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HomeMy WebLinkAboutAgenda Packet - Community Advisory Commission - 05/19/2026COMMUNITY ADVISORY COMMISSION MAY 19, 2026 East Valley Water District was formed in 1954 and provides water and wastewater services to 107,000 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. COMMISSIONERS Vacant Commissioner Jose Ibarra Commissioner Jeannie Lindberg Commissioner Judy Walsh Commissioner Dwayne Anthony Commissioner Byanka Velasco Commissioner Mark Falcone Commissioner William Ringland Director of External Affairs & Customer Experience Community Advisory Commission Meeting May 19, 2026 ­ 6:00 PM 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 PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 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. 1.Approve the February 17, 2026 Community Advisory Commission Meeting Minutes INFORMATIONAL ITEMS 2.Crisis Communications Plan 3.Fiscal Year 2026­27 Budget Overview REPORTS 4.Commissioners’ Comments 5.Staff’s Comments ADJOURN COMMUNITY ADVISORY COMMISSIONMAY 19, 2026East Valley Water District was formed in 1954 and provides water and wastewater services to107,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5­member elected Board.COMMISSIONERSVacantCommissioner Jose IbarraCommissionerJeannie LindbergCommissioner Judy WalshCommissionerDwayne AnthonyCommissioner Byanka VelascoCommissioner Mark Falcone Commissioner William Ringland Director of External Affairs & Customer Experience Community Advisory Commission Meeting May 19, 2026 ­ 6:00 PM 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 PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 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. 1.Approve the February 17, 2026 Community Advisory Commission Meeting Minutes INFORMATIONAL ITEMS 2.Crisis Communications Plan 3.Fiscal Year 2026­27 Budget Overview REPORTS 4.Commissioners’ Comments 5.Staff’s Comments ADJOURN COMMUNITY ADVISORY COMMISSIONMAY 19, 2026East Valley Water District was formed in 1954 and provides water and wastewater services to107,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5­member elected Board.COMMISSIONERSVacantCommissioner Jose IbarraCommissionerJeannie LindbergCommissioner Judy WalshCommissionerDwayne AnthonyCommissioner Byanka VelascoCommissionerMark FalconeCommissioner William RinglandDirector of External Affairs & Customer ExperienceCommunity Advisory Commission MeetingMay 19, 2026 ­ 6:00 PM31111 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 PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 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. 1.Approve the February 17, 2026 Community Advisory Commission Meeting Minutes INFORMATIONAL ITEMS 2.Crisis Communications Plan 3.Fiscal Year 2026­27 Budget Overview REPORTS 4.Commissioners’ Comments 5.Staff’s Comments ADJOURN Agenda Item #1 May 19, 20261 Meeting Date: May 19, 2026 Agenda Item #1 Consent Item Regular Meeting TO: Commission Members FROM: Director of External Affairs & Customer Experience SUBJECT: Approve the February 17, 2026 Community Advisory Commission Meeting Minutes RECOMMENDATION That the Community Advisory Commission approve the February 17, 2026 meeting minutes. DISTRICT PILLARS AND STRATEGIES V - Community Engagement, Advocacy, and Leadership a. Utilize Effective Communication Methods to Foster Exceptional Community Relations FISCAL IMPACT There is no fiscal impact associated with this agenda item. Respectfully submitted: ________________ William Ringland Director of External Affairs and Customer Experience ATTACHMENTS February 17, 2026 Meeting Minutes Page 1 of 3 2 7 4 1 Draft pending approval EAST VALLEY WATER DISTRICT February 17, 2026 COMMUNITY ADVISORY COMMISSION MINUTES PUBLIC COMMENTS APPROVAL OF CONSENT CALENDAR Page 2 of 3 2 7 4 1 INDUSTRY BENCHMARKS UPDATES The Finance Manager provided an update on the District’s annual industry benchmarks, highlighting key performance indicators in finance, operations, rates, and customer service. He shared that these comparisons measure performance of strategic initiatives and how they relate to District goals, industry guidelines, and neighboring water/wastewater agencies. Updates included information on operating fund, capital replacement reserves, pipeline maintenance, water main breaks, staffing efficiencies, water affordability, and call wait time. Information only. The General Manager/CEO provided an overview of the District’s 5-Year Work Plan as a key planning tool that bridges the adopted Strategic Plan to annual budgeting and prioritization. He reviewed the five District pillars from the Strategic Plan and highlighted projects that fall under each one, and how they are planned out over the next five years. Projects include improving data analytics, enhancing customer service options through leak alerts and electronic billing, long term infrastructure projects such as groundwater wells, water main replacements and improving power reliability. The plan also continues to support community engagement through water education programs and strategic communications. Information only. Mr. Anthony stated that information never ceases to amaze him and thanked staff. Mr. Ibarra thanked staff for the transparency of the information. Ms. Lindberg asked staff what they can do as commissioners to help the District. Ms. Velasco echoed the appreciation for the District’s transparency and strategic planning efforts, stating that they are a clear guide should a future rate adjustment come up, and she understands that there is a plan. Ms. Walsh stated that she continues to be impressed when she sees District crews working in the field and how clean and well-maintained their vehicles are. She also inquired if the District offered a level-pay plan to customers. Information only. Page 3 of 3 2 7 4 1 STAFF COMMENTS The Director of External Affairs & Customer Experience provided updates on the Water Education Foundation’s Layperson’s Guide to the Colorado River Basin, which was shared with the Commission, and on the recently concluded 2026 Student Art contest, stating that winners will be recognized at an upcoming Board meeting. He also highlighted that water bottles featuring the winning artwork are produced for use in emergency response situations to provide drinking water to the community when needed. Information only. The meeting adjourned at 7:02 p.m. William Ringland Public Affairs/Conservation Manager Agenda Item #2 May 19, 20261 Meeting Date: May 19, 2026 Agenda Item #2 Informational Item Regular Meeting TO: Commission Members FROM: Director of External Affairs and Customer Experience SUBJECT: Crisis Communications Plan RECOMMENDATION This agenda item is for informational purposes only, no action is required. BACKGROUND / ANALYSIS East Valley Water District has updated the Crisis Communications Plan to strengthen and maintain effective communication with the community. During emergencies or significant operational incidents, timely, accurate, and coordinated communication plays an important role in protecting public health, maintaining trust, and supporting an effective community response. The updated plan introduces a refreshed set of communication templates designed for rapid deployment across a range of potential scenarios. These templates provide staff with ready-to-use messaging examples for website alerts, social media posts, and media statements. While every possible situation cannot be anticipated, the templates provide a starting point that allows the District to quickly communicate updates and information to the community during time- sensitive situations. The plan also includes a situational checklist to assist staff in quickly gathering critical information when incidents occur. This checklist helps guide Public Affairs staff through key questions and identifies important partners and stakeholders who may need to be contacted during an incident. Public Affairs will incorporate the Crisis Communications Plan into its annual training program and conduct scenario-based exercises designed to test communication procedures, improve response times, and identify opportunities to refine messaging strategies. These exercises will also help the District identify where additional scenarios or tools may be needed as the plan continues to evolve. Through these efforts, East Valley Water District continues to strengthen its ability to provide timely, accurate, and reliable information to the community when residents need it most. DISTRICT PILLARS AND STRATEGIES Agenda Item #2 May 19, 20262 Meeting Date: May 19, 2026 Agenda Item #2 Informational Item III - Organizational Resiliency a. Advance Emergency Preparedness Efforts V - Community Engagement, Advocacy, and Leadership a. Utilize Effective Communication Methods to Foster Exceptional Community Relations FISCAL IMPACT There is no fiscal impact associated with this agenda item. Respectfully submitted: ________________ William Ringland Director of External Affairs and Customer Experience ATTACHMENTS Presentation Crisis Communications Plan May 19, 2026 William Ringland, Director of External Affairs and Customer Experience Community Advisory Commission CRISIS: EXPECT THE UNEXPECTED 2 CRISIS COMMUNICATION MATTERS 3 •Emergencies require immediate information and action •Accurate updates protect public health •Clear communication builds public trust •Supports coordinated response within the community STRENGTHENING CRISIS COMMUNICATION 4 •Staff updated the District’s Crisis  Communication Plan •Added ready-to-use messaging templates for emergency scenarios •Introduced a situational checklist for incident information gathering •Supports faster and more coordinated public outreach CHANNELS OF COMMUNICATION 5 Method / Channel Speed District Coverage FEMA IPAWS Very Fast Widespread Coverage Website Alert Very Fast Widespread Coverage Facebook Very Fast Limited Coverage Ring Neighbors Moderately Fast (posting delays of 30+ minutes) Moderate Coverage NextDoor Fast Limited Coverage Instagram Fast Limited Coverage X Fast Limited Coverage Customer Service Hotline Fast Limited Coverage District Office Notice Moderately Fast Limited Coverage Press Releases Moderately Fast Moderate Coverage Water Distribution Stations Slow Moderate Coverage Door-to-Door Notices Slow Widespread Coverage Email Alert Fast Limited Coverage Press Conference Slow Moderate Coverage YouTube Slow Moderate Coverage Radio Slow Widespread Coverage INCIDENT INFORMATION GATHERING 6 •Plan includes an incident checklist to support staff during emergencies •The checklist helps staff: •Gather critical incident information •Identify key questions early •Contact partners and stakeholders •Coordinate communication during incidents RAPID RESPONSE MESSAGING 7 •Updated plan introduces communication templates designed for rapid deployment •Templates include messaging for: •Talking points •Media statements •Website alerts •Social media posts •Tools will provide a starting point for staff to deliver quick and consistent updates PREPAREDNESS AND TRAINING 8 •Public Affairs will incorporate the Crisis Communications Plan into its annual training program •Staff will participate in scenario-based exercises to: •Test communication procedures •Improve response times •Refine messaging strategies •Identify opportunities to expand scenarios and tools EFFECTIVE COMMUNICATION 9 •District continues to strengthen its ability to provide: •Timely information •Accurate updates •Reliable communication during emergencies •Ensuring residents receive information when they need it most DISCUSSION Agenda Item #3 May 19, 20261 Meeting Date: May 19, 2026 Agenda Item #3 Informational Item 1 8 3 3 Regular Meeting TO: Commission Members FROM: General Manager/CEO SUBJECT: Fiscal Year 2026-27 Budget Overview RECOMMENDATION This agenda item is for informational purposes only, no action is required. BACKGROUND / ANALYSIS Each year, the District undertakes the development of its annual budget-an essential tool that serves as both a financial plan and an operational guide for implementing the District’s strategic initiatives. This comprehensive process reflects the District’s commitment to fiscal responsibility, transparency, and the effective delivery of services to the community. Budget development begins in the fall with a review and update of the 5-Year Work Plan, which informs the formulation of District-wide goals and objectives. These foundational priorities guide the creation of departmental goals and objectives, which are subsequently presented to the Governing Board for review and input. The fiscal year for the District is July 1 through June 30. Portions of the budget, including revenue and capital improvements, are presented to the Board in Spring. Careful consideration is given to aligning resources with strategic priorities, ensuring the District maintains a balanced budget that supports long-term sustainability and high-quality service. As part of the District’s continued efforts to promote transparency and community engagement, the draft budget is reviewed by the Community Advisory Commission prior to final consideration. This added layer of public involvement enhances accountability and trust in the budgeting process. The proposed budget will be presented to the Governing Board during a public budget workshop scheduled for June 10, 2026. Final adoption will be considered at the Regular Board Meeting on June 24, 2026. The approved budget will take effect at the start of the new fiscal year on July 1, 2026. By upholding principles of balanced budgeting and transparent governance, the District ensures that its financial planning remains aligned with the organization’s mission and the long-term needs of the community. Agenda Item #3 May 19, 20262 Meeting Date: May 19, 2026 Agenda Item #3 Informational Item 1 8 3 3 DISTRICT PILLARS AND STRATEGIES II - Sustainability, Transparency, and Accountability a. Uphold Transparent and Accountable Fiscal and Resource Management V - Community Engagement, Advocacy, and Leadership a. Utilize Effective Communication Methods to Foster Exceptional Community Relations FISCAL IMPACT There is no fiscal impact associated with this agenda item. Program goals and objectives will be used to support funding requests submitted in the proposed 2026-27 fiscal year budget, which will be submitted for Board review at the first Board meeting in June. Respectfully submitted: ________________ Michael Moore General Manager/CEO ATTACHMENTS Draft Goals & Objectives by Program FY 2026-27 Budget Overview FY 2026-27 Governing Board The Governing Board is the legislative body of the organization. Comprised of five members elected at-large to four-year staggered terms of office. Governing Board members are responsible for providing leadership, direction, and serving as the organizational policy makers. Goals Objectives 1 Provide Organizational Direction and Set Expectations through Policy Decisions Consistent with the 5- Year Work Plan Conduct General Manager/CEO annual evaluation. Review and approve the 5-Year Work Plan update. Maintain fiduciary responsibility and transparency while setting budgets and approving rates to support the 5-Year Work Plan. 2 Engage Stakeholders Regarding District’s Capital Expenditure Priorities Meet with community members and local agencies to share current Work-in-Progress. Meet with legislators to discuss Federal/State funding opportunities and legislative priorities. Communicate rate study findings to stakeholders and community. 3 Engage Elected Officials and Community on the District’s Strategic and Legislative Priorities Review and adopt the updated Legislative Platform. Engage with legislators to promote the legislative platform. Meet with community, local, and regional elected officials to promote the Strategic Plan, Goals, and Objectives. General Administration General Administration is responsible for ensuring the District’s business and daily activities are performed following Federal, State, and Governing Board approved policies. The General Manager/CEO provides daily oversight for interagency relations for advancing the District’s initiatives. Additionally, the General Manager/CEO implements strategic planning for future operations and capital improvement funding requirements and resource allocation. Goals Objectives 1 Evaluate Dissolving City Creek Water Company Negotiate with final shareholder to purchase remaining shares and consider disposition of properties. Evaluate disposition of City Creek Water Company assets. 2 Enhance Document Management Process Continue to scan vital documents and incorporate them into the electronic document repository. Continue destruction of documents in compliance with the Records Retention Policy. Implement automated workflow and naming convention for Operations’ electronic file management. Train departments on the process/standards of classifying files in accordance with the Records Retention Policy. 3 Optimize Agenda Management Platform Review current agenda management platform and determine if new features or upgrades are necessary. 4 Organizational Priorities and Philosophies Determine direction and activities of the Community Heritage and Education Foundation (CHEF). Assess and review District processes, systems, staffing, and regulations. Coordinate Board Member Elections and orientation process for directors. Develop and maintain procedures to declare properties for surplus. Human Resources & Risk Management Human Resources & Risk Management is responsible for administering programs to attract and retain a diverse and qualified workforce. To remain an industry leader, this Program analyzes compensation and benefits packages against the market and implements new initiatives based upon market demands. Acknowledging the need to build a work-life balance to support a successful workforce, Human Resources & Risk Management creates programs focused on the health and wellness of all employees. Additionally, Human Resources & Risk Management administers the Risk Management Program to: mitigate personnel injuries, property damage, and financial loss for the District; the Emergency Preparedness Program to ensure business continuity and recovery efforts in the event of a disaster; and the Pathway Program which provides water industry career education and internship opportunities to local students. Goals Objectives 1 Advance the District’s Emergency Preparedness Program Develop an emergency preparedness training program and prepare employees to follow plans established by the District. Develop and update District Emergency Operations Center training materials and enhance EOC supply inventory. Establish a vehicle and equipment inspection program to ensure the District’s fleet is fully prepared for emergency response. 2 Promote a Positive Organizational Culture that Maintains a Supportive and Encouraging Work Environment Update the District’s Succession Plan to continue identifying organizational growth, prepare for future retirements, and continue to provide training and development opportunities for staff. Implement agreed-upon salaries, benefits, and related programs as approved with the MOU. Facilitate quarterly activities that support employee engagement, team building, and empowerment. Develop a plan for converting employee personnel records into a secure electronic format. Research and launch a new employee engagement survey. 3 Promote Regional Involvement and Provide Workforce Experience and Educational Opportunities Actively engage schools within the District’s service area to promote participation in water industry workforce experiences. Enhance educational Pathways and interactive tours of the SNRC with hands on lab experiments for students to understand wastewater physical and biological processes. Public Affairs Public Affairs oversees internal and external communication programs consistent with the District’s Vision and Strategic Plan. Through community and media relations, this Program provides effective and strategic communications to various stakeholders. Public Affairs is also responsible for grant writing, legislative affairs, and the facility rental programs. Goals Objectives 1 Enhance Strategic Community Engagement Initiatives Develop a Strategic Communications plan to enhance and refine the District’s messaging while engaging the community. Engage with community members and organizations through pop-ups, presentations, and local events. Identify new community groups, HOAs, and informal neighborhood organizations to develop relationships with the “informal” community leaders. Conduct a community recruitment process and onboarding/training to fill CAC vacancies. 2 Utilize Communication Methods that Enhance the District’s Priorities Refine customer messaging touchpoints to enhance the new customer welcome packets and monthly customer bill. Audit and review the customer experience and identify improvements necessary to better communicate and improve the experience. 3 Legislative and Grants Continue to monitor, track, and review legislative bills that have an impact on District customers. Continue to monitor and respond to grant opportunities in accordance with the District’s grant platform. Conservation Conservation is responsible for overseeing programs that facilitate and encourage sustainable water use throughout the District. Additionally, this program is responsible for communicating conservation benchmarks to various regulatory agencies, preparing regulatory compliance documents, and monitoring regulatory conservation requirements. Goals Objectives 1 Coordinate Program Working Groups to Complete Conservation Reports and Monitor Progress on Water Use Efficiency Objectives Continue to hold internal coordination meetings for the purpose of tracking informational data requests for State mandated reports and identifying data inputs for new reporting requirements. Prepare and submit required water efficiency reports such as the Drought and Conservation reporting and Urban Water Use Objectives. Facilitate water efficiency programs to meet Urban Water Use Objectives. Submit an updated ordinance with including Nonfunctional Turf mandates to the State Water Resources Control Board by required deadline. 2 Evaluate Rebate Program Success and Implement Program Modifications Objectives Digitize the rebate program and improve the customer experience. Continue to analyze water consumption data to better understand historical conservation responses to forecast trends. Enhance rebate programs to maximize customer water savings through development of new rebate opportunities specifically focused towards CII accounts and the removal of turf. 3 Engage and Educate the Community on Water Resources Consistent with State Curriculum Objectives Continue to engage with students in a classroom environment to provide current water conservation and water resource materials consistent with State curriculum. Engage the CII community of nonfunctional turf requirements. Finance & Accounting Finance and Accounting oversees the business operations of the District to provide accountability and adequate control over the use of District funds. Staff maintains the financial systems and records in accordance with GAAP as well as applicable laws, regulations, and District policies. Goals Objectives 1 Strengthen Financial Management, Reporting, and Strategic Planning Review adequacy of all utility services to establish rates of current costs. Review and implement financial GASB 103 reporting standards. Ensure fiscal agent account transactions for revenue and CFD bonds are recorded timely. Consider alternatives for new capital financing needs, including issuing new debt. Review and assess the current investment strategy, investment manager relationships, and investment types. 2 Improve Governance, Compliance, and Operational Controls Conduct internal assessment of the contract compliance and RFP posting process. Create a Credit Card policy for Board approval. Update the Fraud Prevention and Operating and Capital Budget policies for Board approval. Assess the District’s current Tyler ERP and review potential implementation of the platform. 3 Transition from an Annual Financial Budget to a Biennial Document Develop the two-year budget framework and forecasting tools. Expand financial planning to include multi-year projections and assumptions. Prepare an annual budget with a second-year projection. Refine assumptions and processes based on internal use before full implementation. Information Technology The Information Technology (IT) Program oversees the District’s technology infrastructure to support essential business and operational functions. The functions utilize industry specific software programs required to meet agency needs. This Program implements routine cybersecurity training campaigns to mitigate financial and data loss. In addition to software management, IT proactively schedules hardware replacements from the point of procurement to installation. Goals Objectives 1 Ensure Reliability of Technology Infrastructure for Primary Business and Operation Requirements Replace technology that has reached end of its useful life to comply with hardware replacement schedule. Migrate the District’s phone system to Session Initiated Protocol (SIP) trunk routing through the CISCO platform. Upgrade three SNRC SCADA servers. 2 Enhance Systems and Cybersecurity Measures for Response Functions Evaluate CISCO advanced cybersecurity applications to monitor application performance, and quickly identify and resolve connectivity issues across internal and external network paths. Enhance and upgrade VMWare platform for SNRC SCADA hardware. 3 Analyze Current Systems to Enhance Reporting and Automate Processes Continue to work with the General Manager/CEO and Department heads to identify data-based decisions and source of supporting data. Work with Finance and Operations to create workflow and update Fixed Asset information for GIS tracking. Implement a GIS internal portal that displays the District’s pressure zones. Customer Service The Customer Service Department serves as the primary point of contact for residents and businesses, assisting with account setup, billing inquiries, and service requests. They help customers understand their water usage, resolve issues, and ensure timely payment processing. Goals Objectives 1 Address Organizational Service Needs Streamline customer payment process and assess processing fees charge to ratepayer. Develop training SOP for Customer Service Representatives to ensure consist onboarding and professional development. Continue seeking cooperation from the County and City of San Bernardino to identify additional billable ADUs within mutual service areas. 2 Enhance Customer Utilization of Resource Conservation Tools Create customized leak alerts and over-budget usage notifications to help customers track their water consumption. Assess the District’s approach to customer paperless billing and encourage use of paperless billing. 3 Refine Data in Billing System Toward Compliance with State Indoor and Outdoor Water Usage Goals Continue to track the number of household occupants in the Billing system to reconcile with District population from external sources. Reduce the number of accounts with default occupant numbers by 10%. Complete final 3% classification for Commercial, Industrial, and Institutional (CII) customers in accordance with WaterUse regulations. Meter Services The Meter Services Program maintains a network of approximately 23,000 Advanced Metering Infrastructure (AMI) meters. The AMI meter Program provides the District and its customers with near real-time consumption information; and conducts routine maintenance, testing, and replacement of meters to ensure billing is accurate. Goals Objectives 1 Continue Preventative Maintenance and Inspections of the AMI System Identify eight vault lids for replacement. Visually inspect meter boxes in routes where read problems are occurring. 2 Work Towards a Goal of 95% Read Reliability Continue to monitor read reliability throughout the District and provide the General Manager/CEO with monthly updates. Conduct an evaluation to identify which data collectors need replacement. 3 Continue Meter Testing Programs in Compliance with State Water Audits Best Practices Conduct an audit of 10% of large meters for accuracy to ensure compliance with AWWA standards. Replace large meters that do not meet AWWA standards. Engineering The Engineering Program responsibilities include infrastructure planning, maintaining a safe and reliable water supply, and ensuring compliance with Federal and State regulations. This Program also oversees wastewater collection and reclamation capital projects. Goals Objectives 1 Develop and Implement the District’s Capital Improvement Program to Address Rehabilitation and Maintenance Needs While Preparing for New Development Complete construction of the water facilities upgrade at Plant 101. Conduct the bid phase and start construction of grant-funded pipeline replacements (Dwight/Sterling), pending FEMA approval of Phase I. Complete grant-funded design package for pipeline replacements (Mountain/Marshall). Initiate and complete rehabilitation of the reservoir at Plant 99. Construct water monitoring wells near Plant 40 for recycled water recharge testing. Evaluate treatment process improvements to allow treatment of lower quality local surface water to optimize the cost of operating Plant 134. 2 Develop Plans to Optimize District Water and Energy Resources Complete construction of equipping the new well at Plant 129. Develop RFP for Engineering analysis of alternative energy generation opportunities. Complete well drilling and equipping design packages and initiate drilling construction for new Well 152 at District Headquarters site to improve water supply capacity. Water Production Water Production is responsible for the daily monitoring and operations of the entire water production system to ensure preventative maintenance of all pumps, motors, wells, boosters, reservoirs, pressure regulating valves (PRVs), hydro-pneumatic plants, and the SCADA system. This Program is also responsible for the delivery of Santa Ana River water through the North Fork Water Company canal/pipeline. Goals Objectives 1 Implement a Plan to Identify and Enhance Water Sources’ Requirements Due to the SNRC Discharge Location Work with Engineering team and contractor on new well equipping at Plant 129. Work with Engineering team and contractor on drilling new well at District Headquarters (Plant 152). 2 Enhance the SCADA System to Improve Water Production Reliability Evaluate and replace aging equipment in SCADA cabinets at all District sites. Replace emergency UPS batteries at all District sites. 3 Rehabilitate Plant Components to Ensure Water Production Coordinate replacement and associated plumbing repairs with Water Maintenance for isolation valves critical to the Intermediate and Lower Zones PRV (Pacific/Osbun). Solicit proposals and finalize new master agreements for pump and motor maintenance. Replace obsolete soft start electrical device at plant sites. Water Treatment Water Treatment is responsible for the management of two different sources of supply used by the District. The District operates Plant 134, a Surface Water Treatment Plant, that can treat Santa Ana River water and imported water from the State Water Project. Staff also operate two unique groundwater treatment facilities. Goals Objectives 1 Maximize Plant 134 Water Production Monitor backwash sludge for the solids handling process. Prioritize in real-time which source water to use for District needs. 2 Develop a Long-Term Replacement Plan Based on Plant Performance Track individual membrane integrity test (MIT) results and repairs to prioritize replacement schedule. Begin Phase I of the second cycle to replace membrane trains at Plant 134. 3 Evaluate Aging Infrastructure and Technology at Plant 134 Evaluate replacement of control systems. Replace sedimentation isolation valves. Replace chlorine dosing pump. Water Quality Water Quality is responsible for ensuring District compliance with State and Federal Drinking Water Regulations. This program manages Backflow Prevention, Water Sampling, Fire Hydrant Flushing Programs, and the Fats, Oils, and Grease (FOG) program for SNRC pre-treatment. Goals Objectives 1 Evaluate Water Quality Regulations and Improve Process Efficiencies to Enhance Water Quality Compliance Complete the update on Watershed Sanitary Survey that is required every five years. Conduct performance testing of re-activated carbon for possible use at Plants 134 and 28A. Maintain overall water quality compliance with State and Federal requirements. 2 Implement California Cross-Connection Control Policy Handbook Requirements Update District Ordinance to reflect State Policy changes. Continue site assessments in accordance with plan submitted to State. 3 Evaluate FOG Program Procedures for Effectiveness Continue to identify and investigate non-permitted locations for compliance. Work with Department staff to obtain inspector certification and training. Continue to evaluate program costs to ensure fees are adequate. Water Maintenance The Water Maintenance Program is responsible for repair and replacement of the District’s 300 miles of water pipeline. Water Maintenance coordinates with Engineering and Water Production to install water service lines, fire hydrants, meters, valves, and all related equipment. Crew members remain on standby during non-business hours to respond to customer after hours requests and emergencies. Goals Objectives 1 Prioritize Preventative Maintenance to Ensure Water System Supply Readiness Exercise approximately 1,200 isolation valves in the Distribution System to ensure readiness. Replace or repair all isolation valves identified as inoperable during valve exercise program. Coordinate with Production to perform valve replacements to Production and Treatment Facilities. Inspect, flush, and maintain 3,000 hydrants on a three-year cycle. 2 Continue Replacement Program for Water Mains Identify undersized and high priority water mains located within easements to determine whether to replace or abandon. Replace 8,000 feet of undersized water mains located within the District’s service area. Onboard two new Field Service Workers to assist with the water main replacement program. 3 Continue to Work with Production to Identify any Inoperable Valves at Plants/PRV Stations Exercise valves inside plants. Identify inoperable valves. Replace inoperable valves as needed. Wastewater Collection The Wastewater Collection Program performs routine inspections, cleaning, repairs, and replacement of the District’s 230 miles of collection pipelines. The District’s collection system has been engineered to use best practice gravity flow conveyance prior to treatment. California public health code mandates the District is responsible for inspection of wastewater collection systems. The pipeline inspection program uses a sewer inspection camera/transporter and closed-circuit television (CCTV) technology. The videoing software allows the operator to document pipeline condition attributes and location data for maintenance or replacement consideration. Along with videoing the collection pipeline, the Wastewater Collection Program conducts a daily sewer cleaning program using specialized equipment. The jetting program ensures the entire system is cleaned within 24 months, and high maintenance areas are cleaned more regularly. Goals Objectives 1 Continue Wastewater Collection System Maintenance and Management Video inspect and assess 75 miles of District sewer mains. Schedule foam blasting of identified areas to control roots. Clean 130 miles of sewer main. 2 Provide Support for the New Fats, Oils, and Grease (FOG) Program (check MH) Identify and inspect unpermitted dischargers within the collection system. Transition FOG inspection from contractor to in-house. Maintain overall system-wide compliance. 3 Keep Sewer Mains Clear of Pests and Obstructions Schedule to spray 2,500 manholes for insect control. Conduct an evaluation to identify areas requiring additional Smart Cover alarm implementation. Water Reclamation The Water Reclamation Program is responsible for treating and disinfecting up to eight million gallons of wastewater per day (MGD) at the District’s new water recycling plant known as the SNRC. SNRC operations include anaerobic digestion for energy generation to offset the cost of power needed to operate the plant. Goals Objectives 1 Evaluate SNRC Resourcing Continue participating in the summer internship program and provide learning opportunities at the SNRC. Continue to maintain an Operator in Training Program (OIT). Identify specialized system and equipment maintenance needs above current staff capacity. 2 Meet and Exceed Compliance Requirements for the SNRC Continue to manage and enforce a pre-treatment program. Continue to submit yearly Air Quality Management District (AQMD) emissions reports. Continue to submit Waste Discharge Requirements (WDR) and Master Recycling permits and reports; monthly, quarterly, and annually. 3 Operate the SNRC to Ensure Long-Term Sustainability and Resource Optimization Continue to provide operator training on the Computerized Maintenance Management System (CMMS). Continue to participate financially in coalition to implement recommendations of Salt Mitigation Feasibility Study. Continue to review backup power plan at the SNRC to ensure reliable operations of the plant and feasibility of an SCE Preferred Service (PE). Optimize digester operations to 50% average (75% end-of-year) on-site energy needs. Complete construction of the fifth Membrane Bioreactor (MBR) at the SNRC. Facilities Maintenance Facilities Maintenance is responsible for the maintenance of all District facilities. The district has several locations throughout the 30.1 square mile service area for operating the utility systems. The Program’s oversight includes administration buildings, water facilities, a water reclamation facility (SNRC), District-owned vacant properties, and easements. The purpose of this Program is to mitigate expenses by maintaining a complex facilities management system to achieve Program goals. Goals Objectives 1 Update and Adhere to Project Priority List for Upgrade / Rehabilitation of District Facilities Work with Operations Manager to Insert New Project Proposals into Priority List. Contract for painting the building at Plant 33. Contract for wall extensions at plants 108 and 33 to prevent site damage from hillside erosion. Contract for slurry seals at plants 134, 108 and district HQ to prevent costly damage to asphalt base and ensure staff and customer access to facilities. Work with Fleet Program Manager to install new chargers for electric fleet vehicles / equipment. Work with Contractor selected to assist in coordinating the upgrades on HQ remodel. 2 Maintain Focus on Access Control and Security Needs at District Sites Upgrade perimeter fencing at Plants 25, 99, 107, and 130. Identify camera monitoring options at plant sites. Reinforce doors at plant sites to harden security. 3 Assist Administration with Disposal of Surplus Parcels Identify comprehensive list of properties to be considered for disposal. Coordinate creation of a heatmap of parcel sites. Identify a real estate broker to assist with selling District properties. Fleet Maintenance Fleet Maintenance is responsible for the preventative maintenance program for all District vehicles and heavy equipment. This includes the procurement of fleet items and maintaining compliance with State and Federal air quality rules and regulations. The District fleet is comprised of light and heavy-duty utility trucks for water and wastewater crew members to maintain District infrastructure. The heavy equipment category of the fleet includes large, specialized equipment for routine maintenance and inspection of the water distribution, wastewater collection, and treatment systems. Goals Objectives 1 Identify Vehicles and Equipment Eligible for Surplus and Disposal Prepare justification and presentation to the Board for disposal. Arrange for disposal of surplus vehicles and equipment. Purchase new vehicles for the fleet. 2 Continue to Implement the Air Quality Management Program Manage all air quality regulations for AQMD and California Air Resources Board (CARB). Transmit emissions data to the Bureau of Automotive Repair (BAR) using Network Fleet devices. Submit offroad diesel and off roading reporting system (DORRS). 3 Gain Understanding of New Legislation Affecting the Fleet Maintenance Program Research and understand fleet regulations. Contract vendor to ensure the District is in compliance with zero emission regulations. FY 2026-27 BUDGET SUMMARY WATER FUND WASTEWATER FUND RECLAMATION FUND FY 2026-27 TOTAL Water Sales 20,450,000$ -$ 1,200,000$ 21,650,000$ Meter Charges 12,346,000 - - 12,346,000 Penalties 414,000 120,000 180,000 714,000 Wastewater System Charges - 7,021,000 - 7,021,000 Wastewater Treatment Charges - -15,062,000 15,062,000 Other Operating Revenue 115,000 65,000 1,000,000 1,180,000 Miscellaneous Revenue 884,000 210,000 2,630,000 3,724,000 Employment Expenses 11,959,900$ 3,212,100$ 2,442,000$ 17,614,000$ Water Costs 934,000 - - 934,000 Power Costs 3,225,000 - 1,912,000 5,137,000 Materials & Supplies 2,068,400 203,600 1,365,000 3,637,000 Contract Services 9,221,100 3,142,900 5,198,000 17,562,000 Other Operating Expenses 463,300 125,700 24,000 613,000 Debt Principal 1,033,000$ 180,000$ 4,527,000$ 5,740,000$ Debt Interest Expense 716,000 94,000 3,015,000 3,825,000 Other Non-Operating Expense 490,000 210,000 - 700,000 Capital Outlay 821,000 7,500 772,500 1,601,000 Transfer To (From) Reserves 3,277,300 240,200 816,500 4,334,000 Page 1 of 5 EAST VALLEY WATER DISTRICT CONSOLIDATED FINANCIAL SUMMARY DISTRICT-WIDE SUMMARY 2024-25 Actuals 2025-26 Budget 2025-26 Projected 2026-27 Budget % Changed 4100 - Water Sales 21,280,115$ 20,137,000$ 21,331,147$ 21,650,000$ 8% 4200 - Meter Charges 10,829,537 11,525,000 11,549,750 12,346,000 7% 4301 - Penalties 702,881 580,000 738,141 714,000 23% 4400 - WW Collection Charges 6,673,940 6,870,000 6,875,807 7,021,000 2% 4500 - WW Treatment Charges 12,687,984 13,835,000 13,900,292 15,062,000 9% 4600 - Other Operating Revenue 4,794,820 550,000 10,261,740 1,180,000 115% 4700 - Interest and Other Revenue 3,589,826 26,851,000 25,574,758 3,724,000 -86% 4801 - Gain on Disposal of Assets (81,006) - 18,464 - 0% - -- - 1000 - Governing Board 292,361$ 266,000$ 240,207$ 349,000$ 31% 2000 - General Administration 1,337,613 1,364,000 1,308,792 1,420,000 4% 2100 - Human Resources 3,594,110 4,066,000 3,885,887 4,024,000 -1% 2200 - Public Affairs 1,332,529 1,631,000 1,470,345 1,763,000 8% 2300 - Conservation 421,926 626,000 580,024 697,000 11% 3000 - Finance & Accounting 1,517,842 1,591,000 1,669,001 1,936,000 22% 3200 - Information Technology 1,739,208 1,978,000 2,145,269 2,174,000 10% 3300 - Customer Service 2,348,113 2,332,000 2,153,497 2,509,000 8% 3400 - Meter Services 315,911 315,000 360,184 163,000 -48% 4000 - Engineering 1,714,640 1,551,000 995,841 1,652,000 7% 5000 - Water Production 4,924,816 6,782,525 7,225,881 6,534,000 -4% 5100 - Water Treatment 1,682,133 1,775,000 2,135,728 1,777,000 0% 5200 - Water Quality 502,875 666,000 667,652 777,000 17% 6000 - Water Maintenance Admin 511,975 493,000 580,676 389,000 -21% 6100 - Water Maintenance 3,746,946 3,924,000 4,063,621 4,277,000 9% 6200 - Wastewater Collection 747,783 990,000 841,819 1,039,000 5% 6300 - Water Reclamation 10,000,149 10,481,000 13,138,621 10,941,000 4% 7000 - Facilities Maintenance 2,344,955 2,237,475 2,324,172 2,088,000 -7% 7100 - Fleet Maintenance 846,951 938,000 839,800 988,000 5% - -- - Debt Principal 5,633,349$ 5,783,000$ 5,783,000$ 5,740,000$ -1% Debt Interest Expense 5,196,322 3,932,000 3,932,000 3,825,000 -3% Other Non-Operating Expense - 700,000 700,000 700,000 0% Capital Outlay - 1,794,000 1,794,000 1,601,000 -11% Capital Improvement 636,220 4,041,000 4,041,000 - -100% Transfer To (From) Reserves 9,089,370 20,091,000 27,373,082 4,334,000 -78% Page 2 of 5 FY 2026-27 FUND/PROGRAM RELATIONSHIP PROGRAM WATER FUND WASTEWATER FUND RECLAMATION FUND TOTAL 1000 - Governing Board 244,300$ 104,700$ -$ 349,000$ 2000 - General Administration 994,000 426,000 - 1 ,420,000 2100 - Human Resources & Risk Management 2,816,800 1,207,200 - 4 ,024,000 2200 - Public Affairs 1,234,100 528,900 - 1 ,763,000 2300 - Consevation 697,000 - - 697,000 3000 - Finance & Accounting 1,355,200 580,800 - 1 ,936,000 3200 - Information Technology 1,521,800 652,200 - 2 ,174,000 3300 - Customer Service 1,756,300 752,700 - 2 ,509,000 3400 - Meter Services 163,000 - - 163,000 4000 - Engineering 1,156,400 495,600 - 1 ,652,000 5000 - Water Production Administration 824,000 - - 824,000 5000-51 - Source of Supply 4,102,000 - - 4 ,102,000 5000-52 - Pumps & Boosters 1,084,000 - - 1 ,084,000 5000-54 - Reservoirs 524,000 - - 524,000 5100 - Water Treatment 1,777,000 - - 1 ,777,000 5200 - Water Quality 777,000 - - 777,000 6000 - Maintenance Administration 350,100 38,900 - 389,000 6100 - Water Maintenance 4,277,000 - - 4 ,277,000 6200 - Wastewater Collection - 1,039,000 - 1 ,039,000 6300 - Water Reclamation - - 10,941,000 10,941,000 7000 - Facilities Maintenance 1,526,100 561,900 - 2 ,088,000 7100 - Fleet Maintenance 691,600 296,400 - 988,000 TOTAL OPERATING EXPENSES 27,871,700$ 6,684,300$ 10,941,000$ 45,497,000$ Page 3 of 5 FY 2026-27 CAPITAL OUTLAY FUNDED BY OPERATING REVENUE WATER WASTEWATER WATER RECLAMATION TOTAL Hardware Replacements 45,000$ 7,500$ 22,500$ 75,000$ SNRC SCADA Phase I (Servers and Network Switches)- - 350,000 350,000 Upper SAR HCP - - 400,000 400,000 Tank Mixer 108 30,000 - - 30,000 Fencing at Various Sites 325,000 - - 325,000 Obsolete Asset Demolition and Removal 150,000 - - 150,000 Vehicles (3) 271,000 -- 271,000 TOTAL CAPITAL OUTLAY 821,000$ 7,500$ 772,500$ 1,601,000$ Page 4 of 5 CIP 5-YEAR PROGRAM SCHEDULE (FY 2027-31)YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 PROJECT Meter Replacement Program 200,000 200,000 - 2,500,000 200,000 3,100,000 Canal Zone Storage Reservoir - 1,600,000 10,000,000 8,000,000 - 19,600,000 Plant 134 Membrane Replacement 460,000 483,000 507,000 532,000 559,000 2,541,000 Tank/Reservoir Rehabilitation 1,070,000 1,145,000 1,225,000 1,311,000 1,403,000 6,154,000 Plant 134 Pretreatment Feasibility Study - 100,000 - - - 100,000 Reservoir Seismic Retrofits (Grant)- 3,600,000 3,600,000 2,400,000 - 9,600,000 Reservoir Seismic Retrofits (Reserves)- 900,000 900,000 600,000 - 2,400,000 Seismic Mitigation Main Replacement - Dwight/Sterling (Grant)- 4,800,000 7,950,000 - - 12,750,000 Seismic Mitigation Main Replacement - Dwight/Sterling (Reserves)- 1,600,000 2,650,000 - - 4,250,000 Seismic Mitigation Main Replacement - Marshall/Mountain (Grant)- - 4,800,000 7,950,000 - 12,750,000 Seismic Mitigation Main Replacement - Marshall/Mountain (Reserves)- - 1,600,000 2,650,000 - 4,250,000 Plant 129 Well Design & Construction 3,500,000 - - - - 3,500,000 Well 152 Design & Construction - District Headquarters (Grant)1,000,000 1,900,000 - - - 2,900,000 Well 152 Design & Construction - District Headquarters (Reserves)1,000,000 2,450,000 - - - 3,450,000 Well 3 of 3 - - 500,000 3,000,000 3,000,000 6,500,000 Water Main Replacements 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 9,000,000 Facility Relocations 100,000 100,000 100,000 100,000 100,000 500,000 Facility Relocation - Baseline Bridge Water Main - - 1,000,000 - - 1,000,000 Facility Rehabilitations 444,000 75,000 75,000 75,000 75,000 744,000 Plant 101 Upgrade/Rehabilitation 950,000 - - - - 950,000 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 PROJECT Additional Membrane Bioreactor 1,600,000 - - - 1,600,000 Weaver Basin - Shallow Well 150,000 - - - 150,000 Monitoring Well C 1,000,000 - - - 1,000,000 SNRC MBR Membrane Replacement - - - - 1,400,000 1,400,000 Repair Cogen (High Sulfide Damage)- - - - - - Replace Diffusers - 500,000 500,000 500,000 - 1,500,000 Replace UV Lamps - 150,000 150,000 - - 300,000 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 PROJECT Water Replacement Reserve 4,224,000 7,053,000 8,557,000 10,768,000 7,337,000 37,939,000 Water Capacity Fees 4,500,000 2,000,000 2,000,000 2,000,000 - 10,500,000 Water Grants 1,000,000 10,300,000 16,350,000 10,350,000 - 38,000,000 Bond / Debt Proceeds - 1,600,000 10,000,000 8,000,000 - 19,600,000 Wastewater Operating Revenue - - - - - - Wastewater Replacement Reserve - - - - - - Wastewater Capacity Fees - - - - - - Wastewater Revenue Bonds - - - - - - Reclamation Capacity Fees 2,750,000 - - - - 2,750,000 Reclamation Replacement Reserve - 150,000 150,000 - 1,400,000 1,700,000 Reclamation Grants / SGIP - 500,000 500,000 500,000 - 1,500,000 Page 5 of 5