HomeMy WebLinkAboutAgenda Packet - EVWD Board of Directors - 06/10/2015DRAFT BUDGET
FISCAL YEAR 2015/16
LEADERSHIP PARTNERSHIP
STEWARDSHIP
EAST VALLEY WATER DISTRICT
HIGHLAND, CALIFORNIA
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TABLE OF CONTENTS Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Transmittal Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
District Officials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
GFOA Distinguished Budget Award . . . . . . . . . . . . . . . . . .3
Budget Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
District Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
District Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Financial Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Budget Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Authorized and Funded Positions . . . . . . . . . . . . . . . . . . . .19
Financial Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
District Wide Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
District Wide Itemized Expense Summary . . . . . . . . . . . . .33
Fund Equity Summary (Accrual Basis) . . . . . . . . . . . . . . . . .35
Fund Equity History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Water Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
Wastewater Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
Program Summaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
Governing Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59
General Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
Public Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65
Conservation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67
Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71
Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73
Meter Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79
Water Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81
Water Treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87
Water Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Water Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91
Wastewater Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Facilities Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97
Fleet Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101
Capital Outlay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103
Capital Improvement Program . . . . . . . . . . . . . . . . . . . . . . . . .105
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .145
Chart of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 1
<<<INSERT TEXT HERE>>>
HONORABLE CHAIRMAN,GOVERNING BOARDand DISTRICT RATEPAYERS:
DISTRICT OFFICIALS
JAMES MORALES, JR.
Chairman of the Board
GOVERNING BOARD
RONALD L. COATS
Vice Chairman
CHRIS CARILLO
Director
BEN COLEMAN
Director
NANETTE SHELTON
Director
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JOHN MURA
General Manager/CEO
BRIAN TOMPKINS
Chief Financial Officer
KERRIE BRYAN
Human Resources/Risk and
Safety Manager
JUSTINE HENDRICKSEN
District Clerk
TOM HOLLIMAN
Engineering Manager
KELLY MALLOY
Public Affairs/Conservation Manager
ROBERT PENG
Information Technology Manager
MARIE RICCI
Finance Manager
<<<INSERT TEXT HERE>>>
DISTRICT MANAGEMENT
LEADERSHIP
PARTNERSHIP
STEWARDSHIP
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 3
GFOA DISTINGUISHEDBUDGET AWARD
The Government of Finance Officers Association of
the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to East
Valley Water District, California for its annual budget
for the fiscal year beginning July 1, 2014 . In order to
receive this award, a governmental unit must publish
a budget document that meets program criteria as a
policy document, as an operations guide, as a financial
plan, and as a communication device .
This award is valid for a period of one year only . We
believe our current budget continues to conform to
program requirements, and we are submitting it to
GFOA to determine its eligibility for another award .
BUDGETGUIDE
The budget document is EVWD’s annual financial plan
prepared by District Management and approved by
the Governing Board . The financial plan serves as a
policy document, operations guide for programs, and
as means of transparent communication . The intended
audience of the budget document is citizens, local
businesses, debt holders and debt rating agencies,
other governmental agencies, and other stakeholders .
BUDGET DOCUMENT SECTIONS
The budget document consists of 9 sections, including:
INTRODUCTION
The Budget Overview section includes the General
Manager/CEO’s Budget Transmittal Letter, GFOA
Distinguished Budget Award, District Profile, District
Officials, Organizational Structure, District Vision
(Mission Statement), Financial Management Policies,
Budget Guide
BUDGET OVERVIEW
This section includes a summary of the Budget
Highlights and Authorized Positions .
FINANCIAL SUMMARY
This section presents an in-depth District-wide
overview of the Fiscal Year 2015-16 Budget .
WATER FUND
This section provides a description of the Water Fund
balances, reserves, and debt service .
WASTEWATER FUND
This section provides a description of the Wastewater
Fund balances, reserves, and debt service .
PROGRAM SUMMARIES
This section provides comprehensive information for
each functional program within the District including
their operational budget . The Fiscal Year 2015-16
Budget is organized into the following summary
programs:
• Governing Board
• General Administration
• Human Resources
• Public Affairs
• Conservation
• Finance
• Information Technology
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• Customer Service
• Meter Service
• Engineering
• Water Production
• Water Treatment
• Water Quality
• Maintenance Administration
• Water Maintenance
• Wastewater Maintenance
• Facilities Maintenance
• Fleet Maintenance
Each program section includes:
Program Personnel
This section is the authorized personnel allocated to
each program .
Function
This section includes a basic description of the
responsibilities of each program .
Goals & Objectives
This section identifies specific goals and objectives for
Fiscal Year 2015-16 .
Accomplishments
This section includes highlights from Fiscal Year
2014-15 .
Significant Changes
This section identifies causes of significant changes to
program funding .
Program Budget Detail
This section is a breakdown of the program
expenditures by category or line item .
BUDGET GUIDE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 5
BUDGET GUIDE
Significant Changes
This section presents major changes that have
impacted program operation .
CAPITAL OUTLAY
This section presents in one section the Capital Outlay
purchases included in the Fiscal Year 2015-16 Budget .
CAPITAL IMPROVEMENT PROGRAM
This section presents the Capital Improvement Projects
included in the Fiscal Year 2015-16 Budget .
GLOSSARY
This section provides definitions for general terms and
the Chart of Accounts used throughout the budget
document .
BUDGET FINANCIAL INFORMATION
East Valley Water District operates on a fiscal year, or
budget time period, that begins on July 1 and ends on
June 30 . For example, Fiscal Year 2015-16 (FY 2015-
16 or FY 2016), means July 1, 2015 through June 30,
2016 . In most sections of the budget document, three
years of information is provided, with two columns of
information reflected for the current year (FY 2015) .
The columns typically presented are:
FY 2014 FY 2015 FY 2015 FY 2016 Prior Year
Actual Budget Projected Proposed % Change
FY 2014 ACTUAL
Actual financial information for Fiscal Year 2014 as
reported in the Comprehensive Annual Financial
Report . The actual financial information is reported in
the budget document on a budgetary basis .
FY 2015 BUDGET
The FY 2015 Budget as adopted by the Governing
Board on June 25, 2014 and may also include any
adjustments approved by the Governing Board at the
Mid-Year Budget Review .
FY 2015 PROJECTED
The FY 2015 Projected column reflects the FY 2015
Budget in addition to any budget amendments
approved by the Governing Board during the fiscal
year . The FY 2015 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 2016 PROPOSED
This column initially reflects the FY 2015-16 Proposed
Budget submitted by the General Manager/CEO . After
the Governing Board reviews and approves the Fiscal
Year 2016 Budget, the information in the FY 2016
column changes, if necessary, to reflect the Board’s
actions .
PRIOR YEAR PERCENT CHANGE
This column provides the percent change from the
previous year’s budget to the newly proposed budget . DR
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 7
DISTRICTPROFILE
East Valley Water District (EVWD or District)
is a California Special District that provides
water and wastewater service to residents
within its 27 .7 square mile service area and
is governed by a five member Governing
Board elected at-large to staggered four
year terms by EVWD constituents . East
Valley Water District is a 100% rate-based
organization that receives no tax-related
revenue and operates in accordance with
Division 12 of the California Water Code .
The District was formed on January 18,
1954, through an election of local residents,
mostly citrus grove operators, to have water
service provided by a public water agency .
The District is located in the foothills of the
San Bernardino Mountains, approximately
65 miles east of Los Angeles in the
County of San Bernardino . With a service
area encompassing 27 .7 square miles,
the District provides water and service
to 101,733 residents within the City of
Highland, eastern portions of the City of
San Bernardino, the San Manuel Band of
Mission Indians, Patton State Hospital, and
portions of unincorporated County of San
Bernardino .
WATER SOURCES
EVWD utilizes a mix of groundwater from the Bunker
Hill Groundwater Basin, surface water from the Santa
Ana River, and imported water from the State Water
Project . The District is heavily reliant on groundwater
which supplies approximately 80% of customer
demand . Surface water is treated and distributed
from the Philip A . Disch Surface Water Treatment Plant
(Plant 134) . In 2013, the District completed an upgrade
and expansion of Plant 134 to allow the treatment and
distribution of up to 8 million gallons per day of water
into the system using an ultra-filtration membrane
system, resulting in additional system capacity and
supply reliability .
WASTEWATER COLLECTION &
TREATMENT
The District is responsible for the collection and
conveyance of wastewater within the service area .
All wastewater is sent to the City of San Bernardino
Municipal Water Department where it is treated
in accordance with a Joint Powers Agreement . In
order to create a new source of supply to benefit the
groundwater basin, the District is seeking activation
of their wastewater treatment authority and produce
recycled water .
CUSTOMERS
The District serves a wide range of residential and
commercial customers in the area, in addition to the
San Manuel Band of Mission Indians, San Manuel
Indian Casino and Bingo, and Patton State Hospital .
A majority of customers are residential (84 percent),
with less than 2 percent of customers classified as
agricultural users .
WEATHER
The weather in Highland/San Bernardino varies
throughout the year . During the summer temperatures
can reach over 115° F and as low as 40° F during
the winter . This area typically averages 18 inches of
precipitation annually, mostly during the months of
January through March .
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The weather pattern helps the District forecast water
usage during the year . This information is used to
determine the best strategy to pump and distribute
water to customers . Cost, supply, and system
constraints are also considered when determining the
water supply mix .
GOVERNMENT
The District is organized in a way that provides
responsive and effective service to the rate payers .
EVWD is governed by a five member Governing Board
elected by voters at-large to four year terms . The
Board represents the public’s interest as policy makers
with regard to rates for service, assessments, policies,
ordinances, and other overall matters related to the
management and operation of the District . Appointed
by the Governing Board, the General Manager/CEO
is responsible for overseeing daily operations and
managing staff resources .
EDUCATION
Residents within East Valley Water District’s service
area have access to award winning K-12 schools
through the Redlands and San Bernardino City Unified
School Districts . Local colleges and universities
include nearby California State University, San
Bernardino, the University of California at Riverside,
the University of Redlands, Loma Linda University, and
junior colleges such as Riverside Community College,
Crafton Hills College, and San Bernardino Valley
Community College .
HOSPITAL AND MEDICAL FACILITIES
Hospital or medical facilities located in or near the East
Valley Water District service area include Arrowhead
Regional Medical Center, Loma Linda University
Hospital, Kaiser Permanente Hospital, Redlands
Community Hospital, San Bernardino Community
Hospital, Veteran’s Administration, and St . Bernadine
Medical Center .
DISTRICT PROFILE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 9
ORGANIZATIONALSTRUCTURE
RATE PAYERS
GOVERNING
BOARD
LEGAL
COUNSEL
GENERAL
MANAGER/CEO
PUBLIC
AFFAIRS
CHIEF FINANCIAL
OFFICER
CONSERVATIONFINANCE
CUSTOMER
SERVICE
INFORMATION
TECHNOLOGY
GENERAL
ADMINISTRATION
HUMAN
RESOURCES
ENGINEERING
OPERATIONS
ASSISTANT
GENERAL MANAGER
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 11
DISTRICTVISION
In April 2015, the Governing Board adopted a new
District Vision and Core Values to replace the existing
Mission Statement. Additionally, the District adopted
ambitious Agency Ideals and Organizational Endeavors
to further enhance the effort set forth in the 2012
Strategic Initiatives.
East Valley Water District is a performance based
agency. In order to ensure consistent decision-making
throughout the organization, the Governing Board
adopted the updated District Vision. 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.
VISION
CORE VALUES
Enhance and preserve the quality of life for our community through innovative
leadership and world class public service.
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.
EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 11
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DISTRICT VISION
AGENCY IDEALS &ORGANIZATIONAL ENDEAVORS
I II
III IV
ENCOURAGE INNOVATIVE INVESTMENTS
TO PROMOTE SUSTAINABLE BENEFITS
A . Develop Projects and Programs to
Ensure Safe and Reliable Services
B . Manage and Identify Methods to
Conserve Natural Resources
C . Enhance Emergency Preparedness Programs
D . Dedicate Effort Toward System
Maintenance and Modernization
E . Actively Seek Alternative Supply Resources
MAINTAIN AN ENVIRONMENT COMMITTED
TO ELEVATED PUBLIC SERVICE
A . Strive To Provide World Class Customer Relations
B . Promote a Positive Organizational Culture
C . Identify Strategies to Attract and
Retain a High Quality Workforce
D . Maximize Staff and Governing Board Capabilities
Through Ongoing Professional Development
E . Practice Transparent and Accountable
Fiscal Management
DEMONSTRATE VISIONARY LEADERSHIP
TO ENHANCE DISTRICT IDENTITY
A . Promote Community Involvement
and Educational Opportunities
B . Strengthen Regional, State and
National Partnerships
C . Utilize Innovative Communication Methods
D . Respect and Preserve Regional Heritage
E . Develop a Proactive Legislative Presence
FULLY UNDERSTAND CHALLENGES TO
CULTIVATE EFFECTIVE SOLUTIONS
A . Support Ongoing Business Process Improvement
B . Encourage Performance Based Results
Through Staff Empowerment
C . Pursue Alternative Funding Sources
D . Embrace An Environment of Active
Learning and Knowledge Sharing
E . Conduct Post Implementation Evaluations
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 13
FINANCIAL
FINANCIAL POLICIES
The East Valley Water District financial
management policies provide a
basic framework for the overall fiscal
management of the District . The policies
represent a foundation for addressing
changing circumstances and conditions,
and to assist in the decision-making
process . Financial policies represent
guidelines for evaluating both current
activities and proposals for future
programs . They also reflect long-standing
principles and practices, which have
enabled the District to maintain its financial
stability . Policies are reviewed annually to
ensure the guidelines represent a realistic,
current framework for policy decisions .
BALANCED BUDGET
East Valley Water District shall prepare an itemized
budget for each fund and each program within
those funds . The budgets will be balanced, with
current revenues equal to or greater than current
expenditures/expenses using the following strategies:
improve productivity; raise fees to offset costs of
providing services and/or use reserves if available .
Investment Policy
The District’s Investment Policy applies to the
investment of short-term operating funds of the
District in excess of those funds required to meet
current District expenditures . District policy requires
adherence to California Government Code sections
5921 and 5360 regarding allowable investments . The
policy also includes guidelines on Pooling of Funds,
Safety, Liquidity, Yield, Prudence, Ethical Standards,
Risk, Diversification, and Reporting .
RESERVE POLICY
The District recognizes that fiscal responsibility
requires anticipating, and preparing for, unforeseen
events, in addition to ensuring sufficient funding
is available for current operating, capital, and debt
service needs . To that end, the District has adopted a
Designated Funds (Reserve) Policy as part of prudent
financial planning and to ensure sufficient funding for
current and future needs . The Designated Funds Policy
has established the following reserves and reserve
target levels:
• Operating Reserves – maintain 90 days of District’s
budgeted total operating expenses;
• Rate Stabilization Reserves – maintain 45 days of
District’s budgeted total operating expenses;
• Capital Replacement Reserves – minimum of 100
percent of depreciation expense for the preceding
year;
• Emergency Reserves – 2 percent of the total value
of Plant and Equipment .
DEBT POLICY
The District has adopted a policy regarding the
utilization of debt . Standards established in this policy
require:
• An equitable allocation of capital costs/charges
between current and future system users;
• Minimum rate volatility .
In addition, the District confines long-term borrowing
to capital improvements for projects that cannot be
financed from current revenues . When the District
MANAGEMENT
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finances capital projects by issuing bonds, it will
pay back the bonds within a period not to exceed
the estimated useful life of the project . The District
maintains good communication with bond rating
agencies regarding financial condition and will follow a
policy of full disclosure on every financial report .
BASIS OF ACCOUNTING AND
BUDGETING
The District’s financial records are kept in accordance
with Generally Accepted Accounting Principles (GAAP)
for governmental enterprise funds . 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, in which
case, GAAP is not followed . Those exceptions are as
follows:
• Compensated absence liabilities that are expected
to be liquidated with current expendable financial
resources are accrued as earned by employees
(GAAP standard) as opposed to being expended
when paid (budget procedure) .
• Principal payments on Long Term Debt are applied
to the outstanding liability on a GAAP basis, as
opposed to being expended on a Budget basis .
• Capital Outlay are capitalized on a GAAP basis,
however, on a Budget basis, they are treated as
expenditures .
• Depreciation expense is recorded on a GAAP basis
but is not contemplated on the Budget basis .
• Interest expenditures are capitalized during
construction on a GAAP basis, but are reported as
an expense on a Budget basis .
The activities of enterprise funds closely resemble
those of ongoing businesses in which the purpose
is to conserve and add to resources while meeting
operating expenses from current revenues . Enterprise
funds account for operations that provide services on a
continuous basis and, in the case of East Valley Water
District, are entirely financed by revenues derived from
user charges . The District maintains a self-balancing
set of accounts established to record the financial
position and operating results that pertain to each
activity .
BUDGET DEVELOPMENT & PROCESS
The budget reflects direction from the Governing
Board as established by the Strategic Plan and
communicated to the District’s staff through various
meetings and workshops . The purpose of this budget
document is to provide staff with a road map for
prioritizing Capital Improvement Projects and fulfilling
the District’s mission statement . The Fiscal Year
2014-15 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 capital 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 2015-16 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 programs establish goals and objectives in
support of the District’s guiding principles that provide
clear direction to staff regarding District-wide priorities .
Program Managers identify accompanying measures
and targets to track progress toward achieving and
communicating the intent of the objective against
expected performance levels . Progress is measured
throughout the fiscal year and reported to the
Governing Board on a quarterly basis .
Moreover, in developing the budget, staff used the
Strategic Plan as a guide to provide the foundation for
prioritizing efforts, activities, needs, human resources,
and financial resources .
BUDGET ADJUSTMENTS
In January of each year, District management meets
to analyze revenues and spending to determine, if
any, where transfers between budget line items are
necessary in order to ensure that budget limitations
are not exceeded . Managers and supervisors will
submit requests for transfers prior to the Mid-Year
budget review and authorized staff will review the
requests and submit them to the Board for approval .
When possible, transfers have no net effect on the
original budget balance . However, if revenue shortfalls
or unanticipated costs are realized, and transfers
between line items cannot meet the projected deficit,
FINANCIAL MANAGEMENT
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 15
projects are evaluated and a determination of either
projects deferral or draws on reserves is made to meet
the shortfall . All proposed changes are presented to
the Governing Board at a Mid-Year budget review .
FINANCIAL MANAGEMENT
BUDGETPROCESS
STRATEGIC INITIATIVES
East Valley Water District maintains Strategic Initiatives
that have been designed to serve as a guide for
all District activities in order to operate the District
efficiently and effectively .
DEVELOP PROGRAM GOALS & OBJECTIVES
Program goals and objectives are established each
year in anticipation of necessary actions that should
take place during the specific fiscal year .
ESTABLISH KEY PERFORMANCE INDICATORS &
ESTIMATE COSTS
In order to measure the program success, the District
establishes measurable Key Performance Indicators
and costs estimates that are referenced throughout
the year . This information is subsequently utilized in
the production of future budgets to identify need and
potential for increased efficiencies .
ADOPT BUDGET
Following a public workshop where the budget is
presented to the Governing Board, the completed
document is adopted at a regularly scheduled board
meeting .
MONITOR PROGRAMS & ADJUST AS
NECESSARY
Throughout the Fiscal Year, staff monitors the budget,
and makes minor adjustments as necessary . Should
an unanticipated significant event or need occur, staff
presents recomendations to the Governing Board for
approval .
STAKEHOLDER
INPUT
STRATEGIC
INITIATIVES
MONITOR
PROGRAMS &
ADJUST AS
NECESSARY
DEVELOP
PROGRAM
GOALS&
OBJECTIVES
ADOPT
BUDGET
ESTABLISH KEY
PERFORMANCE
INDICATORS &
ESTIMATE
COSTS
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FINANCIAL MANAGEMENT
STAKEHOLDER INPUT
East Valley Water District holds a number of
opportunities for stakeholders, including community
members, to provide input regarding District
operations . This organization takes great pride
in a commitment to leadership, partnership, and
stewardship in all operations and activities .
CURRENT AND PROPOSED BUDGET CYCLE CALENDAR
DATE ACTIVITY
JUNE 3, 2015 FY 2015-16 Budget Workshop
JUNE 10, 2015 FY 2015-16 Budget Adoption
First Quarter Budget Review
Budget meeting to distribute worksheets to management staff
Mid-Year Budget Review
Capital Outlay and Capital Improvement Program Planning Meeting
New Position Requests due to Finance
Capital Improvement Project Requests due to Finance
Program Budget Requests due to Finance
Third Quarter Budget Review
Districtwide Budget Review with managers and General Manager/CEO
Capital Outlay and CIP Budget Review with manangers and General Manager/CEO
Budget complete with all revisions
FY 2016-17 Budget Workshop
FY 2016-17 Budget AdoptionDR
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 17
BUDGETOVERVIEW
East Valley Water District utilizes
program-based budgeting . Requested
funds are associated with program goals
and objectives . Performance is then
reviewed on a quarterly basis with the
Board of Directors . This performance
based strategy provides the ability
to monitor expenses related to a
particular program or activity and track
measurable benefits . Program-based
budgeting results can be used in cost-
benefit analyses, just as it would be in
a business environment to determine
the value of decisions and enhance
transparency .
District management worked
collaboratively to re-evaluate the
organizational priorities and corporate
culture . As a result, the District Vision
was adopted which included:
• Vision Statement (replaced Mission
Statement)
• Core Values (formally adopting the
Leadership, Partnership, Stewardship
tag line)
• Agency Ideals (replaced Strategic Initiatives)
• Organizational Endeavors (replaced Strategic
Objectives)
District staff has developed program goals and
objectives that can be directly related back to the
District Vision . By adopting this Vision and clearly
identifying the road to achieve this vision, rate payers
and Board of Directors can more easily see where
dollars are invested, monitor the effectiveness of
programs, and increase policy engagement . The
following Budget Highlights were the driving factors
that influenced the development of the FY 2015-16
Budget .
BUDGET HIGHLIGHTS
CALIFORNIA DROUGHT
The Conservation Program has gained significant
momentum for FY 2015-16 . Governor Brown’s
Executive Order on April 1, 2015 requires EVWD to
reduce water consumption by 28 percent . The District
has embraced its responsibility to protect our natural
resources and educate customers to a new way of
life in the community . To comply with the regulations,
the District has made great investments in the
Conservation Program by proposing a $1 million rebate
program for turf replacement and weather based smart
irrigation controllers . To further provide additional
assistance to customers and ensure compliance with
complex reporting to the State, a Conservation Analyst
has been proposed in for FY 2015-16 to administer and
monitor the conservation programs .
RECYCLED WATER CENTER
Efforts continue for the building of a Recycled Water
Center .
WATER BUDGET BASED RATES
The District has taken major steps to encourage
efficient water use and secure the agency’s long-term
financial stability . In March 2015, the Governing Board
unanimously voted to adopt budget based water
rates . Budget based rates create an opportunity to
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BUDGET OVERVIEW
provide our customers with more information about
their water use along with a new level of service . This
rate structure has significantly changed the proportion
of revenue received from water sales . It has been
designed to responsibly encourage conservation
while still funding much needed pipeline and storage
projects . Additionally, as part of the rate analysis
process, a 20 percent reduction in water conservation
was incorporated to address state mandates to reduce
water consumption by 28 percent .
TRANSPARENCY AND ACCOUNTABILITY
The development of the District’s budget is constantly
evolving to become more detailed and transparent
to show all efforts to be as effective and efficient
with rate payer’s dollars . Staff expanded contract
services to clearly identify critical services . This has
added quantifiable accountability to the programs and
allows staff to make more informed decisions when
encountering difficult monetary choices .
LABOR AND BENEFITS
As a result of the Organizational Assessment
completed and adopted by the Governing Board on
the MOU with the San Bernardino Public Employee
Association was ratified . It included market increases
to certain positions as a result of the Classification
and Compensation survey . Moreover, a 2 percent
COLA increase be effective July 1, 2015 and an
additional 2 percent will be applied in July 1, 2016 .
However, employees will now contribute their portion
of retirement costs, therefore reducing the Districts
obligation to CalPERS .
Labor costs are increasing as a result of 5 new
positions added to the FY 2015-16 Budget:
1 – Operations Manager: This position will replace the
Water Production Superintendent who will retire in
July 2015 . The Operations Manager will oversee both
Operations and Maintenance and focus on strategically
responding to long-term challenges for the field .
1 – Conservation Analyst: In response to the drought,
this position will be able to provide technical
application and implementation of programs and
reporting required by the State .
2 – Conservation Representatives: These positions
are intended to monitor the service area to enforce
compliance with State and District water restrictions
and mandates .
1 – Public Affairs Representative: This position is
intended to focus solely on managing and scheduling
the use of the District Headquarters for special events
as request continue to increase .
Benefits have decreased for the following reasons:
1 . Employees have increased their contribution
to retirement from 4% to 6% .
2 . In July 2014, the District paid off a side-fund
with CalPERS 2 years early which resulted in
a savings of $60,000 over the next 2 years .
3 . The employer contribution rate for FY
2015-16 has decreased from 16 .55%
to 10 .82% of total base salaries .
CAPITAL NEEDS
Continued contributions to capital investments
are a priority for the District . The District continues
to evaluate vehicles and equipment as well as
infrastructure to ensure proper planning and funding .
THE DISTRICT’S BUDGET IS
CONSTANTLY EVOLVING TO
BECOME MORE DETAILED
AND TRANSPARENT.DR
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AUTHORIZED ANDFUNDED POSITIONS
In FY 2014-15, the District conducted an Organizational
Assessment and Compensation Study to analyze the
District’s organization structure and determine whether
the design is appropriate and efficient for current
and future operational demands as well as ensure
the District’s compensation and benefit packages are
competitive to attract and retain a quality workforce .
During this time, a Public Affairs Specialist was added
in January 2015 to further enhance the public outreach
for the multitude of ongoing programs provided to
customers . Enhancing the Conservation Program was
also necessary to continue to encourage customers
to reduce non-essential water usage . As such, Public
Affairs was divided into a second Department to
address this need with Conservation Analyst proposed
as a full-time permanent position for FY 2015-16 .
The table below summarizes the number of Full Time
Equivalent (FTE) by Department, followed by a detail
of the positions in each Department . All authorized
positions are funded in the proposed budget . For FY
2015-16, there will be 67 FTE, and 3 proposed part-time
temporary employees: 1 Public Affairs Representative
and 2 Conservation Representatives .
STAFFING SUMMARY BY DEPARTMENT
DEPARTMENT FY 2013-14
ACTUAL
FY 2014-15
BUDGET
FY 2015-16
PROPOSED
2000 – General Administration 3 3 3
2100 – Human Resources 2 .5 2 .5 2
2200 – Public Affairs 3 4 2 .5
2300 – Conservation 0 0 2 .5
3000 – Finance 7 7 7
3200 – Information Technology 2 3 3
3300 – Customer Service 8 8 8
3400 – Meter Services 4 4 4
4000 – Engineering 7 .5 6 .5 6
5000 – Water Production 7 7 7
5100 – Water Treatment 2 2 2
5200 – Water Quality 2 2 2
6000 – Maintenance Admin 2 2 2
6100 – Water Maintenance 11 11 11
6200 – Wastewater Maintenance 2 2 2
7000 – Facilities Maintenance 1 1 1
7100 – Fleet Maintenance 2 2 2
TOTAL DISTRICT EMPLOYEES 65 66 67
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AUTHORIZED AND
FUNDED POSITIONS
NUMBER OFAUTHORIZEDPOSITIONS
65 66 68
PROGRAM/POSITION FY 2013-14
ACTUAL
FY 2014-15
BUDGET
FY 2015-16
PROPOSED
GENERAL ADMINISTRATION
General Manager 1 1 1
Assistant General Manager 1 1 1
District Clerk 1 1 1
DEPARTMENT SUBTOTAL 3 3 3
HUMAN RESOURCES
HR/Risk & Safety Manager 1 1 1
Senior Administrative Assistant 1 1 1
Administrative Intern 0 .5 0 .5 0 .5
DEPARTMENT SUBTOTAL 2 .5 2 .5 2 .5
fy 2014
63 63
fy 2012 fy 2013 fy 2015 fy 2016fy 2011fy 2010
6668
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PROGRAM/POSITION FY 2013-14
ACTUAL
FY 2014-15
BUDGET
FY 2015-16
PROPOSED
PUBLIC AFFAIRS
Public Affairs/Conservation Manager 1 1 0 .5
Public Affairs Specialist 0 1 1
Senior Administrative Assistant 1 1 1
Public Affairs Representative (Part Time) 0 0 0 .5
DEPARTMENT SUBTOTAL 2 3 3
CONSERVATION
Public Affairs/Conservation Manager 0 1 0 .5
Conservation Analyst 0 0 1
Conservation Coordinator 1 1 1
Conservation Representative (2-Part Time)0 0 1
DEPARTMENT SUBTOTAL 1 2 3 .5
FINANCE
Chief Financial Officer 1 1 1
Finance Manager 1 1 1
Senior Accountant 1 1 1
Senior Accounting Technician 1 1 1
Administrative Assistant 1 1 1
Storekeeper/Buyer 1 1 1
Accounting Technician 1 1 1
DEPARTMENT SUBTOTAL 7 7 7
INFORMATION TECHNOLOGY
Information Technology Manager 1 1 1
Network Administrator 1 1 1
Information Systems Technician 0 1 1
DEPARTMENT SUBTOTAL 2 3 3
AUTHORIZED AND
FUNDED POSITIONS
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AUTHORIZED AND
FUNDED POSITIONS
PROGRAM/POSITION FY 2013-14
ACTUAL
FY 2014-15
BUDGET
FY 2015-16
PROPOSED
CUSTOMER SERVICE
Customer Service Supervisor 1 1 1
Senior Customer Service Representative 1 1 1
Customer Service Representative II 1 1 3
Customer Service Representative I 4 4 2
Receptionist 1 1 1
DEPARTMENT SUBTOTAL 8 8 8
METER SERVICE
Field Service Representative 1 1 1
Meter Reader II 1 1 1
Meter Reader I 2 2 2
DEPARTMENT SUBTOTAL 4 4 4
ENGINEERING
Engineering and Operations Manager 1 1 1
Associate Engineer 1 1 1
Senior Engineering Technician 1 1 1
Engineering Technician II 1 1 2
Engineering Technician I 2 1 0
Senior Administrative Assistant 1 1 1
Administrative Intern (Part Time)0 .5 0 .5 0 .5
DEPARTMENT SUBTOTAL 7 .5 6 .5 6 .5
WATER PRODUCTION ADMINISTRATION
Operations Manager 0 0 1
Water Production Superintendent 1 1 0
Administrative Assistant 1 1 1
DEPARTMENT SUBTOTAL 2 2 2
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PROGRAM/POSITION FY 2013-14
ACTUAL
FY 2014-15
BUDGET
FY 2015-16
PROPOSED
WATER PRODUCTION WELLS AND BOOSTERS
Senior Water Production Operator 1 1 1
Water Production Operator III 3 3 3
Water Production Operator II 1 1 1
DEPARTMENT SUBTOTAL 5 5 5
WATER TREATMENT
Water Production Supervisor 1 1 1
Senior Treatment Plant Operator 1 1 1
DEPARTMENT SUBTOTAL 2 2 2
WATER QUALITY
Water Quality Coordinator 1 1 1
Water Quality Technician 1 1 1
DEPARTMENT SUBTOTAL 2 2 2
FIELD MAINTENANCE ADMINISTRATION
Field Service Superintendent 1 1 1
Field Service Supervisor 1 1 1
DEPARTMENT SUBTOTAL 2 2 2
WATER MAINTENANCE
Senior Field Service Worker 2 2 2
Field Service Worker III 2 2 2
Field Service Worker II 2 2 4
Field Service Worker I 5 5 3
DEPARTMENT SUBTOTAL 11 11 11
WASTEWATER MAINTENANCE
Field Service Worker II 2 2 2
DEPARTMENT SUBTOTAL 2 2 2
AUTHORIZED AND
FUNDED POSITIONS
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AUTHORIZED AND
FUNDED POSITIONS
PROGRAM/POSITION FY 2013-14
ACTUAL
FY 2014-15
BUDGET
FY 2015-16
PROPOSED
FACILITIES MAINTENANCE
Facilities Maintenance Coordinator 1 1 1
DEPARTMENT SUBTOTAL 1 1 1
FLEET MAINTENANCE
Senior Equipment Mechanic 1 1 1
Equipment Mechanic II 1 1 1
DEPARTMENT SUBTOTAL 2 2 2
TOTAL AUTHORIZED POSITIONS 65 66 70
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OTHER CHARGES
FINANCIALSUMMARY
East Valley Water District strives to provide water
delivery and wastewater collection services at an
affordable price to the community while elevating
the level of service provided to customers and other
stakeholders . A critical component to serving the
community is ensuring that the District takes steps
to maintain a reliable and dependable water supply,
through a balance of long-term capital improvements,
preventative maintenance, and effective daily
operations . The District continues to evaluate projects
and programs to optimize operations and minimize
costs, without compromising system reliability .
REVENUES
Each year, revenues projections are carefully
calculated based on a number of factors . Staff
reviews five years of data and makes population and
growth assumptions based on the updated Water and
Wastewater Master Plans . Additionally, the information
is cross referenced with information provided by
the State Department of Finance and regional
agencies such as the San Bernardino Association of
Governments (SANBAG) . This information serves as
a foundation to help the District to be as accurate as
possible in estimating service delivery needs .
The implementation of Water Budget Based Rates has
changed the sources of revenues . Water sales makes
up only 36 percent of revenues where as in previous
years, it has made up 45 percent . The shift has
increased the District’s financial position by stabilizing
rates and revenues for future years .
DISTRICT REVENUESBY SOURCE
fy 2015-16
36%
WATER
SALES
14%
WW
COLLECTIONS
22%
WW
TREATMENT
24%
METER
CHARGES
4%
OTHER CHARGES
45%
WATER
SALES
fy 2014-15
15%
METER
CHARGES
14%
WW
COLLECTIONS
22%
WW
TREATMENT
4%
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EXPENSES
Each program is evaluated on an annual basis to
determine its effectiveness . As staff continues to
strategically optimize processes to enhance services
to the community, expenses are shifting to other
programs and staff is taking advantage of opportunities
to collaborate with other agencies and consolidating
projects with single consultants . Staff continues
to seek opportunities to reduce contract services
where possible while balancing the need for expert
consulting services due to the high level of projects
and programs that are being considered by the District .
CAPITAL OUTLAY
The Capital Outlay Budget is an effort to plan for the
replacement of vehicles and equipment . The objective
is to standardize the replacement process in order to
create a managed system of purchasing and funding
capital equipment, thereby allowing the District to
accurately plan and budget for future needs . Staff has
scheduled replacements in intervals on an annual
basis to reduce capital, operating and maintenance
costs in order to maximize the safety and efficiency of
the District’s equipment .
Staff continues to work on enhancing the replacement
schedule that will project level spending for equipment
replacement and acquisition for future years . The
FY 2015-16 Capital Outlay budget totals $700,000
with a heavy emphasis on vehicle and equipment
replacement . It is important to maintain a reliable
fleet to ensure prompt response to calls in the field .
This budget also includes the purchase of a hydro
excavator in the amount of $400,000 .
FINANCIAL SUMMARY
DISTRICT-WIDEEXPENSES
49%
OPERATING
EXPENSES
22%
PERSONNEL18%
CAPITAL
INVESTMENTS
11%
DEBT
SERVICE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 27
CAPITAL IMPROVEMENT PROGRAM
Due to limited resources, staff has identified and
prioritized the projects that need to be completed
to provide safe and reliable water delivery and
wastewater collection services to customers . In
past years, the District has utilized bond funding to
pay for necessary infrastructure improvements and
enhancements . Those funding sources were depleted
in FY 2014-15 and in order to continue to address
infrastructure improvements, identifying new sources
of funding will be imperative in keeping up with the
required construction .
The total budget for Capital Improvement Projects is
just over $6 .3 million . Fortunately, for FY 2015-16, staff
was able to secure a $2 million grant from the State to
implement Automated Metering Infrastructure (AMI) .
The projects included in the Capital Improvement
Program include the Del Rosa Facility Upgrade to
ensure the District provides accessibility to customers
on the west-end of the District . Since the completion
of the Plant 134 upgrade, pipeline and boosting
enhancements must be completed to meet the
distribution capacity of the upgraded Plant . Lastly,
staff has identified projects that need to be completed
to accommodate new development occurring in the
community, without these projects economic progress
will be delayed because the District will not be in the
position to support new development efforts .
DEBT SERVICE
The District has established its own policies regarding
the utilization of debt instruments . According to the
District’s Debt Policy, it confines long-term borrowing
to capital improvement for projects that cannot be
financed from current revenues . The District has
a bond rating of AA- as rated by Standard & Poor’s
Ratings Services and Fitch Ratings . Bond rating is a
credit risk evaluation for investors and is the single
most important factor in determining the interest cost
of bonds issued . A rating of AA- is considered a high
quality investment grade rating .
There is no statutory or charter debt limitation .
However, the Installment Purchase Agreement for the
2010 and 2013 Bonds require the District to maintain
a debt coverage ratio equal to 120 percent of debt
service per year . It is calculated as follows:
FINANCIAL SUMMARY
DEBT COVERAGE =RATIO
NET REVENUE
TOTAL DEBTSERVICE
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
Plant 134 Loan 2010 Bonds HQ Bonds US Bank
REQUIRED DEBT SERVICE COVERAGE DR
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FINANCIAL SUMMARY
The District has the following outstanding debt:
2010 BONDS: The purpose for issuing these
bonds was to provide $16 million for future capital
improvements, and for refunding all of the Districts
outstanding long-term debt . The refunding decreased
total debt service by approximately $1 .73 million over
14 years and save the District approximately $1 .8
million overall .
2013 BONDS: The purpose for issuing this bond
was to provide financing for the construction of a new
administration and operations headquarters . For the
past 10 years, the District had been operating out of 2
locations . One location was offices located in a strip
mall with an annual rental cost of $200,000 . In an
effort to consolidate Administration and Operations, a
new headquarters was constructed .
DWR LOANS: The District was able to secure
0 percent interest loans from the State to fund
consolidation projects of mutual water companies
with East Valley Water District so they would comply
with Federal and State Water Quality mandates and
to upgrade Treatment Plant 134 with new technology
that would be more effective and efficient supplying
potable water to customers .
U.S. BANK LOAN: The District worked in
collaboration with Honeywell to complete several
energy conservation measures that would help the
District operate more efficiently . In order to fund
these projects, U .S . Bank provided the District with
approximately $4 million which would be paid back
with the energy costs savings generated by the
completed projects .
The Table below summarizes the District’s debt
obligation:
ISSUE TERM (YEARS)RATE (%)AMOUNT ANNUAL DEBT
SERVICE
2010 Refund Revenue Bonds 30 4 $ 28,845,000 $ 2,588,688
2013 Revenue Bonds 30 4 .4 12,085,000 585,125
DWR Loan – Arroyo Verde 30 0 104,812 6,762
DWR Loan – Eastwood Farms 30 0 390,482 13,016
DWR Loan – Plant 134 30 0 7,001,964 233,398
DWR Loan – Plant 150 Design 5 0 70,000 20,000
U .S . Bank Loan 10 2 .3 $ 3,671,848 $ 458,360
The FY 2015-16 increase in Debt Service is attributed
to the following factors:
1 . Plant 134 Upgrade is complete and the repayment
of the 30 year, 0 percent interest loan from
the State of California will begin FY 2015-16 .
The following schedule below is the District’s total
annual debt service for the next 30 years:
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FINANCIAL SUMMARY
ANNUAL DEBT SERVICE
YEAR ENDING JUNE 30 PRINCIPAL INTEREST TOTAL
2016 $ 1,960,916 $ 1,944,432 $ 3,905,349
2017 3,407,257 1,908,093 5,315,350
2018 3,455,410 1,831,851 5,287,260
2019 3,522,729 1,745,663 5,268,392
2020 - 2024 17,090,834 7,540,052 24,630,886
2025 - 2029 8,821,545 6,086,600 14,908,145
2030 - 2034 7,121,995 4,939,331 12,061,326
2035 - 2039 8,661,995 3,415,063 12,077,058
2040 - 2044 11,001,994 1,301,625 12,303,619
TOTAL $ 65,044,674 $ 30,712,710 $ 95,757,385
FUND STRUCTURE
A California special district, East Valley Water District
engages in two separate and distince business-type
activities, including:
• Acquisition, treatment and distribution of potable
water, and the construction, repair and replacement
of related infrastructure
• Collection of domestic and industrial wastewater,
and the construction, repair and replacement of
conveyance facilities
Accordingly, the District’s budget is organized on
the basis of two major enterprise funds—water and
wastewater . Each enterprise fund is considered a
separate budgetary and accounting entity, reported
on a full accrual accounting basis with the exceptions
noted in the Basis of Accounting and Budgeting
section on page XX of this document .
Each fund is a separate fiscal entity with its own self
balancing set of accounts, and rates and budgets are
adopted for each to support the associated operating
and capital costs . Each enterprise fund records cash
and financial resources, together with all related
liabilities and residual equity balances . Operations
and maintenance programs are supported by the
financial resources of each fund in accordance with the
allocations presented later in this section .
WATERFUND
WASTEWATERFUND
WATERSALES
SERVICECHARGES
INTERSTINCOME
OTHERINCOME
SEWERSERVICECHARGES
WATER
CAPITALEXPENDITURES
DISTRICT
OPERATIONS &
MAINTENANCEPROGRAMS
WASTEWATERCAPITALEXPENDITURES
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FUND/PROGRAM RELATIONSHIP
Operating expenses incurred by each of the District’s
programs are allocated to the water and wastewater
funds based on the assumed benefit of each service
to each fund . The Benefit Assessment entailed
the evaluation of each program and the services
provided through activity based costing . With the
implementation of Water Budget Based Rates, more
costs were shifted from the Wastewater Fund to the
Water Fund due to the increased cost of administering
the new rates . This resulted in increasing the allocation
of Information Technology and Customer Service
from being evenly split between both funds to 70
percent allocated to Water and 30 percent allocated
to Wastewater . Fleet Maintenance was determined
by the number of vehicles in the fleet used for each
service operation .
SIGNIFICANT CHANGES
As the District continues to pursue financial
accountability and transparency to the highest
standards, staff has become more detailed . As such,
contract services such as landscaping, uniforms,
shut off notice delivery and banking fees have been
identified as their own line item . Each year, staff works
to identify costs and place them in the correct category
to better evaluate and establish goals and objectives .
After increased water restrictions and mandates from
the State, the District felt it was necessary to separate
the Conservation Program to address the drought .
In order to encourage conservation, $1 million was
dedicated to customer rebates to assist them in the
costs of removing turf and installing smart irrigation
meters .
Overall, the District Budget is balanced, with a transfer
from reserves in the amount of $3 .35 million from
Wastewater Reserves . This will pay for the purchase
of land for the Recycled Water Center Project and staff
anticipates that State loans and grants will reimburse
the District for these prepaid costs .
FINANCIAL SUMMARY
PROGRAM WATER FUND WASTEWATER FUND TOTAL
Governing Board
General Administration
Human Resources
Public Affairs
Conservation
Finance
Information Technology
Customer Service
Meter Services
Engineering
Water Production
Administration
Source of Supply
Pumping
Transmission & Distribution
Water Treatment
Water Quality
Maintenance Administration
Water Maintenance
Wastewater Maintenance
Facilities Maintenance
Fleet Maintenance
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DISTRICT WIDESUMMARY
FY 2015-16 PROPOSED BUDGET
DISTRICT WIDE SUMMARY
ITEM FY 2014
ACTUALS
FY 2015
BUDGET
FY 2015
PROJECTED
FY 2016
PROPOSED
AMOUNT
CHANGED % CHANGE
REVENUES
4100 - Water Sales $15,351,608 $ 14,000,000 $14,000,000 $11,950,000 $(2,050,000)-15%
4200 - Meter Charges 4,704,035 4,710,000 4,710,000 8,175,000 3,465,000 74%
4301 - Penalties 569,820 510,000 500,000 550,000 40,000 8%
4400 - WW Collection Charges 4,649,212 4,510,000 4,510,000 4,600,000 90,000 2%
4500 - WWTreatment Charges 7,197,418 6,861,600 6,861,600 7,250,000 388,400 6%
4605 - Other Operating Charge 148,481 600,000 600,000 785,000 185,000 31%
4701 - Interest Income 64,129 10,000 - 35,000 25,000 250%
4703 - Energy Incentives/Rebates 105,490 150,000 150,000 50,000 (100,000)-67%
4704 - Miscellaneous Revenue 121,827 130,000 130,000 25,000 (105,000)-81%
TOTAL REVENUES $32,912,020 $31,481,600 $31,461,600 $33,420,000 $1,938,400 6%
EXPENSES - OPERATING
1000 - Governing Board $249,122 $ 160,000 $ 160,000 $ 295,000 $ 135,000 84%
2000 - General Administration 1,441,704 1,348,000 1,328,000 1,312,000 (36,000)-3%
2100 - HR/Risk Management 484,378 685,000 665,300 697,000 12,000 2%
2200 - Public Affairs 593,070 829,500 844,500 507,000 (322,500)-39%
2300 - Conservation - - - 1,511,000 1,511,000 100%
3000 - Finance 795,575 1,153,000 1,175,000 992,300 (160,700)-14%
3200 - Information Technology 444,959 563,500 573,500 619,300 55,800 10%
3300 - Customer Service 1,272,919 1,351,550 1,595,500 1,716,500 389,950 27%
3400 - Meter Services 260,413 352,000 331,000 353,500 1,500 0%
4000 - Engineering 1,246,144 910,600 907,600 870,500 (40,100)-4%
5000 - Water Production Admin 397,061 377,500 367,800 353,000 (24,500)-6%
5000-51 - Source of Supply 2,646,923 3,055,000 3,070,000 3,278,000 223,000 7%
5000-52 - Pumps & Boosters 1,000,456 933,000 683,000 960,000 27,000 3%
5000-54 - Trans & Distribution 58,140 222,000 192,000 200,000 (22,000)-10%
5100 - Water Treatment 805,867 962,500 742,500 736,000 (226,500)-24%
5200 - Water Quality 279,910 363,000 363,000 342,000 (21,000)-6%
6000 - Maintenance Admin 490,066 378,250 380,750 355,500 (22,750)-6%
6100 - Water Maintenance 1,278,711 1,642,000 1,642,000 1,672,000 30,000 2%
6200 - Wastewater Maintenance $ 7,509,831 $ 7,369,600 $ 7,369,600 $ 7,709,000 $ 339,400 5%
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DISTRICT WIDE SUMMARY
ITEM FY 2014
ACTUALS
FY 2015
BUDGET
FY 2015
PROJECTED
FY 2016
PROPOSED
AMOUNT
CHANGED % CHANGE
7000 - Facilities Maintenance 776,353 560,500 560,500 788,000 227,500 41%
7100 - Fleet Maintenance 469,281 564,500 564,500 529,500 (35,000)-6%
SUBTOTAL OPERATING
EXPENSES $23,781,000 $23,516,050 $25,797,100 $ 2,041,100 9%
EXPENSES - OTHER
Debt Service $ - $ 3,574,200 $ 3,574,200 $ 3,925,000 $ 350,800
Capital Outlay - 207,500 207,500 700,000 492,500
Capital Improvement - 3,918,900 4,163,850 2,997,900 (689,250)
Transfer from Reserves - 1,600,000 1,600,000 3,364,460 1,764,460
SUBTOTAL OTHER EXPENSES $ - $ 9,300,600 $ 9,545,550 $ 11,219,110 $ 1,918,510
NET $ - $ -$ -$ -$ -
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DISTRICT WIDE ITEMIZEDEXPENSE SUMMARY
FY 2015-16 PROPOSED BUDGET
DISTRICT WIDE ITEMIZED EXPENSE SUMMARY
ITEM FY 2014
ACTUALS
FY 2015
BUDGET
FY 2015
PROJECTED
FY 2016
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 4,664,405 $ 5,225,000 $ 5,225,000 $ 5,645,000 $ 420,000 8 .0%
5102 - Temporary Labor 23,207 52,000 52,000 57,000 5,000 9 .6%
5103 - Overtime 207,338 239,750 239,750 275,500 35,750 14 .9%
5104 - Standby 36,639 35,000 35,000 40,000 5,000 14 .3%
5200 - Benefits 1,935,811 2,009,000 2,009,000 1,882,000 (127,000)-6 .3%
PERSONNEL TOTAL $ 6,867,400 $ 7,560,750 $ 7,560,750 $ 7,899,500 $ 338,750 4 .5%
WATER SUPPLY
6101 - Purchased Water $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - 0 .0%
6102 - Replenishment 193,130 215,000 215,000 175,000 (40,000)-18 .6%
6103 - Water Assessment 158,341 205,000 205,000 200,000 (5,000)-2 .4%
WATER SUPPLY TOTAL $ 551,471 $ 620,000 $ 620,000 $ 575,000 $ (45,000)-21 .0%
OPERATING EXPENSES
6201 - Materials & Supplies $ 546,800 $ 637,000 $ 637,000 $ 589,500 $ (47,500)-7 .5%
6202 - Tools 13,171 31,000 31,000 26,000 (5,000)-16 .1%
6203 - Office Supplies 47,536 45,500 45,500 42,500 (3,000)-6 .6%
6204 - Chemicals 295,844 500,000 375,000 340,000 (160,000)-32 .0%
6205 - Conservation Rebates - - - 1,000,000 1,000,000 100 .0%
6301 - Contract Services 3,349,715 3,111,600 3,111,600 2,130,000 (981,600)-31 .5%
6302 - Banking Services 195,864 108,550 108,550 310,000 201,450 185 .6%
6303 - Printing & Publishing 65,522 52,000 52,000 78,500 26,500 51 .0%
6304 - Legal Services 181,481 326,000 326,000 265,000 (61,000)-18 .7%
6305 - Treatment Services 7,197,418 6,861,600 6,861,600 7,250,000 388,400 5 .7%
6306 - Rents & Leases 133,749 2,500 2,500 36,000 33,500 1340 .0%
6307 - Uniforms - - - 73,000 73,000 100 .0%
6308 - Billing Services - - - 75,000 75,000 100 .0%
6309 - 48-hr Notices $ - $ - $ - $ 375,000 $ 375,000 100 .0%
6310 - Street Services - - - 250,000 250,000 100 .0%
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DISTRICT WIDE ITEMIZED
EXPENSE SUMMARY
FY 2015-16 PROPOSED BUDGET
DISTRICT WIDE ITEMIZED EXPENSE SUMMARY CONTINUED
ITEM
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
6310 - Street Services - - - 250,000 250,000 100 .0%
6311 - Landscape Svcs - - - 142,000 142,000 100 .0%
6312 - Janitorial Svcs - - - 125,000 125,000 100 .0%
6401 - Utilities 47,698 30,000 30,000 25,000 (5,000)-16 .7%
6402 - Telephone 118,378 114,500 114,500 129,000 14,500 12 .7%
6403 - Electricity 2,352,605 2,725,000 2,475,000 2,975,000 250,000 9 .2%
6404 - Fuel 120,709 175,000 175,000 175,000 - 0 .0%
6405 - Permits 75,912 196,000 196,000 109,000 (87,000)-44 .4%
6406 - Postage 184,364 148,500 148,500 195,500 47,000 31 .6%
6501 - Memberships 64,785 82,500 82,500 106,600 24,100 29 .2%
6502 - Prof Dev 111,670 187,000 187,000 167,000 (20,000)-10 .7%
6503 - Edu Assistance 13,358 16,000 16,000 5,500 (10,500)-65 .6%
6504 - Meetings - - - 8,500 8,500 100 .0%
6505 - Emp Recog - - - 8,500 8,500 100 .0%
6701 - Gen Insurance 184,075 250,000 250,000 254,500 4,500 1 .8%
6702 - Ins Claims 2,167 - - 1,000 1,000 100 .0%
6703 - Over/Short 138 - - - - 0 .0%
6705 - OPEB Retirees - - - 55,000 55,000 100 .0%
EXPENSES TOTAL $ 15,302,958 $ 15,600,250 $ 15,225,250 $ 17,347,600 $ 1,747,350 11 .2%
TOTAL EXPENSES $ 22,721,829 $ 23,781,000 $23,406,000 $ 25,797,100 $ 2,016,100 8 .5%DR
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DISTRICT WIDE ITEMIZED
EXPENSE SUMMARY
FY 2015-16 PROPOSED BUDGET
FUND EQUITY SUMMARY (ACCRUAL BASIS)
ITEM WATER WASTEWATER TOTAL 2014
OPERATING REVENUES
TOTAL OPERATING REVENUES
OPERATING EXPENSES
TOTAL OPERATING EXPENSES
OPERATING INCOME (LOSS)
NON-OPERATING REVENUES (EXPENSES)
TOTAL NON-OPERATING
REVENUES (EXPENSES)
INCOME (LOSS)
BEFORE CONTRIBUTIONS
AND TRANSFERS
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DISTRICT WIDE ITEMIZED
EXPENSE SUMMARY
FY 2015-16 PROPOSED BUDGET
FUND EQUITY SUMMARY (ACCRUAL BASIS) CONTINUED
ITEM WATER WASTEWATER TOTAL 2014
CONTRIBUTIONS AND TRANSFERS
TOTAL CONTRIBUTIONS
AND TRANSFERS
CHANGE IN NET POSITION
ESTIMATED FUND EQUITY,
JUNE 30, 2015
FUND EQUITY HISTORY
FOR FISCAL YEAR ENDING JUNE 30, 2010 THROUGHT FISCAL YEAR ENDING JUNE 30, 2014
WATER WASTEWATER TOTAL 2014
FUND EQUITY JUNE 30, 2010
FUND EQUITY JUNE 30, 2011
FUND EQUITY JUNE 30, 2012
FUND EQUITY JUNE 30, 2013
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 37
WATERFUND
East Valley Water District understands the importance
of preserving California’s water supplies, especially
in times of drought, and has taken many steps to
encourage water use efficiency . The Water Budget
Based Rates promote water efficiency is and is
based on the cost of service; is equitable and fair;
promotes sustainable behavior change; has shown to
be effective in reducing water use; and is supported
by Governor Brown in his Executive Order on Water
Restrictions issued on April 1, 2015 that calls on water
agencies throughout California to implement structures
that promote conservation . Water Budget Based Rates
structure has been recognized by the State Water
Resources Control Board for producing superior water
savings and is an approved alternative approach for
compliance with current California Drought Emergency
Conservation Regulations .
RATES
EVWD bills all customers on a monthly basis for
water usage . In March 2015, the Board of Directors
unanimously approved restructuring the water rates
from a uniform structure to Water Budget Based
rates to encourage efficient water use and secure
the District’s long-term financial stability . The Board’s
decision also included the approval of a three-year
schedule of changes to the District’s water rates .
Water Budget Based Rates are designed to treat
customers fairly by meeting each individual customer’s
unique needs . Its intent is to determine the quantity
of water that would be considered an efficient level
of water use . EVWD considers multiple factors in
calculating each customer’s monthly water budget:
• Number of Occupants
• Number of Dwelling Units
• Medical Needs
• Horses/Live Stock
• Business Needs
• Agricultural Needs
• Irrigable Landscape
• Weather
The new rates have been designed with a three-tier
structure, each developed based on the District’s
cost of service to provide three different sources
and uses of water . Based on the new rate structure,
approximately 60 percent of the District’s revenue
requirements may be captured from the amount of
water used . FY 2016 rates became effective on June 1,
2015 .
MONTHLY METER CHARGE
METER SIZE FY 2015 FY 2016 FY 2017 FY 2018
5/8 in .$ 13 .71 $ 20 .96 $ 23 .06 $ 24 .67
3/8 in .13 .71 26 .61 29 .27 31 .32
1 in .20 .87 37 .92 41 .71 44 .63
1 .5 in .38 .60 66 .19 72 .81 77 .91
2 in .88 .48 100 .12 110 .13 117 .84
3 in .163 .25 207 .54 228 .30 244 .28
4 in .270 .06 365 .85 402 .44 430 .61
6 in .537 .09 744 .67 819 .14 876 .48
8 in .$ 857 .52 $ 1,366 .62 $ 1,503 .25 $ 1,608 .51
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WATER FUND
REVENUES
Water revenues are generated through the following
avenues:
• Fixed Meter Charges
• Water Consumption Sales
• Penalties
–Late Fees
–Shut Off Notice
–Reconnect Fees
• Initiation of Service Fees
• Energy Incentives
• Miscellaneous Reimbursements
–District property damage
–In Lieu Programs
Projecting revenues for FY 2015-16 was particularly
difficult as a result of the Governor’s Executive
Order on April 1, 2015 that requires the District to
reduce water consumption by 28% and the first year
implementing new water budget based rate structure .
In order to be as accurate as possible, staff evaluated
and considered external factors that would have any
impact on revenue projections:
• Number of accounts by class
• Total irrigable landscaped area in the District service
area
• Historical water usage
• State mandates
• Operational changes
COMMODITY CHARGE
RATE FY 2015 FY 2016 FY 2017 FY 2018
Flat Rate $ 1 .77 $ -$ -$ -
Tier 1 - 1 .45 1 .63 1 .83
Tier 2 -2 .07 2 .32 2 .61
Tier 3 $ -$ 2 .89 $ 3 .24 $ 3 .64
MONTHLY FIRE LINE SERVICE CHARGE
METER SIZE FY 2015 FY 2016 FY 2017 FY 2018
1 in .$ 5 .60 $ 7 .99 $ 8 .78 $ 9 .40
1 .5 in .8 .40 11 .98 13 .18 14 .10
2 in .11 .20 15 .97 17 .57 18 .80
3 in .16 .80 23 .96 26 .35 28 .20
4 in .22 .40 31 .94 35 .14 37 .59
6 in .33 .60 47 .91 52 .70 56 .39
8 in .44 .80 63 .88 70 .27 75 .19
10 in .$ 56 .00 $ 79 .85 $ 87 .84 $ 93 .99
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 39
WATER FUND
The following table reflects FY 2015-16 assumptions for
revenue projections . The number of accounts does not
include fire services:
WATER SALES
CLASS NO . OF
ACCOUNTS TIER 1 HCF TIER 2 HCF TIER 3 HCF TOTAL HCF TOTAL SALES
Residential 19,500 2,300,000 1,750,000 -4,050,000 $ 6,900,000
Commercial 1,250 2,150,000 190,550 48,000 2,388,500 3,650,000
Irrigation 275 -393,300 164,500 557,800 1,290,000
Other 36,050 36,050 110,000
Totals 21,025 4,450,000 2,333,850 248,500 7,032,350 $ 11,950,000
SOURCES OFREVENUE
39%
METER
CHARGES
56%
WATER
SALES
OTHER CHARGES
5%
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WATER FUND
EXPENSES
Expenses are based on the cost to provide water to
meet customer demands . The table below projects the
amount of water to be produced for FY 2015-16 in acre
feet (AF):
SERVICE CHARGE
METER SIZE NO . OF SERVICES RATE TOTAL
5/8 in .4,338 $ 20 .96 $ 1,091,094
3/8 in .12,065 26 .61 3,852,596
1 in .4,164 37 .92 1,894,787
1 .5 in .224 66 .19 177,919
2 in .283 100 .12 340,008
3 in .67 207 .54 166,862
4 in .24 365 .85 105,365
6 in .12 744 .67 107,232
8 in .10 1,366 .62 163,994
Fire Service 1 in .1,090 7 .97 104,248
Fire Service 1 .5 in .1 11 .98 144
Fire Service 4 in .49 31 .94 18,781
Fire Service 6 in .131 47 .94 75,362
Fire Service 8 in .49 63 .88 37,561
Fire Service 10 in .10 $ 79 .85 $ 9,582
Total 22,517 $ 8,145,533
WATER PRODUCTION ACRE FEET
SOURCE OF
SUPPLY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
PROJECTED
FY 2016
PROPOSED
Ground Water 20,161 18,210 17,500 14,000
Surface Water 2,147 3,350 2,000 3,500
Total 22,308 21,560 19,500 17,500
During July through August 2014, customers
significantly decreased water usage in response to
an emergency regulation adopted by the State Water
Board on July 15, 2014 . The effort to reduce water
usage has resulted in commendable reductions, and
the District anticipates continued reduction in non-
essential water usage .
The continued severity of the drought has prompted
the District to put forth significant effort towards the
Conservation Program . As such, the Conservation
Program has become a fully funded program within
the Water Fund and has $1,000,000 dedicated
assist customers with conservation efforts such as
the replacement of turf and other related activities .
Included in these costs are San Bernardino Valley
Municipal Water District’s (SBVMWD) reimbursements
in the amount of $500,000 to help offset the expense .
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 41
WATER FUND
Staff continues to review and enhance processes to
ensure optimal performance . However, due to the
new rate structure, cost allocations for the Information
Technology and Customer Service Departments
were shifted to the Water Fund . Previously, those
costs were allocated evenly between the Water and
Wastewater Fund . It has been determined that budget
based rates require a significant amount of time and
commitment from staff therefore justifying the shift in
expenses . Moreover, due to the uncertainty of revenue
income, staff has reprioritized programs ensure critical
programs continue while additional services can be re-
evaluated at mid-year .
CONCLUSION
The District strives to provide safe and reliable water
delivery services . In light of the continued drought,
the District has put forth significant effort to overcome
the challenges of maintaining a fiscally sustainable
and operationally dependable organization . The
District maintains its commitment to investing in
critical infrastructure to ensure the future of its thriving
community . Due to the variable factors, mid-year
review will be an important time to review projections
and program expenditures to make adjustments as
necessary .
EXPENSES BYCOST CENTER
42%ADMINISTRATION
23%
SOURCE OF
SUPPLY
CUSTOMER SERVICE
PUMPS &
BOOSERS
TREATMENT
TRANSMISSION &
DISTRIBUTION
13%10%
7%
5%
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WATER FUND
WATER FUND REVENUES AND EXPENSE SUMMARY
FY 2011-12
ACTUAL
FY 2012-13
ACTUAL
FY 2013-14
ACTUAL
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
Revenues $ 18,041,652 $ 20,385,046 $ 23,120,539 $ 20,065,000 $ 21,310,000
Operating
Expenses 10,827,122 10,997,073 12,275,670 12,900,350 15,404,390
WATER FUNDEXPENSES vs. REVENUES
FY 2011/12
ACTUAL
FY 2012/13
ACTUAL
FY 2013/14
ACTUAL
FY 2014/15
PROJECTED
FY 2015/16
PROPOSED
$10,827,122 $10,997,073
$12,275,670
$12,900,350
$15,404,390
EXPENSES REVENUES
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WATER FUND
FY 2015-16 PROPOSED BUDGET
WATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
REVENUES
4100 - Water Sales $ 15,351,608 $ 14,000,000 $ 14,000,000 $ 11,950,000 $ (2,050,000)-14 .6%
4200 - Meter Charges 4,704,035 4,710,000 4,710,000 8,175,000 3,465,000 73 .6%
4301 - Late Payment Fee 181,545 500,000 500,000 100,000 (400,000)-80 .0%
4303 - Disconnect Notice Charge 338,530 - - 400,000 400,000 100 .0%
4605 - Other Operating Charge 148,818 600,000 600,000 585,000 (15,000)-2 .5%
4701 - Interest Income - - 25,000 25,000 100 .0%
4703 - Energy Incentives/Rebates 105,490 150,000 150,000 50,000 (100,000)-66 .7%
4704 - Miscellaneous Revenue 108,468 105,000 105,000 25,000 (80,000)-76 .2%
TOTAL REVENUES $ 20,938,494 $20,065,000 $20,065,000 $21,310,000 $1,245,000 6 .2%
OPERATING EXPENSES
SOURCE OF SUPPLY/WELLS
5101 - Regular Labor $ 212,009 $ 315,000 $ 315,000 $ 335,000 $ 20,000 6 .3%
5103 - Overtime 12,158 33,000 33,000 28,000 (5,000)-15 .2%
5200 - Benefits 58,524 105,000 105,000 97,500 (7,500)-7 .1%
6101 - Purchased Water 200,000 200,000 200,000 200,000 - 0 .0%
6102 - Groundwater
Replenishment 193,130 215,000 215,000 175,000 (40,000)-18 .6%
6103 - Water Assessment 158,341 205,000 205,000 200,000 (5,000)-2 .4%
6201 - Materials & Supplies 38,150 33,000 33,000 59,500 26,500 80 .3%
6204 - Chemicals 123,933 200,000 200,000 150,000 (50,000)-25 .0%
6301 - Contract Services 257,573 175,000 175,000 235,000 60,000 34 .3%
6311 - Landscape Services - - - 40,000 40,000 100 .0%
6402 - Telephone 514 - - - - 0 .0%
6403 - Electricity 1,534,651 1,750,000 1,750,000 2,000,000 250,000 14 .3%
6405 - Permits - - - 8,000 8,000 100 .0%
SOURCE OF SUPPLY TOTAL $ 2,788,982 $ 3,231,000 $ 3,231,000 $ 3,528,000 $ 297,000 9 .2%
PUMPS & BOOSTERS
5101 - Regular Labor 268,813 83,000 83,000 85,000 2,000 2 .4%
5103 - Overtime 9,684 5,000 5,000 5,000 - 0 .0%
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WATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
5200 - Benefits $ 43,124 $ 25,000 $ 25,000 $ 25,000 $ - 0 .0%
6201 - Materials & Supplies 9,858 20,000 20,000 25,000 5,000 25 .0%
6301 - Contract Services 45,509 50,000 50,000 100,000 50,000 100 .0%
6311 - Landscape Services - - - 35,000 35,000 100 .0%
6403 - Electricity 623,468 750,000 500,000 750,000 - 0 .0%
PUMPS & BOOSTERS TOTAL $ 1,000,456 $ 933,000 $ 683,000 $ 1,025,000 $ 92,000 9 .9%
TREATMENT
5101 - Regular Labor $ 116,833 $ 220,000 $ 220,000 $ 211,000 $ (9,000)-4 .1%
5103 - Overtime 13,837 10,000 10,000 10,000 - 0 .0%
5200 - Benefits 26,056 60,000 60,000 52,000 (8,000)-13 .3%
6201 - Materials & Supplies 21,058 15,000 15,000 20,000 5,000 33 .3%
6204 - Chemicals 162,650 250,000 125,000 150,000 (100,000)-40 .0%
6301 - Contract Services 300,996 200,000 200,000 185,500 (14,500)-7 .3%
6311 - Landscape Services - - - 12,000 12,000 100 .0%
6401 - Utilities - 15,000 15,000 15,000 - 0 .0%
6402 - Telephone 8,612 7,500 7,500 7,500 - 0 .0%
6403 - Electricity 155,548 125,000 125,000 125,000 - 0 .0%
6405 - Permits 307 100,000 100,000 5,000 (95,000)-95 .0%
TREATMENT TOTAL $ 805,895 $ 1,002,500 $ 877,500 $ 793,000 $ (209,500)-20 .9%
TRANSMISSION & DISTRIBUTION
5101 - Regular Labor $ 612,777 $ 819,000 $ 819,000 $ 850,000 $ 31,000 3 .8%
5103 - Overtime 72,215 120,000 120,000 155,000 35,000 29 .2%
5200 - Benefits 143,451 295,000 295,000 297,500 2,500 0 .8%
6201 - Materials & Supplies 168,392 287,000 287,000 255,000 (32,000)-11 .1%
6202 - Tools 4,898 15,000 15,000 10,000 (5,000)-33 .3%
6204 - Chemicals 9,261 50,000 50,000 40,000 (10,000)-20 .0%
6301 - Contract Services 386,973 410,000 410,000 114,000 (296,000)-72 .2%
6307 - Uniforms - - - 20,000 20,000 100 .0%
6310 - Street Services - - - 250,000 250,000 100 .0%
6405 - Permits 39,141 50,000 50,000 50,000 - 0 .0%
6406 - Postage 133 5,000 5,000 2,500 (2,500)-50 .0%
TRANSMISSION &
DISTRIBUTION TOTAL $ 1,437,238 $ 2,051,000 $ 2,051,000 $ 2,044,000 $ (7,000)-0 .3%
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WATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
CUSTOMER SERVICE
5101 - Regular Labor $ 309,700 $ 357,000 $ 357,000 $ 438,000 $ 81,000 22 .7%
5102 - Temporary Labor 942 12,500 12,500 - (12,500)-100 .0%
5103 - Overtime 36,075 15,000 15,000 13,500 (1,500)-10 .0%
5200 - Benefits 76,114 142,500 142,500 165,000 22,500 15 .8%
6201 - Materials & Supplies 2,566 2,000 2,000 3,600 1,600 80 .0%
6202 - Tools 598 1,000 1,000 250 (750)-75 .0%
6203 - Office Supplies 4,614 3,000 3,000 4,200 1,200 40 .0%
6301 - Contract Services 196,878 242,250 242,250 70,500 (171,750)-70 .9%
6302 - Banking Services 83,978 29,275 29,275 210,000 180,725 617 .3%
6304 - Legal Services - 2,500 2,500 3,500 1,000 40 .0%
6306 - Rents & Leases - - - 16,800 16,800 100 .0%
6307 - Uniforms - - - 15,500 15,500 100 .0%
6308 - Billing Services - - - 52,500 52,500 100 .0%
6309 - Shut Off Notice Services - - - 375,000 375,000 100 .0%
6402 - Telephone 1,360 1,750 1,750 1,700 (50)-2 .9%
6406 - Postage 81,703 55,000 55,000 112,000 57,000 103 .6%
6502 - Professional Development 421 20,000 20,000 7,000 (13,000)-65 .0%
6503 - Education Assistance - - - 1,750 1,750 100 .0%
6703 - Cash Over/Short 97 - - - - 0 .0%
CUSTOMER SERVICE TOTAL $ 795,044 $ 883,775 $ 883,775 $ 1,490,800 $ 607,025 68 .7%
ADMINISTRATION
5101 - Regular Labor $ 2,018,799 $ 2,091,705 $ 2,091,705 $ 2,393,350 $ 301,645 14 .4%
5102 - Temporary Labor 15,756 18,900 18,900 46,900 28,000 148 .1%
5103 - Overtime 39,516 22,075 22,075 35,800 13,725 62 .2%
5104 - Standby 33,174 27,500 27,500 34,000 6,500 23 .6%
5200 - Benefits 1,040,424 823,950 823,950 778,500 (45,450)-5 .5%
6201 - Materials & Supplies 190,317 151,600 151,600 142,300 (9,300)-6 .1%
6202 - Tools 4,731 6,150 6,150 6,900 750 12 .2%
6203 - Office Supplies 28,919 27,350 27,350 26,200 (1,150)-4 .2%
6205 - Conservation Rebates - - - 1,000,000 1,000,000 100 .0%
6301 - Contract Services 1,261,855 1,034,720 1,034,720 813,800 (220,920)-21 .4%
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FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
6302 - Banking Services 15,137 35,000 35,000 7,000 (28,000)-80 .0%
6303 - Printing & Publishing 46,006 36,400 36,400 62,450 26,050 71 .6%
6304 - Legal Services 128,250 224,700 224,700 181,000 (43,700)-19 .4%
6306 - Rents & Leases 96,989 1,625 1,625 7,800 6,175 380 .0%
6307 - Uniforms - - - 21,100 21,100 100 .0%
6311 - Landscape Services - - - 35,750 35,750 100 .0%
6312 - Janitorial Services - - - 81,250 81,250 100 .0%
6401 - Utilities 38,155 9,750 9,750 6,500 (3,250)-33 .3%
6402 - Telephone 76,147 68,850 68,850 83,100 14,250 20 .7%
6403 - Electricity 22,902 65,000 65,000 65,000 - 0 .0%
6404 - Fuel 91,945 122,500 122,500 122,500 - 0 .0%
6405 - Permits 26,352 32,200 32,200 27,600 (4,600)-14 .3%
6406 - Postage 15,552 23,450 23,450 27,550 4,100 17 .5%
6501 - Memberships & Dues 45,799 58,650 58,650 75,540 16,890 28 .8%
6502 - Professional Development 77,187 105,800 105,800 110,350 4,550 4 .3%
6503 - Education Assistance 9,350 11,200 11,200 2,100 (9,100)-81 .3%
6504 - Meetings - - - 5,950 5,950 100 .0%
6505 - Employee Recognition - - - 5,950 5,950 100 .0%
6701 - General Insurance 122,580 175,000 175,000 178,150 3,150 1 .8%
6702 - Insurance Claims 1,367 - - 700 700 100 .0%
6704 - Bad Debt - - - - - 0 .0%
6705 - OPEB Retirees - - - 38,500 38,500 100 .0%
ADMINISTRATION TOTAL $5,447,209 $ 5,174,075 $ 5,174,075 $ 6,423,590 $ 1,249,515 24 .1%
TOTAL OPERATING EXPENSES $12,274,825 $13,275,350 $12,900,350 $15,304,390 $ 2,029,040 15 .3%
OTHER USES
7101 - Debt Principle $ 1,650,520 $ 1,760,800 $ 1,760,800 $ 1,855,000 $ 94,200 5 .3%
7102 - Debt Interest 1,151,809 1,813,400 1,813,400 1,750,000 (63,400)-3 .5%
8101 - Capital Outlay 11,478 207,500 207,500 633,250 425,750 205 .2%
8999 - Capital Improvement
Program (381,701) 3,357,950 3,357,950 1,767,360 (1,590,590)-47 .4%
TOTAL OTHER USES $ 2,432,106 $ 7,139,650 $ 7,139,650 $ 6,005,610 $ (1,134,040)-15 .9%
WATER FUND
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 47
WATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
SUMMARY
Total Revenue $20,938,494 $20,065,000 $20,065,000 $21,310,000 $1,245,000 6 .2%
Total Operating Expenses 12,274,825 13,275,350 12,900,350 15,304,390 2,029,040 15 .3%
Total Other Expenses 2,432,106 7,139,650 7,139,650 6,005,610 (1,134,040)-15 .9%
NET $ 6,231,563 $ (350,000) $ 25,000 $ - $ 350,000
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 49
WASTEWATERFUND
The Wastewater Fund pays for all activities
related to the operations and maintenance
of the wastewater collection infrastructure
as well as the treatment of wastewater .
All treatment charges collected from
customers are remitted to the City of San
Bernardino Municipal Water Department .
RATES
There are two sets of rates that make up
the Wastewater Charge:
1 . East Valley Water District Collection
System Charge that includes
conveyance and maintenance
of the sewer mains and;
2 . City of San Bernardino Sewer
Treatment Charge that includes the
treatment and disposal of waste .
Each set of rates has 2 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 sewer system .
Amount and concentration have a direct impact
to the entire sewer system and treatment facility .
The District’s service area for wastewater is divided
into 2 regions with City Creek being the identifying
landmark . Residences and businesses west of City
Creek are charged at a different rate than those east of
City Creek due to the timing of development and the
hydraulics of the system .
RESIDENTIAL
East Valley Water District bills residential customers a
monthly wastewater charge based on the number of
dwelling units, up to four units, per property . Properties
with four or more units are classified as multi-family .
The table below identifies the number of services and
the wastewater charges per month .
RESIDENTIAL NUMBER OF
SERVICES
COLLECTION
CHARGE
TREATMENT
CHARGE
TOTAL MONTHLY
CHARGE
West of City Creek 13,112 $ 15 .36 $ 18 .50 $ 33 .86
East of City Creek 5,231 15 .36 20 .50 35 .86
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COMMERCIAL
East Valley Water District bills commercial customers
on a monthly basis for wastewater usage using the
formula [Wastewater System Charge + (Usage Rate
x Water Used) = Monthly Wastewater Bill] . The table
below identifies the costs per month for the collection
and maintenance of the sewer conveyance system and
City of San Bernardino Wastewater Treatment Charges .
WASTEWATER FUND
COMMERCIAL CUSTOMER
EVWD COLLECTION
CHARGE
CITY OF SAN BERNARDINO
TREATMENT CHARGE
SYSTEM
CHARGE $/HCF TREATMENT
CHARGE $/HCF
Flat Rate $ 3 .90 $ -$ 2 .40 $ -
West of City Creek
Multi-Family 0 .55 1 .25
Commercial/Retail/Dry Cleaners 0 .55 2 .10
Restaurants/Hotels 0 .55 2 .70
Laundromats/Government/Office Building/Motels 0 .55 1 .50
Schools/Churches 0 .55 1 .10
Convalescent Homes 0 .55 1 .35
Office Buildings/Motels 0 .55 1 .50
Auto Repair/Service/Carwash 0 .55 1 .30
East of City Creek
Multi-Family 0 .55 1 .34
Commercial/Retail/Dry Cleaners 0 .55 2 .19
Restaurants/Hotels 0 .55 2 .79
Laundromats/Government 0 .55 1 .59
Schools/Churches 0 .55 1 .19
Convalescent Homes 0 .55 1 .49
Office Buildings/Motels 0 .55 1 .59
Auto Repair/Service/Carwash 0 .55 1 .39
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 51
WASTEWATER FUND
REVENUES
Wastewater revenues consist of collection charges,
treatment charges, and miscellaneous revenues such
as interest income and capacity charges for new
services . Revenues are projected to increase by 6 .1
percent for FY 2015-16 . The District anticipates that the
increase will be related to collecting sewer connection
charges from vacant homes . Also, the City of San
Bernardino has begun the process for a possible rate
increase to treatment . Those revenues will be remitted
to the City of San Bernardino, therefore having no
impact on District Operations .
An additional $200,000 in revenue will be generated
by a Maintenance Agreement with Patton State
Hospital where the District will provide sewer services
for a fee . Providing these services to Patton State
Hospital is beneficial to the customers of East Valley
Water District because their system is antiquated which
may present problems to the District’s sewer mains .
Assisting the State is in the best interest of this region .
EXPENSES
Operating expenses have remained the same overall
in the Wastewater Fund . The District continues to
conduct preventive maintenance programs on the
wastewater mains such as 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 the videos tapes of the
wastewater system .
With the implementation of Water Budget Based Water
Rates, as such costs associated with Customer Service
and Information Technology were shifted to the Water
Fund because of increased efforts to administer the
new tiered rates .
Over the past year, the District has been exploring
options to resolve the District’s sewer capacity
limitations while utilizing existing resources in the most
effective and efficient manner during the ongoing
drought . The completion of the Recycled Water
Feasibility Study in October 2014 recommended that
the District initiate a recycled water program to treat a
majority of the sewer flows generated by East Valley
Water District customers . The treated wastewater can
then be reused for groundwater recharge, providing
the greatest benefit to the District’s customers .
EXPENSES BYCOST CENTER
69%TREATMENT
21%ADMINISTRATION
TRANSMISSION &
DISTRIBUTION
4%
CUSTOMER SERVICE 6%DR
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Building a Recycled Water Center will mitigate the
impacts of future droughts by providing a long term
reliable water supply . This approach makes the District
self-reliant rather than relying on the City of San
Bernardino for treatment and disposal of wastewater .
The continued focus for FY 2015-16 will be moving this
project forward toward design and build .
CONCLUSION
Overall, the Wastewater Fund is balanced and
revenues and expenditures are not anticipated to
increase . However, a rate study must be conducted to
ensure proper rates are charged to fund future capital
improvement projects and that the District continues to
meet debt service obligations as set forth in the bond
covenants . District staff will continue to monitor the
revenues and expenses and present the progress to
the Board of Directors on a quarterly basis .
WASTEWATER FUND
WASTEATER FUND REVENUES AND EXPENSE SUMMARY
FY 2011-12
ACTUAL
FY 2012-13
ACTUAL
FY 2013-14
ACTUAL
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
Revenues 9,905,954 11,585,430 11,974,364 11,396,600 12,110,000
Operating
Expenses 9,822,951 10,113,949 10,460,073 10,505,650 10,492,710
WASTEWATER FUNDEXPENSES vs. REVENUES
FY 2011/12
ACTUAL
FY 2012/13
ACTUAL
FY 2013/14
ACTUAL
FY 2014/15
PROJECTED
FY 2015/16
PROPOSED
$9,822,951
$10,113,949
$10,460,073 $10,505,650 $10,492,710
EXPENSES REVENUES
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WASTEWATER FUND
FY 2015-16 PROPOSED BUDGET
WASTEWATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
REVENUES
4301 - Late Payment Fee $ 49,745 $ 10,000 $ - $ 50,000 $ 40,000 400 .0%
4400 - WW Collection Charges 4,649,412 4,510,000 4,510,000 4,600,000 90,000 2 .0%
4500 - Wastewater Treatment
Charges 7,197,418 6,861,600 6,861,600 7,250,000 388,400 5 .7%
4605 - Other Operating Charge 300 - - 200,000 200,000 100 .0%
4701 - Interest Income 77,489 35,000 25,000 10,000 (25,000)-71 .4%
TOTAL REVENUES $ 11,974,364 $ 11,416,600 $ 11,396,600 $ 12,110,000 $ 693,400 6 .1%
OPERATING EXPENSES
TREATMENT
6305 - Treatment Services $ 7,197,418 $ 6,861,600 $ 6,861,600 $ 7,250,000 $ 388,400 5 .7%
TREATMENT TOTAL $ 7,197,418 $ 6,861,600 $ 6,861,600 $ 7,250,000 $ 388,400 5 .7%
TRANSMISSION & DISTRIBUTION
5101 - Regular Labor $ 134,896 $ 145,000 $ 145,000 $ 135,000 $ (10,000)-6 .9%
5103 - Overtime 3,502 10,000 10,000 3,000 (7,000)-70 .0%
5200 - Benefits 24,695 48,000 48,000 55,000 7,000 14 .6%
6201 - Materials & Supplies 41,476 50,000 50,000 30,000 (20,000)-40 .0%
6202 - Tools 43 5,000 5,000 5,000 - 0 .0%
6301 - Contract Services 107,801 250,000 250,000 228,000 (22,000)-8 .8%
6307 - Uniforms - - - 3,000 3,000 100 .0%
TRANSMISSION &
DISTRIBUTION TOTAL $ 312,413 $ 508,000 $ 508,000 $ 459,000 $ (49,000)-9 .6%
CUSTOMER SERVICE
5101 - Regular Labor 267,103 293,000 293,000 252,000 (41,000)-14 .0%
5102 - Temporary Labor 942 12,500 12,500 - (12,500)-100 .0%
5103 - Overtime 12,349 15,000 15,000 11,500 (3,500)-23 .3%
5200 - Benefits 74,068 142,500 142,500 95,000 (47,500)-33 .3%
6201 - Materials & Supplies 2,566 2,000 2,000 2,400 400 20 .0%
6202 - Tools 598 1,000 1,000 250 (750)-75 .0%
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WASTEWATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
6203 - Office Supplies 3,447 3,000 3,000 1,800 (1,200)-40 .0%
6301 - Contract Services 193,972 242,250 242,250 34,500 (207,750)-85 .8%
6302 - Banking Services 83,700 29,275 29,275 90,000 60,725 207 .4%
6303 - Printing & Publishing 684 - - - - 0 .0%
6304 - Legal Services - 2,500 2,500 1,500 (1,000)-40 .0%
6306 - Rents & Leases - - - 7,200 7,200 100 .0%
6307 - Uniforms - - - 7,500 7,500 100 .0%
6308 - Billing Services - - - 22,500 22,500 100 .0%
6402 - Telephone 1,158 1,750 1,750 1,300 (450)-25 .7%
6406 - Postage 81,703 55,000 55,000 48,000 (7,000)-12 .7%
6502 - Professional Development 421 20,000 20,000 3,000 (17,000)-85 .0%
6503 - Education Assistance - - - 750 750 100 .0%
6703 - Cash Over/Short 40 - - - - 0 .0%
CUSTOMER SERVICE TOTAL $ 722,751 $ 819,775 $ 819,775 $ 579,200 $ (240,575)-29 .3%
ADMINISTRATION -
5101 - Regular Labor $ 723,476 $ 901,295 $ 901,295 $ 945,650 $ 44,355 4 .9%
5102 - Temporary Labor 5,568 8,100 8,100 10,100 2,000 24 .7%
5103 - Overtime 8,004 9,675 9,675 13,700 4,025 41 .6%
5104 - Standby 3,465 7,500 7,500 6,000 (1,500)-20 .0%
5200 - Benefits 462,423 367,050 367,050 316,500 (50,550)-13 .8%
6201 - Materials & Supplies 72,418 76,400 76,400 51,700 (24,700)-32 .3%
6202 - Tools 2,303 2,850 2,850 3,600 750 26 .3%
6203 - Office Supplies 10,556 12,150 12,150 10,300 (1,850)-15 .2%
6301 - Contract Services 598,160 507,380 507,380 348,700 (158,680)-31 .3%
6302 - Banking Services 13,049 15,000 15,000 3,000 (12,000)-80 .0%
6303 - Printing & Publishing 18,832 15,600 15,600 16,050 450 2 .9%
6304 - Legal Services 53,232 96,300 96,300 79,000 (17,300)-18 .0%
6306 - Rents & Leases 36,760 875 875 4,200 3,325 380 .0%
6307 - Uniforms - - - 5,900 5,900 100 .0%
6311 - Landscape Services - - - 19,250 19,250 100 .0%
6312 - Janitorial Services - - - 43,750 43,750 100 .0%
6401 - Utilities 9,543 5,250 5,250 3,500 (1,750)-33 .3%
6402 - Telephone 30,587 34,650 34,650 35,400 750 2 .2%
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WASTEWATER FUND
FY 2013-14
ACTUALS
FY 2014-15
ADOPTED
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
6403 - Electricity 16,035 35,000 35,000 35,000 - 0 .0%
6404 - Fuel 28,764 52,500 52,500 52,500 - 0 .0%
6405 - Permits 10,114 13,800 13,800 18,400 4,600 33 .3%
6406 - Postage 5,273 10,050 10,050 5,450 (4,600)-45 .8%
6501 - Memberships & Dues 18,986 23,850 23,850 31,060 7,210 30 .2%
6502 - Professional Development 33,641 41,200 41,200 46,650 5,450 13 .2%
6503 - Education Assistance 4,007 4,800 4,800 900 (3,900)-81 .3%
6504 - Meetings - - - 2,550 2,550 100 .0%
6505 - Employee Recognition - - - 2,550 2,550 100 .0%
6701 - General Insurance 61,496 75,000 75,000 76,350 1,350 1 .8%
6702 - Insurance Claims 800 - - 300 300 100 .0%
6705 - OPEB Retirees - - - 16,500 16,500 100 .0%
ADMINISTRATION TOTAL $ 2,227,490 $ 2,316,275 $ 2,316,275 $ 2,204,510 $ (111,765)-4 .8%
TOTAL OPERATING EXPENSES $10,460,073 $10,505,650 $10,505,650 $10,492,710 $(12,940)
OTHER USES
7101 - Debt Principle $ 86,809 $ 87,500 $ 87,500 $ 90,000 $ 2,500 2 .9%
7102 - Debt Interest 190,152 229,800 229,800 230,000 200 0 .1%
8101 - Capital Outlay 175,800 57,500 57,500 66,750 9,250 16 .1%
8999 - Capital Improvement
Program 441,250 517,950 517,590 4,595,000 4,077,050 787 .2%
TOTAL OTHER USES $ 894,011 $ 892,750 $ 892,390 $ 4,981,750 $ 4,089,000 458 .0%
SUMMARY
Total Revenue $ 11,974,364 $ 11,416,600 $ 11,396,600 $ 12,110,000 $ 693,400
Total Operating Expenses 10,460,073 10,505,650 10,505,650 10,492,710 (12,940)
Total Other Uses 894,011 892,750 892,390 4,981,750 4,089,000
Transfer from Reserves - 1,600,000 - 3,364,460 3,364,460
NET $ 620,280 $ 18,200 $ (1,440)$ - $ (18,200)
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 57
PROGRAMSUMMARIES
East Valley Water District utilizes program-
based budgeting . Requested funds are
associated with the expected results and
performance is measured by indicators
and reviewed on a quarterly basis with
the Governing Board . This results-
oriented strategy provides the ability to
monitor expenses related to a particular
program or activity and track measurable
benefits . Program-based budgeting
results can be used in cost-benefit
analyses, just as it would be in a business
environment to determine the value of
decisions and enhance transparency .
Program goals and objectives have
been designed to correlate directly with
the District’s newly adopted vision, and
built from the organization ideals and
endeavors . Based on these goals and
objectives, key performance meausres
monitor progress towards meeting
program objectives . Program-based
budgeting also increases accountability
and transparency . The rate payers and
Governing Board can more easily see
where dollars are invested, monitor the
effectiveness of programs, and increase
policy engagement .
The Fiscal Year 2015-16 Budget is
organized into the following summary
programs:
• Governing Board
• General Administration
• Human Resources
• Public Affairs
• Conservation
• Finance
• Information Technology
• Customer Service
• Meter Service
• Engineering
• Water Production
• Water Treatment
• Water QUality
• Water Maintenance
• Wastewater Maintenance
• Facilities Maintenance
• Fleet Maintenance
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 59
GOVERNINGBOARD
GOALS AND OBJECTIVES
GOAL ONE
Conduct All Activities Required for 2015 Board of
Directors Election
Objectives
• Attend Registrar of Voters election workshops
• Post official election notices as required
• Enhance District website with electoral information
• Review and update potential Board Member
Orientation Program
GOAL TWO
Address Agenda Items Brought Before the Board
of Director’s Towards Achieving the Regulatory and
Environmental Requirements to Design and Construct
the East Valley Water District Recycled Water Center
Objectives
• Consider Notice of Intent /NOI for environmental
requirements
• Review and approve engineering reports relating to
permitting
• Review and approve RFQ/RFP for design build entity
and other procurement related agenda items
GOAL THREE
Streamline Communications Related to Board
Agendas, Expense Reports and Other District Related
Documents
Objectives
• Implement paperless agenda process
• Promote electronic correspondence as appropriate
• Utilize technological resources to reduce number of
District distributed paper copies
GOAL FOUR
Continue Commitment of Board Professional
Development
Objectives
• Obtain District Transparency Certificate of
Excellence / Special Leadership Foundation and
required continuing education
• Conduct Board training throughout the year
• Review and update Board Member Handbook and
Policies
• Review and update General Manager/CEO’s Goals
and Objectives and conduct performance evaluation
GOAL FIVE
Consider Development Agreements and Take
Appropriate Action
ACCOMPLISHMENTS
• Developed Board of Director’s Handbook
• Established Board of Director’s Expense
Reimbursement Policy
• Adopted water budget based rate structure
• Conducted 14 candidate interviews and successful
appointment of two new Board Members
• All Board Members completed California Special
District’s Association Special District Leadership
Academy
• Received Business of the Year Award from the
Highland Chamber of Commerce
• Adopted eight Administrative Policies and
Procedures
• Approved a balanced budget for fiscal year 2014/15
consistent with Board policies
• Completed the feasibility study of the District
constructing a recycled water center
FUNCTION
The Governing Board is the legislative body of the
organization and is comprised of five members elected
at-large to four year staggered terms of office . Board
members are responsible for the development and
adoption of all district policy . The Governing Board
appoints the General Manager/CEO to be charged with
the implementation of adopted policy .
Reflective of the expertise and leadership of the Board,
EVWD customers continue to maintain affordable rates
and have a very reliable water supply .
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 70,313 $ 90,000 $ 90,000 $ 105,000 $ 15,000 17%
5200 - Benefits 56,882 40,000 40,000 40,000 - 0%
OPERATING EXPENSES
6301 - Contract Services $ 102,282 - - $ 100,000 $ 100,000 100%
6502 - Professional Development 19,646 30,000 30,000 50,000 20,000 67%
GOVERNING BOARD TOTAL $ 249,122 $ 160,000 $ 160,000 $ 295,000 $ 135,000 84%
SIGNIFICANT CHANGES
• Labor has increased because Board Members are
participating in regional meetings to stay involved
with the drought and the Recycled Water Center .
• Contract Services has increased due to the need for
a general election for 3 Board Members ending their
terms .
• Professional Development has increased due to the
increased training necessary to understand State
mandates and regulations related to the drought .
GOVERNING BOARD
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 61
GENERALADMINISTRATION
GOALS AND OBJECTIVES
GOAL ONE
Establish an Agenda Policy and Procedure Manual in
Order to Implement Consistent Guidelines Resulting in
Efficient Board Meetings
Objectives
• Develop an agenda policy and procedure manual to
be distributed to Board Members and staff
• Create an annual calendar for Board Members and
staff in order to assist with coordinating recurring
and individual agenda items
• Facilitate training sessions for Board, managers and
administrative support staff ensuring department
compliance with approved policy
GOAL TWO
Review and Update the District’s Records Retention
Policy, Which Sets Forth Guidelines on Purging
Documents
Objectives
• Review the current Policy and develop a timeline for
update implementation
• Conduct inventory of administrative records
• Create electronic spreadsheet and catalog
inventoried documents
• Facilitate training to ensure all departments
understand and comply with updated policy
• Implement a yearly schedule for destruction of
records
GOAL THREE
Preserve and Maintain North Fork Water Company
Records
Objectives
• Inventory historical records
• Establish and implement a record keeping
procedure
ACCOMPLISHMENTS
• Facilitated the development of the Board of
Director’s Handbook
• Completed the Feasibility Study for Recycled Water
Center
• Completed Strategic Staffing Analysis
• Conducted feasibility study of a water treatment
facility for new development
• Completed business assessment for the North Fork
Water Company to enhance operational efficiencies
• Negotiated surplus property sale to San Bernardino
Valley Municipal Water District
• Received national recognition and awards for the
District’s Headquarters Facility
ADMINISTRATION EXECUTES
THE DISTRICT VISION.
FUNCTION
General Manager/CEO is responsible for overseeing
day-to-day administration and program implementation
of District operations . Administration is responsible for
managing, documenting, organizing, communicating,
and ensuring the implementation and execution of the
District’s Vision .
PROGRAM PERSONNEL
General Manager/CEO 1
Assistant General Manager 1
District Clerk 1
Total Full Time Employees 3
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 723,325 $ 530,000 $ 530,000 $ 565,000 $ 35,000 7%
5103 - Overtime 2,089 - - - -
5200 - Benefits 253,958 230,000 230,000 200,000 (30,000)-13%
OPERATING EXPENSES
6201 - Materials & Supplies $ 11,765 $ 3,000 $ 3,000 $ 2,000 $ (1,000)-33%
6203 - Office Supplies 9,507 10,000 10,000 5,000 (5,000)-50%
6301 - Contract Services 174,055 217,500 217,500 200,000 (17,500)-8%
6303 - Printing & Publishing 947 1,500 1,500 3,000 1,500 100%
6304 - Legal Services 156,250 250,000 250,000 200,000 (50,000)-20%
6402 - Telephone 11,646 5,000 5,000 5,000 - 0%
6406 - Postage 263 1,000 1,000 1,000 - 0%
6501 - Memberships & Dues 59,500 60,000 60,000 86,000 26,000 43%
6502 - Professional Development 31,498 40,000 20,000 40,000 - 0%
6503 - Education Assistance 6,902 - - - - 0%
6504 - Meetings - - - 5,000 5,000 100%
GENERAL ADMIN TOTAL $ 1,441,704 $ 1,348,000 $ 1,328,000 $ 1,312,000 $ (36,000)-3%
SIGNIFICANT CHANGES
• Materials and Supplies decreased because Public
Affairs took more responsibility of general outreach
items .
• Office Supplies decreased because costs were
distributed among multiple programs .
• Printing and Publishing increased because of the
requirement for publishing public hearings and
agendas in the newspaper .
• Legal Services have decreased because the District
has established one permanent attorney for general
District business .
• Memberships and Dues have increased because
of membership in the Inland Empire Economic
Partnership that will provide the District
opportunities for future growth .
GENERAL ADMINISTRATION
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HUMANRESOURCES
GOALS AND OBJECTIVES
GOAL ONE
Develop and Implement a District Volunteer Program
to Promote Community Involvement, Provide Work
Experience Opportunities, and Offer Staff Assistance
Objectives
• Conduct departmental needs assessment to gain
understanding of areas where volunteers could be
utilized
• Create the written Volunteer Program and Volunteer
Application
• Develop and implement recruitment strategies
• Interview and background screen volunteer
applicants
• Provide orientation and training to all volunteers
GOAL TWO
Review, Update and Create Workforce Programs to
Enhance Organizational Culture
Objectives
• Generate Total Compensation Statements to inform
employees of the total value of their compensation
and benefits package on an annual basis
• Create a non-represented employees’ handbook
consistent with the Memorandum of Understanding
for represented employees
• Increase efficiency by consolidating employee
identification badges and proximity access cards
into one resource
• Facilitate a District Leadership Excellence Program
• Create a Safety Committee to encourage employee
participation in reducing the risk of workplace
injuries
GOAL THREE
Conduct District-Wide Succession Planning
Objectives
• Assemble a succession planning team
• Create a career development survey to determine
staff’s future career goals
• Identify the main factors that will influence the
succession plan
• Link the plan to the District’s Organizational Ideals
and Endeavors
• Create District action plan
ACCOMPLISHMENTS
• Coordinated the District’s Organizational Structure
Review and Classification and Compensation Study
• Received the SDRMA McMurchie Excellence in
Safety Award for low workers’ compensation
experience modifier
• Developed and implemented the District’s
Computer Loan Program
• Created the East Valley Water District Administrative
Policy and Program Manual consolidating District
policies into one resource
• Created a new compensation structure which
incentivizes performance rather than time in grade
• Increased employee assumption of PERS
contributions; over three years employees will pay
full employee share
• Implemented the 9/80 flexible work schedule
• Facilitated the Customer Service Excellence
Program
FUNCTION
Human Resources plans, directs, manages and
oversees programs and operations related to
personnel matters, including employee relations,
contract administration, retention, recruitment and
selection of employees, administration of health and
welfare benefits, risk management, administration
of safety regulations, and professional development
services . Specific functions include:
• Personnel: recruitment, labor negotiations and
ensure compliance with all state and federal laws .
• Worker’s Compensation: oversight of the District’s
comprehensive Risk Management Program .
• Employee Services: management and administration
of employee compensation, benefit plans and
monitor labor agreements .
• Safety: ensure a safe work environment .
PROGRAM PERSONNEL
Human Resources/Risk & Safety Manager 1
Senior Administrative Assistant 1
Administrative Intern 0 .5
Total Full Time Employees 2.5
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 112,159 $ 185,000 $ 185,000 $ 200,000 $ 15,000 8%
5102 - Temporary Labor 12,988 12,000 5,000 12,000 - 0%
5103 - Overtime 3,443 5,000 5,000 3,000 (2,000)-40%
5200 - Benefits 114,855 81,000 81,000 65,000 (16,000)-20%
OPERATING EXPENSES
6201 - Materials & Supplies $ 7,032 $ 10,000 $ 1,000 $ 4,000 $ (6,000)-60%
6203 - Office Supplies 2,182 3,000 1,500 1,000 (2,000)-67%
6301 - Contract Services 37,968 102,000 102,000 61,500 (40,500)-40%
6303 - Printing & Publishing - 500 500 500 - 0%
6304 - Legal Services 3,885 21,000 21,000 15,000 (6,000)-29%
6406 - Postage 9 1,000 300 500 (500)-50%
6501 - Memberships & Dues 349 6,500 5,000 4,500 (2,000)-31%
6502 - Professional Development 3,265 8,000 8,000 7,500 (500)-6%
6504 - Meetings - - - 3,500 3,500 100%
6505 - Employee Recognition - - - 8,500 8,500 100%
6701 - General Insurance 184,075 250,000 250,000 254,500 4,500 2%
6702 - Insurance Claims 2,167 - - 1,000 1,000 100%
6705 - OPEB Retirees - - - 55,000 55,000 100%
HUMAN RESOURCES TOTAL $ 484,378 $ 685,000 $ 665,300 $ 697,000 $ 12,000 2%
SIGNIFICANT CHANGES
• Materials and Supplies have decreased because
safety materials will be purchased by the Operations
and Fields Departments .
• Contract Services have been decreased because
the Organizational Assessment has been completed
and does not have to be updated for the next five
years .
• Legal Services have been decreased because the
few outstanding personnel cases have been settled .
• Memberships and Dues have been decreased
because the District does not anticipate the need for
standardized testing for new positions .
• Meetings is a new line item to identify the cost of
providing District wide training opportunities .
• Employee Recognition is a new line item to provide
opportunities to recognize the continued increased
efforts from employees .
• OPEB Retirees is a new line item to clearly identify
costs associated with post-employment benefits .
This line item includes a portion of the medical
coverage for employees who retire from the District
who have at least 20 years of service, until they
reach the age to qualify for Medicare .
HUMAN RESOURCES
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PUBLICAFFAIRS
GOALS AND OBJECTIVES
GOAL ONE
Conduct an Extensive Outreach Effort for the Recycled
Water Project in Order to Inform a Broad Range of
Stakeholders of the Project Benefits
Objectives
• Develop and deploy a dedicated Recycled Water
Project website
• Conduct educational meetings with community
leaders, residents, and industry members
• Create and distribute print materials informing a
wide audience of the project overview and benefits
GOAL TWO
Increase Methods of Communication in Order to Reach
a Broad Range of Stakeholders
Objectives
• Implement a robust social media program to
highlight District projects and programs in a timely
manner
• Identify methods of communicating with the
community that would facilitate a heightened level
of dialogue between the District and customers
• Increase participation in legislative activities
consistent with the adopted Legislative Platform
GOAL THREE
Evaluate and Implement Measures to Elevate the
District’s Emergency Preparedness Program
Objectives
• Review the current Emergency Response Plan and
develop a timeline for update implementation
• Conduct quarterly emergency preparedness
exercises
• Facilitate trainings to ensure that all District staff
have received necessary certifications, as required
by FEMA
ACCOMPLISHMENTS
• Conducted extensive outreach for the Recycled
Water Project Feasibility Study
• Hosted six water conservation workshops for the
community
• Utilized the Headquarters site in line with the Facility
Use Policy, including hosting 42 events outside of
regularly scheduled District events
• Conducted extensive community outreach relating
to Budget Based Rates
PUBLIC AFFAIRS IS THE
PRIMARY OUTREACH VEHICLE
FOR THE DISTRICT.
FUNCTION
Public Affairs is the primary outreach vehicle for
increasing awareness of the District’s mission and role
in the local and regional community . Through media,
community and governmental relations, the District is
able to provide effective communications to various
community stakeholders . Specific functions include:
• Community presentations and meetings
• Maintain working relationships with federal, state
and local officials
• Oversee and coordinate the District’s emergency
planning, training, response and recovery efforts
• Administer the Headquarters facility rental program
PROGRAM PERSONNEL
Public Affairs/Conservation Manager 0 .5
Public Affairs Specialist 1
Senior Administrative Assistant 1
Public Affairs Representative 0 .5
Total Full Time Employees 3
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 133,596 $ 290,000 $ 290,000 $ 220,000 $ (70,000)-24%
5102 - Temporary Labor 37 - - 15,000 15,000 100%
5103 - Overtime 4,497 15,000 15,000 7,000 (8,000)-53%
5200 - Benefits 67,133 90,000 90,000 63,000 (27,000)-30%
OPERATING EXPENSES
6201 - Materials & Supplies $ 91,249 $ 85,000 $ 85,000 $ 43,000 $ (42,000)-49%
6203 - Office Supplies 4,121 2,000 2,000 2,000 - 0%
6301 - Contract Services 194,307 247,500 247,500 75,000 (172,500)-70%
6303 - Printing & Publishing 61,751 50,000 60,000 50,000 - 0%
6304 - Legal Services - 5,000 10,000 5,000 - 0%
6406 - Postage 19,752 30,000 30,000 15,000 (15,000)-50%
6501 - Memberships & Dues 335 5,000 5,000 3,000 (2,000)-40%
6502 - Professional Development 16,292 10,000 10,000 6,000 (4,000)-40%
6503 - Education Assistance - - - 3,000 3,000 100%
PUBLIC AFFAIRS TOTAL $ 593,070 $ 829,500 $ 844,500 $ 507,000 $ (322,500)-39%
SIGNIFICANT CHANGES
• The Public Affairs Program was decreased because
it was important for the District to create a separate
Conservation Program to directly address the
ongoing drought conditions in California .
PUBLIC AFFAIRS
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 67
CONSERVATION
GOALS AND OBJECTIVES
GOAL ONE
Implement Water Conservation Measure Reports
Consistent with the State of California Emergency
Drought Regulations
Objectives
• Utilize existing internal databases to monitor
system-wide water use efficiency
• Submit monthly reporting data to the State Water
Resources Control Board as required for the
statewide drought tracking effort
• Develop a regular report to track regulation
compliance and communication efforts
GOAL TWO
Expand the Water Conservation Rebate Programs
to Assist Customers Implement Water Efficiency
Measures to Achieve Mandated Reductions
Objectives
• Develop and hire a Conservation Analyst position to
oversee the expanded water conservation program
• Implement a turf replacement program for both
residential and commercial customers
• Implement a direct install weather-based irrigation
controller program
GOAL THREE
Increase Communication Efforts Encouraging
Responsible and Sustainable Use of Water
Objectives
• Renovate the Headquarters Demonstration Garden
to serve as a resource for easily applied water-
efficient landscape design options
• Showcase success stories of customers that
implemented conservation measures while
maintaining aesthetic curb appeal on the District’s
website and social media outlets
• Implement a positive outreach campaign that
encourages a sense of community pride and
collective effort toward conservation
ACCOMPLISHMENTS
• Hosted six water conservation workshops for the
community
• Developed and implemented a residential
landscaping evaluation program
• Conducted extensive outreach informing customers
of the need for conservation to support State
regulations
CONSERVATION ENCOURAGES
SUSTAINABLE WATER USE.
FUNCTION
Conservation is responsible for overseeing programs
that facilitate and encourage sustainable water use
throughout the District . Specific functions include:
• Rebate program development and administration
• Educational outreach regarding conservation techniques
• Preparing and submitting regulatory reporting requirements
PROGRAM PERSONNEL
Public Affairs/Conservation Manager 0 .5
Conservation Analyst 1
Conservation Coordinator 1
Conservation Representative 1
Total Full Time Employees 3.5
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ - $ - $ - $ 230,000 $ 230,000 100%
5102 - Temporary Labor - - - 25,000 25,000 100%
5103 - Overtime - - - 8,000 8,000 100%
5200 - Benefits - - - 60,000 60,000 100%
OPERATING EXPENSES
6201 - Materials & Supplies $ - $ - $ - $ 35,000 $ 35,000 100%
6203 - Office Supplies - - - 2,000 2,000 100%
6205 - Conservation Rebates - - - 1,000,000 1,000,000 100%
6301 - Contract Services - - - 100,000 100,000 100%
6303 - Printing & Publishing - - - 25,000 25,000 100%
6304 - Legal Services - - - 5,000 5,000 100%
6406 - Postage - - - 15,000 15,000 100%
6501 - Memberships & Dues - - - 2,000 2,000 100%
6502 - Professional Development - - - 4,000 4,000 100%
CONSERVATION TOTAL $ - $ - $ - $ 1,511,000 $ 1,511,000 100%
SIGNIFICANT CHANGES
• The Conservation Program was created for FY
2015-16 to solely focus on water use regulations and
mandates due to the drought .
CONSERVATION
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 69
FINANCE
GOALS AND OBJECTIVES
GOAL ONE
Produce Accurate, Timely Financial Reports for
External and Internal Stakeholders
Objectives
• Complete audit and adopt Comprehensive Annual
Financial Report within four months of fiscal year
end; submit for GFOA award
• Closely monitor actual water sales versus
projections and propose responsible adjustments to
program expenditures .
• Review monthly budget to actual expenditure
reports with program managers within 15 days of
month end
GOAL TWO
Cultivate Sources, Other than Utility Rates, for Cost
Recovery and Project Funding
Objectives
• Complete cost of service study for miscellaneous
service fees and schedule Proposition 26 hearing
by January 2016 .
• Enhance yields on cash reserves by updating
District Investment Policy, and through
diversification of investment portfolio . Submit policy
for California Municipal Treasurers Association
Certificate
• Provide financial data and analysis to support SRF
and other funding efforts for Water Recycling Facility
GOAL THREE
Enhance Internal Asset Management
Objectives
• Implement integrated inventory module in existing
financial software
• Increase inventory controls by conducting quarterly
inventory audits
ACCOMPLISHMENTS
• Successfully implemented the payroll process
in-house to save the District $15,000 per year in
contract services
• Completed the Water Rate Study for Budget Based
Water Rates to secure the District’s financial stability
in the future
• Received national recognition awards for FY 2013-14
Comprehensive Annual Financial Reporting (CAFR)
and the FY 2014-15 Operating and Capital Budget
• Conducted thorough cost analysis to ensure that
North Fork Water Company captures all expenses
as required
FINANCE PROVIDES
ACCOUNTABILITY AND
ADEQUATE CONTROL OVER
DISTRICT FUNDS.
FUNCTION
Finance oversees the financial operations of the
District in order to provide accountability and adequate
control over the use of District funds . Finance staff
maintains the financial systems and records in
accordance with Generally Accepted Accounting
Principles (GAAP) as well as applicable laws,
regulations and District policies . Specific functions
include:
• Preparation of financial reports and annual budget
• Capital asset funding and accounting
• Strategic and financial planning support
• Issuance and administration of District debt issues
PROGRAM PERSONNEL
Chief Financial Officer 1
Finance Manager 1
Senior Accountant 1
Senior Accounting Technician 1
Administrative Assistant 1
Storekeeper/Buyer 1
Accounting Technician 1
Total Full Time Employees 7
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 536,740 $ 625,000 $ 625,000 $ 640,000 $ 15,000 2%
5102 - Temporary Labor 4,005 10,000 10,000 - (10,000)-100%
5103 - Overtime 5,307 1,500 1,500 1,500 - 0%
5200 - Benefits - 255,000 290,000 205,000 (50,000)-20%
OPERATING EXPENSES
6203 - Office Supplies $ 5,774 $ 7,000 $ 10,000 $ 7,000 $ - 0%
6301 - Contract Services 185,719 150,000 150,000 100,000 (50,000)-33%
6302 - Banking Services 28,187 50,000 50,000 10,000 (40,000)-80%
6303 - Printing & Publishing 2,032 - - - - 0%
6304 - Legal Services 6,129 20,000 10,000 10,000 (10,000)-50%
6307 - Uniforms - - - 3,000 3,000 100%
6402 - Telephone 622 1,500 1,500 1,500 - 0%
6406 - Postage 330 1,000 1,000 1,000 - 0%
6501 - Memberships & Dues 2,552 1,000 1,000 3,300 2,300 230%
6502 - Professional Development 11,721 15,000 10,000 10,000 (5,000)-33%
6503 - Education Assistance 6,456 16,000 15,000 - (16,000)-100%
6704 - Bad Debt - - - - - 0%
FINANCE TOTAL $ 795,575 $ 1,153,000 $ 1,175,000 $ 992,300 $ (160,700)-14%
SIGNIFICANT CHANGES
• Temporary Labor has decreased because there are
no anticipated long-term absences from permanent
staff .
• Contract Services have decreased because the
Finance Department has taken certain tasks such as
payroll in-house .
• Banking Services were shifted to the Customer
Service Program because those costs are associated
with payment collection administration .
• Uniforms was added to Finance to allow staff to
wear EVWD branded clothing .
• Professional Development was decreased due to
the unavailability of funds for the coming year .
• Education Assistance was decreased because the
employee attending school has graduated .
FINANCE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 71
INFORMATIONTECHNOLOGY
GOALS AND OBJECTIVES
GOAL ONE
Implement Secure and Reliable Technological
Infrastructure and Effective Services
Objectives
• Modernize the District’s server infrastructure by
virtualizing 90% of servers and upgrading all server
operating systems approaching end-of-life
• Initiate a Virtual Desktop Infrastructure (VDI)
pilot project and deploy five virtual desktops for
evaluation
• Reduce email costs, upgrade Office applications,
install MS Project and SharePoint (Intranet) by
implementing Microsoft Office 365
• Improve security by implementing a comprehensive
web content security filter to continuously block
known malicious and not-safe-for-work (NSFW)
websites
• Integrate Advanced Metering Infrastructure (AMI)
with Utility Billing and provide continuous support to
ensure a successful AMI program
GOAL TWO
Assess and Evaluate Existing Technology Solutions to
Improve Operations
Objectives
• Conduct a post implementation review of the Tyler
Incode product suite and Cityworks
• Promote active learning by creating an Information
Technology FAQ page, training videos, and develop
an in-house training program
GOAL THREE
Enhance Conservation Efforts by Making Information
More Accessible and Presentable
Objectives
• Transition to a new Customer Online Billing Portal
to support Budget Based Rates, AMI, conservation
efforts and social media integration
• Develop additional Conservation Dashboards that
are aligned with Best Management Practices from
the State
ACCOMPLISHMENTS
• Developed a Water Conservation dashboard to
monitor the rebate program, field verifications and
watering violations
• Improved business processes by implementing
Government-to-Government (G2G) to electronically
submit documents to the County’s Assessor-
Recorder office
• Significantly improved business continuity and
disaster recovery by installing a new, centralized
backup and recovery appliance
• Elevated Customer Service and increased efficiency
with the implementation of Automated Courtesy
Calls and call type tracking
• Maximized staff value by achieving three technical
certifications and two FEMA Incident Command
System certifications
• Implemented Landscape Analysis to support an
equitable rate structure with Budget Based Billing
• Implemented a new Web Help Desk (WHD) based
on industry best practices (ITIL) and continuous
service improvement
FUNCTION
Information Technology (IT) is responsible for system
maintenance, network management, systems support,
updating software/hardware, and monitoring District
needs for new equipment . Specific functions include:
• Network and telecommunications
• Geographic Information Systems (GIS)
• Enterprise Resource Planning (ERP)
• Customer Information System and Utility Billing (CIS)
• Supervisory Control and Data Acquisition (SCADA)
• Document Imaging System (Laserfische)
• Computerized Maintenance Management System
(CMMS)
PROGRAM PERSONNEL
Information Technology Manager 1
Network Administrator 1
Information Systems Technician 1
Total Full Time Employees 3
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 107,105 $ 220,000 $ 220,000 $ 275,000 $ 55,000 25%
5102 - Temporary Labor 3,240 - - - - 0%
5103 - Overtime 539 - - - - 0%
5200 - Benefits 48,805 65,000 65,000 75,000 10,000 15%
OPERATING EXPENSES
6201 - Materials & Supplies $ 52,594 $ 30,000 $ 40,000 $ 30,000 $ - 0%
6203 - Office Supplies 4,332 3,000 3,000 3,000 - 0%
6301 - Contract Services 220,015 235,000 235,000 225,000 (10,000)-4%
6303 - Printing & Publishing 33 - - - - 0%
6402 - Telephone 2,478 3,000 3,000 3,000 - 0%
6501 - Memberships & Dues 200 500 500 1,300 800 160%
6502 - Professional Development 5,618 7,000 7,000 7,000 - 0%
INFORMATION TECHNOLOGY
TOTAL $ 444,959 $ 563,500 $ 573,500 $ 619,300 $ 55,800 10%
SIGNIFICANT CHANGES
• Labor has increased because the Information
Technology Technician was made permanent to the
Program in the fall of 2014 .
• Benefits have increased as a direct relation to the
increased number of employees and labor .
• Memberships & Dues have increased because IT
staff will participate in more informative forums .
INFORMATION TECHNOLOGY
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 73
CUSTOMERSERVICE
GOALS AND OBJECTIVES
GOAL ONE
Always Provide Quality Customer Service
Objectives
• Conduct customer satisfaction surveys .
• Attend training specific to enhancing the guest
experience
• Ensure accurate and consistent messaging to
customers regarding events and regulations
implemented by the District
GOAL TWO
Increase Training Opportunities for Staff to Leverage
Technological Investments
Objectives
• Establish a policy manual for all daily duties of the
department .
• Develop systemic training programs for customer
service representatives
GOAL THREE
Improve Customer Awareness of District Processes
Objectives
• Increase customer education on District policies
and procedures related to water and wastewater
services
• Routinely update information on website for
customers
• Create quick guide booklet for new customers
GOAL FOUR
Utilize Water Budget Based Rates to Encourage
Conservation
Objectives
• Proactively identify and contact customers
with inefficient water usage and direct them to
assistance programs as necessary
ACCOMPLISHMENTS
• Completed deployment of kiosks at two off-site
locations
• Increased customer accessibility through on-line
services
• Increased phone efficiencies through automation
• Implemented Water Budget Based billing
• Hired and trained two temporary Customer Service
Representatives to provide increased education
about Water Budget Rates to customers
CUSTOMER SERVICE STAFF
STRIVE TO RESOLVE ALL
CUSTOMER CONCERNS ON A
DAILY BASIS.
FUNCTION
Customer Service is responsible for responding to
customer inquiries, establishing and discontinuing
service, preparing monthly bills, processing
payments, and collecting outstanding customer
balances . Customer Service staff continues to explore
opportunities to provide convenient methods of
payments and strives to resolve all customer concerns
on a daily basis .
PROGRAM PERSONNEL
Customer Service Supervisor 1
Senior Customer Service Representative 1
Customer Service Representative II 3
Customer Service Representative I 2
Receptionist 1
Total Full Time Employees 8
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 350,147 $ 440,000 $ 440,000 $ 465,000 $ 25,000 6%
5102 - Temporary Labor 1,883 25,000 40,000 - (25,000)-100%
5103 - Overtime 12,409 10,000 8,000 5,000 (5,000)-50%
5200 - Benefits 174,269 200,000 200,000 175,000 (25,000)-13%
OPERATING EXPENSES
6201 - Materials & Supplies $ 3,893 $ 1,000 $ 2,000 $ 3,000 $ 2,000 200%
6203 - Office Supplies 8,061 6,000 6,500 6,000 - 0%
6301 - Contract Services 388,598 454,500 500,000 90,000 (364,500)-80%
6302 - Banking Services 167,677 58,550 200,000 300,000 241,450 412%
6303 - Printing & Publishing 684 - - - - 0%
6304 - Legal Services - 5,000 2,500 5,000 - 0%
6306 - Rents & Leases - - - 24,000 24,000 100%
6307 - Uniforms - - - 20,000 20,000 100%
6308 - Billing Services - - - 75,000 75,000 100%
6309 - Shut Off Notice Services - - - 375,000 375,000 100%
6402 - Telephone 952 1,500 1,500 1,000 (500)-33%
6406 - Postage 163,406 110,000 150,000 160,000 50,000 45%
6502 - Professional Development 801 40,000 45,000 10,000 (30,000)-75%
6503 - Education Assistance - - - 2,500 2,500 100%
6703 - Cash Over/Short 138 - - - - 0%
PROGRAM BUDGET TOTAL $ 1,272,919 $ 1,351,550 $ 1,595,500 $ 1,716,500 $ 364,950 27%
CUSTOMER SERVICE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 75
SIGNIFICANT CHANGES
• Temporary Labor decreased because the program is
fully staffed .
• Overtime has decreased because staff is able to
fully utilize the utility billing system to automate tasks
such as phone calls to delinquent accounts .
• Materials and Supplies have increased to ensure
employees have the tools and equipment for proper
ergonomics in their work areas .
• Contract Services was decreased significantly to
be more transparent and detailed about services
rendered for the Customer Service Program .
• Banking Services has increased due to a shift in
expenses from Finance and also the anticipated
merchant fees from the variety of payment methods
offered to customers .
• Rents and Leases are costs associated with the
placement of kiosks in the Super Penny Mart and Rio
Ranch Market .
• Uniforms was added to provide consistency in the
dress code for the Customer Service employees .
• Billing Services is the cost to have a company print
and mail over 25,000 bills on a monthly basis .
• Shut Off Notice Services is the cost to deliver 48-
hour shutoff notices for customers who are severely
delinquent on their water bill .
• Professional Development was decreased because
a Customer Service Assessment was conducted last
year that will not need to take place in the coming
year .
CUSTOMER SERVICE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 77
METERSERVICE
GOALS AND OBJECTIVES
GOAL ONE
Ensure Accurate and Timely Meter Reads of Customer
Meters
Objectives
• Review meter reading routes and cycles to identify
reader workload; adjust amount of books per cycle
where needed
• Prevent plastic meter register damage by providing
staff training on proper debris clearing procedures
• Utilize Citiworks to implement a logging program for
damaged meter registers
• Evaluate the benefits of replacing plastic meter
registers with a more durable material
• Participate in the Automated Meter Infrastructure
(AMI) project
GOAL TWO
Utilize Opportunities to Create Dialogue with
Customers While Meter Reading to Promote District
Outreach
Objectives
• Attend water budget based rate and billing system
training in order to assist customers with questions
or concerns about their budget based bills
• Gain thorough understanding of the District’s
drought ordinance and conservation rebates
in order to educate the community on drought
awareness, compliance and rebate programs
ACCOMPLISHMENTS
• Performed two thousand one hundred and ninety-
three (2,193) customer meter lock-offs
• Identified inefficient water users throughout the
District and hung information tags on their doors
• Assisted in the educational outreach of water
budget based rates
METER SERVICES SERVE
AS A FIELD EXTENSION OF
CUSTOMER SERVICE.
FUNCTION
Meter Services serves as a field extension of Customer
Service, and is responsible for completing all on-site
related customer requests such as turning water on/
off, monthly meter readings for billing, and assisting
customers at their residence when requested . Meter
Services staff may also at times assist the Meter
Maintenance program by installing new meters, testing
meters for accuracy, and repairing meter leaks .
PROGRAM PERSONNEL
Field Service Representative 1
Meter Reader II 1
Meter Reader I 2
Total Full Time Employees 4
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 199,541 $ 210,000 $ 210,000 $ 225,000 $ 15,000 7%
5103 - Overtime 24,739 20,000 20,000 20,000 - 0%
5200 - Benefits 29,839 85,000 85,000 85,000 - 0%
OPERATING EXPENSES
6201 - Materials & Supplies $ 1,238 $ 3,000 $ 3,500 $ 3,000 $ - 0%
6202 - Tools 1,197 2,000 500 500 (1,500)-75%
6301 - Contract Services 2,252 30,000 10,000 15,000 (15,000)-50%
6307 - Uniforms - - - 3,000 3,000 100%
6402 - Telephone 1,566 2,000 2,000 2,000 - 0%
6502 - Professional Development 40 - - - - 0%
METER SERVICE TOTAL $ 260,413 $ 352,000 $ 331,000 $ 353,500 $ 1,500 0%
SIGNIFICANT CHANGES
• Contract Services has decreased because new large
octave meters are being installed and do not need
to be tested by a third party .
• Uniforms have been added in an effort to be more
detailed and transparent .
METER SERVICE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 79
ENGINEERING
GOALS AND OBJECTIVES
GOAL ONE
Conduct Long-Term Planning for the District to Meet
Customer Demands and Environmental Changes
Objectives
• Update Water and Wastewater Master Plans
• Prepare 2016 Urban Water Management Plan
Update
• Update the Sewer System Management Plan (SSMP)
GOAL TWO
Efficiently Develop, Design and Manage the District’s
Capital Improvement Program
Objectives
• Complete Plant 134 upgrades to fully utilize its
capacity
• Complete sewer expansion upgrades to mitigate
potential overflows and provide capacity for
development
• Complete City Creek Crossing design/permitting
• Complete assessment of Plunge Creek Crossing
and Santa Ana River Crossing
GOAL THREE
Continue to Develop Partnerships with Surrounding
Agencies to Provide Future Benefits to the District and
the Region
Objectives
• Complete Patton Hospital State Hospital sewer
cleaning and mapping project
GOAL FOUR
Leverage Technology Investments to Enhance Asset
Management
Objectives
• Enhance usage of GIS to develop the District’s
Emergency Response Plan
• Continue to enter asset record data into GIS to
improve capital improvement planning
GOAL FIVE
Provide Excellent Customer Service for Developers
Objectives
• Continue to streamline the application process for
developers and contractors
• Collaborate with Finance to implement a program to
track and collect construction costs associated with
new development
ACCOMPLISHMENTS
• Completed Baseline Gardens Mutual Water
conversion project; installed 3-½ miles of new water
main, 54 new fire hydrants and added 500 new
customers
• Completed Patton State Hospital Service
Agreement for sewer services by the District
FUNCTION
Engineering is responsible for identifying and
implementing infrastructure projects needed to provide
safe and reliable water and sewer service . Staff
administers and manages the Capital Improvement
Program, assists developers in building new residential
and commercial properties, and provides support in
the maintenance and repair of water and wastewater
infrastructure . Specific functions include:
• Conduct planning studies to evaluate water and
sewer system improvement needs
• Establish and implement the Capital Improvement
Program (CIP)
• Assist in ensuring the District complies with state
and federal regulations
• Maintain and update technical data by GIS
PROGRAM PERSONNEL
Engineering and Operations Manager 1
Associate Engineer 1
Senior Engineering Technician 1
Engineering Technician II 2
Senior Administrative Assistant 1
Administrative Intern 0 .5
Total Full Time Employees 6.5
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 501,109 $ 400,000 $ 400,000 $ 436,000 $ 36,000 9%
5102 - Temporary Labor 1,053 5,000 5,000 5,000 - 0%
5103 - Overtime 3,698 1,500 1,500 1,500 - 0%
5200 - Benefits 250,713 180,000 180,000 165,000 (15,000)-8%
OPERATING EXPENSES
6202 - Tools $ - $ 1,000 $ 1,000 $ 3,500 $ 2,500 250%
6203 - Office Supplies 5,552 7,500 5,000 8,500 1,000 13%
6301 - Contract Services 421,507 220,100 220,100 157,500 (62,600)-28%
6304 - Legal Services 15,218 25,000 25,000 25,000 - 0%
6307 - Uniforms - - - 2,000 2,000 100%
6402 - Telephone 3,291 3,000 3,000 3,000 - 0%
6405 - Permits 36,465 46,000 46,000 46,000 - 0%
6406 - Postage 471 500 500 500 - 0%
6501 - Memberships & Dues 275 2,000 1,500 1,500 (500)-25%
6502 - Professional Development 6,791 19,000 19,000 15,500 (3,500)-18%
ENGINEERING TOTAL $ 1,246,144 $ 910,600 $ 907,600 $ 870,500 $ (40,100) -4%
SIGNIFICANT CHANGES
• Tools have increased due to increased software
necessary to manage ongoing Capital Improvement
Projects .
• Contract Services have decreased due to the
purchase of software that will reduce the programs
need for consultants to provide assistance with the
water and wastewater master plans .
• Uniforms was added in an effort to be more detailed
and transparent .
• Professional Development has decreased due to the
reduced availability of funding for training .
ENGINEERING
• Completed WEKA contracted portion of 30” pipeline
installation in 5th Street
• Completed Greenspot Road Bridge pipeline
installations
• Completed North Fork Inlet Pipeline replacement
project
• Completed Plant 40 Booster Station consisting of
four booster pumps to allow pumping water from
the Intermediate Zone to the Upper Zone, which will
allow water supply reliability into the higher pressure
zones
• Updated EVWD’s Developer Handbook
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WATERPRODUCTION
GOALS AND OBJECTIVES
GOAL ONE
Coordinate the Standardization of Production
Meters at all Plants to Ensure Consistency in Unit of
Measurement and Improve Reporting Accuracy
Objectives
• Conduct meter audits to confirm units of measure
• Identify meters needing to be rebuilt or recalibrated
GOAL TWO
Maximize Efficiencies by Utilizing Computerized Asset
Management Systems to Maintain Electronic Records
and Reports
Objectives
• Begin entering routes and maintenance records
through work orders in Citiworks
• Establish preventive maintenance schedules for
water production infrastructure
• Utilize SCADA data to establish appropriate
maintenance schedules for pumps and wells based
on actual usage
• Review accuracy of monthly reports submitted
to the State Water Resources Control Board and
explore methods to automate the production of
these reports
GOAL THREE
Increase Efficiency and Accuracy of the North Fork
Water Company
Objectives
• Increase staff knowledge of the North Fork Water
Company through training and review of historical
documents
• Gain understanding and apply formulas for share
deliveries based upon actual river flow
• Enhance well monitoring and establish priority
locations to maintain water reliability and prevent
equipment damage caused by reduced water levels
GOAL FOUR
Investigate Alternative Sources of Water Supply
Objectives
• Explore possible water supply from Plunge Creek
and City Creek
• Work with legal counsel to determine ownership of
water rights
• If water supply is available to District, partner with
Engineering to determine a method of delivery
ACCOMPLISHMENTS
• Implemented a per share delivery schedule on a
monthly basis, for North Fork irrigators
• Completely cleaned, scraped, patched and painted
three pump houses and replaced three swamp
coolers
• Completed preventative maintenance on two
Altitude Valves, 12 Pressure Regulating Valves and
10 Pump Control Valves
• Completed the Honeywell Efficiency Project
WATER PRODUCTION
IS RESPONSBILE FOR
MONITORING AND OPERATING
THE ENTIRE WATER SYSTEM.
FUNCTION
Water Production is responsible for the daily
monitoring and operations of the entire water
production system, which includes 18 wells, 18
reservoirs and 24 booster stations . This program
also ensures the timely preventive maintenance of all
pumps and motors for wells and boosters .
PROGRAM PERSONNEL
Operations Manager 1
Senior Water Production Operator 1
Water Production Operator III 3
Water Production Operator II 1
Administrative Assistant 1
Total Full Time Employees 7
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ADMINISTRATION
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 165,867 $ 200,000 $ 200,000 $ 198,000 $ (2,000)-1%
5103 - Overtime 6,399 500 500 500 - 0%
5104 - Standby 12,659 20,000 20,000 20,000 - 0%
5200 - Benefits 154,505 75,000 75,000 65,000 (10,000)-13%
OPERATING EXPENSES
6201 - Materials & Supplies $ 4,317 $ - $ - $ - $ - 0%
6203 - Office Supplies 5,235 3,000 3,000 4,000 1,000 33%
6301 - Contract Services 26,654 45,000 45,000 33,500 (11,500)-26%
6307 - Uniforms - - - 10,000 10,000 100%
6402 - Telephone 15,030 15,000 15,000 15,000 - 0%
6405 - Permits - - - - - 0%
6501 - Memberships & Dues 1,325 4,000 300 2,000 (2,000)-50%
6502 - Professional Development 5,070 15,000 9,000 5,000 (10,000)-67%
6503 - Education Assistance - - - - -
WATER PRODUCTION
ADMINISTRATION TOTAL $ 397,061 $ 377,500 $ 367,800 $ 353,000 $ (24,500)-6%
SIGNIFICANT CHANGES
• Contract Services has decreased because the
District has secured a maintenance contract with the
SCADA consultant to reduce costs arising as a result
of an emergency .
• Uniforms was added in an effort to be more detailed
and transparent .
• Professional Development was decreased due to
the unavailability of funds .
WATER PRODUCTION
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PROGRAM BUDGET DETAIL
SOURCE OF SUPPLY/WELLS
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 159,434 $ 240,000 $ 240,000 $ 255,000 $ 15,000 6%
5103 - Overtime 8,450 30,000 30,000 25,000 (5,000)-17%
5200 - Benefits 51,767 85,000 85,000 75,000 (10,000)-12%
OPERATING EXPENSES
6101 - Purchased Water $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - 0%
6102 - Groundwater
Replenishment 193,130 215,000 230,000 175,000 (40,000)-19%
6103 - Water Assessment 158,341 205,000 205,000 200,000 (5,000)-2%
6201 - Materials & Supplies 31,741 30,000 30,000 40,000 10,000 33%
6204 - Chemicals 123,933 200,000 200,000 150,000 (50,000)-25%
6301 - Contract Services 184,962 100,000 100,000 150,000 50,000 50%
6402 - Telephone 514 - - - - 0%
6403 - Electricity 1,534,651 1,750,000 1,750,000 2,000,000 250,000 14%
6405 - Permits - - - 8,000 8,000 100%
SOURCE OF SUPPLY TOTAL $ 2,646,923 $ 3,055,000 $ 3,070,000 $ 3,278,000 $ 223,000 7%
SIGNIFICANT CHANGES
• Overtime was decreased as a result of increased
preventive maintenance programs to wells .
• Groundwater Replenishment was decreased due
to increased conservation efforts that will decrease
the amount of water needed to meet customer
demands .
• Materials & Supplies was increased to purchase
parts for unanticipated repairs related to well motors
and pumps .
• Chemicals were decreased due to the decrease in
water produced that will need to be treated .
• Contract Services was increased to enhance
the preventive maintenance program for well
maintenance . This will control expensive repair
costs in the long run .
• Electricity was increased as a result of Southern
California Edison increasing their rates .
• Permits were added because the State Water
Resource Control Board requires large water system
fees for being a water operator in California .
WATER PRODUCTION
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WATER PRODUCTION
PROGRAM BUDGET DETAIL
BOOSTING AND PUMPING
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 268,813 $ 83,000 $ 83,000 $ 85,000 $ 2,000 2%
5103 - Overtime 9,684 5,000 5,000 5,000 - 0%
5200 - Benefits 43,124 25,000 25,000 25,000 - 0%
OPERATING EXPENSES
6201 - Materials & Supplies $ 9,858 $ 20,000 $ 20,000 $ 20,000 $ - 0%
6301 - Contract Services 45,509 50,000 50,000 75,000 25,000 50%
6403 - Electricity 623,468 750,000 500,000 750,000 - 0%
BOOSTING & PUMPING TOTAL $ 1,000,456 $ 933,000 $ 683,000 $ 960,000 $ 27,000 3%
SIGNIFICANT CHANGES
• Contract Services was increased to enhance the
preventive maintenance program that will save the
District expensive repair costs in the long run .
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PROGRAM BUDGET DETAIL
TRANSMISSION AND DISTRIBUTION
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 6,403 $ 77,000 $ 77,000 $ 80,000 $ 3,000 4%
5103 - Overtime - 5,000 5,000 5,000 - 0%
5200 - Benefits 17,035 25,000 30,000 25,000 - 0%
OPERATING EXPENSES
6201 - Materials & Supplies $ 12,023 $ 15,000 $ 10,000 $ 10,000 $ (5,000)-33%
6204 - Chemicals - 50,000 40,000 40,000 (10,000)-20%
6301 - Contract Services 22,679 50,000 30,000 40,000 (10,000)-20%
TRANSMISSION &
DISTRIBUTION TOTAL $ 58,140 $ 222,000 $ 192,000 $ 200,000 $ (22,000)-10%
SIGNIFICANT CHANGES
• Materials & Supplies were decreased because staff
does not foresee any major issues with pressure
reducing valves or cla-vals .
• Chemicals were decreased because the amount of
water distributed is anticipated to reduce as a result
of the drought and conservation .
• Contract Services was decreased because staff
has established a schedule to phase reservoir
maintenance and large altitude valves maintenance .
WATER PRODUCTION
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 87
WATERTREATMENT
GOALS AND OBJECTIVES
GOAL ONE
Continue to Increase Operational Efficiencies for Water
Treatment
Objectives
• Train all production employees on the maintenance
and operations of the treatment plant
• Establish preventive maintenance schedules for all
equipment and motors at the plant
• Participate in the Plant 134 upgrade project to
ensure operational needs are met
• Re-evaluate production strategy to increase
optimization of treatment Plant 134 to meet
customer demands
GOAL TWO
Increase Water Conservation Efficiencies
by Minimizing Waste from Excessive Bypass
Flow During Un-scheduled Releases
Objectives
• Work with SCADA systems integrator to develop an
alarm system for bypass flow
• Develop a response procedure to address alarms
• Document the bypass flow process and train
operators to ensure proper response to bypass flow
alarms
• Develop a procedure manual that will identify new
sources of water to treat when Santa Ana River and
State Project Water are unavailable
ACCOMPLISHMENTS
• Completed diver inspections on six water storage
reservoirs
• Completed 400 fiber repairs in the MBR treatment
cassette units at Plant 134
• Decommissioned the treatment plant at Plant 40
• Completed the Intermediate Zone to Upper Zone
booster station
WATER TREATMENT IS
RESPONSBILE FOR OPERATING
WATER TREATMENT FACILITIES.
FUNCTION
Water Treatment is responsible for the daily operation
of water treatment facilities, namely Plant 134, Plant 39
and Plant 28 . Plant 134 is a Surface Water Treatment
Plant that takes in water from the Santa Ana River via
the North Fork Canal and State Water Project . Plant
39 is a treatment plant that utilizes a blending plan for
fluoride . Lastly, Plant 28 utilizes Granular Activated
Carbon to treat for PCE (perchloroethylene) .
PROGRAM PERSONNEL
Water Production Supervisor 1
Senior Treatment Plant Operator 1
Total Full Time Employees 2
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FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 116,805 $ 220,000 $ 220,000 $ 211,000 $ (9,000)-4%
5103 - Overtime 13,837 10,000 10,000 10,000 - 0%
5200 - Benefits 26,056 60,000 60,000 52,000 (8,000)-13%
OPERATING EXPENSES
6201 - Materials & Supplies $ 21,058 $ 15,000 $ 15,000 $ 15,000 $ - 0%
6204 - Chemicals 162,650 250,000 125,000 150,000 (100,000)-40%
6301 - Contract Services 300,996 175,000 175,000 160,500 (14,500)-8%
6402 - Telephone 8,612 7,500 7,500 7,500 - 0%
6403 - Electricity 155,548 125,000 125,000 125,000 - 0%
6405 - Permits 307 100,000 5,000 5,000 (95,000)-95%
WATER TREATMENT TOTAL $ 805,867 $ 962,500 $ 742,500 $ 736,000 $ (226,500)-24%
SIGNIFICANT CHANGES
• Chemicals have decreased due to the reduced
amount of water that will need to be produced as a
result of the drought .
• Contract Services costs have been shifted to
facilities maintenance to care for the facilities around
the treatment plant .
• Permits costs have decreased because Plant 134
has completed the Department of Public Health
permitting process for the new technology installed
in FY 2014-15 .
WATER TREATMENT
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WATERQUALITY
GOALS AND OBJECTIVES
GOAL ONE
Provide Safe and Reliable Water to the Customers
Objectives
• Ensure water sampling and testing as required by
the State Water Resources Control Board
• Conduct quarterly source water sampling of various
constituents and implement improved processes
with data
• Implement process control sampling on source
water to maximize existing and future treatment
operations
• Explore methods to capture water from flushing to
be reused
GOAL TWO
Utilize Technological Solutions to Increase Operational
Efficiencies
Objectives
• Train employees on customer billing system to
access real time customer information in the field
• Install auto flush devices to reduce manpower and
customer complaints
• Optimize flushing needs using automated flushing
software
GOAL THREE
Ensure Customers are Complying with Water Quality
Requirements
Objectives
• Continue to monitor annual back flow device
inspections as required
• Identify methods to revert ownership of commercial
fire services to customers
ACCOMPLISHMENTS
• Completed Final UCMR3 Quarterly Sampling
• Flushed 80 percent of strategic locations, remaining
points will be completed by end of Fiscal Year
• Installed 29 new backflow devices as a result of
backflow surveys conducted throughout the District
• Provided all 2014 CCR water Quality Data to Public
Affairs Department by March 31, 2015 deadline
• Received CDPH approval to reduce DBP sample
collection frequency
WATER QUALITY COMPLIES
WITH ALL REQUIRED DRINKING
WATER REGULATIONS.
FUNCTION
Water Quality is responsible for ensuring District
compliance with state and federal drinking water
regulations . This program also manages, supervises
and coordinates the activities of fire service backflow
protection devices, customer-owned backflow
protection devices, water sampling and testing, and
fire hydrant flushing .
PROGRAM PERSONNEL
Water Quality Coordinator 1
Water Quality Technician 1
Total Full Time Employees 2
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FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
SOURCE OF SUPPLY/WELLS: PERSONNEL EXPENSES
5101 - Regular Labor $ 64,415 $ 75,000 $ 75,000 $ 80,000 $ 5,000 7%
5103 - Overtime 3,708 3,000 3,000 3,000 - 0%
5200 - Benefits 6,757 20,000 20,000 22,500 2,500 13%
SOURCE OF SUPPLY/WELLS: OPERATING EXPENSES
6201 - Materials & Supplies $ 6,408 $ 3,000 $ 3,000 $ 14,500 $ 11,500 383%
6301 - Contract Services 72,610 75,000 75,000 50,000 (25,000)-33%
TRANSMISSION AND DISTRIBUTION: PERSONNEL EXPENSES
5101 - Regular Labor $ 62,530 $ 75,000 $ 75,000 $ 80,000 $ 5,000 7%
5103 - Overtime - 15,000 15,000 - (15,000)-100%
5200 - Benefits 19,502 20,000 20,000 22,500 2,500 13%
TRANSMISSION AND DISTRIBUTION: OPERATING EXPENSES
6201 - Materials & Supplies $ 549 $ 7,000 $ 7,000 $ - $ (7,000)-100%
6202 - Tools 3,660 5,000 5,000 5,000 - 0%
6204 - Chemicals 9,261 - - - - 0%
6301 - Contract Services 30,377 60,000 60,000 62,000 2,000 3%
6406 - Postage 133 5,000 5,000 2,500 (2,500)-50%
WATER QUALITY TOTAL $ 279,910 $ 363,000 $ 363,000 $ 342,000 $ (21,000)-6%
SIGNIFICANT CHANGES
• Overtime has decreased because staff does not
anticipate any water quality emergencies .
• Materials and Supplies have increased because of
the need to purchase reagents equipment for water
sampling .
• Contract Services have decreased due to the
completion of Unregulated Contaminated Monitoring
Rule 3 (UCMR3) that requires additional testing of
constituents for the years 2013-2015 mandated by
the US Environmental Protection Agency .
• Postage decreased due to the reduced number of
certified mailings required for backflow testing each
year .
WATER QUALITY
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WATERMAINTENANCE
GOALS AND OBJECTIVES
GOAL ONE
Expand Knowledge Base of Employees and Reduce
Staff Exposure to Hazards in the Work Environment
through Professional Development and Enhanced
Safety Training
Objectives
• Develop a distribution and treatment training
academy utilizing internal staff as instructors to
assist staff in obtaining state certifications
• Conduct traffic control and competent person
training for all department staff
• Implement annual ride-along evaluations for all DOT
drivers to ensure proper operation of commercial
vehicles
• Conduct thorough daily vehicle inspections and
provide the District’s mechanics with repair needs
GOAL TWO
Implement Advanced Metering Infrastructure (AMI)
Installation Program
Objectives
• Coordinate with Engineering to review existing
meter inventory to confirm condition, location, and
work necessary for AMI retrofits
• Participate in the field installation of the first phase
of the AMI meter conversion program
• Provide feedback regarding installation and
maintenance requirements to enhance and refine
future implementation phases
GOAL THREE
Elevate technological skills and abilities through
enhanced training opportunities
Objectives
• Coordinate Citiworks training to ensure all
department staff have the ability to competently
utilize the District’s asset management program .
• Attend Tyler timesheet training to become proficient
with automated timesheets
• Utilize computer programs on a daily basis to
communicate with staff including work orders, work
logs, daily updates, incident reporting, email, and
other correspondence
GOAL FOUR
Create a Valve Shut Down Program for Implementation
at District Plants as Part of Emergency Response Plan
Objectives
• Coordinate with Production to obtain plant valve
locations
• Coordinate with Engineering to map valves using
the District’s GIS program .
• Exercise valves in plants for emergency shut down
purposes
ACCOMPLISHMENTS
• Completed 92 main leaks
• Completed 148 service leaks
• 795 hydrants maintained or repaired
• Installed and/or repaired 33 reading lids on vaults
• Responded to 1,183 call outs after hours
• Installed 26 Octave meters due to damage or
inaccurate meter reads (10 three-inch meters, 7
four-inch meters, 4 six-inch meters, and 5 eight-inch
meters)
FUNCTION
Water Maintenance is responsible for the daily repair
and maintenance of the District’s water transmission,
distribution pipelines, and all related equipment,
including fire hydrants, meters, valves, and meter
vaults .
PROGRAM PERSONNEL
Field Service Superintendent 1
Field Service Supervisor 1
Senior Field Service Worker 2
Field Service Worker III 2
Field Service Worker II 4
Field Service Worker I 3
Total Full Time Employees 13
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FIELD MAINTENANCE ADMINISTRATION
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 217,146 $ 243,000 $ 243,000 $ 235,000 $ (8,000)-3%
5103 - Overtime 14,520 250 250 - (250)-100%
5104 - Standby 23,980 15,000 15,000 20,000 5,000 33%
5200 - Benefits 203,658 90,000 90,000 72,000 (18,000)-20%
OPERATING EXPENSES
6203 - Office Supplies $ 1,459 $ 3,000 $ 3,000 $ 3,000 $ - 0%
6303 - Printing & Publishing 75 - - - - 0%
6402 - Telephone 19,374 25,000 25,000 15,000 (10,000)-40%
6501 - Memberships & Dues 198 1,000 1,000 500 (500)-50%
6502 - Professional Development 9,657 1,000 3,500 10,000 9,000 900%
FIELD MAINTENANCE
ADMINISTRATION TOTAL $ 490,066 $ 378,250 $ 380,750 $ 355,500 $ (22,750)-6%
SIGNIFICANT CHANGES
• Telephone was decreased because all field
employees have updated smart phones to enhance
communication methods with District staff .
• Professional Development was increased to allow
staff to attain Commercial Licenses and Water and
Wastewater Certificates .
WATER MAINTENANCE
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WATER MAINTENANCE
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 557,347 $ 667,000 $ 667,000 $ 690,000 $ 23,000 3%
5103 - Overtime 83,490 100,000 100,000 150,000 50,000 50%
5200 - Benefits 106,914 250,000 250,000 250,000 - 0%
OPERATING EXPENSES
6201 - Materials & Supplies $ 155,820 $ 265,000 $ 265,000 $ 245,000 $ (20,000)-8%
6202 - Tools 1,237 10,000 10,000 5,000 (5,000)-50%
6301 - Contract Services 333,917 300,000 300,000 12,000 (288,000)-96%
6307 - Uniforms - - - 20,000 20,000 100%
6310 - Street Services - - - 250,000 250,000 100%
6402 - Telephone 846 - - - - 0%
6405 - Permits 39,141 50,000 50,000 50,000 - 0%
WATER MAINTENANCE TOTAL $ 1,278,711 $ 1,642,000 $ 1,642,000 $ 1,672,000 $ 30,000 2%
SIGNIFICANT CHANGES
• Overtime was increased as a result of an overtime
change in the Memorandum of Understanding
that provides standby staff to receive a two-hour
minimum of overtime when responding to an
emergency call out .
• Materials and Supplies because there are main
replacements taking place that will resolve locations
with multiple leak problems that staff is consistently
responding to and temporarily fixing .
• Tools were decreased because staff has taken an
inventory of all tools and have found ways to share
tools when not in use by another truck .
• Contract Services costs shifted to the Street
Services line item in an effort to be more detailed
and transparent .
• Uniforms was a line item added in an effort to be
more detailed and transparent .
• Street Services was a line item added in an effort to
be more detailed and transparent . This costs fund
WATER MAINTENANCE
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WASTEWATERMAINTENANCE
GOALS AND OBJECTIVES
GOAL ONE
Enhance Sewer Maintenance Cross-Training Program
Objectives
• Create a schedule for assigning Field Service
Workers to a sewer maintenance rotation
• Ensure all Field Service Workers are trained on
sewer jetting and CCTV equipment
GOAL TWO
Enhance Sewer Collection System Maintenance and
Management
Objectives
• Ensure at least sixty miles of sewer main is video
inspected in order to complete a full system review
by the 2018/19 fiscal year
• Identify septic tank owners and partner with
Engineering to map them on GIS
• Coordinate with Engineering to create an electronic
sewer tracking map incorporating directional flow
through GIS
• Work with Water Quality to explore requirements of
implementing a FOG (fats, oils and grease) program
• Encourage employees to attain the Grade I
Collection System Maintenance certification
ACCOMPLISHMENTS
• Cleaned by water jetting 210 miles of sewer main
• Videoed (CCTV) 32 miles of sewer main
• Completed four sewer repairs
WASTEWATER MAINTENANCE
REPAIRS AND MAINTAINS A
208-MILE SYSTEM.
FUNCTION
Wastewater Maintenance is responsbile for the
maintenance and repair of the 208 miles of the
wastewater conveyance system . Based on the
Sewer System Maintenance Plan, crews complete
preventative video monitoring, scheduled
maintenance, system repairs, and emergency repairs .
PROGRAM PERSONNEL
Field Service Worker II 2
Total Full Time Employees 2
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED
%
CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 134,896 $ 145,000 $ 145,000 $ 135,000 $ (10,000)-7%
5103 - Overtime 3,502 10,000 10,000 3,000 (7,000)-70%
5200 - Benefits 24,695 48,000 48,000 55,000 7,000 15%
OPERATING EXPENSES
6201 - Materials & Supplies $ 41,476 $ 50,000 $ 50,000 $ 30,000 $ (20,000)-40%
6202 - Tools 43 5,000 5,000 5,000 - 0%
6301 - Contract Services 107,801 250,000 250,000 228,000 (22,000)-9%
6307 - Uniforms - - - 3,000 3,000 100%
6305 - Treatment Services 7,197,418 6,861,600 6,861,600 7,250,000 388,400 6%
WASTEWATER MAINTENANCE
TOTAL $ 7,509,831 $ 7,369,600 $ 7,369,600 $ 7,709,000 $ 339,400 5%
SIGNIFICANT CHANGES
• Overtime was decreased because of the enhanced
preventive maintenance program staff does not
anticipate any major emergencies for the sewer
collection system .
• Materials and Supplies was decreased because
staff will not be utilizing sleeve technology for
minor repairs, instead a contractor will be used to
permanently fix a sag or crack in the line .
• Uniforms was a line item added in an effort to be
more detailed and transparent .
• Treatment Services was increased in anticipated of
the City of San Bernardino treatment rate increases .
This amount is collected in revenues and remitted to
the City and does not affect operations .
WASTEWATER MAINTENANCE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 97
FACILITIESMAINTENANCE
GOALS AND OBJECTIVES
GOAL ONE
Ensure the Functional Upkeep of the District Facilities
Objectives
• Develop preventive maintenance program for
all District facilities pertaining to roofing, HVAC,
landscaping, and structural repairs
• Identify facility deficiencies through routine
inspections and create a schedule to correct these
items
• Participate in the annual development of the Capital
Improvement Program to ensure significant facility
improvements are included
GOAL TWO
Manage the Headquarters to a Level that Ensures
the Facility is Always Aesthetically Pleasing, Clean,
Sanitary, and Safe
Objectives
• Promptly replace/repair any problematic building
systems
• Establish written level of service standards for the
headquarters to be used during the Facilities Rental
process
• Organize Safety Data Sheets throughout each
department
• Develop a product sheet through as-built
specifications to understand building materials and
construction within the Headquarters building
ACCOMPLISHMENTS
• Scheduled all work at District Facilities through the
Cityworks Program
• Put contracts in place for preventative maintenance
on Headquarters Building HVAC and floor
maintenance
• Installed two new swamp coolers at Plants 11 and 33
• Installed Smart Tracker Flow Meters with Smart
Tracking Controllers for weather stations
FACILITIES MAINTENANCE
REPAIRS AND MAINTAINS ALL
DISTRICT FACILITIES.
FUNCTION
Facilities Maintenance is responsible for the complete
maintenance and repair of all District facilities,
including Administration Buildings, water facilities,
District owned vacant properties and easements .
PROGRAM PERSONNEL
Facilities Maintenance Coordinator 1
Total Full Time Employees 1
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
ADMINISTRATION: PERSONNEL EXPENSES
5101 - Regular Labor $ 36,513 $ 55,000 $ 55,000 $ 85,000 $ 30,000 55%
5103 - Overtime 5,838 5,000 5,000 25,000 20,000 400%
5200 - Benefits 9,947 25,000 25,000 30,000 5,000 20%
ADMINISTRATION: OPERATING EXPENSES
6201 - Materials & Supplies $ 43,203 $ 40,000 $ 40,000 $ 20,000 $ (20,000)-50%
6202 - Tools 5,219 3,000 3,000 2,000 (1,000)-33%
6301 - Contract Services 401,395 225,000 225,000 35,000 (190,000)-84%
6306 - Rents & Leases 133,749 2,500 2,500 12,000 9,500 380%
6307 - Uniforms - - - 12,000 12,000 100%
6311 - Landscape Services - - - 55,000 55,000 100%
6312 - Janitorial Services - - - 125,000 125,000 100%
6401 - Utilities 47,698 15,000 15,000 10,000 (5,000)-33%
6402 - Telephone 53,854 50,000 50,000 75,000 25,000 50%
6403 - Electricity 38,937 100,000 100,000 100,000 - 0%
SOURCE OF SUPPLY/WELLS: OPERATING EXPENSES
6201 - Materials & Supplies $ - $ - $ - $ 5,000 $ 5,000 100%
6301 - Contract Services - - - 35,000 35,000 100%
6311 - Landscape Services - - - 40,000 40,000 100%
PUMPS AND BOOSTERS: OPERATING EXPENSES
6201 - Materials & Supplies $ - $ - $ - $ 5,000 $ 5,000 100%
6301 - Contract Services - - - 25,000 25,000 100%
6311 - Landscape Services - - - 35,000 35,000 100%
TREATMENT: OPERATING EXPENSES
6201 - Materials & Supplies $ - $ - $ - $ 5,000 $ 5,000 100%
6301 - Contract Services - 25,000 25,000 25,000 - 0%
6311 - Landscape Services - - - 12,000 12,000 100%
6401 - Utilities - 15,000 15,000 15,000 - 0%
FACILITIES MAINTENANCE
TOTAL $ 776,353 $ 560,500 $ 560,500 $ 788,000 $ 227,500 41%
FACILITIES MAINTENANCE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 99
SIGNIFICANT CHANGES
• The Facilities Maintenance Program has expanded
its responsibilities to facilities throughout the District .
Costs were carefully reviewed and allocated to the
correct cost centers in an effort to accurately capture
costs by location . In an effort to be more detailed
and transparent, Contract Services have been
divided into significant services such as Landscape
Services and Janitorial Services .
FACILITIES MAINTENANCE
99
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THIS PAGE IS LEFT BLANK INTENTIONALLY
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 101
FLEETMAINTENANCE
GOALS AND OBJECTIVES
GOAL ONE
Enhance the Management of the District’s Fleet
Program
Objectives
• Develop and maintain a ten-year vehicle and
equipment replacement program
• Establish a Fleet Maintenance Manual
• Evaluate costs and benefits of installing GPS units
in District vehicles to automatically track equipment
mileage and usage
GOAL TWO
Prepare for Compliance with New Federal DOT
Regulations
Objectives
• Update Driver Proficiency and Record of Authorized
Vehicle forms
• Inspect commercial vehicles using the two-person
inspection method
• Ensure drivers are thoroughly trained on new
vehicles prior to operation
• Conduct bi-weekly audits of Daily Vehicle Inspection
reports
ACCOMPLISHMENTS
• Established hourly rates schedule for vehicles to be
used in calculating activity costs
VEHICLE MAINTENANCE
REPAIRS AND MAINTAINS THE
DISTRICT’S VEHICLE FLEET.
FUNCTION
Fleet Maintenance is responsible for the maintenance
and repair of the District’s fleet, which includes
approximately 54 vehicles and 15 pieces of heavy
equipment . Fleet maintenance is also responsible for
maintaining air quality regulations, vehicle registration
and transportation requirements .
PROGRAM PERSONNEL
Senior Equipment Mechanic 1
Equipment Mechanic II 1
Total Full Time Employees 2
DR
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PROGRAM BUDGET DETAIL
FY
2013-14
ACTUALS
FY
2014-15
BUDGET
FY
2014-15
PROJECTED
FY
2015-16
PROPOSED
AMOUNT
CHANGED % CHANGE
PERSONNEL EXPENSES
5101 - Regular Labor $ 129,414 $ 155,000 $ 155,000 $ 150,000 $ (5,000)-3%
5103 - Overtime 1,190 3,000 3,000 3,000 - 0%
5200 - Benefits 64,393 60,000 60,000 55,000 (5,000)-8%
OPERATING EXPENSES
6201 - Materials & Supplies $ 52,575 $ 60,000 $ 60,000 $ 60,000 $ - 0%
6202 - Tools 1,815 5,000 5,000 5,000 - 0%
6203 - Office Supplies 1,313 1,000 1,000 1,000 - 0%
6301 - Contract Services 96,113 100,000 100,000 75,000 (25,000)-25%
6402 - Telephone 440 1,000 1,000 1,000 - 0%
6404 - Fuel 120,709 175,000 175,000 175,000 - 0%
6501 - Memberships & Dues 50 2,500 2,500 2,500 - 0%
6502 - Professional Development 1,269 2,000 2,000 2,000 - 0%
FLEET MAINTENANCE TOTAL $ 469,281 $ 564,500 $ 564,500 $ 529,500 $ (35,000)-6%
SIGNIFICANT CHANGES
• Contract Services have been decreased as a result of the ongoing effort to develop a consistent vehicle
replacement program that replaced old costly vehicles with new vehicles that require less maintenance . In the
last two years, the District has decreased the fleet by eight vehicles and replaced five trucks .
FLEET MAINTENANCE
DR
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 103
CAPITALOUTLAY
The District defines Capital outlay
expenditures as an individually
significant acquisition of capital assets
(not involving construction) that are
expected to last more than 2 years and
have an individual cost of $5,000 or
more . This threshold is applied at the
individual asset level . Group purchases
of individual assets under $5,000 are
not capitalized, even if the group totals
to more than $5,000 .
Each year as part of the budget process,
the District’s Program Managers and
Supervisors compile and submit a list of
capital outlay request for consideration .
Then staff reviews and prioritizes the list
of equipment based on a needs assessment
and the amount of funding available . Items that
benefit both the water and wastewater systems are
allocated accordingly .
CAPITAL OUTLAY ASSET
INVESTMENTS ARE
EXPECTED TO LAST MORE
THAN TWO YEARS.DR
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CAPITAL OUTLAY
FISCAL YEAR 2015/16 CAPITAL OUTLAY
ITEM DESCRIPTION WATER SEWER TOTAL
Web Content Security Appliance - web filter that block viruses and
websites not appropriate for the work environment .$ 7,250 $ 7,250 $ 14,500
Conference Rooms Technology Upgrades - wireless presentation
and communications equipment for conference rooms to enhance
meetings .
5,500 5,500 11,000
Mobile Laptops/Tablets - additional mobile devices that can be used in
the field and offsite to make work flow more efficient . 16,000 - 16,000
AWWA Standards - software with detailed specifications and
requirements for water works related materials and system . 6,000 - 6,000
Computer Linked White Board - conference room equipment to
enhance meetings for Engineering, Operations and Maintenance . 7,000 3,000 10,000
GPS Surveying Equipment - continue mapping of District facilities and
infrastructure . 25,000 - 25,000
InfoSewer Master Software - software that will analyze existing sewer
infrastructure and will provide basis for schedule of replacements and
improvements .
37,000 37,000
InfoWater Master Software - software that will analyze existing water
infrastructure and will provide basis for schedule of replacements and
improvements .
37,000 - 37,000
Pressure Data Loggers w/ Locks - equipment to be installed on
fire hydrants to monitor pressure changes over time throughout the
system . Data is used for design of future water system improvements .
5,000 - 5,000
InfoWater Unidirectional Flushing Program - to develop a complete
water system flushing sequence map . This will enhance water quality
and devise an efficient flushing program .
27,000 - 27,000
Hydro Excavator - replaces #46 to assist water maintenance in the
repair of main leaks . 400,000 - 400,000
2 Field Trucks - 2 1/2 ton trucks to replace #143 and #115 which are 10
years with over 110,000 miles . 65,000 - 65,000
Code Reader - this tool will help mechanics identify problems with
vehicles to be repaired efficiently . 7,000 3,000 10,000
Lift - this equipment will help staff access hard to reach locations
throughout the facilities . 21,000 9,000 30,000
Special Events Furniture - Tables and chairs for special events . 4,500 2,000 6,500
TOTAL CAPITAL OUTLAY $ 633,250 $ 66,750 $ 700,000
DR
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 105
CAPITAL PROGRAM
A Capital Improvement Project
expenditure is an individually significant
construction project with a cost
$25,000 or more that creates a new
capital asset, improves an existing
asset (increases its service capacity,
etc .), or significantly and unusually
extends an asset’s operating life .
The District’s Capital Improvement
Program (CIP) is a 5 year budget .
However, each year projects are
reviewed and evaluated based on the
needs of the District . Therefore, some
projects may be omitted and others
moved forward annually during the
development of each fiscal year budget .
Proposed Capital Improvement Projects for
the budgeted fiscal years were submitted by
the Engineering, Operations and Maintenance
Programs in accordance with the anticipated needs
of the District as outlined in the updated 2013 Water
and Wastewater Master Plans . The Master Plans
identify over $25 million in projects for year 1, however
due to limited resources, the District evaluated and
prioritized projects based on the following criteria:
• Preservation of public health and water quality .
• Improvements required as a result of local, state or
federal legislation/mandates .
• Reduction of current maintenance expenditures and
avoidance of costly future rehabilitation .
• Preservation of existing facilities/infrastructure .
• Positive impacts on customers .
• Grant/loan secured or leverage of funds or Grant/
loan availability .
For FY 2014-15, the District was only able to fund
Capital Improvement Projects through revenues and
development fees for a total of $7,333,790 . This is a
significant decrease in comparison to the $28 million
in projects approved in FY 2013-14 . Engineering will
continue to complete ongoing projects from previous
years and provide quarterly updates on the progress .
CAPITAL IMPROVEMENT
PROJECTS ARE BASED ON
THE NEEDS OF THE DISTRICT.DR
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106
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CAPITAL IMPROVEMENT
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DR
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F
T
EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 107
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CAPITAL IMPROVEMENT
PROGRAM
DR
A
F
T
EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 109
AVIGATION EASEMENTPROJECT
PROJECT DESCRIPTION
The District is involved in an ongoing lawsuit against
the Inland Valley Development Agency (IVDA)
to remove a flyover easement, on the property
located at 3rd Avenue and Sterling Avenue . The
District is appealing the court ruling for the avigation
easement on the Third and Sterling property near
the San Bernardino Airport . It is important to have
the easement removed because it prevents the
development of the property, therefore lowering its
value on the market .
PROJECT DETAILS
PROJECT TYPE
General
LOCATION
3rd Avenue and Sterling Avenue
PROJECT MANAGER
Administration
PROJECT SCHEDULE
START DATE
July 2014
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
Previously Programmed Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$400,000
PRIOR YEARS BUDGET
$250,000
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
N/A
UTILITIES
N/A
CAPITAL IMPROVEMENT PROGRAM
DR
A
F
T
110
PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation
Construction (Contract)
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor
Other (Legal)150,000 150,000
ANNUAL TOTAL $ 150,000 $ -$ -$ -$ -$ 150,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 150,000 $ 150,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 150,000 $ -$ -$ -$ -$ 150,000
AVIGATION EASEMENT
DR
A
F
T
EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 111
PROJECTVICINITY
HABITAT CONSERVATION PLANPROJECT
PROJECT DESCRIPTION
The Upper Santa Ana River Watershed Habitat
Conservation Plan (HCP) focuses on management of
activities throughout the watershed in such a way that
it minimizes impacts to species of animals that live in
the water shed as well as the hydrogeography of the
area . San Bernardino Valley Municipal Water District
is the lead agency in developing this plan . There
are nine agencies involved in ths plan and costs will
be dependent on the type and amount of activities
associated with each agency . Final costs have not
been identified yet, but preliminary estimates have
the District’s share of the total cost at approximately
$100,000 . A draft report should be released by the 4th
quarter of FY 2015 . The District will benefit from the
HCP by allowing all of the District’s ongoing activities
and future projects to have their environmental
impacts mitigated thru the HCP and avoid project
specific mitigation in the future .
PROJECT DETAILS
PROJECT TYPE
General
LOCATION
Upper Santa Ana River Watershed
PROJECT MANAGER
Tom Holliman
PROJECT SCHEDULE
START DATE
June 2015
ESTIMATED COMPLETION
January 2017
CAPITAL REQUESTS
Previously Programmed Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$168,000
PRIOR YEARS BUDGET
$63,000
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
N/A
UTILITIES
N/A
CAPITAL IMPROVEMENT PROGRAM
DR
A
F
T
112
PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 100,000 $ 100,000
Land and Land Preparation
Construction (Contract)
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor 5,000 5,000
Other (Legal)
ANNUAL TOTAL $ 105,000 $ -$ -$ -$ -$ 105,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 105,000 $ 105,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 105,000 $ -$ -$ -$ -$ 105,000
HABITAT CONSERVATION PLAN
DR
A
F
T
EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 113
WASH PLANPROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECTVICINITY
PROJECT DESCRIPTION
San Bernardino Valley Water Conservation District is
the lead agency in developing a Habitat Conservation
Plan (HCP) for the Santa Ana River Wash (Wash) which
includes a total of seven agencies including the District .
The purpose of the plan is to allow the coordinated
development and management of multiple resources
in the Wash . The HCP is required to coordinate and
manage present and future activities and to balance
ground disturbing activities with habitat conservation .
The jurisdiction of the Wash falls under many local,
State and Federal agencies and all have participated
in the development of the plan . The total endowment
to implement the plan is just over $10M with each
agency is responsible for paying their fair share . The
District’s share for participating in the plan is estimated
at $93,000 . This is a one time payment to fund the
endowment for maintaining the HCP with payments
spread over three fiscal years . Staff labor will provide
funding for HCP related meetings and reviews during
the first three years of implementation .
PROJECT DETAILS
PROJECT TYPE
General
LOCATION
Santa Ana River Watershed
PROJECT MANAGER
Tom Holliman
PROJECT SCHEDULE
START DATE
June 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$102,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
The HCP will not require additional updates .
UTILITIES
N/A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation
Construction (Contract)$ 31,000 $ 31,000 $ 31,000 $ 93,000
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor 3,000 3,000 3,000 9,000
Other (Legal)
ANNUAL TOTAL $ -$ 34,000 $ 34,000 $ 34,000 $ -$ 102,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 34,000 $ 34,000 $ 34,000 $ 102,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ -$ 34,000 $ 34,000 $ 34,000 $ -$ 102,000
WASH PLAN PROJECT
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 115
WATER BASED BUDGETIMPLEMENTATION PROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
The implementation of budget based rates requires
a significant amount of administration . Part-time
temporary employees were hired to help with the
large influx of calls that would result . There are two
part-time employees who are currently workingin the
Customer Service Department to provide assistance
to customers during this transition to the new rate
structure . This amount of funding will pay their
salaries until December 2015 . The District anticipates
reimbursment for the entire project amount from a
grant from the state for the implementation of water
conserving rates .
PROJECT DETAILS
PROJECT TYPE
General
LOCATION
District-wide
PROJECT MANAGER
Brian Tompkins
PROJECT SCHEDULE
START DATE
July 2014
ESTIMATED COMPLETION
December 2015
CAPITAL REQUESTS
Previously Programmed Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$300,000
PRIOR YEARS BUDGET
$250,000
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
Temporary part-time employees were hired to
help customers understand budget based rates
and shadow bills prior to implementation . It will be
determined at a later date if additional permanent
employees are necessary .
DEBT SERVICE
N/A
MAINTENANCE
The District’s utility billing system that calculates
budget based rates is annually budgeted for software
maintenance .
UTILITIES
N/A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation
Construction (Contract)
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor $ 50,000 $ 50,000
Other (Legal)
ANNUAL TOTAL $ 50,000 $ -$ -$ -$ -$ 50,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 50,000 $ 50,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 50,000 $ -$ -$ -$ -$ 50,000
WATER BASED BUDGET
IMPLEMENTATION
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 117
AMI METER RETROFIT PROGRAMPROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECTVICINITY
PROJECT DESCRIPTION
This project will consist of retrofitting approximately
6,100 AMR and manual read meters throughout the
District . Funding for the project will be in the form of a
grant from the Department of Water Resources-Energy
Grant Program . The work will include a pilot testing
phase and then a systematic system roll-out .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
Various locations throughout the District
PROJECT MANAGER
Tom Holliman
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$2,011,465
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
N/A
UTILITIES
N/ADR
A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation
Construction (Contract)
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor
Other (Legal)
ANNUAL TOTAL $ $ -$ -$ -$ -$
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ $ -$ -$ -$ -$
AMI METER RETROFIT
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 119
FACILITIES RELOCATIONPROJECT
CAPITAL IMPROVEMENT PROGRAM
DISTRICT-WIDEBOUNDARY
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 on
occasion there are conflicts with the District’s facilities .
When roads are resurfaced or widened existing District
facilities are required to be adjusted to grade or
relocated behind new curb and gutter . This project will
provide funding to relocate or adjust District facilities
such as fire hydrants, main lines, or meter services for
FY2015/16 .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
District-wide
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
On-going Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$150,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
N/A
UTILITIES
N/A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 5,000 $ 5,000
Land and Land Preparation
Construction (Contract)140,000 140,000
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor 5,000 5,000
Other (Legal)
ANNUAL TOTAL $ 150,000 $ -$ -$ -$ -$ 150,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 150,000 $ 150,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 150,000 $ -$ -$ -$ -$ 150,000
FACILITIES RELOCATION
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 121
B-2, BOOSTER STATIONUPPER ZONE TO CANAL ZONE 3PROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
This project will consist of the construction of a new
booster station capable of pumping 3 MGD from the
Upper Zone to Canal Zone 3 . The Water Master Plan
recommended the construction of this booster station
due to large developments that will be built in the
east end of the District’s service area . This booster
station will also help improve pressure conditions in
the existing eastern portion of the District’s distribution
system . The location of the booster station has yet to
be determined . The preliminary design phase of this
project will include a siting evaluation to determine the
best location for the booster station .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
In the Upper Zone, location has not yet been identified
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$1,495,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
Bonds will be issued to help fund this project
MAINTENANCE
Operations staff will be responsible for operations
and maintenance
UTILITIES
Increaased electricity costs to operate
DISTRICT-WIDEBOUNDARY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 200,000 $ 200,000
Land and Land Preparation 40,000 40,000
Construction (Contract) 1,000,000 1,000,000
Project Mgmt/Inspection 150,000 $50,000
Equipment/Furnishings
Materials
EVWD Labor 10,000 95,000 105,000
Other (Legal)
ANNUAL TOTAL $ 250,000 $ 1,245,000 $ -$ -$ -$ 1,495,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees $ 250,000 $ 250,000
Other
ANNUAL TOTAL $ 250,000 $ -$ -$ -$ -$ 250,000
B-2, BOOSTER STATION
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 123
M-3 WATER MAINREPLACEMENT IN 35TH STREETPROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECTVICINITYPROJECTVICINITY
PROJECT DESCRIPTION
Replace 6-inch main with new 8-inch main .
Approximately 780 lineal feet of pipeline in 35th street
from Conejo Drive to Mountain Ave . The existing
6-inch main has developed multiple leaks in the last
few years and required reactive mode repairs . This
pipeline should be replaced through a scheduled
replacement which should result in lower cost of
construction .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
35th Street between Conejo and Mountain
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
January 2016
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$400,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
Less labor for repairing leaks will allow staff more time
to focus on preventative maintenance throughout the
system
UTILITIES
N/A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 25,000 $ 25,000
Land and Land Preparation
Construction (Contract) 350,000 350,000
Project Mgmt/Inspection 15,000 15,000
Equipment/Furnishings
Materials
EVWD Labor 10,000 10,000
Other (Legal)
ANNUAL TOTAL $ 400,000 $ - $ - $ - $ - $ 400,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 400,000 $ 400,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 400,000 $ -$ -$ -$ -$ 400,000
M-3 WATER MAIN REPLACEMENT
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 125
M-4 WATER MAIN REPLACEMENTIN GLENMARE STREET/FAIRFAX DRIVEPROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECTVICINITYPROJECTVICINITY
PROJECT DESCRIPTION
Replace 6-inch main with new 8-inch main .
Approximately 1,000 lineal feet of pipeline in Glenmare
Street from Erwin Ave to Mountain Ave and in Fairfax
Drive from Eureka Street to Glenmare Street . The
existing 6-inch main has developed multiple leaks in
the last few years and required reactive mode repairs .
This pipeline should be replaced through a scheduled
replacement which should result in lower cost of
construction .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
Glenmare Street and Fairfax Drive
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
January 2016
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$400,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
Less labor for repairing leaks will allow staff more time
to focus on preventative maintenance throughout the
system
UTILITIES
N/A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 30,000 $ 30,000
Land and Land Preparation
Construction (Contract)330,000 330,000
Project Mgmt/Inspection 25,000 25,000
Equipment/Furnishings
Materials
EVWD Labor 15,000 15,000
Other (Legal)
ANNUAL TOTAL $ 400,000 $ -$ -$ -$ -$ 400,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 400,000 $ 400,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 400,000 $ -$ -$ -$ -$ 400,000
M-4 WATER MAIN REPLACEMENT
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 127
M-9 WATER MAINREPLACEMENT 14THSTREETPROJECT
CAPITAL IMPROVEMENT PROGRAM
PROJECTVICINITYPROJECTVICINITY
PROJECT DESCRIPTION
Replace 4-inch main with new 8-inch main .
Approximately 550 lineal feet of pipeline in 14th Street
from La Praix Street to the end of 14th Street . The
existing 4-inch main has developed multiple leaks in
the last few years and required reactive mode repairs .
This pipeline should be replaced through a scheduled
replacement which should result in lower cost of
construction .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
14th Street at La Praix
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
January 2016
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$334,860
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
Less labor for repairing leaks will allow staff more time
to focus on preventative maintenance throughout the
system
UTILITIES
N/A
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 15,000 $ 15,000
Land and Land Preparation
Construction (Contract)299,860 299,860
Project Mgmt/Inspection 10,000 10,000
Equipment/Furnishings
Materials
EVWD Labor 10,000 10,000
Other (Legal)
ANNUAL TOTAL $ 334,860 $ -$ -$ -$ -$ 334,860
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 334,860 $ 334,860
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 334,860 $ -$ -$ -$ -$ 334,860
M-9 WATER MAIN REPLACEMENT
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 129
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
Project will consist of the construction of a 2 .5 MG
reservoir in the Canal Zone 3 . Total required storage
in any zone is the combination of operational, fire
flow and emergency storage . The Canal 3 Zone was
identified as deficient in storage in the 2014 Water
System Master Plan . The Master Plan recommended
the construction of reservoirs in the higher pressure
zones first because water can be dropped down into
lower pressure zones through pressure reducing
valves thereby sharing the storage while ultimate
storage is constructed . The location of the reservoir
has yet to be determined . The Preliminary Design
phase will include a siting study to determine the best
location to construct this reservoir .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
In the Canal Zone, the location has not yet been
identified
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$3,075,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
The new reservoir will require some increase in
maintenance costs to maintain the facility and grounds
UTILITIES
The reservoir should help reduce pumping costs by
allowing pumping and storage during low power cost
periods for use, by gravity, during higher energy cost
R-1 CANAL ZONE 3 RESERVOIRPROJECT
PROJECTVICINITY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 200,000 $ 200,000
Land and Land Preparation 40,000 40,000
Construction (Contract)1,665,000 900,000 2,565,000
Project Mgmt/Inspection 150,000 50,000 200,000
Equipment/Furnishings
Materials
EVWD Labor 10,000 50,000 10,000 70,000
Other (Legal)
ANNUAL TOTAL $ 250,000 $ 1,865,000 $ 960,000 $ -$ -$ 3,075,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees $ 250,000 $ 250,000
Other
ANNUAL TOTAL $ 250,000 $ -$ -$ -$ -$ 250,000
R-1 CANAL ZONE 3 RESERVOIR
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 131
CAPITAL IMPROVEMENT PROGRAM
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 . Plant 143 is scheduled for FY 2015-16 .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
Plant 143
PROJECT MANAGER
Mike Henderson
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
On-going Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$150,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
Will reduce maintenance costs 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
WELL AND BOOSTERREHABILITATIONPROJECT
DISTRICT-WIDEBOUNDARY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 5,000 $ 5,000
Land and Land Preparation
Construction (Contract)140,000 140,000
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor 5,000 5,000
Other (Legal)
ANNUAL TOTAL $ 150,000 $ -$ -$ -$ -$ 150,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 150,000 $ 150,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 150,000 $ -$ -$ -$ -$ 150,000
WELL AND BOOSTER
REHABILITATION
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 133
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
The North Fork pipeline crosses over the Santa Ana
River and is supported on wooden trestles . Further
west, the North Fork pipeline crosses over Plunge
Creek and is supported on concrete footings . Both
sections are exposed to the elements and over time
have began to develop leaks . The North Fork Pipeline
has a constant water flow and small leaks can lead to
a significant loss of water . Both sections of pipeline
are in environmentally sensitive areas . This project will
consist of an engineering assessment of the condition
of both crosses and develop alternatives to stop
the leaks and cost estimates for repair/replacement,
protection, and environmental mitigation and
permitting .
PROJECT DETAILS
PROJECT TYPE
Water
LOCATION
North Fork crossing of Plunge Creek and
Santa Ana River
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$46,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
District Staff complete repairs when leaks develop;
a new pipeline will allow District staff to focus on
preventative maintenance
UTILITIES
N/A
NORTH FORKPIPELINE ASSESSMENTPROJECT
PLUNGE CREEKCROSSING
SANTA ANARIVER CROSSING
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 44,000 $ 44,000
Land and Land Preparation
Construction (Contract)
Project Mgmt/Inspection
Equipment/Furnishings
Materials
EVWD Labor 2,000 2,000
Other (Legal)
ANNUAL TOTAL $ 46,000 $ -$ -$ -$ -$ 46,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 46,000 $ 46,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 46,000 $ -$ -$ -$ -$ 46,000
NORTH FORK PIPELINE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 135
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
In response to the drought and SBX7-7 which
mandates that the District must cut 20 percent of its
use by the year 2020, the District is planning and
constructing a recycled water center . The facility will
allow the District to treat wastewater to a point that it
can be recharged back into the groundwater basin and
reused for domestic purpose . Initially the facility will
treat approximately 6 million gallons a day and will be
expandable to be able to treat ultimate build out .
PROJECT DETAILS
PROJECT TYPE
Sewer
LOCATION
Southwest Corner of 5th and Del Rosa
PROJECT MANAGER
Tom Holliman
PROJECT SCHEDULE
START DATE
January 2014
ESTIMATED COMPLETION
June 2018
CAPITAL REQUESTS
Previously Programmed Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$80,250,000
PRIOR YEARS BUDGET
$1,850,000
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
No additional engineering staff required for Year 1 and
2 during design, additional wastewater operators will
be required in Year 2 and then after the recycled water
center becomes operational
DEBT SERVICE
Project will be funded through California State SRF
Loan Funds
MAINTENANCE
No additional maintenance staff will be required during
construction (Years 1-3), additional staff member will be
required after construction beggining in Year 4
UTILITIES
Recycled water center will require additional electrical
energy, natural gas, water, sewer, and telephone
RECYCLED WATER CENTERPROJECT
PROJECTVICINITYPROJECTVICINITY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 1,500,000 $ 2,000,000 $ 3,500,000
Land and Land Preparation 1,000,000 1,000,000
Construction (Contract)10,000,000 25,000,000 22,400,000 57,400,000
Project Mgmt/Inspection 1,500,000 5,000,000 4,000,000 10,500,000
Equipment/Furnishings
Materials
EVWD Labor 1,000,000 3,000,000 2,000,000 6,000,000
Other (Legal)
ANNUAL TOTAL $ 15,000,000 $ 35,000,000 $ 28,400,000 $ -$ -$ 78,400,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue
Reserve Transfer $ 15,000,000 $ 15,000,000
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 15,000,000 $ -$ -$ -$ -$ 15,000,000
RECYCLED WATER CENTER
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 137
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
The project will consist of approximately 3,500 linear
feet of 15-inch trunk sewer in Whitlock Avenue from
Sixth Street to 3rd Street, and in 3rd Street from
Whitlock Avenue to Waterman Avenue . This project
will relieve surcharging in the 6th Street trunk sewer
as well as potentially improve flows in the adjacent
local residential sewers . The Church Street Bypass will
include the installation of 600 feet of 12-inch trunk in
Old Greenspot Road adjacent to existing Greenspot
Road . Both projects will relieve current flow restrictions
as well as allow for new development along Greenspot
Road and 5th Street .
PROJECT DETAILS
PROJECT TYPE
Sewer
LOCATION
Whitlock and Little Third; Greenspot and Church
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
July 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
Previously Programmed Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$1,675,000
PRIOR YEARS BUDGET
$175,000
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
No additional staff will be required for the design and
construction of this project
DEBT SERVICE
N/A
MAINTENANCE
No additional staff will be required to maintain the new
sewer facilities
UTILITIES
N/A
SEWER CAPACITY IMPROVEMENTSPROJECT
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation
Construction (Contract)$ 1,300,000 $ 1,300,000
Project Mgmt/Inspection 150,000 150,000
Equipment/Furnishings
Materials
EVWD Labor 50,000 50,000
Other (Legal)
ANNUAL TOTAL $ 1,500,000 $ -$ -$ -$ -$ 1,500,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 1,200,000 $ 1,200,000
Reserve Transfer 300,000 300,000
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 1,500,000 $ -$ -$ -$ -$ 1,500,000
SEWER CAPACITY
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 139
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
The District installed two flow meters, one on 6th
Street just East of Waterman and one on 3rd Street
just East of Waterman . These two meters measure the
entire sewer flow of the District’s service area . The
purpose of these meters is to verify how much flow the
District is sending to the City of San Bernardino sewer
treatment plant compared to the flows calculated
based on connections . The flow data will be used to
design the new Water Reclamation Plant, monitor the
impacts of new development, and provide data to
calibrate the District’s InfoSewer system model . The
meters will be needed for a minimum of three more
years, and then re-assessed .
PROJECT DETAILS
PROJECT TYPE
Sewer
LOCATION
Meters will be located on west end and will measure
entire District flows
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
September 2014
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$120,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A - Data is uploaded by ADS services
DEBT SERVICE
N/A
MAINTENANCE
N/A - Meters are maintainted by ADS services
UTILITIES
N/A
SEWER FLOW MONITORINGPROJECT
PROJECTVICINITYPROJECTVICINITY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation
Construction (Contract)
Project Mgmt/Inspection $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 120,000
Equipment/Furnishings
Materials
EVWD Labor
Other (Legal)
ANNUAL TOTAL $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ -$ 120,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 120,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ -$ 120,000
SEWER FLOW MONITORING
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 141
CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
During video inspections of sewer mains and manholes
on Valaria Drive staff identified significant odors and
corrosion of the cement bases and manholes in Valaria
Drive caused by high levels of hydrogen sulfide gas .
Based on the current level of odors and damage,
and the potential for manhole failure and subsequent
impacts to sewer service for Valaria Drive customers,
staff has identified six manholes on Valaria Drive and
at the intersection of Valaria Drive and Del Norte Drive
that need to either be rehabilitated or replaced .
PROJECT DETAILS
PROJECT TYPE
Sewer
LOCATION
Valaria Drive South of Marshall Boulevard
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
December 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$80,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
This project will reduce maintenance costs by
eliminating the need for additional flushing of the
manholes and sewer main
UTILITIES
N/A
VALARIA DRIVEMANHOLE REHABILITATIONPROJECT
PROJECTVICINITYPROJECTVICINITY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design $ 5,000 $ 5,000
Land and Land Preparation
Construction (Contract)65,000 65,000
Project Mgmt/Inspection 5,000 5,000
Equipment/Furnishings
Materials
EVWD Labor 5,000 5,000
Other (Legal)
ANNUAL TOTAL $ 80,000 $ -$ -$ -$ -$ 80,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue $ 80,000 $ 80,000
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ 80,000 $ -$ -$ -$ -$ 80,000
VALARIA DRIVE MANHOLE
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CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTION
The existing ground surface over the sewer main and
a manhole located in the middle of City Creek has
eroded away due to the realignment of City Creek
after the 2010 floods . The manhole structure is now
protruding 6 feet above the creek bed with only 6
feet of cover over the 18-inch sewer . Staff cannot
access the manhole for inspection and maintenance
activities due to site access restrictions, the height of
the manhole above the ground surface and potential
habitat impacts . In the event a storm damages the
sewer manhole structure, it could result in a significant
sewer spill into City Creek and potentially the Santa
Ana River if during high flows, or at a minimum a
significant impact to the flows in the 18-inch sewer and
the main trunk sewer in Greenspot Road . The project
will evaluate options for either protecting the sewer in
place with a relocated manhole structure outside of the
creek, or pump station options which would eliminate
the creek crossing completely .
PROJECT DETAILS
PROJECT TYPE
Sewer
LOCATION
City Creek between Baseline Rd . and Greenspot Rd .
PROJECT MANAGER
Eliseo Ochoa
PROJECT SCHEDULE
START DATE
May 2015
ESTIMATED COMPLETION
June 2016
CAPITAL REQUESTS
New Project
PROJECT COST OVERVIEW
TOTAL PROJECT COST
$970,000
PRIOR YEARS BUDGET
N/A
OPERATING BUDGET IMPACT STATEMENT
ADDITIONAL STAFF SALARIES
N/A
DEBT SERVICE
N/A
MAINTENANCE
Staff will perform preventative maintenance activities in
compliance with the District’s SSMP
UTILITIES
N/A
CITY CREEKMANHOLE RELOCATIONPROJECT
PROJECTVICINITYPROJECTVICINITY
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PROJECT COST
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
ESTIMATED COST ITEMIZATION
Planning and Design
Land and Land Preparation $ 50,000 $ 50,000
Construction (Contract)800,000 800,000
Project Mgmt/Inspection 80,000 80,000
Equipment/Furnishings
Materials
EVWD Labor 40,000 40,000
Other (Legal)
ANNUAL TOTAL $ -$ 970,000 $ -$ -$ -$ 970,000
PROJECT FUNDING
YEAR 1
FY 2015-16
YEAR 2
FY 2016-17
YEAR 3
FY 2017-18
YEAR 4
FY 2018-19
YEAR 5
FY 2019-20
PROJECT
TOTAL
FINANCING SOURCES
Operating Revenue
Reserve Transfer
Grants/Loans
Bond Proceeds
Development Fees
Other
ANNUAL TOTAL $ -$ -$ -$ -$ -$ -
CITY CREEK MANHOLE
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 145
GLOSSARY
• Acre Foot (AF) - water measurement
equal to 325,851 gallons
• Enterprise Fund - a fund established
to account for operations that are
financed and operated in a manner
similar to business enterprises
where the intent of the governing
body is that costs of providing
goods and services to the general
public on a continuing basis be
financed or recovered primarily
through user charges
• Fees - charges for service that are
based upon the cost of providing the
service
• Fiscal Year (FY) - the time frame in
which the budget applies . This period
is from July 1 through June 30
• Full-Time Equivalent (FTE) - a
measure of effective authorized
positions, indicating the percentage
of time a position or group of
positions is funded . It is calculated
by equating 2,080 hours of work
per year with the full-time equivalent
of one position; thus, one position
would have an FTE of 1
• 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
• Fund Equity - the excess of an entity’s assets over
its liabilities . A negative Fund Equity is sometimes
called a deficit
• Generally Accepted Accounting Principles
(GAAP) - Uniform minimum standards of, and
guidelines for external financial accounting and
reporting . They govern the form and content
of the basic financial statements of an entity .
GAAP encompasses the conventions, rules
and procedures necessary to define accepted
accounting practices at a particular time . They
include not only broad guidelines of general
application, but also detailed practices and
procedures . The primary authoritative statements
on the application of GAAP to state and local
governments are Government Accounting
Standards Board (GASB) pronouncements and
Financial Accounting Standards Board (FASB)
pronouncements . GAAP provides a standard by
which to measure financial presentations .
• General Obligation Bonds - bonds, the payment
for which, the full faith and credit of the issuing
government are pledged
• Geographic Information System (GIS) - an
organized collection of computer hardware,
software and geographic data designed to
efficiently capture, store, update, manipulate,
analyze, and display all forms of geographically
referenced information
• Hundred Cubic Feet (HCF) - water billing
measurement equal to 748 gallons
• Interfund Transfers - budgeted amounts
transferred from one governmental accounting
fund to another for work or services provided
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GLOSSARY
• Internal Control - a plan of organization for
purchasing, accounting, and financial activities
which, among other things, provides that:
–The duties of employees are subdivided so that no single employee handles a financial transaction from beginning to end,
–Proper authorizations from specific responsible officials are obtained before key steps in the processing of transactions are completed, and
–Records and procedures are arranged appropriately to facilitate effective control .
• MGD - Million Gallons Per Day .
• Previous Year Percentage Change (PR YR % CH)-
The percentage change of a fund or line item as
compared to the previous year
• Purchase Order - a document issued to authorize
a vendor or consultant to deliver specified
merchandise or render a specified service for a
stated estimated price
• Revenue - income generated by assessments,
investments, connection fees, stand-by fees, and
user charges
• Reserve - an account used to indicate that a
portion of fund equity or (Fund Balance) is legally
restricted for a specific purpose or not available for
appropriation and subsequent spending
• SCADA - Supervisory Control and Data Acquisition
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EAST VALLEY WATER DISTRICT FISCAL YEAR 2015-2016 147
CHART OFACCOUNTS
• Labor - regular salaries and wages
for permanent full-time and part-
time employees
• Temporary Labor - costs for labor
not permanently employed by the
District
• Overtime - for employees that work
more than their regular 40 hours per
week
• Standby - employees that are on
call for emergencies after hours,
weekends, and holidays
• Benefits - medical, dental, vision,
retirement, and related benefits
offered by the District
• Purchased Water - cost to purchase
surface water
• Groundwater Replenishment - cost
to pump groundwater from the basin
• Water Stock Assessment - cost
of water shares directly related to
North Fork
• Materials & Supplies - items used
in daily operations, repair, and
maintenance
• Tools - items used to perform repair
and maintenance activities
• Office Supplies - items such as pens, paper and
other related desk accessories
• Chemicals - chemicals used for the treatment of
water and wastewater
• Contract Services - services rendered by
consultants and contractors
• Printing & Publishing - costs for printing and
producing District publications
• Banking Services - services and fees charged by
the District’s banks
• Legal Services - cost for legal advice, consultation,
contract review, and litigation
• Treatment Services - outside treatment services
for water and wastewater such as the City of San
Bernardino
• Rents & Leases - rental and lease costs for buildings
and equipment that are not owned by the District
• Utilities - cable, gas, and other utilities not including
telephone and electricity
• Telephone - land lines, cellular phones, and internet
services
• Electric - electricity usage costs
• Fuel - fuel costs for vehicles and generators
• Permits - permit costs required by federal, state,
and local regulatory agencies
• Postage - costs for mailing bills, publications, and
special deliveries
• Memberships & Dues - subscriptions and
memberships for associations and special groups
• Professional Development - seminars, conferences
and travel costs for employee development
• Education Assistance - tuition reimbursement for
those employees who attend school for a degree or
certificate
• Insurance/Claims - general liability insurance for the
District’s facilities and infrastructure
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FISCAL
YEAR
BUDGET
2015/16
Leadership
Partnership
Stewardship
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Headquarters: 31111 Greenspot Road, Highland, California 92346 | Ph: 909-889-9501 | www.eastvalley.org
STAY CONNECTED // EAST VALLEY
FISCAL
YEAR
BUDGET
2015/16
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•Makes joint recommendations to the ACWA President regarding regional appointments to all
ACWA committees.
•Appoints representatives in concurrence of the region board, to serve on the region's nominating
committee with the approval of the region board.
•Facilitates communication from the region board and the region membership to the ACWA board
and staff.
Region Vice Chair:
•Serves as a member of the ACWA Board of Directors at bimonthly meetings at such times and
places as the Board may determine. The Vice Chair will also participate in at least two Region
membership meetings to be held at each of the ACWA Conferences and periodic Region Board
meetings.
•In the absence of the chair and in partnership with the chair, exercises the powers and performs
duties of the region chair.
•Is a member of ACWA's Outreach Program, and encourages region involvement.
•Makes joint recommendations to the ACWA president regarding regional appointments to all
ACWA committees.
Region Board Member:
•May serve as alternate for the chair and/or vice chair in their absence (if appointed) to represent
the region to the ACWA Board.
•Will participate in at least two Region membership meetings to be held at each of the ACWA
Conferences and periodic Region Board meetings.
•Supports program planning and activities for the region.
•Actively participates and encourages region involvement in ACWA's Outreach Program.
March 2015
AGENDA
•District Vision
•Budget Influences
•Financials
–Water Production Projections
–Revenue Projections
–District Overview
•Program Overview
•Capital Outlay
•Capital Improvement Program
•Staffing Needs
2
3
4
DISTRICT GOALS
5
GOAL ONE
Complete tasks towards achieving the
regulatory and environmental
requirements to design and construct the
EVWD Recycled Water Center.
GOAL TWO
Coordinate the necessary steps to
implement budget based rates including
conservation programs to support the
efficient use of water, as directed by the
Governor’s Drought Mandate.
GOAL THREE
Conduct District-wide succession planning
and present findings to Board of Directors
for consideration.
GOAL FOUR
Reevaluate and make needed
improvements to the various programs
and processes that were implemented
over the past 3 years.
GOAL FIVE
Develop a program to achieve official
organization distinction such as Class I
Utility from AWWA or similar award.
GOALS
6
FINANCIALS
FISCAL YEAR 2015/16
BUDGET INFLUENCES
•California Drought
•Recycled Water Facility
•Conservation Program
•Budget Based Water Rates
•Transparency and Accountability
•Labor and Benefits
•Capital Needs
7
WATER PRODUCTION PROJECTIONS
8
ACRE FEET PRODUCED
SOURCE OF
SUPPLY
FY 2012-13
ACTUAL
FY 2013-14
ACTUAL
FY 2014-15
PROJECTED
FY 2015-16
PROPOSED
Groundwater 20,161 18,210 17,500 14,000
Surface Water 2,147 3,350 2,000 3,500
Total 22,308 21,560 19,500 17,500
TOTAL WATER REVENUE PROJECTIONS
9
FY 2014-15
BUDGET
FY 2015-16
PROPOSED CHANGE
Meter Charge $ 4,710,000 $ 8,175,000 74%
Sales $14,000,000 $11,950,000 -15%
Total $18,710,000 $20,125,000 8%
COMPARISON OF REVENUE
Water
Sales
70%
Meter
Charges
23%
Other
Charges
7%
FY 2014-15
10
Water
Sales
56%
Meter
Charges
39%
Other
Charges
5%
FY 2015-16
FINANCIAL OVERVIEW
11
WATER
FUND
WASTEWATER
FUND
Revenues $ 21,310,000 $ 12,110,000
Operating Expenses 15,404,390 10,547,710
Other Expenses 5,905,610 1,562,290
Transfer from Reserves 3,364,460
NET - -
DISTRICT WIDE EXPENSES
12
Personnel
24%
Operating
Expenses
52%
Debt Service
11%
Capital
Investments
13%
FY 2014-15
Personnel
22%
Operating
Expenses
49%
Debt Service
11%
Capital
Investments
18%
FY 2015-16
COST DISTRIBUTION
13
Personnel
22%
Operating
Expenses
49%
Debt Service
11%
Capital
Investments
18%
Infrastructure,
Maintenance &
Equipment
Replacement
78%
14
PROGRAM OVERVIEW
PROPOSED BUDGETS
PROGRAM GOALS & OBJECTIVES
•Programs established goals and objectives based
on the District Vision
–Budget Document clearly states all specific goals and
objectives by program
•Based on priorities and expectations, costs were
estimated
–Significant changes noted in the following slides.
15
GOVERNING BOARD
16
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$160,000 $295,000 84%
Significant Changes
–General election for 3 Board Members to take place in FY 2015 -16.
•Elections cost $105,000 every 2 years.
–Professional Development increased to provide educational opportunities for
Directors to stay abreast of Federal, State and Regional issues.
GENERAL ADMINISTRATION
17
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$1,348,000 $1,312,000 -3%
Significant Changes
–Reduced legal services for permanently appointing a new District attorney.
–The District is now a member of the Inland Empire Economic Partnership to stay
involved in economical regional issues.
HUMAN RESOURCES/RISK MGMT
18
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$685,000 $697,000 2%
Significant Changes
–Reduced Contract Services due to the completion of District Wide Organizational
Assessment.
–Added a line item for Employee Recognition throughout the District.
–Added a line item for Retiree benefits paid by the District.
PUBLIC AFFAIRS
19
Significant Changes
–Conservation Program was separated from Public Affairs and listed as a
separate program.
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$829,500 $507,000 -39%
CONSERVATION
20
Significant Changes
–Conservation is now a separate program in response to increasing drought
regulations and need for water efficiencies.
–Increased funding for conservation efforts to $1 million (turf removal, smart
irrigation controllers).
–Added 1 full-time Conservation Analyst and 2 part-time Conservation Compliance
Representatives.
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$0 $1,511,000 100%
FINANCE
21
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$1,153,000 $992,300 -14%
Significant Changes
–Merchant fees previously paid by Finance were moved to Customer Service
because it is associated with the administration of payment collection.
INFORMATION TECHNOLOGY
22
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$563,000 $619,300 10%
Significant Changes
–Information Technology Technician position made permanent to the program.
–Memberships and dues increased because staff will participate in more
technology forums.
CUSTOMER SERVICE
23
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$1,351,550 $1,716,500 27%
Significant Changes
–Merchant fees previously paid by Finance were moved to Customer Service
because it is associated with the administration of payment collection.
–Identified Billing Services, Bank Fees, and Shut Off Notices as separate line
items in an effort to be more detailed and transparent.
METER SERVICE
24
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$352,000 $353,500 0%
Significant Changes
–Decrease in contract services due to the installation of new large octave water
meters in the system.
ENGINEERING
25
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$910,600 $870,500 -4%
Significant Changes
–More labor will be invested in significant Capital Improvement Projects.
–Contract Services has decreased because software will be purchased to help
staff with Master Plans
WATER PRODUCTION
26
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$4,587,500 $4,791,000 4%
Significant Changes
–SCE has 15% rate increases for FY 2015-16.
–Water Production is anticipated to decrease as a result of the drought.
–Increased preventive maintenance schedules for well and boosters.
WATER TREATMENT
27
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$962,500 $736,000 -24%
Significant Changes
–This is the first year the Treatment Plant 134 operated with the process, budget
has been refined based on actual operation.
WATER QUALITY
28
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$363,000 $342,000 -6%
Significant Changes
–Water testing requirements for new mandates have been completed and do not
have to take place for the next 5 years.
WATER MAINTENANCE
29
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$1,642,000 $1,672,000 2%
Significant Changes
–The construction of main line replacements should decrease the need for
constant repair of leaks and mains in older areas of the District
–Separated Street Services and Uniforms in an effort to be more detailed and
transparent.
WASTEWATER MAINTENANCE
30
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$7,369,600 $7,709,000 5%
Significant Changes
–Anticipated rate increase from the City of San Bernardino for wastewater
treatment services.
–Decreased overtime because of enhanced maintenance resulting in no sanitary
sewer overflows.
FLEET MAINTENANCE
31
FY 2014-15
APPROVED
FY 2015-16
PROPOSED CHANGE
$564,500 $529,500 -6%
Significant Changes
–Contract Services has decreased as a result of recent updates to the fleet.
32
CAPITAL INVESTMENTS
CAPITAL ASSET EXPENDITURES
CAPITAL OUTLAY
33
DESCRIPTION AMOUNT
IT Hardware $ 41,500
Engineering Software 107,000
Engineering Tools 40,000
Miscellaneous Equipment 46,500
2 Heavy Duty Trucks 65,000
Hydro Excavator 400,000
Total $ 700,000
CAPITAL IMPROVEMENT PROJECTS
34
PROJECT AMOUNT
**Automated Metering Infrastructure (AMI) $ 2,011,465
Upper Zone Booster 250,000
Canal Zone Reservoir 250,000
Main Replacements 1,134,860
Sewer Capacity Improvements 1,500,000
**Recycled Water Center 15,000,000
**Staff is pursuing State grants and loans to fund these projects.
35
STAFFING NEEDS
AUTHORIZED POSITIONS
AUTHORIZED POSITIONS
•Conservation Analyst
•2 Conservation Representatives (Part Time)
•Public Affairs Representative (Part Time)
•Operations Manager
(Replaces Retiring Water Production Superintendent)
36
AUTHORIZED AND FUNDED POSITIONS
37
60
61
62
63
64
65
66
67
68
69
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Proposed
Does not include part time temporary positions.
DROUGHT UPDATE
2
DROUGHT UPDATE
111
166
146
170
102
117
100
93
93
96
0 50 100 150 200
2015
2013
January February March April May
Month Total System
Reduction
January 3%
February -8%
March 13%
April 15%
May 49%
3
Gallons Per Capita Per Day
HEARING THE CALL FOR ACTION
•Proposed Language for
Trailer Bill
•Weekly Conference Calls
•Updating Customer Service
Representatives
•Turf Removal Program
–Over 50 Participants
4