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Home My WebLink About08-14-24 F&A Committee Packet1 OTAY WATER DISTRICT FINANCE AND ADMINISTRATION COMMITTEE MEETING and SPECIAL MEETING OF THE BOARD OF DIRECTORS 2554 SWEETWATER SPRINGS BOULEVARD SPRING VALLEY, CALIFORNIA BOARDROOM WEDNESDAY AUGUST 14, 2024 11:30 A.M. This is a District Committee meeting. This meeting is being posted as a special meeting in order to comply with the Brown Act (Government Code Section §54954.2) in the event that a quorum of the Board is present. Items will be deliberated, however, no formal board actions will be taken at this meeting. The committee makes recommendations to the full board for its consideration and formal action. AGENDA 1.ROLL CALL 2.PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLIC TO SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD’S JURISDICTION INCLUDING AN ITEM ON TODAY’S AGENDA DISCUSSION ITEMS 3.DISTRICT METER CHANGEOUT PROJECT AND ADVANCED METERING INFRASTRUCTURE UPDATE (ANDREA CAREY) [5 MINUTES] 4.ADOPT RESOLUTION NO. 4446 FOR A GRANT FUNDING AGREEMENT WITH THE UNITED STATES BUREAU OF RECLAMATION’S WATERSMART: WATER AND ENERGY EFFICIENCY GRANT (WEEG) FUNDING OPPORTUNITY FOR FISCAL YEARS 2024 AND 2025 (ANDREA CAREY) [5 MINUTES] 5.APPROVE TO INCREASE THE BUDGET FOR CIP P2572 BY $197,650 AND AUTHORIZE THE GENERAL MANAGER TO AWARD A CONSULTING SERVICES CONTRACT TO KOA HILLS, INC. FOR THE NEW ERP UPGRADE PROJECT (MICHAEL KERR) [5 MINUTES] 6.AUTHORIZE AN ADDENDUM TO THE CONSULTING SERVICES AGREEMENT BY AND BETWEEN THE OTAY WATER DISTRICT AND SAGEVIEW ADVISORY GROUP, LLC TO AMEND THE SCOPE OF SERVICES AND TOTAL COMPENSATION IN AN AMOUNT NOT-TO-EXCEED $161,000 (SUZIE LAWSON) [5 MINUTES] 2 7.ADOPT ORDINANCE NO. 594 AMENDING APPENDIX A OF THE DISTRICT’S CODE OF ORDINANCE IMPLEMENTING A 12.7% (REVISED FROM 12.8%) POTABLE WATER INCREASE, EFFECTIVE JANUARY 1, 2025, AND DIRECT STAFF TO FINALIZE AND MAIL RATE INCREASE NOTICES (KEVIN KOEPPEN) [5 MINUTES] 8.ADOPT THE ASSOCIATION OF CALIFORNIA WATER AGENCIES JOINT POWERS INSURANCE AUTHORITY’S (ACWA JPIA) COMMITMENT TO EXCELLENCE (C2E) PROGRAM (EMILYN ZUNIGA) [5 MINUTES] 9.ADJOURNMENT BOARD MEMBERS ATTENDING: Gary Croucher, Chair Jose Lopez All items appearing on this agenda, whether or not expressly listed for action, may be de- liberated and may be subject to action by the Board. The agenda, and any attachments containing written information, are available at the Dis- trict’s website at www.otaywater.gov. Written changes to any items to be considered at the open meeting, or to any attachments, will be posted on the District’s website. Copies of the agenda and attachments are also available by contacting the District Secretary at (619) 670-2253. If you have any disability which would require accommodations to enable you to participate in this meeting, please call the District Secretary at 670-2253 at least 24 hours prior to the meeting. Certification of Posting I certify that on August 12, 2024, I posted a copy of the foregoing agenda near the regular meeting place of the Board of Directors of Otay Water District, said time being at least 24 hours in advance of the meeting of the Board of Directors (Government Code Section §54954.2). Executed at Spring Valley, California on August 12, 2024. /s/ Tita Ramos-Krogman, District Secretary STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 SUBMITTED BY: Andrea Carey, Customer Service Manager PROJECT: DIV. NO. All APPROVED BY: Joseph R. Beachem, Chief Financial Officer Jose Martinez, General Manager SUBJECT: District Meter Changeout Project and Advanced Metering Infrastructure Update GENERAL MANAGER’S RECOMMENDATION: This is an informational item only. COMMITTEE ACTION: This is an informational item only. PURPOSE: To update the Board on the upcoming District-wide Meter Changeout Project and the District’s ongoing transition to Advanced Metering Infrastructure (AMI). BACKGROUND: Between 2005 through 2012, the Otay Water District (District) completed meter changeouts for all meters 2” or smaller. These meters are now nearing the end of their 20-year lifecycle, and the District is embarking on a comprehensive meter replacement project. A Request for Proposal(RFP)for new meters, installation, an AMI solution, and a meter data management system was published in mid-June with responses due by July 31, 2024. The District received six proposals that are currently being evaluated by staff. ANALYSIS: The Meter Changeout Project will begin in calendar year 2025 and is expected to span six to eight years. Staff will conduct a cost- benefit analysis to determine the optimal length of the changeout period based on the costs provided by the bid respondents. The AGENDA ITEM 3 initial year will focus on the design, build, and testing of the system requirements, as well as the installation of approximately 500 meters to test workflow, field quality control, and system readiness before proceeding to full deployment of the meters. The following sections will provide detailed information on the current state of the meter industry and the key components of the project. Meter Technology There are currently two categories of meter technology; mechanical and electronic. Mechanical Meters Mechanical meters are the most commonly used meters in the water industry today. They have been in use for more than 100 years. Mechanical meters tend to be lower in cost than electronic meters and do not require a battery to operate. The two most common types of small mechanical meters are positive displacement and multi-jet meters. Positive displacement meters measure the volume of water flowing through the meter. Water flows into the meter chamber, causing either a disc or rotor to rotate. This rotation measures the volume of water that passes through the meter. Multi-jet meters, which the District currently uses, measure water velocity. Water flows into the meter and is divided into small streams directed toward a series of impellers. As the water contacts the impellers, they rotate. The speed at which they rotate measures the volume passing through. Electronic Meters Compared to mechanical meters, electronic meters are relatively new to the market but are gaining in popularity. Unlike mechanical meters, electronic meters have no moving parts within the meter, allowing for high accuracy throughout the lifetime of the meter and the capability to measure extremely low flows. Additionally, some electronic meters measure additional data points, such as pressure and temperature. Two common types of small electronic meters are electromagnetic and ultrasonic. Electromagnetic meters use a magnetic field to measure the velocity of the water, which is then converted to volume. Ultrasonic meters measure the velocity of the water by sending a signal back and forth between two transducers, calculating the time difference between the signals to determine flow velocity, which is then converted to volume. Presently, many meter manufacturers offer both types of technology. The District asked each manufacturer to propose the technology they felt was the best fit for this project. AMR and AMI History at Otay The meters installed during the 2005-2012 meter changeout were equipped with Automated Meter Reading (AMR) technology, allowing meters to be read via drive-by. The drive-by system has proven very cost-effective for the District. With over 52,000 meters in service, manually reading all of them on a monthly basis would require a minimum of nine full-time meter readers. By moving to AMR, the District has been able to employ only four full-time meter readers. Beginning in 2017, the District started a program to replace aging registers. By 2020, all meter registers had been replaced. To take advantage of warranty incentives from Master Meter and save the District approximately $3 million, approximately 20,000 new registers retained the existing 3G technology, while over 30,000 were upgraded to 4G registers capable of transitioning from AMR to AMI. Beginning in 2023, the District worked with our current meter manufacturer, Master Meter, to transition a portion of the District’s 4G registers to AMI. As of July 2024, 5,700 meters are being read via the AMI system, with infrastructure installed strategically at District sites. Although Master Meter’s original propagation study estimated that 20,000-24,000 meters would be read with the current infrastructure, it now appears more infrastructure is needed to read that many meters. Staff is currently working to maximize the existing system without incurring additional costs, as this new project is fast approaching. AMI Technology AMI is an electronic reading technology where meter readings are communicated directly to the office via online technology. AMI technology can vary by manufacturer. A point-to-point network system creates an infrastructure of data collectors at strategic points throughout the utility’s service area, allowing individual meters to relay data to these collectors which then broadcast the data to the cloud. A mesh network works similarly; however, each meter acts as a collector, collecting reads from meter to meter and then relaying all data to a nearby collector. Cellular systems use cellular networks to transmit readings to the online system without requiring additional infrastructure. In addition to different AMI network infrastructures, the meter endpoint required to transmit reads electronically also differs among manufacturers. For Master Meter, their transmitter is housed inside the meter’s register, under the glass, with no external wires. Other manufacturers have a separate endpoint connected to the meter register via a wire connector. The endpoint is then fixed to the top of the meter box. Benefits of AMI Water Conservation California continues to pass stricter conservation mandates, placing the burden of realizing water savings on utilities. An AMI system transmits hourly data at least once per day, including real-time leak alarm data. This will enable the District to notify customers within a day of a possible leak at their property. Tamper and backflow alarms will also be sent directly to the office for quick dispatch to field staff. The additional data will also allow for more targeted conservation messaging to high users. Although not part of the current RFP, staff will explore water management software in the future. This software will give customers online access to view their hourly water data and analyze their daily usage patterns. Many District meters will also be equipped with technology that can aid in analyzing internal District water usage. Additional Data for Future Rate Structure Development Recent court rulings in California have made it even more challenging for districts to set rates. It is uncommon for water districts to have customer peaking data, as AMI systems are still rare in the state. Without this data, districts have become more vulnerable to costly rate lawsuits, regardless of the outcome. With the installation of AMI, the District will have hourly data that can be used by its consultants to calculate precise peaking factors used in rate calculations. Enhanced Customer Service Customer service staff currently requests approximately 50 field investigations per month due to customers’ concerns over high usage. Each investigation requires a field representative to visit the home to check the meter for an accurate read and any evidence of leaks at the property. With AMI, office staff will have hourly data available for reference when talking to customers. This saves staff time for both field and office staff by reducing the amount of follow-up required and allowing quicker call resolution for the customer. Meter Data Management System All meter manufacturers include a headend system for monitoring the network and storing reads for a short period (3-12 months). These systems usually perform basic analytics and can integrate with a utility’s CIS system and customer portal. However, the short-term data retention limits the functionality of the system. To ensure long-term data retention and maximize the benefits of the AMI system, it is recommended that utilities also procure a Meter Data Management System (MDMS). This system can be provided by the meter manufacturer or be a standalone system that integrates with a variety of manufacturers. The District has requested that RFP responses include the manufacturers’ preferred MDMS, as integration will occur as part of the project. The MDMS is critical to realize the full value of an AMI system, which is the data. Utilizing the system’s data can assist a utility with future project development, operational efficiencies, and system design. Project Costs and Available Grants The Meter Changeout Project is estimated to be a $28 million project and is included in the current six-year CIP budget. In addition to one-time costs associated with procurement and installation of the meters and AMI infrastructure, staff anticipates there will be additional annual costs for service agreements. These costs will be incorporated into the District’s future annual operating budgets. Staff has successfully applied for two grants related to this project. In May 2022, the District was awarded a $235,645 WaterSmart grant to assist with costs associated with the implementation of AMI with existing meters. In August 2024, the District was awarded another WaterSmart grant for $500,000 for the replacement of 3,749 AMR meters with new AMI-compatible meters. That work will be completed in the first two years of the changeout project. The first grant award has already been incorporated into the existing budget. The most recent award will reduce the overall budget in the next budget cycle. Staff plans to apply for additional grant opportunities for future years as funds become available. FISCAL IMPACT: Joe Beachem, Chief Financial Officer There is no fiscal impact as this is an informational item. STRATEGIC GOAL: The District ensures its continued financial health through long-term financial planning and innovation. LEGAL IMPACT: Though there is no immediate legal impact, the availability of hourly data resulting from AMI can be used by the District’s consultants to calculate precise peaking factors used in rate calculations. The supporting hourly data can reduce the District’s vulnerability to lawsuits and increase the likelihood of prevailing in court if such actions are brought against the District. Attachments: A)Committee Action B)PowerPoint Presentation ATTACHMENT A SUBJECT/PROJECT: District Meter Changeout Project and Advanced Metering Infrastructure Update COMMITTEE ACTION: Water Meter Changeout Project and Advanced Metering Infrastructure Update Attachment B Meter Changeout •Meters are reaching the endof their 20-year lifecycle •Request for Proposal issued June 2024, to include meters, installation, AMI and MDMS •Responses due July 31, 2024 •Six proposals received •Staff from Finance, Engineering, Water Operations and IT involved inevaluation Estimated Timeline Meter Technology Mechanical Meters Electronic Meters AMR and AMI Progress North District South District AMI Technology Point-to-Point AMI Technology Mesh Network AMI Technology Cellular Network Meter Endpoints Integrated into the meter Separate end point (wired) Benefits of AMI Water Conservation •Leak Detection •Targeted Outreach Rate Development •Hourly Peaking Data Enhanced Customer Service •Easily Accessible Data Meter Data Management System Headend System •Short-term data storage (3-12 months) •Primarily used to monitor the network •Basic analytics •May integrate with CIS and Customer Portal •Limited reporting and integration with other District systems Meter Data Management System Meter Data Management System •Long-term data storage (3+ years) •May integrate with other District systems (GIS, CIS, Work Order Systems) •Robust reporting available •Validation reporting •Alarm reporting Project Costs and Grants Meter Changeout included in 6-year CIP budget Awarded $500,000 WaterSmart grant for changeouts in FY26 and early FY27 Questions? STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 SUBMITTED BY: Andrea Carey, Customer Service Manager Juliana Luengas, Environmental Compliance Specialist PROJECT: DIV. NO. All APPROVED BY: Joseph R. Beachem, Chief Financial Officer Jose Martinez, General Manager SUBJECT: Adopt Resolution No. 4446 as Required for a Grant Funding Agreement with the United States Bureau of Reclamation’s WaterSMART: Water and Energy Efficiency Grant for Fiscal Year 2024 GENERAL MANAGER’S RECOMMENDATION: That the Board adopt Resolution No. 4446 (Attachment B) required for a grant funding agreement with the United States Bureau of Reclamation’s WaterSMART: Water and Energy Efficiency Grant (WEEG) funding opportunity for fiscal years 2024 and 2025. Resolution No. 4446 verifies that the Board of Directors supports the submitted application, authorizes the Otay Water District (District) General Manager to enter into the agreement to commit the District to the financial and legal obligations associated with receipt of an award under the funding opportunity, and ensures that District staff will meet all deadlines for entering into the grant agreement for the District’s Phase Two Advanced Meter Infrastructure (AMI) Upgrade Project. COMMITTEE ACTION: Please see Attachment A. AGENDA ITEM 4 2 PURPOSE: The Board’s adoption of Resolution No. 4446 is a requirement for obtaining a grant funding opportunity through the United States Bureau of Reclamation’s WaterSMART: WEEG for fiscal year 2024. Though the funding opportunity is titled for fiscal year 2024, as this was the original application deadline, the funds will be used in FY 2025. The resolution verifies that the Board of Directors supports the grant application and, if awarded, authorizes the District General Manager to enter into an agreement with the United States Bureau of Reclamation (USBR). It also commits the District to cost-sharing 50% or more of project costs as specified in the project application, and ensures that District staff will work with USBR to meet all deadlines for entering into the grant agreement. ANALYSIS: In February 2024, staff worked with Hoch Consulting, one of the District’s as-needed grant writing and administrative services consultants, to complete a grant application for the Phase Two AMI Upgrade Project (Phase Two Project) for submission to the USBR’s WaterSMART: WEEG funding opportunity for fiscal year 2024. The Phase Two Project will enhance the District’s existing meter program. In conjunction with an upcoming district-wide meter changeout, the District will be upgrading all meters to include AMI technology. Previously, the District applied for and received the Phase One Project grant which allowed the District to move a portion of meters that were fitted with upgraded registers to AMI. The Phase Two Project will upgrade 3,749 existing non-AMI meters to new AMI- compatible meters. The Phase Two Project will span from early 2025 through December 2026. The costs for the Phase Two Project are approximately $2 million, with the District requesting the maximum funds for smaller projects, which is $500 thousand. At this time, the meter manufacturer has not been selected. Costs were estimated based on industry standards and include the cost of the meter, meter lid, and installation. The District intends to apply again to this program for additional funding for future phases of the project, with the next application occurring in November 2024. 3 FISCAL IMPACT: Joseph Beachem, Chief Financial Officer The adoption of Resolution No. 4446 commits the District to providing the minimum 50% funding match specified in the project application if the grant is awarded by USBR. The Meter Changeout Program is included in the current six-year CIP budget. GRANTS/LOANS: Engineering staff researched and explored grants and loans, successfully procuring funding for this project. STRATEGIC GOAL: This project supports the District’s Mission Statement, “To provide exceptional water and wastewater service to its customers, and to manage District resources in a transparent and fiscally responsible manner.” It also aligns with the General Manager’s Vision, "To be a model water agency by providing stellar service, achieving measurable results, and continuously improving operational practices.” LEGAL IMPACT: None. Attachments: Attachment A – Committee Action Attachment B – Resolution No. 4446 ATTACHMENT A SUBJECT/PROJECT: Adopt Resolution No. 4446 as Required for a Grant Funding Agreement for the United States Bureau of Reclamation’s WaterSMART: Water and Energy Efficiency Grant Project Funding for Fiscal Year 2024 COMMITTEE ACTION: RESOLUTION NO. 4446 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE OTAY WATER DISTRICT AUTHORIZING WATERSMART: WATER AND ENERGY EFFICIENCY GRANT FOR FISCAL YEAR 2024 WHEREAS, the United States Bureau of Reclamation (USBR) is soliciting applications for authorized projects for WaterSMART: Water and Energy Efficiency Grant (Program) funding for Fiscal Years 2024 and 2025 per Funding Opportunity Announcement No. R24AS00052; and WHEREAS, the Otay Water District has 52,000 active water meters in the system and desires to implement a project to convert a portion of the meters to Advanced Meter Infrastructure; and WHEREAS, the Otay Water District has prepared and submitted a grant application under this Program for Fiscal Years 2024 and 2025 with an application due date of February 22, 2024; and WHEREAS, USBR has directed applicants to provide an official resolution adopted by the applicant’s board of directors or governing body verifying 1) the identity of the official with legal authority to enter into an agreement, 2) the board of directors, governing body, or appropriate official who has reviewed and supports the application submitted, 3) the capability of the applicant to provide the amount of funding and/or in-kind contributions specified in the funding plan, 4) that the applicant will work with USBR to meet established deadlines for entering into a grant or cooperative agreement. NOW, THEREFORE, BE IT RESOLVED as follows: Attachment B 2 1.The General Manager or his designee is authorized to submit an application to the United States Bureau of Reclamation (USBR) to obtain a WaterSMART: Water and Energy Efficiency Grant (Program) funding for Fiscal Years 2024 and 2025 per Funding Opportunity Announcement No. R24AS00052; and 2.The General Manager has reviewed and supports the application submitted on the 22nd day of February 2024; and 3.The Otay Water District is able to provide the minimum 50% funding match specified in the funding plan for the application; and 4.The Otay Water District’s Customer Service Manager is hereby authorized and directed to prepare the necessary data, conduct investigations, and facilitate the filing of such application; and 5.The General Manager is authorized to execute a grant agreement with the USBR in association with this application process; and 6.The Otay Water District will work with the USBR to meet established deadlines required for entering into a cooperative agreement to obtain the aforementioned grant funding. PASSED, APPROVED, and ADOPTED by the Board of Directors of the Otay Water District at a regular board meeting held this 4th day of September 2024, by the following roll call vote. AYES: NAYES: ABSENT: ABSTAIN: 3 ___________________________________ President ATTEST: ________________________________ District Secretary STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 PROJECT: Various DIV. NO. ALL SUBMITTED BY: Michael Kerr, Information Technology Manager APPROVED BY: Adolfo Segura, Chief of Administrative Services Jose Martinez, General Manager SUBJECT: APPROVAL TO INCREASE THE BUDGET FOR CIP P2572 IN AN AMOUNT OF $197,650 AND AWARD A CONSULTING SERVICES CONTRACT TO KOA HILLS, INC. FOR THE ENTERPRISE RESOURCE PLANNING UPGRADE PROJECT GENERAL MANAGER’S RECOMMENDATION: That the Otay Water District (District) Board of Directors (Board): 1.Approve to increase the budget for CIP P2572 by $197,650 (from $795,000 to $992,650); and 2.Authorize the General Manager to award a consulting services contract to Koa Hills, Inc. to assist with conversion and implementation services for the new Enterprise Resource Planning system, Tyler Munis, in an amount not-to-exceed $197,650. COMMITTEE ACTION: Please see “Attachment A”. PURPOSE: To obtain Board approval to increase the overall budget for CIP P2572 in the amount of $197,650 (from $795,000 to $992,650), and to obtain Board authorization for the General Manager to award a contract to Koa Hills, Inc. (Koa Hills) for conversion and implementation services for the new Enterprise Resource Planning (ERP) Upgrade Project in an amount not-to- exceed $197,650. AGENDA ITEM 5 ANALYSIS: On September 6, 2023, the District awarded Tyler Technologies the contract to procure, host, and implement new ERP software. In recent months, District staff engaged in extensive analysis and implementation planning sessions, uncovering challenges in converting the existing system to the new software, compounded by onboarding new staff members. To address these challenges effectively, the District enlisted Koa Hills to conduct a cost-effective, high-level business process re-engineering (BPR) assessment focused on the Finance module. This assessment included evaluating General Ledger, Project Accounting, Accounts Payable and Receivables, and Purchasing and Contracts. During the BPR sessions, Koa Hills reviewed existing process documentation, business forms, reports, and third-party software interfaces. They also collaborated with staff to map current and future processes, quantify recommendations and requirements, and formulate an executive summary and action plan based on the assessment. Based on positive feedback, the District will also engage Koa Hills to provide client-side project management for the remaining modules, including Finance, Human Resources Capital and Payroll, and Enterprise Permitting and Licensing. In establishing efficient processes, Koa Hills will collaborate with Tyler Technologies and the District to identify data conversion opportunities and contribute to enhanced process mapping, migration, and conversion efforts for specified modules. Koa Hills has partnerships with numerous Tyler Munis clients nationwide and holds a distinguished status as a preferred partner. With extensive experience in Tyler Munis conversions, Koa Hills has supported numerous public agencies, leveraging their deep knowledge and expertise to address challenges associated with migrating to a new ERP system. Given the project's complexity and extended timeline, staff recommends that the Board authorize the General Manager to award the contract to Koa Hills to assist in planning, managing, monitoring, and executing the implementation of the new ERP system, including data conversion and migration assistance. Koa Hills employs professionals familiar with the District's current software, Tyler Eden, and the latest software, Munis. Engaging Koa Hills to assist with the conversions of financial and human resources, as well as permitting and licensing, is essential for successful implementation and adherence to the project schedule. To be paid over several fiscal years, the consulting and conversion assistance will cost $197,650 and be delivered in multiple phases throughout the implementation process. Staff have completed numerous reference checks with other Koa Hills clients throughout California and the country and recommend that the contract be awarded to Koa Hills to provide ERP implementation and conversion support services to the District. FISCAL IMPACT:Joe Beachem, Chief Financial Officer The total budget for CIP P2572, as approved in the FY2024 budget, is $795,000. Total expenditure, plus outstanding commitments and forecasts, including this contract, is $992,650. Based on a review of the financial budget, the Project Manager anticipates that with a budget increase of $197,650, CIP P2572 will be completed within the new budget amount of $992,650. The Finance Department has determined that, under the current rate model, 100% of the funding is available from the Replacement Fund. STRATEGIC GOAL: This project aligns with the strategic objective of enhancing operational effectiveness by completing the evaluation and upgrade of the District's financial management system through the implementation of new technologies. LEGAL IMPACT: None. ATTACHMENTS: Attachment A – Committee Action Report Attachment B – Scope of Work ATTACHMENT A SUBJECT/PROJECT: APPROVAL TO INCREASE THE BUDGET FOR CIP P2572 IN AN AMOUNT OF $197,650 AND AWARD A CONSULTING SERVICES CONTRACT TO KOA HILLS, INC. FOR THE ENTERPRISE RESOURCE PLANNING UPGRADE PROJECT COMMITTEE ACTION: The Finance & Administration Committee reviewed this item at a meeting held on August 14, 2024. The Committee supports presentation to the full Board. NOTE: The “Committee Action” is written in anticipation of the Committee moving the item forward for Board approval. This report will be sent to the Board as a committee approved item or modified to reflect any discussion or changes as directed by the committee prior to presentation to the full Board. Scope of Work Otay Water District - ERP Implementation Support 3 Phase Options 1 Introduction This Statement of Work (“SOW”) between Otay Water District, hereby known as “Customer”, and Koa Hills Consulting, hereby known as “Koa Hills”, describes tasks and initiatives relating to the needs at Otay Water District. This document outlines the following: ● Scope of services ● Period of performance ● Project assumptions ● Acceptance criteria ● Change control ● Project Costs 2 Scope of Services Initiatives or tasks not described in this SOW are agreed to be out-of-scope and not included in the SOW. Either party may communicate change requests to the other party through the Change Control Process outlined in section 6. The scope for this SOW is defined below. 2.1 Organizational Scope The organizational scope includes all Customer departments, divisions, or other functional areas that use the current ERP solution. 2.2 Geography and Language Scope The geographical scope includes the United States and Otay Water District. Koa Hills will schedule team members either to be onsite or to be available remotely, as appropriate. 2.3 User Scope The user scope includes all of the Customer’s active users of the current ERP solution. 2.4 Finance Subject Matter Expert (SME) - 160 Hours The scope of the SME resource role is for Koa Hills to assist the Customer with all activities related to the implementation of the Finance solution. Key tasks for Koa Hills may include but are not limited to: Task Description Primary Responsibility Secondary Responsibility System Configuration Koa Hills will assist with any system issues related to the creation of the Finance system environment, cutover to live, Customer/ERP Vendor Koa Hills SOW – Koa Hills Consulting – Otay Water District - ERP Implementation Support 3 Phase Options 1 ATTACHMENT B creation of a test account, and creation of users and user security profiles. Business Process Development Koa Hills will collaborate with the Customer to develop business processes appropriate to the Finance system environment. Koa Hills Customer Workflow development Koa Hills will setup workflow where appropriate to streamline processes Koa Hills Customer Report development Koa Hills will develop and test reports as needed Koa Hills Customer Testing Koa Hills will be a resource to coordinate testing and assist where necessary, including creation of test plans, testing of processes, existing interfaces, and security. Customer Koa Hills 2.5 Human Resource Management (HRM) Subject Matter Expert (SME) - 160 Hours The scope of the SME resource role is for Koa Hills to assist the Customer with all activities related to the implementation of the HRM solution. Key tasks for Koa Hills may include but are not limited to: Task Description Primary Responsibility Secondary Responsibility System Configuration Koa Hills will assist with any system issues related to the creation of the HRM system environment, cutover to live, creation of a test account, and creation of users and user security profiles. Customer/ERP Vendor Koa Hills Business Process Development Koa Hills will collaborate with the Customer to develop business processes appropriate to the HRM system environment. Koa Hills Customer Workflow development Koa Hills will setup workflow where appropriate to streamline processes Koa Hills Customer Report development Koa Hills will develop and test reports as needed Koa Hills Customer Testing Koa Hills will be a resource to coordinate testing and assist where necessary, including creation of test plans, testing of processes, existing interfaces, and security. Customer Koa Hills 2.6 Enterprise Permitting and Licensing (EP&L) Subject Matter Expert (SME) - 160 Hours The scope of the SME resource role is for Koa Hills to assist the Customer with all activities related to the implementation of the EP&L solution. Key tasks for Koa Hills may include but are not limited to: Task Description Primary Responsibility Secondary Responsibility System Configuration Koa Hills will assist with any system issues related to the creation of the EP&L system environment, cutover to live, creation of a test account, and creation of users and user security profiles. Customer/ERP Vendor Koa Hills Business Process Development Koa Hills will collaborate with the Customer to develop business processes appropriate to the EP&L system environment. Koa Hills Customer Workflow development Koa Hills will setup workflow where appropriate to streamline processes Koa Hills Customer SOW – Koa Hills Consulting – Otay Water District - ERP Implementation Support - 3 Phase Options 2 Report development Koa Hills will develop and test reports as needed Koa Hills Customer Testing Koa Hills will be a resource to coordinate testing and assist where necessary, including creation of test plans, testing of processes, existing interfaces, and security. Customer Koa Hills 2.7 Training and Documentation Scope - 120 Hours (Each Phase) The scope of training and documentation is for Koa Hills to assist the Customer with all training and documentation related to the implementation of Finance, HCM, and EP and L in the ERP solution. Key tasks for training and documentation to be performed by Koa Hills include: ● Configuration of eLearning software ○ Koa Hills will configure a hosted Enterprise Learning Management solution ● Assist in developing training materials to include: ○ Old vs. New - Understanding the Old to Embrace the New ○ Training & Education - Interactive Documentation, Training Guides, Quick Reference One-Sheets & Quizzing ○ Sustaining Success - Badging & Certification Task Description Primary Responsibility Secondary Responsibility eLearning Configuration Koa Hills will configure a hosted Enterprise Learning Management solution Koa Hills Customer Documentation Koa Hills will provide targeted documentation and assistance with e-learning Koa Hills Customer Develop Training and Testing Plans Koa Hills will assist Customer in creating training and testing plans for normal business practices Koa Hills Customer Training Koa Hills will provide core team training, and some end-user training; once trained, the Customer core team will provide the majority of the training to the end users. Customer/Koa Hills Koa Hills/Customer 3 Period of Performance The estimated Period of Performance of this project will begin on 10/01/24 and end on 06/30/26. SOW – Koa Hills Consulting – Otay Water District - ERP Implementation Support - 3 Phase Options 3 4 Project Assumptions Assumptions are factors that are considered to be known as true by the Customer and Koa Hills when planning for this project. The list of assumptions made for this project are as follows: ● The Customer has the will and the authority to enter into the project. ● Adequate funding will be available to complete the project. ● The Customer will provide required resources and fulfill Customer’s project responsibilities. ● The Customer will continue to provide strong, effective executive sponsorship for the project. ● The Customer will provide adequate, qualified staff resources to complete the project. ● The Customer will manage the 3rd Phase (Utility Billing) on their own. ● The Customer will furnish and maintain the necessary infrastructure for the project to Koa Hills and to the Customer’s users, including but not limited to: ○ Remote and local network access ○ Connectivity to all ERP servers and applications 5 Acceptance Criteria Customer and Koa Hills will follow best practices throughout the project and mutually identify criteria for completion of the project. The overall scope of work will be considered complete when one or more of the following criteria are met: ● Koa Hills has delivered the agreed-upon hours ● Customer and Koa Hills agree that no further assistance is needed 6 Change Control In the event that either Koa Hills or the Customer identifies an activity or objective that is beyond the scope set forth in this SOW, the parties agree to take the following steps: ● Notification should be provided to the other party which announces the change requested. The following details should be provided as part of an official Change Request: ○ Change requested - Description of the scope change needed, including details on how the change relates to project objectives and the impact to the project if the change is not ap ○ plied. ○ Estimated project impact - Estimated impact of the change to the project, including work effort, deliverables, and impact to the overall project timeline. ○ Estimated cost - Consolidated estimate which identifies additional costs to implement the change, including labor, hardware, software, or other expenses. ● If the Change Request is acceptable to all parties, it should be executed by representatives for Koa Hills and the Customer. Once this is complete, work on the Change Request can be started. Any additional costs will be billed according to rates established in section 7. SOW – Koa Hills Consulting – Otay Water District - ERP Implementation Support - 3 Phase Options 4 7 Project Costs Finance Phase 1 Finance Implementation Support Hours Rate Cost Finance Subject Matter Expert 160 $190 $30,400 Finance Documentation and Training 120 $190 $22,800 Project Management 24 $190 $4,560 ELM Subscription (Koa Hills Hosted) 2 years -2 $5000 $10,000 Total Estimated Cost of Services $67,760 Consultant Travel Estimate Vehicle $600 Lodging $800 Airfare $650 Meals $345 Cost per Trip $2,395 Number of Trips 2 Total Estimated Cost of Travel Expenses $4,790 Total Estimated Cost of Phase 1 $72,550 Quotation Notes: •The professional services hours estimated above will be billed as incurred. •This Quote is valid for 90 Days. •The hours listed on the quote are an estimate based on current information. If during the project we forecast the hours will be exceeded, the client will be notified and a change request will be completed. Human Resource Management (HRM) Phase 2 HRM Implementation Support Hours Rate Cost HRM Subject Matter Expert 160 $190 $30,400 HRM Documentation and Training 120 $190 $22,800 Project Management 24 $190 $4,560 Total Estimated Cost of Services $57,760 Consultant Travel Estimate Vehicle $600 Lodging $800 Airfare $650 Meals $345 Cost per Trip $2,395 Number of Trips 2 Total Estimated Cost of Travel Expenses $4,790 Total Estimated Cost of Phase 2 $62,550 SOW – Koa Hills Consulting – Otay Water District - ERP Implementation Support - 3 Phase Options 5 Quotation Notes: •The professional services hours estimated above will be billed as incurred. •This Quote is valid for 90 Days. •The hours listed on the quote are an estimate based on current information. If during the project we forecast the hours will be exceeded, the client will be notified and a change request will be completed. Enterprise Permitting and Licensing (EP&L) Phase 4 EP&L Implementation Support Hours Rate Cost EP&L Subject Matter Expert 160 $190 $30,400 EP&L Documentation and Training 120 $190 $22,800 Project Management 24 $190 $4,560 Total Estimated Cost of Services $57,760 Consultant Travel Estimate Vehicle $600 Lodging $800 Airfare $650 Meals $345 Cost per Trip $2,395 Number of Trips 2 Total Estimated Cost of Travel Expenses $4,790 Total Estimated Cost of Phase 4 $62,550 Quotation Notes: •The professional services hours estimated above will be billed as incurred. •This Quote is valid for 90 Days. •The hours listed on the quote are an estimate based on current information. If during the project we forecast the hours will be exceeded, the client will be notified and a change request will be completed. SOW – Koa Hills Consulting – Otay Water District - ERP Implementation Support - 3 Phase Options 6 STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 PROJECT: Various DIV. NO. ALL SUBMITTED BY: Suzie Lawson Human Resources Manager APPROVED BY: Adolfo Segura, Chief, Administrative Services Jose Martinez, General Manager SUBJECT: AUTHORIZE AN ADDENDUM TO THE CONSULTING SERVICES AGREEMENT BY AND BETWEEN THE OTAY WATER DISTRICT AND SAGEVIEW ADVISORY GROUP, LLC TO AMEND THE SCOPE OF SERVICES AND TOTAL COMPENSATION IN AN AMOUNT NOT-TO-EXCEED $161,000 GENERAL MANAGER’S RECOMMENDATION: That the Board of Directors (Board) authorize the General Manager to authorize an addendum to the current consulting services agreement by and between the Otay Water District (District) and SageView Advisory Group, LLC (Consultant) to amend the scope of services and total compensation in an amount not-to-exceed $161,000. COMMITTEE ACTION: See “Attachment A”. PURPOSE: To obtain Board authorization for the General Manager to issue an addendum to amend the scope of services and total compensation for the consulting services agreement by and between the District and the Consultant. ANALYSIS: The District entered into an agreement on August 8, 2022, with the Consultant to perform investment advisor services related to the District’s 457 and 401a Deferred Compensation programs. AGENDA ITEM 6 As a result of the 2024 labor negotiations, the District is establishing a Health Reimbursement Arrangement (HRA) plan with an implementation date of September 1, 2024. In order to meet this implementation date, the District started preparations immediately following Board approval of the Memorandum of Understanding on June 5, 2024. While numerous meetings had taken place in June and July 2024, some of which the Consultant attended, it came to the District’s attention in early August that the Consultant’s investment advisor services would be required both prior to and following the September 1, 2024 implementation date, and that the Consultant’s agreement would need to be amended. To date, the Consultant has assisted the District by reviewing the potential HRA investment lineup, reviewing several vendor agreements, and providing critical feedback regarding vendor fees and investment revenue structure. Lastly, the Consultant will also be a fiduciary advisor for the District’s HRA investment plan. Staff is requesting approval to amend the scope of services of the consulting services agreement, effective August 1, 2024, to include performing investment advisor services related to the District’s new HRA. This amendment would apply to years 3, 4 and 5. Staff estimates the cost for the additional services will total up to $25,000. Staff requests a not-to-exceed amount of $161,000 to pay for services rendered to date and to ensure that additional services can be provided. The table below includes a summary of the original compensation of the current agreement and the additional compensation for the HRA. Term Original Not- to-Exceed Totals Additional Compensation for HRA Amended Not-To- Exceed Totals Initial Term, Year 1: FY23 (7/1/2022 to 6/30/2023) $25,000 N/A $25,000 Initial Term, Year 2: FY24 (7/1/2023 to 6/30/2024) $26,000 N/A $26,000 Initial Term, Year 3: FY25 (7/1/2024 to 6/30/2025) HRA consulting services effective 8/1/2024 $27,040 $8,000* $35,040 Optional Renewal Term, Year 4: FY26 (7/1/2025 to 6/30/2026) $28,121 $8,320 $36,441 Optional Renewal Term, Year 5: FY27 (7/1/2026 to 6/30/2027) $29,245 $8,653 $37,898 *This fee will be indexed each year based on the annual increase in the CPIU, not to exceed 4%, assuming the scope of services does not change. Not-to-Exceed Aggregate Totals $135,406 $24,973 $160,379 Based on the aforementioned, staff is requesting that an addendum to the current consultant services agreement be approved and issued to amend the scope of services. In addition, due to this amendment increasing the total contractual amount above the General Manager’s authority, staff is requesting that the Board also approve the agreement addendum in the amount of $25,000 and authorize the revised total agreement amount of $161,000. FISCAL IMPACT: Joe Beachem, Chief Financial Officer With approval, this amendment to the agreement will increase the total cost of these services by up to $25,000. Funds in the Human Resources FY25 Operating Budget are sufficient to cover these costs. STRATEGIC GOAL: Financial 1.4 – Conduct an evaluation of a health savings investment account program for an optional post-employment benefit. LEGAL IMPACT: None. ATTACHMENTS: Attachment A – Committee Action Report ATTACHMENT A SUBJECT/PROJECT: AUTHORIZE AN ADDENDUM TO THE CONSULTING SERVICES AGREEMENT BY AND BETWEEN THE OTAY WATER DISTRICT AND SAGEVIEW ADVISORY GROUP, LLC TO AMEND THE SCOPE OF SERVICES AND TOTAL COMPENSATION IN AN AMOUNT NOT-TO-EXCEED $161,000 COMMITTEE ACTION: The Finance & Administration Committee reviewed this item at a meeting held on August 14, 2024. The Committee supports presentation to the full Board. NOTE: The “Committee Action” is written in anticipation of the Committee moving the item forward for Board approval. This report will be sent to the Board as a committee approved item or modified to reflect any discussion or changes as directed by the committee prior to presentation to the full Board. STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 SUBMITTED BY: Kevin Koeppen, Assistant Chief of Finance PROJECT: DIV. NO.All APPROVED BY: (Chief) Joseph R. Beachem, Chief Financial Officer Jose Martinez, General Manager SUBJECT: Adopt Ordinance No. 594 Amending Appendix A of the District’s Code of Ordinances Implementing a 12.7% (Revised From 12.8%) Potable Water Rate Increase, Effective January 1, 2025; and Direct Staff to Finalize and Mail Rate Increase Notices GENERAL MANAGER’S RECOMMENDATION: Staff is requesting that the Board: a.Adopt Ordinance No. 594 amending Appendix A of the District’s Code of Ordinances implementing a 12.7% potable water rate increase, effective January 1, 2025. b.Direct staff to finalize and mail notices, including the potable rate increase notice reflecting the 12.7% increase (Attachment C). COMMITTEE ACTION: Please see Attachment A. PURPOSE: That the Board adopt a 12.7% potable rate increase based on changes in assumptions regarding the San Diego County Water Authority’s rates and charges. BACKGROUND: On June 5, 2024, the Board approved the District’s Fiscal Year 2025 Operating and Capital Budget which included the implementation of a 12.8% rate increase for potable water. This increase was based on anticipated automatic pass-through costs from the San Diego County Water Authority (CWA) and Metropolitan Water District of Southern California (MWD), and the increased costs of San Diego Gas and AGENDA ITEM 7 2 Electric (SDG&E) service, which, together with internal District cost increases, resulted in a rate increase within the inflationary pass- through cost rate ceiling previously approved by the Board. Implementing rate increases to cover all other cost increases was deferred to future years. At the time of the June 5th Board meeting, CWA had proposed an 18% overall rate increase, which was subsequently not approved by their Board. Ultimately, on July 25, 2024, CWA adopted a 14% overall rate increase, significantly lower than the previously assumed 18% increase used in the District’s budget. While CWA reduced the increase for calendar year 2025, the total projected increase over the next three years remains near 36%, which includes higher rate increases in 2026 and 2027 of 16.4% and 5.6%, respectively. Due to the reduction in CWA’s 2025 rate increase, the District must reduce the Schedule A rate increase adopted at the June 2024 Board meeting to comply with the current provisions adopted by the Board at a Proposition 218 Hearing held on October 5, 2022. The recommended 12.7% increase aligns closely with the 12.8% increase approved at the June Board meeting. Approving this increase will allow the District to maintain the projected FY 2026 rate increase of 9.5% necessary to accommodate the 16.4% CWA increase projected for 2026 (up from the 15.0% projected by CWA in June). However, adopting the recommended 12.7% increase for FY 2025, and maintaining the FY 2026 projected increase of 9.5%, will also change the projected FY 2027 potable rate increase from 7.5% to 8.2%. The table below summarizes the projected rate increases for the next three years based on the updated CWA projections. 2025 2026 2027 Total CWA June Projection 18.0% 15.0% 4.0% 37.0% CWA July Adoption 14.0% 16.4% 5.6% 36.0% Budgeted Increase 12.8% 9.5% 7.5% 29.8% Amended Increase 12.7% 9.5% 8.2% 30.4% It is important to highlight that, in addition to changes in CWA rates and charges, the projected District rates for FY 2026 and FY 2027 also reflect updates to assumptions regarding CIP costs based on actual bids and estimated proceeds from a land sale. On the following page is a table containing the allocation of the increase to pass-through costs and other cost increases. 3 The draft Proposition 218 Rate Increase Notices provide the District’s customers with information about the drivers of the rate increases. Attachment C reflects the potable rate increase recommended in this staff report. Attachment D and Attachment E are examples of the recycled water and sewer notices, respectively, that staff was directed at the June Board to draft and mail. FISCAL IMPACT: Joseph R. Beachem, Chief Financial Officer The recommended rates and charges ensure that the District can continue to meet its fiscal goals while also mitigating the impact of future rate increases. Importantly, as a whole, the implementation of this recommended rate increase, and projected future rate increases are essentially revenue neutral. STRATEGIC OUTLOOK: The District ensures its continued financial health through long-term financial planning and debt planning. LEGAL IMPACT: None. Attachments: A)Committee Action B)Ordinance No. 594 Exhibit 1 – Appendix A Strike-through Exhibit 2 – Appendix A Proposed 4 C)Potable Water – Residential Rate Increase Notice (Draft) D)Recycled Water – Non-Public Irrigation Rate Increase Notice (Draft) E)Sewer – Residential Rate Increase Notice (Draft) 5 ATTACHMENT A SUBJECT/PROJECT: Adopt Ordinance No. 594 Amending Appendix A of the District’s Code of Ordinances Implementing a 12.7% Potable Water Rate Increase, Effective January 1, 2025; and Direct Staff to Finalize and Mail Rate Increase Notices COMMITTEE ACTION: 1 ORDINANCE NO. 594 AN ORDINANCE OF THE BOARD OF DIRECTORS OF THE OTAY WATER DISTRICT AMENDING APPENDIX A OF THE DISTRICT’S CODE OF ORDINANCES BE IT ORDAINED by the Board of Directors of Otay Water District that the District’s Code of Ordinances, Appendix A, be amended as per Exhibit 1 to this ordinance. NOW, THEREFORE, BE IT RESOLVED that the new proposed Appendix A (Exhibit 2) of the Code of Ordinances shall become effective January 1, 2025. PASSED, APPROVED AND ADOPTED by the Board of Directors of the Otay Water District at a regular meeting duly held this 4th day of September 2024, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: ________________________________ President ATTEST: __________________________ District Secretary Attachment B Section #Code #Fee Description Meter Size 9 9.04 A.1.District Annexation Processing Fee $999.59 9.04 B. Annexation Fees for Water Annexations into Otay Water District Boundaries Districtwide Annexation Fee 3/4" $2,661.56 1"$6,653.90 1-1/2"$13,307.80 2"$21,292.48 3"$42,584.96 4"$66,539.00 6"$133,078.00 8"$212,924.80 10"$306,079.40 9.04 C.4. Annexation Fees for Annexations to Sewer Improvement Districts per EDU $1,455.99 10 10.01 Waiver Request $50.00 23 23.04 Backflow Certification - Second Notification $10.00 - Third Notification $25.00 - Third Notification (hand delivered)$60.00 - Reconnection $60.00 - Reconnection (if test performed with technician present)$180.00 - Initial Filing Fee (New applicants for addition to the list of approved backflow prevention device testers)$25.00 - Renewal Filing Fee (to remain on list of approved backflow prevention device testers)Annually $10.00 25 25.03 A. Set-up Fees for Accounts $15.00 25 25.03 B. Monthly MWD & CWA Fixed System Charges (1)3/4"$22.82 1"$38.03 1-1/2"$76.03 2"$121.63 3"$266.07 4"$478.92 6"$1,064.27 8"$1,824.44 10"$2,888.69 Otay Water District Appendix A Charges (1)Water billed beginning January 1, 2025, which may include water used December 2024. Exhibit 1 Section #Code #Fee Description Meter Size Charges 25 25.03 C.1. Domestic Residential Monthly Fixed System Charges (1)3/4"$20.87 1"$25.95 1-1/2"$38.96 2"$54.32 25 25.03 C.2. Multi-Residential Monthly Fixed System Charges (1)3/4"$19.26 1"$23.26 1-1/2"$33.56 2"$45.71 3"$96.54 4"$162.67 6"$319.20 8"$492.83 10"$755.71 25 25.03 C.3. Business and Commercial Monthly Fixed System Charges (1)3/4"$21.05 1"$26.24 1-1/2"$39.52 2"$55.22 3"$117.36 4"$200.15 6"$402.49 8"$635.64 10"$981.81 25 25.03 C.4.3/4"$18.63 1"$22.22 1-1/2"$31.49 2"$42.38 3"$89.24 4"$149.54 6"$290.00 8"$442.81 10"$676.49 25 25.03 C.5.3/4"$19.59 1"$23.84 1-1/2"$34.72 2"$47.56 3"$100.57 4"$169.94 6"$335.35 8"$520.55 10"$799.58 Publicly Owned Monthly Fixed System Charges (1) Non-Public Irrigation and Commercial Agriculture Monthly Fixed System Charges (1) (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 25 25.03 C.6.3/4"$18.63 1"$22.22 1-1/2"$31.49 2"$42.38 3"$89.24 4"$149.54 25 25.03 C.7.3/4"$19.15 1"$23.08 1-1/2"$33.20 2"$45.14 3"$95.29 4"$160.43 6"$314.23 8"$484.34 10"$742.25 25 25.03 C.8. 3/4"$40.64 1"$55.03 1-1/2"$91.54 2"$134.94 3"$295.75 4"$516.16 6" $1,074.47 8" $1,659.03 10" $2,717.75 25 25.03 D.1.(b) Domestic Residential Water Rates (1)Unit Charge 0-9 $6.08 10-12 $6.60 13 or more $7.33 25 25.03 D.2.(b) Multi-Residential Water Rates - Per Dwelling Unit (1)0-9 $6.03 10-12 $6.52 13 or more $6.76 Construction Monthly Fixed System Charges (1) Recycled Monthly Fixed System Charges (1) Public Irrigation Monthly Fixed System Charges (1) (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 25 25.03 D.3.(b) Business and Commercial Water Rates (1)All Units $6.38 25 25.03 D.4.(c) Non-Public Irrigation and Commercial Agriculture Using Potable Water Rates (1)All Units $7.35 25 25.03 D.5.(b) Publicly-Owned Water Rates (1)All Units $7.02 25 25.03 D.6.(b) Public Irrigation Water Rates (1)All Units $8.02 25 25.03 D.7.(b) Construction Water Rates (1)All Units $7.30 25 25.03 D.8.(c)Recycled Non-Public Irrigation Water Rates (1)All Units $6.05 25 25.03 D.9.(c)Recycled Commercial Water Rates (1)All Units $5.55 25 25.03 D.10.(c)Recycled Public Irrigation Water Rates (1)All Units $6.16 25 25.03 D.11.(b) Potable Interim Business and Commercial Water Rates (1)All Units $12.76 25 25.03 D.12.(b) Potable Interim Non-Public Irrigation and Commercial Agriculture Water Rates (1)All Units $14.70 (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 25 25.03 D.13.(b) Tank Trucks Water Rates (1)All Units $7.30 25 25.03 D.14.(c) Application Fee for Water Service Outside District Boundaries $500.00 25 25.03 D.14.(d) Water Rate for Service Outside District Boundaries (1)All Units $14.04 25 25.03 D.15.(b) Application Fee for Water Service Outside an Improvement District $275.00 25 25.03 D.15.(c) Water Rate for Service Outside Improvement District (1)All Units $14.04 25 25.03 D.16.(c) Fire Service Monthly Charge 3/4"$3.01 1"$3.09 1-1/2"$3.40 2"$3.89 3"$5.76 4"$8.95 6"$20.43 8"$40.23 10"$69.99 25 25.03 E.1.Energy Charges for Pumping Potable Water (1) Per 100 ft of lift over 450 ft per unit $0.11 25 25.03 E.2. Energy Charges for Pumping Recycled Water (1) Per 100 ft of lift over 450 ft per unit $0.12 25 25.04 A.Deposits for Non-Property Owners 3/4"$150.00 1"$250.00 1-1/2"$300.00 2"$450.00 3"$1,000.00 4"$1,350.00 6"$3,300.00 8"$7,000.00 10"$10,000.00 (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 28 28.01 B.1. Capacity Fees and Zone Charge Districtwide Capacity Fee - All IDs excluding Triad 3/4"$14,026.57 1" $35,066.43 1-1/2"$70,132.85 2" $112,212.56 3"$224,425.12 4"$350,664.25 6"$701,328.50 8"$1,122,125.60 10"$1,613,055.55 -TRIAD 3/4"$10,519.93 1"$26,299.83 1 -1/2"$52,599.65 2" $84,159.44 3"$168,318.88 4"$262,998.25 6"$525,996.50 8"$841,594.40 10"$1,209,791.95 28 28.02 Installation and Water Meter Charges Meter Size Meter Cost Installation Total Meter Box/Vault (if Needed) - Potable (Non-Irrigation)3/4" x 7.5"$298.83 $141.81 $440.64 $120.39 3/4" x 9"$318.17 $141.81 $459.98 $120.39 1"$385.62 $141.81 $527.43 $120.39 1.5"$626.78 $141.81 $768.59 $272.92 2"$898.12 $141.81 $1,039.93 $272.92 3"$2,798.89 $853.82 $3,652.71 $4,868.53 4"$4,861.23 $853.82 $5,715.05 $4,868.53 6"$8,396.66 $1,348.67 $9,745.33 $4,868.53 8"$10,491.01 $2,068.06 $12,559.07 $6,984.26 10"$15,088.03 $2,068.06 $17,156.09 $6,984.26 Section #Code #Fee Description Meter Size Charges 28 28.02 Meter Cost Installation Total Meter Box/Vault (if Needed) - Potable/Recycled Irrigation 3/4" x 7.5"$298.83 $141.81 $440.64 $306.81 3/4" x 9"$318.17 $141.81 $459.98 $306.81 1"$385.62 $141.81 $527.43 $306.81 1.5"$626.78 $141.81 $768.59 $306.81 2"$898.12 $141.81 $1,039.93 $306.81 3"$1,937.11 $853.82 $2,790.93 $4,868.53 4"$3,771.27 $853.82 $4,625.09 $4,868.53 6"$6,789.50 $1,348.67 $8,138.17 $4,868.53 8"$9,044.83 $2,068.06 $11,112.89 $6,984.26 10"$12,835.31 $2,068.06 $14,903.37 $6,984.26 - Combined Fire and Domestic 4"$11,565.29 $853.82 $12,419.11 $4,868.53 6"$15,392.40 $1,348.67 $16,741.07 $4,868.53 8"$22,379.43 $2,068.06 $24,447.49 $6,984.26 10"$30,540.54 $2,068.06 $32,608.60 $6,984.26 31 31.03 A.1.Requirement of Deposit for Temporary Meters 3/4"$156.85 1"$184.78 1-1/2"$379.62 2"$2,865.00 4"$1,986.00 6"$2,465.00 - Construction Trailer Temporary Meter 2"$2,685.00 - Tank Truck Temporary Meter (Ordinance No. 372)2"$1,000.00 31 31.03 A.4. Temporary Meter Install & Removal 3/4" - 4" (on hydrant) $240.00 4" - 6"$960.00 8" - 10"Actual Cost 31 31.03 A.5. Temporary Meter Move Fee (includes backflow certification)3/4" - 4" (on hydrant) $180.00 4" - 6"$960.00 8" - 10"Actual Cost 33 33.07 A.Customer Request for Meter Test (Deposit)5/8", 3/4" & 1" $120.00 1-1/2" & 2 "$200.00 3" & Larger $400.00 Installation and Water Meter Charges (continued) Section #Code #Fee Description Meter Size Charges 34 34.01 D.2. Returned Check Charges $25.00 34 34.02 C Meter Lock Charge $60.00 53 53.03 A.1.Sewer Capacity Fee within an ID $7,596.02 53 53.03 A.2.Sewer Capacity Fee per EDU outside an ID $10,507.14 53 53.03 B.1. Sewer Connection Fee - Russell Square $7,500.00 53 53.03 B.2. Monthly Sewer Service Charge - Russell Square $200.00 53 53.10 & 11 Set-up Fees for Accounts $15.00 53 53.10 Residential Sewer Rates (2) Rate multiplied by 3-year winter average units $3.56 53 53.10 Residential Monthly Fixed Sewer System Charges (2)5/8", 3/4" & larger $19.87 53 53.10 A.4.Residential Sewer Without Consumption History 5/8", 3/4" & larger 53 53.10 B.2.Multi-Residential Sewer Rates (2) Rate multiplied by 3-year winter average units $3.56 53 53.10 B.2. Multi-Residential Monthly Fixed Sewer System Charges (2).75"$19.87 1"$49.64 1.5"$99.25 2"$158.80 3"$297.77 4"$496.28 6"$992.56 8"$1,588.12 10"$2,282.91(2)Sewer billed beginning January 1, 2025. Section #Code #Fee Description Meter Size Charges 53 53.10 B.3. Monthly Multi-Residential Sewer Rates without Consumption History (2)Per dwelling unit 53 53.11 Commercial and Industrial Sewer Rates Rate multiplied by Low Strength $3.56 annual avg.Medium Strength $4.05 units High Strength $5.70 53 53.11 Commercial and Industrial Monthly Fixed Sewer System Charges (2).75"$19.87 1"$49.64 1.5"$99.25 2"$158.80 3"$297.77 4"$496.28 6"$992.56 8"$1,588.12 10"$2,282.91 60 60.03 Issuance of Availability Letters for Water and/or Sewer Service $75.00 72 72.04 A.1. Locking or Removing Damaged or Tampered Meters - To Pull and Reset Meter 3/4" - 2"$250.00 - Broken Curbstop or Tabs 3/4" - 1"Actual Cost - If Customer uses Jumper 3/4" - 1"Actual Cost - Broken Lock/Locking Device 3/4" - 1"$80.00 - Broken Curbstop or Tabs 1.5" - 2"Actual Cost - To Pull and Reset Meter 3"Actual Cost - To Pull and Reset Meter 4"Actual Cost - To Pull and Reset Meter 6"Actual Cost - To Pull and Reset Meter 8"Actual Cost - To Pull and Reset Meter 10"Actual Cost 72 72.05 D. Type I Fine - First Violation $100.00 - Second Violations $200.00 - Third or each additional violation of that same ordinance or requirement within a twelve-month period $500.00 (2)Sewer billed beginning January 1, 2025. Section #Code #Fee Description Meter Size Charges 72 72.05 D. Type II Fine $5,000.00 Type III Fine $500.00 Type IV Fine $500.00 State Water Code #71630 & Annual Board Resolution #4142 Water Availability/Standby Annual Special Assessment Charge $10.00 $30.00 $3.00 $3.00 State Water Code #71630 & Annual Board Resolution #4142 Sewer Availability/Standby Annual Special Assessment Charge $10.00 $30.00 Annual Board Resolution General Obligation Bond Annual Tax Assessment $0.005 Policies 5B Copies of Identifiable Public Records $0.20/page 54 Late Payment Charge 5% of Delinquent Balance 54 Lien Processing Fee $55.00 54 Delinquent Tax Roll Fee $45.00 54 Delinquency Mailed Notice $5.00 The cost for all other copy sizes is the direct cost of duplication. Per acre I.D. 18 8 1/2" x 11" Per $1000 of assessed value for I.D. 27 Per acre for outside I.D. & greater than one mile from District facilities. Less than one acre I.D. 18 Less than one-acre all I.D.s & Outside an I.D. Fine up to amount specified per each day the violation is identified or continues. Will not exceed per each day the violation is identified or continues. Less than one-acre Outside I.D. and greater than one mile from District facilities. Per acre in I.D. 22 Fine up to amount specified per each day the violation is identified or continues. Section #Code #Fee Description Meter Size Charges 54 Delinquency Tag $25.00 Section #Code #Fee Description Meter Size 9 9.04 A.1.District Annexation Processing Fee $999.59 9.04 B. Annexation Fees for Water Annexations into Otay Water District Boundaries Districtwide Annexation Fee 3/4" $2,661.56 1"$6,653.90 1-1/2"$13,307.80 2"$21,292.48 3"$42,584.96 4"$66,539.00 6"$133,078.00 8"$212,924.80 10"$306,079.40 9.04 C.4. Annexation Fees for Annexations to Sewer Improvement Districts per EDU $1,455.99 10 10.01 Waiver Request $50.00 23 23.04 Backflow Certification - Second Notification $10.00 - Third Notification $25.00 - Third Notification (hand delivered)$60.00 - Reconnection $60.00 - Reconnection (if test performed with technician present)$180.00 - Initial Filing Fee (New applicants for addition to the list of approved backflow prevention device testers)$25.00 - Renewal Filing Fee (to remain on list of approved backflow prevention device testers)Annually $10.00 25 25.03 A. Set-up Fees for Accounts $15.00 25 25.03 B. Monthly MWD & CWA Fixed System Charges (1)3/4"$21.37 1"$35.61 1-1/2"$71.19 2"$113.89 3"$249.15 4"$448.47 6"$996.61 8" $1,708.44 10" $2,705.04 Otay Water District Appendix A Charges (1)Water billed beginning January 1, 2025, which may include water used December 2024. Exhibit 2 Section #Code #Fee Description Meter Size Charges 25 25.03 C.1. Domestic Residential Monthly Fixed System Charges (1)3/4"$21.16 1"$26.31 1-1/2"$39.49 2"$55.07 25 25.03 C.2. Multi-Residential Monthly Fixed System Charges (1)3/4"$19.52 1"$23.58 1-1/2"$34.02 2"$46.34 3"$97.86 4"$164.90 6"$323.58 8"$499.58 10"$766.07 25 25.03 C.3. Business and Commercial Monthly Fixed System Charges (1)3/4"$21.34 1"$26.60 1-1/2"$40.07 2"$55.98 3"$118.97 4"$202.89 6"$408.01 8"$644.35 10"$995.27 25 25.03 C.4.3/4"$18.88 1"$22.52 1-1/2"$31.92 2"$42.96 3"$90.46 4"$151.59 6"$293.97 8"$448.88 10"$685.76 25 25.03 C.5.3/4"$19.86 1"$24.16 1-1/2"$35.19 2"$48.22 3"$101.95 4"$172.26 6"$339.94 8"$527.68 10"$810.53 Publicly Owned Monthly Fixed System Charges (1) Non-Public Irrigation and Commercial Agriculture Monthly Fixed System Charges (1) (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 25 25.03 C.6.3/4"$18.88 1"$22.52 1-1/2"$31.92 2"$42.96 3"$90.46 4"$151.59 25 25.03 C.7.3/4"$19.41 1"$23.39 1-1/2"$33.65 2"$45.76 3"$96.60 4"$162.63 6"$318.54 8"$490.98 10"$752.42 25 25.03 C.8. 3/4"$40.64 1"$55.03 1-1/2"$91.54 2"$134.94 3"$295.75 4"$516.16 6" $1,074.47 8" $1,659.03 10" $2,717.75 25 25.03 D.1.(b) Domestic Residential Water Rates (1)Unit Charge 0-9 $6.16 10-12 $6.69 13 or more $7.43 25 25.03 D.2.(b) Multi-Residential Water Rates - Per Dwelling Unit (1)0-9 $6.11 10-12 $6.61 13 or more $6.85 Public Irrigation Monthly Fixed System Charges (1) (1)Water billed beginning January 1, 2025, which may include water used December 2024. Construction Monthly Fixed System Charges (1) Recycled Monthly Fixed System Charges (1) Section #Code #Fee Description Meter Size Charges 25 25.03 D.3.(b) Business and Commercial Water Rates (1)All Units $6.47 25 25.03 D.4.(c) Non-Public Irrigation and Commercial Agriculture Using Potable Water Rates (1)All Units $7.45 25 25.03 D.5.(b) Publicly-Owned Water Rates (1)All Units $7.12 25 25.03 D.6.(b) Public Irrigation Water Rates (1)All Units $8.13 25 25.03 D.7.(b) Construction Water Rates (1)All Units $7.40 25 25.03 D.8.(c)Recycled Non-Public Irrigation Water Rates (1)All Units $6.05 25 25.03 D.9.(c)Recycled Commercial Water Rates (1)All Units $5.55 25 25.03 D.10.(c)Recycled Public Irrigation Water Rates (1)All Units $6.16 25 25.03 D.11.(b) Potable Interim Business and Commercial Water Rates (1)All Units $12.94 25 25.03 D.12.(b) Potable Interim Non-Public Irrigation and Commercial Agriculture Water Rates (1)All Units $14.90 (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 25 25.03 D.13.(b) Tank Trucks Water Rates (1)All Units $7.40 25 25.03 D.14.(c) Application Fee for Water Service Outside District Boundaries $500.00 25 25.03 D.14.(d) Water Rate for Service Outside District Boundaries (1)All Units $14.24 25 25.03 D.15.(b) Application Fee for Water Service Outside an Improvement District $275.00 25 25.03 D.15.(c) Water Rate for Service Outside Improvement District (1)All Units $14.24 25 25.03 D.16.(c) Fire Service Monthly Charge 3/4"$3.05 1"$3.13 1-1/2"$3.44 2"$3.95 3"$5.84 4"$9.07 6"$20.71 8"$40.78 10"$70.95 25 25.03 E.1.Energy Charges for Pumping Potable Water (1) Per 100 ft of lift over 450 ft per unit $0.109 25 25.03 E.2. Energy Charges for Pumping Recycled Water (1) Per 100 ft of lift over 450 ft per unit $0.12 25 25.04 A.Deposits for Non-Property Owners 3/4"$150.00 1"$250.00 1-1/2"$300.00 2"$450.00 3"$1,000.00 4"$1,350.00 6"$3,300.00 8"$7,000.00 10"$10,000.00 (1)Water billed beginning January 1, 2025, which may include water used December 2024. Section #Code #Fee Description Meter Size Charges 28 28.01 B.1. Capacity Fees and Zone Charge Districtwide Capacity Fee - All IDs excluding Triad 3/4"$14,026.57 1" $35,066.43 1-1/2"$70,132.85 2" $112,212.56 3"$224,425.12 4"$350,664.25 6"$701,328.50 8"$1,122,125.60 10"$1,613,055.55 - TRIAD 3/4"$10,519.93 1"$26,299.83 1 -1/2"$52,599.65 2" $84,159.44 3"$168,318.88 4"$262,998.25 6"$525,996.50 8"$841,594.40 10"$1,209,791.95 28 28.02 Installation and Water Meter Charges Meter Size Meter Cost Installation Total Meter Box/Vault (if Needed) - Potable (Non-Irrigation)3/4" x 7.5"$298.83 $141.81 $440.64 $120.39 3/4" x 9"$318.17 $141.81 $459.98 $120.39 1"$385.62 $141.81 $527.43 $120.39 1.5"$626.78 $141.81 $768.59 $272.92 2"$898.12 $141.81 $1,039.93 $272.92 3"$2,798.89 $853.82 $3,652.71 $4,868.53 4"$4,861.23 $853.82 $5,715.05 $4,868.53 6"$8,396.66 $1,348.67 $9,745.33 $4,868.53 8"$10,491.01 $2,068.06 $12,559.07 $6,984.26 10"$15,088.03 $2,068.06 $17,156.09 $6,984.26 Section #Code #Fee Description Meter Size Charges 28 28.02 Meter Cost Installation Total Meter Box/Vault (if Needed) - Potable/Recycled Irrigation 3/4" x 7.5"$298.83 $141.81 $440.64 $306.81 3/4" x 9"$318.17 $141.81 $459.98 $306.81 1"$385.62 $141.81 $527.43 $306.81 1.5"$626.78 $141.81 $768.59 $306.81 2"$898.12 $141.81 $1,039.93 $306.81 3"$1,937.11 $853.82 $2,790.93 $4,868.53 4"$3,771.27 $853.82 $4,625.09 $4,868.53 6"$6,789.50 $1,348.67 $8,138.17 $4,868.53 8"$9,044.83 $2,068.06 $11,112.89 $6,984.26 10"$12,835.31 $2,068.06 $14,903.37 $6,984.26 - Combined Fire and Domestic 4"$11,565.29 $853.82 $12,419.11 $4,868.53 6"$15,392.40 $1,348.67 $16,741.07 $4,868.53 8"$22,379.43 $2,068.06 $24,447.49 $6,984.26 10"$30,540.54 $2,068.06 $32,608.60 $6,984.26 31 31.03 A.1.Requirement of Deposit for Temporary Meters 3/4"$156.85 1"$184.78 1-1/2"$379.62 2"$2,865.00 4"$1,986.00 6"$2,465.00 - Construction Trailer Temporary Meter 2"$2,685.00 - Tank Truck Temporary Meter (Ordinance No. 372)2"$1,000.00 31 31.03 A.4. Temporary Meter Install & Removal 3/4" - 4" (on hydrant) $240.00 4" - 6"$960.00 8" - 10"Actual Cost 31 31.03 A.5. Temporary Meter Move Fee (includes backflow certification)3/4" - 4" (on hydrant) $180.00 4" - 6"$960.00 8" - 10"Actual Cost 33 33.07 A.Customer Request for Meter Test (Deposit)5/8", 3/4" & 1" $120.00 1-1/2" & 2 "$200.00 3" & Larger $400.00 Installation and Water Meter Charges (continued) Section #Code #Fee Description Meter Size Charges 34 34.01 D.2. Returned Check Charges $25.00 34 34.02 C Meter Lock Charge $60.00 53 53.03 A.1.Sewer Capacity Fee within an ID $7,596.02 53 53.03 A.2.Sewer Capacity Fee per EDU outside an ID $10,507.14 53 53.03 B.1. Sewer Connection Fee - Russell Square $7,500.00 53 53.03 B.2. Monthly Sewer Service Charge - Russell Square $200.00 53 53.10 & 11 Set-up Fees for Accounts $15.00 53 53.10 Residential Sewer Rates (2) Rate multiplied by 3-year winter average units $3.56 53 53.10 Residential Monthly Fixed Sewer System Charges (2)5/8", 3/4" & larger $19.87 53 53.10 A.4.Residential Sewer Without Consumption History 5/8", 3/4" & larger 53 53.10 B.2.Multi-Residential Sewer Rates (2) Rate multiplied by 3-year winter average units $3.56 53 53.10 B.2. Multi-Residential Monthly Fixed Sewer System Charges (2).75"$19.87 1"$49.64 1.5"$99.25 2"$158.80 3"$297.77 4"$496.28 6"$992.56 8"$1,588.12 10"$2,282.91(2)Sewer billed beginning January 1, 2025. Section #Code #Fee Description Meter Size Charges 53 53.10 B.3. Monthly Multi-Residential Sewer Rates without Consumption History (2)Per dwelling unit 53 53.11 Commercial and Industrial Sewer Rates Rate multiplied by Low Strength $3.56 annual avg.Medium Strength $4.05 units High Strength $5.70 53 53.11 Commercial and Industrial Monthly Fixed Sewer System Charges (2).75"$19.87 1"$49.64 1.5"$99.25 2"$158.80 3"$297.77 4"$496.28 6"$992.56 8"$1,588.12 10"$2,282.91 60 60.03 Issuance of Availability Letters for Water and/or Sewer Service $75.00 72 72.04 A.1. Locking or Removing Damaged or Tampered Meters - To Pull and Reset Meter 3/4" - 2"$250.00 - Broken Curbstop or Tabs 3/4" - 1"Actual Cost - If Customer uses Jumper 3/4" - 1"Actual Cost - Broken Lock/Locking Device 3/4" - 1"$80.00 - Broken Curbstop or Tabs 1.5" - 2"Actual Cost - To Pull and Reset Meter 3"Actual Cost - To Pull and Reset Meter 4"Actual Cost - To Pull and Reset Meter 6"Actual Cost - To Pull and Reset Meter 8"Actual Cost - To Pull and Reset Meter 10"Actual Cost 72 72.05 D. Type I Fine - First Violation $100.00 - Second Violations $200.00 - Third or each additional violation of that same ordinance or requirement within a twelve-month period $500.00 (2)Sewer billed beginning January 1, 2025. Section #Code #Fee Description Meter Size Charges 72 72.05 D. Type II Fine $5,000.00 Type III Fine $500.00 Type IV Fine $500.00 State Water Code #71630 & Annual Board Resolution #4142 Water Availability/Standby Annual Special Assessment Charge $10.00 $30.00 $3.00 $3.00 State Water Code #71630 & Annual Board Resolution #4142 Sewer Availability/Standby Annual Special Assessment Charge $10.00 $30.00 Annual Board Resolution General Obligation Bond Annual Tax Assessment $0.005 Policies 5B Copies of Identifiable Public Records $0.20/page 54 Late Payment Charge 5% of Delinquent Balance 54 Lien Processing Fee $55.00 54 Delinquent Tax Roll Fee $45.00 54 Delinquency Mailed Notice $5.00 The cost for all other copy sizes is the direct cost of duplication. Per acre I.D. 18 8 1/2" x 11" Per $1000 of assessed value for I.D. 27 Per acre for outside I.D. & greater than one mile from District facilities. Less than one acre I.D. 18 Less than one-acre all I.D.s & Outside an I.D. Fine up to amount specified per each day the violation is identified or continues. Will not exceed per each day the violation is identified or continues. Less than one-acre Outside I.D. and greater than one mile from District facilities. Per acre in I.D. 22 Fine up to amount specified per each day the violation is identified or continues. Section #Code #Fee Description Meter Size Charges 54 Delinquency Tag $25.00 The District is a not-for-profit public agency that provides water service to the community. As a governmental entity, the District does not make a profit from providing water service and cannot operate at a loss. Water bills reflect only those rates, fees, and charges sufficient to support water service. To continue providing reliable service, the District must implement and pass through to its customers the full cost of providing water service, including cost increases imposed by the District’s water and energy suppliers. This rate increase is necessary to cover the increasing cost of purchasing water from the District’s water suppliers. The San Diego County Water Authority (CWA) has raised its rates to the District by 14% primarily due to: •The detachment of the Rainbow Municipal Water District and the Fallbrook Public Utility District from CWA. •Increased costs from its supplier, the Metropolitan Water District of Southern California (MWD), largely due to the increased cost of importing water from Northern California and the Colorado River. •Higher costs for a drought-proof water supply, such as the costs to produce water from the Carlsbad Desalination Plant. Increasing costs from the District’s energy provider, San Diego Gas & Electric (SDG&E), are also adding to the increasing cost of providing water service. The bar graph on the right illustrates the factors contributing to the rate increase. Customers interested in learning how to reduce their water use to minimize the effects of this rate increase can visit the District’s conservation and rebate pages at otaywater.gov. The District provides information on rebates, incentives, water audits, and other resources to help customers save water. Additionally, the Water Conservation Garden located in Rancho San Diego is open to the public and offers various conservation exhibits, programs, and classes in person and online. For more information about the Water Conservation Garden, visit thegarden.org. NOTICE OF WATER RATES, FEES, AND CHARGES FOR WATER BILLED BEGINNING IN JANUARY 2025 Dear Customer, On October 5, 2022, the District’s Board of Directors adopted a five-year schedule of maximum water rates in compliance with applicable provisions of the law. Consistent with that rate schedule, and as part of the annual budget adoption process completed in June 2024, the Otay Water District (District) approved implementing a water rate increase to proportionately recover the increasing costs from the District’s wholesale water providers (Metropolitan Water District of Southern California and San Diego County Water Authority) and energy provider (San Diego Gas & Electric). The District operates as a revenue-neutral agency and is obligated to pass through any cost increases imposed by its wholesale water and energy providers. To offset these wholesale water and energy provider increases, along with all other cost increases, the District will raise its rates by 12.7%, effective for billings starting January 1, 2025. The water bill for a typical single-family residential customer using 10 units of water per month will increase by $12.12 per month beginning January 1, 2025. Depending on your billing cycle, the new rates and charges will apply to water used as early as the beginning of December 2024. This letter serves as a 30-day notice of rate increases. WA Operating, Legal Obligations, CIP, Financial Health: 4.1% Dedicated to Community Service Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. Notice of Residential Water Rate Increase Otay Water District 2554 Sweetwater Springs Blvd. Spring Valley, CA 91978-2004 619-670-2222 otaywater.gov 10.1% Wholesale Supplier Costs Attachment C The District works to minimize rate impacts of its internal costs and implements cost-efficiency measures to help limit the impact of higher rates from suppliers. The District’s goal is to remain among the lower-cost water service providers in San Diego County. For more information about District-wide efforts to streamline operations, visit otaywater.gov or email info@otaywater.gov. Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. The tables below show the itemized charges that determine a monthly water bill for a customer who uses 10 HCF (hundred cubic feet) of water per month. Your bill will vary based on your meter size, your water consumption in units, and your geographic location. Typical Bill at 10 HCF (or Units) of Water per Month Water Rates2 (per unit) and Energy Charge Footnotes 1.MWD/CWA Charges are based on meter size and match, in total, the cost charged by wholesale water suppliers. System Charges, also based on meter size, ensure that customers pay their proportionate share of the water system’s replacement, maintenance, and operating expenses. 2.The Water Rate is a cost per unit that varies for each customer based on water usage and can be calculated using the consumption block tables. One unit of consumption equals 748 gallons of water or one HCF. Customers outside the service area or Interim Users, as defined in Section 25 of the District’s Code of Ordinances, will pay a usage fee equivalent to two times the listed usage fee, plus any additional fees associated with their respective customer class. 3.The Energy Charges represent the cost of the energy required to pump or lift each unit of water 100 feet in elevation. This charge is applied proportionately for every 100 feet of elevation over 450 feet. 4.The District's total rate increase is 12.7%. This rate increase is 84% attributable to increased charges passed through from wholesale water and energy suppliers. Charges collected through the property tax roll (availability fees) are not included in this total. Consumption Blocks (in units)Current New Current New 0 - 9 $5.60 $6.16 Energy Charges3 (per unit)$0.075 $0.109 10 - 12 $6.08 $6.69 13 or more $6.76 $7.43 Meter Size System Charges MWD/CWA Total System Charges MWD/CWA Total 3/4" $19.24 $17.19 $36.43 $21.16 $21.37 $42.53 1"$23.92 $28.65 $52.57 $26.31 $35.61 $61.92 1 1/2" $35.91 $57.27 $93.18 $39.49 $71.19 $110.68 2"$50.07 $91.62 $141.69 $55.07 $113.89 $168.96 Current New MWD/CWA1 System Charges1 Water Rate2 Energy Charges3 Total4 Current $17.19 $19.24 $56.48 $2.73 $95.64 New $21.37 $21.16 $62.13 $3.10 $107.76 $12.12Increase in monthly water bill (at 10 units or HCF) Monthly Fixed Charges1 This information reflects only changes to rates. For a comprehensive listing, see the Otay Water District’s Code of Ordinances at otaywater.gov. Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. Otay Water District 2554 Sweetwater Springs Blvd. Spring Valley, CA 91978-2004 619-670-2222 otaywater.gov Dedicated to Community Service Notice of Recycled Non-Public Irrigation Water Rate Increase NOTICE OF WATER RATES, FEES, AND CHARGES EFFECTIVE FOR WATER BILLED BEGINNING IN JANUARY 2025 Dear Customer, On October 5, 2022, the District’s Board of Directors adopted a five-year maximum schedule of water rates in compliance with applicable provisions of the law. Consistent with that rate schedule, and as part of the annual budget adoption process completed in June 2024, the Otay Water District (District) approved implementing a water rate increase to proportionately recover the increasing costs of providing recycled water to the District’s customers. The District operates as a revenue-neutral agency and is obligated to pass through any cost increases imposed by its wholesale water and energy providers. To offset these wholesale water and energy provider increases, the District will raise its rates by 5.3%, effective for billings starting January 1, 2025. The new water rates and charges will apply to water billed beginning January 1, 2025. Depending on your billing cycle, the new rates and charges will apply to water used as early as the beginning of December 2024. This letter serves as a 30-day notice of rate increases. The District is a not-for-profit public agency that provides water service to the community. As a governmental entity, the District does not make a profit from providing water service, and it cannot operate at a loss. Water bills reflect only those rates, fees, and charges sufficient to support water service. To continue to provide reliable service, the District must implement and pass through to its customers the full cost of providing water service, including cost increases imposed by the District’s water and energy suppliers. The District receives approximately 75 percent of its recycled water supply from its wholesale water supplier, the City of San Diego (City). The remaining 25 percent of the recycled water supply is produced at the Ralph W. Chapman Treatment plant, which the District owns and operates. This rate increase is necessary due to anticipated rate increases from the District’s wholesale recycled water supplier, the City. Increasing costs from the District’s energy provider, SDG&E, and increasing costs of labor and materials are also adding to the increasing cost of providing recycled water service. The District works to minimize rate impacts of its internal costs and implements cost-efficiency measures to help limit the impact of higher rates from suppliers. The District’s goal is to remain among the lower cost water service providers in San Diego County. For more information about District-wide efforts to streamline operations, visit otaywater.gov or email info@otaywater.gov. Customers interested in learning ways to reduce their water use to minimize the effects of this rate increase can visit the District’s conservation and rebate pages at otaywater.gov. The District provides information on rebates, incentives, water audits, and other resources to help customers save water. Additionally, the Water Conservation Garden located in Rancho San Diego is open to the public and offers various conservation exhibits, programs, and classes in person and online. For more information about the Water Conservation Garden, visit thegarden.org. Attachment D The tables below show the itemized charges that are used to determine a monthly water bill1. Your bill will vary based on meter size, water consumption in units, and geographic location. Units Current New All Units $5.71 $6.05 Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. Water Rates2 (per unit) Other Charges Footnotes 1.The District's total rate increase is 5.3%. Within this rate increase, 2.2% of the increase is increased charges passed through from the wholesale water suppliers. The remaining 3.1% of the rate increase is based upon increases to other District costs, including energy, labor, benefits, materials, water system replacement, maintenance, operations, and supplies. This remaining amount is within the Consumer Price Index for All Urban Consumers (CPI-U) for the San Diego-Carlsbad Area annual increase as of January 31, 2024. 2.This per unit charge is based on the units of consumption. One unit of consumption equals 748 gallons of water or one HCF (hundred cubic feet). Customers outside the service area or Interim Users as defined in Section 25 of the District’s Code of Ordinances will pay a usage fee equivalent to two times the listed usage fee, plus other fees associated with their respective customer class. 3.The Fixed Charges, based on meter size, ensure that customers pay their proportionate share of the water system replacement, maintenance, and operating expenses. 4.The Energy Charge represents the cost of energy required to pump each unit of water 100 feet in elevation. This is charged proportionately for every 100 feet elevation over 450 feet. This information reflects only changes to rates. For a comprehensive listing, see the Otay Water District’s Code of Ordinances at otaywater.gov. Monthly Fixed System Charges3 Units Current New All Units 0.089$ 0.125$ Energy Charges4 Meter Size Current New 3/4"$38.39 $40.64 1"$51.98 $55.03 1 1/2"$86.46 $91.54 2"$127.46 $134.94 3"$279.35 $295.75 4"$487.54 $516.16 6"$1,014.90 $1,074.47 8"$1,567.04 $1,659.03 10"$2,567.06 $2,717.75 Dear Customer, On October 7, 2020, the District’s Board of Directors adopted a five-year maximum schedule of sewer rates in compliance with applicable provisions of law. Consistent with that rate schedule, and as part of the annual budget adoption process completed in June 2024, the Otay Water District (District) approved implementing a sewer rate increase to proportionately recover the increasing costs of providing sewer service to the District’s customers. The District operates as a revenue-neutral agency and is obligated to pass through any cost increases imposed by its power, treatment, and disposal providers. To offset these power, treatment, and disposal provider increases, the District will raise its rates by 4.8%, effective for billings starting January 1, 2025. With this rate increase, the typical District residential sewer customer will see their bill decrease by $1.03 due to the net impact of reductions in winter averages, offset by rate increases (see the average bill calculation on the reverse side). The new sewer rates, fees, and charges will apply to service billed beginning January 1, 2025. Depending on your billing cycle, the new rates and charges will apply to sewer service as early as the beginning of December 2024. This letter serves as a 30-day notice of rate increases. The District is a not-for-profit public agency. As a governmental entity, the District does not make a profit from providing sewer service and cannot operate at a loss. Sewer bills reflect only those rates, fees, and charges sufficient to support sewer service. To continue providing reliable service, the District must implement and pass through to its customers the full cost of providing sewer service, including cost increases imposed by the District’s power, treatment, and disposal providers. Power is provided by San Diego Gas and Electric. Treatment and disposal providers include the County of San Diego (County) and the City of San Diego (City). This year, the increase is a direct result of ongoing District operation, maintenance, and capital improvement costs as well as increases in treatment costs charged by the City and the shared service costs for facilities operated by the County. The District’s costs include inspection and preventative maintenance of the public sewer system and replacement of aging sewer infrastructure. These actions protect the public’s investment in the public sewer system, minimize maintenance costs, reduce the possibility of pipeline breaks, blockages, or spills, and keep sewer rates affordable. The District works diligently to reduce internal costs and continues to be one of the lower cost sewer service providers in San Diego County. For more information about the District, please visit otaywater.gov, email info@otaywater.gov, or call 619-670-2222. Notice of Residential Sewer Rate Increase NOTICE OF SEWER RATES, FEES, AND CHARGES EFFECTIVE FOR SEWER SERVICE BILLED IN JANUARY 2025 Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. Otay Water District 2554 Sweetwater Springs Blvd. Spring Valley, CA 91978-2004 619-670-2222 otaywater.gov Dedicated to Community Service Attachment E The District uses the customer’s three-year winter average in determining the sewer service bill1. The three-year winter average is defined as the sum of the prior three years annual winter average divided by three. The annual winter average is defined as the units of water billed from January through April divided by four. New customers will have a winter average of 9.4 HCF2 (hundred cubic feet) until a winter average can be established. A 15% usage discount is applied to all sewer customers to acknowledge that not all water purchased goes to the sewer system. (Sewer Rate x 3-Year Winter Average3 x 85%4) + System Charges = Total Monthly Bill The monthly fixed sewer-system charge for the average residential customer based on 85% of the applicable three-year winter average is shown in the table below. From the current year, which represents the average monthly charge in 2024, to the new charge effective January 1, 2025, the overall average monthly sewer charge has decreased 2.1%. Sewer Rate 3-Year Winter Average3 System Charges Total Current $3.40 10.5 $18.99 $49.34 New $3.56 9.4 $19.87 $48.31 The maximum sewer bill is $126.66. This is calculated using the maximum winter average consumption of 35.29 HCF. 1.The District’s total rate increase is 4.8%. This rate increase is 100% attributable to increased charges passed through from the treatment providers and shared facilities. 2.A typical single-family residential sewer customer’s bill is based on 7.99 HCF of water (9.4 HCF x 85%), where one HCF equals 748 gallons or one unit of water. The 15% discount is an acknowledgement that not all water purchased goes to the sewer system. 3.The three-year winter average is defined as the sum of prior three years annual winter average divided by three. The annual winter average is defined as the units of water billed from January through April divided by four. 4.A 15% usage discount is applied to all sewer customers to acknowledge that not all water purchased goes through the sewer system. Current New Sewer Rate (per unit)$3.40 $3.56 Fixed System Charges (monthly) $18.99 $19.87 This information reflects only changes to rates. For a comprehensive listing, please see the Otay Water District’s Code of Ordinances at otaywater.gov. Footnotes Average Monthly Bill using Winter Average Units2 Rates and Charges Residential Sewer Service Bill Calculation Si requiere asistencia en español con referencia a esta notificación, favor de llamar al 619-670-2222. STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 PROJECT: Various DIV. NO. ALL SUBMITTED BY: Emilyn B. Zuniga Safety & Security Specialist APPROVED BY: Adolfo Segura, Chief, Administrative Services Jose Martinez, General Manager SUBJECT: ADOPT THE ASSOCIATION OF CALIFORNIA WATER AGENCIES JOINT POWERS INSURANCE AUTHORITY MEMBERS COMMITMENT TO EXCELLENCE PROGRAM GENERAL MANAGER’S RECOMMENDATION: That the Otay Water District (District) Board of Directors (Board) adopt the Association California Water Agencies Joint Powers Insurance Authority’s (ACWA JPIA) Commitment to Excellence (C2E) Program. COMMITTEE ACTION: See “Attachment A”. PURPOSE: To request that the Board adopt ACWA JPIA’s C2E Program and utilize its recommended guidelines to further enhance the District’s risk management and safety programs. The JPIA C2E is a long-term outreach effort to help its members reduce the frequency and severity of liability, workers’ compensation, and property losses. ANALYSIS: ACWA JPIA recommends that its member agencies pledge its commitment to the C2E Program by implementing their recommended Excellence Best Practices Guide to reduce vehicle losses, infrastructure-related costs, AGENDA ITEM 8 construction-related costs, employment practices claims, ergonomic and fall injuries, and wildfire damage. The Excellence Best Practices Guide includes recommended best practices and guidelines to effectively address each loss reduction category. The loss reduction categories include: •Vehicle •Construction •Infrastructure •Employment Practices •Ergonomics/Falls •Wildfire Prevention Implementing these loss prevention measures will reduce the District’s exposure to risk, claims expenses, and insurance premiums. As a member, JPIA Risk Advisors review the member’s current best practices, activity data, and statistics during their annual risk assessment site visit. ACWA JPIA Risk Management recommends that the District formalize its commitment to the C2E Program by signing the pledge. FISCAL IMPACT: Joe Beachem, Chief Financial Officer Existing budget funds are expected to cover expenditures for current risk management and safety programs. The District pledging its commitment to the C2E Program should not incur additional expenses. The District will be eligible to receive subsidies to buy equipment or schedule training, and complimentary loss control and prevention, or regulatory inspection services. STRATEGIC GOALS: 1)Evaluate funding opportunities. 2) Coordinate workforce planning activities to determine future needs, identify gaps, and implement actions to close the gaps. LEGAL IMPACT: None. ATTACHMENTS: Attachment A – Committee Action Report Attachment B - ACWA JPIA Commitment to Excellence Pledge and Best Practices Guide ATTACHMENT A SUBJECT/PROJECT: ADOPT THE ASSOCIATION OF CALIFORNIA WATER AGENCIES JOINT POWERS INSURANCE AUTHORITY MEMBERS COMMITMENT TO EXCELLENCE PROGRAM COMMITTEE ACTION: The Finance & Administration Committee reviewed this item at a meeting held on August 14, 2024. The Committee supports presentation to the full Board. NOTE: The “Committee Action” is written in anticipation of the Committee moving the item forward for Board approval. This report will be sent to the Board as a committee approved item or modified to reflect any discussion or changes as directed by the committee prior to presentation to the full Board. Commitment to Excellence and the ACWA JPIA in mutual support for ensuring the most consistent, cost effective, and broadest possible affordable insurance coverage and related services, and in partnership with all JPIA members, and in the interest of reducing Otay Water District’s insurance costs, commit to a program of excellence that through the implementation of “best practices” reduces the potential and frequency of: •Vehicle Losses •Infrastructure Related Losses •Construction Related Losses •Employment Practices Claims •Ergonomic (Musculoskeletal) and Fall Injuries •Wildfire Prevention and fully support the goal of implementing effective preventative measures that work to achieve these loss reductions. ______________________________(Board Member) Signature ______________________________(Board Member) Signature ______________________________(Board Member) Signature ______________________________(Board Member) Signature ______________________________(Board Member) Signature Otay Water District ________________________________(CEO, ACWA JPIA) Adrienne Beatty ________________________________(General Manager) Signature Attachment B Commitment to Excellence Program (C2E) Best Practices Loss Reduction Focus Menus and Explanations JPIA'S COMMITMENT TO EXCELLENCE BEST PRACTICES GUIDE This guide includes the “loss reduction focus” areas for each of the C2E loss categories: •Vehicle Operations •Construction •Infrastructure •Employment Practices •Ergonomics/Falls •Wildfire Prevention A “menu” indicating the best practices for each focus area is included and an explanation for each best practice. JPIA members are encouraged to select from the menu, the best practices they wish to add to or use to enhance their existing loss reduction programs. JPIA Risk Management visits will concentrate on supporting an agency in its implementation of the C2E best practices. While adopting specific best practices may be recommended during these visits, the JPIA encourages members to review the C2E best practices, reinforce the practices they have already incorporated, and adopt as many of the other practices as practical. The JPIA can provide resources, assist with a C2E Opportunity Review, and training to help members in this process. Questions concerning the C2E Best Practices Guide should be addressed to the member’s JPIA Risk Control Advisor. Additional assistance may be obtained by contacting the Risk Management staff at (800) 231-5742. 3 Commitment to Excellence Program (C2E) Best Practices Vehicle Program 4 VEHICLE PROGRAM BEST PRACTICES Loss Reduction Focus Best Practices Menu Driver Review/Qualification □Applicable for all positions □Copy of DMV Report (pre-hire)□Driver record point standard □Pull Notice Program used□Ride-along (test, re-test, post-accident/incident) Defensive Driver Training □Required for all □Before driving the assigned vehicle □Within 60 days of hire and every two years□Post-accident/incident tailgate/briefings Accident/Incident Investigation Reporting □Formal Accident/Incident Investigation and Report □Corrective action is taken and documented □Formal management review (by General Manager) □Investigation Report sent to JPIA □Personnel action was taken for at-fault incidents Backing Accident/incident Avoidance □Formal written policy □Employees acknowledge policy□Non-compliance/at-fault discipline□Periodic Program Review Cell/Texting/Electronic Devices □Policy acknowledged by drivers □Cell/Texting/Electronic Prohibition Policy exceeds statestandards□Disciplinary action for policy violation□“E-Device” use reviewed following accident/incidents Safe Driver Award/Recognition □Based on local milestones, improvements, achievements□Annual award recognition by the board□Award pin, certificate, plaque, etc. 5 VEHICLE PROGRAM BEST PRACTICES DRIVER REVIEW/QUALIFICATION PROGRAM DEFENSIVE DRIVER TRAINING •Applicable for All PositionsExplanation: Includes all employees, volunteers, and directors who drive agency vehicles or personal vehicles for agency business. •Pull Notice Program UsedExplanation: This is the Department of Motor Vehicles (DMV) Employer Pull Notice Program. It is a free service for public entities. Driver record information reports are generated every six months or immediately in the event of new activity (moving violation, accident/incident, address change, etc.). There must be an employer/employee relationship and employees should drive regularly for the agency. Directors are encouraged to provide their license information but cannot be forced to under state law. •Ride-Along (Test, Re-Test, Post-Accident/Incident)Explanation: Conducted by a supervisor/manager for all new employees who will be driving regularly for agency business. Re-tests will be conducted based on need and after an accident/incident. •Driver Record Point Standard Greater Than DMVExplanation: Uses or exceeds the JPIA’s Model Driver Record Review Program to evaluate prospective and current drivers. •Copy of DMV Report (Pre-Hire)Explanation: All new hires who drive on agency business are required to provide a copy of their DMV Report Post Offer, with hiring based on or exceeding the JPIA’s Model Driver Record Review Program. •Defensive Driver Training Required for all Employees Explanation: The agency promulgates a policy requiring all employees from the General Manager and below to attend Defensive Driver training. Training may be conducted in-house or through external providers (e.g., JPIA, VectorSolutions, etc.). •Defensive Driver Training Conducted Within 60 Days of Hire and Every Two YearsExplanation: Driver training is conducted within 60 days of employment and refresher training is required at least every two years. •Driver Training Conducted Prior to Driving Assigned Vehicle Explanation: Employees receive training on operating specific assigned vehicle types prior to being released in unsupervised capacities. Training includes, but is not limited to, identification of blind spots, backing procedures, stopping distances, and trailer use, as applicable to the individual vehicle. 6 DEFENSIVE DRIVER TRAINING ACCIDENT/INCIDENT/INCIDENT INVESTIGATION REPORTING BACKING ACCIDENT/INCIDENT AVOIDANCE POLICY •Post-Accident/Incident/Incident Briefings Conducted for all EmployeesExplanation: All employees attend post-accident/incident/incident briefings wherein the causes and corrective actions are identified and discussed to prevent future similar occurrences. •Formal Accident/Incident/Incident Investigation and ReportExplanation: An accident/incident investigation is conducted to determine the root cause(s) of the vehicle mishap and a written report documents the investigation’s findings and suggested corrective actions. This is accomplished for all vehicle mishaps. •Formal Management Review (by the General Manager)Explanation: The findings and proposed corrective actions are reviewed by the General Manager (GM), who validates and approves the corrective actions. The GM’s review is documented. •Corrective Actions Taken and DocumentedExplanation: Immediate actions to prevent similar accident/incidents are taken. The completion of long-term actions are monitored through an established corrective action process. Corrective actions follow-up continues until actions have been completed. Corrective actions are documented. •Personnel Corrective Action Taken for At-fault IncidentsExplanation: Employees determined to be “at fault” in an accident/incident are held accountable through internal personnel actions. •Investigation Report Sent to the JPIAExplanation: A copy of a Vehicle Accident/incident Investigation Report is sent to the JPIA so the findings and corrective actions can be reviewed. •Formal Written PolicyExplanation: A formal written Backing Accident/incident Avoidance policy is established to outline procedures and reduce the possibility of backing accident/incidents. The policy must outline specific safe practices such as placing cones to create a “circle of safety” when vehicles are parked. •Employees Acknowledge PolicyExplanation: The policy has GM approval and is endorsed by senior management. Employee will acknowledge policy in writing. New hire orientation and Defensive Driving training will include backing hazards. 7 CELLULAR PHONE/TEXTING/ELECTRONIC PROHIBITION POLICY •Cell/Texting/Electronic Policy Exceeds State StandardsExplanation: A prohibition on the use of electronic communications and data devices goes beyond the state prohibition of hands-off cell use and texting. o This prohibition applies to hands-free or hand-held phones, radios, tablets, computers,or other electronic devices. •Disciplinary Action Points For Policy ViolationsExplanation: Violations will result in points being assigned per the agency’s driver record review best practices and discipline policies. •Policy Acknowledged by DriversExplanation: A policy acknowledgment from all personnel who drive on agency business is signed and kept on file. •“Use” Review Following Accident/IncidentsExplanation: All vehicle accident/incident and near-miss investigations will determine if the use of cell phones, radios, texting, or other electronic devices was a component of the event. •Periodic Program ReviewExplanation: Included in the formal policy is a periodic review of backing accident/incidents conducted by senior management. The review covers (as a minimum) the frequency of events, the results of backing accident/incident investigations, corrective actions taken, and how “lessons learned” are communicated to agency personnel. •Non-Compliance/At-Fault DisciplineExplanation: The majority of backing accident/incidents are at-fault. When an individual is determined by investigation to be at-fault, disciplinary action should be taken. The action to be taken will be reviewed by management and supervisor(s). 8 SAFE DRIVER AWARD/RECOGNITION •Annual Award Recognition by the BoardExplanation: The agency’s board of directors and senior management demonstrate their interest in, and support for, safe vehicle operations through an annual recognition program. •Awards Based on Local Milestones, Improvements, AchievementsExplanation: The General Manager, Human Resources, and Department Managers develop, and award best practices based on local vehicle operations. Recognition is given based on the achievement of established milestones, and on actions taken to improve safe vehicle operations. Eligibility best practices are communicated to employees. •Awards Explanation: Tangible safe drive awards (i.e., pins, certificates, plaques, etc.) are provided as appropriate. 9 Commitment to Excellence Program (C2E) Best Practices Construction Program 10 CONSTRUCTION PROGRAM BEST PRACTICES Loss Reduction Focus Best Practices Menu USA/Line Location □Marking Documentation □Locator Qualification/Training□Excavator Qualification Training□Line GPS/Maps/Tracer Wire □Using Damage Incident Reporting Tool (DIRT) Form □USA Ticket Verification Risk Transfer □Risk Transfer Program□Responsible Person and Backup□Insurance Coverage Equals Risk □Pre-Qualification Packet (Process)□Contracts□Emergency Response Risk Transfer □Tracking Risk Transfer Requirements□Permit Coordination □Document Retention Contractor Qualification □Pre-Qualification Packet/Program□Insurance Requirements □Reference Check□Post-Project Evaluation □Bid Writing/Loss Prevention Coordination □Pre-Job Review Third-Party Exposures □Acceptance of Project □Site Control□Site Documentation, Site Inspection (Pre/Post ConstructionInspection)□Contract Language/Responsible Party □Multi-Employer Exposures□Lighting, Warnings □Asset Inspection□Third-Party Exposure Inspection Traffic Control □Template/Formal□Encroachment Permit□Controlling Agency Coordination □Inspection Program □Trained Personnel (Qualified Person)□Equipment Storage 11 CONSTRUCTION PROGRAM BEST PRACTICES USA/UNDERGROUND LINE LOCATION •Marking DocumentationExplanation: As an excavator, you must contact Underground Service Alert (a.k.a. DigAlert/USA North/811) at least two (2) working days prior to beginning any digging or excavation work. The One Call Notification Centers that support all of California can be reached online or by phone(dial 8-1-1). Whether public, private, or commercial property, the law is clear that it is the excavator's responsibility to contact 811 before beginning work. It is critical that you accurately outline your excavation area. Please follow the delineation guidelines to ensure proper markings (color-coded paint, stakes, or flags) from the member utilities. Utilities have two (2) full working days to mark their lines. You may not perform any excavation during that time. It is a good practice, although not required, to have a record of your request (e.g., ticket number) at the job site. If you discover unmarked utility lines or accidentally damage one, your ticket number allows them to reference your location quickly and easily. In addition, it provides proof of compliance should a law officer or utility visit the job site. If you accidentally hit a line you must notify the affected utility of the damage. You may contact 811 to report it as well as get contact numbers for the utility. Follow this practice whether you see obvious damage, as there may be internal faults. If anything is released into the air such as natural gas, move away from the area immediately and protect your work crew. Do not try to repair or slow the leak yourself. Call 9-1-1 right after clearing the area. Specific responsibilities for both excavators and underground line owners are established and enforced under Government Code 4216-4216.9. These responsibilities for excavators include: •Contact 8-1-1 and give at least two (2) full working days’ notice prior to excavating.•Delineate (outline) their job in white paint•Hand expose to the point of no conflict within the tolerance zone The responsibilities for utilities (owners of underground lines) include: •Mark or locate their lines within two (2) full working days of the start of construction•Use the APWA Color Code to mark their facilities•Be accurate within 24-inches to either side of the buried facility (tolerance zone) •Locator Qualification TrainingExplanation: Public agencies shall establish Utility Locator Qualification Requirements per California Government Code 4216 and Cal/OSHA Section 1541. 4216.3(a)(2) Only a qualified person shall perform subsurface installation locating activities. 4216.3(a)((3) A qualified person performing subsurface installation locating activities on behalf of a sub-surface installation operator shall use a minimum of a single-frequency utility locating device, and shall have access to alternative sources for verification, if necessary. 12 "Qualified Person" as defined in California Government Code 4216 definition (i) (i)"Qualified person" means a person who completes a training program in accordance with the requirements of Title 8, California Code of Regulations, Section 1509, Injury PreventionProgram, which meets the minimum training guidelines and practices of Common GroundAlliance current best practices (see below). Cal/OSHA Title 8 Construction Safety Orders - Chapter 4, Subchapter 4, Article 6, Section 1541 §1541. General Requirements. (C) Only qualified persons shall perform subsurfaceinstallation locating activities, and all such activities shall be performed in accordance with thissection and Government Code Sections 4216 through 4216.9. Persons who complete atraining program in accordance with the requirements of Section 1509, Injury and IllnessPrevention Program (IIPP), that meets the minimum training guidelines and practices of theCommon Ground Alliance (CGA) Best Practices, Version 3.0, published March 2006, or thestandards of the National Utility Locating Contractors Association (NULCA), Standard 101:Professional Competence Standards for Locating Technicians, 2001, First Edition, which isincorporated by reference, shall be deemed qualified for the purpose of this section. Note: The NULCA Standard 101 and CGA best practices 4-5 minimum training standards for line locators are the exact same standard. The Common Ground Alliance (CGA) adopted the NULCA standard as a best practice. •Excavator Qualification TrainingExplanation: Public water agencies need to take special precautions by following best practices and prepare defensive documentation that will help the machine operators and job-site supervisors plan and execute an accident-free excavation. Those involved in and performing excavation activities to be trained per: §1541. General Requirements. (D) Employees who are involved in the excavation operation and exposed to excavation operation hazards shall be trained in the excavatornotification and excavation practices required by this section and Government CodeSections 4216 through 4216.9. Best practices should include: 1. The district will communicate with the local One-Call Service Center AND utility ownerswho are not members of the one-call center. This communication must take place two working days, but not more than 14 days (per state regulations) prior to the start of theexcavation. 2.The route of the excavation will be white lined (with white spray paint), flagged, staked, ora combination of these to mark the dig site before the locator arrives on the job. 3.The contractor's hand digs within 24 inches (per state regulations) horizontally on eitherside of the marked facility, adding the diameter of the utility if provided. 4.The district will request new locates (refresh marks) to again identify the undergroundfacilities on all excavations incurring extended time requirements of 14 days or more andfollowing inclement weather. 13 5.Photographs or videos are taken after the utility has been marked and before the excavationbegins. In addition to the five best practices defined above, the following three best practices also apply to high-priority underground facilities: 1. The district must request a pre-excavation meeting on-site with the facility owner andprime contractor (if any). 2. The district will pothole, hand dig, or use air knives or vacuum excavation techniques toverify utility locates or mark-outs. 3. The district will record and map the coordinates of the locates in relation to astationary object(s), such as a tree, fence, building, etc. •Underground Utilities Identified (GPS/Maps/Tracer Wire)Explanation: A written specification should be established to locate all district-owned buried lines. Tracer wire/warning/identification tape should be installed to identify the location of underground utilities and to function as a warning against accidental excavation of buried utilities. Warning/identification tape shall be used on all underground water and recycled water mains, potable and recycled water irrigation systems, sewer mains, and all related appurtenances. Warning/identification tape shall also be used on cathodic protection wiring systems and tracer wires brought into and out of access ports. •“Damage Incident Reporting Tool” (DIRT) UsageExplanation: The DIRT form allows users to submit damage and near-miss reports to ACWA JPIA. The primary purpose of collecting underground facility damage data is to analyze data, to learn why events occur, and how corrective actions by utilities and excavators can prevent them in the future; thereby, ensuring the safety and protection of people and the infrastructure. Data collection will allow the ACWA JPIA to identify root causes, perform trend analysis, and help educate all members so that damages can be reduced through effective best practices and safe work procedures. •USA Ticket VerificationExplanation: Any excavators doing any type of digging, excluding emergency work and homeowners working on their private property without the need for a permit or power equipment, need to contact 811 two working days before starting work. A district must contact DigAlert before starting excavation. A District (excavator) can obtain a USA ticket by either utilizing online services or by calling 811 to start a USA Ticket. Best practices include: Wait the Required Time: Legally, a district must wait for two (2) full working days for utilities to mark their underground facilities. They will mark the lines they own or maintain with stakes, flags, or paint in the appropriate color codes, and/or advise the excavator of no conflict. Respect the Marks: Please work to preserve facility marks for the duration of the job. If any of the markings become difficult to see, you must contact 811 and reference your ticket number to request re-marking by the affected member utilities. Your excavation site must be still outlined in white so your request can be properly addressed. Your ticket is valid for twenty-eight (28) calendar days from the date of its issuance--not when you first break ground. You must have an active ticket for the duration of your excavation. 14 RISK TRANSFER •Risk Transfer ProgramExplanation: Verify that the contractor has a commercial general liability insurance policy with a policy limit of at least $2,000,000 per occurrence and $4,000,000 aggregate. Verify that the contractor has a current workers’ compensation insurance policy as required by the Labor Code or is legally self-insured pursuant to Labor Code section 3700 et. seq. •Responsible Person and Backup DesignatedExplanation: Personnel has been identified and trained to facilitate an agency’s Risk Transfer Program in the absence of those designated with the primary responsibility. •Contracts for Routine ServicesExplanation: An agency has assessed the liability risks potentially associated with their routine vendors, contractors, and service providers, and has established contractual risk transfer agreements with those providers considered to have a loss risk potential warranting risk transfer. •Contracts for Emergency ServicesExplanation: Following an assessment of an agency’s critical systems, “service-as-required” risk transfer contracts have been established with the service providers needed to repair, supplement, or replace a critical system during an emergency system loss. Established “service-as-required” risk transfer contracts must have a definite termination date. •Tracking Process for Risk Transfer RequirementsExplanation: Procedures have been established and personnel identified to ensure risk transfer contracts, proof of insurance, and additional insured endorsements are correct and current. •Permit CoordinationExplanation: To ensure the liability risk associated with a service provider’s work rest with the provider and not the agency, obtaining work permits is the sole responsibility of the service provider. •Risk Transfer Document RetentionExplanation: To facilitate legal defenses during any future litigation, risk transfer contracts, proofs of insurance, and additional insured endorsements are retained for at least ten years or in accordance with the agency’s record retention policies. Dig With Care: If you are digging within 24-inches of the outside diameter of the utility, you are required to utilize hand tools only. Any underground facilities that conflict with your excavation must be located with hand tools and protected before power equipment is used. If there is any damage, even a simple nick or cut to the facility, you must notify the affected utility of the damage, and you may contact 811 to report it as well as get contact numbers for the utility. 15 CONTRACTOR QUALIFICATION •Pre-Qualification Packet/ProgramExplanation: Utilize the Model Pre-Qualification Questionnaire to evaluate prospective contractors developed by the Department of Industrial Relations. •Insurance RequirementsExplanation: Verify the contractor has a commercial general liability insurance policy with a policy limit of at least $2,000,000 per occurrence and $4,000,000 aggregate. Verify that the contractor has a current workers’ compensation insurance policy as required by the Labor Code or is legally self-insured pursuant to Labor Code section 3700 et. seq. •Reference CheckExplanation: Contact the contractor’s references for the six most recently completed public works projects, and the three largest completed private projects within the last three years. •Bid Writing/Loss Prevention CoordinationExplanation: Include the requirement that the contractor will provide a copy of their Injury and Illness Prevention Program. As applicable, request copies of the contractor’s Trench and Shore Program, Traffic Control Program, Confined Space Program including a rescue plan, Electrical Safety Program including lockout/tagout, Asbestos Cement Pipe Program, and Hot Work Program. In addition, request documentation for employee certifications/licensing, i.e., OSHA 10, OSHA 30, Competent Person, welding, crane and crane operators, etc. Also, request copies of permits the contractor is required to obtain. •Pre-Job ReviewExplanation: Review documentation for employee certifications/licensing and equipment certifications. Provide a pre-job review with the contractor to identify any hazards the contractor may encounter at your facility or installation. This would include confined space exposures, electrical exposures, work to be done by other contractors, etc. •Post-Project EvaluationExplanation: After the conclusion of the project have a debriefing with the contractor to discuss: o What went well? o What did not go well? o Why did things happen? o What will they do differently and better next time? o How this information can be used? 16 THIRD-PARTY EXPOSURES - TRAFFIC CONTROL •Formal Templates DevelopedExplanation: Layouts based on best practices as found in the CA-MUTCD and actual conditions. •Encroachment Permits ObtainedExplanation: The developer and/or contractor obtain encroachment permits from the controlling authority before the start of work. •Controlling Agency CoordinationExplanation: Traffic control activities are coordinated with the controlling authority to avoid overlapping or redundant activities. •Inspection ProgramExplanation: During the duration of the work, the site will be subject to daily inspections to ensure that the traffic control is being implemented according to the traffic control plan. Daily inspections shall be conducted and documented to ensure compliance with safety standards (e.g., CA-MUTCD) and best practices. o Pre-work o Post break o Post lunch o As conditions warrant o Inspections and hazard corrections are documented •Trained Personnel and Qualified PersonExplanation: Flaggers shall be trained and qualified by the employer in the proper fundamentals of flagging before being assigned. The training shall be based on the CA-MUTCD and worksite conditions. o All workers are trained on how to work next to motor vehicle traffic in a way that minimizes their vulnerability. Workers having specific responsibilities should be trained in proper techniques, device usage, and placement. o A competent person, designated by the employer and knowledgeable in traffic control principles, conducts a hazard assessment for the worksite and job classifications in the activity area; ensures proper setup, tear down, and repositioning of the work zone; and makes the selection of the appropriate class of high-visibility garments and devices. •Equipment StorageExplanation: Traffic control devices are serviceable and stored neatly. Devices are inspected before setup and after work is completed. Inspections are documented and deficiencies corrected. Substandard equipment is removed from service, tagged, and repaired or properly disposed of. 17 Commitment to Excellence Program (C2E) Best Practices Infrastructure Program 18 INFRASTRUCTURE PROGRAM BEST PRACTICES Loss Reduction Focus Best Practices Menu WATERLINE FAILURE □Asset Identification□Valve Exercising/Flushing□Preventive Maintenance□H2O Loss Monitoring□Emergency Response SEWER BACKUP □Inspection – Lift station/Pipe□Inspections – Lift station□Inspections – Entire Sewer System□Lateral Responsibility□Preventive Maintenance□Asset Identification□Emergency Response □Rodent Control CANAL FAILURE/FLOODING □Operations□Inspection/Maintenance □Construction/Design □Vegetation/Weed Control THEFT/VANDALISM □Security/Alarms/Cameras□Equipment ID□Fencing/Enclosures FIRE □Hot Work□Controlled Burns□Defensible Space EQUIPMENT FAILURE □Electric Surge□Preventive Maintenance□Animals/Insects/Bugs□Lightning□Backup Equipment□Emergency Response UNMANNED AERIAL DEVICES (DRONES) □Planning and Coordination□Certified Operators□Drone Coverages 19 INFRASTRUCTURE PROGRAM BEST PRACTICES WATERLINE FAILURE •Asset IdentificationExplanation: To effectively maintain, provide emergency response, and mark for underground locations, agency assets must be adequately located and identified. Methods of identification could include current and correct maps, signage, GPS coordinates, or computer-generated locations. •Valve Exercising/FlushingExplanation: To ensure proper water delivery and valve operation during normal and emergency operations, a valve exercising and line flushing program should be established. AWWA recommends a frequency of annual flushing and valve actuation. •Preventive MaintenanceExplanation: A preventive maintenance and/or repair and replacement program should be established for agency distribution pipelines, pumps, valves, etc. Documentation should be maintained providing records for potential warranty and third-party claims. •H2O Loss MonitoringExplanation: A process should be established to monitor and identify distribution system water loss. Documentation should be maintained providing records for potential third-party claims (landslide, subsidence, water intrusion, etc.). •Emergency ResponseExplanation: Response procedures should provide the most rapid and effective response to infrastructure failures as possible, thereby protecting assets and reducing the value of potential claims. SEWER BACKUP •Inspections – Lift-StationsExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Inspect lift stations at least weekly. o Pump out and clean wet wells semi-annually. o Check valves semi-annually. o Inspect floats quarterly. o Inspect warning lights and alarm systems weekly. o Install hour meters on each motor. o Maintain motor hours, dates, and maintenance performed in a logbook. o Take amp and vibration readings monthly for each motor. o Inspect electrical motor control equipment annually. o Visually check fuel level, battery, and general conditions of the emergency generator weekly. o Run the backup generator unload quarterly. o Monitor the lift stations 24/7 via remote notification system such as a modem dialer, telemetry, or SCADA system. 20 •Inspections – Entire Sewer SystemExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Inspect the sewer system at least every 18 to 36 months. o Establish a FOG Program with all food service establishments (FSEs) including approval of grease control equipment (including location and size), establishing maintenance procedures for inspection and maintenance of FOG equipment, contracting with licensed and permitted grease handlers (including voucher program to track grease disposal methods), guaranteed “Right-to-Enter” for municipal agency inspectors, and accountability of FSEs for compliance through fines and fees for non-compliance with ordinance provisions. o Characterize “hot spots” by the cause of the operational problems (e.g., roots, FOG, structural issues). o Inspect “hot spots” more frequently based on customer service complaints, history of spills, or consulting engineering studies. o Establish a process for monitoring, documenting, and gauging inflows so lift stations and facilities have adequate staffing and monitoring during periods of heavy flow. o Visually monitor lines with TV cameras at least every 18 to 36 months. o Test sewer line connections during inspections and repair, as necessary. o Clean sewer lines when there is evidence of impeded flow. o Establish procedures to avoid an excess surge in downstream lines when line flushing or removing blockages. o Maintain a log, documenting when each line and manhole was inspected or repaired. o Review existing provisions related to backflow devices or other cross- connections. As a practice, an agency should revise “resolutions” or “policies” related to backflow devices or other cross connections to “ordinance” or “regulation.” •Laterals ResponsibilityExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Develop specifications for lateral installation. o Inspect laterals at the same time as mainline inspections. o Establish responsibility for inspection and maintenance of customers’ lateral from the building to the customer’s property line. •Asset IdentificationExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Establish a GIS Mapping System for sewer system infrastructure, including X-Y coordinates and depth and elevation. o Identify the type of pipe and age. o Establish Capital Improvement Program to repair or replace aging system components. 21 CANAL FAILURE/FLOODING •Emergency ResponseExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Establish Sanitary Sewer Reference and Emergency Contact List. o Identify and list all emergency cleanup or pumping equipment and where it is stored. o Establish storm system alert to assure flow can be managed. o Identify rapid response team for all sewer backups or sewer system breaches. o Identify Cleanup Contractors. •Rodent Control Explanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: Canal and levee breaches, overflows, and blockage result in flooding and property damage; resulting in major liability, water, and property losses. Rodent activity is the major cause. Control efforts may include: o Multi-method rodent mitigation plan or Standard Operating Guide (Fumigation, bait boxes, trapping, habitat modification, burrow modification). o Basic rodent mitigation training for staff. o Trapping (with permits) of beavers or other large rodents. o Regular reforming of canals/levees. o Frequent inspections for rodent activity and canal/levee damage. •OperationsExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Certain adjustments in operations can reduce the risk of canal breaks or overflows and minimize losses when they do occur. o Maintain lower water levels in canals to keep water away from upper part of canal where there is more rodent activity and reduce losses when washouts do occur. o Maintain consistent levels in canals to prevent rodent activity in the upper portion of canal bank. o Improve communication and scheduling with landowners to prevent overflows. o Lock gates and turnouts to prevent tampering or unauthorized use. o Keep emergency response personnel and equipment available to respond in a timely manner. o Develop procedures and maintain equipment for road closure due to washouts. 22 •Inspection MaintenanceExplanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Regular and frequent inspections can identify problems and canal sections needing work during the next maintenance season. o Perform and document inspections to discover problems before damage or loss occurs. o Perform inspections at the end of the water season to indicate problems and set priority for maintenance. •Construction/Design Explanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: o Canal and levee design and construction can reduce the risks of canal breaks o and overflow: o Use automated gates to maintain levels and reduce operator errors. o Use SCADA to monitor and control flow more effectively and detect blockages or washouts. o Use wide gradual sloped berms to reduce the effect of rodents, stabilize banks, and reduce damage by recreational activity. o Line earthen canals, especially problem areas to reduce washouts from erosion. o Reinforce berms/banks with heavy clay soil and sides of banks with rip rap. o Design to allow easy all-weather access to canals or other critical areas. o Raise the sides of banks to reduce the possibility of overflow. o Use long crested weirs to stabilize fluctuations in water heights. •Vegetation/Weed Control Explanation: The following would be considered when reviewing this element of the Infrastructure Program Best Practices: Controlling weeds can reduce blockage and maintain water delivery as follows: o Control aquatic weeds to prevent waterway blockage or pump damage/plugging. o Use chains, draglines, or other automated means of weed removal. o Eliminate weeds on banks/levees that obscure visible damage to make problems more visible during inspections. o Eliminate weeds to reduce cover or food to lower the populations of burrowing rodents. 23 THEFT/VANDALISM Applies to physical security and protection of critical infrastructure for water distribution, wastewater collection, treatment systems, and canal systems. To effectively draft guidelines, a utility should first complete a Vulnerability Assessment (VA) of its system. This VA should be completed in accordance with a generally accepted methodology such as the Risk Assessment Methodology for Water (RAMWTM ), the Vulnerability Self-Assessment Tool (VSAT TM ), or other acceptable methods. •Security/Alarms/CamerasExplanation: Security systems should be established to deter a threat or detect and delay the threat until the appropriate response force arrives. Security measures established should alert staff and protect the following: o System Structures and Critical Equipment o Water Quality Monitoring o Power and Wiring Systems Security decisions should be site and utility specific, and the measures implemented may include one or more of the following: o Physical Security (gates and fencing) o Alarms Systems (local and monitored) o Closed Circuit Television (fixed cameras) o Supervisory Control and Data Acquisition (SCADA) •Equipment IDExplanation: Marking leads to the recovery of stolen property. Maintaining an up-to-date property schedule, recording equipment descriptions/serial numbers, marking equipment so that if stolen, it can be traced back to the owner. If thieves know it can be traced, the equipment often becomes a less desirable target. The primary objective is to make accurate information on insured equipment accessible to law enforcement to significantly increase the recovery rate of stolen equipment. o In San Diego County, OAN numbers can be obtained from the Crime Prevention Unit, at the Vista Sheriff's Station at (760) 940-4564. They are coded by state and county and kept on file by law enforcement agencies throughout the county. o Businesses in Ventura County can apply for an Owner Applied Number by calling the Ventura County Sheriff’s Department, Rural Crime Unit, at 805-477-7029 or 805-477- 7000. •Fencing/EnclosuresExplanation: Site security, in conjunction with facility planning, design, and construction, is intended and should be installed and maintained to do the following: o Prevent unauthorized entry or exit by employees or others. o Provide easy observation of any individual(s) entering or leaving the site. Methods for placement may include one or more of the following measures: o Perimeter fencing o Secured entrances and gates o Restricted access areas o Access Control Systems o Visitor Control/Escort Policies 24 FIRE •Hot WorkExplanation: Advanced planning and safe work procedures help prevent workplace fires caused by hot work operations (e.g., welding, cutting, grinding, etc.). Whenever practicable, hot work operations should be performed in areas that are isolated and designated for such uses. Procedures should be implemented to protect life, health, and property from fire and the products of combustion, which might result from the use of welding and cutting equipment, open flames, and ignition sources. Following the procedures outlined in a Hot Work Permit system is of even greater importance when performing such work in areas not designed for open flames and sparks. These procedures should apply to Member agencies and contractors. •Controlled Burns Explanation: Member agencies should consider and use a “best management practice” for controlling weeds along ditch banks and canals, which is an alternative practice to open burning. Such practices may include the approved use of pesticides, mowing, or another open burn alternative. An agricultural burn permit may be issued by the local Air Pollution Control Agency after a determination is made that the alternative practices to open burning are infeasible for the site. Burning may be performed either by broadcast (in-situ) burning or by removing weeds from and piling adjacent to the bank if the materials are dry and stacked in a manner that promotes combustion. Before burning, weather conditions, smoke drift and density, traffic control, and fire control procedures should be considered and integrated into the burn planning process. •Controlling Agency CoordinationExplanation: Water utilities that have an urban-wildland fire threat should develop a water utility-specific emergency response coordination plan. The plan should be developed with the involvement and contribution of outside emergency response coordination partners including, but not limited to, local fire departments, cities/counties served, and local law enforcement. Once an agency-specific plan has been developed, it should be shared with those coordination partners involved in the process. •Defensible SpaceExplanation: Water utility infrastructure should be maintained with a “defensible space” to reduce the risk that fire will spread from the surroundings to the structures and provide firefighters access and a safer area to defend facilities. A primary goal is fuel elimination extending for at least 100 feet in all directions. A second concept of creating defensible space is "fuel reduction,” whereby plants are selectively thinned and pruned to reduce the combustible fuel mass of the remaining plants to break up the more continuous and denser uninterrupted layer of vegetation. The third concept of defensible space is “fuel ladder” management, where a typical separation is created of three times the height of the lower fuel to the next fuel ladder. Since wildfires burn faster uphill than on flat land, fuel ladder spacing may need to be greater for slopes. 25 EQUIPMENT FAILURE •Electric Surge Explanation: Surge protective devices (SPD) protect electrical equipment against over- voltages caused by lightning. In addition to lightning, several other disturbances can come in on the AC power lines and damage equipment. •Preventive MaintenanceExplanation: A preventive maintenance and/or repair and replacement program should be established for agency electrical transmission and distribution systems, main switchgear, sub-panels, pumps, and all electrical equipment. Documentation should be maintained providing records for potential warranty and insurance claims. •Animals/Insects/Bugs Explanation: Agency employees are exposed to numerous unexpected dangers daily from animals, insects, and rodents. Different hazards are faced by those in specific regions and even different climates. Risks can range from an allergic reaction, bee sting, or rattlesnake bite. •Lightning Explanation: The National Electrical Code (NEC) and CEC require certain grounding, bonding, and protection features that are intended to protect buildings and equipment against lightning damage. •Backup EquipmentExplanation: Establish an electrical emergency list to identify all required equipment with location sites and a rapid response team. •Emergency ResponseExplanation: Emergency response procedures should be established that provide the most rapid and effective response to electrical infrastructure failures as possible, thereby protecting assets and reducing the value of potential claims. 26 UNMANNED AERIAL DEVICES (DRONES) •Planning and CoordinationExplanation: The operation of any UAS on and over property owned and operated by the district shall follow all local, state, and federal regulations. When a drone weighs over 55 pounds, it shall be registered with the FAA and the district must obtain a Certificate of Authorization (COA) before use. The district should also ensure it identifies what the drone will be used for. o Develop operating procedures for the use of unmanned aerial systems (UAS)/drone-over areas owned and/or operated by the district. •Create a List of Prohibited ZonesExplanation: Ensure all airspace restrictions within the drone operation area(s) have been identified. This includes areas of emergency and rescue operations. Establish a process for obtaining permission to fly a drone over private property. o This should include district-restricted areas and locations where a drone (district-owned or others) is not allowed to fly. •Develop and Maintain a Maintenance and Inspection Program for a DroneExplanation: Create a procedure for periodic maintenance and inspection of a district’s drone. o Develop a tracking process to record all inspections, mechanical or technical issues,routine maintenance, and documentation of battery cycles and propeller changes. •Create a Flight Log to Document Drone OperationsExplanation: Each authorized UAS operator in your district should maintain a flight log. o Operators will log the date, flight time, and locations of all UAS deployments. An operator will also note case number, incident type, automated flight, or manual flight,and whether photo images or videos were captured during the flight. Ensure photosand/or video taken is cataloged and maintained for future reference. •Certified OperatorExplanation: Government agencies have two options for operating drones under 55 pounds. Fly under 14 CFR part 107, the small UAS rule. Part 107 allows the operation of drones or unmanned aircraft systems (UAS) under 55 pounds, at or below 400 feet above ground level (AGL), for visual line-of-sight operations only. Fly under the statutory requirements for public aircraft (49 U.S.C. §40102(a) and § 40125). Operate with a Certificate of Waiver or Authorization (COA) to be able to self-certify UAS and operators for flights performing governmental functions. Ensure drone(s) are registered with the FAA. •Ensure that Only a Licensed Drone Pilot Operates a DroneExplanation: To fly a district’s drone under the FAA's Small UAS Rule (Part 107), the District must obtain a Remote Pilot Certificate from the FAA. This certificate demonstrates that the district’s drone operator understands the regulations, operating requirements, and procedures for flying drones safely. o Certificate holders must pass a recurrent knowledge test every two years. 27 •Develop a Pre-Flight Checklist to Use Before Each FlightExplanation: A drone operator uses A preflight checklist to ensure safe and legal drone operations. Drone preflight checklists help fulfill compliance with drone regulations, such as those by the US Federal Aviation Administration (FAA). •Drone CoveragesExplanation: Information needed to procure property and general liability coverage including: o UAV/Drone Data: model/year built o ManufactureroValueoUAV launch method, e.g., airport runway, catapult, roads, field, vertical takeoff,etc.o How is aircraft controlled, e.g., no pilot, ground-based pilot, etc. o Proposed use of aircraft o Area of proposed operationsoMaintain the appropriate drone coverage to reduce liability and/or property lossexposure(s). Contact the JPIA’s Member Services Department for assistance. •Third Party Drone ServicesExplanation: A drone vendor should provide proper coverage, exemptions, and certified pilots to fly a drone at any of your properties. Vendors should have a flight operation manual available for your review and provide a pre-flight job hazard analysis before any flight. Any data obtained during a flight should be downloaded and given to your district. o When using a third-party vendor for drone services, ensure the appropriate risktransfer is in place. 28 Commitment to Excellence Program (C2E) Best Practices Employment Practices Program 29 EMPLOYMENT PRACTICES BEST PRACTICES Loss Reduction Focus Best Practices Menu Appropriate Documentation □Up-to-date handbook/MOU □Up-to-date job descriptions □Regular performance appraisals are given □Management procedures and policies are in place Effective Hiring □Uniform hiring process □Pre-employment physicals on all hires□Post-hiring process followed for all new staff □Background checks on all new hires Promoting Staff Development □Agency supports Leadership Training □Supervisor specific training□Regular performance feedback□Agency conducts Succession Planning Utilizing Professional Resources □Designated and trained Human Resources staff □Labor-specific counsel utilized□Involvement in HR professional organization(s) □JPIA resources utilized Effective Communication □Regular staff communication □Routine management meetings □Open door policy □Internal complaint procedure□Collaborative problem solving 30 EMPLOYMENT PRACTICES BEST PRACTICES APPROPRIATE DOCUMENTATION •Up-To-Date HandbookExplanation: The handbook contains information about agency policies and procedures. It should be developed and updated annually with the help of labor counsel. The key elements of a handbook are mission statement(s), introduction to employment, payroll administration, employee benefits, employee relations, safety, discrimination and harassment prevention, reporting, professional conduct, expense guidelines, office protocols, separation of employment, memorandum of understanding, and at-will language (if appropriate). The handbook is the final “say” when questions arise in the workplace. The handbook should be reviewed with employees on an annual basis and a signature page should be collected from each employee following the review. •Up-To-Date Job DescriptionsExplanation: A job description is developed for each position within the organization with input from employees. The purpose of the job description is to advise current and prospective employees as to what is expected in each job and to serve as a guideline for the delivery of quality service. It is also the foundational document to determine pre-employment requirements and is used as the basis for interactive discussions regarding job accommodation. The key elements of the job description are a definition/summary of the position, essential job functions, other duties, job standards/specifications, typical physical duties, environmental factors, desirable qualifications, license and/or certificate requirements, and a signature line. The job descriptions should be reviewed with employees and revised annually to reflect current job specifications. •Regular Performance Appraisals are GivenExplanation: Performance appraisals developed in alignment with job descriptions for all positions. When an employee is new to the position, the initial appraisal sets goals for the next 30, 60, and 90 days. The annual appraisal sets goals for the next year and reviews the progress in the achievement of goals and objectives for the past year. The mid-term appraisal is six months after the annual appraisal and is used to check the progress of achievement of goals and objectives, provide additional resources, and make course corrections. The feedback given is candid, honest, and with a true interest in the individual’s success. The appraisal process includes the employee’s acknowledgment on a signature page. •Management Procedures and Policies in PlaceExplanation: The purpose of human resource procedures and policies are to serve the organization, protect employees, and develop trustworthy relationships between management and staff. Some key elements of human resource procedures and policies are employee orientation to the organization, drug and alcohol policy, outside relations/media policy, injury and illness prevention program, return to work program, electronic equipment usage and communication policy, sexual harassment prevention policy, procedures, and training, workplace violence policy, and interactive process/ADA policy. Models of a handbook, various policies, procedures, sample job descriptions, and forms can be found on the ACWA JPIA’s website https://www.acwajpia.com/human- resources/. 31 EFFECTIVE HIRING •Uniform Hiring ProcessExplanation: As an “employer of choice” (a desirable place to work), a plan and budget must be set to attract the best-qualified applicants with the understanding that the process will take an investment of time. The beginning of the plan is updating or developing an ADA-compliant job description outlining the candidate to be hired. The JPIA’s Job Description Manual has complete details on the process including models for over 70 water agency positions. An enticing, non-discriminatory ad is placed on appropriate websites to attract a diversity of candidates. Resume review criteria are set for evaluators, ADA-compliant applications required, and job-related testing for all positions conducted. The structured interview process and questions are developed based on the job description including situational and behavioral questions. Rating criteria are set in advance and reviewed to determine appropriate selections. A willingness exists to start over if the right candidate is not found. •Pre-Employment Physicals on All HiresExplanation: Background checks are conducted for the selected candidate. Use of outside vendors for DMV, criminal, social security match, credit (when appropriate), etc. In-house staff (HR) or vendor contacts previous supervisors/employers (not references supplied) to obtain previous job history and performance. A consistent form or checklist is used. Pre-employment physicals are conducted on all candidates offered a position; only safety-sensitive positions require drug testing. •Post-Hiring Process Followed for All New StaffExplanation: Upon hire, a formal onboarding process is conducted to welcome new employees. Included are reviewing policies, procedures, and safety information, introduction to staff, explanation of necessary paperwork, and the new employee is allowed to ask questions. Managers determine training schedules and goals for 30, 60, and 90 days forward. Appointments are made to meet department managers and key staff to provide an overview of the organization. A hiring checklist is utilized to comply with the necessary requirements (I-9, DE-34, W-4, etc.). The Manager checks in weekly with new staff, formal follow-up discussions every 30 days. Models of hiring procedures and checklists, along with sample job descriptions and forms can be found on the ACWA JPIA’s website https://www.acwajpia.com/human- resources/ PROMOTING STAFF DEVELOPMENT •Organization Aligned to Support Staff DevelopmentExplanation: Senior management supports staff development as evident in allowing time to attend classes, conferences, webinars, etc.; senior management is role model by pursuing professional development themselves; staff development is stressed and permeates the culture of the organization which results in staff feeling valued and leads to better overall relationships, attitude, and engagement. Further training and additional alternatives are considered before a decision to terminate an employee based on performance. 32 •Agency Supports Leadership TrainingExplanation: Senior management supports staff development as evident in allowing time to attend classes, conferences, webinars, etc., senior management is the role model by pursuing professional development themselves, staff development is stressed and permeates the culture of the organization which results in staff feeling valued and leads to better overall relationships, attitude, and engagement. Further training and additional alternatives are considered before a decision to terminate an employee based on performance. •Supervisor Specific TrainingExplanation: Critical supervisor skills are present in all supervisors hired (communication, feedback, objectivity, invested in goals of the organization); supervisors not promoted from line staff position just because that job is well done; recognition that role of a supervisor requires additional/different skills for which specific training is provided. o New supervisors are given basic training (laws, agency policies, dealing with staff, giving feedback). o Annual training to update all supervisors on laws, techniques, etc. o Supervisors trained on coaching and giving feedback (experienced managers train others). o Enrollment/completion in the JPIA’s Professional Development Program – Supervisor Basics. o Utilize JPIA Lending Library to provide specific training needs. o Supervisors are required to discuss performance issues/actions with managerand HR prior to and following a conversation with the employee. •Regular Performance FeedbackExplanation: o Annual performance appraisals (with quarterly check-in). o Supervisors are confident in addressing performance issues, support with regular role plays, practice, coaching. o Supervisors provide regular positive feedback to all staff. o Supervisors are held accountable to meet with each staff person at least bi- monthly for check-in. o Supervisors are held accountable to solve employee performance issues. o Regular staff meetings are held to acknowledge team performance and share challenges. Models of a handbook, various policies, procedures, sample performance appraisals, and forms can be found on the ACWA JPIA’s website https://www.acwajpia.com/human- resources/. Also, information on JPIA Professional Certifications is available at https://www.acwajpia.com/training-2/. 33 UTILIZING PROFESSIONAL RESOURCES •Designated and Trained Human Resources StaffExplanation: There is a designated employee who is responsible for all Human Resource (HR) related tasks and identified as such throughout the organization. The HR designee has a professional certification through a national organization or local college. Examples are SHRM (Society for Human Resource Management): PHR (Professional in Human Resources), SPHR (Senior Professional in Human Resources), and CA (California specific). IPMA (International Public Management Association, all public entity): IPMA-HR (certified professional). HR specific training is current and ongoing. •Labor Specific Counsel UtilizedExplanation: Member has contact information and utilizes the services of an attorney or law firm that has a practice focused on Labor and Employment Law. It is recommended that the attorney or firm be a member of the California State Bar Labor and Employment Section. •Involvement in Professional Human Resources Organization(s)Explanation: Human Resource designee has or is in the process of obtaining the ACWA JPIA Human Resource Certification, which is specific to water agencies. In addition, the HR responsible employee belongs to professional and/or local organizations dedicated to providing ongoing HR training and updates and subscribes to HR-specific publications that provide regular guidance and updates. •JPIA Resources UtilizedExplanation: The designee is familiar with the JPIA Employment Hotline. The designee participates in local HR training provided by the JPIA or other organizations. Information on JPIA Professional Certifications is available at www.acwajpia.com/Training.aspx. 34 EFFECTIVE COMMUNICATION •Regular Staff CommunicationExplanation: Communication with staff at all levels is imperative to accomplishment of the organization’s goals and objectives. A few examples of effective communication mechanisms are tailgate meetings, major project kickoff meetings, luncheon briefings on current topic or issue, monthly all staff question and answer meeting, employee newsletter and virtual briefings as needed. •Routine Management MeetingsExplanation: Routine management meetings with staff are used to determine the status of projects, whether additional resources are needed to complete the project, providing feedback to project members, administering course correction, and obtaining information to report to senior management. •Open Door PolicyExplanation: Regular practice of communication policy in which management leaves their door “open” to encourage openness and transparency with employees of the agency. The key components of an open-door policy are that it fosters discussion between employees of all levels, encourages employees to ask questions and make suggestions for development, and addresses problems or concerns. It is included in the handbook, stressed at all levels through meetings and one-on-one, understood and modeled by all managers/supervisors, and is an expectation of all supervisors. •Internal Complaint ProcedureExplanation: The development of an internal complaint procedure is necessary to resolve issues between members of an organization. It can be a formal and/or informal procedure that includes a method to report issues, documentation requirements, consideration of evidence, and possible outcomes – counseling, formal apology, dismissal, etc. •Collaborative Problem SolvingExplanation: The process requires sharing perspectives, defining issues, identifying interests, and generating options, develop a fair standard or objective criteria to decide a win-win, an expectation of all employees is listed in the handbook, tools are provided, training to encourage problem solving for staff, supervisors are trained on facilitating the problem-solving process between two employees. 35 Commitment to Excellence Program (C2E) Best Practices Ergonomics and Falls Program 36 ERGONOMICS/FALLS PROGRAM BEST PRACTICES (Ergonomics) Loss Reduction Focus Best Practices Menu Ergonomic Program □Written program with periodic review □Included in new employee orientation (NEO) □Office/field evaluations□Evaluations performed internally □Responsible person identified Ergonomic Training □Provided to all employees and on-going □Provided during new employee orientation (NEO) □Provided to temporary workers □In-house trainer(s)□VectorSolutions usage Ergonomic Operations Equipment* □Tools, equipment, and resources obtained □Quantity and availability □Mechanical assistance □Workstations□Personal protective equipment (PPE) □H.R. LaBounty Safety Award participation 37 ERGONOMICS/FALLS PROGRAM BEST PRACTICES (Ergonomics) ERGONOMIC PROGRAM •Written Ergonomic ProgramExplanation: A written Ergonomic Program should be established addressing the goals of ergonomic risk reduction and the responsibilities of management and employees. Ergonomic Program elements could include the following guidance: The purpose of an ergonomics program is to apply ergonomic principles to the workplace; to reduce the number and severity of musculoskeletal disorders (MSDs), decrease workers’ compensation claims, and where possible, increase productivity, quality, and efficiency. An ergonomically sound work environment maximizes employee comfort while minimizing the risk of undue physical stress. MSDs are also known by several other names including: •CTDs (cumulative trauma disorders) •RSIs (repetitive stress or repetitive strain injuries) •RMIs (repetitive motion injuries) •Overuse syndrome A proactive approach focuses on making changes when risks have already been identified, as well as incorporating ergonomics into the design phase of a new facility or process, purchasing new equipment or tools, and contemplation of scheduling changes. Every employer should implement a program that includes the following components: Management Leadership - Management is committed to the ergonomics process. Management supports the efforts of the Ergonomics Program Coordinator and the Ergonomics Committee, by pledging financial and philosophical support for the identification and control of ergonomic risk factors. Management will support an effective MSD reporting system and will respond promptly to reports. Management will regularly communicate with employees about the program. Employee Participation - Employees will be solicited for their input and assistance with identifying ergonomic risk factors, worksite evaluations, development, and implementation of controls, and training. Identification of Problem Jobs - Collecting data that identify injury and illness trends is called surveillance. Surveillance can be either passive or active. Conducting a records review is an example of passive surveillance, which looks at existing data such as Cal/OSHA logs, workers’ compensation claims, trips to the medical facility, and absentee records. Active surveillance uses observations, interviews, surveys, questionnaires, checklists, and formal worksite evaluation tools, to identify specific high-risk activities. An employer should use both passive and active surveillance to identify problem jobs. •Included in New Employee Orientation (NEO) Explanation: A written Ergonomic Program should be reviewed with new hires during the NEO. 38 •Office/Field EvaluationsExplanation: Both office and field activities should be evaluated to determine ways the factors that contribute to musculoskeletal pain and injuries (awkward posture, forceful exertion, pressure points, repetitive motion, and falls) can be reduced or eliminated. Actions should be taken or planned that address problematic conditions and actions discovered during evaluations. •Evaluations Performed InternallyExplanation: Since work conditions may change at any time based on job requirements or changing physical conditions of the workplace or personnel, basic ergonomic evaluations of office and field activities should be accomplished primarily by agency supervisory staff as required by the Ergonomic Program. Reliance on outside sources for ergonomic evaluations should be secondary to the day-to-day supervisory responsibility of overseeing that element of personnel actions and ensuring the existence of a safe work environment. •Responsible Person IdentifiedExplanation: Senior management should authorize a “responsible person” to ensure the agency’s Ergonomic Program is understood by all personnel and implemented. ERGONOMIC TRAINING •Provided To All Employees and Is On-GoingExplanation: All agency employees should be trained on the purpose of the Ergonomic Program and should understand the factors contributing to ergonomic injuries and the actions that can mitigate or eliminate those factors. Ergonomic training should occur periodically. At least every three years is suggested. •Provided During New Employee Orientation (NEO)Explanation: New employees should be trained on the purpose of the Ergonomic Program and should understand the factors contributing to ergonomic injuries and the actions that can mitigate or eliminate those factors. Training should occur within the first 2-3 weeks of employment. Classroom or online training can be employed. The goal should be to, at the beginning of employment, impress upon the new employee the agency’s commitment to preventing ergonomic-related injuries. •Provided to Temporary Workers and VolunteersExplanation: Temporary workers and volunteers should be trained on the purpose of the agency’s Ergonomic Program and should understand the factors contributing to ergonomic injuries and the actions that can mitigate or eliminate those factors. Training should occur within the first 2-3 weeks of employment. Classroom or online training can be employed. The goal should be to, at the beginning of employment, impress upon the new employee the agency’s commitment to preventing ergonomic-related injuries. 39 ERGONOMIC OPERATIONS EQUIPMENT •Tools, Equipment, and Resources ObtainedExplanation: Engineering controls are the preferred method of controlling ergonomic stresses since the primary focus of ergonomic hazard abatement is to make the job fit the person, not force the person to fit the job. o Tasks performed by the employee in the performance of his/her responsibilities shall be designed to prevent extreme postures, repetitive motion, excessive force, and static work. o Tools used in the performance of assigned tasks shall be designed to prevent or reduce chronic muscle contraction, awkward finger, hand, and arm positions, repetitive forceful motions, vibration, and excessive gripping, pinching, or pressing with the hand and fingers. •Quantity and AvailabilityExplanation: A suitable quantity of serviceable ergonomic tools and equipment is available to ensure worker exposure to potential ergonomic injury is not increased. Workers are afforded time to bring the equipment to job sites and not perform operations if agency-owned/leased equipment is being utilized elsewhere. Whenever possible, ergonomic equipment availability is a consideration for scheduling operations and maintenance jobs. •Mechanical AssistanceExplanation: Mechanical lifting devices (e.g., cranes, lifts, hoists, etc.) are provided where practical to eliminate injuries from strains and overexertion. Portable equipment is installed with casters and lift points to ease movement. •In-House Trainers(s)Explanation: Since the makeup of the workforce may change at any time based on job requirements or changing physical conditions of the workplace or personnel, basic ergonomic evaluations of office and field activities should be accomplished primarily by agency supervisory staff as required by the Ergonomic Program. Reliance on outside sources for ergonomic evaluations should be secondary to the day-to-day supervisory responsibility of overseeing that element of personnel actions and ensuring the existence of a safe work environment. •VectorSolutions UsageExplanation: The online ergonomic training provided by VectorSolutions provides an opportunity for agency personnel to learn about and review ways to reduce or eliminate the musculoskeletal pain associated with the job tasks they perform. The advantage of this form of training is that educational opportunities can match the availability of agency personnel. 40 •WorkstationsExplanation: A workstation outfitted with the proper furniture and equipment can lead to a more comfortable and safer work environment. Ergonomic injuries occur at workstations due to reaching, bending, awkward postures, and applying pressure or force. If workstations are designed properly, most ergonomic hazards can be reduced if not eliminated. o Workstations are designed to accommodate the person who works at a given station and not for an average or typical employee. o Workstations are designed so the station can be adjusted easily to accommodate the employee assigned to the station, and the equipment used at the station shall be designed for that purpose. o The workstation is sized to allow for the full range of movements required to perform assigned tasks. •Personal Protective Equipment (PPE)Explanation: PPE should be used as the principal means of control only as a last resort when neither engineering nor administrative controls are possible, or in the event of emergencies. It is considered the least effective form of control. PPE does not eliminate the hazard or reduce the time of exposure. PPE simply reduces the amount of hazardous exposure by placing a barrier between the hazard and the worker. PPE should be selected with ergonomic stressors in mind. It should not contribute to extreme postures and excessive forces. PPE such as vibration attenuating gloves, knee pads, floor padding, clothing, or equipment designed for the intended purpose should be provided, as warranted. Employees using PPE should be first trained in the equipment’s use and care. Note: Braces, splints, and back belts are not considered personal protective equipment and when used, shall be at the direction and under the supervision of the employee’s treating physician. 41 ERGONOMICS/FALLS PROGRAM BEST PRACTICES (Falls) Loss Reduction Focus Best Practices Menu Work Environment □Housekeeping □Work area debris management □Worksite access□Lighting □Footwear/boots □Guardrails/walkways Fall Protection □Fall prevention/arrest systems Personal Protective Equipment (PPE) □Ladders/stairs/ramps □Climbing systems □Maintenance and storage Fall Protection Training □Training for all personnel □PPE maintenance and inspection training □VectorSolutions usage 42 ERGONOMICS/FALLS PROGRAM BEST PRACTICES (Falls) WORK ENVIRONMENT •HousekeepingExplanation: One finds that many of the tasks are repetitive such as buffing, vacuuming, emptying garbage, tidying, dusting, and sweeping floors. People carry or move trash and debris every day. It is easy to see that many of the injury types are directly related to the tasks performed in housekeeping operations. Ergonomics is the practice of designing equipment and work tasks to conform to the capability of the worker. It provides a means for adjusting the work environment and work practices to prevent injuries before they occur. The goal of ergonomics is to fit the work to the worker. Effective ergonomic design provides workstations, tools, and equipment that is comfortable and efficient for the worker to use. It also creates healthy work environments, and it reorganizes the work process to control or eliminate hazards. •Work Area Debris ManagementExplanation: The primary goal of the worksite evaluation is to ensure a safe and healthy work environment by identifying and evaluating potential hazards. Routine site safety and health inspections are designed to catch missed debris hazards. Inspections should be done at regular intervals, every week. In addition, procedures should be established that provides a daily inspection of the work area. •Worksite AccessExplanation: Site access inspections should be used to improve hazard prevention as follows: o Inspections should cover every part of the worksite o They should be done at regular intervals o In-house inspectors should be trained to recognize and control hazards o Identified hazards should be tracked for correction You can use checklists already developed or make your own based on the following: o Past problems o Standards that apply to your industry o Input from everyone involved o Agency safety practices or rules •LightingExplanation: Common office lighting can often create a great deal of eyestrain by making your computer monitor difficult to see. Adjust your shades or lights as much as you can to reduce glare and position your monitor at such an angle that reflection is reduced. It can be helpful to keep overhead lights dimmed and use a desk lamp for close work. 43 FALL PROTECTION PERSONAL PROTECTIVE EQUIPMENT (PPE) •Footwear/BootsExplanation: o Only approved footwear shall be worn. (CCR 8: Section 3285) o Footwear should be maintained in good condition and replaced as needed. o Footwear should be slip-resistant and oil resistant. o Footwear should have steel or composite toes when working near equipment or heavy loads to prevent crushing. o A boot replacement program should be in place to assist employees in purchasing costs. •Guardrails/WalkwaysExplanation: o Open elevated platforms above 30 inches shall be protected by guardrails on all sides. (CCR 8: 3210) o Temporary and permanent guardrails construction shall meet Cal/OSHA standards. (CCR 8: Sections 1620,1621 3209, and 3210) •Fall Protection/Arrest systemsExplanation: o When guardrails are not present, fall restraints or arrest systems shall be used to prevent falls when working above 7 1/2-foot elevations. (CCR 8: Section 1670) o Equipment shall be inspected before use and by a competent person at least annually, and at other periods recommended by the manufacturer and documented. Damaged equipment shall be removed from service. o Employees shall be trained in the use, maintenance, and inspection of the equipment. o Body belts may not be used except as a positioning device. o A fall rescue plan should be in place. •Ladders/Stairs/RampsExplanation: o Portable ladders shall meet Cal/OSHA standards. (CCR 8: Section 3276) Fixed ladders, cages, and platforms shall meet Cal/OSHA standards. (CCR 8: Section 3277) o Ladders should be inspected daily by a competent person and documented. o Ladders shall be used in an approved manner. (CCR 8: Sections 3276 (e) (15), and 3278) o Damaged/unsafe ladders should be repaired or removed from service. o Only appropriate ladders shall be used for the job. o Training shall be provided in ladder use and safety and documented. o Ramps should meet specifications set forth in Cal/OSHA standards. (CCR 8: Sections 3232 and 3233) o Stairs should meet specifications set forth in Cal/OSHA standards. (CCR 8: Section 3234) o Stair rails should meet specifications set forth in Cal/OSHA standards. (CCR 8: Section 3214) 44 FALL PROTECTION TRAINING •Training For All PersonnelExplanation: Falls can be prevented when employees understand the proper setup and safe use of equipment. Employers must train workers in hazard recognition and the care and safe use of equipment such as ladders, scaffolds, and fall protection systems. •Ladder Safety: Employees must be trained to properly use a ladder including the following safetymeasures: o Maintain three points of contact o Place the ladder on level footing o Always face the ladder o Secure the ladder by locking the metal braces at the center of the ladder o Do not overreach o Do not walk the ladder •Scaffold Safety: Employees must be trained to safely set up and use scaffolds: o During setup: fully plank scaffolds, complete all guardrails, ensure stable footing, and plumb and level o Ensure proper access to scaffolds o A competent person must inspect the scaffold before use o Do not climb over cross braces o Do not stand on guardrails o Do not use a ladder on a scaffold •Climbing SystemsExplanation: o Ladder Safety Systems(fall protection) may be used on tower, water tank, and chimney ladders over 20 feet in unbroken length in lieu of cage protection. No landing platform shall be required. o All ladder safety systems shall meet the design requirements of the ladders which they serve. (CCR 8: Subsection c) o Training shall be provided in use and safety of such devices and documented. •Maintenance and StorageExplanation: o Equipment shall be maintained in a safe condition and stored per manufacturer recommendations and readily accessible by authorized persons. o Equipment shall be stored so it will be protected from sunlight and other damage. 45 •Roof Safety: Employees must be trained to avoid fall hazards on a roof and properly use fallprotection equipment: o Make sure your harness fits and is not defective when using PFAS o Always stay connected/tie off o Ensure that all anchor points are safe o Protect all holes, openings, and skylights o Do not sit or walk on skylights or other opening •PPE Maintenance and Inspection TrainingExplanation: Worker trauma from falls from elevated work surfaces can be minimized by the proper selection and use of personal fall protection systems. To provide effective protection, these systems must be properly maintained and inspected. Maintenance of Fall Equipment: Basic care of all safety equipment will prolong the durable life of the unit and will contribute toward the performance of its vital safety function. Proper storage and maintenance after use are as important as cleaning the equipment of dirt, corrosives, or contaminants. Storage areas should be clean, dry, and free of exposure to fumes or corrosive elements. Inspection of Fall Equipment. All fall protection and work positioning equipment must be inspected before use each day and cannot be used if any defects are present. The best practice is to inspect the equipment before each use, rather than only once daily. Inspections include visual examination of harnesses, lifelines and lanyards, snap hooks and D-rings, and rescue equipment. Deficient equipment should be tagged, removed from service, and replaced or properly destroyed to prevent further use. •VectorSolutions UsageExplanation: VectorSolutions is an online resource offered to JPIA member agencies as part of their coverage. This resource offers a means to provide a wide variety of training courses to accommodate new employees, staff that cannot attend classroom training, and on-demand refresher training. The following modules are suggested for addressing fall protection awareness. o Water Industry Slips, Trips, and Falls Prevention o Water Industry Fall Protection 46 ERGONOMICS/FALLS/CLAIMS PROGRAM BEST PRACTICES (Claims) Loss Reduction Focus Best Practices Menu Claims Reporting □Written procedures □Primary and backup responsible persons □Timely reporting to JPIA □Staff, NEO, training Job Descriptions □Physical requirements are identified and updated periodically.□Pre-employment post-offer physicals □Considered in Return-To-Work Program Return To Work Program (RTWP) □Formal program with periodic review □Return-to-work team □Fit-for-duty exams (not for WC claims) □Temporary duty focus 47 ERGONOMICS/FALLS PROGRAM BEST PRACTICES (Claims) CLAIMS REPORTING •Written ProceduresExplanation: To ensure loss claims are reported in a manner that facilitates prompt and accurate claims management and injury/illness care, written procedures should be developed and made available describing how to report claims to the JPIA or other claims administrators. At a minimum, the following should be identified in the reporting procedures: o Who is authorized to report a claim to the JPIA or other claims administrator o Who is responsible for identifying a claim to the agency’s authorized claims reporter o The contact information for the administrating agency (name, phone number, email, etc.) o The forms to be used to document and report a claim o The primary and secondary methods of reporting (telephonic, fax, email, etc.) o Time requirements for reporting claims •Primary and Back-Up Responsible PersonsExplanation: To avoid late claims reporting, primary and secondary (backup) personnel should be trained in reporting requirements and assigned the duties of reporting claims for the agency. At least one of the assigned reporting personnel should be present at the agency during business hours to report claims. After-hour duty reporting procedures should also be established. •Timely Reporting to JPIAExplanation: To ensure claims can be acted upon as quickly as possible, and within the reporting timeframe established by law or regulation, reporting timeframes must be identified and understood by authorized claims reporters and supervisors. •Staff and NEO TrainingExplanation: For the agency’s claims reporting to be effective; claims reporting personnel, supervisors, and employees must be trained in the reporting procedures and the responsibilities each has according to those procedures. Claims reporting procedures training should be included in new employee orientation (NEO). JOB DESCRIPTIONS •Physical Requirements Identified and Updated PeriodicallyExplanation: The physical requirements of the job including carrying or lifting requirements should be included in the job description. A best practice is carrying or lifting up to 50 pounds. Job descriptions should be reviewed periodically to ensure job functions and physical requirements are up to date. Job descriptions that include the physical requirements provide physicians the information needed when conducting pre-employment physical and fit-for-duty examinations. 48 RETURN TO WORK PROGRAM (RTWP) •Formal Program with Periodic ReviewExplanation: A formal RTWP should be established to provide, whenever possible, employees with performance-limiting injuries or illnesses the opportunity to be productive and heal faster. A RTWP accommodates temporary work restrictions and should typically not exceed 90 calendar days. If an injured worker will not reach full duty within 90 days, an agency’s Human Resources staff should contact the JPIA’s Workers’ Compensation Claims Examiner to discuss an alternative plan of action or other worker accommodations. The agency’s RTWP should be explained to all personnel. The structure and procedures of the RTWP should be reviewed periodically. The purpose and value of the RTWP to employees and the agency should be reviewed with all personnel periodically. o A Supervisor’s Guide to Managing Ill and Injured Employees in the Workplace (online training) should be mandatory reading for all managers and supervisors. •Return-To-Work TeamExplanation: As part of the RTWP, a Return-to-Work Team should be established to consider developing and offering a transitional duty (limited duty) position to personnel with temporary performance-limiting injuries or illnesses. The team should consist of supervisory staff knowledgeable of agency job descriptions and RTWP procedures and authorized to offer transitional duty to personnel with temporary performance-limiting injuries or illnesses when deemed practical. •Fit-For-Duty Exams (Not for WC Claims)Explanation: Fit-for-duty exams should not be provided for personnel having work limitations resulting from work-related injuries or illnesses since the Workers’ Compensation Program will evaluate the capability of such individuals. Fit-for-duty can, however, be used at the discretion of the agency to determine the potential for transitional duty to be offered to an employee with temporary non-work related and injury or illness limitations. •Temporary Duty FocusExplanation: The focus of the RTWP should be on offering temporary transitional duty to personnel with temporary (not permanent) physical work limitations. Transitional duty should not become a long-term accommodation for a physical limitation. Transitional duty job descriptions should be reviewed and modified as the injured/ill employee’s condition improves. •Pre-Employment Post-Offer PhysicalsExplanation: Pre-employment post-offer physicals should be conducted for all potential employees using job descriptions indicating the functional and physical requirements of the job. •Considered in RTWPExplanation: Job descriptions indicating the functional and physical requirements should be considered in a Return-To-Work Program (RTWP) when determining the availability of transitional duty jobs for personnel with temporary performance-limiting injuries or illnesses. 49 Commitment to Excellence Program (C2E) Best Practices Wildfire Prevention 50 WILDFIRE PREVENTION BEST PRACTICES Loss Reduction Focus Best Practices Menu Planning, Coordination, and Communication □Develop an emergency Wildfire EmergencyResponse Plan (ERP).□Per SB 901 definition, establish and maintaincurrent Wildfire Mitigation Plans, if required.□Identify major water connections, interties, andpriority water customers to minimize loss ofwater supply, quality, and/or system pressure.□Maintain emergency preparedness/responseequipment, communications, and suppliesincluding shelter-in-place is available foremployees.□Participate in Mutual Aid groups such as thestate’s Water/Wastewater Agency ResponseNetwork (WARN) or local/regional agencyresponse network.□Identify essential personnel and emergencyresponse team members who are provided withID/access credentials.□Practice Incident Command System (ICS)activation of utility Emergency Operations Center(EOC).□Ensure a representative of the utility to thelocal/region Incident Command Post or EOC.□Periodically test emergency communicationsplans and equipment. Staff Training □Conduct training, briefing, and exercises forwildfire preparedness, response, and recoveryprocedures, including SEMS/NIMS training.□Ensure essential personnel and emergencyresponse team members are trained to performcritical duties and complete the appropriateSEMS/NIMS courses.□Maintain copies of staff SEM/NIMS trainingrecords. 51 Facility Protection and Readiness □Create a zone of defensible space around sites,wellheads, structures, etc.□Determine if emergency generators are needed topower facilities. Confirm and document generatorconnection type, capacity load, and fuel consumption. □Ensure generators, backup equipment, and facilitysystems are in working order.□Be aware of Public Safety Power Shutoff (PSPS)guidelines for a planned or emergency power outage fora long duration and a wide expanse. Establishprocedures to be notified and have contact with theelectric provider for power outage duration estimates. Response and Recovery □Maintain and inventory extra equipment and supplies toshelter-in-place. Ensure proper safety gear is availablefor field employees.□Activate communication procedures with essential andnon-essential personnel and ratepayer/public as to work,operational status, and water quality.□Once the wildfire is contained, inspect the system fordamage and operational status. Document all damageassessments to start an insurance claim and/or FEMAreimbursement process.□Develop an after-action/corrective action report. Adjustthe budget or set aside funding for future emergencies. WILDFIRE PREVENTION BEST PRACTICES 52 WILDFIRE PREVENTION BEST PRACTICES •Planning, Coordination, and CommunicationReview and update members’ emergency Wildfire Emergency Response Plan (ERP), includingcontingency plans for maintaining system operations. Explanation: Disasters/emergencies that are likely to occur in the water system’s service area should be addressed, including but not limited to wildfires, earthquakes, water outages due to loss of power, localized flooding, water contamination, and acts of sabotage. A wildfire is any instance of uncontrolled burning in grasslands, brush, woodlands, or urban interface. Wildfires can be caused by lightning, human carelessness, or arson. Wildfires often begin unnoticed, spread quickly, and present a direct risk to property and infrastructure, in addition to potential degradation of the water supply. Specific impacts to drinking water and wastewater utilities may include infrastructure damage to the facility or distribution system due to proximity to the fire or firefighting activities. •For agencies that meet the SB 901 definition, establish, and maintain current WildfireMitigation Plans assessing their level of wildfire risk and providing plans for wildfire riskreduction. Explanation: With SB 901, California has taken a comprehensive approach to mitigate and create greater resilience against wildfire risks. A key element of SB 901 is in the provisions of the California Public Utilities Code (PUC) Section 8386, which requires electric utilities to develop annual wildfire mitigation plans (WMPs) to prevent, combat, and respond to wildfires within their service territories. Under PUC 8386(c), utilities must include in their WMPs statutorily prescribed content addressing a list of specific issues. •Identify major water connections, interties, and priority water customers to minimize loss ofwater supply, quality, and/or system pressure, especially related to fire protection andfirefighting efforts. Explanation: Identify priority water customers (e.g., hospitals), obtain their emergency contact information, map their locations, and develop a plan to restore those customers first, in case of water service disruptions. Staff will, as quickly and safely as possible, determine the status of operations, assess damage to water system facilities, provide logistics for emergency repairs, and monitor the progress of repairs and restoration efforts. Prepare the customer service personnel to receive incoming calls from customers during an emergency to have information readily available to provide helpful guidance. Consider how or where to move water with no power. Prioritize facilities. Locate and exercise valves so they may be used when called upon. Locate single points of failure and determine how to mitigate such vulnerabilities. Prioritize sources, treatment, facilities, resources, and essential functions under the conditions of extended power outages and wildfires. Establish critical personnel shift schedules so they can be implemented when needed. 53 •Maintain emergency preparedness/response equipment, communications and suppliesincluding shelter-in-place is available for employees. Explanation: Necessary supplies and safety gear should be stocked before an emergency event. These supplies will allow staff to focus on necessary tasks to maintain and operate critical assets. It may be necessary in an emergency that staff shelter in place. After an event, it will be difficult to get necessary supplies, stocking these supplies allows time for an EOC to be activated and respond to operational needs. It should be determined in an emergency response plan what supplies will be needed for critical activities. Some supplies may have an expiration date and need to be replaced at appropriate times. It is important to establish an inspection procedure to ensure that no supplies reach their expiration date. Common supplies are water, food, battery-powered NOAA Weather Radio, batteries, flashlights, first aid kit, and N95 respirators. Communication with key staff will be critical. It is important to consider if cell phones will be operational during an emergency. The system could be overloaded, or a cell tower could burn down, making it impossible to contact staff. It is recommended to contact your County Office of Emergency Services (OES) to discuss the Agency’s communication options during emergencies. •Participate in mutual aid groups such as the State’s Water/Wastewater Agency ResponseNetwork (WARN) or local/regional agency response network. Explanation: The mission of the California Water/Wastewater Agency Response Network (CalWARN) is to support and promote statewide emergency preparedness, disaster response, and mutual assistance processes for public and private water and wastewater utilities. CalWARN’s mutual assistance program is consistent with other statewide mutual aid programs, the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS). Each county has an Office of Emergency Services (OES). Each County OES coordinates the overall Sacramento Countywide response to large scale incidents and disasters. Each County OES is responsible for alerting and notifying appropriate agencies when disaster strikes, coordinating all agencies that respond, ensuring resources are available and mobilized in times of disaster, developing plans and procedures in response to and recovery from disasters, and developing and providing preparedness materials for the public. •Identify essential personnel and emergency response team members are provided withID/access credentials. Explanation: It is vital to pre-identify essential personnel before an emergency, but also cross-train personal on critical duties. During an emergency, some staff may not be available during an event. For this reason, it is helpful to have step-by- step checklists for critical positions and operations during emergency response. These checklists should be reviewed by essential personnel and part of an annual incident response training exercise. Pre-identified personnel and checklists should be included in the agency's written Emergency Operations Plan. 54 Essential personnel should be issued ID that identifies them as essential workers. This notifies emergency services personnel that the agency has critical assets in the area, and they should be allowed access to restricted areas. A contact number should be included on the ID for verification. Example ID Badge •Practice Incident Command System (ICS) activation of utility Emergency Operations Center(EOC). Explanation: An EOC is not an on-scene incident command post (ICP) where the focus is on tactics to deal with the immediate situation. An EOC supports the on-scene activities through the prioritization of tasks and the allocation of available resources. A major function within the EOC is communications between the emergency response operations team, finance team, communications team, and agency management. A utility’s Emergency Operations Center (EOC) should be activated whenever there is a major incident that causes significant property damage, potential or actual business disruption, or has the potential to cause a significant impact on the business. Chain of command and lines of authority should be predesignated identifying whom and when an EOC can and should be activated. •Ensure a representative of the utility to the local/regional Incident Command Post or EOC. Explanation: A member agency shall identify qualified staff to represent the member in local or county OES. This interface is vital to receive and give up-to-date information related to the emergency. This is the most effective way for members to stay informed and understand how an emergency may affect the agency. It is strongly advised that agencies develop these relationships before an emergency. 55 Periodically test emergency communications plans and equipment. Explanation: During non-emergencies, a communication plan and equipment should be in a constant state of readiness. This is achieved through regular testing and evaluation. To ensure the equipment will operate during a drill or emergency a schedule of communication equipment with inspection timeframes and frequency testing should be maintained. STAFF TRAINING •Conduct training, briefing, and exercises for wildfire preparedness, response, and recoveryprocedures. Emergency response staff will complete SEMS G-606, appropriate NIMScourses, and maintain training records. Explanation: Training staff on how to prepare, respond, and recover from wildfires are critical when managing fire emergencies. These actions are collectively known as Emergency/Incident Management. In 1993, the State of California created the Standardized Emergency Management System (SEMS) to respond to emergencies within the state of California. In 2004, the federal government established the National Incident Management System (NIMS) to address nationwide emergencies. Both systems utilize the Incident Command System (ICS), and Emergency Operations Center (EOC) to respond to incidents. The ICS has staff position titles and corresponding duties. Understanding and applying the ICS organizational structure and procedures enables an agency’s emergency response personnel to work safely together to take control of a critical incident. It can also assist organizations to manage the aftermath of a critical incident effectively and efficiently. Training in both models is necessary to understand how they work together and are required to be eligible for reimbursement of response-related costs. Cal OES provides no-cost training for SEMS, while FEMA provides no-cost training on NIMS. It is recommended that all employees attend a SEMS Introduction (SEMS G606) Online Course, and management and supervisory staff attend FEMA’s ICS-100: Introduction to the Incident Command System, and IS-700: National Incident Management System, An Introduction. As part of the SEMS/NIMS training, agencies shall conduct an annual tabletop exercise on incident response to familiarize themselves with the functions of the ICS and EOC in preparation for future events. Agencies are also required by Cal/OSHA standard 5141.1 Protection from Wildfire Smoke to train staff on the harmful effects and mitigation of wildfire smoke. 56 FACILITIES PROTECTION AND READINESS •Create a zone of defensible space around sites, wellheads, structures, etc. Explanation: Defensible space refers to the area surrounding a building that is mitigated to protect it from wildfires. Along with the quality of a building’s roofing material, adequate defensible space is one of the most important factors in determining a building’s ability to survive a wildfire. The defensible space is made up of two zones totaling at least 100 feet from the building. The creation and maintenance of defensible space, when possible, can greatly reduce the fire risk to a facility. Members are encouraged to check with their city and/or country specifics on defensible space. •Determine if emergency generators are needed to power facilities. Confirm and documentgenerator connection type, capacity load, and fuel consumption. Explanation: The loss of electric power can have profound impacts on drinking water and wastewater utilities. With increased attention on wildfire and the adoption of Public Safety Power Shutoff (PSPS), the loss of electrical power is more likely than ever. The impacts of these power outages can incur pressure losses, boil water advisories, a reduction or cessation of water treatment, sewage back up, or the discharge of untreated sewage into the public right of ways, rivers, and streams. There are many steps drinking water and wastewater utilities can take to obtain backup power and ensure that their lifeline services continue as long as possible during grid power outages. Efforts should be made around developing an emergency power backup plan. One that provides backup power to critical infrastructure, either through permanent or mobile generators, or solar and batteries. •Ensure emergency generators, back-up equipment, and facility systems are in workingorder. Explanation: Emergency generator sets used for either prime or backup (emergency) power must be regularly maintained to ensure they provide quality power throughout their service life. The best generator inspection and maintenance practice are the National Electrical Code (NEC) 700. The Code’s main goal is to keep the emergency generator from breaking down and operating as reliably as possible. Members should check their generator’s manufactures operator’s manual for preventative maintenance and self-inspection checklists. •Be aware of Public Safety Power Shutoff (PSPS) guidelines for planned or emergency poweroutage for a long duration and a wide expanse. Establish procedures to be notified and havecontacts with the electric provider for power outage duration estimates. Explanation: Given the continued and growing threat of extreme weather and wildfires, additional precautionary measures have been adopted to enhance community wildfire safety. A PSPS can be implemented in a geographical area when there are gusty winds and dry conditions, combined with heightened fire risk, or threaten a portion of the electric system. Therefore, members are encouraged to establish procedures within their emergency response plan to prepare and respond to a PSPS. 57 RESPONSE AND RECOVERY •Maintain and inventory extra equipment and supplies to shelter-in-place. Ensure propersafety gear is available for field employees. Explanation: Ensure all necessary equipment and supplies are prepared as part of the agency’s emergency planning. Designate locations throughout the agency where supplies can be properly stored and used in the event of a shelter-in- place event. Ensure a sustainable supply chain to guarantee that all vital equipment and supplies are replenished when needed. When evacuation is not possible, maintain enough supplies (i.e., food, water, personal items) for a minimum of three days. Develop a process to check all emergency supplies at least once a year and replace anything that could be expired or non-functioning. •Activate communication procedures with essential, non-essential personnel, andratepayer/public as to work, operational status, and water quality. Explanation: Develop a communication plan to communicate promptly and accurately with employees, the public, and local city/county governments. Identify key leadership and liaison positions that can initiate the plan when a disaster strikes. Implement a notification system that quickly reaches out to employees and ratepayers. A mass communication system should be used for quickly pushing out information to employees and the public. Ensure contact information is accurate and accessible during an incident. Develop a process to check that contact information is up to date. Ensure that methods selected for communicating would be reliable during times of an emergency. Lines of communication should be checked during yearly emergency preparedness exercises. •Once the wildfire is contained, inspect the system for damage and operational status.Document all damage assessments to start an insurance claim and/or FEMA reimbursementprocess. Explanation: Document information about the operational status of locations and assets and the extent of damages. Develop an itemized list of losses and potential losses with an estimate of debris removal, repair, or replacement cost of each item/location, and emergency work. Document staff time during preparation and response during a fire. Ensure, based on position(s) held, all personnel have completed the applicable National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) training. Conduct risk assessments for the development of a Hazard Mitigation Plan. •Develop an After Action-Corrective Action Report. Adjust budget or set aside funding forfuture emergencies. Explanation: Lessons learned can provide a roadmap to recovery. It should be tailored to specific operations affected by a wildfire. Develop a mitigation plan to reduce or eliminate disaster-related damage from recurring. The use of checklists and/or online toolkits can be very effective in developing a recovery plan. The following should be considered when adjusting budgets or creating future emergency funds: o Staff training o Property protection o Viable supply chainoEquipment/IT service 58