regular meeting agenda las virgenes municipal water …

LAS VIRGENES MUNICIPAL WATER DISTRICT4232 Las Virgenes Road, Calabasas, CA 91302

AGENDAREGULAR MEETING

Members of the public wishing to address the Board of Directors are advisedthat a statement of Public Comment Protocols is available from the Clerk ofthe Board. Prior to speaking, each speaker is asked to review these protocols,complete a speakers' card, and hand it to the Clerk of the Board. Speakers willbe recognized in the order the cards are received. A live webcast of themeeting will be available at LVMWD.com. Also, a web-based version of thespeaker card is available for those who would like to submit written commentselectronically or request to make public comment by telephone during themeeting.

The Public Comments agenda item is presented to allow the public to addressthe Board on matters not on the agenda. The public may also presentcomments on matters on the agenda; speakers for agendized items will berecognized at the time the item is called up for discussion.

Materials prepared by the District in connection with the subject matter on theagenda are available for public inspection at 4232 Las Virgenes Road,Calabasas, CA 91302. Materials prepared by the District and distributed to theBoard during this meeting are available for public inspection at the meeting oras soon thereafter as possible. Materials presented to the Board by the publicwill be maintained as part of the records of these proceedings and areavailable upon request to the Clerk of the Board.

9:00 AM April 23, 2019

PLEDGE OF ALLEGIANCE

1 CALL TO ORDER AND ROLL CALL

2 APPROVAL OF AGENDA

3 PUBLIC COMMENTS

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Members of the public may now address the Board of Directors ON MATTERS NOTAPPEARING ON THE AGENDA, but within the jurisdiction of the Board. No actionshall be taken on any matter not appearing on the agenda unless authorized bySubdivision (b) of Government Code Section 54954.2

4 CONSENT CALENDAR

Matters listed under the Consent Calendar are considered to be routine, non-controversial and normally approved with one motion. If discussion is requested by amember of the Board on any Consent Calendar item, or if a member of the publicwishes to comment on an item, that item will be removed from the Consent Calendarfor separate action.

A List of Demands: April 23, 2019 (Pg. 5)Ratify

B Minutes: Regular Meeting of April 9, 2019 (Pg. 32)Approve

C Purchase Order for Contract Laboratory Services: Amendment (Pg. 41)

Authorize the General Manager to increase the purchase order with WeckLaboratories, Inc., by $25,000, from $65,000 to $90,000, for the period of July1, 2018, through June 30, 2019.

5 ILLUSTRATIVE AND/OR VERBAL PRESENTATION AGENDA ITEMS

A Proclamation Recognizing Deborah Peters, Public Affairs Associate, for25-1/2 Years of Service

B MWD Representative Report (Pg. 43)

C Legislative and Regulatory Updates

D Water Supply Conditions Update (Pg. 49)

E Emergency Response Plan and Earthquake Preparedness

6 TREASURER

7 BOARD OF DIRECTORS

A ACWA/JPIA Business Meeting and Election: Executive Committee andCalifornia Water Insurance Fund Board (Pg. 51)Consider the candidates for the upcoming ACWA/JPIA election and providefeedback to Director Charles Caspary prior to casting the District's vote for fourmembers to serve on the Executive Committee and two members to serve onthe California Water Insurance Fund Board.

8 FACILITIES AND OPERATIONS

A Mulholland Bridge Temporary Pipeline Installation: Declaration ofEmergency (Pg. 70)

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Pass, approve and adopt proposed Resolution No. 2553, declaring anemergency that requires immediate action without delay to install a temporarypipeline to restore water service across the temporary bridge proposedon Mulholland Highway near Troutdale Drive and Waring Drive, inunincorporated Los Angeles County.

RESOLUTION NO. 2553

A RESOLUTION OF THE BOARD OF DIRECTORS OF LAS VIRGENESMUNICIPAL WATER DISTRICT FINDING THAT AN EMERGENCY WILLNOT PERMIT A DELAY RESULTING FROM A COMPETITIVESOLICITATION FOR INSTALLATION OF A TEMPORARY PIPELINEACROSS THE MULHOLLAND HIGHWAY BRIDGE NEAR TROUTDALEDRIVE AND WARING DRIVE IN UNINCORPORATED LOS ANGELESCOUNTY

(Reference is hereby made to Resolution No. 2553 on file in the District'sResolution Book and by this reference the same is incorporated herein.)

9 FINANCE AND ADMINISTRATION

A Independent Auditing Services: Award (Pg. 81)Accept the proposal from The Pun Group and authorize the General Manager toexecute a one-year professional services agreement, in the amount of $40,000,with four one-year renewal options using a 3% annual escalator, to provideindependent audit services.

B Fiscal Year 2019-20 Preliminary Budget (Pg. 83)Provide staff with feedback on the Fiscal Year 2019-20 Preliminary Budget.

10 INFORMATION ITEMS

A SB 100 (De Leon): The 100 Percent Clean Energy Act of 2018 (Pg. 121)

11 NON-ACTION ITEMS

A Organization Reports

B Director's Reports on Outside Meetings

C General Manager Reports

(1) General Business

(2) Follow-Up Items

D Director's Comments

12 FUTURE AGENDA ITEMS

13 PUBLIC COMMENTS

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Members of the public may now address the Board of Directors ON MATTERS NOTAPPEARING ON THE AGENDA, but within the jurisdiction of the Board. No actionshall be taken on any matter not appearing on the agenda unless authorized bySubdivision (b) of Government Code Section 54954.2

14 CLOSED SESSION

A Public Employee Performance Evaluation (Government Code Section54957):

Title: General Manager

B Conference with Labor Negotiators (Government Code Section 54957.6):

Agency Designated Representatives: Las Virgenes Municipal WaterDistrict Board of Directors

Unrepresented employee: General Manager

15 OPEN SESSION AND ADJOURNMENT

Pursuant to Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and applicable federalrules and regulations, requests for a disability-related modification or accommodation, including auxiliary aids orservices, in order to attend or participate in a meeting, should be made to the Executive Assistant/Clerk of the Board inadvance of the meeting to ensure availability of the requested service or accommodation. Notices, agendas, and publicdocuments related to the Board meetings can be made available in appropriate alternative format upon request.

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ITEM 4A

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LAS VIRGENES MUNICIPAL WATER DISTRICT 4232 Las Virgenes Road, Calabasas CA 91302

MINUTES REGULAR MEETING

9:00 AM April 9, 2019

PLEDGE OF ALLEGIANCE

The Pledge of Allegiance to the Flag was led by Sherri Paniagua.

1. CALL TO ORDER AND ROLL CALL

The meeting was called to order at 9:00 a.m. by Board President Lewitt in the Board Room at Las Virgenes Municipal Water District headquarters at 4232 Las Virgenes Road, Calabasas, CA 91302. Josie Guzman, Clerk of the Board, conducted the roll call.

Present: Directors Charles Caspary, Jay Lewitt, Lynda Lo-Hill, Len Polan, and Lee Renger

Absent: None Staff Present: David Pedersen, General Manager

David Lippman, Director of Facilities and Operations Joe McDermott, Director of Resource Conservation and Public Outreach Don Patterson, Director of Finance and Administration Josie Guzman, Clerk of the Board Keith Lemieux, District Counsel

2. APPROVAL OF AGENDA

Director Caspary moved to approve the agenda. Motion seconded by Director Polan. Motion carried unanimously.

3. PUBLIC COMMENTS

ITEM 4B

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General Manager David Pedersen introduced Tara Paul, Associate Attorney from Nossaman LLP, who was shadowing him as part of the Water Education Foundation Water Leaders Program.

4. CONSENT CALENDAR

A List of Demands: April 9, 2019: Ratify

B Minutes: Special Meeting of March 26, 2019: Approve

Director Renger moved to approve the Consent Calendar. Motion seconded by Director Polan. Motion carried unanimously.

CONSENT CALENDAR – Separate Action Item

C Directors’ Per Diem: March 2019: Ratify

Director Lo-Hill asked the Board to consider ratifying her request for per diem compensation for her attendance at the kickoff meeting held on March 13th for the Phase 2 White Paper for Tapping into Available Capacity in Existing Infrastructure to Create Water Supply and Water Quality Benefits.

A discussion ensued regarding Directors requesting authorization for per diem compensation prior to attending an event not listed in the Administrative Code, the Board retroactively ratifying attendance at an event when a Director is unable to request prior authorization, and considering modification of the Administrative Code to include a provision to allow for retroactive approval.

Director Polan moved to ratify Item 4C, including Director Lo-Hill’s request for her attendance at the March 13th kickoff meeting. Motion seconded by Director Renger.

Following a brief discussion, Director Polan withdrew his motion.

Director Caspary moved to ratify Item 4C with the exception of Director Lo-Hill’s request for her attendance at the March 13th kickoff meeting. Motion seconded by Director Renger. Motion carried unanimously.

5. ILLUSTRATIVE AND/OR VERBAL PRESENTATION AGENDA ITEMS

A Legislative and Regulatory Updates

Joe McDermott, Director of Resource Conservation and Public Outreach, provided an update regarding AB 217 (Garcia), the Safe Drinking Water for All Act, which includes a portfolio approach for funding safe, clean and affordable water. He noted that the District signed a coalition letter in support of AB 533 (Holden), Income Taxes: Exclusion: Turf Removal Water Conservation Program, and a letter of support for AB 1672 (Bloom), Flushable Products, which would prohibit the sale of products labeled flushable unless

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the products meet specified performance standards. He also noted that the District’s lobbyist is analyzing SB 474 (Stern), Department of Water Resources: Appropriations of Water. He stated that staff attended the Washington D.C. lobbying trip the previous week along with Board Members from LVMWD and Triunfo Sanitation District (TSD), and staff would provide an update at the next Las Virgenes-Triunfo Joint Powers Authority (JPA) meeting.

Director Caspary noted that he attended the ACWA State Legislative Committee meeting on April 5th, where discussion was held regarding AB 854 (Mayes), Imperial Irrigation District: Retail Electric Service. He stated that the Imperial Irrigation District opposes this proposed legislation, which would affect the electrical services it provides in the Coachella Valley.

B Water Supply Conditions Update

Joe McDermott, Director of Resource Conservation and Public Outreach, presented the report.

6. TREASURER

Director Lo-Hill stated that the Treasurer’s report was in order.

7. BOARD OF DIRECTORS

A Backfill Funding for Paradise Irrigation District: Letter of Support

Authorize the Board President to sign a letter of support for one-time financial assistance from the State’s General Fund, in the amount of $21,693.203, to support the recovery of Paradise Irrigation District from the devastating Camp Fire.

General Manager David Pedersen presented the report.

Director Renger moved to approve Item 7A. Motion seconded by Director Caspary. Motion carried unanimously.

B Qualifying Events for Directors’ Per Diem Compensation

Pass, approve and adopt proposed Resolution No. 2549, adding events sponsored by the California Special Districts Association as qualifying events for directors’ per diem compensation.

RESOLUTION NO. 2549

A RESOLUTION OF THE BOARD OF DIRECTORS OF LAS VIRGENES MUNICIPAL WATER DISTRICT AMENDING RESOLUTION NO. 2468 (ADMINISTRATIVE CODE) AS IT RELATES TO QUALIFYING EVENTS FOR DIRECTORS’ PER DIEM COMPENSATION

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(Reference is hereby made to Resolution No. 2549 on file in the District’s Resolution Book and by this reference the same is incorporated herein.) General Manager David Pedersen presented the report. Keith Lemieux, District Counsel, noted that this item related to Item 4C, and he offered the following revision to proposed Resolution No. 2549: “2-2.106 Compensation (d) Directors, other than Directors who have not been re-elected to office, and

including directors-elect, may be compensated for attending the following meetings:

(1) General meetings and educational seminars conducted by Association of

California Water Agencies (ACWA), California Association of Sanitation Agencies (CASA), California Water Policy Planning Committee, Association of Water Agencies of Ventura County (AWA), WateReuse Association, Southern California Water Coalition, and California Special Districts Association (CSDA). At least annually, the Board shall determine meetings for which the Board shall be compensated.

(2) Any meeting as appointed to serve by the Board as the Board’s

delegate/member

(3) Directors may request, verbally to the General Manager or in writing that the Board authorize attendance at meetings and seminars conducted by other organizations on subjects related to District operations. Such request shall be considered by the Board at a meeting of the Board prior to the subject meeting or seminar. In those cases where it is not practical to consider attendance at a meeting of the Board prior to the subject meeting or seminar, the request may be considered at the next subsequent regular meeting of the Board.”

Director Caspary moved to approve Item 7B as amended. Motion seconded by Director Polan. Motion carried unanimously. C Board Member Life Insurance Coverage Limits: Consideration of Options Consider the options and associated costs to increase the life insurance coverage for Board Members and provide direction to staff on any proposed changes to the coverage limits. General Manager David Pedersen presented the report. Director Caspary moved to deny any increase in life insurance for Board Members paid for by the District, and that staff bring back an option for Board Members to pay for additional benefits from their personal funds. Motion seconded by Director Renger.

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Sherri Paniagua, Human Resources Manager, responded to questions related to supplemental insurance programs currently available to District employees and Board Members, which would include the ability to purchase additional life insurance coverage through Colonial Life Insurance or Poms & Associates Insurance Brokers, LLC. She stated that staff would explore additional options available to the Board Members.

Motion carried unanimously.

8. GENERAL MANAGER

A Proposed Organizational Changes: Approval

Approve the following changes to the District’s table of organization, resulting in the net addition of one full-time equivalent position:

• Replacement of an existing, vacant Water System/Facilities Managerposition (Salary Grade E122) with a Water Systems Manager/Engineerposition (Salary Grade E114/E122) and a Facilities Manager/Engineerposition (Salary Grade E114/E122);

• Reclassification of an existing vacant Water Treatment Plant Operator IIposition (Salary Grade 46) to a new, flexible series Water Treatment PlantOperator I/II/III position (Salary Grade 32/42/64);

• Reclassification of an existing, vacant Water Reclamation Operator I/IIposition (Salary Grade 42/62) to a new flexible series CompostWorker/Operator position (Salary Grade 22/36);

• Replacement of an existing, vacant Account Clerk I/II position (Salary Grade18/27) with an Accountant position (Salary Grade M66);

• Replacement of an existing, vacant Receptionist/Office Assistant position(Salary Grade 22) with a new Customer Service Office Supervisor position(Salary Grade M85);

• Reclassification of an existing, vacant Environmental Analyst I/II position(Salary Grade M63/M77) to a Resource Conservation Specialist I/II position(Salary Grade 32/46); and

• Retitling of an existing Water Conservation Coordinator position (SalaryGrade M85) to a Resource Conservation Supervisor position (Salary GradeM85).


David Lippman, Director of Facilities and Operations, presented a PowerPoint presentation and reviewed the proposed changes to the Facilities and Operations Department.

Don Patterson, Director of Finance and Administration, continued the PowerPoint presentation and reviewed the proposed changes to the Finance and Administration Department.

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Joe McDermott, Director of Resource Conservation and Public Outreach, continued the PowerPoint presentation and reviewed the proposed changes to the Resource Conservation and Public Outreach Department.

Director Caspary moved to approve Item 8A. Motion seconded by Director Lo-Hill.

A discussion ensued regarding the proposed organizational changes, succession planning, vacancies due to retirements and/or resignations, and pathways for staff to achieve advanced water treatment certification.

General Manager David Pedersen noted a mathematical error in the table and confirmed that the correct amount for the Facilities and Operations Department should be $272,161.76


9. FACILITIES AND OPERATIONS

A 2018 Bioassessment Monitoring Report: Approval of Purchase Order

Authorize the General Manager to approve a purchase order to Aquatic Bioassay Consulting Laboratories, Inc., in the amount of $48,866, for the 2018 Bioassessment Monitoring Report.

Brett Dingman, Water Reclamation Manager, presented the report.

Director Polan moved to approve Item 9A. Motion seconded by Director Renger.

Mr. Dingman responded to a question regarding the most recent sampling for Malibu Creek by stating that sampling was conducted last summer, which was prior to the Woolsey Fire.

David Lippman, Director of Facilities and Operations, noted that the annual bioassessment monitoring report is required as part of the Tapia Water Reclamation Facility National Pollutant Discharge Elimination System (NPDES) permit.


B Award of Fiscal Year 2018-19 Vehicle Replacement Program

Authorize the General Manager to issue purchase orders to Fritts Ford of Riverside, in the aggregate amount of $165,586.70, for one Ford F350 4X4 regular cab utility bed service truck, one Ford F150 2X4 regular cab eight-foot bed truck, one Ford Transit 10-passenger van, one Ford Transit Connect seven-passenger van and one Ford Fusion Energi Titanium electric hybrid sedan; and Pacific Trailer, in the amount of $5,299.00 for one boat trailer that will adapt to accommodate two existing boats.

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Director Renger moved to approve Item 9B. Motion seconded by Director Caspary.

General Manager David Pedersen responded to a question regarding the disposition of vehicles deemed surplus by stating that local agencies are notified regarding the surplus vehicles, and they are subsequently sent to auction.


10. NON-ACTION ITEMS

A Organization Reports

None.

B Director’s Reports on Outside Meetings

Director Polan reported that he attended the Washington D.C. lobbying trip, where he met with Members of Congress and several federal agencies. He noted that Congressman Brad Sherman expressed support for H.R. 1162 (Napolitano), the Water Recycling Investment and Improvement Act, which would amend the grant program for funding water recycling and reuse projects.

Board President Lewitt reported that he also attended the Washington D.C. lobbying trip, along with TSD Chair Janna Orkney and TSD Director Ray Tjulander. He commended General Manager David Pedersen and Director of Resource Conservation and Public Outreach Joe McDermott for their presentations regarding the Pure Water Project Las Virgenes-Triunfo and the Pure Water Demonstration Project. He expressed his appreciation to the District’s lobbyists, John Freshman and Ana Schwab from Best Best and Krieger, for facilitating the appointments with the various legislators.

C General Manager Reports

(1) General Business

General Manager David Pedersen noted that the Board would hold its Strategic Planning Meeting on April 22nd from 9:00 a.m. to 3:00 p.m. at Homewood Suites in Agoura Hills. He stated that items for discussion would include the Strategic Plan, status of Tactical Actions and Activities, Fiscal Year 2018-19 financial update, review of Other Postemployment Benefits (OPEB), review of financial and investment policies, institutional issues and options related to the Pure Water Project Las Virgenes-Triunfo, concept to promote the use of tap water via an “LV Tap” campaign, Succession Plan, and a Board Member roundtable discussion.

(2) Follow-Up Items

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General Manager David Pedersen noted that staff continues to work on follow-up items to bring back to the Board.

D Directors’ Comments

None.

11. FUTURE AGENDA ITEMS

None.

12. PUBLIC COMMENTS

None.

13. CLOSED SESSION

A Threat to Public Services or Facilities (Government Code Section 54957(a)):

Consultation with Andrew Spear, Acting Security Operations Manager

The Board recessed to Closed Session at 11:19 a.m. and reconvened to Open Session at 12:08 p.m.

Keith Lemieux, District Counsel, announced that during the Closed Session the Board received a report, and there was no reportable action taken.

14. OPEN SESSION AND ADJOURNMENT

Seeing no further business to come before the Board, the meeting was duly adjourned at 12:08 p.m.

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LVMWD Regular Meeting April 9, 2019

Jay Lewitt, President Board of Directors Las Virgenes Municipal Water District ATTEST: Charles Caspary, Secretary Board of Directors Las Virgenes Municipal Water District (SEAL)

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ITEM 4C

April 23, 2019 LVMWD Regular Board Meeting

TO: Board of Directors

FROM: Facilities & Operations

Subject : Purchase Order for Contract Laboratory Services: Amendment

SUMMARY:

Staff recommends authorization to increase to the annual purchase order for contractlaboratory services for Fiscal Year 2018-2019 by $25,000, from $65,000 to $90,000. Theannual purchase order with Weck Laboratories, Inc. (Weck) is for the period of July 1, 2018through June 30, 2019.

RECOMMENDATION(S):

Authorize the General Manager to increase the purchase order with Weck Laboratories, Inc.,by $25,000, from $65,000 to $90,000, for the period of July 1, 2018, through June 30, 2019.

FISCAL IMPACT:

Yes

ITEM BUDGETED:

Yes

FINANCIAL IMPACT:

The total cost of this action is $25,000. Sufficient funds are available in the adopted FiscalYear 2018-19 Budget for this purpose.

DISCUSSION:

The District awarded a one-year purchase order, in the amount of $65,000, to WeckLaboratories, Inc. (Weck) on June 26, 2018. The award was part of the annual purchase orderapproval process. The District utilizes Weck for contract laboratory sampling and analysiswork that exceeds the capabilities of District’s laboratory.

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The following table shows that annual expense for contract laboratory services varies betweenfiscal years. The following factors contribute to the variance: (1) enhanced and expandedrequirements of facility permits (Tapia/Westlake), (2) activation of the Westlake Filtration Plantin Fiscal Year 2018-19 and related sampling protocol development with the State WaterResources Control Board, Division of Drinking Water (DDW), and (3) other contract laboratorywork, as needed.

Weck Laboratories, Inc. – Expense by Fiscal Year

Vendor FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 F18-19*

WeckLaboratories

$119,396 $84,638 $82,872 $74,507 $69,657 $65,000

*Annual Purchase Order amount

Actual and projected contract laboratory work with Weck for Fiscal Year 2018-19 is expectedto exceed the approved purchase order amount by year end. Expenses through April 1, 2019totaled approximately $64,000. It is anticipated that additional contract laboratory services inthe final quarter of the fiscal year will total approximately $25,000.

GOALS:

Ensure Effective Utilization of the Public's Assets and Money

Prepared by: Doug Anders, Administrative Services Coordinator

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Board Meeting Agenda May 9, 2017 Page 1

Date of Notice: March 29, 2019

Regular Board Meeting April 9, 2019 12:00 p.m. – Boardroom

MWD Headquarters Building 700 N. Alameda Street Los Angeles, CA 90012

1. Call to Order

(a) Invocation: Mitch Lahouti, General Design Team Manager, Engineering Services Group

(b) Pledge of Allegiance: Director Barbre, Municipal Water District of Orange County

2. Roll Call

3. Determination of a Quorum

4. Opportunity for members of the public to address the Board on matterswithin the Board’s jurisdiction. (As required by Gov. Code § 54954.3(a))

5. OTHER MATTERS

A. Approval of the Minutes of the Meeting for March 12, 2019; and Board Workshop on Delta Water Conveyance of March 26, 2019 (Copies have been mailed to each Director) Any additions, corrections, or omissions

B. Report from Executive Committee on Nominations for Board Secretary

C. Nomination and Election for Board Secretary for remaining two-year term effective April 9, 2019 through December 31, 2020

D. Presentation of Commendatory Resolution for Director Peter Beard representing the City of Fullerton

9:00 AM L&C Rm. 2-145

10:00 AM C&LR Rm. 2-456

11:00 AM OP&T Rm. 2-145

12:00 AM Board Mtg Boardroom

Tuesday, April 09, 2019

Meeting Schedule

ITEM 5B

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Board Meeting Agenda April 9, 2019 Page 2


E. Presentation of Commendatory Resolution for Director Michael Camacho representing Inland Empire Utilities Agency

F. Presentation of Commendatory Resolution for Director Phillip D. Hawkins representing Central Basin Municipal Water District

G. Presentation of Commendatory Resolution for Director Leticia Vasquez Wilson representing Central Basin Municipal Water District

H. Presentation of Commendatory Resolution for Director Fern Steiner representing San Diego County Water Authority

I. Presentation of 5-year Service Pin to Director Richard W. Atwater

J. Presentation of 10-year Service Pin to Chairwoman Gloria D. Gray

K. Report on Directors’ events attended at Metropolitan expense for month of March 2019

L. Approve committee assignments

M. Chairwoman's Monthly Activity Report

6. DEPARTMENT HEADS' REPORTS

A. General Manager's summary of activities for the month of March 2019

B. General Counsel’s summary of activities for the month of March 2019

C. General Auditor’s summary of activities for the month of March 2019

D. Interim Ethics Officer’s summary of activities for the month of March 2019

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7. CONSENT CALENDAR ITEMS — ACTION

7-1 Authorize replacement of filter valve gearboxes at the Robert A. Skinner Water Treatment Plant; the General Manager has determined that the proposed action is exempt or otherwise not subject to CEQA (Appropriation No. 15509). (E&O)

7-2 Authorize a professional services agreement with Sensis, Inc. not to exceed $1,500,000 to design, develop and deploy the new mwdh2o.com website; the General Manager has determined that the proposed actions are exempt or otherwise not subject to CEQA. (C&L)

7-3 Adopt a resolution to support Metropolitan's application for United States Bureau of Reclamation grant funding of $1.5 million for Disadvantaged Communities Direct Install Program; authorize the General Manager to accept grant funds, if awarded; and authorize the General Manager to enter into a contract with United States Bureau of Reclamation for the grant funds, if awarded; the General Manager has determined that the proposed actions are exempt or otherwise not subject to CEQA. (WP&S)

END OF CONSENT CALENDAR

8. OTHER BOARD ITEMS — ACTION

8-1 Approve resolutions fixing and adopting a Readiness-to-Serve Charge and a Capacity Charge for calendar year 2020; the General Manager has determined the proposed action is exempt or otherwise not subject to CEQA. (F&I)

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8-2 Award a contract to Elite Earthworks & Engineering in an amount not to exceed $3.7 million for repair of erosion control features along the Colorado River Aqueduct; authorize design activities to rehabilitate the Whitewater erosion protection structure; and amend an existing agreement with HELIX Environmental Planning, Inc.; the General Manager has determined that the proposed actions are exempt or otherwise not subject to CEQA. (E&O)

8-3 Authorize: (1) renewal of the Municipal Water Quality Investigations Agreement between the Department of Water Resources, the State Water Contractors and participating urban State Water Project Contractors, and (2) renewal of the Municipal Water Quality Investigations Program Specific Project Agreement between the State Water Contractors and participating urban State Water Project Contractors; the General Manager has determined that the proposed actions are exempt or otherwise not subject to CEQA. (WP&S)

8-4 Authorize the General Manager to provide a credit to offset increased costs associated with surplus deliveries to cyclic accounts; the General Manager has determined that this action is exempt or otherwise not subject to CEQA. (WP&S)

8-5 Review and consider the Antelope Valley-East Kern Water Agency’s approved Mitigated Negative Declaration and authorize the General Manager to enter into the High Desert Water Bank Program agreement with the Antelope Valley-East Kern Water Agency. (WP&S)

8-6 Authorize the General Manager: (1) to include in all future demand management agreements the provision regarding legality already used in Future Supply Actions/Foundational Actions Funding agreements; and (2) to no longer include or enforce in Local Resources Program, Seawater Desalination Program, and similar agreements the termination provision directed by the Board in 2009; the General Manager has determined that the proposed actions are exempt or otherwise not subject to CEQA. (WP&S)

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8-7 Express opposition, unless amended, to SB 1 (Atkins, D-San Diego; Portantino, D-La Canada Flintridge; and Stern, D-Agoura Hills): California Environmental, Public Health, and Workers Defense Act of 2019; the General Manager has determined that the proposed action is exempt or otherwise not subject to CEQA. (C&L)

8-8 Express Support, if amended, for AB 658 (Eduardo Garcia, D-Coachella): Water Rights: Water Management; the General Manager has determined that the proposed action is exempt or otherwise not subject to CEQA. (C&L) [Posting Separately]

8-9 Affirm the General Manager’s determination that 20 acres of vacant land in the City of Oxnard, in the County of Ventura, California, identified as Metropolitan Water District of Southern California’s parcel number ORMOND 1-01-100c and ORMOND 1-01-100PEA1 and ORMOND 1-101-100PEA2 are surplus to Metropolitan’s needs and authorize staff to dispose of the property and to quitclaim any associated interests; the General Manager has determined this action is exempt or otherwise not subject to CEQA. (RP&AM)

8-10 Appropriate funds for and authorize acquisition of real property located at 4725 Via Corona, Yorba Linda, California, APN 350-071-19 in settlement of anticipated litigation; the General Manager has determined that the proposed action is exempt or otherwise not subject to CEQA. (RP&AM) [Posting Separately] [Conference with real property agency negotiators: Stephen Vollucci, Heriberto Diaz, and Mark Easter; negotiating party: Dominick Vitelli and Brenda Vitelli; under negotiation: price and/or terms of payment; conference with legal counsel—anticipated litigation; to be heard in closed session pursuant to Gov. Code Sections 54956.8 and 54956.9(d)(2)]

9. BOARD INFORMATION ITEMS

9-1 Update on Conservation Program

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10. FOLLOW-UP ITEMS

11. FUTURE AGENDA ITEMS

12. ADJOURNMENT

NOTE: Each agenda item with a committee designation will be considered and a recommendation may be made by one or more committees prior to consideration and final action by the full Board of Directors. The committee designation appears in parentheses at the end of the description of the agenda item e.g., (E&O, F&I). Committee agendas may be obtained from the Board Executive Secretary.

Writings relating to open session agenda items distributed to Directors less than 72 hours prior to a regular meeting are available for public inspection at Metropolitan's Headquarters Building and on Metropolitan's Web site http://www.mwdh2o.com.

Requests for a disability related modification or accommodation, including auxiliary aids or services, in order to attend or participate in a meeting should be made to the Board Executive Secretary in advance of the meeting to ensure availability of the requested service or accommodation.

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http://www.mwdh2o.com/

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f Fo

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WY

2019

of

no

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l 1

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%

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Cap

acit

y 1.

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l Cap

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AF

(Fo

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ast

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ore

ca

st)

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440

460

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MJ

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SO

ND

Thousand Acre-Feet

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te o

f Fo

rec

ast

PV

ID/Y

um

a (

QSA

Prio

rity 1

& 2

)

Relative to QSA Threshold

+2

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0

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rec

ast

(a

s o

f A

pril 2

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rec

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ta

ble

will

be

up

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ted

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ce

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ma

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blis

he

s th

e n

ext

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-mo

nth

stu

dy in

Ap

ril 2019.

50

ITEM 7A



FROM: General Manager

Subject : ACWA/JPIA Business Meeting and Election: Executive Committee andCalifornia Water Insurance Fund Board

SUMMARY:

On May 6, 2019, the Association of California Water Agencies/Joint Powers InsuranceAgency (ACWA/JPIA) will hold a business meeting during the 2019 ACWA SpringConference in Monterey. The agenda for the meeting includes election of four members tothe ACWA/JPIA Executive Committee, and two members to the newly formed captiveinsurance company board, the California Water Insurance Fund Board. Director Charles Caspary serves as the District's representative to the ACWA/JPIA Boardand is designated to cast the District's vote. Human Resources Manager Sherri Paniaguaserves as the District's alternate representative to the ACWA/JPIA Board and may cast theDistrict's vote in the absence of Director Caspary. Feedback from the Board is requestedprior to casting the District's vote.

RECOMMENDATION(S):

Consider the candidates for the upcoming ACWA/JPIA election and provide feedback toDirector Charles Caspary prior to casting the District's vote for four members to serve on theExecutive Committee and two members to serve on the California Water Insurance FundBoard.

FISCAL IMPACT:

No

ITEM BUDGETED:

No

DISCUSSION:

51

On May 6, 2019, the Association of California Water Agencies/Joint Powers InsuranceAgency (ACWA/JPIA) will hold a business meeting during the 2019 ACWA SpringConference in Monterey. The agenda for the meeting includes election of four members tothe ACWA/JPIA Executive Committee, and two members to the newly formed captiveinsurance company board, California Water Insurance Fund Board. Director Charles Casparyserves as the District's representative to the ACWA/JPIA Board and is designated to cast theDistrict's vote. Human Resources Manager Sherri Paniagua serves as the District's alternaterepresentative to the ACWA/JPIA Board and may cast the District's vote in the absence ofDirector Caspary. There are four Executive Committee member positions to be filled. Two positions are currentvacant. The qualified candidates are as follows:

Fred R. Bockmiller - Mesa Water DistrictPaul E. Dorey - Vista Irrigation DistrictE.G. "Jerry" Gladbach - Santa Clarita Valley Water Agency (incumbent)Brent Hastey - Yuba County Water AgencyS.R. Al Lopez - Western Municipal Water DistrictWilliam E. Plummer - Rancho California Water DistrictJ. Bruce Rupp - Humboldt Bay Municipal Water District

There are two positions to be filled on the newly formed California Water Insurance FundBoard. The qualified candidates are as follows:

Paul E. Dorey - Vista Irrigation DistrictPaul R. Green, Jr. - Rio Linda/Elverta Community Water DistrictAndrew Morris - Santa Rosa Regional Resources AuthorityScott H. Quady - Calleguas Municipal Water District

Attached are the procedures and rules for the Executive Committee and the California WaterInsurance Fund Board elections, together with the candidates' statements. Also attached is aletter received from Mesa Water District seeking support for Fred R. Bockmiller to theACWA/JPIA Executive Committee, and a letter from Director Bruce Rupp from HumboldtBay Municipal Water District seeking support for his election to the ACWA/JPIA ExecutiveCommittee.

GOALS:


Prepared by: Josie Guzman, Executive Assistant/Clerk of the Board

ATTACHMENTS:Descr ipt ion

ACWA/JPIA Executive Committee ElectionACWA/JPIA California Water Fund Board ElectionMesa Water District - Fred R. BockmillerBruce Rupp - Humboldt Bay Municipal Water District

52

Executive Committee Election Procedures & Rules

For the May 6, 2019, Election to Be Held During the

JPIA's Board of Directors' Meeting at the Marriott Hotel in Monterey, CA

The procedures and rules for the May 6, 2019, election are as follows: 1. The ballots with the names of all qualified candidates will be distributed at the entrance

to the meeting room before the meeting is called to order. 2. Only the Board of Directors member or Alternate Board of Directors member may

obtain the ballot. 3. Only those JPIA members with either a Director or Alternate Director present may

vote. PROXY VOTING IS NOT PERMITTED. 4. Additional color-coded ballots will be supplied for any necessary subsequent balloting. 5. Ballots are counted by the election inspectors and the results announced at the board

meeting. 6. All nominated candidates will run for election at the same time. Those candidates with

the greatest majority of votes shall be elected to the longest term of office. 7. Since the Bylaws require a majority vote to elect Executive Committee members

(Article II, Section 9), subsequent ballots may be required if the required number of candidates do not receive a majority of votes from the members present and voting.

8. If candidates for office do not receive a majority of cast votes, a subsequent ballot will

be held with one more candidate's name than the number of vacancies to be filled; i.e. the top three candidates who receive the most votes to run for two vacancies or the top two candidates who receive the most votes to run for one vacancy.

9. If a tie vote occurs in a preliminary ballot (majority of votes not obtained by required

number of candidates), the tied candidates will be included in the subsequent ballot if they have received the required number of ballots as determined in seven (7) above.

10. If a tie vote occurs in a final ballot (two candidates for one office or position) the

presiding officer will designate one of the tied candidates to call a coin toss, by the presiding officer, to determine the election results.

53

Elect Fred R. Bockmiller, P.E. to ACWA/JPIA Executive Committee

Fred R. Bockmiller, P.E. Director, Mesa Water District

OBJECTIVE: To further the goals of ACWA/JPIA in best serving its members, by applying my analytical and leadership skills, and my risk management experience, as a member of the ACWA/JPIA Executive Committee. STATEMENT OF QUALIFICATIONS: • Mesa Water District Director, 1996-present

• Five-term Board President, Mesa Water District

• ACWA/JPIA Board, 2006-present

• ACWA/JPIA Risk Management Committee, 2008-present

• ACWA Energy Committee, 2002-present

• Chair of all various Mesa Water District Committees (Executive, Audit Ad Hoc, Finance, Human Resources, IT Ad Hoc, Engineering and Operations, Public Information)

• Engineering Manager, UC Irvine Facilities Management Department

BIOGRAPHY: A Newport-Mesa native, Fred Bockmiller represents Division 1 -- encompassing the West Side of Costa Mesa and portions of Newport Beach -- on the Mesa Water District Board of Directors. Having been Board President for five prior terms -- in 1999, 2000, 2004, 2011, and 2012 -- Director Bockmiller currently serves as Chairman of Mesa Water’s Engineering and Operations Committee. Director Bockmiller represents Mesa Water on the Board of the Association of California Water Agencies (ACWA) Joint Powers Insurance Authority (JPIA). He also serves on the ACWA/JPIA Risk Management Committee and the ACWA Energy Committee. Director Bockmiller has previously chaired every Mesa Water committee (Executive, Audit Ad Hoc, Finance, Human Resources, IT Ad Hoc, Engineering and Operations, and Public Information). Additionally, he has represented Mesa Water at the City/Districts Liaison Committee, Orange County Council of Governments, Orange County Water District, and the Costa Mesa Westside Revitalization Oversight Committee. Throughout his elected service, Director Bockmiller has championed water quality and cost-efficient service reliability through a perpetual agency philosophy of long-term planning for the future of Mesa Water and continuous infrastructure maintenance, renewal, and improvement. He has been a relentless champion of high-quality, fact-based decision making. Director Bockmiller is the Engineering Manager in the Facilities Management Department at UC Irvine (UCI), a leader in energy conservation and construction efforts for more than 20 years, including completion of more than $3 billion in major capital construction projects, and extensive energy and water conservation retrofits, which tripled the developed building space, reduced energy consumption in laboratories by 50 percent, and decreased per capita water use by more than 30%. He also represents the department at the emergency operations center for the campus with a daytime population approaching 60,000 people on 1,500 acres. Developing the next generation is an area of interest for Director Bockmiller. He is a regular guest lecturer in UCI’s Department of Mechanical and Aerospace Engineering, a mentor in the Junior Mentor Program at Newport Harbor High School, and was a Board member for 17 years of the Youth Employment Service -- a local charity that provides youth with the tools to find jobs -- where he served as CFO and President.

54

Paul E. Dorey

Statement of Candidacy

I have served on the ACWA/JPIA Board of Directors since 2007. During the last nine years, I have had the privilege of serving on the Liability Committee of the JPIA. The Liability Committee has successfully kept its focus on providing member agencies with the most comprehensive, affordable and reliable liability insurance possible. Our Committee has recommended significant reductions in the premiums paid by member agencies while also increasing the insurance coverages provided.

I was elected to the Vista Irrigation District Board of Directors in 2006. The District provides water service to over 135,000 residents in northern San Diego County. I served on the Board of Directors of the Groundwater Resources Association of California, and I currently serve on the San Luis Rey Watershed Council and the Southern California Water Coalition. My wife Nancy and I have lived in Vista since 1971, where we raised our two daughters.

My forty-six years of public service, first in the United States Marine Corps and then in the water industry, have given me the necessary experience and background to serve as a member of the JPIA Executive Committee. This experience has helped me recognize the importance of safety and risk management and the value of developing appropriate policies and procedures, as well as establishing conservative fiscal controls.

As a member of the JPIA’s Executive Committee, I will perform my duties and make decisions to guide the organization to most efficiently benefit its member agencies. I will take my responsibility seriously and serve as a very useful and productive member of the Executive Committee. I value your trust and will honor it if elected to the Executive Committee.

Thank you for your support. If you have any questions about my candidacy, feel free to contact me at (760) 208-5263 or [email protected].

55

E.G. “Jerry” Gladbach 27491 Hillcrest Place / Valencia, CA 91354 Phone: (661) 297-2200 / Email: [email protected]

EXPERIENCE / COMMITMENT / DEDICATION It has been an honor to serve you as the President of ACWA/JPIA’s Board of Directors. I welcome the opportunity to continue in a leadership role to further develop better ways to serve the member agencies. I ask for your vote to

continue being on the Executive Committee which is the prerequisite to being selected as the President of your Board of Directors. I would be honored to continue serving you again in this position in order to go forward with the captive insurance company and continue with the positive enhancements that have been implemented during the last few years.

A few of our most significant accomplishments have been:

Board approval for the formation of a captive insurance company. The captive is part of a long-term strategy that is expected to provide significant savings for JPIA members on their insurance.

With Executive Committee oversight, successfully transitioned nearly half of the JPIA Management Team, due to retirements of long term employees.

Expanded the number of training opportunities for our members’ employees and, new in 2018, we began providing additional training opportunities for Board members.

In recent years, rates have decreased 15% in the Liability Program, 20% in Property, and 10% in Workers’ Comp. Employee Benefits Program rates for the current year remained unchanged in all but the Kaiser Plans, which increased 2.5%.

In the last five years, the JPIA refunded nearly $19 million in premiums to the members.

My experience as Vice President and President of ACWA, my years of service as a member of the Executive Committee and the ACWA/JPIA President has given me the opportunity to go up and down the state and meet with member agencies. My desire to understand and represent all agencies is my goal, and my renewed interest to serve with knowledge and dedication remains the foundation of my commitment to you. PROFESSIONAL / COMMUNITY EXPERIENCE

ACWA – Joint Powers Insurance Authority President 2010 – present Executive Committee 2002 – 2003, 2006 – present Chair, Building and Property Ad Hoc Committee 2008 – 2010 Chair, Liability Sub-Committee 2007 – 2010 Board of Directors 2002 – present

Association of California Water Agencies (ACWA) ACWA’s Rep. to NWRA’s Board of Directors 2009 – Present President 2004 – 2005 Vice President 2002 – 2003 Chair, Region 8 1998 – 2001 Board of Directors 1998 – present Chair, Energy Committee 1982 – 1989, 2006 – 2007

Santa Clarity Valley Water Agency (formerly Castaic Lake WA) Board of Directors 1985 – present President 1987 – 1990 Committee Chair 1991 – 2015

LAFCO – Los Angeles Chair 2006 – present Commissioner 2002 – present

Water Education Foundation, Board of Directors 1987 – 2009 L.A. Department of Water and Power /retired after 35 years of Leadership Past Member, United States EPA Groundwater Task Force Professional Engineer, Reg. in CA – Life Member, American Society of Civil Engineers Master of Science Degree in Civil Engineering / Water Resources

PERSONAL Married with 3 children, and 6 grandchildren, I have lived in the Santa Clarita Valley over 45 years and have been devoted to community service for that entire period. 56

Brent Hastey was elected to a two-year term as president of the Association of California Water Agencies on Nov. 29, 2017.

He is a member and chairperson of the Yuba Water Agency Board of Directors and a former member of the Yuba County Board of Supervisors. He also has served on the boards of Reclamation District 784, Yuba County LAFCO, Regional Council of Rural Counties and the Sacramento Area Council of Governments.

In addition to his service in the water management arena, Hastey has worked in higher education both locally and on a statewide level. In 2010, he was elected to the Yuba Community College District, which serves eight counties and spans nearly 4,200 square miles of rural Northern California. He is a member of the California Community College Trustee Board, which represents the state’s 72 community college districts. Hastey also serves as a Director of Bank of Feather River, a community bank in Yuba City, CA.

Hastey previously served as vice president of the ACWA for the 2016-’17 term and on the ACWA JPIA executive committee 2016-2017.

57

S.R. “Al” Lopez Division 5

A pillar in the water quality community and in Riverside County, S.R. “Al” Lopez joined Western’s board in January 2001. He represents Division 5, which includes the City of Corona, Home Gardens, El Cerrito and a portion of Temescal Canyon. Mr. Lopez has been an active community partner throughout his service on the board. He represents Western on committees for several agencies, including the Western Riverside County Regional Wastewater Authority; the Temescal Valley Municipal Advisory Council; and the Association of California Water Agencies Joint Powers Insurance Authority Liability Committee. In addition, Director Lopez serves as Western’s alternate representative for the Santa Rosa Regional Resources Authority Committee and the Joint Inland-Orange County Caucuses. Director Lopez’s leadership in the region includes his membership on

Western’s Finance Committee and his roles on the joint committees of Western and Elsinore Valley Municipal Water Districts. Director Lopez was honored in February 2005 by Congressman Ken Calvert with a Congressional Record Tribute for 25 years of Community Service. Mr. Lopez earned an Associate of Arts degree from Riverside Community College and received “The Watershed Certificate” award from Chapman University in Orange, California. Lopez is the owner of SR Consulting specializing in business, governmental relations and real estate. In addition to his unwavering commitment to community service, Director Lopez enjoys riding his motorcycle. Director Lopez is a veteran of the United States Marine Corp, serving from 1958 - 1962. Director Lopez’s current term on the Western Municipal Water District Board expires Dec. 2020.

14205 Meridian Parkway, California 92518 - Main No.: 951.571.7100 wmwd.com

58

William E. Plummer

Candidate Statement-ACWA/JPIA Executive Board

The ACWA/JPIA has provided our agencies with a near-perfect vehicle to meet the unique insurance needs and requirements of the public water industry. It continues to evolve and improve the services to the membership through thoughtful policy direction from the Executive Committee, excellence in execution from a talented and innovative staff, and a commitment to best practices by the membership.

By representing you and the other JPIA members on the Executive Committee, I can help continue the thoughtful policy guidance of the Authority to meet the changing landscape of risks that our agencies face every day.

Rancho California Water District (RCWD) and its staff are active participants in JPIA programs. The District, located in Southwest Riverside County, has about 45,000 customers and 142 employees.

I have been the RCWD director on the JPIA since December 14, 2017. I was the Deputy City Engineer for the City of Carlsbad, and was previously the Chief Engineer/Assistant General Manager at Eastern Municipal Water District. My experience includes 40 plus years of planning, finance, designing, and constructing water and wastewater systems. I served on the Santa Margarita River Watershed Planning Group and Technical Advisory Committee with the Encina Wastewater Authority as well as the Energy Committee for the Association of California Water Agencies. My wife and I have lived in Temecula for over 32 years.

Your support for my open-minded operating philosophy and conservative financial approach to serve as your representative on the ACWA/JPIA Executive Committee would be appreciated.

42135 Winchester Road Temecula, CA 92590

(951) 296-6900

www.ranchowater.com

59

J. Bruce Rupp Humboldt Bay Municipal Water District Dear Fellow Board Member: We will be meeting in May at the ACWA JPIA Conference. You will be asked to participate in the selection of the Executive Committee members to serve you in the next term. I am a candidate for re-election and respectfully request your vote. I am completing my first four-year term on the Executive Committee. In addition to my general role in shaping the Liability, Property and Worker’s Compensation programs, I chair the Employee Benefits Committee. When I ran before, I said I would work constructively with other Committee members to preserve the financial integrity of the pooled insurance programs and continue high quality service to the members. I believe I have fulfilled that promise. During my tenure we have held or reduced premiums in both our liability and property programs while expanding coverage. There was a zero increase in the self -insured employee benefits this year state wide. We have reduced costs in both health and pharmacy by about ten million dollars with minimal disruption to our members. We are currently finalizing work on a captive corporation to further increase revenues and reduce costs. I have served on the Humboldt Bay Municipal Water District Board for 23 years. The District, located on the North Coast, provides wholesale water to seven municipalities serving 88,000 rate payers. I have been elected as Vice-President and President of the Board for two terms and am now serving a third term as Secretary/Treasurer. In addition to this service, I have been a Personnel Director, City Manager and County Administrator. In the last thirteen years, prior to retirement, I was a real estate broker and owned Rupp and Associates Realty Company. In each of these experiences I was involved in the selection and review of insurance and health benefit programs. The organizations ranged from a county staff of three thousand to a small business of seven employees. During my time on the District Board I have been actively engaged in ACWA and ACWA JPIA. I regularly attend and participate in State-wide meetings. I am serving as a Region 1 Board member and I am currently Vice Chair of the ACWA Finance Committee. If I am elected to the ACWA JPIA Executive Committee, I recommit to continue working with Executive Committee to provide the best possible service to our member agencies. I respectfully request your vote for me to serve another term on the Executive Committee. Thank you, Bruce Rupp Secretary/Treasurer

60

California Water Insurance Fund Election Procedures & Rules

For the May 6, 2019, Election to Be Held During the

JPIA's Board of Directors' Meeting at the Marriott Hotel in Monterey, CA

The procedures and rules for the May 6, 2019, election are as follows: 1. The ballots with the names of all qualified candidates will be distributed at the entrance

to the meeting room before the meeting is called to order. 2. Only the Board of Directors member or Alternate Board of Directors member may

obtain the ballot. 3. Only those JPIA members with either a Director or Alternate Director present may

vote. PROXY VOTING IS NOT PERMITTED. 4. Additional color-coded ballots will be supplied for any necessary subsequent balloting. 5. Ballots are counted by the election inspectors and the results announced at the board

meeting. 6. All nominated candidates will run for election at the same time. Those candidates with

the greatest majority of votes shall be elected to the longest term of office. 7. Since a majority vote is required to elect California Water Insurance Fund Board

members, subsequent ballots may be required if the required number of candidates do not receive a majority of votes from the members present and voting.

8. If candidates for office do not receive a majority of cast votes, a subsequent ballot will

be held with one more candidate's name than the number of vacancies to be filled; i.e. the top three candidates who receive the most votes to run for two vacancies or the top two candidates who receive the most votes to run for one vacancy.

9. If a tie vote occurs in a preliminary ballot (majority of votes not obtained by required

number of candidates), the tied candidates will be included in the subsequent ballot if they have received the required number of ballots as determined in seven (7) above.

10. If a tie vote occurs in a final ballot (two candidates for one office or position) the

presiding officer will designate one of the tied candidates to call a coin toss, by the presiding officer, to determine the election results.

61

Paul E. Dorey Statement of Candidacy for Board of Directors California Water Insurance Fund (an ACWA/JPIA Captive Insurance Company)

I am seeking candidacy to become an at-large member of the Board of Directors for the California Water Insurance Fund (Fund). As a member of the Fund’s Board of Directors, I will perform my duties and make decisions to guide the captive insurance company to most effectively benefit our member agencies. I will take my responsibility seriously and serve as a useful and productive member of the Fund’s Board of Directors.

I have served on the ACWA/JPIA Board of Directors since 2007. During the last nine years, I have had the privilege of serving on the Liability Committee of the JPIA. The Liability Committee has successfully kept its focus on providing member agencies with the most comprehensive, affordable and reliable liability insurance possible. Our Committee has recommended significant reductions in the premiums paid by member agencies while also increasing the insurance coverages provided.

I was elected to the Vista Irrigation District Board of Directors in 2006. The District provides water service to over 135,000 residents in northern San Diego County. I served on the Board of Directors of the Groundwater Resources Association of California, and I currently serve on the San Luis Rey Watershed Council and the Southern California Water Coalition. My wife Nancy and I have lived in Vista since 1971, where we raised our two daughters.

My forty-eight years of public service, first in the United States Marine Corps and then in the water industry, have given me the necessary experience and background to serve as a member of the California Water Insurance Fund Board of Directors. My past experience has helped me recognize the importance of safety and risk management and the value of developing appropriate policies and procedures, as well as establishing conservative fiscal controls. I value your trust and will honor it if elected to the California Water Insurance Fund Board of Directors.

Thank you for your support. If you have any questions about my candidacy, feel free to contact me at (760) 208-5263 or [email protected].

62

Statement of Qualification for Paul R. Green Jr.

Retired after 24 years of service in the Air Force as a Senior Master Sargent.

Currently serve as the District representative on the Board of Directors of the Association of California

Water Agencies Joint Powers Insurance Agency (ACWA/JPIA),

Appointed by Sacramento County Board of Supervisors to the Sacramento Groundwater Authority (SGA)

governing Board.

Current Board Member of Rio Linda Elverta Community Water District elected in 2012.

Currently serve on the McClellan Restoration Advisory Board

I was elected to and currently serve on the seven-member Sacramento County LAFCo (Local Agency

Formation Commission) by the elected Board members of 66 special districts -- each a self-governing

independent agency in the county (fire, water, cemetery, and parks & recreation for example) -- as an

alternate commissioner for each of the two members "representing" special districts. For 2015, I served

as chairman of the Sacramento LAFCo Special Districts Advisory Committee.

Formerly served on the following Boards and Committees:

• Appointed by California Governor to the Contractors State License Board.

• RLECWD internal Planning Committee.

• Co-Chair, Community Restoration Committee for McClellan Air Force Base.

• Director, Grant Union School District

• Captain, On-Air Fund-Raising Committee KVIE

• State Chair, Leaders of Faith Coalition

• Regional Vice President, Primercia Financial Services Insurance and Securities, Licensed in Series

63 and Series 6.

• Docent Sacramento County History Museum

• State Senate Candidate

• Member, California Legal Compliance Review Committee

• President, North Highlands Visions Task Force

• Board Member, North Highlands Parks and Recreation District

63

Andrew Morris

Statement of Candidacy

I was elected to the Board of Directors of the Elsinore Valley Municipal Water District (EVMWD)

in 2010. EVMWD provides water and sewer service to over 100,000 customers, throughout its

96 square mile service area. I am member of several committees on behalf of EVMWD, including

the Water Planning Committee, which focuses on securing infrastructure and natural resources

to decrease the dependency on imported water, and to provide safe and reliable water supply.

I am also currently serving as Chair for The Santa Rosa Regional Resources Joint Power Authority

which was formed in 2015 for the operation, maintenance, and administration of the Santa Rosa

Water Reclamation Facilities. SRRRA provides sewer services to portions of southern and

western Riverside County. I have been involved in the creation and establishment of the SRRRA

from inception and believe I can utilize my knowledge and experience to be a productive member

of the ACWA JPIA’s California Insurance Fund (an ACWA JPIA Captive Insurance Company).

I’m a graduate of California State University Fullerton, with a Bachelor of Arts Degree in History.

I have owned and operated the Andrew Morris Insurance Agency in Wildomar for over 27 years

specializing in Property and Casualty, Life and Health. I’m confident that I have the necessary

experience and knowledge to recognize the importance of risk management, asset management

and having proper coverages and precautions in place.

I am asking for your support and I’m appreciative of your trust and concurrence in my nomination

to be a member of ACWA JPIA’s California Insurance Fund.

64

Scott Quady

Scott would bring to the California Water Insurance Fund Board extensive knowledge of the water industry & public agency finance.

As Calleguas’ Board Treasurer and Chair of the Finance Committee he has improved accountability and transparency by instituting formal policies for financial matters as well as committee workshops to thoroughly review key financial documents.

Scott is committed to service and fiscal responsibility.

Ten years’ experience as a water district board member

Scott was elected to the Calleguas Municipal Water District (Calleguas) Board of Directors in November 2008, serving as Board President from 2012 through 2016. He has served as Treasurer and Chair of the Finance Committee since 2016 and as Chair of the Water Quality and Operations Committee since 2012.

As Chair of the Calleguas Finance Committee, Scott has taken a leadership role in updating the Investment Policy (later certified by the California Municipal Treasurers Association), establishing a Debt Management Policy, and establishing guidelines for funding of post-employment benefits.

Since 2012 Scott has been Calleguas’ voting member on the Association of California Water Agencies Joint Powers Insurance Authority (JPIA) and serves on the ACWA Water Quality and Water Management Committees. Since 2016 he has represented Calleguas on the Board of Directors of the Ventura County Regional Energy Alliance.

Extensive professional experience in the water industry

Scott has over 35 years of water-related experience.

2001 to 2017 (ret.) - Environmental Resource Analyst, Ventura Regional Sanitation District

1989 to 2001 - Laboratory Manager, United Water Services, JMM Operational Services

1978 to 1988 - Laboratory Supervisor, Las Virgenes Municipal Water District

He also has several degrees and certifications applicable to the water industry.

Bachelor of Science degree in biochemistry from Cal Poly San Luis Obispo

Master of Science Degree in environmental science from Loyola Marymount

Engineer-In-Training (EIT) certificate from the California Department of Consumer Affairs

Water Treatment Operator (Grade 2) from the SWRCB Division of Drinking Water

Management level certifications (Grade 4) from the California Water Environment Association (CWEA) for both Laboratory Analyst and Environmental Compliance Inspector

Scott has lived in the Thousand Oaks area since 1969; now with his wife of 29 years, Marilee, and a four-legged child, Whitney (Rottweiler).

2100 Olsen Road, Thousand Oaks, CA 91360 [email protected] (805) 300-3661 mobile

65

ITEM 8A




Subject : Mulholland Bridge Temporary Pipeline Installation: Declaration ofEmergency

SUMMARY:

The Mullholland Highway bridge near Troutdale Drive and Waring Drive, in unincorporated LosAngeles County, catastrophically failed as a result of the November 2018 Woolsey Fire. Themetal support structure of the bridge collapsed due to the intense heat of the fire. As a resultof the bridge failure, the District’s 12-inch steel water main, which was supported by thestructure, was also damaged. The pipeline has since been temporarily isolated to allow the Los Angeles County Departmentof Public Works (LACDPW) to proceed with demolishing the bridge. LACDPW is currentlyconstructing a temporary bridge to restore limited vehicular access for local residents andbusinesses. On April 9, 2019, LACDPW notified the District that the construction of thepermanent bridge, which was originally projected to be completed by the end of 2019, will bedelayed for five to seven years due to restrictions beyond their control. LACDPW has committed to making arrangements to allow the District to establish atemporary water main across its proposed temporary bridge; however, the scheduled re-opening of the bridge will occur by May 18th, which will not provide sufficient time for theDistrict to solicit bids for the work through the traditional public works bidding process. Anemergency declaration is required to proceed with the work expeditiously to meetthe aggressive schedule for re-opening of the bridge. At the time of the preparation of this report, the extent of the work and cost for installation ofthe temporary pipeline was unknown; however, the total cost is expected to potentially exceed$35,000. Additional details on the necessary work will be provided at the Board meeting.

RECOMMENDATION(S):

Pass, approve and adopt proposed Resolution No. 2553, declaring an emergency thatrequires immediate action without delay to install a temporary pipeline to restore water serviceacross the temporary bridge proposed on Mulholland Highway near Troutdale Drive and

70

Waring Drive, in unincorporated Los Angeles County. RESOLUTION NO. 2553 A RESOLUTION OF THE BOARD OF DIRECTORS OF LAS VIRGENES MUNICIPALWATER DISTRICT FINDING THAT AN EMERGENCY WILL NOT PERMIT A DELAYRESULTING FROM A COMPETITIVE SOLICITATION FOR INSTALLATION OFA TEMPORARY PIPELINE ACROSS THE MULHOLLAND HIGHWAY BRIDGE NEARTROUTDALE DRIVE AND WARING DRIVE IN UNINCORPORATED LOS ANGELESCOUNTY (Reference is hereby made to Resolution No. 2553 on file in the District's Resolution Bookand by this reference the same is incorporated herein.)

FISCAL IMPACT:

Yes

ITEM BUDGETED:

No

FINANCIAL IMPACT:

Sufficient funds are available in the adopted Fiscal Year 2018-19 Budget for this work. Thecost of the work is expected to be reimbursed by FEMA/Cal-OES.

DISCUSSION:

On November 12, 2018, the Board declared a state of emergency due to the Woolsey Firethat broke out on the afternoon of Thursday, November 8, 2018 in Ventura County near theSanta Susana Field Laboratory. The Woolsey Fire burned through west Los Angeles andeast Ventura County, impacting 66% of the District’s service area. Multiple District facilitiessustained damages. Damage to District facilities included the failure of a 12-inch steel water main due to thecollapse of a Los Angeles County Department of Public Works (LACDPW) bridge. Thebridge failure and subsequent pipeline failure occurred on Mulholland Highway near TroutdaleDrive and Waring Drive, in unincorporated Los Angeles County. The pipeline across thebridge provides a critical loop of the sub-system to provide adequate fire flow capacity andoperational flexibility for water conveyance. In addition, the lack of this pipeline limits theDistrict’s ability to isolate the system when required for emergency shutdowns and couldimpact many customers due to loss of service. As part of the immediate emergencyresponse, the damaged main was repaired to restore water service across the failed bridge;however, this was only a short-term solution in response to the fire. Recognizing that the failed bridge would require future demolition, in addition to the existingwater main installed along the bridge, measures were taken by the District to install new valveson either side of the bridge to allow continued service to customers and allow the portion ofpipeline across the bridge to be demolished along with LACDPW's bridge. The isolation of

71

the District’s system allowed LACDPW to proceed with immediate planning and constructionof a temporary bridge and allowed them to proceed with future planning and construction of apermanent bridge. The District has been in close communication with LACDPW staff to coordinate post-fireefforts in restoring the failed infrastructure. Due to the limited accessibility to local residentsand businesses caused by the failed bridge, LACDPW decided to replace the damagedbridge with a temporary single lane bridge to restore access and mobility along MulhollandHighway. In addition to the temporary bridge, LACDPW staff communicated their intentions toconstruct a permanent bridge as soon as possible. The District expressed its concernto LACDPW that, depending on the length of time required to restore the permanent bridge, atemporary pipeline may need to be installed along the temporary bridge. The short termefforts to isolate the District’s system were only a temporary solution. The initial schedule provided to the District by LACDPW proposed that the permanent bridgewould be constructed by the end of 2019, which would allow for restoration of the pipelinewithin a reasonable timeframe. The District was recently notified that due to environmental andother permitting delays, the permanent bridge would not be constructed for five to sevenyears. Based on the updated schedule, the District needs to install a water main across thetemporary bridge due to the extended timeframe for construction of the permanent facility. The District met with LACDPW representatives immediately to coordinate these efforts. LACDPW staff indicated the critical timeframe they had in opening the temporary bridge forservice for vehicular traffic and pedestrian mobility. LACDPW approved the District toproceed with the installation of a temporary waterline across the bridge but has requested theDistrict to proceed immediately with the work to avoid a delay to open the bridge. In addition,once the bridge is opened, the District would be limited to perform the work due to the two-waytraffic control necessary to route travel across the single-lane bridge. Residents andbusinesses in the area have been significantly impacted due to the limited accessibility. Due to the immediate action required to meet LACDPW's schedule, staff recommends anemergency declaration to complete the necessary work required to construct the temporarypipeline expeditiously and waive need for public bidding. It is anticipated that the work required to construct the temporary waterline across the bridgewill be reimbursed by FEMA/Cal-OES through the Public Assistance Grant Program. Theproject was submitted to Cal-OES through the California Disaster Assistance Act Program forboth temporary and permanent work.

GOALS:

Provide Safe and Quality Water with Reliable Services

Prepared by: Eric Schlageter, P.E., Senior Engineer


Temporary Pipeline ExhibitTemporary Bridge Photo 1Temporary Bridge Photo 2Temporary Bridge Photo 3

72

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Resolution No. 2553 Page 1

RESOLUTION NO. 2553

A RESOLUTION OF THE BOARD OF DIRECTORS OF LAS VIRGENES MUNICIPAL WATER DISTRICT FINDING THAT AN EMERGENCY WILL NOT PERMIT A DELAY RESULTING FROM A COMPETITIVE SOLICITATION FOR INSTALLATION OF A TEMPORARY PIPELINE ACROSS THE MULHOLLAND HIGHWAY BRIDGE NEAR

TROUTDALE DRIVE AND WARING DRIVE IN UNINCORPORATED LOS ANGELES COUNTY

WHEREAS, on November 12, 2018, the Board declared a state of emergency due to the Woolsey Fire that broke out on the afternoon of Thursday, November 8, 2018 in Ventura County near the Santa Susana Field Laboratory and burned through west Los Angeles and east Ventura County, impacting 66% of the District’s service area;

WHEREAS, damage to District facilities included the failure of a 12-inch steel water main due to the collapse of a Los Angeles County Department of Public Works bridge;

WHEREAS, the bridge failure and subsequent pipeline failure occurred on Mulholland Highway near Troutdale Drive and Waring Drive, in unincorporated Los Angeles County;

WHEREAS, the pipeline across the bridge provides a critical loop of the sub-system to provide adequate fire flow capacity and operational flexibility for water conveyance, and the lack of this pipeline limits the District’s ability to isolate the system when required for emergency shutdowns and could impact many customers due to loss of service;

WHEREAS, as part of the immediate emergency response, the damaged main was repaired to restore water service across the failed bridge; however, this was only a short-term temporary solution in response to the fire;

WHEREAS, a permanent bridge would not be constructed by the Los Angeles County Department of Public Works for five to seven years due to environmental and other permitting delays;

WHEREAS, the Los Angeles County Department of Public Works has decided to replace the damaged bridge with a temporary single lane bridge until a permanent bridge can be constructed to restore access and mobility along Mulholland Highway and a temporary pipeline needs to be installed along the temporary bridge;

WHEREAS, due to Los Angeles County Department of Public Works’ critical timeframe they have in opening the temporary bridge, Los Angeles County Department of Public Works has asked the District to proceed immediately with the construction of installing the water main across their temporary bridge;

WHEREAS, due to the immediate action required to meet Los Angeles County Department of Public Works schedule, District recommends and emergency declaration to complete the necessary work required to construct the temporary pipeline expeditiously and waive the need for public bidding;

78


WHEREAS, a competitive bidding process is normally required for construction projects involving an amount of $35,000 or more pursuant to California Public Contract Code §20642;

WHEREAS, one exception to the requirement to give notice for bids to let such contracts is in the case of emergency;

WHEREAS, “emergency” means a sudden, unexpected occurrence that poses a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services (California Public Contract Code §1102);

WHEREAS, in an emergency, the District may, pursuant to California Public Contract Code §22050, repair or replace a public facility, take any directly related and immediate action required, and procure the necessary equipment, services, and supplies for those purposes without engaging in the competitive bidding process; and

WHEREAS, staff recommends an emergency declaration to perform emergency repairs, including installation of a temporary pipeline across the bridge providing a critical loop of the sub-system, provides adequate fire flow capacity and operational flexibility for water conveyance, and provides the District its ability to isolate the system when required for emergency shutdowns so that many customers will not be impacted due to loss of service.

NOW, THEREFORE, BE IT RESOLVED BY THE GOVERINING BOARD OF DIRECTORS OF THE LAS VIRGENES MUNICIPAL WATER DISTRICT AS FOLLOWS:

1. Substantial evidence supports a finding that the above-described circumstances

constitute an emergency that will not permit a delay resulting from a competitive solicitation for bids and the above-described actions are necessary to respond to this emergency.

2. The Board authorizes the General Manager to proceed with the above-described actions in response to this emergency.

3. The Board shall review these emergency actions at the next Board meeting and, if those actions continue, shall terminate those actions at the earliest possible date that conditions warrant so that the remainder of the emergency actions may be completed by giving notice for bids to let contracts should sufficient time then exist to secure the necessary services.

PASSED, APPROVED, AND ADOPTED this 23th day of April, 2019.

_______________________________ Jay Lewitt, President

79


ATTEST: ____________________________ Charles P. Caspary, Secretary (Seal) APPROVED AS TO FORM: _____________________________ W. Keith Lemieux, District Counsel

80

ITEM 9A



FROM: Finance & Administration

Subject : Independent Auditing Services: Award

This item will be presented to the Las Virgenes-Triunfo Joint Powers Authority (JPA) Boardfor action on April 29, 2019 because the recommended independent auditor would alsoprovide audit services to the JPA. Authorization to execute the professional servicesagreement with The Pun Group is contingent upon subsequent approval by the JPA Board.

SUMMARY:

The District issued a Request for Proposals for independent audit services on February 20,2019, resulting in 10 proposals submitted. A staff review committee was formed to evaluatethe 10 proposals. The firms that submitted the five highest-rated proposals were invited forinterviews with the staff review committee. The top three firms from the evaluation and staffinterviews were invited to give presentations to the Board’s Audit Committee, consisting ofPresident Jay Lewitt and Treasurer Lynda Lo-Hill. Following the presentations, the AuditCommittee met to discuss the qualifications of the three highest-rated firms and mutuallyagreed to recommend that the Board accept the proposal from The Pun Group.

RECOMMENDATION(S):

Accept the proposal from The Pun Group and authorize the General Manager to execute aone-year professional services agreement, in the amount of $40,000, with four one-yearrenewal options using a 3% annual escalator, to provide independent audit services.

FISCAL IMPACT:

Yes

ITEM BUDGETED:

Yes

FINANCIAL IMPACT:

81

Sufficient funds are included in the adopted FY 2018-19 Budget for independent auditservices. Funds for additional year audit services will be included in the proposed future fiscalyear budgets.

DISCUSSION:

The Request for Proposal (RFP) to provide independent audit services to the District andJPA was posted on the District’s website on February 20, 2019. The scope of work wasprepared in conformance with Government Finance Officers Association (GFOA) BestPractices Guidelines. The Los Angeles County Grand Jury has issued guidance that auditservices should be considered at least once every five years. As a result, it is anticipated thatthe selected firm will provide audit services for the District and JPA for a minimum of three anda maximum of five years, subject to meeting the Board’s performance expectations. The RFP was sent to known firms providing audit services and advertised on the CaliforniaSociety of Municipal Finance Officers (CSMFO) website. The responses were initiallyreviewed and ranked by a staff review committee consisting of the District’s Director ofFinance and Administration and Finance Manager, as well as Ventura Regional SanitationDistrict’s Finance Director. The five highest-ranked firms were invited for interviews. Following the staff interviews, the three highest-rated firms were referred to the Board’s AuditCommittee, consisting of President Jay Lewitt and Treasurer Lynda Lo-Hill. The AuditCommittee recommends that the Board accept the proposal from The Pun Group. The Pun Group, LLP, Certified Public Accountants and Business Advisors, was founded in2012. The Pun Group presented a comprehensive approach to audit services, demonstratedthorough knowledge of current and upcoming Government Accounting Standards Board(GASB) requirements, and proposed a team with a track record of successfully performinggovernment agency audits. Additionally the firm offers annual client seminars that assist staffin keeping current on the latest changes affecting government accounting and auditing. SinceThe Pun Group is the District's incumbent auditor, they will be rotating audit partners tomaintain independence. Based on the Audit Committee’s recommendation that the Board accept the proposal fromThe Pun Group, staff recommends that the Board authorize the General Manager to executea one-year professional services agreement with The Pun Group, in the amount of $40,000,with up to four one-year renewal options using a 3% annual escalator. The agreement will bestructured such that the renewal options will only be exercised if staff and the Board aresatisfied with the performance of The Pun Group.

GOALS:


Prepared by: Angela Saccareccia, Finance Manager

82

ITEM 9B



FROM: Finance & Administration

Subject : Fiscal Year 2019-20 Preliminary Budget

SUMMARY:

In June 2018, the Board approved a two-year budget plan for Fiscal Years 2018-20. Thispreliminary budget highlights the significant changes from the original plan for the second yearof the two-year budget cycle.

RECOMMENDATION(S):

Provide staff with feedback on the Fiscal Year 2019-20 Preliminary Budget.

FISCAL IMPACT:

No

ITEM BUDGETED:

Yes

DISCUSSION:

The purpose of preparing a two-year budget plan is to minimize changes to operating expenseprojections, capital improvement projects and staffing for the second year. As a result, theexpenses generally represent a continuation of the same levels of staffing and services withminimal changes to reflect any recent changes. Following are the primary reasons for preparing a two-year budget plan:

1. Improve long-term planning2. Concentrate on the implementation of long-term strategic objectives3. Create framework for stable operations and orderly spending patterns4. Reduce staff time to prepare the budget, free staff to focus on other tasks

83

The preliminary budget for operating expenses in Fiscal Year 2019-20 is $57.5 million. Thenet operating income for Fiscal Year 2019-20 is projected to be $16.5 million. Operatingexpenses are expected to increase as compared to the budget plan by $1.2 million, which isdue to $371,000 in Board-approved organizational changes, $125,000 in contract meterreading services, $75,000 in additional OPEB payments and $694,000 for the Phase 2 WhitePaper on Tapping into Available Capacity in Existing Infrastructure to Create Water Supply andWater Quality Solutions, which will be offset by $674,000 in revenues from a grant and theparticipating agencies. The Capital Improvements Budget, including carryover amounts, is $21.4 million, which is anet increase of $4.2 million due to the changes reflected in Attachment A. Several projectswere shifted to later budget years and $5.9 million of projects related to the Woolsey Fire wereadded. Staff anticipates reimbursement from the District's insurance carrier and FEMA/Cal-OES; however, those estimates have not yet been finalized.

GOALS:


Prepared by: Angela Saccareccia, Finance Manager


Attachment A - Capital Improvement Projects Significant ChangesAttachment B - Preliminary Budget

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4232 Las Virgenes Road, CalabasasLos Angeles County, California

4232 Las Virgenes Road, CalabasasLos Angeles Conty, California

City of Calabasas

City of Westlake Village

City of Agoura Hills

City of Hidden Hills

Mid Year Cycle Budget Fiscal Year 2019-20

Las Virgenes Municipal Water District

86

FY 19-20 Budget Update 2 04/16/201987

President

Jay Lewitt Director, Division 5

Director

Lee Renger

Director, Division 3

Treasurer

Lynda Lo-Hill Director, Division 2

Vice PresidentLeonard E. Polan


Secretary

Charles Caspary


David W. Pedersen, P.E.

General Manager

W. Keith Lemieux

Counsel

William J. McDermott, P.E.

Director of Resource Conservation and Public Outreach

David R. Lippman, P.E.

Director of Facilities and Operations

Donald P. Patterson

Director of Finance and Administration

Angela L. Saccareccia

Finance Manager

FY 19-20 Budget Update 3 04/16/201988

TABLE OF CONTENTS

PAGE Budget Overview 5 District Staffing Plan 6 Summary of All Units 7

Potable Water Operations Summary 9 Recycled Water Operations Summary 11 Sanitation Operations Summary 12 Internal Service Summary 13 Board and General Manager 15 Resource Conservation and Public Outreach 16 Facilities and Operations 17 Finance and Administration 18

Capital Improvement Project Expense Summary 19

FY 19-20 Budget Update 4 04/16/201989

2019-20 BUDGET In June 2018 the Board approved a two-year budget plan for Fiscal Years 2018-20. The purpose of preparing a two-year plan is to minimize changes to operating, capital improvement projects, and staffing in the second year. As a result, the expenses generally represent a continuation of the same levels of staffing and services with a minimal amount of changes.

The main reasons for a two- year plan are to :

1. Improve long-term planning2. Concentrate on the implementation of long-term strategic objectives3. Create framework for stable operations and orderly spending patterns4. Reduce staff time to prepare the budget, free staff to focus on other tasks

The Fiscal Year 2019-20 budget for operating expenses is $ 57.5 million. The net operating income in FY 2019-20 is $ 16.5 million. Operating expenses increased from the budget plan by $1.2 million, which was comprised of $371 thousand in board approved organizational changes, $125 thousand in contracted meter reading services, $75 thousand in additional OPEB payments and $694 thousand for the Phase 2 White Paper on Tapping into Available Capacity in Existing Infrastructure to Create Water Supply and Water Quality Solutions, which was offset by $674 thousand in revenues from participating agencies.

The Capital Budget including carryover amounts is $ 21.4 million, which is a net increase of $4.2 million due to the significant changes presented below. Several projects were shifted to later budget years and $5.9 million of the added projects were related to the Woolsey fire. Staff anticipates partial reimbursement from insurance and FEMA, however those estimates have not yet been finalized.

Summary of Significant Changes Capital Improvement Projects

Fiscal Year 2019-20

Budget Plan Proposed Adjustments10660-AMR Implementation 1,567,789$ 350,000$ (1,217,789)$ 10689-Rancho Fire Repair-Woolsey Fire -$ 1,942,500$ 1,942,500$ 10690-Westlake Filter Plant-Woolsey Fire -$ 1,942,500$ 1,942,500$ 10556-Interconnection with CMWD 1,379,730$ 3,307,838$ 1,928,108$ 10638-Pure Water Project- Demonstration Plant 3,500,000$ 2,001,159$ (1,498,841)$ 10678-Deerlake Tank and Twin Lakes Tank Pump Station 700,000$ 2,145,970$ 1,445,970$ 10619-Summer Season 2013 TMDL Compliance 2,220,000$ 809,985$ (1,410,015)$ 10430-Twin Lakes Pump Station Pipeline Project 1,066,726$ -$ (1,066,726)$ 10691-HQ and Remote Site Repair-LVMWD only-Woolsey Fire -$ 832,500$ 832,500$ 10692-JPA Facility Repair-Woolsey Fire -$ 832,500$ 832,500$ 201818-Upper Oaks and Dardenne Tank Rehabilitation 733,578$ -$ (733,578)$ 10655-Cornell Pump Station Upgrades 832,500$ 181,400$ (651,100)$ 10567-Programmable Logic Controller Updates 376,700$ 923,450$ 546,750$ 10667-Tapia Headwks White Rm Floor Plate Repr & Steel Framing Repl. -$ 357,440$ 357,440$ 70027-Troutdale Pipeline-Woolsey Fire -$ 330,000$ 330,000$

Other Projects 4,888,720$ 5,477,148$ 588,428$

17,265,743$ 21,434,390$ 4,168,647$

FY 19-20 Budget Update 5 04/16/201990

DISTRICT STAFFING PLANFY 2018-19 - FY 2019-20

2014-15 2015-16 2016-17 2017-18 2018-19 2019-20Business DIVISION Auth Auth Auth Auth Auth Proposed

Unit Dept/Section Positions Positions Positions Positions Positions Positions

BOARD & GENERAL MANAGER701121 Administration 2.0 2.0 2.0 2.0 2.0 2.0

TOTAL GENERAL MANAGER 2.0 2.0 2.0 2.0 2.0 2.0


Unit Dept/Section Positions Positions Positions Positions Positions PositionsRESOURCE CONSERVATION & PUBLIC OUTREACH

701210 Administration 2.0 2.0 2.0 2.0 2.0 2.0 701220 Customer Service-Administration 1.0 1.0 1.0 1.0 1.0 1.0 701221 Customer Service Operations 15.0 15.0 15.0 15.0 15.0 5.0 701222 Field Customer Service - - - - - 10.0 701226 Customer Service Programs 3.0 3.0 3.0 3.0 3.0 3.0 701223 Resource/Watershed Conservation 3.0 4.0 3.0 3.0 3.0 3.0 701230 Public Information 3.0 3.0 3.0 3.0 3.0 3.0

27.0 28.0 27.0 27.0 27.0 27.0



FACILITIES & OPERATIONS701310 Administration 2.0 2.0 2.0 2.0 2.0 2.0 701320 Facilities Maintenance-Admin 1.2 0.7 0.7 0.7 0.7 1.0 701326 Electrical/Instrumentation-Maint 6.0 7.0 7.0 7.0 7.0 7.0 701321 Facilities Maintenance-Maint 8.0 8.0 8.0 8.0 8.0 8.0 701325 Facilities Maintenance-Fleet 1.0 1.0 1.0 1.0 1.0 1.0 701330 Water Division-Admin 0.8 0.3 0.3 0.3 0.3 1.0 701331 Water Treatment & Production 11.0 11.0 11.0 11.0 11.0 11.0 701322 Construction 7.0 6.0 6.0 6.0 6.0 6.0 701340 Reclamation Division-Admin 3.0 3.0 3.0 3.0 3.0 3.0 701341 Reclamation Division-Lab 6.0 6.0 6.0 6.0 6.0 6.0 701342 Reclamation Division-Treatment 9.0 8.0 8.0 8.0 8.0 8.0 701343 Reclamation Division-Composting 6.0 7.0 7.0 7.0 7.0 7.0 701350 Technical Services Division 8.0 9.0 9.0 9.0 9.0 9.0

69.0 69.0 69.0 69.0 69.0 70.0



FINANCE & ADMINISTRATION701410 Administration 2.0 2.0 2.0 2.0 2.0 2.0 701420 Information Systems 6.0 6.0 6.0 6.0 6.0 6.0 701430 Human Resources/Risk Mgmt 2.0 2.0 2.0 2.0 2.0 2.0 701440 Accounting 9.0 9.0 9.0 9.0 9.0 9.0

19.0 19.0 19.0 19.0 19.0 19.0

TOTAL AGENCY STAFF POSITIONS 117.0 118.0 117.0 117.0 117.0 118.0

TOTAL RESOURCE CONSERVATION & PUBLIC OUTREACH

TOTAL FACILITIES & OPERATIONS

TOTAL FINANCE & ADMINISTRATION

FY 19-20 Budget Update 6 04/16/201991

Las Virgenes Municipal Water DistrictSummary of All Units

FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 18-19 FY 19-20Actual Actual Actual Actual Budget Est. Actual Budget

OPERATING REVENUES4000 Water Sales $30,273,051 $27,798,131 $32,957,152 $38,520,325 $42,280,844 $37,834,040 $46,765,7454151 Conservation Violation Charge $2,000 $19,600 $0 $0 $0 $0 $04152 Penalty for Unsustainable Wtr Use $0 $172,038 $1,066,299 $1,648,618 $0 $1,500,000 $04155 Temporary Meter Fees 2,800 2,500 2,400 2,800 3,100 3,100 3,1004160 Late Payment Fees 100,702 122,463 137,499 144,417 182,000 136,200 188,0004170 Water Usage - Accidents 17,647 36,532 18,491 74,791 28,600 28,600 29,6004175 PW Supplement to RW 1,347,267 1,125,668 1,876,640 1,585,688 1,358,800 1,580,000 1,542,0804176 PW Suppl RW-Prior Yr Adj 1,337,357 0 0 0 0 0 04215 RW Sales - Calabasas 605,493 634,920 566,320 607,966 600,000 593,000 612,0004220 RW Sales - LV Valley 312,673 235,172 198,427 293,895 293,000 247,000 299,0004225 RW Sales - Calabasas MWD 1,359,377 1,181,117 1,179,349 1,383,462 1,403,000 1,208,000 1,431,0004230 RW Sales - Western 2,289,610 1,922,053 2,262,085 2,873,297 2,802,000 2,598,000 2,858,0004260 Sanitation Service Fees 16,463,845 16,779,190 18,338,770 18,569,910 18,239,000 18,865,000 18,522,0004270 Consol Sewer District Fees 232,170 236,004 236,004 213,000 215,000 215,000 215,0004400 MWD Conser Credit 1,074,630 1,857,224 19,750 0 44,000 44,000 44,0004421 Prop 50 - IRWMP 0 28,147 33,451 0 0 0 0MWD Future Supply Actions Funding 0 0 0 0 0 0 674,0004505 Other Income from Operations 760,082 803,510 803,221 798,943 869,993 879,993 866,394 TOTAL OPERATING REVENUES $56,178,704 $52,954,269 $59,695,858 $66,717,112 $68,319,337 $65,731,933 $74,049,919

SOURCE OF SUPPLY5000 Purchased Water - MWD 20,059,835 17,526,309 19,848,993 20,516,114 22,174,747 20,208,626 23,794,2095054 Draw from Reservoir 838,895 694,872 246,640 1,123,796 930,792 1,122,619 854,1005100 Purchased Water - JPA RWTR 1,508,136 1,557,726 1,369,024 1,603,106 1,817,122 1,609,490 1,838,2995105 Purchased Water - Ventura Co. 268,101 225,201 232,797 235,137 289,130 210,000 308,3885110 Purchased Water - Simi Dist. #8 52,521 47,001 45,800 56,709 57,443 60,000 61,2695115 Purchased Water - Potable Suppl 1,210,738 1,125,668 1,842,516 1,547,136 1,358,800 1,580,000 1,542,0805116 Purch Water-PW Supp-Prior Yr Adj 1,337,357 0 0 0 0 0 05125 Water Supply - LVR Adjustment 26,723 398,591 23,327 492,895 140,000 140,000 157,941 Sub-total $25,302,306 $21,575,368 $23,609,097 $25,574,893 $26,768,034 $24,930,735 $28,556,286

PURCHASED SERVICES5735 Share of JPA Net Expenses 9,179,325 8,190,286 9,013,414 9,545,571 10,223,055 9,848,435 10,578,3975740 City of Los Angeles 227,282 473,992 380,730 447,386 515,200 515,200 581,000 Sub-total $9,406,607 $8,664,278 $9,394,144 $9,992,957 $10,738,255 $10,363,635 $11,159,397

OPERATING EXPENSES5400 Labor 1,272,035 1,246,647 1,344,331 1,264,386 1,484,677 1,723,415 1,522,3965405.1 Energy 1,145,470 997,211 999,620 1,044,150 1,119,000 997,000 1,152,0005405.2 Telephone 73,905 111,102 86,561 79,081 106,981 88,284 107,3975405.3 Gas 36,455 11,855 12,777 15,721 20,500 20,500 20,5005405.4 Water 10,352 10,325 11,816 11,293 10,052 10,052 10,0525410 Supplies/Material 128,532 239,387 200,255 235,700 207,000 177,000 207,0005410.10 Hypochlorite 5,749 10,897 5,528 21,431 15,000 15,000 15,0005410.12 Septum 0 0 0 0 0 0 05415 Outside Services 65,577 160,536 91,790 71,184 143,000 164,700 110,0005417 Odor Control 2,932 2,460 2,280 0 2,575 2,575 2,6505420 Permits and Fees 72,024 77,429 125,292 101,550 85,500 85,500 85,5005425 Consulting Services 16,870 24,405 0 68,159 0 0 0 Sub-total $2,829,901 $2,892,254 $2,880,250 $2,912,655 $3,194,285 $3,284,026 $3,232,495

MAINTENANCE EXPENSES5500 Labor 691,372 822,591 952,706 978,017 922,033 1,119,466 945,8535510 Supplies/Material 157,992 186,862 126,892 163,026 176,000 307,500 176,0005515 Outside Services 576,860 293,983 210,030 296,562 341,500 254,075 341,5005518 Building Maintenance 28,148 21,104 13,161 13,172 20,000 20,000 20,0005520 Permits and Fees 36,675 10,973 13,793 18,398 25,000 25,000 25,0005530 Capital Outlay 0 43,235 0 2,747 39,400 39,400 0 Sub-total $1,491,047 $1,378,748 $1,316,582 $1,471,922 $1,523,933 $1,765,441 $1,508,353

FY 19-20 Budget Update 7 04/16/201992

Las Virgenes Municipal Water DistrictSummary of All Units


INVENTORY EXPENSE5536 Inventory Adjustment 0 10,996 0 0 0 0 0

SPECIALTY EXPENSES5700 SCADA Services 103,796 91,386 111,784 51,030 126,335 102,003 130,4295710.2 Technical Services 63,583 93,762 35,771 23,652 80,868 39,541 81,9345715.2 Other Lab Services 10,541 7,077 7,975 12,120 10,900 10,900 11,0645715.3 Tapia Lab Sampling 73,888 68,567 65,592 75,180 73,955 89,026 75,8905725 Gen Supplies/Small Tools 27,284 28,691 11,992 3,291 0 0 07202 Allocated Lab Expense 173,246 165,117 186,186 196,840 214,591 206,472 221,217 Sub-total $452,338 $454,600 $419,300 $362,113 $506,649 $447,942 $520,534

PUBLIC INFORMATION6602 School Education Program 143,449 145,508 174,587 134,873 232,107 211,135 231,9156604 Public Education Program 252,467 204,037 127,047 88,923 156,020 80,256 155,4226606 Community Group Outreach 1,169 7,241 1,161 0 8,200 5,584 8,2796608 Intergovernmental Coordination 776 1,392 3,365 3,258 8,188 5,000 8,269 Sub-total $397,861 $358,178 $306,160 $227,054 $404,515 $301,975 $403,885

FIELD CONSERVATION6639 Turf Removal Program 1,500,521 1,871,575 755 0 0 0 06640 RainBarrel Program 0 3,333 56,594 0 63,975 50,559 64,3346709 WBIC Irrigation Controller 0 0 0 0 493,938 460,677 508,836 Sub-total $1,500,521 $1,874,908 $57,349 $0 $557,913 $511,236 $573,170

COMMUNITY CONSERVATION EDUCATION6742 Demonstration Garden Grant 92 1,434 4,565 863 16,618 16,618 16,6476748 Professional Landscape & Irr Wkshp 0 0 0 0 0 0 06749 Residential Customer Training 24,574 24,341 12,154 13,389 27,640 16,752 36,037 Sub-total $24,666 $25,775 $16,719 $14,252 $44,258 $33,370 $52,684

RESOURCE CONSERVATION6785 Watershed Programs 34,114 8,822 13,164 20,818 43,565 50,413 49,0686790 Back Flow Protection 80,374 62,969 26,412 25,906 174,541 203,124 175,451 Sub-total $114,488 $71,791 $39,576 $46,724 $218,106 $253,537 $224,519

ADMINISTRATIVE EXPENSES6260 Rental Charge - Facility Repl 294,159 311,874 321,341 302,000 290,357 290,357 290,3576516 Other Professional Services 27,581 39,489 3,547 23,000 0 0 325,0007135.1 Property Insurance 30,146 39,008 31,115 38,031 71,836 71,836 73,9917135.4 Earthquake Insurance 49,018 48,505 49,969 60,399 114,749 114,749 118,1927145 Claims Paid 66,018 11,133 19,953 77,773 0 0 07155 Other Expense (2,805) (3,944) 3,170 (7,089) 0 0 07203 Allocated Building Maint 88,082 95,945 83,651 89,824 107,102 132,253 88,8057205 Allocated Legal 32,073 38,109 14,159 17,494 0 0 07209 Allocated Rental Property Exp (3,021) 0 0 0 0 0 07225 Allocated Support Services 2,119,858 1,678,403 1,936,098 2,095,360 2,322,384 2,154,231 2,585,0517226 Allocated Operations Services 4,789,447 5,355,630 5,333,194 5,717,446 7,002,829 6,495,787 7,841,532 Sub-total $7,490,556 $7,614,152 $7,796,197 $8,414,238 $9,909,257 $9,259,213 $11,322,928

TOTAL OPERATING EXPENSES $49,010,291 $44,921,048 $45,835,374 $49,016,808 $53,865,204 $51,151,109 $57,554,252

NET OPERATING INCOME (LOSS) $7,168,413 $8,033,221 $13,860,484 $17,700,304 $14,454,133 $14,580,824 $16,495,667

FY 19-20 Budget Update 8 04/16/201993

Las Virgenes Municipal Water DistrictPotable Water Summary


OPERATING REVENUES4000 Water Sales $30,273,051 $27,798,131 $32,957,152 $38,520,325 $42,279,044 $37,832,240 $46,763,9454151 Conservation Violation Charge 2,000 19,600 0 0 0 0 04152 Penalty for Unsustainable Wtr Use 0 172,038 1,066,299 1,648,618 0 1,500,000 04155 Temporary Meter Fees 2,750 2,500 2,400 2,750 3,000 3,000 3,0004160 Late Payment Fees 68,145 77,965 91,598 103,006 132,000 92,000 138,0004170 Water Usage - Accidents 17,647 36,451 18,491 74,791 28,500 28,500 29,5004175 PW Supplement to RW 1,347,267 1,125,668 1,876,640 1,585,688 1,358,800 1,580,000 1,542,0804176 PW Suppl RW-Prior Yr Adj 1,337,357 0 0 0 0 0 04400 MWD Conser Credit 1,074,630 1,857,224 19,750 0 44,000 44,000 44,0004421 Prop 50 - IRWMP 0 28,147 33,451 0 0 0 0MWD Future Supply Actions Funding 0 0 0 0 0 0 674,0004505 Other Income from Operations 183,167 184,428 199,467 215,696 205,000 215,000 210,000

TOTAL OPERATING REVENUES $34,306,014 $31,302,152 $36,265,248 $42,150,874 $44,050,344 $41,294,740 $49,404,525

SOURCE OF SUPPLY5000 Purchased Water - MWD 20,059,835 17,526,309 19,848,993 20,516,114 22,174,747 20,208,626 23,794,2095054 Draw from Reservoir 838,895 694,872 246,640 1,123,796 930,792 1,122,619 854,1005105 Purchased Water - Ventura Co. 268,101 225,201 232,797 235,137 289,130 210,000 308,3885110 Purchased Water - Simi Dist. #8 52,521 47,001 45,800 56,709 57,443 60,000 61,2695125 Water Supply - LVR Adjustment 26,723 398,591 23,327 492,895 140,000 140,000 157,941 Sub-total $21,246,075 $18,891,974 $20,397,557 $22,424,651 $23,592,112 $21,741,245 $25,175,907

OPERATING EXPENSES5400 Labor 1,164,430 1,125,733 1,186,872 1,123,104 1,331,087 1,591,582 1,364,7765405.1 Energy 1,045,298 919,775 923,493 968,759 1,030,500 910,500 1,060,5005405.2 Telephone 55,021 80,060 68,369 64,622 77,784 77,784 77,7625405.3 Gas 36,455 11,855 12,777 15,721 20,500 20,500 20,5005405.4 Water 9,800 9,531 11,036 10,361 9,252 9,252 9,2525410 Supplies/Material 128,406 239,387 200,255 235,700 207,000 177,000 207,0005410.10 Hypochlorite 5,749 10,897 5,528 21,431 15,000 15,000 15,0005415 Outside Services 65,577 160,536 91,790 71,184 143,000 164,700 110,0005420 Permits and Fees 65,528 67,376 106,471 83,678 67,500 67,500 67,5005425 Consulting Services 16,870 24,405 0 68,159 0 0 0 Sub-total $2,593,134 $2,649,555 $2,606,591 $2,662,719 $2,901,623 $3,033,818 $2,932,290

MAINTENANCE EXPENSES5500 Labor 631,380 758,526 905,204 927,196 859,533 1,070,959 881,7535510 Supplies/Material 149,754 143,609 122,284 148,241 164,500 296,000 164,5005515 Outside Services 538,555 256,650 177,667 262,790 306,500 219,075 306,5005518 Building Maintenance 28,148 21,104 13,161 13,172 20,000 20,000 20,0005520 Permits and Fees 36,675 10,973 13,793 18,398 25,000 25,000 25,0005530 Capital Outlay 0 43,235 0 2,747 33,000 33,000 0 Sub-total $1,384,512 $1,234,097 $1,232,109 $1,372,544 $1,408,533 $1,664,034 $1,397,753

INVENTORY EXPENSE5536 Inventory Adjustment 0 10,996 0 0 0 0 0

SPECIALTY EXPENSES5700 SCADA Services 99,979 89,478 110,966 50,790 120,066 99,683 124,0485710.2 Technical Services 61,737 93,762 35,771 23,652 80,868 39,541 81,9345715.2 Other Lab Services 10,541 7,077 7,975 12,120 10,900 10,900 11,0645715.3 Tapia Lab Sampling 73,888 68,567 65,592 75,180 73,955 89,026 75,8905725 Gen Supplies/Small Tools 27,284 28,691 11,992 3,291 0 0 07202 Allocated Lab Expense 173,246 165,117 186,186 196,840 214,591 206,472 221,217 Sub-total $446,675 $452,692 $418,482 $361,873 $500,380 $445,622 $514,153

FY 19-20 Budget Update 9 04/16/201994

Las Virgenes Municipal Water DistrictPotable Water Summary


PUBLIC INFORMATION6602 School Education Program 143,449 145,508 174,587 134,873 232,107 211,135 231,9156604 Public Education Program 252,467 204,037 127,047 88,923 156,020 80,256 155,4226606 Community Group Outreach 1,169 7,241 1,161 0 8,200 5,584 8,2796608 Intergovernmental Coordination 776 1,392 3,365 3,258 8,188 5,000 8,269 Sub-total $397,861 $358,178 $306,160 $227,054 $404,515 $301,975 $403,885

FIELD CONSERVATION6639 Turf Removal Program 1,500,521 1,871,575 755 0 0 0 06640 RainBarrel Program 0 3,333 56,594 0 63,975 50,559 64,3346709 WBIC Irrigation Controller 0 0 0 0 493,938 460,677 508,836 Sub-total $1,500,521 $1,874,908 $57,349 $0 $557,913 $511,236 $573,170

COMMUNITY CONSERVATION EDUCATION6742 Demonstration Garden Grant 92 1,434 4,565 863 16,618 16,618 16,6476749 Residential Customer Training 24,574 24,341 12,154 13,389 27,640 16,752 36,037 Sub-total $24,666 $25,775 $16,719 $14,252 $44,258 $33,370 $52,684

RESOURCE CONSERVATION6785 Watershed Programs 34,114 8,822 13,164 20,818 43,565 50,413 49,0686790 Back Flow Protection 73,459 50,321 25,352 22,706 134,353 163,124 135,258 Sub-total $107,573 $59,143 $38,516 $43,524 $177,918 $213,537 $184,326

ADMINISTRATIVE EXPENSES6260 Rental Charge - Facility Repl 252,385 267,772 273,933 257,557 255,389 255,389 255,3756516 Other Professional Services 27,581 39,489 3,547 11,500 0 0 221,6257135.1 Property Insurance 30,146 39,008 31,115 38,031 71,836 71,836 73,9917135.4 Earthquake Insurance 49,018 48,505 49,969 60,399 114,749 114,749 118,1927145 Claims Paid 66,018 11,133 19,953 77,773 0 0 07155 Other Expense (2,805) (3,944) 3,170 (7,089) 0 0 07203 Allocated Building Maint 88,082 95,945 83,651 89,824 107,102 132,253 88,8057205 Allocated Legal 32,073 38,109 9,709 17,494 0 0 07209 Allocated Rental Property Exp (3,021) 0 0 0 0 0 07225 Allocated Support Services 1,742,061 1,326,732 1,522,985 1,694,825 1,801,734 1,671,279 2,013,9807226 Allocated Operations Services 3,817,730 4,117,379 4,206,635 4,280,600 5,365,058 4,976,599 5,982,691 Sub-total $6,099,268 $5,980,128 $6,204,667 $6,520,914 $7,715,868 $7,222,105 $8,754,659


NET OPERATING INCOME (LOSS) $505,729 ($235,294) $4,987,098 $8,523,343 $6,747,224 $6,127,798 $9,415,698

FY 19-20 Budget Update 10 04/16/201995

Las Virgenes Municipal Water DistrictRecycled Water

Operations - 102000/102100

FY 14-15Actual

FY 15-16Actual

FY 16-17Actual

FY 17-18Actual

FY 18-19Budget

FY 18-19Est. Actual

FY 19-20Budget

OPERATING REVENUES4050 Temporary Meter Charge $0 $0 $0 $0 $1,800 $1,800 $1,8004155 Temporary Meter Installation Fees 50 0 0 50 100 100 1004160 Late Payment Fees 2,647 9,494 6,924 6,079 10,000 4,200 10,0004170 Water Usage - Accidents 0 81 0 0 100 100 1004215 RW Sales - Calabasas 605,493 634,920 566,320 607,966 600,000 593,000 612,0004220 RW Sales - LV Valley 312,673 235,172 198,427 293,895 293,000 247,000 299,0004225 RW Sales - Calabasas MWD 1,359,377 1,181,117 1,179,349 1,383,462 1,403,000 1,208,000 1,431,0004230 RW Sales - Western 2,289,610 1,922,053 2,262,085 2,873,297 2,802,000 2,598,000 2,858,0004505 Other Income from Operations 576,915 619,082 603,754 583,247 664,993 664,993 656,394


SOURCE OF SUPPLY5100 Purchased Water - JPA RWTR 1,508,136 1,557,726 1,369,024 1,603,106 1,817,122 1,609,490 1,838,2995115 Purchased Water - Potable Suppl 1,210,738 1,125,668 1,842,516 1,547,136 1,358,800 1,580,000 1,542,0805116 Purch Water-PW Supp-Prior Yr Adj 1,337,357 0 0 0 0 0 0 Sub-total $4,056,231 $2,683,394 $3,211,540 $3,150,242 $3,175,922 $3,189,490 $3,380,379

OPERATING EXPENSES5400 Labor 94,663 102,555 145,110 140,697 139,459 131,670 143,1255405.1 Energy 5,484 5,677 6,329 6,030 6,500 6,500 6,5005410 Supplies/Material 126 0 0 0 0 0 05420 Permits and Fees 0 3,443 4,267 1,319 3,000 3,000 3,000 Sub-total $100,273 $111,675 $155,706 $148,046 $148,959 $141,170 $152,625

MAINTENANCE EXPENSES5500 Labor 0 1,012 3,484 663 2,811 0 2,8725510 Supplies/Material 937 130 1,047 3,060 1,500 1,500 1,5005515 Outside Services 4,999 0 0 0 0 0 0 Sub-total $5,936 $1,142 $4,531 $3,723 $4,311 $1,500 $4,372

SPECIALTY EXPENSES5710.2 Tech Services 1,846 0 0 0 0 0 0 Sub-total $1,846 $0 $0 $0 $0 $0 $0

RESOURCE CONSERVATION6790 Back Flow Protection 6,915 12,648 1,060 3,200 40,188 40,000 40,193 Sub-total $6,915 $12,648 $1,060 $3,200 $40,188 $40,000 $40,193

ADMINISTRATIVE EXPENSES6260 Rental Charge - Facility Repl 14,792 16,536 17,974 16,968 12,368 12,368 12,3686516 Other Professional Services 0 0 0 0 0 0 2,2507225 Allocated Support Services 140,075 101,623 143,255 137,392 145,917 135,352 162,5547226 Allocated Operations Services 204,157 196,162 409,520 480,968 569,652 528,406 645,829 Sub-total $359,024 $314,321 $570,749 $635,328 $727,937 $676,126 $823,000


NET OPERATING INCOME (LOSS) $616,540 $1,478,739 $873,273 $1,807,457 $1,677,676 $1,268,907 $1,467,824Expense Trend ($000) 4,530 3,123 3,944 3,941 4,097 4,048 4,401Revenue Trend ($000) 5,147 4,602 4,817 5,748 5,775 5,317 5,868

5,1474,602 4,817

5,748 5,3175,868

4,530

3,1233,944 3,941 4,048 4,401

FY 14-15Actual

FY 15-16Actual

FY 16-17Actual

FY 17-18Actual

FY 18-19Est. Actual

FY 19-20Budget

Revenue Trend ($000) Expense Trend ($000)

FY 19-20 Budget Update 11 04/16/201996

Las Virgenes Municipal Water DistrictSanitation

Operations - 130000/130100

FY 14-15Actual

FY 15-16Actual

FY 16-17Actual

FY 17-18Actual

FY 18-19Budget

FY 18-19Est. Actual

FY 19-20Budget

OPERATING REVENUES4160 Late Payment Fees $29,910 $35,004 $38,977 $35,332 $40,000 $40,000 $40,0004260 Sanitation Service Fees 16,463,845 16,779,190 18,338,770 18,569,910 18,239,000 18,865,000 18,522,0004265 Coring Fees 0 0 0 0 0 0 04270 Consol Sewer District Fees 232,170 236,004 236,004 213,000 215,000 215,000 215,000


PURCHASED SERVICES5735 Share of JPA Net Expenses 9,179,325 8,190,286 9,013,414 9,545,571 10,223,055 9,848,435 10,578,3975740 City of Los Angeles 227,282 473,992 380,730 447,386 515,200 515,200 581,000 Sub-total $9,406,607 $8,664,278 $9,394,144 $9,992,957 $10,738,255 $10,363,635 $11,159,397

OPERATING EXPENSES5400 Labor 12,942 18,359 12,349 585 14,131 163 14,4955405.1 Energy 94,688 71,759 69,798 69,361 82,000 80,000 85,0005405.2 Telephone 18,884 31,042 18,192 14,459 29,197 10,500 29,6355405.4 Water 552 794 780 932 800 800 8005417 Odor Control 2,932 2,460 2,280 0 2,575 2,575 2,6505420 Permits and Fees 6,496 6,610 14,554 16,553 15,000 15,000 15,000 Sub-total $136,494 $131,024 $117,953 $101,890 $143,703 $109,038 $147,580

MAINTENANCE EXPENSES5500 Labor 59,992 63,053 44,018 50,158 59,689 48,507 61,2285510 Supplies/Material 7,301 43,123 3,561 11,725 10,000 10,000 10,0005515 Outside Services 33,306 37,333 32,363 33,772 35,000 35,000 35,0005530 Capital Outlay 0 0 0 0 6,400 6,400 0 Sub-total $100,599 $143,509 $79,942 $95,655 $111,089 $99,907 $106,228

SPECIALTY EXPENSES5700 SCADA Services 3,817 1,908 818 240 6,269 2,320 6,3815710.2 Tech Services 0 0 0 0 0 0 0 Sub-total $3,817 $1,908 $818 $240 $6,269 $2,320 $6,381

ADMINISTRATIVE EXPENSES6260 Rental Charge - Facility Repl 26,982 27,566 29,434 27,475 22,600 22,600 22,6146516 Other Professional Services 0 0 0 11,500 0 0 101,1257205 Allocated Legal 0 0 4,450 0 0 0 07225 Allocated Support Services 237,722 250,048 269,858 263,143 374,733 347,600 408,5177226 Allocated Operations Services 767,560 1,042,089 717,039 955,878 1,068,119 990,781 1,213,013 Sub-total $1,032,264 $1,319,703 $1,020,781 $1,257,996 $1,465,452 $1,360,981 $1,745,269


NET OPERATING INCOME (LOSS) $6,046,144 $6,789,776 $8,000,113 $7,369,504 $6,029,232 $7,184,119 $5,612,145Expense Trend ($000) 10,680 10,260 10,614 11,449 12,465 11,936 13,165Revenue Trend ($000) 16,726 17,050 18,614 18,818 18,494 19,120 18,777

16,726 17,05018,614 18,818 19,120 18,777

10,680 10,260 10,614 11,449 11,93613,165

FY 14-15Actual

FY 15-16Actual

FY 16-17Actual

FY 17-18Actual

FY 18-19Est. Actual

FY 19-20Budget

Revenue Trend ($000) Expense Trend ($000)

FY 19-20 Budget Update 12 04/16/201997

Las Virgenes Municipal Water DistrictInternal Service Summary


BOARD EXPENSES6000 Directors' Fees $82,600 $77,600 $87,460 $84,040 $90,000 $79,577 $90,0006005 Directors' Benefits 76,775 73,422 79,640 78,735 91,459 94,022 93,0826005.1 OPEB 2,966 4,277 5,934 8,746 12,072 12,072 12,6456010 Directors' Conference Expenses 33,169 24,588 32,859 36,053 30,000 30,000 30,0006015 Directors' Miscellaneous 1,355 775 826 92 0 7,200 06020 Election Expense 54,821 0 292 0 61,000 0 0 Sub-total $251,686 $180,662 $207,011 $207,666 $284,531 $222,871 $225,727

PAYROLL EXPENSES6100 Staff Salaries 9,859,752 10,175,631 10,487,548 10,603,055 11,510,572 11,160,614 12,223,2186102 Staff Overtime 357,888 414,572 411,060 476,755 256,401 580,892 264,0936105 Staff Benefits 3,732,853 2,160,598 3,085,613 3,528,628 5,062,575 4,334,204 5,183,0856105.1 OPEB 517,417 626,709 628,964 1,109,956 1,318,236 1,318,236 1,380,7556110 Staff Taxes 935,629 1,012,997 1,107,358 1,089,051 1,129,149 1,062,925 1,159,031 Sub-total $15,403,539 $14,390,507 $15,720,543 $16,807,445 $19,276,933 $18,456,871 $20,210,1826115 Staff Costs Recovered (7,266,998) (7,224,829) (7,620,131) (7,228,686) (8,515,341) (8,203,780) (8,723,866) Net Payroll Expenses $8,136,541 $7,165,678 $8,100,412 $9,578,759 $10,761,592 $10,253,091 $11,486,316

OFFICE EQUIPMENT & POSTAGE6200 Forms, Supplies & Postage 110,267 119,243 83,485 70,316 99,260 75,566 101,5706205 Equipment Rental 7,605 6,039 6,281 6,120 6,400 6,400 6,4006210 Equipment Repairs 876 1,892 1,439 2,813 13,000 2,500 8,0006215 Equipment Maintenance 323,835 342,201 345,890 385,504 350,028 355,000 373,3666220 Outside Services 161,088 351,169 283,769 350,978 485,295 327,715 475,4966225 Radio Maintenance Expense 7,815 28,928 31,316 16,065 20,000 40,000 20,0006230 Safety Equipment 34,561 18,121 34,754 48,716 22,250 19,662 19,7806235 Records Management 37,901 51,070 44,437 44,041 50,000 30,000 50,0006250 Equipment Interest Expense 2,962 3,847 6,961 5,469 3,864 3,864 2,385 Sub-total $686,910 $922,510 $838,332 $930,022 $1,050,097 $860,707 $1,056,997

PROFESSIONAL SERVICES6500 Legal Services 94,087 100,464 90,351 97,839 103,200 146,200 103,2006505 Legal Advertising 18,062 18,581 3,861 2,505 5,000 2,380 5,0006516 Other Professional Services 167,471 117,442 115,248 75,750 270,235 186,580 976,7356517 Audit Fees 37,500 31,664 29,055 35,450 30,000 33,600 32,0006522 Management Consultant Fees 134,281 53,851 60,762 138,265 120,500 77,100 57,500 Sub-total $451,401 $322,002 $299,277 $349,809 $528,935 $445,860 $1,174,435

RES CONSER/PUBLIC OUTREACH6602 School Education Program 5,416 40,276 20,328 10 20,470 1,987 20,9906604 Public Education Program 148,927 226,905 222,191 207,658 252,991 241,867 252,9456606 Community Group Outreach 7,711 6,082 6,321 4,145 15,227 10,726 15,2476608 Intergovernmental Coordination 17,897 16,252 20,705 16,229 24,768 1,084 25,396 Sub-total $179,951 $289,515 $269,545 $228,042 $313,456 $255,664 $314,578

HUMAN RESOURCES6800 Safety 11,768 11,513 14,306 17,623 38,000 20,000 38,0006810 Recruitment Expenses 12,766 15,820 14,428 15,965 10,000 10,000 10,0006812 Retired Employee Benefits 868,442 827,847 866,219 969,522 1,112,934 1,115,000 1,197,5166815 Employee Recognition Function 16,021 8,652 12,853 12,686 15,000 18,000 15,0006820 Employee Assistance Program 0 0 0 0 1,000 0 1,0006825 Employee Wellness Program 5,470 7,470 7,996 21,806 10,000 12,500 10,0006830 Training & Prof. Development 105,773 79,018 117,109 113,172 210,828 133,028 198,5536840 DOT Testing 1,000 999 1,250 1,120 1,000 1,150 1,0006850 Unemployment Ins. Benefit 1,155 1,575 0 4,950 0 1,350 06855 Donated Sick Leave 1,050 0 1,003 0 0 0 06872 Litigation - Outside Services 32,073 38,109 14,159 18,744 20,000 35,000 20,000 Sub-total $1,055,518 $991,003 $1,049,323 $1,175,588 $1,418,762 $1,346,028 $1,491,069

FY 19-20 Budget Update 13 04/16/201998

Las Virgenes Municipal Water DistrictInternal Service Summary


OTHER G&A EXPENSES7100 Provision for Uncollectible Accts 41,161 15,506 35,797 33,398 50,000 50,000 50,0007105 Dues/Subscriptions/Memberships 118,073 119,490 141,200 128,813 115,200 133,253 115,0507110 Travel/Misc. Expenses 1,707 3,823 3,119 13,178 12,880 16,218 12,8857135.1 Property Insurance 32,707 32,678 33,759 41,262 32,866 32,866 33,8527135.2 Liability Insurance 163,484 167,021 181,149 173,351 160,822 160,822 165,6477135.3 Automobile Insurance 54,572 64,884 67,336 67,521 69,135 69,135 71,2097135.4 Earthquake Insurance 53,183 52,626 54,215 65,530 35,680 35,680 36,7517135.5 Excess Liability Insurance 201,897 198,720 194,333 198,739 204,701 204,701 210,8427145 Claims Paid 718 0 3,459 151,749 0 81,353 07152 LAFCO Charges 18,501 24,631 22,050 20,367 22,000 19,268 22,000 Sub-total $686,004 $679,381 $736,417 $893,908 $703,284 $803,296 $718,236

OPERATING EXPENSE5400 Labor 282,308 406,544 379,847 330,417 428,743 373,271 438,2985405.1 Utilities - Energy 141,743 117,059 103,506 107,401 107,000 112,000 114,0005405.2 Utilities - Telephone 233,023 247,839 260,168 203,976 252,350 121,753 252,3765405.3 Utilities - Gas 22,047 17,792 15,962 11,611 20,000 20,000 24,5005405.4 Utilities - Water 14,963 15,535 17,812 20,110 15,000 21,000 15,0005415 Outside Services 78,834 171,825 191,407 198,594 200,000 200,000 225,0005430 Capital Outlay 95,079 89,470 88,481 70,917 75,500 77,500 125,500 Sub-total $867,997 $1,066,064 $1,057,183 $943,026 $1,098,593 $925,524 $1,194,674

MAINTENANCE EXPENSE5500 Labor 370,366 328,208 380,247 321,221 405,745 379,861 415,4545510 Supplies/Materials 201,946 316,641 271,281 204,845 327,000 215,000 328,6505510.1 Fuel 112,807 72,662 95,940 82,615 100,000 135,000 110,0005515 Outside Services 315,657 331,713 428,275 371,815 382,500 515,238 362,7255520 Permits/Fee 9,698 11,891 10,272 14,147 19,500 19,356 15,0005530 Capital Outlay 7,871 9,135 481 0 40,500 0 5156255 Rental Charge - Vehicles 153,536 158,463 178,498 197,164 237,029 237,029 255,475 Sub-total $1,171,881 $1,228,713 $1,364,994 $1,191,807 $1,512,274 $1,501,484 $1,487,819

INVENTORY EXPENSE5536 Inventory Adjustment 24,861 7,148 (4,967) (7,452) 8,700 8,700 9,000 Sub-total $24,861 $7,148 ($4,967) ($7,452) $8,700 $8,700 $9,000

GEN'L SPECIALTY EXPENSE5725 Supplies and Small Tools 31,676 52,777 30,174 38,386 63,150 36,650 40,655 Sub-total $31,676 $52,777 $30,174 $38,386 $63,150 $36,650 $40,655

TOTAL EXPENSES $13,544,734 $12,906,123 $13,947,701 $15,528,966 $17,743,374 $16,659,875 $19,199,506

ALLOCATED EXPENSESALLOCATED TECHNICAL SERVICES $0 $0 $0 $0 $0 $0 $0ALLOCATED CUSTOMER INFO SYSTEMS $0 $0 $0 $0 $0 $0 $0ALLOCATED LABORATORY EXPENSES ($525,015) ($500,353) ($564,200) ($596,483) ($650,276) ($625,672) ($670,354)ALLOCATED VEHICLE EXPENSES $1 ($2) $1 $2 $0 $0 ($1)ALLOCATED LEGAL EXPENSES ($32,073) ($38,109) ($14,159) ($17,494) ($20,000) ($35,000) ($20,000)ALLOCATED OPS BLDG EXPENSES ($176,164) ($191,890) ($167,300) ($179,647) ($214,204) ($264,505) ($177,609)ALLOCATED INTERNAL G&A ($1) $2 $8 ($1) ($440) $0 ($4,009)ALLOCATED SUPPORT SERVICES(G&A) ($5,847,831) ($5,085,225) ($5,640,877) ($6,356,153) ($7,021,541) ($6,601,488) ($7,544,978)ALLOCATED OPERATIONS SERVICES(G&A) ($6,963,651) ($7,090,546) ($7,561,174) ($8,379,190) ($9,836,913) ($9,133,210) ($10,782,555)

TOTAL ALLOCATED EXPENSES ($13,544,734) ($12,906,123) ($13,947,701) ($15,528,966) ($17,743,374) ($16,659,875) ($19,199,506)

FY 19-20 Budget Update 14 04/16/201999

Las Virgenes Municipal Water DistrictBoard of Directors and General Manager


BOARD EXPENSES6000 Directors' Fees $82,600 $77,600 $87,460 $84,040 $90,000 $79,577 $90,0006005 Directors' Benefits 76,775 73,422 79,640 78,735 91,459 94,022 93,0826005.1 OPEB 2,966 4,277 5,934 8,746 12,072 12,072 12,6456010 Directors' Conference Expenses 33,169 24,588 32,859 36,053 30,000 30,000 30,0006015 Directors' Miscellaneous 1,355 775 826 92 0 7,200 06020 Election Expense 54,821 0 292 0 61,000 0 0 Sub-total $251,686 $180,662 $207,011 $207,666 $284,531 $222,871 $225,727

PAYROLL EXPENSES6100 Staff Salaries 329,636 331,661 378,239 382,215 390,753 415,390 402,4766105 Staff Benefits 141,760 71,649 85,256 107,811 159,060 137,553 162,8456105.1 OPEB 10,512 13,363 12,782 39,775 27,377 27,377 28,6756110 Staff Taxes 25,580 25,655 28,313 28,595 30,391 24,764 30,891 Sub-total $507,488 $442,328 $504,590 $558,396 $607,581 $605,084 $624,887 Net Payroll Expenses $507,488 $442,328 $504,590 $558,396 $607,581 $605,084 $624,887

OFFICE EQUIPMENT & POSTAGE6220 Outside Services 0 0 0 0 0 0 06235 Records Management 37,901 51,070 44,437 44,041 50,000 30,000 50,000 Sub-total $37,901 $51,070 $44,437 $44,041 $50,000 $30,000 $50,000

PROFESSIONAL SERVICES6500 Legal Services 84,000 84,000 84,000 84,005 88,200 88,200 88,2006505 Legal Advertising 18,062 18,581 3,861 2,505 5,000 2,380 5,0006516 Other Professional Services 17,082 39,401 12,226 10,100 44,235 25,580 728,235 Sub-total $119,144 $141,982 $100,087 $96,610 $137,435 $116,160 $821,435

HUMAN RESOURCES6812 Retired Employee Benefits 122,664 126,535 127,164 165,441 183,837 185,000 197,8086815 Employee Recognition Function 4,124 472 3,584 4,573 5,000 8,000 5,0006830 Training & Prof. Development 16,888 8,325 10,704 7,922 12,000 9,000 12,0006872 Litigation - Outside Services 32,073 38,109 14,159 18,744 20,000 35,000 20,000 Sub-total $175,749 $173,441 $155,611 $196,680 $220,837 $237,000 $234,808

OTHER G&A EXPENSES7105 Dues/Subscriptions/Memberships 113,853 115,487 134,877 115,610 110,000 126,353 110,0007110 Travel/Misc. Expenses 766 1,256 1,232 8,226 5,000 3,800 5,0007135.2 Liability Insurance 29,791 25,217 23,739 21,199 21,835 21,835 22,4907152 LAFCO Charges 18,501 24,631 22,050 20,367 22,000 19,268 22,000 Sub-total $162,911 $166,591 $181,898 $165,402 $158,835 $252,609 $159,490

OPERATING EXPENSE5400 Labor 16,576 534 313 5,779 0 8,459 05405.2 Utilities - Telephone 2,520 3,637 3,425 3,965 4,000 3,105 4,0005430 Capital Outlay 0 0 0 0 0 0 0 Sub-total $19,096 $4,171 $3,738 $9,744 $4,000 $11,564 $4,000

TOTAL EXPENSES $1,275,448 $1,160,917 $1,197,372 $1,278,539 $1,463,219 $1,475,288 $2,120,347

ALLOCATED EXPENSESALLOCATED VEHICLE EXPENSES $5,202 $4,801 $5,207 $5,379 $6,399 $6,503 $6,710ALLOCATED LEGAL EXPENSES ($32,073) ($38,109) ($14,159) ($17,494) ($20,000) ($35,000) ($20,000)ALLOCATED INTERNAL G&A ($114,720) ($150,131) ($125,640) ($117,490) ($147,193) ($155,472) ($747,422)ALLOCATED SUPPORT SERVICES(G&A) ($1,133,857) ($977,478) ($1,062,780) ($1,148,934) ($1,302,425) ($1,291,319) ($1,359,635)ALLOCATED OPERATIONS SERVICES(G&A) $0 $0 $0 $0 $0 $0 $0


FY 19-20 Budget Update 15 04/16/2019100

Las Virgenes Municipal Water DistrictResource Conservation and Public Outreach


PAYROLL EXPENSES6100 Staff Salaries $2,039,588 $2,181,779 $2,256,212 $2,338,191 $2,583,541 $2,361,848 $2,692,1976102 Staff Overtime 45,695 78,114 57,466 80,752 42,320 91,918 43,5906105 Staff Benefits 757,889 495,039 711,252 786,556 1,164,690 930,525 1,192,0096105.1 OPEB 109,436 137,192 149,656 243,322 315,341 315,341 330,2976110 Staff Taxes 164,917 182,508 194,109 211,594 218,354 192,758 223,662 Sub-total $3,117,525 $3,074,632 $3,368,695 $3,660,415 $4,324,246 $3,892,390 $4,481,7556115 Staff Costs Recovered (1,224,658) (1,334,763) (1,219,804) (1,040,109) (1,430,455) (1,062,934) (1,465,321) Net Payroll Expenses $1,892,867 $1,739,869 $2,148,891 $2,620,306 $2,893,791 $2,829,456 $3,016,434

OFFICE EQUIPMENT & POSTAGE6200 Forms, Supplies & Postage 15,124 26,320 10,484 5,673 15,750 566 15,7506210 Equipment Repairs 0 0 0 0 500 0 5006215 Equipment Maintenance 820 289 1,418 3,327 1,500 5,000 1,5006220 Outside Services 139,664 326,469 235,665 337,977 465,500 315,000 465,5006230 Safety Equipment 1,638 2,893 4,310 2,558 2,250 2,250 2,250 Sub-total $157,246 $355,971 $251,877 $349,535 $485,500 $322,816 $485,500

PROFESSIONAL SERVICES6516 Other Professional Services 79,003 48,675 733 0 0 0 0 Sub-total $79,003 $48,675 $733 $0 $0 $0 $0

RES CONSER/PUBLIC OUTREACH6602 School Education Program 5,416 40,276 20,328 10 20,470 1,987 20,9906604 Public Education Program 148,927 226,905 222,191 207,658 252,991 241,867 252,9456606 Community Group Outreach 7,711 6,082 6,321 4,145 15,227 10,726 15,2476608 Intergovernmental Coordination 17,897 16,252 20,705 16,229 24,768 1,084 25,396 Sub-total $179,951 $289,515 $269,545 $228,042 $313,456 $255,664 $314,578

HUMAN RESOURCES6830 Training & Prof. Development 20,072 19,909 30,170 35,039 45,000 33,500 47,000 Sub-total $20,072 $19,909 $30,170 $35,039 $45,000 $33,500 $47,000

OTHER G&A EXPENSES7100 Provision for Uncollectible Accts 41,161 15,506 35,797 33,398 50,000 50,000 50,0007105 Dues/Subscriptions/Memberships 805 801 600 380 700 500 7007110 Travel/Misc. Expenses 368 111 375 2,708 5,550 4,400 5,530 Sub-total $42,334 $16,418 $36,772 $36,486 $56,250 $54,900 $56,230

OPERATING EXPENSE5400 Labor 250,036 399,154 371,628 309,644 415,761 354,277 424,9825405.2 Utilities - Telephone 18,663 10,295 9,330 6,830 11,140 5,220 11,1405415 Outside Services 78,834 171,825 191,407 198,594 200,000 200,000 225,0005430 Capital Outlay 0 0 0 7,104 0 0 0 Sub-total $347,533 $581,274 $572,365 $522,172 $626,901 $559,497 $661,122

MAINTENANCE EXPENSE5500 Labor 219,363 208,588 231,847 207,647 264,644 208,212 270,7155510 Supplies/Materials 74,974 188,917 142,820 73,221 200,000 70,000 200,0005515 Outside Services 13,508 505 1,630 24,412 50,000 350 50,0005520 Permits/Fee 0 0 0 127 0 0 0 Sub-total $307,845 $398,010 $376,297 $305,407 $514,644 $278,562 $520,715

GEN'L SPECIALTY EXPENSE5725 Supplies and Small Tools 4,086 19,674 2,862 2,263 8,000 2,000 7,000 Sub-total $4,086 $19,674 $2,862 $2,263 $8,000 $2,000 $7,000

TOTAL EXPENSES $3,029,773 $3,469,315 $3,689,512 $4,099,250 $4,943,542 $4,336,395 $5,108,579

ALLOCATED EXPENSESALLOCATED TECHNICAL SERVICES $81,116 $78,720 $89,542 $93,072 $102,989 $120,576 $107,254ALLOCATED CUSTOMER INFO SYSTEMS $295,787 $266,463 $275,293 $322,424 $328,248 $303,012 $346,517ALLOCATED VEHICLE EXPENSES $83,231 $76,218 $82,660 $85,391 $101,588 $103,240 $106,527ALLOCATED INTERNAL G&A $239,294 $48,117 $209,598 $214,001 $294,391 $494,299 $706,911ALLOCATED SUPPORT SERVICES(G&A) ($447,318) ($466,264) ($505,059) ($649,416) ($667,894) ($620,183) ($701,911)ALLOCATED OPERATIONS SERVICES(G&A) ($3,281,883) ($3,472,569) ($3,841,546) ($4,164,722) ($5,102,864) ($4,737,340) ($5,673,877)

TOTAL ALLOCATED EXPENSES ($3,029,773) ($3,469,315) ($3,689,512) ($4,099,250) ($4,943,542) ($4,336,395) ($5,108,579)FY 19-20 Budget Update 16 04/16/2019101

Las Virgenes Municipal Water DistrictFacilities and Operations


PAYROLL EXPENSES6100 Staff Salaries $5,769,130 $5,854,503 $6,051,101 $6,036,216 $6,468,699 $6,547,396 $6,934,3046102 Staff Overtime 293,571 326,610 336,697 381,895 187,378 483,887 193,0006105 Staff Benefits 2,162,219 1,237,207 1,785,756 2,043,406 2,896,905 2,539,953 2,965,4836105.1 OPEB 321,337 383,693 371,530 634,711 777,501 777,501 814,3756110 Staff Taxes 604,634 653,440 731,610 694,125 705,757 691,152 725,598 Sub-total $9,150,891 $8,455,453 $9,276,694 $9,790,353 $11,036,240 $11,039,889 $11,632,7606115 Staff Costs Recovered (5,935,501) (5,768,349) (6,258,816) (6,116,966) (6,924,088) (7,016,439) (7,093,926) Net Payroll Expenses $3,215,390 $2,687,104 $3,017,878 $3,673,387 $4,112,152 $4,023,450 $4,538,834

OFFICE EQUIPMENT & POSTAGE6200 Forms, Supplies & Postage 779 104 645 716 360 2,500 3706220 Outside Services 13,868 17,099 37,271 3,081 10,000 3,000 06225 Radio Maintenance Expense 7,815 28,928 31,316 16,065 20,000 40,000 20,0006230 Safety Equipment 32,776 15,003 30,219 45,933 20,000 17,412 17,530 Sub-total $55,238 $61,134 $99,451 $65,795 $50,360 $62,912 $37,900

HUMAN RESOURCES6830 Training & Prof. Development 31,032 18,324 42,464 28,874 56,003 39,028 47,978 Sub-total $31,032 $18,324 $42,464 $28,874 $56,003 $39,028 $47,978

OTHER G&A EXPENSES7105 Dues/Subscriptions/Memberships 50 142 1,648 3,681 0 3,000 07110 Travel/Misc. Expenses 327 1,532 766 1,609 1,330 6,718 1,335 Sub-total $377 $1,674 $2,414 $5,290 $1,330 $9,718 $1,335

OPERATING EXPENSE5400 Labor 0 0 0 0 0 0 05405.1 Utilities - Energy 141,743 117,059 103,506 107,401 107,000 112,000 114,0005405.2 Utilities - Telephone 119,159 138,388 152,152 118,095 135,860 53,428 135,8865405.3 Utilities - Gas 22,047 17,792 15,962 11,611 20,000 20,000 24,5005405.4 Utilities - Water 14,963 15,535 17,812 20,110 15,000 21,000 15,000 Sub-total $297,912 $288,774 $289,432 $257,217 $277,860 $206,428 $289,386

MAINTENANCE EXPENSE5500 Labor 151,003 119,620 148,400 113,574 141,101 171,649 144,7395510 Supplies/Materials 126,972 127,724 128,461 131,624 127,000 145,000 128,6505510.1 Fuel 112,807 72,662 95,940 82,615 100,000 135,000 110,0005515 Outside Services 302,149 331,208 426,645 347,403 332,500 514,888 312,7255520 Permits/Fee 9,698 11,891 10,272 14,147 19,500 19,356 15,0005530 Capital Outlay 7,871 9,135 481 0 40,500 0 5156255 Rental Charge - Vehicles 153,536 158,463 178,498 197,164 237,029 237,029 255,475 Sub-total $864,036 $830,703 $988,697 $886,527 $997,630 $1,222,922 $967,104

GEN'L SPECIALTY EXPENSE5725 Supplies and Small Tools 27,590 33,103 27,312 36,123 55,150 34,650 33,655 Sub-total 27,590 33,103 27,312 36,123 55,150 34,650 33,655

TOTAL EXPENSES $4,491,575 $3,920,816 $4,467,648 $4,952,491 $5,550,485 $5,599,108 $5,916,192

ALLOCATED EXPENSESALLOCATED TECHNICAL SERVICES ($81,116) ($78,720) ($89,542) ($93,072) ($102,989) ($120,576) ($107,254)ALLOCATED LABORATORY EXPENSES ($525,015) ($500,353) ($564,200) ($596,483) ($650,276) ($625,672) ($670,354)ALLOCATED VEHICLE EXPENSES ($93,634) ($85,822) ($93,073) ($96,147) ($114,386) ($116,246) ($119,948)ALLOCATED OPS BLDG EXPENSES ($176,164) ($191,890) ($167,300) ($179,647) ($214,204) ($264,505) ($177,609)ALLOCATED INTERNAL G&A $826,723 $1,223,792 $921,136 $939,980 $1,153,379 $748,290 $1,235,185ALLOCATED SUPPORT SERVICES(G&A) ($760,601) ($669,846) ($755,041) ($712,654) ($887,960) ($824,528) ($967,534)ALLOCATED OPERATIONS SERVICES(G&A) ($3,681,768) ($3,617,977) ($3,719,628) ($4,214,468) ($4,734,049) ($4,395,870) ($5,108,678)


FY 19-20 Budget Update 17 04/16/2019102

Las Virgenes Municipal Water DistrictFinance and Administration


PAYROLL EXPENSES6100 Staff Salaries $1,721,398 $1,807,688 $1,801,996 $1,846,433 $2,067,579 $1,835,980 $2,194,2416102 Staff Overtime 18,622 9,848 16,897 14,108 26,703 5,087 27,5036105 Staff Benefits 670,985 356,703 503,349 590,855 841,920 726,173 862,7486105.1 OPEB 76,132 92,461 94,996 192,148 198,017 198,017 207,4086110 Staff Taxes 140,498 151,394 153,326 154,737 174,647 154,251 178,880 Sub-total $2,627,635 $2,418,094 $2,570,564 $2,798,281 $3,308,866 $2,919,508 $3,470,7806115 Staff Costs Recovered (106,839) (121,717) (141,511) (71,611) (160,798) (124,407) (164,619) Net Payroll Expenses $2,520,796 $2,296,377 $2,429,053 $2,726,670 $3,148,068 $2,795,101 $3,306,161

OFFICE EQUIPMENT & POSTAGE6200 Forms, Supplies & Postage 94,364 92,819 72,356 63,927 83,150 72,500 85,4506205 Equipment Rental 7,605 6,039 6,281 6,120 6,400 6,400 6,4006210 Equipment Repairs 876 1,892 1,439 2,813 12,500 2,500 7,5006215 Equipment Maintenance 323,015 341,912 344,472 382,177 348,528 350,000 371,8666220 Outside Services 7,556 7,601 10,833 9,920 9,795 9,715 9,9966230 Safety Equipment 147 225 225 225 0 0 06250 Equipment Interest Expense 2,962 3,847 6,961 5,469 3,864 3,864 2,385 Sub-total $436,525 $454,335 $442,567 $470,651 $464,237 $444,979 $483,597

PROFESSIONAL SERVICES6500 Legal Services 10,087 16,464 6,351 13,834 15,000 58,000 15,0006516 Other Professional Services 71,386 29,366 102,289 65,650 226,000 161,000 248,5006517 Audit Fees 37,500 31,664 29,055 35,450 30,000 33,600 32,0006522 Management Consultant Fees 134,281 53,851 60,762 138,265 120,500 77,100 57,500 Sub-total $253,254 $131,345 $198,457 $253,199 $391,500 $329,700 $353,000

HUMAN RESOURCES6800 Safety 11,768 11,513 14,306 17,623 38,000 20,000 38,0006810 Recruitment Expenses 12,766 15,820 14,428 15,965 10,000 10,000 10,0006812 Retired Employee Benefits 745,778 701,312 739,055 804,081 929,097 930,000 999,7086815 Employee Recognition Function 11,897 8,180 9,269 8,113 10,000 10,000 10,0006820 Employee Assistance Program 0 0 0 0 1,000 0 1,0006825 Employee Wellness Program 5,470 7,470 7,996 21,806 10,000 12,500 10,0006830 Training & Prof. Development 37,781 32,460 33,771 41,337 97,825 51,500 91,5756840 DOT Testing 1,000 999 1,250 1,120 1,000 1,150 1,0006850 Unemployment Ins. Benefit 1,155 1,575 0 4,950 0 1,350 06855 Donated Sick Leave 1,050 0 1,003 0 0 0 0 Sub-total $828,665 $779,329 $821,078 $914,995 $1,096,922 $1,036,500 $1,161,283

OTHER G&A EXPENSES7105 Dues/Subscriptions/Memberships 3,365 3,060 4,075 9,142 4,500 3,400 4,3507110 Travel/Misc. Expenses 246 924 746 635 1,000 1,300 1,0207135.1 Property Insurance 32,707 32,678 33,759 41,262 32,866 32,866 33,8527135.2 Liability Insurance 133,693 141,804 157,410 152,152 138,987 138,987 143,1577135.3 Automobile Insurance 54,572 64,884 67,336 67,521 69,135 69,135 71,2097135.4 Earthquake Insurance 53,183 52,626 54,215 65,530 35,680 35,680 36,7517135.5 Excess Liability Insurance 201,897 198,720 194,333 198,739 204,701 204,701 210,842 Sub-total $480,381 $494,696 $515,333 $686,730 $486,869 $486,069 $501,181

OPERATING EXPENSE5400 Labor 15,696 6,856 7,906 14,994 12,982 10,535 13,3165405.2 Utilities - Telephone 92,681 95,519 95,261 75,086 101,350 60,000 101,3505430 Capital Outlay 95,079 89,470 88,481 63,813 75,500 77,500 125,500 Sub-total $203,456 $191,845 $191,648 $153,893 $189,832 $148,035 $240,166

INVENTORY EXPENSE5536 Inventory Adjustment 24,861 7,148 (4,967) (7,452) 8,700 8,700 9,000 Sub-total $24,861 $7,148 ($4,967) ($7,452) $8,700 $8,700 $9,000

TOTAL EXPENSES $4,747,938 $4,355,075 $4,593,169 $5,198,686 $5,786,128 $5,249,084 $6,054,388

ALLOCATED EXPENSESALLOCATED CUSTOMER INFO SYSTEMS ($295,787) ($266,463) ($275,293) ($322,424) ($328,248) ($303,012) ($346,517)ALLOCATED VEHICLE EXPENSES $5,202 $4,801 $5,207 $5,379 $6,399 $6,503 $6,710ALLOCATED INTERNAL G&A ($951,298) ($1,121,776) ($1,005,086) ($1,036,492) ($1,301,017) ($1,087,117) ($1,198,683)ALLOCATED SUPPORT SERVICES(G&A) ($3,506,055) ($2,971,637) ($3,317,997) ($3,845,149) ($4,163,262) ($3,865,458) ($4,515,899)ALLOCATED OPERATIONS SERVICES(G&A) $0 $0 $0 $0 $0 $0 $0


FY 19-20 Budget Update 18 04/16/2019103

Proj # Project Name/Descriptionthrough

June 30, 2019

Capital Improvement Project Detail, FY2019-20Priority/Status

FY19-20Appropriations

10430 Twin Lakes Pump Station Pipeline Project $1,611,458

Construct a new 2,900 foot 14" steel pipeline from the 30" pipeline at Devonshire and Andora Street through Chatsworth Park to the Twin Lakes pump station.Plans and specifications

are complete.

2

Project Funding: JPA Share - LV: JPA Share - TSD:

ContinuingAppr.Exp. $482,309

$0

Potable Water Construction 33.00% 0.00% 0.00%Potable Water Replacement 67.00%

Estimated Impact on Annual Operating Expense Anticipated Future Expenditures No

10520 SCADA System Communication Upgrades $93,100

Migration of the existing communication system from a serial radio network to an Ethernet based radio network. Provide redundant data paths for uninterrupted communication. Eliminate need to rely on telephone company equipment.

2


DeferredAppr.Exp. $32,447

$0

Sanitation Replacement 100.00% 70.60% 29.40%

Estimated Impact on Annual Operating Expense Anticipated Future Expenditures Yes

10521 SCADA System Communication Upgrades (LV Only)

$1,387,232

Migration of the existing communication system from a serial radio network to an Ethernet based radio network. Provide redundant data paths for uninterrupted communication. Eliminate need to rely on telephone company equipment.

2


DeferredAppr.Exp. $141,496

$0

Potable Water Replacement 100.00% 0.00% 0.00%


10556 Interconnection With CMWD $1,898,728

Design and construction of a potable water intertie between CMWD and the District. The interconnection facilities for the District include 5,000 feet of 24 inch pipe in Lindero Canyon Blvd. from Thousand Oaks Blvd to the county line and a pressure reducing station.

2



Sub-Projects: 10629 - Canyon Oaks RW Main Extension

$3,307,838

Potable Water Construction 20.00% 0.00% 0.00%Potable Water Replacement 80.00%

Estimated Impact on Annual Operating ExpenseOther Funding from: Proposition 84 $1,975,517

Anticipated Future Expenditures No

FY 19-20 Budget Update 19 04/16/2019104


June 30, 2019



10564 Centrate Equalization Tank $2,343,008

Construct a centrate equalization tank at the centrate treatment facility.

2


ContinuingAppr.Exp. $2,067,588

$0

Sanitation Construction 25.00% 70.60% 29.40%Sanitation Replacement 75.00%


10565 Rancho Las Virgenes Digester Cleaning and Repair

$1,866,751

To clean out and evaluate the condition of existing digesters # 1. The full scope of repairs is unknown at this time but could include coatings ,concrete patching, pipe and valve repairs, removal of the steam lances, and repairs to hatches and seals.

1


CompletedAppr.Exp. $1,904,306

$0



10567 Programmable Logic Controller Upgrades $332,850

This project replaces programmable logic controllers (PLC's) with newer PLCs and provides necessary equipment upgrades (fiber optics, network switches and programming) to complete the installation. This is a program project which addresses Tapia in the first two years and centrate treatment in the third year. Design will occur in the first year for all facilities.

2



$923,450



10589 WIMS Software Implementation $32,350

Purchase and installation of Water Information Management solution.

2


CompletedAppr.Exp. $94,190

$0



10593 CIS Infinity Software Upgrade $150,000

Purchase and migrate to latest version of District's billing system.

1



$0



FY 19-20 Budget Update 20 04/16/2019105


June 30, 2019



10596 Lift Stations Programmable Logic Controller Upgrades

$49,340

This project replaces programmable logic controllers (PLC's) at the Lift Stations with newer PLCs and provides necessary equipment upgrades (fiber optics, network switches and programming) to complete the installation.

2


DeferredAppr.Exp. $0

$0



10608 Rancho Amendment Bin and Conveyance Modification Project

$2,070,518

The project consists of installing a new smaller amendment bin and modification to the conveyor system to simplify the amendment conveyance process.

2



$0



10611 Tapia Duct Bank Infrastructure Upgrade $160,000

Add new duct bank from the front gate to the chemical building with several intercept points along the way.

2


CancelledAppr.Exp. $0

$0



10619 Summer Season 2013 TMDL Compliance $640,000

Construction of a 1MGD "side stream" treatment facility at Tapia to treat stream flow augmentation discharges to the 2013 TMDL limits of 1 mg/L total nitrogen and 0.1 mg/L total phosphorous. The cost estimate is based on membrane technology. The size is based on the maximum daily flow from 2013-2015.

1



$809,985

Sanitation Construction 25.00% 70.60% 29.40%Sanitation Replacement 75.00%


FY 19-20 Budget Update 21 04/16/2019106


June 30, 2019



10626 Process Air Improvements $5,729,710

The first phase is to replace the existing Roots blowers with new, high efficiency, single stage blowers. To replace the air diffusers in the aeration basins with new full floor mounted fine bubble diffusers.

2



$0



10629 Canyon Oaks Park RW Main Extension $399,780

This extension will serve the City of Westlake Village's Canyon Oaks Park and eliminate a long private service line to Yerba Buena School.

2



$0

Recycled Water Conservation 100.00% 70.60% 29.40%

Estimated Impact on Annual Operating ExpenseOther Funding from: Proposition 84 $354,000


10635 Pure Water Project Las Virgenes-Triunfo $3,667,427

On August 1, 2016 the JPA Board selected indirect potable reuse using Las Virgenes Reservoir as the preferred scenario for the Basis of Design Report. This CIP will fund preliminary studies, outreach, CEQA analysis, preliminary design and final design.

2



Sub-Projects: 10636-Mixing & Dilution Study10637-Facility Siting Study10638-Demonstration Project10650-Land Acquisition

$0


Estimated Impact on Annual Operating ExpenseOther Funding from: Title XVI $272,600

Anticipated Future Expenditures Yes

10636 Pure Water Project - Mixing and Dilution Study $389,1862



$0



FY 19-20 Budget Update 22 04/16/2019107


June 30, 2019



10638 Pure Water Demonstration Project $1,512,6102



$2,001,159


Estimated Impact on Annual Operating ExpenseOther Funding from: B.O.R./CA Coastal Comm $1,100,000


10639 Westlake Pump Station Roof Repair & Improvements

$108,975

Repair leaking pump station roof.

2



$0



10642 Westlake Pump Station and Filtration Plant Landscaping

$42,900

Re-landscape areas near the Westlake Pump Station, and areas around the Westlake Filtration Plant.

2


CancelledAppr.Exp. $7,753

$0



10644 Vehicle Replacement FY 17-18 $175,000

Systematic replacement of district fleet based on age and condition of vehicles.

2



$0



10645 Potable Water Rehabilitation FY 17-18 $363,158

Based on analysis of break history, facility age, pipe material, location and other distribution system indicators, this project will fund specific repair and/or replacement projects.In FY 17-18, Barrymore (No. 25) and Old Chimney (No. 23) pressure reducing stations will be rehabilitated.

2



$0



FY 19-20 Budget Update 23 04/16/2019108


June 30, 2019



10651 Tank Renovation: Equestrian Tank $10,000

Repair tank where alkali-silica reactivity is indicated. Results from annual inspection will determine the timing of this project in the future. This project will be initiated following the

completion of the Calabasas Tank renovation (IIP Project No. 10508).

3



$0



10653 Tapia Rehab FY17-18 $2,105,700

Rehabilitation or replacement of equipment in three different areas of Tapia WRF: rehabilitation of primary clarifiers No. 4 & 5, replacement of grit and skimmings piping, and replacement of 12 (of 20) channel 4 slide gates on the secondary sedimentation basins.

2



$0



10654 Hilton Foundation Solar Carport System $300,0002


CancelledAppr.Exp. $1,184

$0



10655 Cornell Pump Station Upgrades $100,000

The project consists of evaluation and upgrading the Cornell Pump Station to modernize the electrical and mechanical equipment including VFD's and motors and evaluate if the natural gas system should be upgraded or converted to electricity. In addition opportunities for increased capacity of the pump station will be evaluated.

2



$181,400



FY 19-20 Budget Update 24 04/16/2019109


June 30, 2019



10656 Rancho Reliability Improvements $100,000

Replace or rehabilitate facilities and equipment at the Rancho facility based on failure, exceedance of useful life, or obsolescence. Specific projects are identified for each fiscal year.


AnnualAppr.Exp. $0

$0



10657 Tapia Water Reclamation Facility Reliability Improvements

$100,000

Based on analysis of break history, facility age, pipe material, location and other distribution system indicators, this project will fund specific repair and/or replacement projects.

3


AnnualAppr.Exp. $72,216

$0



10658 Tapia Sluice Gate and Drive Replacement $556,600

Replace existing gates in the tanks and channels at Tapia as well as drive mechanisms for flights and chains.Replace ten RAS gates in FY18-19.

2


ContinuingAppr.Exp. $0

$0



10659 Vehicle Replacement $175,000

Systematic replacement of district fleet based on age and condition of vehicles.

2



$0



10660 AMR IMPLEMENTATION $235,000

Install Automated Meter Reading/Advanced Metering Infrastructure (AMR/AMI).

2



$350,000



FY 19-20 Budget Update 25 04/16/2019110


June 30, 2019



10661 A/B Bus Electrical Modification $100,000

Study the feasibility of reconfiguring the Tapia electrical switch gear and then hire electrical team to make the modifications.Construction cost estimates will be developed following the completion of the feasibility study.

3



$0



10662 Potable Water System PLC Upgrade Phase I $143,000

Upgrade half of the potable water system programmable logic controllers (PLCs) to replace old PLC's that are no longer supported.

3



$0



10663 ERP System $500,000

Replacement of the Enterprise Resources Planning Program. This project will select and implement a new ERP program.

2



$1,000,000



10664 IT Capital Purchases $75,000

Purchase of Information Technology related software and equipment.Project Funding: JPA Share - LV: JPA Share - TSD:


$0



10665 Cordillera Tank Rehabilitation $1,201,267

Rehabilitation including interior and exterior coating, valve and appurtenance upgrades and replacements, restoration of deteriorated asphalt, and work to ensure up‐to‐date compliance for safety and water quality equipment.

2



$0

Recycled Water Replacement 100.00% 70.60% 29.40%


FY 19-20 Budget Update 26 04/16/2019111


June 30, 2019



10666 Calabasas Park Recycled Water Main Extension $320,000

Install approximately 1,200 LF of 6‐8 inch pipeline to loop the existing recycled water system.

2



$0

Recycled Water Replacement 100.00% 70.60% 29.40%


10667 Tapia Headworks White Room Floor Plate Repair and Steel Framing Replacement

$55,000

Modification or replacement is needed for the floor plates and steel framing floor plate supports in the white room located at Tapia’s headworks building.

2



$357,440



10668 Rancho LV Storm Water Diversion Structure Replacement

$30,000

Replacement of the two storm water diversion structures at the Rancho Las Virgenes Composting Facility. Increase the size and length of the farm field discharge pipeline.

1



$11,767



10669 Develop Tour Seating Area at Tapia & Fish Tank Removal

$25,000

Develop tour seating area at Tapia adjacent to the control building

3



$0



10670 Centrate 20-Inch Valve Repair $150,000

Repair buried 20‐inch Miliken valve at the centrate facility.

2



$114,000



FY 19-20 Budget Update 27 04/16/2019112


June 30, 2019



10671 Saddle Peak Tank Rehablitation $1,028,880

Rehabilitation including interior and exterior coating, valve and appurtenance upgrades and replacements, restoration of deteriorated asphalt, and work to ensure up-to-date compliance for safety and water quality equipment. Scheduled for FY19/20

2



$0



10672 Stationary Emergency Generators for Critical Potable Water Pump Stations

$219,840

This project is to study and design the installation of stationary emergency generators at several critical potable water pump stations including Jed Smith, Cold Canyon and Twin Lakes

2



$168,028



10673 New Valve Turning Truck $130,000

Purchase of a specialized truck to meet current and future DDW requirements regarding the District's Valve Maintenance Program. This vehicle will come equipped with machinery and tools to clean valve stacks and safety turn valves.

3



$0



10674 Pressure Regulating Station Rehabilitation #45 (Kimberly Pump Station)

$180,000

Install new supply piping, pressure reducing valves (Cla-Val) and isolation valves with corrosion control coatings applied.

2



$107,514



10675 Pressure Regulating Station Rehabilitation #23 (Old Chimney)

$180,000

Install new supply piping, pressure reducing valves (Cla-Val) and isolation valves with corrosion control coatings applied.

2



$165,337



FY 19-20 Budget Update 28 04/16/2019113


June 30, 2019



10676 Mobile Emergency Generators Purchase $300,000

Purchase two (2) 225kW mobile generators that can be used alone or in parallel.

1



$0



10677 Generator Connections at Potable Water Pump Stations

$45,000

Replace generator connections at potable water pump stations

2



$0



10678 Deerlake Tank and Twin Lakes Tank Pump Station

$465,000

To construct additional 600,000 gallons of storage capacity and 620 GPM of pumping capacity in the Twin Lakes subsystem. The amount of District participation was approved in the Water System Design Report.

2



$2,145,970



10679 New Fire Panel for Building #8 $10,000

Replace existing fire panel and all attached devices

2



$100,000



10680 Rancho Las Virgenes Digester Cleaning and Repair

$533,694

Clean out and make all necessary repairs to digesters #2. the scope of repairs is based on the recently completed rehabilitation of digester # 1.

2



$1,574,082



FY 19-20 Budget Update 29 04/16/2019114


June 30, 2019



10681 Building No. 7 Furniture $75,000

Replace carpet and furniture in building No. 7.

3



$0



10682 Rancho Las Virgenes: FOG Receiving Facilities $30,000

To conduct a study to determine the market for local high strength wastes (food waste, fats, oils, and grease (FOG)) that can be fed into the third digester. After completion of the study, the installation of facilities for receiving and conveying fats, oils, and grease (FOG) and food waste into the newly constructed third digester.

3



$0



10683 Boardroom Audio/Video Upgrade $60,000

Upgrade the board room audio visual system.

2



$0



10684 Upper Oaks Pump Station Electrical Upgrade $10,000

The Upper Oaks Pump Station capacity was increased to meet high demands in the sub‐system. However the increase capacity limits the number of pumps that can be operated due to the increased electrical draw. This project will analyze and increase the electrical service to the pump station.

3



$0



10687 Rancho Lighting Efficiency Upgrade $362,9683



$0



FY 19-20 Budget Update 30 04/16/2019115


June 30, 2019



10688 Rancho Solar Generation Project - Phase II $398,5562



$198,000


Estimated Impact on Annual Operating ExpenseOther Funding from: Reimbusement by solar provider $105,000


10689 Rancho Fire Repair - Woolsey Fire $46,9552


NewAppr.Exp. $46,955

$1,942,500



10690 Westlake Filter Plant - Woolsey Fire $74,4251



$1,942,500



10691 Headquarters and Remote Site Repair - LVMWD only - Woolsey Fire

$75,9932



$832,500



10692 JPA Facility Repair - Woolsey Fire $46,1122



$832,500



FY 19-20 Budget Update 31 04/16/2019116


June 30, 2019



60033 Pavement Restoration Rancho $0

Pavement restoration/slurry at Rancho

3


NewAppr.Exp. $0

$533,320



60046 Building No. 8 Office Space Rehabilitation $0

Replace carpet, paint, and other interior features are showing wear and have reached their useful life.

3


NewAppr.Exp. $0

$401,100



70014 Rancho Reliability Improvements FY 19-20 $02


AnnualAppr.Exp. $0

$100,000



70015 Tapia Water Reclamation Facility Reliability Improvements FY 19-20

$02


AnnualAppr.Exp. $0

$100,000



70017 Vehicle Replacement Program FY 19-20 $02


AnnualAppr.Exp. $0

$175,000



FY 19-20 Budget Update 32 04/16/2019117


June 30, 2019



70018 IT Capital Purchases - FY 19-20 $02


AnnualAppr.Exp. $0

$75,000



70023 Calabasas Highlands Pipeline Repair $02


NewAppr.Exp. $0

$102,500



70027 Troutdale Pipeline - Woolsey Fire $01


NewAppr.Exp. $0

$330,000



192001 Electronic Document Management System $0

Implement an Electronic Document Management System (EDMS).

2


NewAppr.Exp. $0

$100,000



201808 Tapia Effluent Pump Station 4160 V Feeder Relocation

$0

Remove or abandon in place existing 4160 Volt feeders currently encased in the top slab of the Effluent Pump Station Wet Well, underneath the existing MCCs. Perform electrical design and replace with overhead 4160 Volt feeders. Ensure coordination with 480V switchgear improvements

2


NewAppr.Exp. $0

$100,000



FY 19-20 Budget Update 33 04/16/2019118


June 30, 2019



201810 Tapia Tertiary Filters Rehabilitation $0

Tertiary Filters concrete rehabilitation. Approximately 25 locations that require a 1 square footpatching with rebar repair. Replace 45 metal plates (2' x 4') on the filter deck and fix concrete around the plates with proper joint sealer. Also include the repair of an electrical panel in the Filter gallery. Replace existing electric actuators at filter structure with new electric actuators. Program plant control system to function with both remote PLC control of actuators and local actuator control. Upgrade local controls to replace old filter annunciator panels which are currently located on the top deck of the filter structure. Potentially provide 1 local control panel for multiple filters. Provide weather protection for existing controls until replacement.

2


NewAppr.Exp. $0

$60,000



201817 Equestrian Tank Concrete Column Repair $0

Rehabilitation of concrete column pedestals in Equestrian tank

2


NewAppr.Exp. $0

$61,500



201826 Pressure Regulating Station Rehabilitation #55 (Hindu Temple)

$0

Install new piping and isolation valves with corrosion control coatings applied

2


NewAppr.Exp. $0

$180,000



201838 Mobility Review $0

Identify mobility requirements to support secure remote acess to District's applications

2


NewAppr.Exp. $0

$50,000



FY 19-20 Budget Update 34 04/16/2019119


June 30, 2019



Total Capital Improvement Project Appropriations $21,434,390

Total Estimated Impact on Annual Operating Expense

$3,807,117Total Other Funding

Net LVMWD Appropriations

Appropriations by Fund FY 2019-20Appropriations

JPA ProjectsTSD Share

$661,568$661,568 $0Potable Water Construction

$10,114,619$10,114,619 $0Potable Water Replacement

$0$0 $0Recycled Water Conservation

$0$0 $0Recycled Water Replacement

$142,962$202,496 $59,534Sanitation Construction

$7,675,729$10,455,707 $2,779,978Sanitation Replacement

$21,434,390 $2,839,512FY 2019-20 GRAND TOTAL $18,594,878

FY 19-20 Budget Update 35 04/16/2019120

ITEM 10A

INFORMATION ONLY




Subject : SB 100 (De Leon): The 100 Percent Clean Energy Act of 2018

SUMMARY:

Background: The 100 Percent Clean Energy Act of 2018 (SB 100, De Leon) was approved by theGovernor on September 10, 2018. The Act increases the Renewables Portfolio Standard(RPS), effective January 1, 2019, as follows:

40 percent to 44 percent by 202445 percent to 52 percent by 202750 percent to 60 percent by 2030

The RPS program requires investor-owned utilities, electric service providers and communitychoice aggregators to increase procurement from eligible renewable energy resources. RPS-eligible generation facilities includes those that use biomass, solar thermal, photovoltaic, wind,geothermal, fuel cells using renewable fuels, digester gas, municipal solid waste conversion,landfill gas, ocean wave, ocean thermal, tidal current and small hydroelectric generators of 30megawatts or less. The California RPS program began in 2002 with a mandate to all retail sellers to provide 20percent RPS-eligible generation by 2017. The RPS program has evolved since 2002 with amandate to provide 33 percent by 2020 and 50 percent by 2030. In 2017, 32 percent ofCalifornia’s retail energy came from renewable sources and in 2020, 36 percent is expected tocome from renewable sources. The Act also establishes a state policy goal of providing 100 percent of the total retailelectricity in California from renewable (RPS-eligible) and zero carbon sources no laterthan December 31, 2045. The Act also requires that the California Public Utilities Commission (CPUC), CaliforniaEnergy Commission (CEC) and State Air Resources Board (ARB) to do the following

121

in furthering the policy:

Maintain and protect the safety, reliability and balancing of the electric system.Prevent unreasonable impacts to customer rates and bills.Adopt policies or actions to ensure equity in greenhouse gas emissions reductionbetween the electricity sector and other sectors.Ensure equivalent RPS and integrated resource plan rules and requirements for all retailsellers.Require the CPUC, CEC and ARB to prepare a joint report to the Legislature byJanuary 1, 2021, and every four years thereafter, which includes a review of the 100%state goal including forecasts, costs, resources, barriers and impacts on reliability relatedto achieving the goal and alternative scenarios to achieve the goal.

Uncertainty: There is a great deal of uncertainty surrounding the Act and how the goal of providing 100percent of the total retail electricity in California from renewable (RPS-eligible) and zero carbonsources no later than December 31, 2045 will be achieved. This uncertainty results from manyfactors, including the following:

The Act does not define zero carbon sources.The effect of bankruptcy declared by Pacific Gas & Electric.The heightened risk of wildfires resulting from utility malfunction.The need to develop a mix of generation, transmission and storage to achieve the goal.The upward pressure on costs resulting from investments to achieve the goal.The role of natural gas in achieving 100 percent renewables and carbon zero.

What is Next? It is too early to determine the impact from the Act on end user rates or the reliability of asystem relying on 100 percent renewables and zero carbon based generation. The CPUC,CEC and ARB will be conducting workshops in the near future to develop the necessarystrategies to achieve the Act’s goal. These workshops give the District an opportunity toparticipate in the process, and along with ACWA, CMUA, and industry organizations shapingthe strategies.

FISCAL IMPACT:

No

ITEM BUDGETED:

No

Prepared by: David R. Lippman, P.E., Director of Facilities and Operations


SB 100

122

CEC "Tracking Renewables Progress"

123

California Energy Commission – Tracking Progress

Last updated December 2018 Renewable Energy 1

Renewable Energy

Advancing the use and availability of renewable energy is critical to achieving California’s ambitious climate change goals. California has pursued a suite of policies and programs aimed at advancing renewable energy in California and ensuring all Californians, including low-income and disadvantaged communities, benefit from this transition. This report presents California’s progress in meeting its renewable energy goals and provides an updated analysis through 2018 of the state’s renewable energy generation, installed capacity, and the trends, opportunities and challenges associated with the state’s renewable energy transition. More detailed figures and tables are included in the appendix.

Annual Renewable Percentage: Renewables Portfolio Standard Progress

An increasing percentage of energy consumed by Californians comes from renewable sources. A key mandate advancing the use of renewable has been the Renewables Portfolio Standard (RPS), which requires California load-serving entities1 (LSEs) to increase their procurement of eligible renewable energy resources (solar, wind, geothermal, biomass, and small hydroelectric) to 33 percent of retail sales by 2020 and 60 percent of retail sales by 2030.

Based on an approximation of electric generation from RPS-eligible sources divided by forecasted electricity retail sales for the year 2018, the Energy Commission estimates that 34 percent of California’s retail electricity sales in 2018 will be provided by RPS-eligible renewable resources, shown in Figure 1.2 Although this number is not a final RPS determination, this is an important indicator for progress in achieving California’s RPS goals.

Figure 1. Estimated Current Renewables Portfolio Standard Progress

Source: California Energy Commission, staff analysis November 2018

Governor Brown’s Legacy – Goals Set and Achieved California has a history of establishing and achieving ambitious renewable energy goals. (See Figure 2.) Under the leadership of Governor Brown over the past eight years, the state has expanded these goals in an unprecedented way. Among the accomplishments realized during

1 LSEs are defined in the Energy Commission’s RPS Eligibility Guidebook as “a term used to refer to retail sellers, POUs, and all other entities serving retail sales of electricity in California that are obligated to participate in California’s RPS” (https://efiling.energy.ca.gov/getdocument.aspx?tn=217317, p. 82).

2 Large hydroelectric facilities, generally defined as 30 MW or larger, with some exceptions, are not eligible for the RPS in California, therefore generation from large hydroelectric facilities is not included in this calculation. Refer to California’s Renewables Portfolio Standard Eligibility Guidebook, Ninth Edition (Revised) for a detailed description of RPS eligibility requirements. In 2017, large hydroelectric represented nearly 15 percent of California’s Total System Electric Generation, defined as the sum of all in-state generation plus net electricity imports.

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Governor Brown’s administration, California’s RPS was increased to require that 60 percent renewable energy serve retail electricity sales by 2030 with an electricity sector planning target for 100 percent renewable and zero carbon resources by 2045. In addition, California programs and policies support deploying increasing amounts of renewable capacity at every scale and targeting greenhouse gas (GHG) emission reductions across the state’s economy, including the electricity sector. In an effort to further decarbonize California’s energy supply, Governor Brown, through Executive Order B-55-18, also set the goal to achieve carbon net neutrality as soon as possible or no later than 2045.3

Figure 2. California Renewable Energy Goals and Achievements Timeline

Source: California Energy Commission, staff analysis December 2018

In response to these goals and new legislative mandates, the annual renewable percentage estimated by the Energy Commission has continued to increase in recent years, often ahead of the timelines envisioned by prior legislation. The historical estimated renewable percentage values are shown in Figure 3.

3 https://www.gov.ca.gov/wp-content/uploads/2018/09/9.10.18-Executive-Order.pdf

138



Figure 3. Reported Annual Renewable Percentage Estimates


Renewable Energy Serving California Consumers

Renewables Portfolio Standard

On September 10, 2018, Governor Brown signed Senate Bill (SB) 100 (De León, Chapter 312, Statutes of 2018) increasing California’s RPS target to 60 percent by 2030.4 LSEs demonstrate compliance with the RPS through the use of Renewable Energy Credits (RECs), certificates of proof associated with the generation of 1 megawatt-hour (MWh) of electricity from a California RPS-certified renewable energy resource. LSEs report the retirement of RECs to support their claims of procurement to meet their RPS requirements.

The RPS establishes multiyear compliance periods in recognition that given resources may not be continuously and/or cost-effectively available, and a utility’s procurement may vary to some degree from one year to another. For each compliance period, the RPS requires all LSEs in the state to achieve escalating procurement targets.5 LSEs are also required to procure a “balanced portfolio” of resources over each compliance period.6 In Compliance Period (CP) 3, which covers 2017-2020, LSEs are required to procure increasing amounts of renewable electricity each year ramping up to achieve at least 33 percent of retail sales by December 31, 2020. An LSE’s compliance with RPS requirements will be determined based on the aggregated sales and procurement over the entire four-year period.

4 https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201720180SB100

5 Compliance Period Targets for POUs are defined in California Code of Regulations (CCR) Title 20, Section 3204(a) and in CPUC Decision D. 11-12-020 for retail sellers. The Energy Commission has not at this time formally amended the CCR Title 20, Section 3204 to incorporate the statutorily defined targets for 2024, 2027, and 2030.

6 Public Utilities Code Sections 399.16 and 399.30.

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California LSEs have been very successful in meeting the RPS requirements. According to annual reported information, that has not yet been verified, some entities indicate procurement of renewable energy in excess of the near term RPS goals. For example, San Diego Gas & Electric reported a 44 percent renewable procurement percentage in 2017, far exceeding the 2020 goal. According to the California Public Utilities Commission (CPUC), which oversees the RPS compliance of retail sellers, 14 retail sellers, including the three large investor-owned utilities (IOUs) that served the majority of California’s sales, were found to be in compliance in CP 1.7 The remaining six retail sellers were non-compliant.8 The Energy Commission oversees compliance for 43 publicly owned utilities (POUs). Of the 41 POUs that have been found in compliance for the 2011-2013 period to date, 26 met the procurement targets and portfolio balance requirements and 15 POUs applied optional compliance measures to satisfy one or more procurement requirements.9 In CP 2, which covers 2014-2016, only six POUs have reported the use of optional compliance measures to satisfy their RPS procurement requirements. Verified results for CP 2 are expected to be complete in early 2019, with compliance determinations to follow.

Statewide Renewable Generation

For 2018, solar continues to represent the largest portion of renewable generation serving California load. Solar and wind generation together accounted for more than 69 percent of all renewable electricity generation, not including behind-the-meter (BTM) or off-grid solar generation.

Figure 4 shows renewable generation from facilities serving California load from 1983–2018 by resource type, including BTM solar resources. The estimated 2018 total renewable generation, including out-of-state generation delivered to California and BTM solar generation, is 97,358 GWh, including an estimated 13,618 GWh of BTM solar. In the past five years, solar generation has increased by nearly 490 percent and BTM solar resources increasing by approximately 310 percent. These generation estimates do not include 74 GWhs from BTM wind resources. Figure 4 also shows key policy changes in 2002, 2006, 2011, 2015, and 2018 that have supported renewable resource development.

7 Two retail sellers found out of compliance in CP 1 have waivers pending before the CPUC that could excuse noncompliance, if approved.

8 Information on entities found in compliance and those determined to be non-compliant is available at: http://www.cpuc.ca.gov/General.aspx?id=3856

9 The Energy Commission cannot make a compliance determination for the Los Angeles Department of Water and Power until its verified results are adopted at a Commission Business Meeting, verified results have not been finalized due to a pending appeal. The final compliance determination for the Port of Stockton is pending the resolution of a complaint of alleged noncompliance.

140

http://www.cpuc.ca.gov/General.aspx?id=3856



Figure 4. Total Renewable Generation Serving California Load by Resource Type


Renewables Generation Profiles

The rapid growth in renewables, particularly solar generation, has dramatically changed California’s generation profile, and California’s grid operators have had to adapt to these changes. For example, for one minute on May 26, 2018, an average of 73.9 percent of load on the California Independent System Operator (California ISO) grid was served by RPS resources.10 California ISO experienced a new instantaneous solar generation record on June 29, 2018, when solar capacity peaked at 10,739 megawatts (MW).11 Figure 5 shows the total load and the total load less wind and solar on June 29, 2018, when renewables served a peak load of 13,570 MW.12 Figure 6 shows the California ISO’s 24-hour snapshot of the overall resource profile, demonstrating how much of the state’s overall production on that day came from renewables.13 The amount of curtailment, when generation is reduced because it exceeds expected demand, on June 29, 2018, was low. As summer cooling demand increases, curtailment typically decreases. On June 29, 2018, the largest hourly curtailment occurred in between 7 A.M. and 8 A.M. with 12 MWh curtailed, and the total generation curtailed on that date was 32 MWh.14

10 https://efiling.energy.ca.gov/GetDocument.aspx?tn=223856

11 https://www.caiso.com/Documents/MonthlyStats-Jun2018.pdf

12 Ibid. 13 http://content.caiso.com/green/renewrpt/20180629_DailyRenewablesWatch.pdf

14 http://www.caiso.com/Documents/Wind_SolarReal-TimeDispatchCurtailmentReportJun29_2018.pdf

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https://efiling.energy.ca.gov/GetDocument.aspx?tn=223856

https://www.caiso.com/Documents/MonthlyStats-Jun2018.pdf

http://content.caiso.com/green/renewrpt/20180629_DailyRenewablesWatch.pdf

http://www.caiso.com/Documents/Wind_SolarReal-TimeDispatchCurtailmentReportJun29_2018.pdf



Figure 5: California ISO Average Hourly Net Load on 6/29/18

Source: http://content.caiso.com/green/renewrpt/20180629_DailyRenewablesWatch.pdf

Figure 6: California ISO Average Hourly Breakdown of Total Production by Resource Type on 6/29/18

Source: http://content.caiso.com/green/renewrpt/20180629_DailyRenewablesWatch.pdf

As is illustrated in Figure 6, daily solar generation increases in the morning when the sun rises and decreases in the evening when the sun sets. These two periods of rapidly increasing and decreasing solar generation require other resources to balance the generation and load on the electrical system and maintain system reliability. This increased need for flexible generation resources creates an opportunity for other mitigation strategies including storing renewable energy for later use, exporting renewable energy to other states in the western region, and managing demand to compliment the availability of generation. (See Tracking Progress page on Resource Flexibility.)

Strategies for Maximizing Use of Renewable Generation Transmission expansion plays a vital role in enabling the interconnection and deliverability of renewable energy to meet demand and support load-serving entities in meeting the requirements of the state’s RPS. The California ISO conducts its transmission planning process annually to identify system upgrades needed to meet grid reliability requirements, projects that could bring economic benefits to consumers, and projects needed for policy reasons, such as to

142



https://www.energy.ca.gov/renewables/tracking_progress/index.html#resource_flexibility

https://www.energy.ca.gov/renewables/tracking_progress/index.html#resource_flexibility



meet California’s renewable and clean energy goals.15 Transmission constraints inhibit the ability of California to both export excess generation, like mid-day solar, or to import generation, such as afternoon wind from out of state, to help balance regional resources during steep afternoon ramp periods when demand grows and solar generation declines. Additionally, expanded transmission could increase opportunities for broader participation in the western Energy Imbalance Market, a California ISO established real-time market to buy and sell generation through the western region, and export excess renewable generation.16

Storage is another tool that can maximize the benefits of renewable energy resources and help ensure the reliability of the electrical grid.17 Energy storage technologies capture potential energy, electricity, or heat for later use, which can be particularly helpful to balance times when there is too much or not enough electricity to meet demand. The state is seeing significant growth in the installation of energy storage at large generation facilities, commercial sites, and even individual homes. The variety of storage technologies in commercial use or in the research and development phase is also growing. (See the Tracking Progress page on Energy Storage.)

Renewable Capacity

California Installed Renewable Capacity Figure 7 shows California installed renewable electricity capacity totaled an estimated 30,759 MW as of December 31, 2018. This total includes nearly 7,955 MW of solar BTM capacity (excluding very small amounts of BTM wind and biomass) from homes and businesses throughout the state.18 Large-scale renewables make up about 57 percent of total statewide capacity, or about 17,470 MW.19 Solar represents the majority of renewable capacity installed in the state.

15 For more information, see the Transmission Expansion for Delivering Renewable Energy – Tracking Progress, https://www.energy.ca.gov/renewables/tracking_progress/documents/transmission_expansion_projects.pdf

16 https://www.westerneim.com/Pages/About/default.aspx

17 A summary of California’s progress in supporting the development and integration of energy storage is available in the Energy Storage Tracking Progress report. California Energy Commission, Energy Storage Tracking Progress report, http://www.energy.ca.gov/renewables/tracking_progress/documents/energy_storage.pdf

18 Total installed rounded values Ibid.

19 Generation facilities larger than 20 MW in capacity.

143

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https://www.energy.ca.gov/renewables/tracking_progress/documents/transmission_expansion_projects.pdf

https://www.westerneim.com/Pages/About/default.aspx

http://www.energy.ca.gov/renewables/tracking_progress/documents/energy_storage.pdf



Figure 7. Annual Cumulative Installed Renewable Capacity Since 1983 (Including BTM Solar)


To support achieving its GHG emission reduction and renewable energy goals. California continues to implement policies and programs to increase renewable energy capacity in the state. To help support the growth of renewables and expand California’s economy, in 2010 then Attorney General and candidate for Governor, Edmund G. Brown Jr., announced his Clean Energy Jobs Plan. This plan included a goal of adding 20,000 MW of renewable capacity by 2020, composed of 8,000 MW of large-scale renewable generation and 12,000 MW of renewable distributed generation.20 Figure 8 shows the progress toward meeting these California capacity goals.

20 All local renewable generation with a capacity less than 20 MW.

144



Figure 8. California Capacity Goals Achieved


California now has more than doubled the 8,000 MW large-scale renewables capacity goals. According to data collected by the Energy Commission, the 12,000 MW distributed generation goal also has been met.

Renewable Capacity Across the State Renewable energy capacity from large-scale facilities has expanded across California, with regional resources and available transmission playing a role in the development patterns. California has also seen significant growth in the amount of installed distributed generation, often under a “net-energy-metering” agreement.

By December 31, 2018, California is estimated to have more than 22,804 MW of wholesale renewable capacity21 of which more than 455 MW of capacity came on-line in 2018. This includes nearly 280 MW of new large-scale solar PV and over 130 MW of new wind facilities. The wholesale renewable capacity in Figure 9 is based on data collected by the Energy Commission from power plants within California and is presented by county.22

There are also roughly 8,400 MW of renewable energy projects that have received permits to build in California but are not yet operational, as shown in Figure 9.23 These include projects with and without secured purchase contracts. Most of these proposed projects seek to interconnect to the California ISO-controlled grid.24

21 Capacity whose generation is bought and sold in California wholesale markets.

22 Facilities with a first point of interconnection in a California balancing authority are aggregated, or collected, and listed by state at the bottom of Appendix Table 2.

23 Due to frequent changes in project circumstances (for example, loss of developer financing, delays obtaining power purchase agreements, and inability to meet other agencies’ permitting requirements), project status often are amended. The information presented in Figure 9 only reflect the project’s current status.

24 To interconnect with the California ISO-controlled grid, generation operators submit an interconnection request placed into an assessment queue for resource interconnection studies. The California ISO interconnection studies provide grid conditions impacting the interconnection decision including deliverability status, project size, and meeting the interconnection financial security posting requirements.

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In addition to showing RPS-eligible wholesale facilities, and permitted projects, Figure 9 also shows the geographic capacity across California counties for on-line distributed generation systems, including BTM (as of June 30, 2018).

Figure 9. Map of Renewable Capacity for On-Line Distributed Generation Systems, RPS-Eligible Wholesale Facilities, and Permitted Projects


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Distributed Generation: California’s Million Solar Roofs Initiative In 2006, the landmark Million Solar Roofs Initiative was codified under Senate Bill 1 (Murray, Chapter 132, Statutes of 2006), which set forth a goal of installing solar photovoltaic systems on one million roofs by the end of 2018. SB1 and other legislation created the basis for a suite of incentive programs offered by the Energy Commission, the CPUC, and the state’s POUs. These efforts are also broadly referred to as the California Solar Initiative (CSI). The Energy Commission’s incentive program, the New Solar Homes Partnership, was established with a 360 MW goal for installation of distributed solar on newly constructed homes. The overall goals for all CSI incentive efforts was 3,000 MW of solar energy systems on homes and businesses by the end of 2016. Figure 10 shows the progress made towards achieving the NSHP and the overall CSI capacity goals.

Figure 10. California Capacity Goals Achieved

Source: California Energy Commission, staff analysis December 10, 2018.

California is also approaching the goal of a million solar roofs. Since 2006, there has been steady progress, and Energy Commission staff estimates that by the end of 2018, over 958,000 solar systems will be installed across California. Supporting this growth of distributed generation resources has been a rapid decline in the costs to install solar on homes and businesses. Figure 11 shows the progress toward achieving California’s Million Solar Roofs goal and the concurrent decline in the cost of solar systems.

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Figure 11. Status of California’s Million Solar Roofs


One factor that contributed to the growth in solar installations and the contemporaneous price decline was the suite of well-designed incentive programs that provided financial support to every housing type throughout the state. The CSI incentive programs were designed to provide a declining-rate incentive structure, recognizing that the earliest adopters would pay the highest prices but that over time the need for incentives to offset costs would decline, ultimately leading to a self-sustaining solar industry in which solar PV could be cost-competitive without subsidy. The programs were also designed to address the specific needs of new versus existing housing, multi-family and affordable housing projects, and certain commercial buildings. The POUs individually administered programs for existing buildings. The CPUC administered a general-market program for existing commercial and residential buildings in IOU territories, also known as the CSI, and two programs for low-income customers, the Multi-Family Affordable Solar Housing (MASH) and Single-Family Affordable Solar Homes (SASH). As mentioned, the Energy Commission administers the NSHP which was focused on newly constructed residential buildings including single family, multi-family, and affordable housing components. The Energy Commission also establishes the foundational equipment standards for all CSI programs and also maintains equipment lists25 of eligible PV modules, inverters, and other solar equipment.

25 While equipment on the lists have undergone tests to achieve minimal safety and performance standards, the Energy Commission does not independently confirm manufacturers' self-reported information. The Energy Commission and the State of California make no claim or warranty on the equipment and its safety, performance, or durability.

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Table 1 summarizes the installed renewable capacity and current status of the state incentive programs.

Table 1. Summary of State Incentive Programs

Program Agency Sector Incentivized

Installed Capacity Current Status MW Count California Solar Initiative (CSI) General Market Program 26

CPUC Existing buildings in IOU territories

1,900 143,000 Closed to new applications as of December 31, 2016.27

Multifamily Affordable Solar Homes (MASH) 28

CPUC

Multifamily affordable housing in IOU territories

40 (16 MW

Reserved) 470

Program is currently fully subscribed and are no longer taking new applications. New applications may be accepted if new funding becomes available due to project cancellations.

Single family Affordable Solar Homes (SASH) 29

CPUC

Low-income single family homeowners in IOU territories

24 7,900 Actively enrolling new participants.

New Solar Homes Partnership (NSHP)

CEC New residential construction in IOU territories

138 (13 affordable

housing) 44,000

Closed to new applications as of June 1, 2018. Payments through 2021.30

SB1 POU Programs

Various POUs31

All sectors in POU territories 500 59,000 Most programs closed

to new applications. Source: California Energy Commission, staff compilation gathered from footnoted sources. Displayed numbers are rounded.

26 2018 CSI Annual Program Assessment http://www.cpuc.ca.gov/WorkArea/DownloadAsset.aspx?id=6442457977

27 Exceeded the 1,750 MW Installation goal. For more information, see http://www.gosolarcalifornia.ca.gov/about/csi.php. 28 CSI MASH Program. Accessed October 2018. https://www.californiasolarstatistics.ca.gov/reports/mash_budget/

29 SASH Semi-Annual Progress Report July 2018 http://www.cpuc.ca.gov/WorkArea/DownloadAsset.aspx?id=6442458883

30 In 2015, Senate Bill 83 (Committee on Budget and Fiscal Review Chapter 24, Statues of 2015) extended the life of the NSHP program and required all incentives to be encumbered through the issuance of reservations no later than June 1, 2018, and disbursed no later than December 31, 2021. 31 The POUs are required by SB1 to annually report to the Energy Commission program participation and installations through December 31, 2016.

149

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http://www.cpuc.ca.gov/WorkArea/DownloadAsset.aspx?id=6442458883



Require Solar on New Homes Beginning in 2020 Building on the success of the NSHP, which supported reductions in the cost for solar and adoption of solar in the building industry, in May 2018, the Energy Commission adopted the 2019 Building Energy Efficiency Standards requiring the installation of solar photovoltaic systems on the majority of new homes, starting January 1, 2020. With continuing solar cost declines, solar is now cost-effective for new home construction across the state. This commitment to building highly energy efficient housing that is served by on-site or community-based solar photovoltaic systems will play an important role in California achieving the goal of a zero net carbon economy by 2045.32

California Benefits From Dramatic Decreases in the Cost of Renewables Continued cost declines in renewable energy sources, mainly solar and wind energy, have helped maintain a fast pace of market growth for renewables. As part of the U.S. Department of Energy’s (DOE) SunShot program, the Lawrence Berkeley National Laboratory (LBNL) reports the median installed prices for solar energy systems quarterly and annually by system size. The most recent LBNL report shows that for projects completed in 2017 there have been dramatic price declines over time. From 2000-2017, the average price decline was roughly $0.5/W per year in the three customer categories shown below averaging 6 percent per year for residential, 8 percent for small (≤500 kW) non-residential systems, and 11 percent for large (>500 kW) non-residential systems. As Figure 12 shows, the prices declines were not steady, but instead marked by periods of steep drops and leveling off. In 2009 prices began to decline again, steeply at first, an approximate average of $1/W per year through 2013. These price drops have slowed considerably with median prices falling by $0.2/W (6 percent) for residential systems, by $0.4/W (11 percent) for small non-residential, and by $0.1/W (5 percent) for large non-residential systems. This pace of declines has been fairly consistent since 2014. Figure 12 displays median installed system costs (solid line) and the 20th-80th percentile range (shaded areas) for residential systems (green), small nonresidential systems (≤500 kW in red), and large nonresidential systems (>500 kW in blue).33

32 http://www.energy.ca.gov/releases/2018_releases/2018-05-09_building_standards_adopted_nr.html.

33 Barbose, Galen, Naïm Dargouth Kristina LaCommare, Dev Millstein, and Joe Rand. September 2018. Tracking the Sun – Installed Price Trends for Distributed Photovoltaic Systems in the United States – 2018 Edition. Lawrence Berkeley National Laboratory https://emp.lbl.gov/sites/default/files/tracking_the_sun_2018_edition_final_0.pdf. Page 18.

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https://emp.lbl.gov/sites/default/files/tracking_the_sun_2018_edition_final_0.pdf



Figure 12. U.S. Residential and Nonresidential PV System Prices

Source: U.S. Dept. of Energy, Tracking the Sun 10

The installed cost of wind has also decreased over time. The DOE reported that for projects completed in 2017, the national average capacity-weighted installed cost was about $1.61/watt, down $0.80/watt from 2010.34 An additional 50 MW of wind power capacity were added in California in 2017, bringing the total capacity to 5,555 MW.

The wholesale cost for renewable electricity has also seen large reductions between 2008 and 2016, as the price of utility scale solar contracts reported to the CPUC has gone down 77 percent. Between 2007 and 2015 reported prices of RPS contracts declined an average of 9.5 percent per year. Further, in 2017, the trend of falling contract costs resumed and reached a historic low price of $47/MWh for average annual RPS eligible energy contracts for all technology types.35 These wholesale price declines have made solar and wind cost competitive with traditional energy resources promoting broader adoption.36

In April 2018, the Lawrence Berkeley National Laboratory (LBNL) reported on their study of income trends of residential PV adopters.37 The analysis, based on actual income from Experian, focused on single-family rooftop PV installations through 2016 from 13 U.S. states. LBNL concluded that single-family rooftop PV installations have been trending towards

34 Wiser, Ryan and Mark Bollinger. August 2018. 2017 Wind Technologies Market Report, Lawrence Berkeley National Laboratory. https://www.energy.gov/sites/prod/files/2018/08/f54/2017_wind_technologies_market_report_8.15.18.v2.pdf. The majority of recent wind installations are in the U.S. interior and not in California. These national costs may not closely track California costs.

35 http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/Utilities_and_Industries/Energy_-_Electricity_and_Natural_Gas/Renewables%20Portfolio%20Standard%20Annual%20Report%202018.pdf

36 https://www.lazard.com/perspective/levelized-cost-of-energy-2017/

37 Lawrence Berkeley National Laboratory, “Income Trends of Residential PV Adopters – An analysis of household-level income estimates,” April 2018, https://emp.lbl.gov/publications/income-trends-residential-pv-adopters/?utm_source=newsletter98&utm_medium=email&utm_campaign=Constant%20Contact

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http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/Utilities_and_Industries/Energy_-_Electricity_and_Natural_Gas/Renewables%20Portfolio%20Standard%20Annual%20Report%202018.pdf


https://na01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.lazard.com%2Fperspective%2Flevelized-cost-of-energy-2017%2F&data=01%7C01%7C%7C3bf062ddf41d49dfc8de08d65c954db9%7Cac3a124413f44ef68d1bbaa27148194e%7C0&sdata=983LBxymBhKDgqvFr2BCgKKb4HAChz4abgNqwvMP6oE%3D&reserved=0

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moderate-income (middle class)38 households in recent years – the median annual income for PV adopters in this study has dropped from $100,000 in 2010 to $87,000 in 2016. The study identified home ownership as one of the main differences among income groups regarding PV adoption, thus reinforcing the importance of business models and programs to assist renters. LBNL aims to extend their analyses to include multi-family homes and community solar participants.

California Trends & Opportunities

Ensuring the Benefits of Renewable Energy Reach All Californians In achieving the state’s climate and renewable energy goals, the Energy Commission is taking steps to ensure that the benefits are realized by all Californians, including low-income residents and those in the most vulnerable communities.

In December 2016, the Energy Commission published a report, as mandated by SB 350,39 that explored the barriers to and opportunities for expanding low-income customers’ access to energy efficiency, weatherization, and renewable energy investments. One of the barriers mentioned in the report was the lack of low-income renters’ ability to participate in and benefit from renewable energy developments. Among a range of suggested actions, the report recommended that the state enable economic advantages of solar to be readily accessible to low-income and disadvantaged populations across California.

Impacted state agencies have been working together closely with the Governor’s Office over the past two years to implement this and the other recommendations from the report. A summary of efforts and accomplishments for including low-income and disadvantaged communities with the state’s energy initiatives can be found in a separate Energy Commission Tracking Progress document focused on Energy Equity Indicators, which is also available as an interactive web map and a Tracking Progress page.40

Several existing programs overseen by the Energy Commission are performing well in providing opportunities for low-income and disadvantaged consumers to participate in the clean energy economy. For example, since the beginning of 2007, the NSHP program has awarded roughly 22 percent of program funding, equivalent to almost $41 million, to projects located in low-income or disadvantaged census tracts.41 Other Energy Commission programs have fared even better in this regard. Looking forward, the recently announced Renewable Energy for Agriculture

38 Consistent with the Pew Research Center this study defines 2016 United States “middle class” households as those with incomes from $36,106 to $107,778.

39 Low-Income Barriers Study, Part A: Overcoming Barriers to Energy Efficiency and Renewables for Low-Income Customers and Small Business Contracting Opportunities in Disadvantaged Communities, December 2016, CEC-300-2016-009-CMF. https://efiling.energy.ca.gov/getdocument.aspx?tn=214830

40 California Energy Commission’s Energy Equity Indicators website http://www.energy.ca.gov/sb350/barriers_report/equity-indicators.html.

41 Energy Commission Project Equity Dashboard, Accessed on 12/17/2018. http://caenergy.maps.arcgis.com/apps/opsdashboard/index.html#/b69f4ef960f74a22b464e6363881af59

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http://caenergy.maps.arcgis.com/apps/opsdashboard/index.html#/b69f4ef960f74a22b464e6363881af59



Program (REAP) aims to further develop renewable energy capacity on agricultural lands, with a preference for funding to be awarded to projects located in disadvantaged communities.42

In support of the state’s energy equity goals, the CPUC recently adopted a decision implementing several new programs focused on expanding renewable energy access in low-income communities and disadvantaged communities. The programs are shown in Table 2, below. Other agencies have also announced a range of new programs designed with this priority in mind, including the California Department of Community Services and Development’s Community Solar Pilot Program.43

Table 2. CPUC Low-Income and Disadvantaged Community-Focused Renewable Energy Programs

Program Sector Incentivized

Available funding

Capacity Goal Current Status

Solar on Multifamily Affordable Housing

(SOMAH)44

Multifamily affordable

housing in IOU territories

Up to $100 million

annually

300 MW by 2030

Expected to begin first quarter of 2019.

Disadvantaged Community-Single family Affordable Solar Homes

(DAC-SASH) Low-income

residents and disadvantaged communities in IOU territories

Up to $10 million

annually

No Capacity

Goal

Developing program requirements; planned to

run from 2019-2030. Disadvantaged

Community-Green Tariff (DAC-GT)

Community Solar Green Tariff (CSGT)45

Green Tariff Shared Renewables (GTSR)46

Electricity customers in

IOU territories

Utility credit for ECR

participation

600 MW capped

enrollment

Green Tariff (GT) and Enhanced Community

Renewables (ECR) components are both

active.

Source: California Energy Commission, staff compilation based on CPUC Program websites, November 2018

42 Energy Commission Renewable Energy for Agriculture Program Website, https://www.energy.ca.gov/renewables/18-MISC-03/ 43 Department of Community Services and Development Low-Income Weatherization Program Website, http://www.csd.ca.gov/liwp.aspx 44 The Program Handbook and other information is available on the SOMAH program website, https://www.calsomah.org/.

45 CPUC, “Alternate Decision Adopting Alternatives to Promote Solar Distributed Generation in Disadvantaged Communities,” Order Instituting Rulemaking to Develop a Successor to Existing Net Energy Metering Tariffs Pursuant to Public Utilities Code Section 2827.1, and to Address Other Issues Related to Net Energy Metering, D.18-06-027, http://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M216/K789/216789285.PDF

46 CPUC’s GTSR website, http://www.cpuc.ca.gov/General.aspx?id=12181

153

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http://www.csd.ca.gov/liwp.aspx

https://www.calsomah.org/

http://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M216/K789/216789285.PDF




California’s Evolving Electricity Markets Community Choice Aggregators Following the 2001-2002 California energy crisis and the subsequent rollback of retail electricity choice, the vast majority of Californians have received bundled electricity service from regulated utilities. In recent years, however, this landscape has been shifting, largely due to the increase in self-generation and the rise of Community Choice Aggregators (CCAs), which are local public agencies, typically created by joint powers agreements or city or county ordinance that can directly develop and buy electricity on behalf of their customers. Figure 13 shows the growth in the load served by California CCAs as forecast in the California Energy Demand 2018 forecasts.

Figure 13. Historical Load Served by California CCAs (GWh)

Source: California Energy Commission, staff analysis based on a combination of CED 2018, demand form 1.1c, mid demand case with AAEE and AAPV, and CALCCA reported loads.

Many CCAs offer products that are marketed as more renewable than required by the RPS, and many have specific goals to procure local distributed generation resources. The growth of CCAs is expected to significantly increase the number of retail sellers in California and creates the potential opportunity for the procurement of more renewable energy since the CCA model centers upon the value of including renewable and clean energy in customer’s power mix. Potential uncertainties exist with the presented opportunities since figure values do not consider increasing numbers of CCAs, how current IOU renewable energy over procured resources might be redistributed, or recent CCA long-term renewable energy contracts.

The growth of CCAs is expected to significantly increase the number of retail sellers reporting during the 2017-2020 RPS Compliance Period. During the 2011-2013 Compliance Period, only one CCA was serving customers; by the end of the 2014-2016, that number grew to five. As of November 2018, 19 CCAs were serving customers in California, and an additional 6 more CCA

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launches or expansions are anticipated through 2020.47 Figure 14 shows the entities, by the end of 2018, operating as, anticipating launching, or investigating becoming a CCA. RPS compliance reports submitted by the operational CCAs during the first and second RPS compliance periods indicate that they have met current RPS targets.48

Figure 14. Operational, Pending, and Potential CCAs49

Source: California Energy Commission, staff updated Gridworks Community Choice Aggregation and California’s Clean Energy Future, June 201850 to reflect recent anticipated and actual launches.

47 CPUC 2018 Annual RPS Report to the Legislature, http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/Utilities_and_Industries/Energy_-_Electricity_and_Natural_Gas/Renewables%20Portfolio%20Standard%20Annual%20Report%202018.pdf..

48 CPUC 2017 Annual RPS Report. During RPS Compliance Period 1, only MCE was operational. The other CCAs listed came on-line during Compliance Period 2, except Silicon Valley Clean Energy, which came on-line in 2017 and therefore has not yet been subject to compliance reporting.

49 Does not reflect the 2018 launch of Clean Power Alliance of Southern California phase 2, King City, the December 2018 launch of SJCE’s commercial Total Green, or the delay in the launch of Desert Community and the remainder of SJCE.

50 https://gridworks.org/wp-content/uploads/2018/06/Gridworks_CCA-Clean-Energy-Overview_final-1.pdf

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https://gridworks.org/wp-content/uploads/2018/06/Gridworks_CCA-Clean-Energy-Overview_final-1.pdf



The CPUC’s report titled, California Customer Choice, An Evaluation of Regulatory Framework Options for an Evolving Energy Market reports that by the end of 2018, as much as 25 percent of IOU retail electric load will be served by a combination of rooftop solar, CCAs and direct access providers.51 A CPUC staff white paper further predicted that this number could grow to 85 percent in the next decade, which would represent as many as 15 million to 20 million customers.52 The potential widespread growth of CCAs presents opportunities and challenges for renewable development, as well as raising broader considerations of reliability, load uncertainty, and cost allocation. There are also potential uncertainties raised by recent fee changes impacting CCAs.53 At the same time the growth of California CCAs presents a significant opportunity to exceed the state’s RPS. Recently CalCCA highlighted that CCAs signed more than 2,000 MW of long-term renewable contracts.54

Non-Utility Support for Renewable Energy Development As renewable power continues to become more cost competitive and sustainability and environmental programs expand, corporations and other non-utility entities are accelerating their direct purchasing of renewable power. Many corporations, universities, and military bases are committed to increasing the use of renewable electricity, and their actions are contributing to the growth of renewable energy in California. In IOU territories, corporations and other entities participate in the existing limited Direct Access programs,55 negotiate highly renewable products from their host utility, purchase unbundled RECs, and enter into virtual power purchase agreements (PPAs).

These accelerated renewable direct purchases are bolstered by initiatives such as RE100, uniting companies committed to using 100 percent renewable electricity to power their business operations.56 RE100 members include some of California’s largest companies, such as Apple, Google, and Salesforce, and membership has diversified in recent years to include more than just technology companies. The Business Renewables Center reports that corporations purchased 6.43 GW of clean energy nationally through December 14, 2018, which exceeds both the 2.78 GW contracted in 2017 and nearly doubles the previous record of 3.22 GW contracted in 2015.57

51 CPUC, page 4. Accessed November 16, 2018. http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/Utilities_and_Industries/Energy_-_Electricity_and_Natural_Gas/Cal%20Customer%20Choice%20Report%208-7-18%20rm.pdf

52 CPUC, Consumer and Retail Choice, the Role of the Utility, and an Evolving Regulatory Framework, Staff White Paper, May 2017. http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/News_Room/News_and_Updates/Retail%20Choice%20White%20Paper%205%208%2017.pdf.

53 http://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M232/K161/232161603.PDF

54 https://cal-cca.org/wp-content/uploads/2018/11/CalCCA-Renewable-Energy-Map-11.15.18-Final.pdf

55 http://www.cpuc.ca.gov/General.aspx?id=7881

56 http://there100.org/re100

57 http://businessrenewables.org/corporate-transactions/, accessed December 18, 2018.

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http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/Utilities_and_Industries/Energy_-_Electricity_and_Natural_Gas/Cal%20Customer%20Choice%20Report%208-7-18%20rm.pdf

http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/News_Room/News_and_Updates/Retail%20Choice%20White%20Paper%205%208%2017.pdf

http://www.cpuc.ca.gov/uploadedFiles/CPUC_Public_Website/Content/News_Room/News_and_Updates/Retail%20Choice%20White%20Paper%205%208%2017.pdf

http://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M232/K161/232161603.PDF

https://cal-cca.org/wp-content/uploads/2018/11/CalCCA-Renewable-Energy-Map-11.15.18-Final.pdf


http://there100.org/re100

http://businessrenewables.org/corporate-transactions/



Organizations from the public sector are also taking action that has direct impact on increasing the state’s use of renewable energy. Universities and military organizations have both increased their direct procurement of renewable resources through bilateral PPAs. The University of California system announced in September 2018 that it is committing to 100 percent clean electricity supplies by 2025, 20 years ahead of the new goal established by SB 100. This commitment will cover all 10 of its campuses and related facilities.58 The military is also a strong advocate of renewable energy, and California military installations have been early adopters in developing on-site renewable generation to directly serve their electricity needs, fueled by the understanding that national security and energy security are interconnected. Military procurements of renewables are expected to further increase over the coming years, with the U.S. Department of Defense having a stated goal of producing or procuring at least 25 percent of its total facility energy use from renewable sources by 2025.59 .

Recent corporate procurements in California include Kaiser Permanente, which announced in September 2018 that it finalized a PPA that will provide the financial certainty to enable construction of 180 MW of utility-scale renewable capacity including a 131 MW solar integrated with storage facility in Riverside County.60 According to a National Renewable Energy Laboratory (NREL) analysis, California had 822 MW of renewable energy purchased by corporations as of September 2017.61 Furthering this trend towards direct corporate purchase of renewables, an analysis by Baker McKenzie found that in the United States in 2017, the volume of offtake agreements62 signed with corporations exceeded the total number of contracts signed with all other offtakers, including utilities.63 The demand for renewable generation from corporate offtakers is expected to increase as corporations look to decarbonize their full supply chains and support the use of renewables to fuel energy-intensive operations, such as data centers.

Globally, according to REN21, corporate entities actively sourced 465 TWh (terawatt hours) of renewable electricity through 2017. While tracking and measuring corporate sourcing options and initiatives can be difficult, corporate offtakers and direct investors can be credited with spurring renewable energy generation more rapidly than would have happened without them.64

58 https://www.utilitydive.com/news/university-of-california-system-commits-to-100-clean-energy-by-2025/532419/

59 https://acore.org/wp-content/uploads/2018/10/ACORE_Issue-Brief_-The-Role-of-Renewable-Energy-in-National-Security.pdf 60 https://share.kaiserpermanente.org/article/kaiser-permanente-finalizes-agreement-to-enable-carbon-neutrality-in-2020/

61 https://www.nrel.gov/docs/fy17osti/69080.pdf

62 An agreement between a producer of a resource and a buyer of a resource to purchase or sell portions of the producer's future production. Source: www.investopedia.com/terms/o/offtake-agreement.asp.

63 https://www.bakermckenzie.com/-/media/files/insight/publications/2018/07/fc_emi_riseofcorporateppas_jul18.pdf?la=en

64 http://www.ren21.net/gsr-2018/chapters/chapter_08/chapter_08/

157

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https://share.kaiserpermanente.org/article/kaiser-permanente-finalizes-agreement-to-enable-carbon-neutrality-in-2020/

https://share.kaiserpermanente.org/article/kaiser-permanente-finalizes-agreement-to-enable-carbon-neutrality-in-2020/

https://www.nrel.gov/docs/fy17osti/69080.pdf

http://www.investopedia.com/terms/o/offtake-agreement.asp

https://www.bakermckenzie.com/-/media/files/insight/publications/2018/07/fc_emi_riseofcorporateppas_jul18.pdf?la=en

https://www.bakermckenzie.com/-/media/files/insight/publications/2018/07/fc_emi_riseofcorporateppas_jul18.pdf?la=en

https://na01.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.ren21.net%2Fgsr-2018%2Fchapters%2Fchapter_08%2Fchapter_08%2F&data=01%7C01%7C%7Cbcc7eb3b30c7487a38dd08d666ac0420%7Cac3a124413f44ef68d1bbaa27148194e%7C0&sdata=jOpbQlsglfSeBVHlxFoJDdXhb6k4RTKxWE2MZOLceD4%3D&reserved=0



Contacts:

• Tracking progress report: Malachi Weng-Gutierrez, [email protected]

• Renewable generation: Hazel Aragon, [email protected]

• Renewable capacity: Michael Nyberg, [email protected].

• Behind the Meter-generation: Sudhakar Konala, [email protected]

• Renewable energy facilities permitting: Joseph Merrill, [email protected]

Media inquiries should be sent to the Media and Public Communications Office at (916) 654-4989 or by email at [email protected].

The Appendix provides resources for more information on Energy Commission programs, projects, state energy goals, California electricity retail sales, and data sources used for the figures and tables in this report.

Next Update:

August 2019

158

mailto:[email protected]





