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Home My WebLink AboutAgenda Packet - EVWD Board of Directors - 07/09/2025BOARD OF DIRECTORS JULY 9, 2025 East Valley Water District was formed in 1954 and provides water and wastewater services to 108,000 residents within the cities of San Bernardino and Highland, and portions of San Bernardino County. EVWD operates under the direction of a 5member elected Board. GOVERNING BOARD EXECUTIVE MANAGEMENT James Morales, Jr. Chairman of the Board Brian W. Tompkins Chief Financial Officer Ronald L. Coats ViceChairman Jeff Noelte Director of Engineering & Operations Chris Carrillo Governing Board Member Kerrie Bryan Director of Administrative Services David E. Smith Governing Board Member Patrick Milroy Operations Manager Phillip R. Goodrich Governing Board Member Manuel Moreno Water Reclamation Manager William Ringland Public Affairs/Conservation Manager Michael Moore General Manager/CEO Ryan Ritualo Information Technology Manager Justine Hendricksen District Clerk Board of Directors Regular Meeting July 09, 2025 5:00 PM Closed Session begins at 4:00 p.m. 31111 Greenspot Road, Highland, CA 92346 www.eastvalleywater.gov PLEASE NOTE: Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public inspection in the District’s office located at 31111 Greenspot Rd., Highland, during normal business hours. Also, such documents are available on the District’s website at eastvalley.org and are subject to staff’s ability to post the documents before the meeting. Pursuant to Government Code Section 54954.2(a), any request for a disabilityrelated modification or accommodation, including auxiliary aids or services, that is sought in order to participate in the above agendized public meeting should be directed to the District Clerk at (909) 8854900 at least 72 hours prior to said meeting. In order to comply with legal requirements for posting of agenda, only those items filed with the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesday meeting not requiring departmental investigation, will be considered by the Board of Directors. CALL TO ORDER ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 1.AGENDA This agenda contains a brief general description of each item to be considered. Except as otherwise provided by law, no action shall be taken on any item not appearing on the following agenda unless the Board of Directors makes a determination that an emergency exists or that a need to take immediate action on the item came to the attention of the District subsequent to the posting of the agenda. a.Approval of Agenda RECESS INTO CLOSED SESSION 2.CLOSED SESSION a.CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code Section 54956.9(d) (2) One (1) Potential Case 5:00 PM RECONVENE MEETING PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS ANNOUNCEMENT OF CLOSED SESSION ACTIONS ITEMS PUBLIC COMMENTS 3.APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. a.Approve Directors' Fees and Expenses for June 2025 4.INFORMATIONAL ITEMS a.District Safety Update b.Public Affairs Program Strategy 5.DISCUSSION AND POSSIBLE ACTION ITEMS a.Consider Approval of Updated Grant Platform b.Consider Adoption of Resolution 2025.04 Authorizing Investment Monies in the Local Agency Investment Fund c.Consider Approval of Professional Services Agreement for Drilling and Equipping Design for Well Number 152 6.REPORTS a.Board of Directors’ Reports b.General Manager/CEO Report c.Legal Counsel Report d.Board of Directors’ Comments ADJOURN BOARD OF DIRECTORSJULY 9, 2025East Valley Water District was formed in 1954 and provides water and wastewater services to108,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5member elected Board.GOVERNING BOARD EXECUTIVE MANAGEMENTJames Morales, Jr.Chairman of the Board Brian W. TompkinsChief Financial OfficerRonald L. CoatsViceChairman Jeff NoelteDirector of Engineering & OperationsChris CarrilloGoverning Board Member Kerrie BryanDirector of Administrative ServicesDavid E. SmithGoverning Board Member Patrick Milroy Operations ManagerPhillip R. GoodrichGoverning Board Member Manuel MorenoWater Reclamation ManagerWilliam RinglandPublic Affairs/Conservation ManagerMichael Moore General Manager/CEO Ryan Ritualo Information Technology Manager Justine Hendricksen District Clerk Board of Directors Regular Meeting July 09, 2025 5:00 PM Closed Session begins at 4:00 p.m. 31111 Greenspot Road, Highland, CA 92346 www.eastvalleywater.gov PLEASE NOTE: Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public inspection in the District’s office located at 31111 Greenspot Rd., Highland, during normal business hours. Also, such documents are available on the District’s website at eastvalley.org and are subject to staff’s ability to post the documents before the meeting. Pursuant to Government Code Section 54954.2(a), any request for a disabilityrelated modification or accommodation, including auxiliary aids or services, that is sought in order to participate in the above agendized public meeting should be directed to the District Clerk at (909) 8854900 at least 72 hours prior to said meeting. In order to comply with legal requirements for posting of agenda, only those items filed with the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesday meeting not requiring departmental investigation, will be considered by the Board of Directors. CALL TO ORDER ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 1.AGENDA This agenda contains a brief general description of each item to be considered. Except as otherwise provided by law, no action shall be taken on any item not appearing on the following agenda unless the Board of Directors makes a determination that an emergency exists or that a need to take immediate action on the item came to the attention of the District subsequent to the posting of the agenda. a.Approval of Agenda RECESS INTO CLOSED SESSION 2.CLOSED SESSION a.CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code Section 54956.9(d) (2) One (1) Potential Case 5:00 PM RECONVENE MEETING PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS ANNOUNCEMENT OF CLOSED SESSION ACTIONS ITEMS PUBLIC COMMENTS 3.APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. a.Approve Directors' Fees and Expenses for June 2025 4.INFORMATIONAL ITEMS a.District Safety Update b.Public Affairs Program Strategy 5.DISCUSSION AND POSSIBLE ACTION ITEMS a.Consider Approval of Updated Grant Platform b.Consider Adoption of Resolution 2025.04 Authorizing Investment Monies in the Local Agency Investment Fund c.Consider Approval of Professional Services Agreement for Drilling and Equipping Design for Well Number 152 6.REPORTS a.Board of Directors’ Reports b.General Manager/CEO Report c.Legal Counsel Report d.Board of Directors’ Comments ADJOURN BOARD OF DIRECTORSJULY 9, 2025East Valley Water District was formed in 1954 and provides water and wastewater services to108,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5member elected Board.GOVERNING BOARD EXECUTIVE MANAGEMENTJames Morales, Jr.Chairman of the Board Brian W. TompkinsChief Financial OfficerRonald L. CoatsViceChairman Jeff NoelteDirector of Engineering & OperationsChris CarrilloGoverning Board Member Kerrie BryanDirector of Administrative ServicesDavid E. SmithGoverning Board Member Patrick Milroy Operations ManagerPhillip R. GoodrichGoverning Board Member Manuel MorenoWater Reclamation ManagerWilliam RinglandPublic Affairs/Conservation ManagerMichael MooreGeneral Manager/CEO Ryan RitualoInformation Technology ManagerJustine HendricksenDistrict ClerkBoard of Directors Regular MeetingJuly 09, 2025 5:00 PMClosed Session begins at 4:00 p.m.31111 Greenspot Road, Highland, CA 92346www.eastvalleywater.govPLEASE NOTE:Materials related to an item on this agenda submitted to the Board after distribution of theagenda packet are available for public inspection in the District’s office located at 31111Greenspot Rd., Highland, during normal business hours. Also, such documents are availableon the District’s website at eastvalley.org and are subject to staff’s ability to post thedocuments before the meeting.Pursuant to Government Code Section 54954.2(a), any request for a disabilityrelatedmodification or accommodation, including auxiliary aids or services, that is sought in orderto participate in the above agendized public meeting should be directed to the District Clerkat (909) 8854900 at least 72 hours prior to said meeting. In order to comply with legal requirements for posting of agenda, only those items filed with the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesday meeting not requiring departmental investigation, will be considered by the Board of Directors. CALL TO ORDER ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 1.AGENDA This agenda contains a brief general description of each item to be considered. Except as otherwise provided by law, no action shall be taken on any item not appearing on the following agenda unless the Board of Directors makes a determination that an emergency exists or that a need to take immediate action on the item came to the attention of the District subsequent to the posting of the agenda. a.Approval of Agenda RECESS INTO CLOSED SESSION 2.CLOSED SESSION a.CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code Section 54956.9(d) (2) One (1) Potential Case 5:00 PM RECONVENE MEETING PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS ANNOUNCEMENT OF CLOSED SESSION ACTIONS ITEMS PUBLIC COMMENTS 3.APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. a.Approve Directors' Fees and Expenses for June 2025 4.INFORMATIONAL ITEMS a.District Safety Update b.Public Affairs Program Strategy 5.DISCUSSION AND POSSIBLE ACTION ITEMS a.Consider Approval of Updated Grant Platform b.Consider Adoption of Resolution 2025.04 Authorizing Investment Monies in the Local Agency Investment Fund c.Consider Approval of Professional Services Agreement for Drilling and Equipping Design for Well Number 152 6.REPORTS a.Board of Directors’ Reports b.General Manager/CEO Report c.Legal Counsel Report d.Board of Directors’ Comments ADJOURN BOARD OF DIRECTORSJULY 9, 2025East Valley Water District was formed in 1954 and provides water and wastewater services to108,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5member elected Board.GOVERNING BOARD EXECUTIVE MANAGEMENTJames Morales, Jr.Chairman of the Board Brian W. TompkinsChief Financial OfficerRonald L. CoatsViceChairman Jeff NoelteDirector of Engineering & OperationsChris CarrilloGoverning Board Member Kerrie BryanDirector of Administrative ServicesDavid E. SmithGoverning Board Member Patrick Milroy Operations ManagerPhillip R. GoodrichGoverning Board Member Manuel MorenoWater Reclamation ManagerWilliam RinglandPublic Affairs/Conservation ManagerMichael MooreGeneral Manager/CEO Ryan RitualoInformation Technology ManagerJustine HendricksenDistrict ClerkBoard of Directors Regular MeetingJuly 09, 2025 5:00 PMClosed Session begins at 4:00 p.m.31111 Greenspot Road, Highland, CA 92346www.eastvalleywater.govPLEASE NOTE:Materials related to an item on this agenda submitted to the Board after distribution of theagenda packet are available for public inspection in the District’s office located at 31111Greenspot Rd., Highland, during normal business hours. Also, such documents are availableon the District’s website at eastvalley.org and are subject to staff’s ability to post thedocuments before the meeting.Pursuant to Government Code Section 54954.2(a), any request for a disabilityrelatedmodification or accommodation, including auxiliary aids or services, that is sought in orderto participate in the above agendized public meeting should be directed to the District Clerkat (909) 8854900 at least 72 hours prior to said meeting.In order to comply with legal requirements for posting of agenda, only those items filedwith the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesdaymeeting not requiring departmental investigation, will be considered by the Board ofDirectors.CALL TO ORDERROLL CALL OF BOARD MEMBERSPUBLIC COMMENTSAny person wishing to speak to the Board of Directors is asked to complete a SpeakerCard and submit it to the District Clerk prior to the start of the meeting. Each speaker islimited to three (3) minutes, unless waived by the Chairman of the Board. Under the Stateof California Brown Act, the Board of Directors is prohibited from discussing or takingaction on any item not listed on the posted agenda. The matter will automatically bereferred to staff for an appropriate response or action and may appear on the agenda at afuture meeting.1.AGENDAThis agenda contains a brief general description of each item to be considered.Except as otherwise provided by law, no action shall be taken on any item notappearing on the following agenda unless the Board of Directors makes adetermination that an emergency exists or that a need to take immediate action onthe item came to the attention of the District subsequent to the posting of theagenda.a.Approval of AgendaRECESS INTO CLOSED SESSION2.CLOSED SESSIONa.CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATIONSignificant exposure to litigation pursuant to Government Code Section 54956.9(d)(2) One (1) Potential Case5:00 PM RECONVENE MEETINGPLEDGE OF ALLEGIANCEROLL CALL OF BOARD MEMBERSANNOUNCEMENT OF CLOSED SESSION ACTIONS ITEMS PUBLIC COMMENTS 3.APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. a.Approve Directors' Fees and Expenses for June 2025 4.INFORMATIONAL ITEMS a.District Safety Update b.Public Affairs Program Strategy 5.DISCUSSION AND POSSIBLE ACTION ITEMS a.Consider Approval of Updated Grant Platform b.Consider Adoption of Resolution 2025.04 Authorizing Investment Monies in the Local Agency Investment Fund c.Consider Approval of Professional Services Agreement for Drilling and Equipping Design for Well Number 152 6.REPORTS a.Board of Directors’ Reports b.General Manager/CEO Report c.Legal Counsel Report d.Board of Directors’ Comments ADJOURN Agenda Item #3a July 9, 20251 Meeting Date: July 9, 2025 Regular Board Meeting TO: Governing Board Members FROM: General Manager/CEO SUBJECT: Approve Directors' Fees and Expenses for June 2025 RECOMMENDATION That the Board of Directors approve the Directors' Fees and Expenses for June 2025 as submitted. DISTRICT PILLARS AND STRATEGIES II - Sustainability, Transparency, and Accountability a. Uphold Transparent and Accountable Fiscal and Resource Management REVIEW BY OTHERS This agenda item has been reviewed by Administration. FISCAL IMPACT The fiscal impact associated with this agenda item is $10,261.46 which is included in the current fiscal year budget. Recommended by: ________________ Michael Moore General Manager/CEO Respectfully submitted: ________________ Justine Hendricksen District Clerk ATTACHMENTS June 2025 Director Expense Reports Name: Month / Year:2025 Meeting No.Stipend Written Oral 1 6 /04 248.06 2 6 /09 248.06 3 6 /10 248.06 4 6 /11 248.06 5 6 /16 248.06 6 6 /18 248.06 7 6 /24 248.06 8 6 /25 248.06 9 10 11 12 13 14 15 16 17 18 19 20 Meetings 0.7/mi No. 1 2 3 4 5 6 7 8 9 10 Subtotal TOTAL PAYMENT Date of Approval 0.00 X 8 I certify that the above is correct and accurate to the best of my knowledge. City of San Bernardino Council Meeting Meeting with General Manager/CEO or Designee Inland Action $1,984.48 $1,984.48 $0.00 Regular Board Meeting Meeting with General Manager/CEO or Designee City of San Bernardino Council Meeting Meeting with General Manager/CEO or Designee Regular Board Meeting $0.00 DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET 1 Name: Month / Year:2025 1 2 3 4 5 Event Description:Meeting with General Manager/CEO or Designee Brief Description of Meeting/Event Value to EVWD Met with CEO Moore to discuss district business. Brief Description of Meeting/Event Value to EVWD Attended via Zoom Inland Action weekly meeting. Meeting Date:6 / 11 / 2025 Event Description:Regular Board Meeting Brief Description of Meeting/Event Value to EVWD Attended regularly scheduled board meeting. Meeting Date:6 / 16 / 2025 Meeting Date:6 / 9 / 2025 Event Description:Meeting with General Manager/CEO or Designee Brief Description of Meeting/Event Value to EVWD Meeting Date:6 / 10 / 2025 Event Description:Inland Action Call with CEO Moore to review agenda for regular board meeting. Chris Carrillo June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 2 Name: Month / Year:2025 6 7 8 9 10 Chris Carrillo June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 3 Name: Month / Year:2025 Meeting No.Stipend Written Oral 1 6 /03 248.06 2 6 /04 248.06 3 6 /05 248.06 4 6 /09 0.00 5 6 /11 248.06 6 6 /12 248.06 7 6 /16 248.06 8 6 /17 248.06 9 6 /18 0.00 10 6 /18 248.06 11 6 /23 0.00 12 6 /24 248.06 13 6 /25 248.06 14 15 16 17 18 19 20 Meetings 0.7/mi No. 1 2 3 4 5 6 7 8 9 10 Subtotal TOTAL PAYMENT Date of Approval 82.00 X 10 41.00 41.00 Meeting with General Manager/CEO or Designee I certify that the above is correct and accurate to the best of my knowledge. San Bernardino Valley MWD Agenda Review CSDA Event $2,538.00 $2,480.60 $57.40 Agenda Review CSDA Finance Corp Water Agency Ad Hoc Committee Regular Board Meeting ASBCSD Board Meeting Regular Board Meeting Legislative & Public Affairs Committee Meeting ASBCSD Yucaipa Valley Water District $0.00 DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET 1 Name: Month / Year:2025 1 2 3 4 5 Event Description:Regular Board Meeting Brief Description of Meeting/Event Value to EVWD See official board meeting minutes Brief Description of Meeting/Event Value to EVWD Met with other members of the Professional Development Committee and Member Services Committee to review applications for CSDA Awards and educational webinars available to the membership June 16th. business Ronald L. Coats June / that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being reallocation of $5.7 million of the 2022 Urban Community Drought Grant DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 2 Name: Month / Year:2025 6 7 8 9 10 Ronald L. Coats June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being district business project at the Wochholz recycling facility; rejected all bids for a secondary clarifier upgrade project; and approved financing a rate payer to hook up to Yucaipa Valley WD sewer system. Dean, Monica Curiel, Azucena Quinones and Billy Mercado speaking on "Increasing Community Engagement Through Culturally Relevant Events" DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 3 Name: Month / Year:2025 11 12 13 14 15 Ronald L. Coats June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being and other local water issues DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 4 Name: Month / Year:2025 Meeting No.Stipend Written Oral 1 6 /03 248.06 2 6 /10 248.06 3 6 /11 248.06 4 6 /16 248.06 5 6 /17 248.06 6 6 /24 248.06 7 6 /25 248.06 8 6 /26 248.06 9 10 11 12 13 14 15 16 17 18 19 20 Meetings 0.7/mi No. 1 2 3 4 5 6 7 8 9 10 Subtotal TOTAL PAYMENT Date of Approval 0.00 X 8 I certify that the above is correct and accurate to the best of my knowledge. Yucaipa Valley Water District Board mtg City of Highland Council Meeting Regular Board Meeting $1,984.48 $1,984.48 $0.00 ASBCSD Meeting with General Manager/CEO or Designee Water Agency Adhoc Committee Regular Board Meeting Meeting with General Manager/CEO or Designee $0.00 DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET 1 Name: Month / Year:2025 1 2 3 4 5 Event Description:Meeting with General Manager/CEO or Designee Brief Description of Meeting/Event Value to EVWD Monthly meeting with CEO Moore -Distrct updates and Business updates Brief Description of Meeting/Event Value to EVWD Attend regular board meeting see mins. This date Meeting Date:6 / 16 / 2025 Event Description:ASBCSD Brief Description of Meeting/Event Value to EVWD Attend Monthly Special Districts Business meeting Hosted by Chino Valley Conservation District discussion on outreach efforts Phillip R. Goodrich June / that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 2 Name: Month / Year:2025 6 7 8 9 10 Phillip R. Goodrich June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being management DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 3 Name: Month / Year:2025 Meeting No.Stipend Written Oral 1 6 /03 248.06 2 6 /04 248.06 3 6 /04 0.00 4 6 /05 248.06 5 6 /06 248.06 6 6 /11 248.06 7 6 /12 0.00 8 6 /12 248.06 9 6 /17 248.06 10 6 /18 248.06 11 6 /18 0.00 12 6 /20 248.06 13 6 /25 248.06 14 15 16 17 18 19 20 Meetings 0.7/mi No. 1 2 3 4 5 6 7 8 9 10 Subtotal TOTAL PAYMENT Date of Approval $0.00 Meeting with General Manager/CEO or Designee ACWA Event ACWA Event Regular Board Meeting San Bernardino Valley MWD ACWA Event Regular Board Meeting Chamber of Commerce Event Legislative & Public Affairs Committee Meeting $2,480.60 $0.00 I certify that the above is correct and accurate to the best of my knowledge. San Bernardino Valley MWD Meeting with General Manager/CEO or Designee ACWA Event $2,480.60 0.00 X 10 San Bernardino Valley MWD DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET 1 Name: Month / Year:2025 1 2 3 4 5 James Morales, Jr.June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being Agreement Amendment Conservation. State Water Project Report. 2026. update. DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 2 Name: Month / Year:2025 6 7 8 9 10 Meeting Date:6 / 11 / 2025 Event Description:Regular Board Meeting Brief Description of Meeting/Event Value to EVWD Please refer to public agenda. Meeting Date:6 / 12 / 2025 Event Description:Chamber of Commerce Event Brief Description of Meeting/Event Value to EVWD Coffee with the Sheriff meeting. SNRC Deputy and Highland SHR Captain meeting. No charge, more than one per diem. Santa Ana Watershed Project Authority. James Morales, Jr.June / that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 3 Name: Month / Year:2025 11 12 13 14 15 Meeting Date:6 / 18 / 2025 Event Description:ACWA Event Brief Description of Meeting/Event Value to EVWD Region 9 planning meeting. No charge, more than one per diem. Meeting Date:6 / 20 / 2025 Event Description:ACWA Event Brief Description of Meeting/Event Value to EVWD Trade association State Legislative Committee meeting. Meeting Date:6 / 25 / 2025 Event Description:Regular Board Meeting Brief Description of Meeting/Event Value to EVWD Please refer to public agenda. Meeting Date: Event Description: Brief Description of Meeting/Event Value to EVWD Meeting Date: Event Description: Brief Description of Meeting/Event Value to EVWD James Morales, Jr.June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 4 Name: Month / Year:2025 16 17 18 19 20 Meeting Date: Event Description: Brief Description of Meeting/Event Value to EVWD Meeting Date: Event Description: Brief Description of Meeting/Event Value to EVWD Meeting Date: Event Description: Brief Description of Meeting/Event Value to EVWD Event Description: Brief Description of Meeting/Event Value to EVWD James Morales, Jr.June / As part of the District's commitment to transparency, please provide a brief description of any meeting/event(s) that you will not be providing a report during the Board meeting at which your Director's Expense Sheet is being DIRECTOR EXPENSE / REIMBURSEMENT ACTIVITY SHEET AB 1234 SUPPLEMENTAL REPORT FORM 5 Agenda Item #4a July 9, 20251 Meeting Date: July 9, 2025 Regular Board Meeting TO: Governing Board Members FROM: General Manager/CEO SUBJECT: District Safety Update RECOMMENDATION This agenda item is for informational purposes only, no action required. DISTRICT PILLARS AND STRATEGIES III - Organizational Resiliency b. Promote a Positive Organizational Culture REVIEW BY OTHERS This agenda item has been reviewed by Administration FISCAL IMPACT There is no fiscal impact associated with this agenda item. Recommended by: ________________ Michael Moore General Manager/CEO Respectfully submitted: ________________ Kerrie Bryan Director of Administrative Services ATTACHMENTS District Safety Update Presentation Kerrie Bryan, Director of Administrative Services July 9, 2025 DISTRICT SAFETY UPDATE WORKPLACE HAZARDS: OPERATIONS AND WATER RECLAMATION 2 Trenches Heavy Equipment Working with Chemicals WORKPLACE HAZARDS: OFFICE •Slips, trips, and falls •Ergonomic injuries •Eye strain •Electrical exposure 3 MITIGATING RISKS AND SAFETY CONTROLS 4 EquipmentTraining Personal Protective Equipment Training Equipment Policies/Programs Incident Review Personal Protective Equipment RECENT DISTRICT SAFETY ENHANCEMENTS 5 Mobile Diesel Fuel Trailer Valve Truck Scissor Lift Face Shield Eye Washing Station SAFETY CULTURE 6 •Engaged and empowered team •Proactive prevention •Zero tolerance for unsafe practices •Safety metrics •Communication WORKERS COMP EXPERIENCE MODIFICATION 7 •The District’s Workers’ Compensation Experience Modification (EMOD) has continued to decrease over the past 3 years •Calculations are based on loss experience over the last three full program years •An EMOD of 1.0 reflects the industry average •Below 1.0 indicates better-than-average experience and above 1.0 indicates worse-than-average experience •The EMOD is factored into the District’s final insurance premiums EMOD COMPARISONS •EVWD current = .75 •Water utility average = 1.10 •Special District Risk Management Authority risk pool average = 1.04 8 EMOD THREE YEAR CLAIMS EXPERIENCE 9 Fiscal Year Total 2021/2022 $ 11,626 2022/2023 $ 415.00 2023/2024 $ 4,982 Three Year Total $ 17,023 3 Employees 8 Employees Loss of Work Time Medical Only SDRMA CREDIT INCENTIVE PROGRAM (CIP) 10 •Through our participation in the Credit Incentive Program, the District has earned 8 points on the WC program and 6 points on our PL program •SDRMA developed the CIP to encourage members to take a proactive risk management and workplace safety approach •Each point received equals a 1% discount on the District’s insurance premiums SAFETY PROGRAM TRENDS AND DISTRICT SAFETY PRIORITIES •2025 Safety Trends •Wearable PPE equipped with AI •VR immersive training courses •Prioritizing mental health •District Priorities •Adding tread to the top of the digesters to prevent slipping •Fall protection/alternative hatch covers for aeration basins •Ergonomic assessments of workstations •Focus on obtaining additional CIP points for reduced premiums 11 QUESTIONS? 12 Agenda Item #4b July 9, 20251 Meeting Date: July 9, 2025 1 5 9 4 Regular Board Meeting TO: Governing Board Members FROM: General Manager/CEO SUBJECT: Public Affairs Program Strategy RECOMMENDATION This agenda item is for informational purposes only, no action is required. BACKGROUND / ANALYSIS Public Affairs oversees internal and external communication programs consistent with the District’s Vision and Strategic Plan. Through community and media relations, the Program provides effective and strategic communications to various stakeholders. Public Affairs is also responsible for grant writing, legislative affairs, and the facility rental programs. The District has developed a comprehensive Public Affairs program strategy to serve as the guiding document for the upcoming fiscal year. This program strategy is integral in aligning the efforts of staff with the objectives outlined in the District’s 5-Year Work Plan. By establishing a clear framework, the document ensures that all Public Affairs activities are purpose-driven and contribute directly to the overarching goals of the District. In addition to providing a structured roadmap, the document is designed with the necessary flexibility to adapt to the evolving needs of our community. This adaptability is crucial in responding to the dynamic and ever-changing environment in which the District operates. The strategy also introduces innovative tactics and approaches, enabling the District to stay ahead in its public engagement and communication efforts. By embracing new tactics, the Public Affairs department can effectively address emerging challenges and leverage opportunities, ensuring sustained progress and effective community relations. DISTRICT PILLARS AND STRATEGIES V - Community Engagement, Advocacy, and Leadership b. Cultivate and Strengthen Collaborative Partnerships within the Water Industry c. Enhance Legislative Advocacy to Promote Water Security and Sustainability d. Provide Education Programming that Empowers the Community Agenda Item #4b July 9, 20252 Meeting Date: July 9, 2025 1 5 9 4 REVIEW BY OTHERS This agenda item has been reviewed by Legislative and Public Outreach Committee. FISCAL IMPACT There is no fiscal impact associated with this agenda item. Recommended by: ________________ Michael Moore General Manager/CEO Respectfully submitted: ________________ William Ringland Public Affairs/Conservation Manager ATTACHMENTS Public Affairs Program Strategy FY 2025-26 Presentation public affairs 2025-26 program strategy L E A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P 2 | FY 2025-26 Through strategic communications and purposeful relationship building, Public Affairs strives to engage with the community and various stakeholders. By maintaining public relations, legislative affairs, and media outreach, the team is committed to providing transparent and relevant information to our community. MICHAEL MOORE | GENERAL MANAGER/CEO Public Affairs Program Strategy | 3 Table of Contents Program Summary ...........................................4 Public Affairs ...............................................................4 Program Approach ...................................................4 Market Research ...............................................4 District Demographics ..............................................5 5Year Work Plan ................................................6 Public Affairs Strategic Approach ................5 Septic-to-Sewer Conversions ................................7 Update the Crisis Communication Plan .............7 Customer Welcome Packet ....................................8 Customer Experience Assessment .....................8 Industry Engagement (Awards and Presentations) ....................................9 Facility Rental Program.............................................9 Community Influencer Engagement ...................9 Track and Monitor PFAS Requirements .............10 Develop Strategic Communications Plan..........10 Assess and Enhance Facility Tour Program .....10 Educational Augmented Reality (AR) Assessment and Development.............................11 Additional Public Affairs Activities ...............11 Community Booths ....................................................11 Website Maintenance and Enhancements .......11 SNRC Neighborhood Program .............................12 Student Art Contest ...................................................13 Video Development ..................................................13 Coalition Engagement ..............................................13 Community Advisory Commission .......................13 Grant Strategy .............................................................14 Legislative Programs .................................................14 Internal Communications ........................................14 Rate Study/Potential 218 Noticing ........................15 Communication Channels .............................15 Social Media .................................................................15 Direct-to-Customers ..................................................15 Email Communication ...............................................16 Press Releases ............................................................16 Presentations ...............................................................16 Student Engagement/Career Days .....................16 Branding ........................................................................16 Supporting District Programs .......................17 Digital Resources and Tools...........................18 Monday.com .................................................................18 Hootsuite .......................................................................18 Constant Contact .......................................................18 Appendix A 2025-26 District Campaigns ...................20 Appendix B Email Sample ...............................................21 Appendix C Service Interruption/Notice Template ..22 Appendix D Splash Bulletin Template ..........................23 Public Affairs Public Affairs oversees internal and external communication programs consistent with the District’s Vision and Guiding Principles. Through community and media relations, the program provides effective and strategic communications to various stakeholders. The program is also responsible for grant writing, legislative affairs, and the facility rental programs. Program Approach East Valley Water District has adopted a vision to be a beacon of excellence and innovation within the water industry. Through visionary leadership, we strive for a sustainable, transparent, and accountable future. This vision is supported by the core values of Leadership, Partnership and Stewardship. To ensure the District can rise to this vision, the Public Affairs team works to ensure all strategic communications are effective, meaningful and relevant. The program requires a balance of preparation, anticipation, and responsiveness in the execution of programs and material. The word cloud below symbolizes how the programs support the District’s strategic values: Market Research As the District strives to be a beacon of excellence providing safe and reliable drinking water, staff recently conducted an analysis of the community characteristics using the census data. Through intentional and targeted outreach, focused on the District’s customers, East Valley Water District can continue to foster strong relationships via meaningful communications. The community characteristics are a useful tool to continue enhancing the District’s brand and customer first approach. Public Affairs supports the District through multiple activities to further drive the District’s Strategic Plan and 5-Year Work Plan. The program supports various initiatives and actively engages with departments across the District. This plan provides a framework and guide for the team to achieve established goals and objectives. Program Summary PUBLIC AFFAIRSStategic T tw Innativ Engaging Re evant Ft Re atishiactua Csisten Ac t i v e Communit 4 | FY 2025-26 District Demographics SERVICE AREA COMMUNITY PROFILE DEMOGRAPHIC TAPESTRY 108,000 Population 34.5 Median Age $73,764 Median Household Income Next Wave Life Group28%District Households • Urban dwellers; young, hardworking families. • A large share are foreign born and speak only their native language. • Young, or multigenerational, families with children are typical. • Most are renters in older multiunit structures, built in the 1960s or earlier. • Hardworking with long commutes to jobs, often using public transit to commute to work. Public Affairs Program Strategy | 5 210 210 santa an a r i v e r sant a a n a r i v e r plun g e c r e e k plunge creek eld e r c r e e k cit y c r e e k city c r e e k sa n d c r e e k tw i n c r e e k tw i n c r e e k warm cr e e k cook creek mill c r e e k N San Bernardino SNRC Highland DistrictHeadquarters Seven Oaks Dam Sprouting Explorers Life Group19%District Households • Young homeowners with families. • Multilingual and multigenerational households with children who represent second-, third-, or fourth-generation Hispanic families. • Neighborhoods feature single-family, owner- occupied homes built at city’s edge, primarily built after 1980. • Hardworking and optimistic, most residents aged 25 years or older have a high school diploma or some college education. Affluent Estates Life Group14%District Households • Residents are approaching retirement but remain active in their communities. • Take advantage of large metropolitan areas but prefer to live in less crowded neighborhoods. • Consumers are more interested in quality than cost. • Well connected, using the internet for shopping to manage finances. 5-Year Work Plan Through the District’s 5-Year Work Plan process, strategic initiatives were developed to identify and organize projects spanning multiple years. Public Affairs has identified key activities over the upcoming years needed to further the District’s exceptional standards. All items listed below are included in the District’s 2025-26 5-Year Work Plan: PLANNING, MAINTENANCE, AND PRESERVATION OF DISTRICT RESOURCES COMMUNITY ENGAGEMENT, ADVOCACY, AND LEADERSHIP ORGANIZATIONAL RESILIENCY SUSTAINABILITY, TRANSPARENCY, AND ACCOUNTABILITY EFFECTIVE SOLUTIONS 6 | FY 2025-26 COMMUNITY ENGAGEMENT, ADVOCACY, AND LEADERSHIP ORGANIZATIONAL RESILIENCY • Septic-to-Sewer Conversions SUSTAINABILITY, TRANSPARENCY, AND ACCOUNTABILITY • Update Crisis Communication Plan • New Customer Welcome Packets • Customer Experience Assessment • Community Engagement Enhancements • Industry Engagement (Awards and Presentations) • Facility Rental Assessment • Community Influencer Engagement • Track and Monitor PFAS Requirements • Develop Strategic Communications Plan • Assess and Enhance Facility Tour Program • Educational Augmented Reality (AR) Assessment and Development Public Affairs’ 5-Year Work Plan Approach The District strategically has built a communications and outreach program to target, engage and interact with customers throughout the community. The items below are currently planned programs for FY 2025-26 to engage with members across the District’s service area and throughout the industry in an effort to meet the objectives listed in the 5-Year Work Plan. SEPTIC-TO-SEWER CONVERSIONS East Valley Water District is pursuing State grant funding to support the conversion of septic systems to the District’s sewer service. This effort supports broader goals to protect the groundwater basin while improving long-term infrastructure reliability and public health. Public Affairs will work closely with the Engineering department to identify potential project areas and complete the necessary environmental review. This analysis is a critical step in qualifying for State funding and determining the feasibility of moving forward. If the environmental reports are accepted by the State and funding secured, Public Affairs will launch a targeted community outreach campaign in the identified neighborhoods. This will include a combination of direct mailers, door hangers, and door-to-door engagement to ensure residents receive timely, clear information about the program. Staff will be available to answer questions, explain the benefits of sewer conversion, and help guide homeowners through the opt-in process. These efforts are aimed at building trust, addressing concerns, and encouraging participation from the community while this funding is available. UPDATE THE CRISIS COMMUNICATION PLAN In line with the District’s commitment to effective communication, Public Affairs will continue work on updating and strengthening the Crisis Communication Plan in FY 2025-26. As the lead program in public messaging during a crisis, it’s critical that the Public Affairs communication strategies, tools, and protocols remain current and adaptable during emergency situations. This year’s focus includes finalizing and implementing a refreshed set of communication templates designed for quick deployment across various scenarios. These templates will ensure that accurate, consistent messaging can be delivered to the community promptly, regardless of the nature of the emergency. Accessibility and ease of use for the team members remain central to the design of these tools. Public Affairs Program Strategy | 7 In addition, the team will maintain its investment in media relations training. This training equips Public Affairs staff with the skills needed to confidently represent the District, especially under pressure. Clear, unified messaging is key to preserving public trust during challenging times, and regular training ensures the team is ready to respond effectively. Through these efforts, the District reinforces its ability to provide timely, reliable information when residents need it most. CUSTOMER WELCOME PACKET Starting service is an important opportunity to introduce customers to the District’s programs, resources, and overall vision. Whether it’s a new residential customer or a business opening its doors in our service area, this initial touchpoint helps set the tone for the relationship moving forward. Over the next year, Public Affairs will focus on revising and modernizing the District’s welcome packet for new customers. With the District averages over 100 new accounts annually, this is a valuable opportunity to connect with this new customer. The updated packets will include information on water conservation programs, tools for businesses to interact with the District, and resources related to Fats, Oils, and Grease (FOG) compliance, among other key topics, depending on the type of customer. Customer Service staff will receive training on how and when to distribute the new packets. This ensures that every customer has a consistent and helpful experience from the start, laying the groundwork for a strong, informed partnership with the District. CUSTOMER EXPERIENCE ASSESSMENT East Valley Water District is committed to providing exceptional water and wastewater services, and that begins with a customer-focused approach. As the District has expanded its programs and services with the opening of the Sterling Natural Resource Center, a full assessment of the customer experience is timely and necessary. This effort will help staff better understand what information customers receive, how they receive it, and the overall experience they have when visiting the District’s facilities. Staff will develop a framework to categorize different types of customers and identify the services they typically access along with the information they need. Using this structure, the team will audit current customer communication touchpoints to evaluate what material is working well and where enhanced communication materials need to be created. Special attention will be given to the lobby experiences at both the District’s Headquarters and the Sterling Natural Resource Center to ensure customers receive a consistent, high-quality experience at both locations. In addition, staff will research what other water districts in the region are doing to support and engage customers. This may include site visits to observe how other agencies manage in-person communications and distribute informational materials. Initial observations have shown differences in the customer experience between the Sterling Natural Resource Center and Headquarters. Addressing these inconsistencies is a key priority. The goal is to deliver a uniform, reliable, and welcoming experience no matter where customers go to receive District services. 8 | FY 2025-26 INDUSTRY ENGAGEMENT (AWARDS AND PRESENTATIONS) The District’s Strategic Plan outlines a clear vision and mission for the services provided to the community. In alignment with that vision, staff recognize the value of sharing the District’s work and leadership with the broader industry through award applications and industry presentations. While the goal is not self-promotion, highlighting exceptional programs can serve as a way to support industry education and demonstrate effective water practices across the public sector. In the year ahead, Public Affairs will actively pursue opportunities to submit for awards that reflect the District’s accomplishments. During FY 2025-26, the focus will shift from the technical awards associated with the construction and commissioning of the Sterling Natural Resource Center to broader District categories. With more than fifteen awards secured for the SNRC, the team will now focus submissions that reflect the District’s ongoing work and services. Special attention will be given to awards that recognize excellence in outreach, communications, and public engagement. The MARCOM Awards and Telly Awards will be a particular focus for the Public Affairs team, given their competitive nature and reputation for recognizing high-quality work. These awards have proven to be highly competitive and a challenge to secure the top place award, raising the bar and ensures our programs remain impactful both locally and within the industry. FACILITY RENTAL PROGRAM The District has committed to community engagement by creating a Facility Rental Program to rent out the Headquarters and Sterling Natural Resource Center. These rentals provide valuable opportunities for organizations, local ratepayers, and non-profit organizations to utilize our exceptional facilities for meetings, events, and activities. By making our facilities accessible to the public, we not only maximize the use of the spaces but also strengthen relationships with the community. Over the upcoming year, staff will focus on optimizing our Facility Rental Program by assessing the current fee structure charged and the staffing/facility repairs necessary for successful operation. This evaluation will ensure that our pricing structure is fair and competitive while meeting the needs of a successful operation. Additionally, Public Affairs will review staffing requirements to guarantee efficient management and support for all events hosted at our facilities. Staff look to bring any necessary policy updates to the Board of Directors for consideration if pricing or policy adjustments are needed to continue operating the program. COMMUNITY INFLUENCER ENGAGEMENT Community leaders play an important role in every neighborhood, whether they are formally elected officials or informal organizers who help bring people together. As the District moves forward with rehabilitation and mainline replacement projects across the service area, Public Affairs will make it a priority to identify and connect with these grassroots leaders. Public Affairs Program Strategy | 9 Over the next year, staff will develop a plan to engage with HOA communities and local community groups to identify these influencer leaders. When contact is made and a relationship is established, staff will offer presentations to provide updates on District activities and share details about any capital improvement projects impacting that area. In addition, staff will explore a method for organizing and storing contact information for these community leaders. The goal is to build long-term relationships that support transparent communication and allow the District to keep community representatives informed and involved in future efforts. TRACK AND MONITOR PFAS REQUIREMENTS PFAS, or Per- and polyfluoroalkyl substances, are man-made chemicals resist to oil, water, and heat. Often referred to as “forever chemicals,” they persist in the environment and can accumulate in people, animals, and natural systems over time. With growing media coverage around PFAS, community interest in the topic has increased, especially around what steps the District is taking to protect public health and ensure water quality. While Public Affairs is not responsible for implementing technical solutions to address PFAS, the team is closely monitoring proposed legislation and emerging regulations. This includes evaluating how new requirements might affect District operations and services. Over the next year, Public Affairs will work to determine what information is needed to help educate the public about PFAS and the District’s efforts to safeguard the community. This will include reviewing current materials, identifying gaps, and preparing new messaging where appropriate. The team will also develop talking points and educational tools for Customer Service, frontline staff, and the executive team so that all representatives of the District can speak clearly and consistently on the issue. DEVELOP STRATEGIC COMMUNICATIONS PLAN Strategic communication plays a key role in maintaining strong relationships both within the organization and throughout the community. With the recent adoption of the Strategic Plan by the Board of Directors, Public Affairs will lead the development of a communications strategy that builds directly on those priorities. Work on the strategic communications plan will begin in early 2026. The process will include a series of meetings with the executive team to align messaging with the goals and direction outlined in the Board-adopted Strategic Plan. These sessions will help define how the District communicates both internally and externally, ensuring consistency and clarity in all outreach efforts. Once finalized, the plan will be introduced to staff to support alignment across departments. By providing clear message points and reinforcing the District’s core values, this effort will help ensure that all employees can speak confidently and consistently about the District’s mission and initiatives. ASSESS AND ENHANCE FACILITY TOUR PROGRAM As part of the District’s ongoing commitment to transparency and community engagement, Public Affairs will continue hosting the Community Facility Tour. This tour brings 30–50 participants through key District facilities, including wells, water treatment plants, and wastewater treatment sites. The experience gives attendees a firsthand look at the complex operations that ensure the community receives safe, reliable water and wastewater services. It also highlights the infrastructure and dedicated staff that support the District’s essential work. The main goal of the tour is to help create informed ratepayers who understand the importance and complexity of EVWD operations. By opening our facilities and sharing the inner workings of the District, we aim to strengthen trust, encourage engagement, and foster a sense of pride in the services we provide. 10 | FY 2025-26 In the year ahead, Public Affairs will enhance the tour experience by creating a take-home informational booklet for participants. A planning standard operating procedure (SOP) will also be developed, along with a staff guidebook of talking points to help ensure consistency in how tours are delivered. Finally, staff will assess the attendance for the planned October 2025 tour and determine if a weekend tour should be scheduled in 2026, compared to the weekday tours that only garner retired or semi-retired attendees. EDUCATIONAL AUGMENTED REALITY (AR) ASSESSMENT AND DEVELOPMENT Augmented reality (AR) offers a unique way to blend digital content with the physical environment, making it a valuable educational tool. For the District, AR could enhance tours and outreach by helping visitors visualize and better understand the complex processes behind water and wastewater treatment. Over the coming year, staff will explore the feasibility of incorporating AR into the District’s programs. This includes reviewing available technologies, identifying potential applications, and evaluating how well AR aligns with the District’s educational goals. One concept under consideration is using AR to overlay process animations at treatment facilities, allowing tour participants to see how water flows through different systems and what steps are involved in treatment and recycling. Staff will also gather cost estimates and develop possible timelines for implementation. At the conclusion of the assessment, a recommendation will be presented to District leadership on whether this technology should be pursued and included in future budget planning. Additional Public Affairs Activities COMMUNITY BOOTHS Recognizing that not all ratepayers engage with the District through traditional communication methods, the Public Affairs team remains committed to reaching the community through more personal and accessible outreach efforts. The goal is to host monthly booths at a variety of high-traffic locations, such as local stores, retail centers, and community events across the District’s service area. These booths offer an opportunity for face-to-face interaction, where residents can learn about District services and access information from staff. At these booths, staff will provide details on available rebates to support water conservation efforts. They will also be available to answer questions about rates and services, helping to promote transparency and build trust. By being active in places where people gather, the District can strengthen its connection with the community and increase visibility. More than just sharing information, these booths highlight the District’s ongoing effort to be transparent, available, and engaged with all ratepayers. WEBSITE MAINTENANCE AND ENHANCEMENTS Following the full redesign of the District’s website in 2024, staff are now shifting focus from development to enhancing how the site supports customer engagement. Recognizing the website as a primary tool for communicating with the community, industry partners, and elected officials, the next phase will center on improving user experience and exploring new ways to deliver information more effectively. Over the coming year, Public Affairs will continue to maintain and update content while also evaluating emerging technologies that could be integrated to better serve visitors. The goal is to ensure the website remains a reliable, easy-to-navigate resource that reflects the District’s commitment to transparency and customer service. Public Affairs Program Strategy | 11 SNRC NEIGHBORHOOD PROGRAM Community engagement and outreach are a priority for East Valley Water District. With the Sterling Natural Resource Center (SNRC) now fully operational, staff are working through finetuning processes and procedures at the plant. Staff developed a critical and ongoing outreach communication plan to encourage two-way communication with SNRC neighbors, notify residents of work that may impact them, and foster a positive relationship with neighbors. Public Affairs has established two degrees of communication for this initiative: First Degree are direct neighbors to the Treatment Facility. Currently, there are 5-6 residential customers and one apartment complex that falls into this category. Second Degree includes neighbors within ¼ of mile of the facility. Finally, two levels of communications have been established for the community engagement, Critical Communications and Priority Communications. Critical Communications This approach will be activated for urgent, short-term communication efforts. An urgent matter qualifies as extreme circumstances that are beyond standard operations or unscheduled maintenance that can pose impact to residents. All communications will be translated to Spanish. Ongoing Communications This approach will be activated as part of community relationship building efforts. This strategy will be used to communicate scheduled maintenance efforts and general facility updates with the primary goal of developing and fostering positive relationships with the surrounding community. All communications will be translated to Spanish. 12 | FY 2025-26 • Door-to-door: PA staff will make in-person contact with customers. This effort depends on the time of day and day of the week. • Phone call/text: PA staff will call customers to inform/provide an update on SNRC maintenance efforts. As an alternative, staff will consider sending a text message via Informacast that includes a link to the District’s SNRC update webpage. • Door hanger/letter: PA staff will develop and print in-house door hangers/letters and deliver to customers within a few hours to one day. A plastic door hanger bag will be used to protect the notice. DEGREE1ST DEGREE2ND • Email Alerts: An email alert will be distributed up to 7 days in advance of maintenance. The alert will include work hours, possible impacts, and estimated completion. A link to the District’s SNRC update webpage will be included in the email. • Bi-annual Newsletters: The District will establish a newsletter to be sent to nearby residents. This will provide updates about the plant, detailed information about the District and highlight upcoming events for the community to participate. • Neighborhood Events: The District will aim to host SNRC neighborhood events at the Administrative Center to encourage residents to learn about the plant. Events include open houses, picnics in the park, facility tours, and meet-and-greet opportunities with Public Affairs, Water Reclamation and Executive staff. DEGREE1ST DEGREE2ND Through these efforts, staff are seeking to foster strong community relationships, provide ongoing communication with neighbors and maintain positive relations with those surrounding the Sterling Natural Resource Center. STUDENT ART CONTEST Building on the success of the Student Art Contest, the Public Affairs Department will continue this engaging initiative in the upcoming year. The contest invites elementary school students to showcase their creativity by drawing, painting, or designing a label for the District’s emergency response bottled water. By involving young students in the project, we aim to build a deeper connection between the community and the District, while also promoting awareness about water conservation and the importance of the District’s services. The contest concludes in a special award ceremony held at the District headquarters, where winning students, accompanied by their families, are recognized by the Board of Directors. This event not only celebrates the students’ artistic achievements but also strengthens community bonds and showcases the District’s commitment to youth engagement and education. By continuing the Student Art Contest, we aim to inspire creativity, encourage participation, and highlight the vital role of water in our daily lives. VIDEO DEVELOPMENT To support ongoing community outreach and education, Public Affairs will produce a new video for the District’s digital library. Videos continue to be an effective way to illustrate the complex work of the District and provide residents with an engaging, accessible resource to better understand our services. These productions help highlight the District’s dedication to delivering safe, reliable water and wastewater service. This year’s planned video includes: • EVWD Building Tomorrow – A feature video that highlights the range of Capital Improvement Projects currently underway, showcasing the District’s efforts to upgrade aging infrastructure and invest in the future of the community. COALITION ENGAGEMENT East Valley Water District recognizes the value of actively participating in regional and statewide coalitions to advance the District’s priorities. These partnerships include organizations such as the Association of California Water Agencies (ACWA), California Association of Sanitation Agencies (CASA), and WateReuse. Engaging with these groups helps ensure the District’s perspectives are represented in conversations around water policy, regulation, and sustainability. In the year ahead, District staff will continue to prioritize meaningful involvement in these coalitions, identifying opportunities for increased engagement and leadership. Public Affairs staff will maintain their role on the CASA Communications Committee and collaborate with coalition partners to strengthen industry connections. This targeted participation allows the District to stay current on evolving issues, build relationships with peer agencies, and reinforce its role as a proactive voice in the water and wastewater sector. COMMUNITY ADVISORY COMMISSION The Community Advisory Commission (CAC) serves as a vital link between East Valley Water District and the community. Commissioners meet quarterly to review and discuss District programs and services, offering meaningful input that helps guide decisions. Each commissioner serves a two-year term, and the group has become a valuable forum for gathering community perspectives and testing ideas in a thoughtful setting. Public Affairs Program Strategy | 13 Let your love for water shine through your artwork and inspire the community to appreciate this precious resource in our daily lives. I LOVE WATERBECAUSE... 2025 THEME bottled water label art contest WINNERSANNOUNCEDMARCH 2025 Students Grade 1 through 6 Attending a School or Living Within East Valley Water District's Boundaries Can Participate WINNING ARTWORK Three artists will receive: TEACHERS CAN WIN TOO Every teacher who submits student artwork will be entered to win a $300 classroom supplies gift card. •Artwork Featured on the District’s Limited-Edition Bottles of Water•$100 Gift Card•Certiﬁcate of Recognition•A Case of Water With Their Artwork An honorable recognition will be awarded to one student from each grade level whose artwork represented the theme in a unique way and will receive: •$25 Gift Card•Certiﬁcate of Recognition CONTEST RULES •All artwork must be drawn on the template provided by the District. •Students may use crayon, watercolor, markers, ink, chalk, pencils, paints, cut paper, or fabric. Photography or computer generated artwork is not permitted. •Student must include ﬁrst and last name on back of artwork. •Students are encouraged to write a short phrase on the artwork. Phrase must be spelled correctly and lettering must be large and legible. •Students must work on artwork independently. •Labels must illustrate why the artist loves water. •Artwork must be original. Reproduction of popular cartoon characters will not be accepted. •Do not fold artwork. Entry must be kept in its original form. •Each submitted design must have an entry form completely ﬁlled out and paper clipped to the artwork template. •This is not a school sponsored activity. The San Bernardino Uniﬁed School District and the Redlands Uniﬁed School District do not approve, support, supervise or endorse this program/activity. Let your love for water shine through your artwork and inspire the community to appreciate this precious resource in our daily lives. Questions? Visit eastvalley.org/bottledwater Call (909) 806-4280 Email publica˜airs@eastvalley.org All winners will be invited to an East Valley Water District Board meeting to accept their special recognition. East Valley Water District is encouraging students to express their love for water by creating colorful illustrations that showcase its beauty and importance. East Valley Water DistrictAttention: Public A airs25318 5th Street San Bernardino, CA 92410 ARTWORK DUE DATE All water bottle labels must be mailed or delivered by 4:00pm on Friday, January 31, 2025, to: I LOVE WATERBECAUSE... 2025 THEME becaUse… Looking ahead, the District will continue to use the CAC as a structured “sounding board” to help ensure community input is considered during key projects. Public Affairs staff will prioritize engagement with commissioners, encouraging open dialogue while also sharing relevant updates and educational materials about District initiatives. GRANT STRATEGY Grant funding can be a resourceful means of financing projects, while minimizing the impact on ratepayers. These programs are ideal when the Strategic Priorities of the District align with the funding agency. While there are many funding sources available, few will be consistent with the District’s planning efforts. Throughout the year, staff will submit grant applications based upon the alignment with the District’s 5-Year Work Plan, regulatory requirements, and the overall success rate of the application. The team works collaboratively with partners to ensure the appropriate level of grant monitoring occurs at the local, state, and federal level while ensuring the District is competitive in the application process. LEGISLATIVE PROGRAMS In the upcoming year, East Valley Water District will continue to strategically engage in various legislative programs to advocate for the District’s interests and priorities. Working closely with our legislative advocates, staff will ensure effective and strategic engagement in Sacramento, aligning our efforts on key legislative sessions and priorities. This proactive approach will help the District stay ahead of policy changes and influence legislative outcomes that impact our operations and community. To reinforce our legislative presence, staff will organize a Sacramento capital visit, involving Board Leadership and Executive Staff, to build and strengthen relationships with elected officials. This visit will provide a platform to discuss critical issues, showcase District initiatives, and advocate for policies beneficial to the District’s ratepayers. Additionally, staff will engage with local elected offices, meeting representatives to provide updates on District activities and maintain open lines of communication. INTERNAL COMMUNICATIONS District employees have a high degree of interaction with the public and help function as brand ambassadors for EVWD. By providing consistent updates on projects and programs to employees, the community experiences a heightened degree of consistency in communication through these employees. This maximizes the ability for staff to diffuse misinformation and effectively refer residents and business owners to the appropriate staff member for additional information. This is achieved through emails, in-person department briefings, coordination meetings, and shared outreach materials. Over the upcoming year, staff will continue to utilize the process of providing a “Splash Update” to staff members to include key talking points, campaign information and other relevant information to help create an informed staff. RATE STUDY/POTENTIAL 218 NOTICING The District is currently planning to conduct a rate study to assess if current wastewater treatment rates adequately cover the cost of operations. If a rate adjustment is deemed necessary, Public Affairs will tailor messaging to emphasize the essential work being carried out at the Sterling Natural Resource Center. The focus will be on educating the community about the complexity and importance of recycled water as a key component of long-term water sustainability for our community. In the event of a proposed rate increase, Public Affairs will prepare a Proposition 218 notice to clearly communicate the potential changes, their impact, and the timing of the public hearing. The District’s goal is to ensure residents are well-informed about the purpose of the rate study and understand why any adjustments may be necessary to maintain reliable wastewater service. 14 | FY 2025-26 Communication Channels Public Affairs activates a series of channels to engage with the community and help inform ratepayers of projects, initiatives, and District activities. To maximize communications efforts, the District partners with print vendors, graphic designers, and communications professionals based upon the project or outreach activity occurring. SOCIAL MEDIA Social media provides a direct line of communication from the District to customers and staff actively monitor/ engage with individuals online. Currently, the team utilizes Facebook, Instagram, YouTube, NextDoor, LinkedIn, RING Neighbors and X. Platforms and content continue to shift with trends, viral moments, and user preferences. Key changes have come about through the popularity of short videos via TikTok. Though the District does not currently utilize the TikTok platform (and does not currently recommend joining the platform), staff created several Instagram Reels and have amassed thousands of views. Over the upcoming year, staff will continue to engage with customers on social media, watch for viral trends to create District content and assess the continued effectiveness of social media engagement. DIRECT-TO-CUSTOMERS East Valley Water District has a strategic advantage to most companies as there are direct lines of communication to each customer via their service address. Depending on the outreach necessary, the District has three primary direct-to-customer channels to reach the ratepayer. Bill Inserts Bill inserts provide an opportunity to place a message inside customer’s bills and the District works to include an insert on a monthly basis. At the start of each fiscal year, Public Affairs outlines a content calendar for the messages to include and works to complete artwork prior to the start of a new bill cycle. The team outlines specific topics for each bill cycle and works to receive timely approval, printing, and delivery to meet each bill cycle. Direct Mailers Construction, conservation, District announcements and other critical messaging requires the use of a direct mailer. These have proven to be an effective channel for engagement and staff have seen a significant response to these types of communications. Public Affairs Program Strategy | 15 Bill Envelopes Every month, approximately 23,000 utility bills are distributed by mail. The Public Affairs team will utilize billing envelopes on an as needed basis to promote and highlight specific campaigns throughout the year. This tactic is known as snipe artwork and entails working with the District’s billing vendor to place graphics and/or text onto the exterior of utility bill envelope. The occasional use of this channel ensures customers remain engaged and recognize changes to the envelope. Due to the vendor’s projects processing timeframe of 4-5 weeks, this tactic is most appropriate for planned scheduled campaigns. EMAIL COMMUNICATIONS East Valley Water District currently has over 2,000 active email subscribers and deploys email communication for board meetings, District updates, press releases and other subscriber preferences. These communications provide an opportunity to assess the effectiveness of the communication with metrics and reporting. As the District continues to deploy email communications, staff will assess the engagement levels of subscribers and alert the deployment standards (time of date, subject line, etc.) to ensure the appropriate level of engagement is met. Emails currently receive an average open rate of 49%, higher than the industry average of 36%. PRESS RELEASES Press Releases provide an opportunity to highlight District priorities and accomplishments, however the region has recently been challenged with the closing of the Highland Community News. This former news outlet would provide mostly positive coverage of East Valley Water District and opportunities to expand messaging via a community news source. Staff will continue to issue press releases to trade associations and work to engage with local media sources in Redlands and San Bernardino, however, there will need to be a focus on other channels of engagement due to the lack of media coverage within the region. PRESENTATIONS Community presentations and engagements help to provide direct relationship building opportunities to our ratepayers, industry partners, and national/international collaborators. Staff will look for opportunities to connect to these various audiences to ensure the District’s messaging and channels are engaged. STUDENT ENGAGEMENT/CAREER DAYS With multiple schools in the District’s service area, this provides a captive audience to engage with the next generation. Typically, more open to conservation messaging, students provide an opportunities to develop relationships with families, educate on conservation tactics, and even can lead into internship/career pathway opportunities. Public Affairs coordinates, attends and presents at various career days to help highlight the District’s activities. BRANDING One of the District’s areas of recent success has been the consistency and positioning of the branding. East Valley Water District’s brand is more than just a logo or graphic design but an experience people feel when interacting with employees at the District. Public Affairs has helped develop, support, and maintain brand standards across the District. While remaining consistent with the graphic standards, Public Affairs refreshes key elements within the District’s brand to ensure the approach remains relevant and effective in the communications channels. As customers continue to experience more scams or fraudulent activity from individuals impersonating government agencies, it is more important than ever to ensure the branding is consistent and trusted by ratepayers. Door Hangers Door hangers provide an effective announcement channel and are typically reserved for service- related activities or construction notifications. District staff will develop a notice and can work with Walking Man (distribution partner) to place the door hanger on designated areas. Using information provided by engineering, operations or a construction firm, Public Affairs will develop the necessary communications and build out a notice. 16 | FY 2025-26 BRAND GUIDELINES ADOPTED 2025 Supporting District Programs Public Affairs takes an active role partnering with programs across the organization to ensure world-class standards are met and programs provided with strategic resources to highlight the program. The following activities require a high degree of planning and staff involvement: ANNUAL BUDGET DEVELOPMENT Public Affairs works with the Finance department to develop content, write sections, take photos, proofread, and design the District’s 250+ page award winning budget document. This project, spanning over multiple months, requires a high degree of coordination and planning with the Finance team. CONSUMER CONFIDENCE REPORT (CCR) The CCR has provided a strategic touchpoint for customers across the District and an opportunity to highlight District program. Staff works with Water Quality to receive the necessary reporting information and with develop, write, and design the CCR document. Going above the federal and state requirements, the District develops a customer friendly document to help showcase the District’s commitment to transparency and efforts in providing safe/reliable drinking water. POPULAR ANNUAL FINANCIAL REPORT (PAFR) The PAFR highlights the District’s recent audit information for the community to view and easily understand. Public Affairs designs and writes key sections within the PAFR and works with the Finance team to highlight the recent audit results. 5-YEAR WORK PLAN DEVELOPMENT Staff will work closely with the General Manager/CEO to develop the 5-Year Work Plan and capture information from across the District. The team will then develop the document, present to respective committees and board to finally begin the next year’s budget process. CONSTRUCTION ACTIVITIES Public Affairs works collaboratively with Engineering and Operations to receive information on construction activities. There are times when activities are rushed or unplanned. Public Affairs works to have a close relationship with the programs to receive the necessary information as soon as possible to help inform the community and provide information necessary to begin the respective project. DEPARTMENT PRESENTATIONS Presentations are an active part in doing business within the community. Public Affairs reviews, edits and adjusts staff PowerPoints to provide customer friendly language and ensure brand consistency. Public Affairs Program Strategy | 17 Annual Publication of East Valley Water District | Highland, California LE A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P ﬁ scal year budget 2025-26 confidenceconsumer report Providing the Community with Information About the Quality of Your Drinking Water PUBLISHED JUNE 2025 This report is a summary of the quality of the water that East Valley Water District provided to its customers in 2024. Highland, California work plan5-year L E A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P Fiscal Year 2025-26 Digital Resources and Tools Public Affairs leverages several digital platforms to help assist the program with outreach efforts and program initiatives. Below are a few of the tools utilized by District staff: MONDAY.COM Monday is used as the program’s tracking platform, content calendar, scheduling monitor and overall task monitor. It assigns key projects and tasks to team individuals, highlighting due dates or status updates. HOOTSUITE Hootsuite is used by Public Affairs to manage social media content, schedule posts and review overall platform engagement. CONSTANT CONTACT Constant Contact is the District’s email distribution channel and is currently utilized by the District’s administrative team in addition to Public Affairs. Used to send out email communications, the channel has extensive database subscriber management capabilities and email performance information. 18 | FY 2025-26 Team Tasks, Monday.com Dashboard, Hootsuite Dashboard, Constant Contact Public Affairs Program Strategy | 19 Appendix 20 | FY 2025-26 Subject to change depending on District priorities. Appendix A – 2025-26 District Campaigns JULY Smart Irrigation Month/Water Efficiency AUGUST Water Quality Month SEPTEMBER Building Value on Wastewater Services OCTOBER Conservation Festival/Water Professionals Appreciation Week NOVEMBER What Not to Flush DECEMBER CIP Projects Recap/Plant 129 Activation JANUARY District Services/Ways to Pay FEBRUARY Water Efficiency MARCH Fix Leaks/Smart Meter Portal APRIL Fats, Oils, and Grease MAY Water Quality Efforts JUNE Wastewater Maintenance Efforts Public Affairs Program Strategy | 21 Appendix B – Email Sample 22 | FY 2025-26 Appendix C – Service Interruption/Notice Template Public Affairs Program Strategy | 23 Appendix D – Splash Bulletin Template Content of the Splash Bulletin Headline START DATE: May 23, 2024 END DATE: June 30, 2024 Briefing • Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. • Dignissim diam quis enim lobortis scelerisque. In vitae turpis massa sed elementum tempus egestas sed sed. • Nascetur ridiculus mus mauris vitae ultricies leo integer. Mattis enim ut tellus elementum sagittis. Viverra vitae congue eu consequat ac felis. • Id neque aliquam vestibulum morbi blandit cursus risus. • Ullamcorper dignissim cras tincidunt lobortis feugiat vivamus at. Sollicitudin aliquam ultrices sagittis orci a scelerisque purus semper. • Varius sit amet mattis vulputate enim nulla. Ut lectus arcu bibendum at. Nunc consequat interdum varius sit amet mattis vulputate. Title Here Text about the image to the right and a short description of release date of something here. Title Here Text about the image to the right and a short description of release date of something here. Title Here Text about the image to the right and a short description of release date of something here. FOR QUESTIONS CONTACT: Insert Name/Names here eastvalleywater.gov District Headquarters 31111 Greenspot Road Highland, California 92346 Sterling Natural Resource Center 25318 5th Street San Bernardino, California 92410 FY 2025-26 William Ringland, Public Affairs/Conservation Manager Public Affairs Program Strategy 2025-26 PROGRAM STRATEGY •Detailed roadmap outlining strategy for the upcoming year •Developed under the 5-Year Work Plan •Reviewed with staff to ensure unified team •Progress and accomplishments measured under the District’s 5-Year Work Plan 2 DISTRICT DEMOGRAPHICS DISTRICT DEMOGRAPHICS 4 COMMUNITY TAPESTRY: NEW WAVE •Large share are foreign born and speak only their native language •Young, or multigenerational, families with children •Many are renters in older multi-unit structures •Hardworking with long work commutes, often using public transit 5 COMMUNITY TAPESTRY: SPROUTING EXPLORERS •Young homeowners with families •Multilingual and multigenerational households •Neighborhoods feature single-family, owner occupied •Hardworking and optimistic •Most residents aged 25 years or older have a high school diploma or some college education 6 COMMUNITY TAPESTRY: AFFLUENT ESTATES •Residents are approaching retirement but remain active in their communities •Take advantage of large metropolitan areas but prefer to live in less crowded neighborhoods •Consumers are more interested in quality over cost •Connected, often using the internet for shopping and finances 7 5-YEAR WORK PLAN PUBLIC AFFAIRS:PROGRAM GOALS 9 UPDATE CRISIS COMMUNICATIONS PLAN 10 •Maintaining strong communications is essential during a crisis •Public Affairs will update the District’s Crisis Communications Plan •Including templates for quick deployment •Checklists/procedures to ensure the correct audience is reached •Approach for regular media relations training ASSESS & ENHANCE FACILITY TOUR PROGRAM 11 •District hosts a facility tour to educate and engage ratepayers about complex operations •Staff are hosting a tour in October 2025 •Develop a Standard Operating Procedure (SOP) in planning these activities •Build a staff guidebook with talking points •Design educational takeaways for guests •Assessing attendance and feasibility of a weekend tour in 2026 STRATEGIC COMMUNICATIONS PLAN 12 •Staff will develop a Strategic Communications Plan to align core messaging and strategy with the Strategic Plan •Plan will provide clear message points •Reinforcing the District’s core values •Key pieces about the District’s mission and initiatives •Plan development will begin in early 2026 EDUCATIONAL AUGMENTED REALITY ASSESSMENT AND DEVELOPMENT 13 •Augmented Reality (AR) offers a unique way to blend digital content with the physical environment •Staff will explore the feasibility of incorporating AR into the District’s educational programs •Cost estimates, maintenance requirements and development timelines will be assessed ADDITIONAL PUBLIC AFFAIRS ACTIVITIES ADDITIONAL ACTIVITIES •Monthly community booths •Website enhancements •SNRC Neighborhood Program •Student art contest •Video development •Legislative affairs •Grant strategy COMMUNICATION CHANNELS:TRADITIONAL 16 •Bill inserts and envelopes •Direct mailers •Door hangers •Community presentations/events Bill inserts Direct mailer Citrus Harvest Festival COMMUNICATION CHANNELS: DIGITAL 17 •Social media •Instagram, Facebook, and X •Ring Neighbors •LinkedIn •Nextdoor •YouTube •Email communications •Press releases •Website updates and home page banners COMMUNICATION CHANNELS: YOUTUBE 18 •District videos •YouTube channel •Videos also shared on social media •Videos highlight specific topics: •Water quality •System maintenance •Sterling Natural Resource Center •YouTube is one of the most widely used social media platforms among residents Over 59,000 views Questions? Agenda Item #5a July 9, 20251 Meeting Date: July 9, 2025 1 6 0 6 Regular Board Meeting TO: Governing Board Members FROM: General Manager/CEO SUBJECT: Consider Approval of Updated Grant Platform RECOMMENDATION That the Board of Directors adopt the updated Grant Platform to enhance the District's ability to effectively pursue and manage grant funding opportunities. BACKGROUND / ANALYSIS Grant funding presents an opportunity to align the District's priorities, goals, and projects with those of other agencies, while offsetting large capital investments. By utilizing grant funding, the District can avoid passing these costs along to ratepayers. Given that the District serves a diverse population a critical and necessary service, grant funding sources can sometimes be more widely available. However, it is essential to recognize that grant funding comes with additional conditions and reporting requirements that would not be necessary if the District were to self-fund projects. Given the advantages and challenges of grant funding, the District has developed a strategic Grant Platform to guide its grant pursuits. The District originally adopted a Grant Platform in 2012. Since that time, the organization has undergone significant transformations, including the opening of the Sterling Natural Resource Center and the adoption of a new Strategic Plan. As a result, staff have developed an updated Grant Platform for Board consideration. This updated platform aims to ensure that the District has the flexibility to pursue funding opportunities as they arise while maintaining alignment with the Strategic Plan. By doing so, the District can maximize available funding, implement projects throughout the service area and continue to provide a safe and reliable services. DISTRICT PILLARS AND STRATEGIES II - Sustainability, Transparency, and Accountability c. Pursue External Beneficial Funding Sources Agenda Item #5a July 9, 20252 Meeting Date: July 9, 2025 1 6 0 6 REVIEW BY OTHERS This agenda item has been reviewed by General Administration. There is no fiscal impact associated with this agenda item. Recommended by: Michael Moore General Manager/CEO Respectfully submitted: William Ringland Public Affairs/Conservation Manager Grant Platform Presentation L E A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P GRANT STRATEGY 2025 East Valley Water District has been successful at securing and completing projects with the assistance of grant funding. Using this experience, the District continues to develop a strategic approach and prioritization of funding in a manner that supports the District’s Strategic Plan and 5-Year Work Plan projects. Funding opportunities may include methods such as competitive grants, appropriations, formula-based funding and per capita allocations to reduce ratepayer expenses. p . 3 • Review, advise and adopt the Grant Strategy. • Consider approval of Resolutions, delegation of authority, applications, letters of support and other policy level documentation, as necessary. • Consider signing acknowledgments and certifications, as necessary. • Should the consideration of a grant opportunity not be consistent with the adopted Strategic Plan, 5-Year Work Plan or other adopted planning document, the Board of Directors would consider authorizing the application prior to submission. • Consider approval of contract with a Grant Partner to support the District with applications, pursuits, monitoring, and reporting. Board of Directors • Update the Grant Strategy, as approved by the Board of Directors. • Monitor grant availability and evaluate the potential benefits to the District. • Coordinate Grant Strategy with the Board of Directors to promote the interests of East Valley Water District to decision makers at all levels of government. • The General Manager/CEO is authorized to submit grant applications on behalf of the Board of Directors, so long as the grant is consistent with the adopted Strategic Plan, 5-Year Work Plan, and other adopted planning documents. • Participate in meetings with funding agency representatives, legislators, Board of Directors and other public officials, as needed. • Work with Consultants to develop grant applications, maintain application logs and priorities and maintain Grant Strategy, as needed. Periodically report to the Board of Directors or committee the status of the logs. • Develop and submit grant reporting requirements as required by secured funding sources. • The General Manager/CEO and designated staff may participate in grant discussions on behalf of the District, so long as it is consistent with the Strategic Plan and Grant Strategy. If a grant is awarded and requires matching funds, staff will either present the funding request to the Board of Directors or incorporate it into a future fiscal year’s budget proposal. General Manager / CEO & Staff • Monitor, review, and advise staff of funding opportunities that align with the District’s Grant Strategy. • As necessary, work with District staff to draft grant applications in a manner that is both competitive and consistent with the organizational priorities and application requirements. • As necessary, assist with grant management and reporting requirements. • Provide an exceptional level of transparency, ethics, and customer service in representing East Valley Water District’s interest to all funding agency officials, staff, and agencies. • As necessary, participate in workshops, technical discussions, and agency interactions on behalf of the District. Grant Partner ROLES & RESPONSIBILITIES ORGANIZATIONAL EVALUATION The Grant Strategy reflects the priorities adopted by the Board of Directors through the Strategic Plan, 5-Year Work Plan, and other planning documents. It is designed to serve as a guide for East Valley Water District’s efforts in pursuit of funding from local, State, and Federal agencies. • The District should monitor the cost for active grant funded projects and ensure that they will not interfere with existing funding and that there are adequate resources to ensure the application commitments could be fulfilled. • Recognize that the cost for application preparation averages 10% of the request including staff and consultant expenditures. When pursued, this is an investment in the District that will not always be reimbursable by the grant, if successful. • Understand the funding requirements of the grant including maximum request amount, funding match requirement, and reporting/audit requirements. • Utilization of specialized grant consultants can strategically invest resources in the pursuit and monitoring of constantly changing funding opportunities. • Consideration for the necessary steps required to get a project in good standing for a grant application. Financial Elements Grant funding can be a resourceful means of financing projects while minimizing the impact on ratepayers. These programs are ideal when the Strategic Plan of the District aligns with the funding agency. While there are many funding sources available, few will be consistent with the District’s planning efforts. When considering the submission of a grant application, the District shall assess the following financial considerations: Program Assessment In addition to financial consideration, each grant or loan opportunity will be focused to support the funding agencies priorities and regulatory obligations. When monitoring calls for application and considering grant opportunities, the District should ensure that programs are consistent with existing strategic planning efforts. The grants, appropriations, formula-based funding, and per capita allocations should assess: • Evaluating programs to determine where the District will be the most competitive. • The funding source’s consistency with the District’s plan and vision as identified in the planning documents. • Upcoming and new legislation incentivizing the District’s participation in the funding program. • Current staff capacity to seek, pursue and manage the particular grant. p . 4 • Previous experience, if any, with the funding agency. • The planned program timing and the alignment with the District’s effort. Understand that if successful, funding awards typically occur no less than six months after application submittal, and in many cases 12-18 months later. • District’s access to the data requested in the application or in the subsequent reporting requirements. • Cost benefit review to pursuing the funding source, considering commitments, reporting requirements, staff resources, and funding request amount. In general, this amount should be no less than $100,000 to justify necessary administration efforts. • Funding source schedule and whether the source is cyclical to assess the cycle the District would be the most competitive. • Support from non-governmental organizations (NGOs), the community, and partner agencies. POTENTIAL GRANT FUNDING AGENCY GENERAL PROJECT TYPE GRANT/ LOAN State of California Office of Emergency Services (CalOES) Planning, Disaster Mitigation, Disaster Recovery, Hazard Mitigation Grant Program (HMGP) Grants Department of Natural Resources Carbon Emission Reduction, Park Space Grants Energy Commission Alternative Energy Generation Grants/ Loans CalRecycle Waste Diversion, Alternative Energy Generation Grants State Water Resources Control Board (SWRCB)Planning, Capital Construction Grants/ Loans Federal Bureau of Reclamation Water Efficiency Grants Environmental Protection Agency (USEPA)Water Infrastructure, Water Quality Grants Federal Emergency Management Agency (FEMA)Planning, Disaster Mitigation, Disaster Recovery Grants As a California Special District that provides water and wastewater services, the District is eligible to submit applications for many grants offered by multiple state and federal agencies. Funding agency initiatives that are consistent with District projects include: disaster mitigation, water quality, water sustainability, wastewater, alternative energy/waste diversion, and carbon emission reduction. While some funding opportunities may be generated following the implementation of legislation, the following are examples of potential funding agencies with goals that align with the District’s priorities: p . 5 District Headquarters 31111 Greenspot Road Highland, California 92346 eastvalleywater.gov William Ringland, Public Affairs/Conservation Manager July 9, 2025 Grant Platform GRANT PLATFORM •Define roles and responsibilities •Board of Directors •General Manager/CEO •Grant Partner(s) •Financial and positioning elements to consider •District program assessments and funding viability •Potential grant funding agencies 2 •Allows for strategic grant pursuits •Provides perspective of the organizational impacts •Cost-match requirements •Reporting/post award mandates •Cost to complete grant application •General approach •Assess and pursue grant funding for projects in the 5-Year Work Plan •Recognize the cost benefit when pursuing funding source •Understand the funding award cycle 3 BENEFITS OF A GRANT PLATFORM 4 CURRENT GRANTS CURRENT GRANTS Local ShareFederal ShareProject $225,000 $225,000 Widening Availability Through Engineered Resiliency (WATER): Increasing Drought Resiliency Through New Well Design $165,712 $497,137Water Main Seismic Retrofit Design $50,000$150,000Hazard Mitigation Plan Update $1,555,577 $4,666,733Prepare CA Match - Seismic Retrofit for Seven Reservoirs $8,750,000$26,250,000Water Main Seismic Retrofit $10,746,290$31,788,871TOTAL 5 RECENTLY ANNOUNCED GRANT APPLICATIONS 6 StatusLocal ShareFederal ShareProject Not Awarded$2,973,110 $2,973,110 Widening Availability Through Engineered Resiliency (WATER): Plant 56 Reservoir Expansion Awarded $2,955,336 $2,955,336 Widening Availability Through Engineered Resiliency (WATER): Increasing Drought Resiliency Through New Well Construction 7 FUTURE FUNDING OPPORTUNITIES FUTURE FUNDING •Monitoring funding opportunities from federal and state agencies •Bureau of Reclamation •Federal Emergency Management Agency (FEMA) •Office of Emergency Services (CalOES) •CalRecycle •State Water Resources Control Board •Funding shifts with current administration •Uncertainty with state budget deficits and water bond utilization 8 Questions? Agenda Item #5b July 9, 20251 Meeting Date: July 9, 2025 1 5 9 2 Regular Board Meeting TO: Governing Board Members FROM: General Manager/CEO SUBJECT: Consider Adoption of Resolution 2025.04 Authorizing Investment Monies in the Local Agency Investment Fund RECOMMENDATION That the Board of Directors Adopt Resolution 2025.04 Authorizing Investment monies in the Local Agency Investment Fund. BACKGROUND / ANALYSIS The Local Agency Investment Fund (LAIF) requires that agencies submit a resolution, adopted by the Agency’s Board, authorizing the investment of monies in the LAIF. The Resolution also stipulates the officers authorized to order the deposit and withdrawal of monies with LAIF. It has been several years since the District’s LAIF authorizing resolution was updated, so staff at LAIF has requested that the District do so at the present time. Accordingly, staff is recommending that the Board adopt Resolution 2025.04, authorizing the following officers/staff to deposit and withdraw monies with the District’s LAIF account: Michael Moore General Manager/CEO Brian Tompkins Chief Financial Officer Justine Hendricksen District Clerk Rudy Guerrero Finance Manager Kerrie Bryan Director of Administrative Services These individuals may only authorize the transfer of funds between the LAIF account and the District’s primary checking account – wires or other disbursements to a third party are not permitted. DISTRICT PILLARS AND STRATEGIES II - Sustainability, Transparency, and Accountability a. Uphold Transparent and Accountable Fiscal and Resource Management Agenda Item #5b July 9, 20252 Meeting Date: July 9, 2025 1 5 9 2 REVIEW BY OTHERS This agenda item has been reviewed by the Finance Department. There is no fiscal impact associated with this agenda item. Recommended by: Michael Moore General Manager/CEO Respectfully submitted: Brian Tompkins Chief Financial Officer Resolution 2025.04 East Valley Water District RESOLUTION 2025.04 , the Local Agency Investment Fund is established in the State Treasury under Government Code section 16429.1 et. seq. for the deposit of money of a local agency for purposes of investment by the State Treasurer.; and , the Board of Directors hereby finds that the deposit and withdrawal of money in the Local Agency Investment Fund in accordance with Government Code section 16429.1 et. seq. for the purpose of investment as provided therein is in the best interest of the District; that the Board of Directors of the East Valley Water District hereby authorizes the deposit and withdrawal of District monies in the Local Agency Investment Fund in the State Treasury in accordance with Government Code section 16429.1 et. seq. for the purpose of investment as provided therein. by the Board of Directors of the East Valley Water District as follows: The following District officers holding title(s) specified hereinbelow or their successors in office are each hereby authorized to order the deposit or withdrawal of monies in the Local Agency Investment Fund and may execute and deliver any and all documents necessary or advisable in order to effectuate the purposes of this resolution and the transactions contemplated hereby: Michael Moore General Manager/CEO Brian W. Tompkins Chief Financial Officer Justine Hendricksen District Clerk Kerrie Bryan Director of Administrative Services Rudy Guerrero Finance Manager East Valley Water District Section 2. This Resolution shall remain in full force and effect until rescinded by the Board of Directors by resolution and a copy of the resolution rescinding this is filed with the State Treasurers Office. PASSED AND ADOPTED this 9th day of July 2025. I HEREBY CERTIFY that the foregoing is a full, true and correct copy of Resolution 2025.04 adopted by the Board of Directors of East Valley Water District at its Regular Meeting held July 9, 2025. Agenda Item #5c July 9, 20251 Meeting Date: July 9, 2025 Regular Board Meeting TO: Governing Board Members FROM: General Manager/CEO SUBJECT: Consider Approval of Professional Services Agreement for Drilling and Equipping Design for Well Number 152 RECOMMENDATION That the Board of Directors authorize the General Manager/CEO to execute a Professional Services Agreement with Albert A. Webb & Associates for design of the drilling and equipping of Well 152 for a not to exceed amount of $691,736 with 15% contingency. BACKGROUND / ANALYSIS Approximately 80% of the District’s water supply is from groundwater wells. Many of these wells are reaching the end of their useful life. Constructing new groundwater wells is identified in the District’s 5-Year Work Plan. The District completed a well siting study that identifies the preferred locations for future District groundwater wells. The next preferred well site is located in the District’s Canal pressure zone at the District’s headquarters. Staff pursued and was awarded a design grant through the United States Bureau of Reclamation (BOR) WaterSMART Planning and Project Design Grant Program. The grant will provide up to $225,000 for engineering design services for the drilling and equipping of the proposed well. In accordance with District Policy 7.1, and grant requirements, a competitive bidding process was used to select the Consultant for engineering design services. A request for proposals (RFP) was posted on the District’s online bid management system, PlanetBids, on February 24, 2025. Four firms provided proposals. A selection committee reviewed the proposals, interviewed the top two firms, and selected Albert A. Webb & Associates (Webb) as the best value to the District. Webb’s team is based in Riverside and has extensive experience in delivering well projects in the region. Their schedule and project approach were key considerations in selecting Webb. Their team has completed similar projects in the Bunker Hill Basin and for the City of Ontario, Chino Basin Desalter Authority, and Morongo Band of Mission Indians. Webb also has previously provided engineering consulting services for the District Constructing a new well is done in two phases and takes about three years to complete. The first phase involves the the drilling and the second phase includes the equipping of the well with a building and mechanical equipment. The proposed Agreement with Webb in the amount of $691,376 includes engineering and hydrogeology services during both phases of the new well. Agenda Item #5c July 9, 20252 Meeting Date: July 9, 2025 The current BOR grant only covers a portion of the proposed design services. The District has been notified additional funding is likely for design services and well construction of Well 152. DISTRICT PILLARS AND STRATEGIES II - Sustainability, Transparency, and Accountability c. Pursue External Beneficial Funding Sources IV - Planning, Maintenance, and Preservation of District Resources c. Utilize a Comprehensive Asset Management Approach REVIEW BY OTHERS This agenda item has been reviewed by the Engineering Department. FISCAL IMPACT The project is funded in the approved budget for fiscal year 2025/26 under the District’s Capital Improvement Program. A portion of the design services will be funded by an existing BOR grant. The remainder of this agreement will be funded from the Water Capital Reserve Fund. Recommended by: ________________ Michael Moore General Manager/CEO Respectfully submitted: ________________ Jason Wolf Senior Engineer ATTACHMENTS Agreement & Scope of Work AGREEMENT NO 2025.24 EAST VALLEY WATER DISTRICT FOR PROFESSIONAL SERVICES WITH ALBERT A. WEBB & ASSOCIATES THIS AGREEMENT is made this 9th day of _July, 2025, by and between the EAST VALLEY WATER DISTRICT, a County Water District organized and operating pursuant to California Water Code Section 30000 et seq. (hereinafter referred to as the “DISTRICT”), and Albert A. Webb & Associates, a California General Stock Corporation_ (hereinafter referred to as “CONSULTANT”). RECITALS WHEREAS, the DISTRICT desires to contract with CONSULTANT to provide engineering and design professional services for Plant 152 Well Drilling and Equipping (hereinafter referred to as “Project”); and WHEREAS, CONSULTANT is willing to contract with the DISTRICT to provide such services; and WHEREAS, CONSULTANT holds itself as duly licensed, qualified, and capable of performing said services; and WHEREAS, this Agreement establishes the terms and conditions for the DISTRICT to retain CONSULTANT to provide the services described herein for the Project. COVENANTS NOW, THEREFORE, in consideration of the faithful performance of the terms and conditions set forth herein, the parties hereto agree as follows: 2 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 ARTICLE I ENGAGEMENT OF CONSULTANT AND AUTHORIZATION TO PROCEED 1.1 ENGAGEMENT: The DISTRICT hereby engages CONSULTANT, and CONSULTANT hereby accepts the engagement, to perform certain design professional services described in Section 2.1 of this Agreement for the term set forth in Section 6.7 of this Agreement. 1.2 AUTHORIZATION TO PROCEED: Authorization for CONSULTANT to proceed with all or a portion of the work described in Section 2.1 of this Agreement will be granted in writing by the DISTRICT as soon as both parties sign the Agreement and all applicable in surance and other security documents required pursuant to Section 6.3 of this Agreement are received and approved by the DISTRICT. CONSULTANT shall not proceed with said work until so authorized by the DISTRICT, and shall commence work immediately upon receipt of the Notice to Proceed. 1.3 NO EMPLOYEE RELATIONSHIP: CONSULTANT shall perform the services provided for herein as an independent contractor, and not as an employee of the DISTRICT. The DISTRICT shall have ultimate control over the work performed for the Project. CONSULTANT is not to be considered an agent or employee of the DISTRICT for any purpose, and shall not be entitled to participate in any pension plans, insurance coverage, bonus, stock, or similar benefits that the DISTRICT provides for its employees. CONSULTANT shall indemnify the DISTRICT for any tax, retirement contribution, social security, overtime payment, or workers’ compensation payment which the DISTRICT may be required to make on behalf of CONSULTANT or any employee of CONSULTANT for work performed under thi s Agreement. ARTICLE II SERVICES OF CONSULTANT 2.1 SCOPE OF SERVICES: The scope of design professional services to be performed by the CONSULTANT under this Agreement are described in the Scope of Work attached hereto as Exhibit “A” and incorporated herein by this reference (“Scope of Work”), and shall, where not specifically addressed, include all related services ordinarily provided by the CONSULTANT under same or similar circumstances and/or otherwise necessary to satisfy the requirements of Section 3.3 of this Agreement. In case of conflict between the terms of this Agreement and the provisions of the Scope of Work, this Agreement shall govern. 3 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 2.2 DEPARTMENT OF INDUSTRIAL RELATIONS COMPLIANCE: This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations. A contractor or subcontractor shall not be qualified to bid on, be listed in a bid proposal, subject to the requirements of Section 4104 of the California Public Contract Code, or engage in the performance of any contract for public work, as defined by the California Labor Code, unless currently registered and qualified to perform public work pursuant to Section 1725.5 of the California Labor Code. 2.3 PREVAILING WAGES: In accordance with the provisions of the California Labor Code, CONSULTANT shall secure the payment of compensation to employees. To the extent required by the California Labor Code, CONSULTANT shall pay not less than the prevailing rate of per diem wages as determined by the Director, Department of Industrial Relations, and State of California. Copies of such prevailing rate of per diem wages are on file at the DISTRICT’s office, which copies will be made available to any interested party upon request. CONSULTANT shall post a copy of such determination at each job site. If applicable, CONSULTANT shall forfeit to the DISTRICT the amount of the penalty set forth in Labor Code Section 1777.7(b), or any subsequent amendments thereto, for each calendar day, or portion thereof, for each worker paid less than the specified prevailing rates for such work or craft in which such worker is employed, whether paid by CONSULTANT or by any subcontractor. 2.4 HOURS AND WORKING CONDITIONS: The DISTRICT is a public entity in the State of California and is subject to the provisions of the Government Code and the Labor Code of the State. It is stipulated and agreed that all provisions of law applicable to public contracts are a pa rt of this Agreement to the same extent as though set forth herein and will be complied with by CONSULTANT. CONSULTANT shall comply with all applicable provisions of the California Labor Code relating to working hours and the employment of apprentices on public works projects. CONSULTANT shall, as a penalty to the DISTRICT, forfeit $25.00 for each worker employed in the execution of this Agreement by CONSULTANT or by any subcontractor, for each calendar day during which such worker is required or permitted to work more than 8 hours in any one calendar day and 40 hours in any one calendar week, unless such worker received compensation for all hours worked in excess of 8 hours at not less than 1½ times the basic rate of pay. 4 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 ARTICLE III RESPONSIBILITIES OF THE DISTRICT AND OF CONSULTANT 3.1 DUTIES OF THE DISTRICT: The DISTRICT, without cost to CONSULTANT, will provide all pertinent information necessary for CONSULTANT’s performance of its obligations under this Agreement that is reasonably available to the DISTRICT unless otherwise spec ified in the Scope of Work, in which case the CONSULTANT is to acquire such information. The DISTRICT does not guarantee or ensure the accuracy of any reports, information, and/or data so provided. To the extent that any reports, information, and/or other data so provided was supplied to the DISTRICT by persons who are not employees of the DISTRICT, any liability resulting from inaccuracies and/or omissions contained in said information shall be limited to liability on behalf of the party who prepared the information for the DISTRICT. 3.2 REPRESENTATIVE OF DISTRICT: The DISTRICT will designate Jason Wolf, P.E. as the person to act as the DISTRICT’s representative with respect to the work to be performed under this Agreement. Such person will have complete authority to transmit instructions, receive information, and interpret and define the DISTRICT’s policies and decisions pertinent to the work. In the event the DISTRICT wishes to make a change in the DISTRICT’s representative, the DISTRICT shall notify the CONSULTANT of the change in writing. 3.3 DUTIES OF CONSULTANT: CONSULTANT shall perform the Project work in such a manner as to fully comply with all applicable professional standards of care, including professional quality, technical accuracy, timely completion, and other services furnished and/or work undertaken by CONSULTANT pursuant to this Agreement. The CONSULTANT shall cause all work and deliverables to conform to all applicable federal, state, and local laws and regulations. 3.4 APPROVAL OF WORK: The DISTRICT’s approval of work or materials furnished hereunder shall not in any way relieve CONSULTANT of responsibility for the technical adequacy of its work. Neither the DISTRICT’s review, approval or acceptance of nor payment for any of the services shall be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement. Where approval by the DISTRICT is indicated in this Agreement, it is understood to be conceptual approval only and does not relieve the CONSULTANT of responsibility for complying with all laws, codes, industry standards, and liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of the CONSULTANT or its subcontractors. CONSULTANT’s obligation to defend, indemnify, and hold harmless the DISTRICT, and its directors, officers, employees and agents as set forth in Section 6.9 of this Agreement also applies to the actions or omissions of the CONSULTANT or its subcontractors as set forth above in this paragraph. 5 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 ARTICLE IV PAYMENTS TO CONSULTANT 4.1 PAYMENT: The DISTRICT will pay CONSULTANT for work performed under this Agreement, which work can be verified by the DISTRICT, on the basis of the following: CONSULTANT shall exercise its good faith best efforts to facilitate a full and clear definition of the scope of all assigned work so that the amount set forth in Section 4.3 of this Agreement will cover all tasks necessary to complete the work. The amount set forth in Section 4.3 of this Agreement is the maximum compensation to which CONSULTANT may be entitled for the performance of services to complete the work for the Project, unless the Scope of Work or time to complete the work is changed by the DISTRICT in writing in advance of the work to be performed thereunder. Adjustments in the total payment amount shall only be allowed pursuant to Section 6.4 of this Agreement. In no event shall CONSULTANT be entitled to compensation greater than the amount set forth in Section 4.3 of this Agreement where changes in the Scope of Work or the time for performance are necessitated by the negligence of CONSULTANT or any subcontractor performing work on the Project. 4.2 PAYMENT TO CONSULTANT: Payment will be made by the DISTRICT within thirty (30) calendar days after receipt of an invoice from CONSULTANT, provided that all invoices are complete and product and services are determined to be of sufficient quality by the DISTRICT. CONSULTANT shall invoice DISTRICT monthly for services performed under this Agreement. In the event that a payment dispute arises between the parties, CONSULTANT shall provide to the DISTRICT full and complete access to CONSULTANT’s labor cost records and other direct cost data, and copies thereof if requested by the DISTRICT. 4.3 ESTIMATED CHARGES: The total estimated charges and optional tasks for all work under this Agreement are a Not-to-Exceed amount of $_691,736 and such amount is the cost ceiling as described herein. The total estimated charges stated herein constitute the total amount agreed to. 4.4 COST FOR REWORK: CONSULTANT shall, at no cost to the DISTRICT, prepare any necessary rework occasioned by CONSULTANT’s negligent act or omission or otherwise due substantially to CONSULTANT’s fault. ARTICLE V COMPLETION SCHEDULE 5.1 TASK SCHEDULE: The work is anticipated to be completed in accordance with the schedule contained in the Scope of Work. 6 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 5.2 TIME OF ESSENCE: CONSULTANT shall perform all services required by this Agreement in a prompt, timely, and professional manner in accordance with the above schedule. Time is of the essence in this Agreement. ARTICLE VI GENERAL PROVISIONS 6.1 COMPLIANCE WITH FEDERAL, STATE, AND LOCAL LAWS: CONSULTANT shall at all times observe all applicable provisions of Federal, State, and Local laws and regulations including, but not limited to, those related to Equal Opportunity Employment. 6.2 SUBCONTRACTORS AND OUTSIDE CONSULTANTS: No subcontract shall be awarded by CONSULTANT if not identified as a subcontractor in its Proposal unless prior written approval is obtained from the DISTRICT. CONSULTANT shall be responsible for payment to su bcontractors used by them to perform the services under this Agreement. If CONSULTANT subcontracts any of the work to be performed, CONSULTANT shall be as fully responsible to the DISTRICT for the performance of the work, including errors and omissions of CONSULTANT’s subcontractors and of the persons employed by the subcontractor, as CONSULTANT is for the acts and omissions of persons directly employed by the CONSULTANT. Nothing contained in this Agreement shall create any contractual relationship between any subcontractor of CONSULTANT and the DISTRICT. CONSULTANT shall bind every subcontractor and every subcontractor of a subcontractor to the terms of this Agreement that are applicable to CONSULTANT’s work unless specifically noted to the contrary in t he subcontract in question and approved in writing by the DISTRICT. 6.3 INSURANCE: CONSULTANT shall secure and maintain in full force and effect, until the satisfactory completion and acceptance of the Project by DISTRICT, such insurance as will protect it and the DISTRICT in such a manner and in such amounts as set forth below. The premiums for said insurance coverage shall be paid by the CONSULTANT. The failure to comply with these insurance requirements may constitute a material breach of this Agreement, at the sole discretion of the DISTRICT. (a) Certificates of Insurance: Prior to commencing services under this Agreement, and in any event no later than ten (10) calendar days after execution of this Agreement, CONSULTANT shall furnish DISTRICT with Certificates of Insurance and endorsements verifying the insurance coverage required by this Agreement is in full force and 7 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 effect. The DISTRICT reserves the right to require complete and accurate copies of all insurance policies required under this Agreement. (b) Required Provisions: The insurance policies required by this Agreement shall include the following provisions or have them incorporated by endorsement(s): (1) Primary Coverage: The insurance policies provided by CONSULTANT shall be primary insurance and any self-insured retention and/or insurance carried by or available to the DISTRICT or its employees shall be excess and non-contributory coverage so that any self-insured retention and/or insurance carried by or available to the DISTRICT shall not contribute to any loss or expense under CONSULTANT’s insurance. (2) Additional Insured: The policies of insurance provided by CONSULTANT, except Workers' Compensation and Professional Liability, shall include as additional insureds: the DISTRICT, its directors, officers, employees, and agents when acting in their capacity as such in conjunction with the performance of this Agreement. Such policies shall contain a "severability of interests" provision, also known as "Cross liability" or "separation of insured". (3) Cancellation: Each certificate of insurance and insurance policy shall provide that the policy may not be non-renewed, canceled (for reasons other than non- payment of premium) or materially changed without first giving thirty (30) days advance written notice to the DISTRICT, or ten (10) days advance written notice in the event of cancellation due to non-payment of premium. (4) Waiver of Subrogation: The insurance policies provided by CONSULTANT shall contain a waiver of subrogation against DISTRICT, its directors, officers, employees and agents for any claims arising out of the services performed under this Agreement by CONSULTANT. (5) Claim Reporting: CONSULTANT shall not fail to comply with the claim reporting provisions or cause any breach of a policy condition or warranty of the insurance policies required by this Agreement that would affect the coverage afforded under the policies to the DISTRICT. (6) Deductible/Retention: If the insurance policies provided by CONSULTANT contain 8 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 deductibles or self-insured retentions, any such deductible or self-insured retention shall not be applicable with respect to the coverage provided to DISTRICT under such policies. CONSULTANT shall be solely responsible for any such deductible or self-insured retention and the DISTRICT, in its sole discretion, may require CONSULTANT to secure the payment of any such deductible or self -insured retention by a surety bond or an irrevocable and unconditional letter of credit. (7) Consultant’s Subcontractors: CONSULTANT shall include all subcontractors as additional insureds under the insurance policies required by this Agreement to the same extent as the DISTRICT or shall furnish separate certificates of insurance and policy endorsements for each subcontractor verifying that the insurance for each subcontractor complies with the same insurance requirements applicable to CONSULTANT under this Agreement. (c) Insurance Company Requirements: CONSULTANT shall provide insurance coverage through insurers that have at least an "A" Financial Strength Rating and a "VII" Financial Size Category in accordance with the current ratings by the A. M. Best Company, Inc. as published in Best’s Key Rating Guide or on said company’s web site. In addition, any and all insurers must be admitted and authorized to conduct business in the State of California and be a participant in the California Insurance Guaranty Association, as evidenced by a listing in the appropriate publication of the California Department of Insurance. (d) Policy Requirements: The insurance required under this Agreement shall meet or exceed the minimum requirements as set forth below: (1) Workers' Compensation: CONSULTANT shall maintain Workers' Compensation insurance as required by law in the State of California to cover CONSULTANT’s obligations as imposed by federal and state law having jurisdiction over CONSULTANT’s employees and Employers' Liability insurance, including disease coverage, of not less than $1,000,000. (2) General Liability: CONSULTANT shall maintain Comprehensive General Liability insurance with a combined single limit of not less than $1,000,000 per occurrence or claim and $1,000,000 aggregate. The policy shall include, but not be limited to, coverage for bodily injury, property damage, personal injury, products, completed operations and blanket contractual to cover, but not be limited to, the liability 9 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 assumed under the indemnification provisions of this Agreement. In the event the Comprehensive General Liability insurance policy is written on a "claims made" basis, coverage shall extend for two years after the satisfactory completion and acceptance of the Project by DISTRICT. (3) Automobile Liability: CONSULTANT shall maintain Commercial Automobile Liability insurance with a combined single limit for bodily injury and property damage of not less than $1,000,000 each occurrence for any owned, hired, or non -owned vehicles. (4) Professional Liability: CONSULTANT shall maintain Professional Liability insurance covering errors and omissions arising out of the services performed by the CONSULTANT or any person employed by him, with a limit of not less than $1,000,000 per occurrence or claim and $1,000,000 aggregate. In the event t he insurance policy is written on a "Claims made" basis, coverage shall extend for two years after the satisfactory completion and acceptance of the Project by DISTRICT. (5) Property Coverage – Valuable Papers: Property coverage on an all-risk, replacement cost form with Valuable Papers insurance sufficient to assure the restoration of any documents, memoranda, reports, plans or other similar data, whether in hard copy or electronic form, relating to the servi ces provided by CONSULTANT under this Agreement. 6.4 CHANGES IN SCOPE OR TIME: If the DISTRICT requests a change in the Scope of Work or time of completion by either adding to or deleting from the original scope or time of completion, an equitable adjustment shall be made and this Agreement shall be mo dified in writing accordingly. CONSULTANT must assert any claim for adjustment under this clause in writing within thirty (30) calendar days from the date of receipt from CONSULTANT of the notification of change unless the DISTRICT grants a further period of time before the date of final payment under this Agreement. 6.5 NOTICES: All notices to either party by the other shall be made in writing and delivered or mailed to such party at their respective addresses as follows, or to other such address as either party may designate, and said notices shall be deemed to have been made when delivered or, if mailed, five (5) days after mailing. 10 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 To DISTRICT: East Valley Water District 31111 Greenspot Road Highland, CA 92346 Attn: Jeff Noelte, Director of Eng. & Ops. To CONSULTANT: Albert A. Webb & Associates 3788 McCray St Riverside, CA 92506 Attn: Bruce Davis, P.E., Senior Vice President_ 6.6 CONSULTANT’S ASSIGNED PERSONNEL: CONSULTANT designates __Shane Bloomfield, P.E._ to have immediate responsibility for the performance of the work and for all matters relating to performance under this Agreement. Substitution of any assigned personnel shall require the prior written approval of the DISTRICT. If the DISTRICT determines that a proposed substitution is not acceptable, then, at the request of the DISTRICT, CONSULTANT shall substitute with a person acceptable to the DISTRICT. 6.7 TERMINATION: (a) If the engagement of CONSULTANT is not extended by the mutual written consent of the DISTRICT and CONSULTANT, then this Agreement shall expire on the latest date set forth in the schedule contained in the Scope of Work for completion of tasks for the Project. (b) Notwithstanding the above, the DISTRICT may terminate this Agreement or abandon any portion of the Project by giving ten (10) days written notice thereof to CONSULTANT. CONSULTANT may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days written notice only in the event of substantial failure by the DISTRICT to perform in accordance with the terms of this Agreement through no fault of the CONSULTANT. (c) In the event of termination of this Agreement or abandonment of any portion of the Project, the DISTRICT shall be immediately given title to all original drawings and other documents developed for the Project, and the sole right and remedy of CONSULTANT shall be to receive payment for all amounts due and not previously paid to CONSULTANT for services completed or in progress in accordance with the Agreement prior to such 11 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 date of termination. If termination occurs prior to completion of any task for which payment has not been made, the fee for services performed during such task shall be based on an amount mutually agreed to by the DISTRICT and CONSULTANT. Such payments available to the CONSULTANT under this paragraph shall not include costs related to lost profit associated with the expected completion of the work or other such payments relating to the benefit of this Agreement. 6.8 ATTORNEYS’ FEES: In the event that either the DISTRICT or CONSULTANT brings an action or proceeding for damages for an alleged breach of any provision of this Agreement, to interpret this Agreement or determine the rights of and duties of either part y in relation thereto, the prevailing party shall be entitled to recover as part of such action or proceeding all litigation, arbitration, mediation and collection expenses, including witness fees, court costs, and reasonable attorneys' fees. Such fees shall be determined by the Court in such litigation or in a separate action brought for that purpose. Mediation will be attempted if both parties mutually agree before, during, or after any such action or proceeding has begun. 6.9 INDEMNITY: (a) CONSULTANT shall defend, indemnify and hold DISTRICT, including its directors, officers, employees and agents, harmless from and against any and all claims, demands, causes of action, suits, debts, obligations, liabilities, losses, damages, costs, expenses, attorney’s fees, awards, fines, settlements, judgments or losses of whatever nature, character, and description, that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT or any of CONSULTANT’s subcontractors, including their respective directors, officers, employees, agents and assigns, excepting only such matters arising from the sole negligence or willful misconduct of the DISTRICT. (b) CONSULTANT shall defend, indemnify and hold DISTRICT, including its directors, officers, employees and agents, harmless from and against any and all claims, demands, causes of action, suits, debts, obligations, liabilities, losses, damages, costs, expenses, attorney’s fees, awards, fines, settlements, judgments or losses of whatever nature, character, and description, with respect to or arising out of any infringement or alleged infringement of any patent, copyright or trademark and arising out of the use of any equipment or materials furnished under this Agreement by the CONSULTANT or CONSULTANT’s subcontractors, including their respective directors, officers, employees, agents and assigns, or out of the processes or actions employed by, or on behalf of, the CONSULTANT or CONSULTANT’s subcontractors, including their respective directors, 12 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 officers, employees, agents and assigns, in connection with the performance of services under this Agreement. CONSULTANT shall have the right, in order to avoid such claims or actions, to substitute at its expense non-infringing equipment, materials or processes, or to modify at its expense such infringing equipment, materials, and processes so they become non-infringing, provided that such substituted and modified equipment, materials, and processes shall meet all the requirements and be subject to all th e provisions of this Agreement. (c) CONSULTANT shall defend, indemnify and hold DISTRICT, including its directors, officers, employees and agents, harmless from and against any and all claims, demands, causes of action, suits, debts, obligations, liabilities, losses, damages, costs, expenses, attorney’s fees, awards, fines, settlements, judgments or losses of whatever nature, character, and description, with respect to or arising out of any breach by CONSULTANT or CONSULTANT’s subcontractors, including their respective directors, officers, employees, agents and assigns, of the aforesaid obligations and covenants, and any other provision or covenant of this Agreement. (d) It is the intent of the parties to this Agreement that the defense, indemnity, and hold harmless obligation of CONSULTANT under this Agreement shall be as broad and inclusive as may be allowed under California Civil Code §§ 2778 through 2784.5, or other similar state or federal law. 6.10 SAFETY: CONSULTANT shall perform the work in full compliance with applicable State and Federal safety requirements including, but not limited to, Occupational Safety and Health Administration requirements. (a) CONSULTANT shall take all precautions necessary for the safety of, and prevention of damage to, property on or adjacent to the Project site, and for the safety of, and prevention of injury to, persons, including DISTRICT’s employees, CONSUL TANT’s employees, and third persons. All work shall be performed entirely at CONSULTANT’s risk. CONSULTANT shall comply with the insurance requirements set forth in Section 6.3 of this Agreement. (b) CONSULTANT shall also furnish the DISTRICT with a copy of any injury prevention program established for the CONSULTANT’s employees pursuant to Labor Code Section 6401.7, including any necessary documentation regarding implementation of the program. CONSULTANT hereby certifies that its employees have been trained in the 13 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 program, and procedures are in place to train employees whenever new substances, processes, procedures, or equipment are introduced. CONSULTANT shall demonstrate compliance with Labor Code Section 6401.7 by maintaining a copy of its Injury and Illness Prevention Plan at the Project site and making it available to the DISTRICT. 6.11 EXAMINATION OF RECORDS: All original drawings, specifications, reports, calculations, and other documents or electronic data developed by CONSULTANT for the Project shall be furnished to and become the property of the DISTRICT. CONSULTANT agrees that the DISTRICT will have access to and the right to examine any directly pertinent books, documents, papers, and records of any and all of the transactions relating to this Agreement. 6.12 OWNERSHIP OF SOFTWARE: (a) Subject to payment of all compensation due under this Agreement and all other terms and conditions herein, CONSULTANT hereby grants DISTRICT a nonexclusive, transferable, royalty-free license to use the Software furnished to DISTRICT by CONSULTANT under this Agreement. The license granted herein shall authorize DISTRICT to: (1) Install the Software on computer systems owned, leased or otherwise controlled by DISTRICT; (2) Utilize the Software for its internal data-processing purposes; and (3) Copy the Software and distribute as desired to exercise the rights granted herein. (b) CONSULTANT retains its entire right, title and interest in the Software developed under this Agreement. DISTRICT acknowledges that CONSULTANT owns or holds a license to use and sublicense various pre-existing development tools, routines, subroutines and other programs, data and materials that CONSULTANT may include in the Software developed under this Agreement. This material shall be referred to hereafter as “Background Technology.” (c) DISTRICT agrees that CONSULTANT shall retain any and all rights CONSULTANT may have in the Background Technology. CONSULTANT grants DISTRICT an unrestricted, nonexclusive, perpetual, fully paid-up worldwide license to use the Background Technology in the Software developed and delivered to DISTRICT under this Agreement, and all updates and revisions thereto. However, DISTRICT shall make no other commercial use of the Background Technology without CONSULTANT’s written consent. 14 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 6.13 INTEGRATION AND AMENDMENT: This Agreement contains the entire understanding between the DISTRICT and CONSULTANT as to those matters contained herein. No other representations, covenants, undertakings or other prior or contemporaneous agreements, oral or written, respecting those matters, which are not specifically incorporated herein, may be deemed in any way to exist or to bind any of the parties hereto. Each party acknowledges that it has not executed this Agreement in reliance on any promise, re presentation or warranty not set forth herein. This Agreement may not be amended except by a writing signed by all parties hereto. 6.14 ASSIGNMENT: Neither party shall assign or transfer its interest in this Agreement without written consent of the other party. All terms, conditions, and provisions of this Agreement shall inure to and shall bind each of the parties hereto, and each of their respective heirs, executors, administrators, successors, and assigns. 6.15 GOVERNING LAW: This Agreement shall be construed as if it was jointly prepared by both parties hereto, and any uncertainty or ambiguity contained herein shall not be interpreted against the party drafting same. This Agreement shall be enforced and governed by the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state court situated in the County of San Bernardino, State of California, or in a federal court with in rem jurisdiction over the Project. 6.16 HEADINGS: Article and Section headings in this Agreement are for convenience only and are not intended to be used in interpreting or construing the terms, covenants, and conditions of this Agreement. 6.17 PARTIAL INVALIDITY: If any term, covenant, condition, or provision of this Agreement is found by a court of competent jurisdiction to be invalid, void, or unenforceable, the remainder of the provisions hereof shall remain in full force and effect, and shall in no way be affected, impaired, or invalidated thereby. 6.18 EFFECT OF DISTRICT’S WAIVER: Any failure by the DISTRICT to enforce any provision of this Agreement, or any waiver thereof by the DISTRICT, shall not constitute a waiver of its right to enforce subsequent violations of the same or any other terms or conditions herein. 6.19 AUTHORITY: The individuals executing this Agreement represent and warrant that they have the legal capacity and authority to sign this Agreement on behalf of and to so bind their respective legal entities. 15 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date first written above. CONSULTANT DISTRICT By: By: Bruce Davis, P.E. Michael Moore, P.E. Senior Vice President General Manager/CEO Albert A. Webb & Associates East Valley Water District 16 OF 16 EVWD – WEBB & ASSOC. STANDARD PROF. AGREEMENT JULY 2025 EXHIBIT A SCOPE OF WORK 6 Scope of Work The WEBB/KGI team has reviewed EVWD’s RFP, the accompanying data, and the responses to questions provided by EVWD. WEBB/KGI team has worked together on similar well drilling and equipping projects, and we understand which firm will take the lead on each task for a complete and comprehensive project, providing value to EVWD. KGI will take the lead on the drilling aspects of the project, and WEBB will take the lead on the equipping aspects of the project along with our team of other sub- consultants. We acknowledge the requested Scope of Work, deliverables, and services requested by EVWD in the RFP and are committed to completing those tasks. Additional details and issues to be addressed as part of our scope are highlighted herein. WELL DRILLING SCOPE OF WORK (KGI LEAD) TASK 1 - DRILLING - PRELIMINARY DESIGN PHASE ▶Task 1.1 Project Start-Up Our team will prepare for and attend a kickoff meeting with WEBB/KGI and EVWD personnel to discuss the proposed scope of work. The primary objective of the project kick-off meeting will be to meet face-to-face with key team members to ensure that the intent, objectives, tasks, budgets, schedules, milestones, deliverables, and data needs are properly understood and addressed. The kick-off meeting also introduces and identifies those individuals responsible for implementing each part of the work and provides a forum for discussion of critical-path tasks and how those tasks can be efficiently executed. ▶Task 1.2 Data Collection and Utility Research The project team will assess the proposed well site in terms of hydrogeological, logistical, and regulatory feasibility and constraints. This will begin with a request for information from EVWD regarding existing wells, including, but not limited to, location, construction details, well logs, production histories, pumping dynamics, aquifer test data (if available), pump efficiency test reports, groundwater elevations, and groundwater quality. Additionally, WEBB, KGI, and SKM personnel will conduct field reconnaissance at the site to identify any regulatory and/or construction constraints as well as the ongoing impact on the site for the permanent .facilities and electrical / SCADA issues. KGI will obtain and review relevant and readily available hydrogeologic data and literature for the project area and vicinity, including details of well construction for nearby active, inactive, and destroyed/abandoned wells, historical groundwater quality data, static and pumping groundwater levels, instantaneous pumping rates, specific capacity data, historical plant efficiency tests, and nearby sites of environmental concern. It is assumed that EVWD will provide information about EVWD-owned wells (active, inactive, and destroyed), site maps, and any pertinent GIS and/or CAD files for the groundwater wells, water conveyance system, sewer infrastructure, and boundaries for EVWD-owned property. Pertinent groundwater quality data from the California Division of Drinking Water online database will be queried. The location and details of sites of environmental concern, if any, will be queried from the California State Water Resources Control Board GeoTracker database. The location of petroleum and/ or hazardous liquid pipelines will be obtained from the National Pipeline Mapping System (NPMS) online database. It is assumed that utility research will be performed by others. WEBB will conduct utility research on the proposed well site, including collecting all EVWD data for the existing site improvements. ▶Task 1.3 Initial Study of Environmental Impact The project is anticipated to require an Initial Study and Mitigated Negative Declaration (IS/MND). Based on our assumptions about the project scope and description, the proposed scope of work to prepare and support an IS/ MND is given below. WEBB’s scope of services includes all the tasks necessary for the preparation and CEQA process associated with an Initial Study (IS) assumed to support a Mitigated Negative Declaration (MND) based on the Preliminary Design Report. Changes to the project design after the start of the CEQA process, including the technical studies, will require budget augmentations. We understand no federal funds or federal permits are needed for this project and therefore, no National Environmental Policy Act (NEPA) compliance is necessary. Since the new Well 152 is planned to be located within the boundaries of the existing operating EVWD District Headquarters site, limited amounts of CEQA technical studies will be required. Deliverables/Tasks related to the CEQA process are as follows: - ;Technical Studies ;Biological Resources Memo (provided by SWCA, sub-consultant) ;Cultural and Paleontology Resource Studies 7 (provided by SWCA, sub-consultant) ;Air Quality, Greenhouse Gas, Energy Analyses ;Initial Study Checklist leading to Mitigated Negative Declaration (assumes up to 2 rounds of review) ;Public Review of IS/MND – 30 calendar days (WEBB to do circulation to 30 entities and Noticing at County Clerk and State Clearinghouse) ;Response to Comments/Mitigation Monitoring and Reporting Program/Prepare Final MND (assumes up to 20 individual comments to reply to, and 2 rounds of revisions) ;Notice of Determination (EVWD pays filing fees; WEBB to file at County Clerk and State Clearinghouse) CEQA Technical Studies The analysis in the IS/MND will be supported by technical studies for air quality/greenhouse gas/energy, biological resources, and cultural resources (including paleontology). One round of revisions is included. Air Quality/Greenhouse Gas Emissions/Energy Analysis WEBB will prepare an Air Quality/Greenhouse Gas (AQ/ GHG) Analysis in accordance with the South Coast Air Quality Management District (SCAQMD) requirements to evaluate the construction and operational air quality emissions from the project. The analysis will: 1. Calculate emissions from construction activities using the SCAQMD’s CalEEMod (version 2022.1) program. 2. Prepare a regional significance threshold analysis as well as a localized significance threshold analysis using the LST Look-Up Tables, per SCAQMD requirements. 3. Compare project emissions to SCAQMD draft GHG thresholds. 4. Analyze model results and incorporate mitigation measures, as appropriate, into the computer model. It is assumed all modeling assumptions will be approved by the District prior to the commencement of any modeling and that all data required will be readily available and provided by the District. A technical memorandum will summarize project-related emissions, identify potential impacts from the project, and recommend mitigation measures to reduce those impacts, as appropriate. WEBB will also calculate the energy consumption from both construction activities and long-term energy usage, if applicable, associated with the proposed project. Energy calculations will be presented in tables and included under separate cover. This scope includes revisions from one round of District comments that are editorial in nature. Habitat Suitability Assessment/Biological Resources Assessment WEBB will team with SWCA to prepare the biological analyses needed to support the CEQA document. The following tasks will be performed: • Conduct a comprehensive literature review to identify and assess special-status biological resources with the potential to occur within or near the project area. • Perform a reconnaissance-level field survey on foot within the project study area, encompassing the project footprint and a 50-foot buffer. Survey methods will be tailored to maximize detection of potential sensitive habitats and species identified in the literature review. The survey is anticipated to require no more than one 8-hour long field day. • Prepare a Biological Resources Technical Report (BRTR) that provides an evaluation of the Project’s potential to directly or indirectly impact biological resources. The report will provide a detailed summary of the methodologies used, field survey techniques, criteria for assessing habitat suitability for special-status species and the results of both the literature review and field investigations. It will include recommendations for further studies, such as seasonal surveys, species- specific protocol surveys, or habitat assessments, along with appropriate timing considerations to ensure survey efforts align with species-specific life history requirements. The BRTR will propose feasible mitigation measures designed to avoid, minimize, or compensate for significant impacts, ensuring compliance with federal, state, and local environmental regulations. Cultural Resource Analysis and Paleontological Memo WEBB will team up with SWCA to prepare the cultural and paleontological report needed to support the CEQA document for the project. The following tasks will be performed: • Conduct a California Historical Resources Information Systems (CHRIS) records search of the Project site and a 0.5-mile radius from the South Coastal Information Center (SCIC)), which houses cultural records for Riverside County. 8 • Review the lists for the National Register of Historic Places (NRHP), the California Register of Historical Resources (CRHR), and the lists of California State Historical Landmarks and California Points of Historical Interest. • Contact the California Native American Heritage Commission (NAHC) for a review of their Sacred Lands File (SLF). The NAHC will determine if any NAHC-listed Native American sacred lands are located within or adjacent to the project site. In addition, the NAHC will provide a list of Native American contacts for the project who should be contacted for additional information. • Prepare and email a letter to each of the NAHC- listed contacts (no more than 15 tribes of individuals), requesting that they contact us if they have information about traditional land uses and sacred lands or sites of the Project area. SWCA will also conduct follow-up outreach (one-time via telephone) to non-responsive contacts. • This Native American outreach is for project informational purposes only and does not constitute compliance with Assembly Bill (AB) 52. AB 52 consultation must be conducted by EVWD. • Conduct a combination of intensive surveys in the Project area for archaeological sites in areas of soil exposure and reconnaissance surveys for the remainder of the area. • An intensive survey will include pedestrian transects at 15-meter intervals, looking at the ground surface for artifacts and archaeological features. The survey is anticipated to require no more than one four-hour-long field day. • The scope is under the assumption that the survey will be negative for archaeological resources isolates or built environment resources will be discovered during the survey. Should any resources be identified because of the records search or survey that require recordation, then augment to this scope of work and associated costs would be required • Prepare Cultural Resources Identification Memorandum summarizing the proposed Project, regulatory framework, research methodology, setting, and present the results of the negative CHRIS records search, background research, Native American and interested party outreach, a buried sensitivity summary overview, and negative field survey findings. The memorandum will discuss the proposed Project’s potential to adversely impact cultural resources and propose recommendations for appropriate management. • Prepare a Paleontological Resource Memorandum in accordance with the Society for Vertebrate Paleontology standard guidelines for the project, which will include: »A paleontological records review, literature search, and museum records (San Bernardino County Museum, Redlands, California) to determine the presence or absence of sensitive geologic formations within the project area, including a one-mile radius. • The Memorandum will detail the results of the literature review and museum records search, summarize the paleontological sensitivity of the geologic units within and in the vicinity of the project area, and assess potential impacts to paleontological resources in compliance with CEQA and other applicable state and local regulations. Based on the results of the analysis, the report will include recommended measures (as necessary), to avoid potential impacts to paleontological resources during project implementation. Assumptions for this task: 1. This scope does not include regulatory permitting, coordination, or consultation with local, state, or federal agencies for biological resources. 2. SWCA assumes records fees for the SCCIC and SBCM not exceed $750 and $500, plus 15% markup respectively. 3. The following surveys are not included as part of this scope; paleontological field survey, nesting/breeding bird surveys, multi-season surveys, protocol surveys, or pitfall trap surveys for special-status species, nor is a tree inventory. ▶Task 1.4 Design Survey A detailed land survey will be conducted to provide aerial topography supplemented by field survey where necessary, property and ROW boundaries, control, benchmarks all using NAD83 coordinates and elevations. The survey budget includes the two parcels comprising EVWD’s Headquarters and Operations site and the public right-of-way fronting the property. If, in the preliminary design, the final project footprint is significantly less than that this assumed footprint, then WEBB can offer a credit on the reduced survey scope. 9 ▶Task 1.5 Geotechnical Investigation A comprehensive geotechnical investigation will be conducted to address the design parameters, seismicity, site preparation, pipelines, chemical testing and corrosivity as listed in the RFP. Converse Consulting will perform the investigation based on two borings and prepare a comprehensive report documenting the findings and recommendations. ▶Task 1.6 Site Evaluation/Hydrogeology/ Preliminary Design Report KGI will take the lead on all aspects of the well drilling specification and related work. KGI and WEBB will coordinate throughout this phase as the exact location of the well is selected and the well drilling proceeds as it relates to the subsequent well equipping design. KGI will assess the proposed well site in terms of hydrogeological, logistical, and regulatory feasibility and constraints. This will include a detailed review of existing well information, including, but not limited to, location, construction details, well logs, production histories, pumping dynamics, aquifer test data (if available), pump efficiency test reports, groundwater elevations, and groundwater quality. KGI will also visit the proposed well site to identify and assess any logistical and permitting issues that may need to be addressed. This information will be incorporated into a PDR for the proposed well that will serve as a planning document prior to entering the permitting and final design phase. The PDR will provide a summary of hydrogeologic setting, anticipated groundwater quality, nearby sites of environmental concern, groundwater elevations, production potential, construction constraints, logistics and conflicts, regulatory issues, and permitting constraints. Logistical constraints may include site access, available space for drilling, overhead obstructions, aboveground and underground utilities, location of the construction water source, potential wastewater discharge options, noise constraints, and potential permitting constraints (i.e., sanitary setbacks, control zone requirement, discharge requirements, etc.) A high-level water level interference analysis will be included to assess the estimated magnitude of water level interference between the new well and any existing nearby active wells. A preliminary production well design will be prepared based on existing information, including a basis of design and planning- level estimate of contractor costs. It is assumed that WEBB will be responsible for any discussion of equipping and site improvements, including provision of the list of required equipment, utility improvements, and system capacity limitations, as mentioned within the RFP. KGI will submit an electronic copy of the PDR to EVWD at the 100% DRAFT stage for review and comment. Upon incorporation of comments, KGI will submit an electronic copy of the 100% FINAL PDR in addition to three (3) bound hard copies (as necessary). ▶Task 1.7 Drilling – Plans and Specifications Upon approval of the PDR, KGI will prepare detailed technical plans and specifications for drilling and construction of the new well, modify EVWD’s existing front-end contractual documents, and prepare detailed bid schedules with specific line items showing units and unit quantities for the work. Engineer’s estimates of construction cost will be prepared based on recent winning bids and materials costs for similar work within California. Critical items to be included in the technical specifications will include: • Site requirements (i.e., noise monitoring and mitigation, dust control, air quality monitoring, waste disposal, BMPs, power, lighting, construction water source, security, sanitation facilities, staging, parking, and traffic control) • Regulatory and permitting requirements • Discharge requirements • Well location, depths, dimensions, and materials (conceptual well design) • Anticipated hydrogeologic conditions. • Mobilization, demobilization, site preparation, and site restoration • Drilling methods and fluids control requirements. • Equipment, materials, and records to be furnished by the Contractor • Well drilling, zone testing, and construction procedures, including • Conductor casing and sanitary seal installation. • Pilot borehole drilling • Geophysical borehole logging • Isolated aquifer zone testing • Borehole reaming • Alignment, plumbness, borehole integrity, and drilling speed • Installation of well casing, screen, and ancillary tubing • Gravel envelope design and placement method • Annular cement seal installation • Well-development procedures (initial and final). • Aquifer pumping and recovery tests • Flowmeter survey • Title 22 groundwater quality 10 • Downhole video camera, plumbness, and alignment surveys • Well disinfection • Well head completion KGI will submit 60%, 90%, and 100% DRAFT versions of the plans and specifications to EVWD in electronic format for review and comment. As necessary, the plans and specifications will be submitted to the Division of Drinking Water and the County of San Bernardino at the 90% DRAFT level for review and comment. Upon incorporating comments from all parties, a FINAL bid-ready version, including front-end documents, will be provided, including professional stamps and signatures. TASK 2 - DRILLING – BIDDING / AWARD PHASE ▶Task 2.1 Conformed Documents After the bidding process, the project team will update the contract documents to include all addenda and clarifications issued during the bidding process (Conformed Documents). TASK 3 - FINAL WELL DESIGN ▶Task 3.1 Well Design A properly designed gravel envelope will control the production of formation sand while allowing for a highly efficient pumping well. Proper design of a gravel envelope can be accomplished through conformance with Terzaghi migration and permeability criteria, as well as appropriate uniformity coefficients and pack-to-aquifer ratios. Once an appropriate gravel envelope gradation has been designed to complement the formation materials, a screen opening size is selected to stabilize the gravel envelope. The gravel envelope gradation will be designed based on the results of sieve analyses. The location of the well screen interval(s), annular cement seal, and well appurtenances will be selected based on borehole lithology, geophysical borehole logs, and the results of isolated aquifer zone testing. Recommendations will also be provided regarding the suitability of borehole/casing depths and diameters, and materials to be used. The draft well design will be prepared by KGI and presented to EVWD in letter format for review, and KGI’s project manager will attend a design meeting at EVWD’s headquarters to discuss the proposed design before submittal to the contractor. KGI will prepare the final well design and all details necessary for the drilling contractor to implement. TASK 4 - EQUIPPING – DESIGN PHASE ▶4.1 Well Equipping - Preliminary Design Report Paying special attention to the Preliminary Design is perhaps one of the most effective Project Management tools available, having enormous impact on both project quality and project budgetary performance. WEBB places tremendous importance on the Preliminary Design as it establishes a detailed definition of the project and refines the established schedule and budget. The Preliminary Design is the roadmap for all subsequent design decisions on a project. All of the project design team members will use it in the development of the detailed design. This is the most critical time to dig deep into each design issue and come to a decision on how all of the details of the facilities will be designed. Changes at the Preliminary Design level are far easier to manage than changes late in the design process, both from a cost and quality standpoint. The Preliminary Design gives us the opportunity to efficiently and effectively review each design detail with the EVWD at the PDR Review Workshop. The PDR Workshop is a point in the project which is early enough that changes can be accommodated without impacting project design budget. This is an opportunity for the EVWD to have a real impact on project direction. EVWD input plays an enormous role in the success of the project, so EVWD should feel free to do so at the Preliminary Design stage without creating a significant design budget impact. As part of the preliminary design engineering, WEBB and our sub-consultants, SKM and Tang Structural Engineering, will prepare the necessary calculations, drawings, and exhibits as needed to support the final design to equip the well. WEBB will summarize the results in a preliminary design report (PDR) for the proposed well. The preliminary design report will summarize the supporting data for the following where applicable: • Facility layout, showing well location, building(s) to house equipment, disinfection equipment, standby power generation unit, electrical feed system, fence line, landscaping and any setbacks that may be required with up to two scenarios • Process Layout and P&ID • Preliminary selection of a well pump and electric motor • Preliminary selection of standby power generator 11 • Discharge piping and connection to EVWD water system • Preliminary selection of disinfection equipment • Preliminary meter control system • Preliminary grading and drainage • Preliminary earthwork • Preliminary electrical equipment selection • Operational description and SCADA • Preliminary architectural concept elevations and materials • Preliminary Structural design • Any impacts on the operation of the water distribution system and other facilities in the area • Applicable codes and standards, including fire and safety issues • Permitting requirements • Preliminary Drawing List • Preliminary Table of Contents for the Specifications Opinion of Probable Construction Cost WEBB will identify the bid schedule items and prepare preliminary cost estimates based on the preliminary design data. Project Schedule WEBB will also prepare a preliminary schedule for completing the equipping design and equipping of the well, including the design, bidding, award and construction tasks. Review Cycles Per the RFP requirements, WEBB anticipated three review cycles with EVWD and DDW. ▶Task 4.2 Workshop – Preliminary Design Report Review Upon completion and delivery of the draft PDR to the EVWD, Webb will conduct a workshop with EVWD Staff and DDW to discuss the design provided in the draft PDR and obtain the EVWD’s comments and recommendations. Additional coordination is likely required after the initial workshop. WEBB has planned for two additional meetings for this work. ▶Task 4.3 Process Required Permits WEBB/KGI team will obtain approvals and permits for the proposed work. Most of the key permits will be obtained by KGI based on the work from the well drilling phase. Additional permits and approvals include but are not limited to SCAQMD for the emergency genset and SCE for the electrical service plan. It is assumed that EVWD will pay any fees or charges related to these permits including SCE’s design fees for the electrical service plan. The County of San Bernardino drilling permit application filing and associated fees will be the responsibility of the drilling contractor. However, prior to filing the application it is typically necessary to coordinate with DDW and the County to avoid unexpected delays. KGI will provide support and coordination during this process, including attendance at a site meeting to discuss the proposed location of the well, the conceptual well design, control- zone requirements, and required sanitary setbacks. ▶Task 4.4 Division of Drinking Water (DDW) Coordination WEBB/KGI team will support all DDW coordination efforts and approvals by preparing and submitting documents and amended permit applications to DDW and responding to comments and input. It is assumed that the documents will be from the various design processes performed under other tasks. It will be necessary to amend EVWD’s existing California DDW Water Supply Permit pursuant to California Health and Safety Code, Division 104, Part 12, Chapter 4 (California Safe Drinking Water Act), Article 7, Section 116550, such that the proposed well can be permitted as an approved drinking water source. This process will typically require the following submittals: • Completed permit amendment application form • Drinking Water Source Assessment Program (DWSAP) documents • CEQA documentation • Well drilling plans & specifications • Well plot map • Horizontal distances table • County well drilling permit • Groundwater quality (Title 22) reports • Aquifer pumping test data • Final well data sheet • As-built plans • Chlorination data sheet • Department of Water Resources (DWR) water well driller’s report It is recommended that DDW be contacted during the pre-design phase as early coordination with DDW has proved a critical factor in mitigation of site-specific conditions, and to ensure that permitting issues do not delay the well installation process. KGI will support EVWD during this process, including completion of the permit application, preparation of preliminary and final DWSAP documents (see below), well drilling plans and specifications, a plot map, and horizontal distances table. It is assumed that exhibits stemming from construction 12 oversight and equipping, including as-builts, Title 22, aquifer testing results, DWR well completion report, etc., will be submitted by other. It is assumed that EVWD will be responsible for any required permit fees, and as such, those fees are not included in this proposal. KGI will prepare preliminary Drinking Water Source Assessment and Protection (DWSAP) documents for the proposed well in support of the domestic water supply permit amendment (see above). Preparation of the DWSAP documents requires identification of all Potentially Contaminating Activities (i.e., PCAs) within two-, five- and ten-year protection zones. These protection zones will be delineated using the modified calculated fixed-radius method, considering local groundwater flow direction, anticipated well construction details and pumping capacity, and aquifer parameters. These protection zones will be presented in map form along with identified PCAs. Those PCAs that are identified as posing the greatest environmental risk to the proposed well (if any) will be summarized in a ranked vulnerability inventory and assessed within the DWSAP documents. The preliminary DWSAP documents will be submitted to EVWD in electronic (i.e., PDF) format for review and ultimate forwarding to DDW. Once the well has been completed and tested, the preliminary DWSAP documents will be updated to reflect actual conditions (i.e., aquifer information, well as-built details, and pumping dynamics) and current PCAs. Final DWSAP documents will be submitted to EVWD in electronic format along with three (3) bound hard copies (as needed). ▶Task 4.5 Design of a diesel-powered emergency backup generator. WEBB will prepare a technical memorandum for the sizing and selection of the emergency genset for the project. Generator sizing, fuel tank sizing, noise compliance, enclosure, SCAQMD compliance, DFP requirements, Load bank requirements for testing, space, auto transfer switch, cost will all be addressed. This work will be included in the PDR. ▶Task 4.6 SCADA System Task 4.6.1 - SCADA Workshop - SKM is WEBB’s long time electrical engineering consultant covering all aspects of the engineering of the electrical and controls systems. SKM has detailed SCADA design and integration experience on numerous water resources projects. SKM will participate in a workshop with key EVWD Staff to understand EVWD’s current SCADA equipment and standards and define the limits of work between SKM and EVWD’s SCADA consultant. Task 4.6.2 – Instrumentation (Hardware) Design – SKM will provide the preliminary design for all hardware associated with the SCADA system. It is understood that others will be responsible for the programming. ▶Task 4.7 Project Schedule WEBB will prepare the initial project schedule that is presented at the kickoff meeting and then provide updates monthly and all key submittals, including 60%, 90%, and 100%. The schedule updates will reflect the project’s current status through construction and anticipated start- up. A draft schedule is included in the proposal under Section 3. General Requirements. ▶Task 4.8 Prepare Estimates WEBB and all its subconsultants will provide an opinion of probable construction costs starting at the beginning of the project, as well as preliminary design, well drilling, and well equipping in preparation for bidding. The estimate will be updated at each submittal: PDR, 60%, 90%, and 100%. ▶Task 4.9 Final Design (Equipping) Task 4.9.1 - Based on the approved preliminary design engineering, WEBB will prepare a 60% design package, including plans and specifications for both wells to be bid under one set of documents. After the 60% design review, WEBB will prepare a 90% design package, including plans and specifications addressing all previous comments and issues, with a complete set of documents ready for final review. After the review, WEBB will prepare the 100% design package, which will be ready for final signatures and bidding. SKM will lead the electrical and SCADA design for the various control loops and monitoring points as developed in the preliminary design. SKM will work closely with EVWD’s operations staff to ensure that the SCADA design complies with current system requirements and standards and will be compatible during system integration and programming. WEBB and all sub-consultants will use AutoCAD for all drawings and submit the electronic files to the EVWD after the project. 13 Plans for the additional well will include: DESCRIPTION OF PLAN SHEETS ESTIMATED NO. OF PLAN SHEETS General Title Sheet, Drawing Legend, Abbreviations, General Notes 2 Civil Site Piping and grading, miscellaneous site details, pipeline plan and profile, pump station site piping profiles, connection piping details, pipeline notes and details 5 Mechanical Mechanical notes and general details, Well pump sections and details, Chemical room sections and details, On-site disinfection system, and Backup Diesel Generator Plan & Details. 3 Structural Building Sections, roof plan, floor plan and structural details 3 Instrumentation Process and instrumentation symbols and abbreviations, P&ID - Well, P&ID - On-site Disinfection System, Control Panel 2 Electrical Electrical symbols, schedules and abbreviations, Electrical details, Single line diagram Main Switchboard / Motor Control Center (MCC) elevation, Telemetry plan and diagrams, wiring diagrams, Well site Electrical power – lighting – alarm systems plan. 7 Electrical Design Plans WEBB’s electrical sub-consultant, SKM, will incorporate into the plans and specifications instrumentation and controls which will provide for manual operation of the well facility in the event of telemetry failure, or if delivery and installation of telemetry equipment will delay completion of the project. The proposed well will be integrated into EVWD’s existing SCADA system. SKM, after consultation with EVWD, will specify the SCADA hardware required to be installed by the well equipping contractor. Seamless compliance with existing equipment and SCADA system is important. EVWD may also conduct a Radio Path study for the signal transmission from the well site to the other locations within EVWD’s SCADA monitoring system. Discharge Piping and Pump to Waste Piping The well will pump directly into the EVWD’s existing waterline system. For purposes of the proposal, approximately 500 LF. of pipeline design is included. The well pump to waste piping and site drainage will drain likely drain off-site in the immediate area to local drainages. For purposes of the proposal, approximately 500 LF. of pipeline design is included. Bid Documents and Technical Specifications WEBB will incorporate the well equipping design for both wells into a single bid package using the EVWD’s standard format (EVWD will provide the “Up Front Documents” and format required). WEBB will prepare all technical specifications and special provisions and the appropriate standard drawings to cover the necessary items in accordance with EVWD’s standards and requirements. WEBB will also prepare the bidding sheets including bid schedule and quantities. WEBB will reproduce and submit sets of plans and specifications as needed to all stakeholders, as needed to other affected agencies/ utilities (hard copy or electronically – preferred). The technical specifications will include the following: • Contractor Qualifications • Site conditions • Permit and Local Requirements • Piping and Appurtenances • Well Disinfection Equipment • Enclosure for chlorination equipment • Pumping Equipment • Generator Equipment including fuel supply • Electrical/Telemetry Equipment • Site Grading and Improvements • Structural and Architectural • Testing and Disinfection WEBB will submit electronic files of the drawings and specifications to EVWD at the conclusion of the project. WEBB will submit plans, specifications and cost estimates during the following: • 60% Submittal • 90% Submittal (At 90% completion, WEBB will submit any requested design calculations and catalog cuts of all selected/specified equipment and a revised construction cost estimate.) • 100% Submittal Task 4.9.2 - Workshops – Construction Document Review - Additional workshops will be held with EVWD Staff at the 60%, 90%, and 100% submittal stages. WEBB will prepare the agenda, facilitate the meeting and prepare the meeting minutes. Comments received from EVWD staff will be incorporated into the contract documents, as deemed within the scope of work. 14 Task 4.9.3 - Quality Control Review - The quality control for this project will be embedded in every stage of the project development. Our QA/QC Program is designed to enhance the cooperation and synergy between the disciplines in-house, our design teams, sub-consultants, and EVWD. Our entire staff is part of the QA/QC Program and each plays a significant role in its implementation. As an underlying principle of our QA/QC Program, WEBB will utilize senior level staff not directly involved with the project to review the work product, applying their experience and knowledge to each aspect of the project. After the design has been developed, the project will receive a comprehensive internal peer review prior to submittal and coordination with EVWD. This peer review will be utilized to ensure the design is clear, concise, comprehensive, and most importantly, meets the objectives of EVWD and the detailed scope of services required for the project. Task 4.9.4 - Potholing Services - WEBB will utilize C-Below to provide eight (8) potholes to determine both vertical and horizontal location of potential utilities with the potential to conflict the proposed discharge pipeline or pump to waste pipeline. Permits and traffic control needed to complete pothole operations are included in this proposal. Pothole activities will not start until a potholing exhibit has been provided to and approved by EVWD. The actual potholing will be implemented based on the approved potholing exhibit. The number of potholes will be adjusted either up or down along with the potholing budget. TASK 5 - BID PHASE SERVICES ▶Task 5.1 Conformed Documents WEBB will prepare a conformed set of documents for the well equipping work at the conclusion of the bidding phase that incorporate all the addenda or clarifications issued during the bidding phase. WEBB will provide an electronic set of plans and specifications to EVWD for distribution to the selected Contractor. Project Management/Coordination/Meetings WEBB will perform tasks related to project management. WEBB will attend up to ten progress meetings throughout the project. The progress meetings will be used to present and discuss key issues and details for the project to EVWD Staff. Other tasks include status reports, invoicing, and coordination with EVWD, the WEBB design team, and sub-consultants. This task includes up to 48 hours of time for WEBB’s Environmental Team to meet, coordinate, maintain schedules, and manage the CEQA and Technical Studies necessary for this project. If hours for this task are exceeded, additional authorization will be required. City of Ontario Well No. 43 P_2025-0122 3788 McCray Street, Riverside, CA 92506 | P:951.686.1070 | F:951.788.1256 | www.webbassociates.com G:\Proposals\FORMAL PROPOSALS\East Valley Water District\20250122 - Well No. 152 Drilling and Equipping ESS\Optional Tasks Proposal\EVWD Well No. 152 - Proposal for Optional Tasks.docx June 27, 2025 SCOPE FOR ALL OPTIONAL TASKS FOR WELL NO. 152 WEBB will perform the following Scope of Engineering Services for the subject project: Task 2.2 Address RFIs During Drilling Bid Phase 2.2.1 Bid Support • Upon entering the bid phase, KGI will prepare for and attend a pre-bid meeting with EVWD, WEBB, and prospective drilling contractors to discuss key points within the technical plans and specifications, and to answer questions regarding site conditions, staging, preliminary well design, schedule and other hydrogeologic or contractual matters. During the bidding process, KGI will and addenda). Once the bidding process is complete, KGI will evaluate bids and will provide recommendations regarding award. Task 3.2 Construction Observation Drilling Phase 3.2.1 Project Management and Meetings • KGI will conduct general project administration and coordination during the drilling construction phase, including preparation and attendance at construction progress meetings, as needed. Additional meetings, such as pre-bid, pre-construction, zone test, and design meetings are included under their respective tasks. 3.2.2 Project Management and Meetings • KGI will conduct a pre-construction meeting and site walk with EVWD, WEBB, and the selected drilling contractor to establish the final location of the well and address any logistical issues with equipment setup. Discussion will also include, but not be limited to submittals, permit requirements, noise mitigation, discharge issues, air quality monitoring, construction water source location, site access, work schedules, submittal of pay requests, and communication protocol. KGI will prepare project manager will provide construction management support, including contractor submittal review, response to RFIs and RFCs, change order review, project schedule review, contractor progress payment request review for accuracy, and regular construction updates. 3.2.3 Installation of Conductor Casing and Sanitary Seal • KGI will provide full-time field observation during drilling of the conductor borehole and installation of the conductor casing and sanitary cement seal to an anticipated depth of 50 feet below ground surface (bgs). KGI will document the conductor casing material, borehole and casing diameters, and casing wall thickness to verify conformance with the technical specifications and final design. The cement mix used for the sanitary seal will be compared to design and the time of mixing will be noted to ensure that an extended period has not taken place between mixing and delivery to the Page 2 of 7 site. Cement samples will be collected during installation and submerged in drilling fluid to simulate downhole conditions. These samples will be monitored to ensure that the cement has sufficiently set, particularly when multiple cement pours are specified. Additionally, KGI will coordinate with the drilling contractor and the County inspector to ensure that the sanitary seal is in conformance with regulatory requirements. 3.2.4 Pilot Borehole Drilling • KGI will provide part-time field observation during drilling of the pilot borehole to an anticipated depth of approximately 750 feet bgs. Composite formation cuttings will be collected at 10-foot intervals or at major changes in the character of formation materials. Each sample will be classified utilizing the Unified Soil Classification System (USCS) visual method. During drilling, KGI will witness measurement of pertinent drilling fluid parameters to optimize protection of water-bearing formations and borehole integrity. Additionally, KGI will witness borehole drift surveys at 100 intervals to confirm borehole verticality. Assuming an average drilling rate of 10 feet per hour, and a 24-hour per day work schedule, it is anticipated that borehole drilling will take approximately three (3) to four (4) days to complete. 3.2.5 Geophysical Logging • Upon completion of pilot borehole drilling, KGI will provide full-time field observation services of downhole geophysical borehole logging for the following anticipated geophysical suite: o Short- and long-normal resistivity o Focused resistivity (i.e., Laterolog-3 or guard) o Temperature o Spontaneous-potential o Single-point resistance o Gamma-ray o Sonic velocity / variable density These geophysical logs, in combination with borehole lithology, will be used to identify target aquifer intervals for isolated aquifer zone testing, and will inform the final well design. 3.2.6 Select Isolated Aquifer Zone Test Intervals • KGI will review borehole lithology and geophysical survey logs, and will select three (3) 20-foot aquifer interval for isolated aquifer zone testing, to confirm general groundwater quality and verify that there are no unexpected constituents of concern present within the aquifer. This interval will be presented to EVWD in electronic letter format within 24 hours of the completion of geophysical logging. Upon approval by EVWD, the recommended zone test interval will be provided to the drilling contractor for field implementation. 3.2.7 Isolated Aquifer Zone Testing • KGI will provide part-time field observation during isolated aquifer zone testing and will provide close monitoring during construction and testing of the zone. We recommend that zone testing be performed at discharge rates exceeding 200 gallons per minute (gpm), if possible, to ensure that representative sampling of the aquifer is taking place and that the aquifer is being sufficiently Page 3 of 7 stressed to provide the best possible field data. It is further recommended that turbidity measurements taken from pumped groundwater be less than 10 nephelometric turbidity units (NTUs) for at least three hours prior to collecting water quality samples. • After the zone has been appropriately developed to the satisfaction of KGI, groundwater samples will be collected and delivered to a State-certified water quality testing laboratory for analysis. For cost estimating purposes, it is assumed that the drilling contractor will contract with the laboratory directly and will be responsible for laboratory fees. Field water quality measurements will be collected during pumping and at the time of sample collection, including pH, temperature, electrical conductivity, dissolved oxygen, total dissolved solids, and turbidity. The recommended water quality analytical suite will be presented to EVWD for approval prior to implementation. It is recommended that groundwater quality samples be analyzed on a 72-hour (i.e., 3-day rush) turn- around-time as the results of these analyses will be integral for determining the final well design. Instantaneous discharge rate, and static and pumping water levels, will also be measured frequently during pumping of each zone to allow an assessment of aquifer pumping dynamics (including pressure head and specific capacity). 3.2.8 Borehole Reaming • KGI will provide part-time field observation during reaming (i.e., enlargement) of the pilot borehole to an anticipated depth of approximately 750 feet bgs. During drilling, KGI will witness measurement of pertinent drilling fluid parameters to optimize protection of water-bearing formations and borehole integrity. Additionally, KGI will verify that borehole depths and diameters are in conformance with the final well design and technical specifications. For cost estimating purposes, assuming an average drilling rate of 10 feet per hour, and a 24 hour per day work schedule, it is anticipated that borehole reaming will take approximately three (3) to four (4) days to complete. Following borehole reaming, KGI will witness a caliper survey of the enlarged borehole, the purpose of which is to measure and verify borehole diameters and depths prior to well construction. 3.2.9 Well Construction • KGI will provide full-time field observation during installation of the well casing, screen, ancillary tubing, filter media, and annular seals to ensure placement in accordance with the final well design and technical specifications. Installed volumes of the gravel envelope and cement seal will be checked throughout the construction process to verify that there are no bridges and/or voids within the annular space between the well casing and borehole wall. KGI personnel will document all construction materials as they are delivered to the site, including the well casing, well screen, ancillary tubing, gravel envelope, and sealing materials. Casing materials will be documented to verify that dimensions and material types are in conformance with the final well design. Each load of the gravel envelope material will be sampled upon delivery and sieved to verify that the as- delivered gradation meets design parameters. Cement mixes will be compared to design and the time of mixing will be noted to ensure that an extended period has not taken place between mixing and delivery to the site. Cement samples will be collected during installation and submerged in drilling fluid to simulate downhole conditions. These samples will be monitored to ensure that the cement has sufficiently set, particularly when multiple cement pours are specified. Page 4 of 7 3.2.10 Initial Well Development • Well development is a critical phase of well installation, and successful well development will provide for an efficient well from which aquifer yield and groundwater quality can be assessed. The goal is to remove as much residual drilling fluids as is considered practical and to grade the gravel envelope and near-well zone such that water can be transmitted as efficiently as possible without producing formation sand. • The first phase of well development is particularly critical and typically consists of swabbing while simultaneously airlifting or pumping the entire length of well screen in 10-foot increments. For each interval of screen, sand production will be measured immediately following swabbing, and as the discharge clears. Those intervals exhibiting significant sand production (i.e., greater than approximately 1 ml/L) or high turbidity will be targeted for additional development on subsequent passes through the well screen. KGI will provide full-time field observation during initial well development. • It is estimated that approximately 96 hours of airlift development will be sufficient to develop the well. This can vary based on many factors, including the drilling fluid properties, formation characteristics, well design, and the actual length of well screen. As such, KGI will review data collected during the development process and provide real-time recommendations regarding the need for additional development. Following demobilization of the drilling rig, KGI will coordinate with the drilling contractor regarding installation of the test pump to ensure that the pump is suitably sized, and that the intake is set at an appropriate depth within a blank section of well casing. 3.2.11 Final Well Development by Pumping and Surging • The second phase of well development consists of pumping and surging with a temporary test pump to be furnished by the contractor. During the final development process, pumping will begin at low rates, with no surging, slowly building to the maximum specified pumping rate (typically 1.5x the anticipated design pumping rate). Gentle surging will then begin at lower rates, becoming increasingly aggressive as development progresses. Tests for sand production and specific capacity will be performed throughout the process to measure the progress of development. Once specific capacity approaches a maximum, sand production approaches a minimum, and well performance criteria are met, development is considered complete and the aquifer pumping test phase can begin. KGI will provide full-time field observation during final well development. • Typically, approximately 60 hours of final well development is sufficient to properly develop a well of this anticipated depth. However, this can vary based on many factors, including the drilling fluid properties, formation characteristics, and final well design. As such, KGI will review data collected during final development and provide real-time recommendations regarding the need for additional development. 3.2.12 Aquifer Pumping Tests • KGI will provide full-time field observation during an 8-hour step-drawdown pumping test, the purpose of which is to allow calculation of well efficiency and determine an appropriate rate for the constant rate pumping test. During the test, static and pumping water levels, totalizer flowmeter readings, and sand production, will be measured at specified intervals. Page 5 of 7 • Following the step-drawdown test, KGI will provide part-time field observation during the 24-hour constant rate drawdown test, the purpose of which is to determine a recommended instantaneous pumping rate, allow calculation of short- and long-term pumping dynamics, and establish an optimal pump intake setting. As with the step drawdown test, totalizer flowmeter readings and sand production will be measured at specified intervals. Recovering water levels will be measured for a period of 4 hours following cessation of pumping. • Toward the end of the constant rate pumping test, groundwater samples will be collected by KGI personnel and submitted to a State-certified laboratory under chain-of-custody protocol for Title 22 and PFOA/PFOS analysis. Field water quality measurements will be collected at the time of sample collection, including pH, temperature, electrical conductivity, dissolved oxygen, total dissolved solids, and turbidity. A flowmeter (i.e., spinner) survey will be conducted approximately 2 hours before cessation of pumping as a means of quantifying depth-specific groundwater flow contribution. 3.2.13 Downhole Video & Gyroscopic Alignment Surveys • KGI will provide full-time field observation during a downhole dual-cam video survey to verify and document well construction details and to serve as a record of the as-built condition of the well. KGI will also provide full-time field observation during plumbness and alignment testing of the well to verify acceptable verticality. It is anticipated that testing will take the form of a gyroscopic alignment survey and will take place at the time of the video survey. 3.2.14 Analyze Aquifer Pumping Test Data • Data collected from the aquifer pumping tests will be analyzed immediately following completion. KGI will use the results of the analysis to make recommendations regarding optimal operational parameters, including instantaneous pumping rate, short- and long-term drawdown characteristics, well efficiency, and recommended pump intake setting. Analysis, results, and recommendations will be presented to the EVWD in letter format with appropriate charts, figures, and data. 3.2.15 - Reporting • KGI will assemble all relevant construction records from the project and provide this information in a comprehensive written summary report. The report will include a summary of the project, construction timeline, daily field reports, an inventory of the materials installed, an as-built profile of the well, borehole lithology, pumping test charts, recommended well capacity and pumping dynamics, geophysical surveys, video surveys, field data, and groundwater quality. An electronic draft summary report will be presented to EVWD for review, and, upon incorporation of comments, an electronic copy and three (3) bound hard copies of the final version will be submitted, as needed. All digital files (including photographs, video and geophysical survey logs) will also be provided with the final submittal. Task 5.2 Bid Support Well Equipping Phase 5.2.1 Basic Services Page 6 of 7 • Upon entering the bid phase, WEBB will prepare for and attend a pre-bid meeting with EVWD, WEBB, and prospective well-equipping contractors to discuss key points within the technical plans and specifications, and to answer questions regarding site conditions, design, schedule and other contractual matters. prepare bid addenda as necessary (assumes up to three [3] RFIs and addenda). Once the bidding process is complete, WEBB evaluate bids and will provide recommendations regarding award. Task 7 Construction Support 7.1 Basic Services • WEBB agrees to perform all the necessary professional, engineering, and any other necessary engineering services mutually agreeable to the parties for the Project in a timely and professional manner, consistent with the standards of the profession, including those provided for herein. 7.2 Communication with District • WEBB will participate in consultations and conferences with authorized representatives of District and/or other local, regional, or State agencies concerned with the Project, which may be necessary for the completion of the Project or the development of documents in accordance with the applicable standards and requirements of law and the District. Such consultations and conferences will continue throughout the planning and development of the Project. Webb will take direction only for this Project, including any Construction Manager contracted by the District. 7.3 Monthly Billing and Billing Status Reports • WEBB will provide monthly invoices with supporting status reports. Webb will provide to the Project Manager one (1) electronic copy (smart pdf). 7.4 Coordination and Cooperation with Construction Manager • The District may contract out a construction manager to administer and coordinate all or any part of the Project on its behalf. If the District does so, it will provide a copy of its agreement with the Construction Manager so that Webb will be fully aware of the duties and responsibilities of the Construction Manager. WEBB will cooperate with the Construction Manager and respond to any requests or directives authorized by the District to be made or given by the Construction Manager. Webb will request clarification from the District in writing if the Consultant has any questions regarding the authority of the Construction Manager. 7.5 Preconstruction Meeting • WEBB will attend the pre-construction meeting with the District and selected contractor. WEBB will provide technical support to the District in addressing questions at the pre-construction meeting 7.6 On-Site Construction Management and Inspection and Construction Meetings • WEBB will take periodic site visits to the construction site to monitor the progress of construction and assess any conflicts which may arise during construction. Visits to be coordinated with the Page 7 of 7 WEBB will also participate in bi- weekly construction meetings (virtual) as requested by the District (assume 10 meetings). 7.7 Change Order Management • WEBB will assist the District orders. team will compile and prepare the change order supporting documentation and Webb will review, evaluate, and advise the District as to the impact on the contract time and cost and perform independent estimates of the proposed change order work (Assume 10 change orders). 7.8 Request for Information • 40). 7.9 Submittal Review • Coordinate/Communicate with District and Construction Manager on review of submittals, schedules and samples. Review submittals for conformance with specifications (Assume 80 submittals). 7.10 Design Revisions • Coordinate with Construction Manager and Contractor on any proposed design deviations to the plans from contractor or DISTRICT (Assume 20). 7.11 Final Inspection/Green Tag Inspection and Punch List • WEBB electrical sub-consultant, Design West, will provide a Green Tag inspection required by SCE to proceed with energizing the transformer. Additionally, Webb will assist the District in 7.12 Coordination Close-Out and Submittal of Final Documents • WEBB will prepare the record drawings on the original as-built mylar drawings and specifications and prepare and print new sheets as required. 7.13 Final Payment • WEBB will assist the District in evaluation and approving the Contractor s final payment. 2025-0122 3788 McCray Street, Riverside, CA 92506 | P:951.686.1070 | F:951.788.1256 | www.webbassociates.com G:\Proposals\FORMAL PROPOSALS\East Valley Water District\20250122 - Well No. 152 Drilling and Equipping ESS\FINAL SUBMITTED\Budget Breakdown.docx East Valley Water District – Well 152 Drilling and Equipping Budget Summary Base Fee Task 1 - Drilling - Preliminary Design Phase 1.1 Project Start-Up $8,747 1.2 Data Collection and Utility Research $7,563 1.3 Initial Study/MND/Tech Studies $98,172 1.4 Design Survey $21,555 1.5 Geotechnical Investigation $22,914 1.6 Site Evaluation/Hydrogeology/PDR $10,315 1.7 Drilling - Plans and Specifications $17,873 Total Task 1 $187,139 Task 2 - Drilling - Bidding and Award Phase 2.1 Conformed Documents $3,119 Total Task 2 $3,119 Task 3 - Drilling - Final Design Phase 3.1 Well Design $6,254 Total Task 3 $6,254 Task 4 - Equipping - Design Phase 4.1 PDR $37,578 4.2 Workshop - PDR Review $4,081 4.3 Process Required Permits $3,498 4.4 DDW Coordination $12,488 4.5 Design of Diesel Emergency Genset $6,126 4.6.1 SCADA System - Workshop $4,753 4.6.2 SCADA System - Design $17,637 4.7 Project Schedule $1,188 4.8 Prepare Estimates $2,984 4.9.1 Construction Document Preparation $101,469 4.9.2 Workshops - Construction Doc's $4,221 4.9.3 Quality Control Review $9,262 4.9.4 Potholing Services $18,391 Total Task 4 $223,676 Page 2 Task 5 - Equipping - Bidding/Award Phase 5.1 Conformed Documents $4,694 Total Task 5 $4,694 Task 6 - Project Management 6.1 Project Meetings (10) $6,483 6.2 Reporting and Invoicing $4,248 6.3 Project Management $23,524 Total Task 6 $34,255 Total Base Fee $459,137 Optional Tasks 2.2 Address RFI's during Drilling Bid Phase $3,425 5.2 Address RFI's during Equipping Bid Phase $3,548 3.2 Construction Observation - Drilling Phase $97,517 7 Construction Support - Well Equipping Phase - See Detail Below $128,109 Total Optional Tasks $232,599 Task 7 - Construction Support Equipping -Detail 7.1 Basic Services $3,060 7.2 Communication with District $7,672 7.3 Monthly Billings and Status Reports $5,154 7.4 Coordination with Construction Manager $8,518 7.5 Pre-Construction Meeting $982 7.6 Meetings (10 Visits and 10 Meetings) $10,467 7.7 Change Order Management (Assume 10) $9,760 7.8 Requests for Information (Assume 40) $22,632 7.9 Submittal Review (Assume 80) $35,374 7.10 Design Revisions (Assume 20) $13,710 7.11 Final Inspection and Punch List $3,589 7.12 Close-Out and As-Builts $6,304 7.13 Review Final Payment $887 Total Task 7 $128,109 ii Fee Schedule Fee Schedule SCH 2023(07/01/2023) CLASSIFICATION Engineers/Project Managers/Planners/Scientists/ Rates Assessment/Special Tax Consultants/Landscape Architects/Designers $/Hour Principal II.............................................................................................................................. 312.00 Principal I ............................................................................................................................. 298.00 Senior III ............................................................................................................................... 280.00 Senior II ................................................................................................................................ 267.00 Senior I ............................................................................................................................... 258.00 Associate III .......................................................................................................................... 240.00 Associate II ........................................................................................................................... 229.00 Associate I ............................................................................................................................ 217.00 Assistant V ........................................................................................................................... 196.00 Assistant IV .......................................................................................................................... 176.00 Assistant III ........................................................................................................................... 163.00 Assistant II ............................................................................................................................ 147.00 Assistant I ............................................................................................................................. 130.00 Survey Services 2-Person Survey Party .......................................................................................................... 326.00 1-Person Survey Party ......................................................................................................... 234.00 Inspection Services Construction Manager II ...................................................................................................... 280.00 Construction Manager I ....................................................................................................... 200.00 Inspector (Non-Prevailing Wage) ......................................................................................... 141.00 Inspector Overtime (Non-Prevailing Wage) .......................................................................... 190.00 Inspector (Prevailing Wage) ................................................................................................. 152.00 Inspector Overtime (Prevailing Wage)................................................................................... 200.00 Administrative Services Project Coordinator .............................................................................................................. 141.00 Administrative Assistant III ................................................................................................... 120.00 Administrative Assistant II .................................................................................................... 107.00 Administrative Assistant I ..................................................................................................... 85.00 Other Direct Expenses Incidental Charges ............................................................................................................... Cost + 15% Postage ................................................................................................................................ Cost Subcontracted Services ....................................................................................................... Cost + 15% Special Consultant………………………………………………………………………………… 385.00 Survey/Inspection Per Diem ................................................................................................. Prevailing Wage Rate In-House Delivery Up to 1/2 hour ......................................................................................... 36.00 In-House Delivery 1/2 Hour up to 1 Hour ............................................................................. 70.00 In-House Delivery Over 1 Hour up to 2 Hours ...................................................................... 130.00 In-House Delivery Over 2 Hours ........................................................................................... 185.00 Survey/Inspection Vehicle .................................................................................................... 0.81/Mile Mileage ................................................................................................................................. 0.72/Mile Note: All rates are subject to change based on annual inflation and cost of living adjustments. Prevailing wages are dictated by the California Department of Industrial Relations (DIR). As such, the indicated rate will remain in effect until revised rates are published by the DIR. The rate shown shall be subject to renegotiation to remain in compliance with State requirements if prevailing wages are increased by the DIR. * A FINANCE CHARGE of 1 ½ % per month (18% per year) will be added to any unpaid amount commencing thirty (30) days from invoice date. A mechanic’s lien may be filed for any invoice remaining unpaid after thirty (30) days from invoice date.