE 263
CAPITAL BUDGET
Improvements/RehabilitationsWell & Booster
WELL & BOOSTER
IMPROVEMENTS/
REHABILITATIONS
FISCAL YEAR BUDGET 2021-2022 | PAGE 264
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
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 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
Replacement Reserve - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
Benefits to the Community
Enhance service
reliability to the
community.
Extend the useful
life of the water
distribution system.
Allows EVWD to
continue to meet the
community’s water needs.
Project Description
The District’s CCTV inspections set out to regularly inspect the condition of wastewater pipelines in an effort to proactively
replace weakened sections. Recent observations have identified a segment of 6-inch diameter sewer main with cracks in
the vitrified clay pipe. This 390 linear foot segment must be replaced and is located on 11th Street.
PROJECT TYPE
Replacement - Wastewater
LOCATION
11th Street (East of Cole Avenue, West of Palm
Avenue), Highland
PROJECT MANAGER
Engineering
TOTAL PROJECT COST
$150,000
PRIOR YEARS BUDGET
None
CAPITAL REQUESTS
New Project
Start Date: July 2021 // Estimated Completion: June 2022
Additional Staff Salaries
N/A
Debt Service
N/A
Maintenance
N/A
Utilities
N/A
Operating Budget Impact
EAST VALLEY WATER DISTRICT | PAGE 265
CAPITAL BUDGET
11th Street RehabilitationWastewater Main
11th Street
Pa
l
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A
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Co
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Baseline Street
WASTEWATER MAIN
11TH STREET REHABILITATION
FISCAL YEAR BUDGET 2021-2022 | PAGE 266
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - $ - $ -
Land and Land Preparation - - - - - -
Construction (Contract) 140,000 350,000 350,000 350,000 350,000 1,540,000
Project Mgmt/Inspection 7,500 - - - - 7,500
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor 2,500 - - - - 2,500
Other (Legal) - - - - - -
ANNUAL TOTAL $ 150,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,550,000
Project Funding
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ 150,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,550,000
Replacement Reserve - - - - - -
Grants/Loans - - - - - -
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $ 150,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,550,000
Benefits to the Community
Enhance wastewater
service reliability to the
community.
Replaces sewer
main to prevent a
future break.
Protects community
health and safety of
the community.
Project Description
The District is building a wastewater reclamation facility known as the SNRC. The plant will have the capability to treat all
wastewater flows currently generated by District customers. 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 purposes. 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. Plant construction is being funded by grants and low interest State Revolving Fund (SRF) loans from
the State Water Resources Control Board.
Through June 2021, the District has issued contracts totaling $182.9 million and incurred approximately $142.2 million of
those contract costs. During FY 2020-21 the District identified a more effective location for discharge of recycled water. This
shift resulted in additional costs for construction of the recycled water pipeline and for the construction of an emergency
storage basin in case of an SNRC shut down. Costs for the recycled water pipeline and recharge basins will be included
within the reimbursement agreement with Valley District. The emergency storage basin, with an approximate cost of $6
million, will be paid with additional SRF loan funding.
Sterling Natural Resource CenterSNRC
PROJECT TYPE
New Wastewater Recycling Plant
LOCATION
25318 and 25376 5th Street, Highland
PROJECT MANAGER
Engineering
TOTAL PROJECT COST
$182,917,000
PRIOR YEARS BUDGET
$148,425,000
CAPITAL REQUESTS
Previously Programmed Project
Start Date: January 2014 // Estimated Completion: May 2022
Additional Staff Salaries
$1,800,000
Debt Service
$6,820,000 annually on 1.8% interest, State Revolving Fund
loan
Maintenance
$3,220,000 (estimated) for contract services and supplies.
Contracted wastewater treatment currently paid to a third-party
agency of $8,600,000 annually, would be eliminated
Utilities
Anaerobic digesters at the plant will convert wastewater solids,
along with high grade food waste offloaded by waste haulers,
to produce enough energy to power SNRC operation.
Operating Budget Impact
EAST VALLEY WATER DISTRICT | PAGE 267
CAPITAL BUDGET
STERLING NATURAL
RESOURCE CENTER
FISCAL YEAR BUDGET 2021-2022 | PAGE 268
Project Cost
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
ESTIMATED COST ITEMIZATION
Planning and Design $ - $ - $ - $ - - $ -
Land and Land Preparation 9,000,000 - - - - 9,000,000
Construction (Contract) 34,494,000 - - - - 34,494,000
Project Mgmt/Inspection 60,000 - - - - 60,000
Equipment/Furnishings - - - - - -
Materials - - - - - -
EVWD Labor - - - - - -
Other (Legal) - - - - - -
ANNUAL TOTAL $43,554,000 $ - $ - $ - $ - $43,554,000
Project Funding
Year 1
FY 2021-22
Year 2
FY 2022-23
Year 3
FY 2023-24
Year 4
FY 2024-25
Year 5
FY 2025-26
5-Year
Project Total
FINANCING SOURCES
Operating Revenue $ 2,567,000 $ - $ - $ - $ - $ 2,567,000
Replacement Reserve - - - - -
Grants/Loans 40,987,000 - - - - 40,987,000
Bond Proceeds - - - - - -
Development Fees - - - - - -
Other - - - - - -
ANNUAL TOTAL $43,554,000 $ - $ - $ - $ - $ 43,554,000
Benefits to the Community
Water treated at the
SNRC will recharge
the local Bunker Hill
Groundwater Basin.
Picnic area, demonstration
garden, walking paths,
workshop space, and
special events area.
Hands-on training and career
experiences in wastewater
treatment available to
students and residents.
Project Description
The District’s current Surface Water Treatment Plant (Plant 134) is located on the northern area, and at about mid-point east
to west, within the District’s service area. Source water for Plant 134 is a pressurized water line for the State Water Project
and gravity-fed intake from the Santa Ana River on the east end of the District.
Rights to Santa Ana River water were obtained through the purchase of shares in the NFWC. The NFWC was established
in 1885 to provide water for citrus farmers, whose groves once covered the entire eastern half of the District.
Two circumstances now make continued operations of the NFWC pipeline less than optimal. First, almost all of the citrus
groves have been replaced by homes, and treated water is now pumped uphill to serve those homes from Plant 134.
Second, the District State Water Project turnout at Plant 134 is capable of supplying enough water for the Plant to run at full
capacity. For these reasons the District is exploring alternative methods for supplying customers in the eastern end of the
District. A new Surface Water Treatment Plant at the east end of the service area, near the intake for Santa Ana River water,
was determined to be a viable option by an independent feasibility study.
The purpose of this project is to complete a preliminary
design report for an East End Surface Water Treatment
Plant, and develop construction estimates for the facility. The
District will pursue low-cost financing for the plant through
Clean Water State Revolving Fund grants and loans.
Treatment PlantEast End Surface Water
PROJECT TYPE
Water
LOCATION
Santa Ana River Intake
PROJECT MANAGER
Engineering
TOTAL PROJECT COST
$18,200,000
PRIOR YEARS BUDGET
$25,000
CAPITAL REQUESTS
N/A
Funding for the East End Surface Water Treatment Plant is currently not allocated within the FY 2021-22 Capital
Expenditures. Should funding be made available through external grants or funding sources, the project timeline
will shift and allow East Valley Water District to advance the construction schedule.
EAST VALLEY WATER DISTRICT | PAGE 269
CAPITAL BUDGET
Additional Staff Salaries
N/A
Debt Service
This District will apply for a low interest loan from the State
Water Resources Control Board State Revolving Fund.
Annual debt service on the estimated project cost of $18.2
million would be approximately $840,000.
Operating Budget Impact
EAST END SURFACE
WATER TREATMENT PLANT
FISCAL YEAR BUDGET 2021-2022 | PAGE 270
Maintenance
The annual operating costs, including funding of replacement reserves such as treatment membranes, would be
approximately $1 million.
Utilities
An additional treatment process will increase power costs by approximately $30,000 annually.
Benefits to the Community
Maintain the quality and
safety of water provided
to the community.
Allows EVWD to continue to
meet local, State, and Federal
water quality requirements.
Enhance the
surface water
treatment process.
EAST VALLEY WATER DISTRICT | PAGE 271
Infrastructure Accomplishments
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The budget reflects the District's commitment to allocating
resources to meet the needs of its stakeholders.
FISCAL YEAR BUDGET 2021-2022 | PAGE 272
EAST VALLEY WATER DISTRICT | PAGE 273
Infrastructure 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 under budget in FY 2020-21 that focused on system
improvements for both water and wastewater systems.
CAPITAL BUDGET
FY 2020-21 Accomplishments
Elm Street Water
Main Replacement
• Project Budget: $450,000
• Actual Cost: $418,049
• Completed: April 2021
AMI Meter Replacement
Final Phase
• Project Budget: $1,850,000
• Actual Cost: $1,921,604
• Completed: May 2021
Plant 134, HQ Boardroom,
and CS Remodel
• Project Budget: $550,000
• Actual Cost: $485,000
• Completed: March 2021
Lillian Lane Wastewater
Main Rehabilitation
• Project Budget: $200,000
• Actual Cost: $289,876
• Completed: June 2021
The District completed
the process of upgrading
customers’ existing water
meter to an AMI device,
with more than 20,000
new meters installed during
this six-year project.
FISCAL YEAR BUDGET 2021-2022 | PAGE 274
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EAST VALLEY WATER DISTRICT | PAGE 275
GLOSSARY
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The budget is formally reviewed each quarter,
allowing for an opportunity to take formal budget
adjustments to the Governing Board for consideration.
ACRONYMS
DEFINITIONS
FISCAL YEAR BUDGET 2021-2022 | PAGE 276
CHART OF ACCOUNTS
Definitions
Technical terms found in the budget document.
EAST VALLEY WATER DISTRICT | PAGE 277
A
• Acre Foot: A water measurement equal to
325,851 gallons. - pg. 73
• Advanced Metering Infrastructure: The
technology of collecting meter reads via a
network. - pg. 12
• Air Quality Management District or South Coast
Air Quality Management District: The air pollution
agency responsible for regulating stationary
sources of air pollution in the South Coast Air
Basin, in Southern California. - pg. 239
• American Water Works Association: Established
in 1881 and is the largest nonprofit, scientific, and
educational association dedicated to managing
and treating water. - pg. 35
C
• California Public Employees’ Retirement System:
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. 56
• California Special Districts Association: 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. - pg. 12
• Capital Outlay and Construction Costs:
Capitalized and expenses over the useful life of
the asset on a Generally Accepted Accounting
Principle basis; shown as a current expenditure
on a budget basis. - pg. 56
• Cityworks: This platform is designed to help local
governments and utilities manage public assets
and their associated data, work activities, and
business processes. - pg. 171
• Closed Circuit TV: The use of video cameras
to transmit a signal to a limited set of monitors. -
pg. 221
• Compensated Absence: An expense that reflects
the change in related accrued liabilities during
the accounting period on the Generally Accepted
Accounting Principle basis, but for budget
purposes, expense includes anticipated leave
time to be used and/or cashed by employees
during the fiscal year. - pg. 56
• Comprehensive Annual Financial Report : 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. 166
• Cool-Season Turfgrass: Grass species which
require 80% replenishment of evapotranspiration.
Species do not go dormant during winter months
and include tall fescue, ryegrass, bentgrass, and
Kentucky bluegrass. - pg. 100
D
• Depreciation: Recorded annually to expense
the cost of a capital asset over its useful life on a
General Accepted Accounting Principle basis but
is not contemplated on the budget basis. - pg. 50
E
• Enterprise Fund: Revenues and expenditures of
services are separated into separate funds with
its own financial statements. - pg. 06
GLOSSARY
FISCAL YEAR BUDGET 2021-2022 | PAGE 278
F
• Federal Emergency Management Agency: 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. 154
• Fees: Charges for service that are based upon the
cost of providing the service. - pg. 47
• Fiscal Year: The time frame in which the
budget applies. This period is from July 1
through June 30. - pg. 03
• Full-Time Employee: 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. - pg. 71
• 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. 06
• Fund Equity: The excess of an entity’s assets over its
liabilities; a negative Fund Equity is sometimes called
a deficit. - pg. 84
G
• Generally Accepted Accounting Principles:
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. Generally Accepted
Accounting Principles (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 pronouncements. GAAP provides a standard
by which to measure financial presentations. - pg. 56
• Geographic Information System: 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. 165
• Governmental Accounting Standards Board:
A private, non-governmental organization who
is the source of generally accepted accounting
principles used by State and Local governments in
the U.S. - pg. 56
• Governmental Accounting Standards Board 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. 56
• Government Finance Officers Association:
Represents public finance officials throughout the
United States and Canada. - pg. 12
• Granular Activated Carbon: A highly porous
adsorbent material used during the water treatment
process. It is used to remove tetrachloroethylene,
also known as perchloroethylene (PCE). - pg. 190
• Groundwater: Water that occurs below the surface of
Earth. - pg. 20
H
• Hundred Cubic Feet: Water billing measurement
equal to 748 gallons. - pg. 62
I
• Interest Payments: Related to financing for the cost
of a capital asset during construction are capitalized
on the Generally Accepted Accounting Principle
basis but are reported as a current expense on a
budget basis. - pg. 56
K
• Key Performance Indicator: Monitors progress
towards meeting program objectives. - pg. 09
GLOSSARY
EAST VALLEY WATER DISTRICT | PAGE 279
L
• Linear Feet: A 12-inch measurement of length. -
pg. 216
• Local Agency Investment Fund: 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. 80
N
• North Fork Water Company: A mutual water
company that secures surface water from the Santa
Ana River and other available sources for delivery to
its shareholders. - pg. 11
P
• Payment Card Industry: Data security requirements
for any organization that accepts credit card
payments. - pg. 177
• Pension Expense: Budgeted based on employer
contribution rates assigned by the California Public
Employees’ Retirement System. For financial
statement reportion, pension expense is recorded
based on the change to the net pension liability
in accordance with Governmental Accounting
Standards Board Statement No. 68. - pg. 56
• Principal Payments: Payments on long-term debt
are applied to reduce the outstanding liability on
a Generally Accepted Accounting Principle basis;
shown as a current expenditure on a budget basis. -
pg. 56
• Purchased Water: Imported water purchased from
the California State Water Project. - pg. 73
R
• Revenue: Income generated by assessments,
investments, connection fees, stand-by fees, and
user charges. - pg. 03
• Reserve: An account set aside to meet unexpected
costs. - pg. 06
S
• San Bernardino Valley Municipal Water District:
Formed in 1954 as a regional agency to plan a
long-range water supply for the San Bernardino
Valley. - pg. 20
• Section Sign (§): Typographical glyph for referencing
numbered sections of a document. - pg. 48
• Single-Family Residential: A stand-alone residential
building. - pg. 62
• Sterling Natural Resource Center: The District is
planning and constructing a water recycling center
called the Sterling Natural Resource Center. - pg. 03
• Supervisory Control and Data Acquisition: Generally
refers to an industrial computer system that monitors
and controls a process. - pg. 30
• Surface Water: Found in large bodies like the oceans
or lakes or which flows overland in streams. - pg. 11
T
• Total Trihalomethanes: A disinfectant by product
when chlorine used to treat water reacts with organic
materials in the water. - pg. 10
• Tyler Accounting System: The District’s enterprise
resource planning software that integrates across all
business processes and activities. - pg. 165
V
• VMware: A software company that provides cloud
computing and virtualization software and services. -
pg. 172
W
• Wastewater Collection Sytem 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. 10
• Water 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. 10
FISCAL YEAR BUDGET 2021-2022 | PAGE 280
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EAST VALLEY WATER DISTRICT | PAGE 281
Acronyms
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The District is committed to sound stewardship and
transparent operations, through its presentation of
the capital and operating budget to the community.
FISCAL YEAR BUDGET 2021-2022 | PAGE 282
Acronyms
Technical acronyms found in the budget document.
EAST VALLEY WATER DISTRICT | PAGE 283
A
• ACWA: Association of California Water
Agencies - pg. 153
• AF: Acre Foot - pg. 73
• AMI: Advanced Metering Infrastructure - pg. 9
• AQMD or SCAQMD: Air Quality Management
District or South Coast Air Quality Management
District - pg. 239
• AWWA: American Water Works
Association - pg. 35
B
• BAR: Bureau of Automotive Repair - pg. 239
• BOD: Biochemical Oxygen Demand - pg. 229
C
• CAFR: Comprehensive Annual Financial
Report - pg. 166
• CalFire: California Department of Forestry and
Fire and Protection - pg. 23
• CalPERS: California Public Employees’ Retirement
System - pg. 56
• Cal OES: California Governor’s Office of
Emergency Services - pg. 255
• CAPIO: California Public Information
Officials - pg. 153
• CARB: California Air Resources Board - pg. 239
• CCR: Consumer Confidence Report - pg. 210
• CCTV: Closed-Circuit Television - pg. 239
• CEO: Chief Executive Officer - pg. 05
• CFD: Community Facilities District - pg. 12
• CGC: California Government Code - pg. 47
• CIP: Capital Improvement Program - pg. 10
• CISCO: Computer Information System
Company - pg. 171
• CMUA: California Municipal Utilities
Assocation - pg. 153
• COLA: Cost of Living Adjustment - pg. 71
• CSDA: California Special Districts
Association - pg. 12
• CSMFO: California Society of Municipal
Officers - pg. 12
• CWEA: California Water Environment
Association - pg. 223
D
• DWR: Department of Water Resources - pg. 82
E
• EOC: Emergency Operations Center - pg. 172
• EPA: Environmental Protection Agency - pg. 154
• EVWD: East Valley Water District - pg. 03
F
• FEMA: Federal Emergency Management
Agency - pg. 154
• FY: Fiscal Year - pg. 03
• FOG: Fats, Oils, and Grease - pg. 209
G
• GAC: Granular Activated Carbon - pg. 190
• GASB: Governmental Accounting Standards
Board - pg. 56
• GAAP: Generally Accepted Accounting
Principles - pg. 56
• GC: San Bernardino Basin Area Groundwater
Council - pg. 73
• GIS: Geographic Information System - pg. 165
• GFOA: The Government Finance Officers
Association - pg. 12
• GMP: Guranteed Maximum Price - pg. 154
GLOSSARY
FISCAL YEAR BUDGET 2021-2022 | PAGE 284
H
• HCF: Hundred Cubic Feet - pg. 62
• HQ: Headquarters - pg. 171
• HVAC: Heating, Ventilation, and Air Conditioning -
pg. 233
I
• ICS: Incident Command System - pg. 153
• IPAWS: Integrated Public Alert and Warning
System - pg. 153
K
• KPI: Key Performance Indicator - pg. 09
L
• LAIF: Local Agency Investment Fund - pg. 80
M
• MG: Million Gallon - pg. 30
• MGD: Million Gallons Per Day - pg. 30
• MOU: Memorandum of Understanding - pg. 71
N
• NFWC: North Fork Water Company - pg. 11
• NPDES: National Pollutant Discharge Elimination
System - pg. 229
P
• PAFR: Popular Annual Financial Report - pg. 166
• PCI: Payment Card Industry - pg. 177
• PFAS: Polyfluoroalkyl Substances - pg. 210
• PFOA: Perfluorooctanoic Acid or
Perfluorooctanoate - pg. 210
• PRSA: Public Relations Society of America - pg. 153
• PRV: Pressure Regulating Valve - pg. 30
R
• RUSD: Redlands Unified School District - pg. 22
S
• SAR: Santa Ana River - pg. 20
• SBCUSD: San Bernardino City Unified School
District - pg. 22
• SCADA: Supervisory Control and Data
Acquisition - pg. 30
• SCE: Southern California Edison - pg. 75
• SFR: Single-Family Residential - pg. 62
• SNRC: Sterling Natural Resource Center - pg. 03
• SWP: State Water Project - pg. 80
• SWRCB: State Water Resources Control
Board - pg. 79
T
• TSS: Total Suspended Solids - pg. 229
• TTHM/THM: Total Trihalomethanes - pg. 10
• Tyler Accounting System: - pg. 165
EAST VALLEY WATER DISTRICT | PAGE 285
Chart of Accounts
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The District actively enhances communication
methods to reach a variety of stakeholders.
FISCAL YEAR BUDGET 2021-2022 | PAGE 286
Chart of Accounts
A complete listing of every account used in the accounting system.
In order to maintain consistency across programs and ease the ability to compare expenses, each program
budget detail has allocated District resources within a specific list of revenue and expense accounts. This budget
includes specific accounts 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.
EAST VALLEY WATER DISTRICT | PAGE 287
• 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 Water Company
• 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
GLOSSARY
FISCAL YEAR BUDGET 2021-2022 | PAGE 288
• 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
• 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
31111 Greenspot Road
Highland, California 92346
DISTRICT HEADQUARTERS
District Board Meetings
Second and Fourth Wednesday of Each Month at 5:30pm
District Headquarters Board Room
31111 Greenspot Road
Highland, CA 92346
Virtual Board Meetings (Temporary COVID Measure)
Second and fourth Wednesday
To attend online or telephonically visit www.eastvalley.org/AgendaCenter
for details and login information.
@eastvalleywater www.eastvalley.org
East Valley Water District
Resolution 2021.10
Page 1 of 2
RESOLUTION 2021.10
A RESOLUTION OF THE BOARD OF DIRECTORS
OF THE EAST VALLEY WATER DISTRICT
APPROVING THE OPERATING AND CAPITAL
BUDGETS FOR FISCAL YEAR 2021-22
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 2021-22, 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 2021-22; and
Section 2. The provisions of this Resolution shall take effect on July 1, 2021.
ADOPTED this 23rd day of June 2021.
Ayes:
Noes:
Abstain:
Absent:
David E. Smith
Board President
East Valley Water District
Resolution 2021.10
Page 2 of 2
ATTEST:
_____________________________
John Mura
Secretary, Board of Directors
June 23, 2021
I HEREBY CERTIFY that the foregoing is a full, true and correct copy of Resolution 2021.10
adopted by the Board of Directors of East Valley Water District at its Regular Meeting held June
23, 2021.
_____________________________
John Mura
Secretary, Board of Directors
B O AR D AGE N D A S TAF F R E P ORT
Agenda Item #6.
Meeting Date: June 23, 2021
Dis c ussion Item
To: G o verning Board Memb ers
F rom: G eneral Manager/C EO
Subject: C ons id er Approval o f S terling Natural R es o urc e C enter P rojec t Enhancements
R E C O MME N D AT IO N:
S taff rec ommend s that the Bo ard o f Direc to rs autho rize the additional projec t c o s ts and G eneral Manager/C EO
to iss ue No tic es to P ro ceed fo r S terling Natural R es o urce C enter p ro ject enhanc ements .
B AC KGR O UN D / AN ALYS IS :
T he S terling Natural R es o urc e C enter (S NR C ) will be a s tate-o f-the-art fac ility in Highland , C alifo rnia, that will
p ro vide a sus tainab le new water sup p ly to b o o s t the regio n's water ind ep end enc e. C ap ab le of treating up to 8
millio n gallo ns a day, the S NR C will rec harge the loc al Bunker Hill G ro und water Basin and create new
o p p o rtunities for the s urro und ing c o mmunity. T he Dis tric t s elected the P ro gressive Design Build p roc urement
metho d for this p rojec t, whic h has s erved as insulation from cos t increas es experienc ed by many new
cons truc tion effo rts. T he method also allows fo r the o p p o rtunity to incorporate ad d itio nal elements into the
p ro ject within the existing s ched ule by ad d ing to the ap p ro ved bud get. After c o untles s ho urs of analyzing
o p p o rtunities, staff has id entified imp o rtant enhancements includ ing:
C AE AT FA S ales Tax Exclus ion: T he Dis tric t rec eived a s ales tax exc lusion fro m the C alifornia Alternative
Energy and Advanc ed Trans portatio n F inanc ing Autho rity (C AEAT FA). T his program allo ws sales taxes o n
eligible items to b e p aid b y the p ro gram, rather than the p ro jec t resulting in s ignific ant s avings . S ince sales tax is
d ep endent on the c os t o f the goo d s , this projec t savings will be c alc ulated o nc e p urc has es are complete. T his
p ro gram ap p lies to Balfour Beatty and their s ubc o ntrac tors/vendors wo rking o n the S NR C . P artic ip ating in this
s ales tax exc lus io n will res ult in ap p ro ximately $3.5 - 4.5 million in s avings credited to the District at projec t
close-out.
Urb an G reening G rant: Ens uring that the S terling Natural R es o urc e C enter is a c o mmunity resourc e has b een a
p rio rity s inc e the p ro jec t’s inceptio n. In 2019, the Dis tric t rec eived an Urb an G reening G rant in the amo unt of
$1.4 millio n. T his enhanced the o riginal landsc ap ing s cope alo ng with o ther imp ro vements agreed upon by the
p ro ject team to c reate a welc o ming enviro nment fo r the c o mmunity. T he wes t side o f the prop erty has b een
d es igned to ho s t c ommunity events, s erve as a demons tration gard en, and offer a loc atio n fo r spec ial events .
T he addition of $1.4 millio n in s ite enhancements will be reimburs ed b y the Urb an G reening grant.
S o uthern C alifornia Edison High Vo ltage P ower: G enerating elec tric ity o n s ite is a key component to making
every s o urc e a resource. With the size o f the pro ject and available energy connec tion to the S o uthern C alifo rnia
Ed is o n p o wer grid, the s ite req uired a critic al red es ign. T his s ignific ant c hange to c o nnect to S C E’s high voltage
lines res ulted in ad d itio nal connectio n and equip ment costs in the amount of $2,204,000. T his additional projec t
cost will b e funded b y District res erves.
Emergenc y S torage Bas in: As a was tewater treatment fac ility that will need to operate 24/7 o nc e o p erations ,
lo ng-term reliab ility and red und ancy are c ritic al. T he Dis tric t has id entified an o p portunity to cons truct an
emergenc y s torage locatio n at the s ame s ite at the Weaver R ec harge Basins . By s iting the recharge b asins and the
emergenc y s torage to gether the Distric t and S an Bernardino Valley Munic ip al Water Dis tric t (Valley Dis tric t) c an
b enefit from econo mies of s c ale and shared design costs . T his enhancement will provid e a s afe lo catio n in the
unlikely event of a comp licatio n with the treatment p ro ces s . Bas in d es ign and c o ns tructio n will c o s t up to $5
millio n and will be ad ded to the Dis tric t’s S tate R evolving F und loan.
R egional R ecycled Water P ipeline and Weaver R echarge Bas ins : Wo rking c o llab o ratively, the District is
collaborating with Valley Dis trict for the design and cons truc tion of the regio nal rec yc led water p ip eline and
Weaver Basins . T hese elements will initially pro vide a locatio n fo r the S NR C to rep lenish the loc al groundwater,
fo llo wed by other rec yc led water fac ilities , inc luding the S an Bernardino Water Department’s C lean Water
F acto ry. Working in line with the reimbursement agreement appro ved by the G o verning Bo ard s of both the
Dis tric t and Valley Dis tric t, Balfour Beatty are actively working to aband o n an existing well, cond uc t
enviro nmental s urveys , continue des ign work, and p rep are fo r c onstruc tion. T his wo rk is es timated to b y
ap p ro ximately $38 millio n and will be reimb urs ed by Valley Dis tric t.
Del R o s a and 5th S treet S ignal R elo c ation: Team S terling continues to progress with design of the o ff-s ite
imp ro vements for the p ro jec t, inc lud ing the s ignal reloc ation at 5th S treet and Del R o s a Avenue. In 2020, the
Dis tric t and the C ity of Highland agreed to widen the inters ec tion and relo c ate the s ignal as p art o f the S NR C
imp ro vements , with the und ers tanding that the C ity of Highland will reimburse the Dis tric t fo r thos e c o s ts. T his
enhanc ement s up p o rts the long-term traffic circ ulation ob jectives of the area while minimizing the inc onveniences
o f c onstruc tion on the c o mmunity. T he s ignal wo rk is in the b id ding process for this effort, and is es timated to
b e $500,000, which will b e reimbursed to the Dis tric t b y the C ity of Highland .
T he S terling Natural R es o urc e C enter c o ntinues to pro vide o p p o rtunities fo r the District to wo rk c ollab o ratively
with lo cal agenc ies and utility p rovid ers to better serve the community. C ons is tent with the Dis trict’s Vis io n, this
p ro ject s upports the idea o f providing world c las s pub lic service.
AG E N C Y G O ALS AN D OB J E C T IVE S :
G oal and O b jectives I - Implement Effec tive S o lutio ns T hrough Visionary Leadership
a) Identify O pportunities to O p timize Natural R esourc es
c ) S trengthen R egio nal, S tate and National P artners hips
R E VIE W B Y O T HE R S :
T his agenda item has been reviewed by the F inanc e Dep artment.
F IS C AL IMPAC T
R ecommended b y:
Jo hn Mura
G eneral Manager/C EO
R espec tfully sub mitted:
Kelly Malloy
Direc tor o f S trategic S ervic es
F IS C AL IMPAC T
$9 million in p ro jec t c os ts have b een inc luded in the F Y 2020-21 b udget. Expens es that are reimburs ab le have
no t b een includ ed in the projec t c o s t, as they will no t have a permanent imp ac t o n the Dis tric t’s annual financ es .