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Home My WebLink About09-04-24 Board Packet1 OTAY WATER DISTRICT AND OTAY WATER DISTRICT FINANCING AUTHORITY BOARD OF DIRECTORS MEETING 2554 SWEETWATER SPRINGS BOULEVARD SPRING VALLEY, CALIFORNIA WEDNESDAY September 4, 2024 3:30 P.M. AGENDA 1.ROLL CALL 2.PLEDGE OF ALLEGIANCE 3.APPROVAL OF AGENDA 4.PRESENTATION OF PLAQUE TO THE OTAY WATER DISTRICT (CHRIS MON-ROE, DEPUTY CHIEF-TRAINING AND PROFESSIONAL STANDARDS, CHULAVISTA FIRE DEPARTMENT) 5.PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLICTO SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THEBOARD’S JURISDICTION INCLUDING AN ITEM ON TODAY’S AGENDA Additionally, if you wish to have your comment read to the Board during the “PublicParticipation” portion of the meeting, please email your comment to BoardSecre-tary@otaywater.gov at least thirty minutes prior to the start of the meeting, whichwill be read aloud during the “Public Participation” portion of the meeting. Please provide your Name and the City in which you reside, with your comment. Your comment must not take more than three minutes to read. The Board is not per-mitted to respond to written public comment during this time. The District’s meeting is live streamed. Information on how to watch and listen to the District’s meeting can be found at this link: https://otaywater.gov/board-of-di- rectors/agenda-and-minutes/board-agenda/ ACTION ITEMS 6.BOARD 2 a)INTERVIEW APPLICANTS AND APPOINT A REPRESENTATIVE TO THE DI-VISION 1 SEAT ON THE DISTRICT’S BOARD OF DIRECTORS FOR THEREMAINING TERM OF FORMER DIRECTOR, TIM SMITH i.ADOPT RESOLUTION NO. 4450 OF THE BOARD OF DIRECTORSOF OTAY WATER DISTRICT APPOINTING ____________________TO THE BOARD OF DIRECTORS, DIVISION 1, TO FILL THE VA-CANCY LEFT BY DIRECTOR TIM SMITH’S RESIGNATION b)DISCUSS THE 2024 BOARD MEETING CALENDAR (TITA RAMOS-KROG-MAN) RECESS TO CLOSED SESSION 7.CLOSED SESSION a)HECTOR TORRES vs. OTAY WATER DISTRICT LAWSUIT - CASE NO.24CU006921C b)CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Cali-fornia Government Code §54956.8 Property: SALT CREEK GOLF COURSE525 HUNTE PARKWAY CHULA VISTA, CA 91914 Agency Negotiator: General Counsel Under Negotiation: Disposition of Property c)CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION [GOV-ERNMENT CODE §54956.9] OTAY WATER DISTRICT vs. CITY OF SAN DIEGO; CASE NO. 37-2017-00019348-CU-WM-CTL d)CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION [GOV- ERNMENT CODE §54956.9] MARK COZIAHR, ET AL. vs. OTAY WATER DISTRICT, CASE NO. 37-2015-000-CU-MC-CTL RETURN TO OPEN SESSION 8.REPORT ON ANY ACTIONS TAKEN IN CLOSED SESSION. THE BOARD MAYALSO TAKE ACTION ON ANY ITEMS POSTED IN CLOSED SESSION. 3 CONSENT CALENDAR 9.ITEMS TO BE ACTED UPON WITHOUT DISCUSSION, UNLESS A REQUEST IS MADE BY A MEMBER OF THE BOARD OR THE PUBLIC TO DISCUSS A PARTICULAR ITEM: a)AUTHORIZE AN AMENDMENT TO THE CURRENT CONSULTING SER-VICES AGREEMENT WITH BROWNSTEIN HYATT FARBER SCHRECK, LLP FOR LEGISLATIVE ADVOCACY TO EXTEND THE TERM THROUGH DE- CEMBER 31, 2025, AND INCREASE THE TOTAL COMPENSATION BY$75,000 TO AN AMOUNT NOT-TO-EXCEED $350,000 (TENILLE OTERO) b)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 (ANDREACAREY) c)APPROVE TO INCREASE THE BUDGET FOR CIP P2572 BY $197,650 AND AUTHORIZE THE GENERAL MANAGER TO AWARD A CONSULTING SER-VICES CONTRACT TO KOA HILLS, INC. FOR THE NEW ERP UPGRADEPROJECT (MICHAEL KERR) d)AUTHORIZE AN ADDENDUM TO THE CONSULTING SERVICES AGREE-MENT BY AND BETWEEN THE OTAY WATER DISTRICT AND SAGEVIEW ADVISORY GROUP, LLC TO AMEND THE SCOPE OF SERVICES AND TO- TAL COMPENSATION IN AN AMOUNT NOT-TO-EXCEED $161,000 (SUZIELAWSON) e)ADOPT ORDINANCE NO. 594 AMENDING APPENDIX A OF THE DIS-TRICT’S CODE OF ORDINANCES IMPLEMENTING A 12.7% (REVISED FROM 12.8%) POTABLE WATER INCREASE, EFFECTIVE JANUARY 1,2025, AND DIRECT STAFF TO FINALIZE AND MAIL RATE INCREASE NO-TICES (KEVIN KOEPPEN) f)ADOPT THE ASSOCIATION OF CALIFORNIA WATER AGENCIES JOINTPOWERS INSURANCE AUTHORITY’S (ACWA JPIA) COMMITMENT TO EX- CELLENCE (C2E) PROGRAM (EMILYN ZUNIGA) g)AWARD A PROFESSIONAL ENVIRONMENTAL SERVICES AGREEMENT(AGREEMENT) TO HELIX ENVIRONMENTAL PLANNING, INC. (HELIX) ANDAUTHORIZE THE GENERAL MANAGER TO EXECUTE AN AGREEMENTWITH HELIX FOR THE SAN MIGUEL HABITAT MANAGEMENT AREA AND CIP-ASSOCIATED MITIGATION PROJECTS IN AN AMOUNT NOT-TO-EX- CEED $536,976 DURING FISCAL YEARS 2025, 2026, AND 2027 (JULIANALUENGAS) 4 h)APPROVE TO INCREASE THE BUDGET FOR CIP P2228 BY $2,388,325AND P2563 BY $2,051,770 AND AUTHORIZE THE GENERAL MANAGER TOAWARD CONSTRUCTION CONTRACT(S) TO PACIFIC HYDROTECH FOR THE 870-2 RESERVOIR 3.4 MG AND 870-1 RESERVOIR IMPROVEMENT PROJECTS IN AN AMOUNT NOT-TO-EXCEED $20,896,264 (JEFF MAR-CHIORO) INFORMATIONAL ITEMS 10.DISTRICT METER CHANGEOUT PROJECT AND ADVANCED METERING IN-FRASTRUCTURE UPDATE (ANDREA CAREY) REPORTS 11.GENERAL MANAGER’S REPORT 12.SAN DIEGO COUNTY WATER AUTHORITY UPDATE 13.DIRECTORS' REPORTS/REQUESTS 14.PRESIDENT’S REPORT/REQUESTS OTAY WATER DISTRICT FINANCING AUTHORITY 15.NO MATTERS TO DISCUSS 16.ADJOURNMENT All items appearing on this agenda, whether or not expressly listed for action, may be deliberated and may be subject to action by the Board. The Agenda, and any attachments containing written information, are available at the District’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 all attachments are also available by contacting the District Secretary at (619) 670-2253. If you have any disability which would require accommodation in order to enable you to participate in this meeting, please call the District Secretary at (619) 670-2253 at least 24 hours prior to the meeting. Certification of Posting I certify that on August 30, 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 5 least 72 hours in advance of the regular meeting of the Board of Directors (Government Code Section §54954.2). Executed at Spring Valley, California on August 30, 2024. /s/ Tita Ramos-Krogman, District Secretary 1 RESOLUTION NO. 4450 RESOLUTION OF THE BOARD OF DIRECTORS OF THE OTAY WATER DISTRICT APPOINTING TO THE BOARD OF DIRECTORS, DIVISION 1, TO FILL THE VACANCY LEFT BY DIRECTOR SMITH’S RESIGNATION WHEREAS, on August 2, 2024, a vacancy occurred on the Board of Directors (“Board”), Division 1, of the Otay Water District, as defined in Government Code section 1770(c); and WHEREAS, section 30504 of the California Water Code provides that “all vacancies occurring in the office of director shall be filled pursuant to section 1780 of the Government Code”; and WHEREAS, pursuant to Government Code section 1780(b), elections officials and the Board of Supervisors of the County of San Diego were timely notified that the vacancy occurred; and WHEREAS, the District posted public notice and invited applications as required by Government Code section 1780; and WHEREAS, the District has received applications from three (3) individuals who meet the criteria to represent Division 1; and WHEREAS, the board has interviewed each applicant and has deliberated regarding the most qualified candidate for appointment; and WHEREAS, the Board has determined that is the most qualified candidate for the position; NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Otay Water District that the Board hereby appoints as Director of Division 1 of the Board of Directors of the Otay Water District. BE IT FURTHER RESOLVED that the Board Secretary shall transmit this resolution and all other information necessary to complete the appointment process pursuant to Government Code section 1780 and Water Code section 30504. The foregoing Resolution was duly and regularly adopted at a regular meeting of the Board of Directors of the Otay Water District, held on the 4th day of September 2024 by the following vote of the Board: 2 AYES: NOES: ABSENT: ABSTAIN: ________________________ President ATTEST: _________________________ District Secretary STAFF REPORT TYPE MEETING: Regular Board Meeting MEETING DATE: September 4, 2024 SUBMITTED BY: Tita Ramos-Krogman, District Secretary W.O./G.F. NO: DIV. NO. APPROVED BY: Tita Ramos-Krogman, District Secretary Jose Martinez, General Manager SUBJECT: Board of Directors 2024 Calendar of Meetings GENERAL MANAGER’S RECOMMENDATION: At the request of the Board, the attached Board of Director’s meeting calendar for 2024 is being presented for discussion. PURPOSE: This staff report is being presented to provide the Board the opportunity to review the 2024 Board of Director’s meeting calendar and amend the schedules as needed. COMMITTEE ACTION: N/A ANALYSIS: The Board requested that this item be presented at each meeting so they may have an opportunity to review the Board meeting calendar schedule and amend it as needed. STRATEGIC GOAL: N/A FISCAL IMPACT: None. LEGAL IMPACT: None. Attachment: Calendar of Meeting for 2024 AGENDA ITEM 6b Board of Directors, Workshops and Committee Meetings 2024 Regular Board Meetings: Special Board or Committee Meetings (3rd Wednesday of Each Month or as Noted) January 3, 2024 February 7, 2024 March 6, 2024 April 3, 2024 May 1, 2024 June 5, 2024 July 3, 2024 August 7, 2024 September 4, 2024 October 2, 2024 November 6, 2024 December 4, 2024 January 17, 2024 February 21, 2024 March 20, 2024 April 18, 2024 May 16, 2024 June 19, 2024 July 17, 2024 August 14, 2024 September 18, 2024 October 16, 2024 November 20, 2024 December 18, 2024 Special Board Meeting: September 6, 2024, 9 a.m. to 12 p.m. Tour of Amazon Warehouse (Otay Mesa) Page 1 of 3 Application for Board of Director Appointment THIS APPLICATION IS A PUBLIC RECORD. The appointee will hold office until the next director election which occurs at the next Statewide General Election on November 3, 2026. This application must be received no later than August 26, 2024 at 5 p.m. Applications may be completed online at otaywater.gov, emailed, mailed, or hand delivered to: Attn: Board Secretary, Otay Water District, 2554 Sweetwater Springs Blvd., Spring Valley, CA 91978-2004, Phone: (619) 670-2253, tita.ramos-krogman@otaywater.gov. Please type or print (* Indicates a required field): *First Name: ___________________________________________*Last Name: ___________________________________________ *Street Address:*City:*State: ___________________________________*Zip Code:*Years of Residence at the Above Address: ________ *Telephone Number (Home or Mobile): Business Number: ________________ *Email Address: *Why do you wish to serve on the Board of the Otay Water District? What do you hope to accomplish? (Please fill out below and upload or email an additional document if more room is necessary. After filling this portion of the documents out, please go to page 2 to read instructions and sign your application) AGENDA ITEM 6a Otay Water District Application for Board Appointment Page 2 of 3 A resume must be submitted with this application. • By Webpage Form: Upload this form and a copy of your resume. • By Email: Email your resume with this completed form to tita.ramos-krogman@otaywater.gov. • By Mail or Delivery: Must be received by 5 p.m. on August 26, 2024 to the District’s office located at 2554 Sweetwater Springs Blvd., Spring Valley, CA 91978-2004 – Attn: Board Secretary I certify I am at least 18 years of age, registered to vote, a U.S. citizen, a citizen of the state, a resident within Division 1 of the Otay Water District and otherwise legally able to hold public office. I attest the foregoing information is true to the best of my knowledge. *Signature of Applicant *Date Information contained on this application may be subject to verification. Otay Water District Application for Board Appointment Page 3 of 3 Ashleigh Padilla Experience Vice President of Campaigns & Political Affairs, Evinco Strategies January 2020 – Current • Oversee and implement various strategies and policies for the firm • Oversee and manage all directors within the political department City Commissioner – Parks and Recreation September 2020 – Current • Make recommendations to Chula Vista City Council as needed U.S. Representative Mike Levin February 2019 – August 2019 Staff Assistant • Created internship program for college students in District Office • Handled casework to support staff as needed • Attended meetings/legislative briefings covering healthcare Mike Levin for Congress Field Director August 2019 – January 2020 • Identify voters to persuade, track ID numbers daily • Prepare materials daily needed for voter contact Field Organizer July 2018 – December 2018 • Successfully implemented field strategy in southern most part of CA 49th district • Organized large-scale events with electeds, such as Gavin Newsom and Nancy Pelosi Campaign Manager, MacFarland for Chula Vista City Council January 2018 – June 2018 • Implemented campaign strategy as assigned, tracked data • Organized volunteers; coordinated canvassing and phone-banking activities Member Service Representative, South Bay Family YMCA July 2014 – July 2018 • Responsible for Member Engagement, ensuring retention Education Master of Public Administration February 2021 – February 2023 University of Delaware, Biden School of Public Policy Bachelor of Arts, Political Science August 2012 – December 2016 San Diego State University Skills • Strong verbal and written communication skills • Exceptional intrapersonal skills and positive work ethic • Organized and detail-oriented • Ability to adapt and learn new skills quickly • Experience working independently and collaboratively CAUTION: This email originated from outside of Otay Water District. Do not click links or open attachments unless you recognize the sender and know the content is safe. Name Francisco Rivera Address Years of Residence at the Above Address 24 Telephone Number (Home or Mobile) Email Address Why do you wish to serve on the Board of Directors for the Otay Water District? What do you hope to accomplish? Please see attached responses to the questions. Upload Your Resume Print Name Francisco X. Rivera Print Initials FXR Date 08/13/2024 Acknowledgment and Agreement I agree Click here to report this email as spam. Francisco X. Rivera 1 August 13, 2024 Q. Why do you wish to serve on the Board of the Otay Water District? I would like to serve on the Otay Water District Board since I am very knowledgeable about the land development and infrastructure in Chula Vista. In 1984, when I began my Civil Engineering career with the City of Chula Vista Engineering/Public Works Department I was able to apply my education into an area that I have lived in for 24 years. I retired in May of 2023 after almost 40-years working with the city. Throughout my career, I worked in all disciplines of the technical and managerial positions helping the city improve, maintain and expand the public infrastructure, including working with the various utility companies that provide services within the city limits. Included in my experience is the management and supervision of the wastewater system, master plans, rate studies, “FOG” Program, spill prevention and reporting requirements. Part of my duties was to ensure that the wastewater system expansion and replacement projects were identiﬁed, funded and constructed ahead of need. The Chula Vista wastewater system has over 50,000 accounts, over 515 miles of sewer mains and a dozen lift stations. For many years, I was also the Chula Vista representative on the San Diego Metro TAC and provided input on needed regional and local projects. My experience within Division 1 is that I have worked with all of the major land developers through the initial planning phases, technical study reviews and ﬁnal environmental document phases to help their developments go through the local agency entitlement process. I also assisted with the permit approval through the construction ﬁnancing and building phases. Concurrently, I worked with the utility companies, including Otay Water District staff and the San Diego County Water Authority consultants, in facilitating with the permit approvals for their water facilities. Other unique experience which I can provide is that of a large Otay Water District customer. The Eastlake III HOA is made of up over 3,100 residential units and I am on the Executive Board. Potable and Reclaimed Water use costs are important to our HOA and I have served on the Executive Board for several years helping contain costs by reviewing and approving much of our turf retirement program to drought tolerant landscaping and staying on top of necessary maintenance. Everything in our $5M annual budget is constantly being monitored to keep our HOA dues as low as reasonably possible, but at the same time maintaining our HOA at the high level of standard our homeowners expect. We follow our guiding documents and life-cycle costs rigorously so that we stay on top of the maintenance as our facilities age. Asset management is very important to me. I have gained this experience with many infrastructure facilities citywide such buildings, drainage, landscaping, pavement, sidewalks, signal systems and wastewater systems both with the City of Chula Vista and my HOA. Personally, at my home, in 2017, I was able to participate in a lawn retirement program where I turned approximately 700sf of backyard turf into a bocce ball (lawn bowling) court. The City of Chula Vista awarded me a “Clean Champion” citywide conservation award for a unique and interesting solution for reducing outdoor water use. I will bring the same level of fresh perspective and work effort to the Otay Water District Board. Francisco X. Rivera 2 August 13, 2024 Q. What do you hope to accomplish? The Otay Water District has excellent planning documents such as the Sewer System Management Plan (2023), the Water Facilities Master Plan Update (2016), and the Strategic Plan FY2023-2026 and I have worked on similar plans for Chula Vista. Thus, I am very familiar with the objectives and goals that each document provides. My technical experience will help guide the discussion on the Board to provide insight and knowledge so that the Board can continue to make well informed decisions on all matters placed on the agenda. As regulations change or are added, my experience with legislation, ordinances, policies and regulations has covered many areas of local agency issues. The current Board needs someone who understands the issues quickly and step in to address the business needs of the organization. My input will help keep projects moving from the planning phases to the construction phases efﬁciently. Within a year or so, the reclaimed water agreement with the City of San Diego’s SBWRP will need to be extended. It is my hope that I will be part of the Otay Water District Board to help develop the terms for the extension of the agreement which terminates on January 1, 2027. Throughout my almost 40-year career with Chula Vista, I have made a difference by completing large infrastructure projects such as the 12.5- mile Salt Creek Trunk Sewer, various interchange improvements along I-805, the SR-125 Toll Road, the South Bay Rapid Bus Route 225 and making Chula Vista a Bicycle Friendly Community by my work on the bicycle infrastructure and master plan updates. This work could not have been completed without the assistance of my coworker teams and direction from the elected ofﬁcials. My work with the elected ofﬁcials local and regional ofﬁcials will also help the Otay Water District reach its’ goals. As with all planning documents, changes occur such as the reclaimed water needs of Otay Mesa, Sunbow Phase III industrial parcels and the Otay Ranch Village 14 along Proctor Valley Road. With these inevitable changes that occur from time to time, the organization needs to stay current and ﬂexible at the same time for these unanticipated changes. I will help with Board decisions on changes that the organization will face and on any updates or revisions that are needed with the budget, master plans, policies and industry changes. The best accomplishment for me during my tenure while serving on the Otay Water District Board is that customer satisfaction levels stay high, employee morale is second to none, and rate payer rates for sewer and water stay fair and towards the lower end of the rankings when compared to the other San Diego Metro agencies. CAUTION: This email originated from outside of Otay Water District. Do not click links or open attachments unless you recognize the sender and know the content is safe. Name Ernesto Aviles Address Years of Residence at the Above Address 12 Telephone Number (Home or Mobile) Email Address Why do you wish to serve on the Board of Directors for the Otay Water District? What do you hope to accomplish? To help and assist my community. Upload Your Resume Print Name Ernesto Aviles Print Initials EAC Date 08/26/2024 Acknowledgment and Agreement I agree Ernesto Aviles PROFESSIONAL EXPERIENCE: Benefit Pro Insurance Services, San Diego, CA 6/2019 - Present Senior Client Relations Manager • Manage account management team with more than 120 accounts and all day-to-day operations (including additions, terminations, policy renewals, and communications with carriers). Groups range in size from 20 to 350 lives. • Provide highest quality in customer service to clients. • Coordinate client relations team and ensure day-to-day operations and procedures are met. • Conduct open enrollment meetings in English and Spanish for all clients. • Search for new clients via business associations and referrals through current clients. SIMNSA Health Plan, Chula Vista, CA 9/2017 - 5/2019 Business Development & Sales Manager • Created business relationships with brokers to facilitate sales and communication strategies. • Capitalized on sales opportunities on every meeting with groups and brokers. • Built relationship with other carriers to create business opportunities to groups. • Represented company in chamber meeting and events to increase exposure of brand. • Tracked all sales, marketing, and new group installation processes. • Managed a team of 2 business development coordinators. Word and Brown General Agency, San Diego, CA 12/2016 - 9/2017 Enrollment Specialist • Executed strategies to increase business opportunities between insurance brokers and their clients. • Provided a wide variety of supportive services for brokers by suggesting carriers, tracking cases, providing compliance information, and answering underwriting questions for all major health carriers. • Used strategic planning process to facilitate insurance brokers with health plans by explaining various options in market (most competitive benefit plans depending on the client). • Conducted open enrollment meetings for clients and answering all questions (from employers or employees). • Promoted a recognized public image for the general agency as well as advocates to facilitate business opportunities for health insurance companies and health insurance brokers. BJA Partners, Rancho Bernardo, CA 3/2016 - 12/2016 Benefit Advisor • Utilized consultative skills to assess new clients to determine the best combination of insurance plans and suggest proper eligibility. • Operated within all ethical and compliance standards as defined and communicated by company. • Communicated successfully with prospects and clients to ensure a strong professional relationship using communicative skills during enrollment meetings. • Effectively established relationships with groups in the South part of San Diego County and established direct relation with decision makers. Ernesto Aviles • Successfully integrated BJA Partners to 4 business organizations and positioned the firm for growth in the South of San Diego County. • Represented the firm in all business associations and government offices. MediExcel Crossborder Health Plan, Chula Vista, CA 2/2013 - 3/2016 Business Development Director • Exceeded revenue and profit goals for corporate while driving operational efficiencies in the areas of group (B2B) and individual selling cost and corporate image. • Developed growth strategies to increase and market position in the areas of healthcare, cross-border health plans, and corporations. • Integrated marketing manager system into a CRM application enabling the seamless flow of leads to the sales database. • Tracked campaign spends, number of leads generated, and closing of leads by sales pipeline. • Successfully integrated MEHP and Excel Hospital to 6 business organizations and positioned MEHP for growth in the San Diego County and Imperial County market. • Coordinated with federal government agencies. EDUCATION: University of Sonora, Hermosillo City, Mexico Bachelor’s in Economics, Financial Markets LICENSURE: Current California Accident & Health License, #0K84410 ASSOCIATIONS: San Diego Regional Economic Development, Member, 2012 - 2019 San Diego Regional Chamber of Commerce, Member, 2012 - 2014 Otay Mesa Chamber of Commerce, Member, 2012 - Present SKILLS: Languages: Fluent in Spanish and English. Bilingual and Bicultural. Experienced in Microsoft Office (Excel, Outlook, PowerPoint, Word), Employee Navigator, Ease, Zenefits (TriNet), ADP. STAFF REPORT TYPE MEETING: Regular Board Meeting MEETING DATE: September 4, 2024 SUBMITTED BY: Tenille M. Otero PROJECT: Various DIV. NO. All APPROVED BY: Jose Martinez, General Manager SUBJECT: Authorize an amendment to extend the term and total compensation with Brownstein Hyatt Farber Schreck LLP (BHFS)Agreement for Legislative Advocacy and Lobbying Services GENERAL MANAGER’S RECOMMENDATION: That the Otay Water District (District) Board of Directors authorize the General Manager to issue an amendment to the current consulting services agreement with Brownstein Hyatt Farber Schreck, LLP (BHFS) for legislative advocacy to extend the term through December 31, 2025 and increase the total compensation by $75,000 to an amount not-to-exceed $350,000. COMMITTEE ACTION: See Attachment A. PURPOSE: To obtain Board authorization for the General Manager to issue an amendment to extend the term and increase the total compensation for the consulting services agreement for District-related legislative advocacy. ANALYSIS: The District entered into an agreement on March 6, 2019 with BHFS to obtain legislative consulting and lobbying services for an amount not-to-exceed $200,000. The original agreement with BHFS has been extended through September 30, 2024 and the total compensation was increased by $75,000 to $275,000, through three amendments, which was within the General Manager’s authority. BHFS is actively working on a District-sponsored legislative bill as well as actively engaging in other legislative activity. Therefore, for the purposes of continuity of representation in Sacramento, staff recommends amending the agreement through December 31, 2025 and increasing the total compensation amount by $75,000 with a not-to-exceed amount of $350,000. The amended AGENDA ITEM 9a agreement will allow the District to solicit professional services with BHFS acting as the government relations advocate and counsel. Based on past work, the District believes BHFS is uniquely qualified to best meet the District's needs for comprehensive legislative issues advocacy. This action would also authorize the General Manager to amend the Agreement with BHFS to extend the term and/or increase the contract amount as necessary and within the General Manager’s Authority to provide for the continuation of services, terminate elements of the Agreement, or to include such other services as deemed necessary and appropriate by the General Manager. Time Period of Consulting Services Provided Total Cost of Services Rendered through 6/30/24 Amount Paid to Date Remaining Contract Balance Total or Estimated Future Costs March 2019 through June 2024 $261,506.15 $261,506.15 $13,493.85 N/A July 2024 through December 2025 N/A $1,906.50 11,587.35 Approx. $75,000 Total $261,506.15 $263,412.65 Staff is requesting that an amendment to the current Agreement be approved and issued to extend the term through December 31, 2025. 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 an increase to the total compensation by $75,000 to an amount not-to-exceed $350,000. FISCAL IMPACT: Joe Beachem, Chief Financial Officer Legislative advocacy is included in the General Manager's Outside Services budget. The total Fiscal Year 2025 budget for Legislative Advocacy is $60,000. Actual FY2024 expenditures $54,893.11. Recognizing the increased need for legislative advocacy based on a District-cosponsored bill with the City of San Diego for the remainder of the 2024 legislative session, there is sufficient budget but if the need of legislative advocacy and lobbying services increases, there is additional budget in outside services if necessary. Based on a financial review of the General Manager's budget, staff has determined that the budget is sufficient to support the general legislative advocacy services through the end of FY2025. Staff will need to include budget for FY2026. STRATEGIC GOAL: Execute and deliver services that meet or exceed customer expectations, and increase customer engagement in order to improve District Services. Enhance and build customer and community engagement to increase public awareness about the District’s priorities, initiatives, projects, programs, and services. LEGAL IMPACT: None. Attachments: A) Committee Action ATTACHMENT A SUBJECT/PROJECT: Authorize an amendment to extend the term and total compensation with Brownstein Hyatt Farber Schreck LLP (BHFS)Agreement for Legislative Advocacy and Lobbying Services COMMITTEE ACTION: The Conservation, Public Relations, Legal and Legislative Committee reviewed this item on August 13, 2024, and the following comments were made: • Staff recommended that the Board authorize the General Manager to issue an amendment to the current consulting services agreement with Brownstein Hyatt Farber Schreck, LLP (BHFS) for legislative advocacy to extend the term through December 31, 2025, and increase the total compensation by $75,000 to an amount not-to-exceed $350,000. • Staff noted that BHFS is actively working on a District- sponsored legislative bill, SB 1072 authored by Senator Steve Padilla. SB 1072 is also cosponsored by the city of San Diego, and if passed, will protect public agencies from costly legal challenges to their water, sewer, and refuse collection service fee structures. Additional benefits of SB 1072 were discussed. • It was highlighted that BHFS has had several meetings with committees, legislators, and the Governor’s Office as SB 1072 is pending its third reading in the Assembly and will go to vote on the Assembly Floor this month. Should it pass, it will then go to the Senate Floor for a concurrence analysis and then to the Governor to sign or veto. • In addition to SB 1072, BHFS is actively engaging in other important legislative activities for the district. Based on past work, staff believes BHFS is uniquely qualified to best meet the district’s needs for legislative advocacy and lobbying services. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. 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 9b 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: The Finance and Administrative Committee (Committee) reviewed this item at a meeting held on August 14, 2024, and the following comments were made: • Staff provided the staff report to the Committee and noted that 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. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. 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 9c 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, and the following comments were made: • Staff recommended that the board approve to increase the budget for CIP P2572 by $197,650 (from $795,000 to $992,650) and 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 (ERP) system, Tyler Munis, in an amount not-to-exceed $197,650. • As stated in the staff report, based on positive feedback from staff, the district recommends partnering with 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 response to a question from the Committee, staff indicated that Koa Hills, Inc. was initially brought in to conduct a high-level business process assessment with the Finance Team. Based on their evaluation, Koa Hills provided valuable recommendations and developed an action plan. The success of this plan, along with positive feedback from staff, led to seeking Board authorization to fully engage Koa Hills as a partner in the district’s implementation and conversion efforts. Their expertise in both Eden and Tyler Munis systems further supported this decision. • Staff concurred with the Committee’s statement that investing in the conversion and implementation of the new ERP system now, utilizing Koa Hills, Inc. as their expertise in Eden and Tyler Munis is expected to save the district money and enhance efficiency in the long term. •In response to a question from the Committee, staff stated that theyhave met with the cities of Chula Vista, Poway, and Santa Margaritato inquire about their experiences and procedures with implementingthe new Tyler Munis system. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. 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 9d 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, and the following comments were made: • As stated in the staff report, staff is requesting approval to amend the scope of services of SageView Advisory Group, LLC (SageView), effective August 1, 2024, to include performing investment advisor services related to the district’s new Health Reimbursement Arrangement (HRA). • The Committee inquired about the breakdown of the additional service costs of $25,000. Staff stated that it would cost $8,000 (Year 3), $8,320 (Year 4), and $8,653 (Year 5), making it a total of $25,000 for the next three years. An additional breakdown of SageView’s contract costs is on page 2 of the staff report. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. 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’sCode 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 (AttachmentC). 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 9e 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: The Finance and Administrative Committee (Committee) reviewed this item at a meeting held on August 14, 2024, and the following comments were made: • With the reduction of the CWA rates, from what was anticipated, staff is bringing forward a reduction of the district’s potable rates to be effective January 1, 2025. These rates will be updated on Appendix A of the Districts Code of Ordinances. This change is needed to comply with Proposition 218. • FY 2026 and FY 2027 also reflect updates to assumptions regarding CIP costs based on actual bids and estimated proceeds from a land sale. • Since staff’s proposal will reflect items covered in closed session, the Committee asked if it would be advisable for the Board to consider this item after closed session. District counsel agreed that this would be advisable. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item after discussing the item in Closed Session. 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 9f 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, and the following comments were made: • As stated in the staff report, ACWA JPIA recommends that its member agencies pledge their commitment to the Commitment to Excellence (C2E) Program by implementing their recommended Excellence Best Practices Guide. • The commitment to the C2E Program aims to reduce the district’s exposure to risk, claims expenses, and insurance costs. It also allows the district to receive additional training, webinars, subsidies and other benefits at no additional cost. • Staff stated that most of the best practices and guidelines detailed in the staff report are already in place at the district. It was noted that the district is required to have ACWA JPIA visit the district annually to review its safe work practices. • The Committee inquired about the improvements for ergonomics/falls category. Staff stated that the district currently conducts ergonomic workstation and field vehicles evaluations to ensure that staff has the proper equipment such as office task chairs, sit-to-stand desks, monitor risers, back support etc. • The Committee requested that staff provide a tour of the workplace to see what improvements have been made to prevent or control injuries in the workplace. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. 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 1 STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 SUBMITTED BY: Juliana Luengas, Environmental Compliance Specialist PROJECT: P1253-004000 DIV. NO. 5 APPROVED BY: Beth Gentry, Engineering Manager Michael Long, Chief, Engineering Jose Martinez, General Manager SUBJECT: Award of a Professional Environmental Services Agreement for the San Miguel Habitat Management Area and CIP-Associated Mitigation Projects for Fiscal Years 2025-2027 GENERAL MANAGER’S RECOMMENDATION: That the Otay Water District (District) Board of Directors (Board) award a Professional Environmental Services Agreement to Helix Environmental Planning, Inc. (HELIX) and to authorize the General Manager to execute a Professional Environmental Services Agreement with HELIX for the San Miguel Habitat Management Area and CIP-Associated Mitigation Projects in an amount not-to-exceed $536,976 during Fiscal Years FY 2025, 2026, and 2027 (ending June 30, 2027) (see Exhibit A Project location). COMMITTEE ACTION: Please see Attachment A. PURPOSE: To obtain Board authorization for the General Manager to enter into a Professional Environmental Services Agreement with HELIX for the San Miguel Habitat Management Area and CIP-Associated Mitigation Projects in an amount not-to-exceed $536,976 during Fiscal Years 2025, 2026, and 2027 (ending June 30, 2027). AGENDA ITEM 9g 2 ANALYSIS: The District’s San Miguel Habitat Management Area (HMA) is a 230-acre, designated biological reserve located within the District’s 509-acre Use Area in the City of Chula Vista. It was established by the District in 1994 under a joint agreement with the U.S. Fish and Wildlife Service and the California Department of Fish and Wildlife. The HMA serves as a mitigation bank to fulfill requirements established by the California Environmental Quality Act. The HMA is used to mitigate the environmental impacts associated with the construction and operations of the District’s facilities. Per the agreement, the District is required to conduct biological monitoring, provide continuous maintenance, and complete regular reporting for the HMA. The District has regularly hired consultants to complete HMA monitoring, maintenance, and reporting requirements. In anticipation of the current consultant’s (Merkel & Associates, Inc.) agreement expiring in December 2024, the District solicited services from consulting firms by placing an advertisement on the Otay Water District’s website and in the Daily Transcript on May 7, 2024. The solicitation was also posted on PlanetBids. In total, seven (7) firms submitted a Letter of Interest (LOI) and Statement of Qualifications (SOQ). The Request for Proposal (RFP) for Environmental Services was sent to all seven (7) firms, resulting in four (4) proposals received on June 28, 2024, from the following firms: • AECOM (San Diego, CA) • ECORP Consulting, Inc. (San Diego, CA) • HELIX Environmental Planning, Inc. (La Mesa, CA) • Merkel & Associates, Inc. (San Diego, CA) In accordance with the District’s Policy 21, staff evaluated and scored all written proposals and then interviewed the top two (2) firms on July 30, 2024. HELIX received the highest score for their services based on their extensive experience, comprehensive understanding of the scope of work, proposed method to accomplish the work, and their overall budget. A summary of the complete evaluation is shown in Attachment B. HELIX submitted the Company Background Questionnaire, as required by the RFP, and staff did not find any significant issues. In addition, staff checked their references and performed an internet search on the company. Staff found the references to be excellent and did not find any outstanding issues with the internet search. 3 FISCAL IMPACT: Joe Beachem, Chief Financial Officer The Fiscal Year 2025 operating budget for P1253 is $190,000. This contract totals $536,976 and will be expended during Fiscal Years 2025, 2026, and 2027 for the San Miguel Habitat Management Area and CIP-Associated Mitigation Projects. The Project Manager anticipates that this contract amount is sufficient to cover the required services in each of these years. Based on a review of the operating budget, the Project Manager anticipates that the Fiscal Year 2025 and, if approved, the Fiscal Years 2026 and 2027 budgets will be sufficient to support the future required services. The Finance Department has determined that with the current budget and approval of future budgets, funding for this contract will be available. 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” and the General Manager’s Vision, "To be a model water agency by providing stellar service, achieving measurable results, and continuously improving operational practices." GRANTS/LOANS: Not applicable. LEGAL IMPACT: None. JL/JM/BG:jf Attachments: Attachment A – Committee Action Attachment B – Summary of Proposal Rankings Exhibit A – Location Map ATTACHMENT A SUBJECT/PROJECT: P1253-004000 Award of a Professional Environmental Services Agreement for the San Miguel Habitat Management Area and CIP-Associated Mitigation Projects for Fiscal Years 2025-2027 COMMITTEE ACTION: The Engineering, Operations, and Water Resources Committee (Committee) reviewed this item at a meeting held on August 14, 2024, and the following comments were made: • The Committee asked for clarification on why only two firms were selected for interviews when the third firm appeared to have a relatively close proposal score. Although the scores appeared close, there was a clear distinction between the two selected for the interviews and the third and fourth ranked proposals. • Staff stated that each proposal is evaluated for three criteria, Responsiveness and Project Understanding, Technical Management Approach and Qualifications of Team. For the firms not selected for interviews, the Project Understanding was merely acknowledged, as the firms repeated nearly verbatim the scope in the RFP. The firms selected for interviews had expanded explanations of how the scoping items would be addressed with insightful and creative approaches in their proposals. Additionally, both interviewed firms provided innovative strategies to reduce trespassing and vandalism as well as approaches for biological surveys through specialty mapping and drone services in their proposals. • For Technical and Management Approach, the evaluation panel was concerned with the unclear structure of the project team listed in the third ranked proposal. This proposal had a pool of individuals that was on the order of 30 and excluded an explanation on how the work would be implemented throughout the team. Ultimately, the panel was concerned there may be issues with communication and consistency resulting in ineffective management of the HMA from this team. • In comparison, all other proposals listed only five individuals on their project team and provided clear roles and responsibilities of each team member. The ratings for Qualifications of the Team were scored similarly among the proposals with the exception of higher marks for the highest ranked firm. As noted during the Committee, proposals with similar scores such as the third firm will be considered in the future for an interview. Additionally, cost is only considered after the interviews per Policy 21 and the District’s standard criteria language found in the RFP. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. Qualifications of Team Responsiveness and Project Understanding Technical and Management Approach INDIVIDUAL TOTAL - WRITTEN AVERAGE WRITTEN TOTAL Consultant's Commitment to DBE Additional Creativity and Insight Strength of Project Manager Presentation & Communication Skills Responses to Questions INDIVIDUAL TOTAL - ORAL AVERAGE ORAL TOTAL TOTAL SCORE WITHOUT FEE Proposed Fee1&2 TOTAL SCORE 30 25 30 85 85 Y/N 15 15 10 10 50 50 135 15 150 Poor/Good/ Excellent Juliana Luengas 26 23 26 75 Aaron Hazard 26 20 22 68 Bernardo Separa 28 24 27 79 Eileen Salmeron 28 23 26 77 Shiela Dilayre 30 20 28 78 Juliana Luengas 26 22 24 72 Aaron Hazard 23 23 24 70 Bernardo Separa 27 22 26 75 Eileen Salmeron 27 22 25 74 Shiela Dilayre 30 19 23 72 Juliana Luengas 29 25 29 83 15 14 9 9 47 Aaron Hazard 27 24 27 78 15 13 10 10 48 Bernardo Separa 28 24 26 78 14 14 9 9 46 Eileen Salmeron 30 24 28 82 13 12 9 10 44 Shiela Dilayre 30 23 30 83 15 14 10 9 48 Juliana Luengas 27 24 28 79 11 12 7 7 37 Aaron Hazard 25 23 24 72 8 11 7 8 34 Bernardo Separa 29 23 28 80 12 12 7 7 38 Eileen Salmeron 29 25 27 81 7 10 6 7 30 Shiela Dilayre 30 22 28 80 10 13 8 7 38 Notes: Consultant Fee Proposal Score 1. Review Panel does not see or consider proposed fee when scoring other categories. The proposed fee is scored by Engineering Staff not on the Review Panel. AECOM $370,146.00 15 2. The fees were evaluated by comparing weighted rates for each task. The sum of the weighted rates are noted on the table to the left. ECORP $777,388.12 1 HELIX Environmental $536,976.00 9 Merkel and Associates $484,288.36 11 73 47 MAXIMUM POINTS ECORP 11 HELIX Environmental 9 74 137 Merkel and Associates 75 128 11335 ATTACHMENT B SUMMARY OF PROPOSAL RANKINGS San Miguel Habitat Mitigation Area (HMA) Environmental Services - Fiscal Years 2025 - 2027 WRITTEN ORAL COST 78 YES 124 FEE SCORING CHART REFERENCES 81 YES 73 Excellent YES 15 1 AECOM 75 YES 90FIRM NOT INTERVIEWED FIRM NOT INTERVIEWED P:\ W o r k i n g \ P 2 4 9 5 - S a n M i g u e l H M A a n d A s s o c . M i t i g a t i o n P r o j e c t s \ S t a f f R e p o r t s \ E x h i b i t A (;+,%,7$ ! VICINITY MAP NTS ?ò Aä ?Ë ;&s DIV 5 DIV 1 DIV 2 DIV 4 DIV 3 ?p SITE HMA SITE OTAY WATER DISTRICT Environmental Setting MapSan Miguel Habitat Management Area F CIP P2495 F CIP P1253 P: \ W O R K I N G \ C I P P 1 2 5 3 \ S u b p r o j e c t 0 0 4 0 0 0 - H M A \ H M A C o n t r a c t - 2 0 1 8 - 2 0 2 1 \ S t a f f R e p o r t \ B D 0 5 - 0 2 - 1 8 , E x h i b i t A - S a n M i g u e l H M A l o c a tio n m a p . m x d STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 SUBMITTED BY: Jeff Marchioro Senior Civil Engineer PROJECT: P2228-001103 P2653-001103 DIV. NO. 2 APPROVED BY: Beth Gentry, Engineering Manager Michael Long, Chief, Engineering Jose Martinez, General Manager SUBJECT: Approval to Increase the CIP P2228 and CIP P2563 Budgets in Amounts of $2,388,325 and $2,051,770, respectively, and Award of a Construction Contract to Pacific Hydrotech Corporation for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects GENERAL MANAGER’S RECOMMENDATION: That the Otay Water District (District) Board of Directors (Board): 1. Approve to increase the CIP P2228 budget by $2,388,325 (from $15,100,000 to $17,488,325);2. Approve to increase the CIP P2563 budget by $2,051,770 (from$4,445,000 to $6,496,770); and3. Authorize the General Manager to execute a construction contractwith Pacific Hydrotech for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects in an amount not-to-exceed$20,896,264 (see Exhibit A for Project location). COMMITTEE ACTION: Please see Attachment A. PURPOSE: To increase the CIP P2228 budget by $2,388,325 ($15,100,000 to $17,488,325), increase the CIP P2563 budget by $2,051,770 ($4,445,000 to $6,496,770), and obtain Board authorization for the General Manager AGENDA ITEM 9h 2 to enter into a construction contract with Pacific Hydrotech for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects in an amount not-to-exceed $20,896,264. ANALYSIS: The District’s existing 11 million-gallon (MG) 870-1 “Upper” Reservoir was originally constructed in 1963 and fitted with its existing reinforced chlorosulfonated polyethylene (CSPE) floating cover and high-density polyethylene (HDPE) liner in 1988. The existing 870-1 Reservoir cannot be readily isolated for the minimum six-month duration necessary for floating cover/liner replacement because the 870-1 Reservoir is the sole reservoir serving the 870 Pressure Zone. The 870 Pressure Zone has become a large and complex zone with highly variable industrial demands since the existing cover/liner was fitted to the 870-1 Reservoir in 1988. Since the pressure zone demand has increased, even with the addition of the recently constructed 870-2 Pump Station, the 870-1 Reservoir can only be isolated for short duration (e.g., one day) intervals while continuously manned by District staff only. The 870 Pressure Zone is large and complex and is currently served by a single reservoir without redundancy. In addition to the floating cover/liner, maintenance work adjacent to the existing 870-1 Reservoir has already been deferred due to the inability to isolate the existing 870-1 Reservoir for construction projects. During the system wide infrastructure evaluation through the District’s Water Facilities Master Plan, the 870-2 Reservoir was recommended in the 2015 District’s Water Facilities Master Plan (WFMP) at 7 to 10 MG for reliability. As the new Reservoir project was envisioned and evaluated at the master plan level, the District’s consultant, Carollo, considered less expensive but short-term options, including: • Option 1. Improve the existing 870-2 Pump Station closed zone pumping capability by adding control valves and a specialized (fast start) fifth pump to the 870-2 Pump Station. • Option 2. Construct a short-term 300,000 to 600,000-gallon tank adjacent to the existing 870-1 Reservoir and add a specialized (fast start or variable frequency driven) fifth pump to the 870- 2 Pump Station. The costs of the short-term options were significant, and reconsideration was given to a permanent solution. Design evaluated a more optimized size, given demand trends, water supply variability, and layout limitations of the site. 3 After consideration, District Operations and Engineering staff jointly identified the optimal solution as a permanent 3.4 MG reservoir with the main goals of: 1) providing the redundancy necessary to isolate the 870-1 Reservoir floating cover and liner replacement and other maintenance projects; 2) optimizing long-term cost by investing in permanent infrastructure rather than an expensive short-term option (e.g., 300,000 to 600,000-gallon tank); and 3) planning for future demands as envisioned by the in-progress WFMP update ultimate buildout (year 2055). The District’s As-Needed Engineering Design Consultant, Wood Rodgers, teamed with Richard Brady & Associates, Inc. (Brady) to complete the civil and structural design for the new 3.4 MG AWWA Type 1 cast-in- place concrete reservoir, yard piping, and existing access road improvements. Wood Rodgers also designed a realignment of the existing 870-1 Reservoir 30-inch inlet pipe. The existing 870-1 Reservoir inlet pipe has hydraulic challenges since the Reservoir is normally operated below an existing high point in the existing inlet pipe. Lowering the existing reservoir pipe will enable the existing 870-1 and future 870-2 Reservoirs to fill evenly and improve operational flexibility to isolate reservoir outlet piping. Wood Rodgers’ and Brady’s civil and structural design was supplemented by the District’s as-needed electrical engineer, BSE Engineering, Inc.’s (BSE) electrical and controls design, the District’s as-needed corrosion engineer, JDH Corrosion Consultants, Inc.’s (JDH) corrosion design, and District staff’s in-house design of the 870-1 Reservoir floating cover and liner. Alternatives analysis and peer review of District staff’s in-house design of the 870-1 Reservoir floating cover and liner were completed by a recognized industry expert in floating cover design, Hilts Consulting Group, Inc. (Hilts). On February 13, 2024, the District entered into an agreement with Valley Construction Management (Valley CM) to provide value engineering analysis and constructability review services during the Project’s design phase. Valley CM will also provide construction management and inspection services for the Project’s construction and start-up phases. Two alternative bid items were included in the bid item list. One is the replacement of the existing 870-1 Reservoir 1960’s-era 36-inch “Class 100” outlet pipe. A condition assessment of the interior of the outlet pipe is included in the base bid. Depending on the results of this assessment, the District may authorize Alternative Bid Item No. 1 for the replacement of the outlet pipeline. Alternative Bid Item No. 2 was included to quantify the cost of applying for federal 4 grants, which require compliance with the Build America, Buy America Act (BABAA). Reviews of grant opportunities indicated the 870-2 Reservoir may qualify for upcoming federal grant funding. For comparison purposes, the contract documents detailed that the sum of the base bid plus bid alternatives would determine the lowest bidder. The construction contract was advertised on May 10, 2024, using PlanetBids, the District’s online bid solicitation website. The Project was also advertised in the Daily Transcript and on the District’s website. PlanetBids provided electronic distribution of the Bid Documents, including specifications, plans, and addenda. A mandatory Pre-Bid Meeting was held on May 23, 2024, and was attended by nine (9) prime contractors and five (5) subcontractors or suppliers. Four (4) addenda were issued to address questions and clarifications to the contract documents and include Bid Alternative 2 for quantification of BABAA during the bidding period. Bids were publicly opened on June 27, 2024, with the following results: BID RANK CONTRACTOR Base Bid BID ALTERNATIVE TOTAL BID AMOUNT* 1: 870-1 Res Outlet Pipe 2: BABAA 1 Pacific Hydrotech Perris, CA $20,162,652 $425,212 $308,400 $20,896,264 2 Griffith Company San Diego, CA $24,278,442 $672,800 $4,700 $24,955,942 Engineer’s Estimate $17,180,100 $819,900 Not included $18,000,000 FY 2025 budget $16,456,169 Not included Not included $16,456,169 *Total bid amount includes Bid Alternatives 1 and 2. The Engineer’s Estimate was refined and $600K in allowances were added prior to bidding, as shown in the table above. The lowest base bid is $3,706,483 higher compared to the construction contract value estimated in the FY 2025 budget. Staff concluded that the volatility of the market for materials and labor made it hard to use prior bid data to predict current prices. The bid items with the largest differences between the Budget Estimate and the low bid included bid items with steel and electrical components. The bid alternatives were not estimated in the FY 2025 Budget, and work items will only be authorized if needed, totaling $733,612. 5 A review of the bids was performed by District staff in conformance with the contract requirements and determined that Pacific Hydrotech was the lowest responsive and responsible bidder. Pacific Hydrotech holds a Class A General Engineering Contractor License in the State of California, which meets the contract document’s requirements. The license is valid through September 30, 2025. Pacific Hydrotech’s listed subcontractors also hold valid Contractor Licenses in the State of California for their respective areas of work. The reference checks for Pacific Hydrotech indicated a very good to excellent performance record on similar projects. An internet background search of the company was performed and revealed no outstanding issues with this company. Pacific Hydrotech successfully completed two large vertical District construction projects, including the 640 Reservoirs and the 870-2 Pump Station. Staff verified that the bid bond provided by Pacific Hydrotech is valid. Staff will also verify that Pacific Hydrotech’s Performance Bond and Labor and Materials Bond are valid prior to execution of the contract. FISCAL IMPACT: Joe Beachem, Chief Financial Officer The total budgets for CIPs P2228 and P2563, as approved in the FY 2025 budget, are $15,100,000 and $4,445,000, respectively. Total expenditures, plus outstanding commitments and forecasts, including this contract, are $17,488,325 and $6,496,770, respectively, for CIPs P2228 and P2563. See Attachments B-1 and B-2 for the budget details. Based on a review of the financial budget, the Project Manager anticipates that with budget increases of $2,388,325 and $2,051,770, for CIPs P2228 and P2563 will be completed within the new budget amounts of $17,488,325 and $6,496,770, respectively. The Finance Department has determined that, under the current rate model, an additional $3.1 million in debt will be issued to fund the requested budget increases for these two CIP projects. The additional debt is projected to increase FY 2027 rates by an additional 0.4%, from 7.5% to 7.9%. GRANTS/LOANS: Grant funding is being evaluated by staff, including the Department of the Interior (DOI) Bureau of Reclamation WaterSMART Drought Response Program, the North American Development Bank to determine if the Project is eligible for the Border Environment Infrastructure Funding Program and other federal grants. Consequently, this award includes a 6 bid alternative for Build America, Buy America Act requirements (BABAA). Requirements applied to CIP P2228 only. STRATEGIC GOAL: This Project supports the District Mission statement, “To provide exceptional water and wastewater service to its customers and to manage District resources in a transparent and fiscally responsible manner,” and the General Manager Vision, "To be a model water agency by providing stellar service, achieving measurable results, and continuously improving operational practices." LEGAL IMPACT: None. JM/BG:jf Attachments: Attachment A – Committee Action Attachment B1 – P2228 Budget Detail Attachment B2 - P2563 Budget Detail Exhibit A – Location Map ATTACHMENT A SUBJECT/PROJECT: P2228-001103 P2563-001103 Approval to Increase the CIP P2228 and CIP P2563 Budgets in Amounts of $2,388,325 and $2,051,770, respectively, and Award of a Construction Contract to Pacific Hydrotech Corporation for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects COMMITTEE ACTION: The Engineering, Operations, and Water Resources Committee (Committee) reviewed this item at a meeting held on August 14, 2024, and the following comments were made: • Staff recommended that the board approve to: o Approve to increase the CIP P2228 budget by $2,388,325 (from $15,100,000 to $17,488,325) o Approve to increase the CIP P2563 budget by $2,051,770 (from $4,445,000 to $6,496,770) o Authorize the General Manager to execute a construction contract with Pacific Hydrotech for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects in an amount not-to-exceed $20,896,264 (see Exhibit A for Project location). • In response to a question from the Committee, staff stated that under the current rate model, additional debt will be issued to fund the requested budget increases for these two CIP projects. It was noted that the additional debt is projected to increase the FY 2027 rates by an additional 0.4%. • There was a discussion on the 870 Pressure Zone’s needs as it is large and complex and is currently served by a single reservoir without redundancy. The communities it serves have significantly developed over the years resulting in higher demands to serve the area. • The Committee inquired if these projects qualify for any grant funding. Staff stated that they are researching several grant opportunities for these projects. • It was highlighted that inflated steel and electrical material costs were two of the larger contributors toward the bids being higher than the engineers estimate for these projects. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as a Consent Item. ATTACHMENT B-1 – Budget Detail SUBJECT/PROJECT: P2228-001103 P2563-001103 Approval to Increase the CIP P2228 and CIP P2563 Budgets in Amounts of $2,388,325 and $2,051,770, respectively, and Award of a Construction Contract to Pacific Hydrotech Corporation for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects 6/28/2024 Budget 15,100,000 Planning Consultant Contracts 45,306 38,883 6,423 45,306 HELIX ENVIRONMENTAL 66,000 66,000 - 66,000 CAROLLO ENGINEERS INC 21,984 21,984 - 21,984 WATER SYSTEMS CONSULTING INC Regulatory Agency Fees 456 456 - 456 STATE WATER RESOURCES Standard Salaries 97,488 97,488 - 97,488 Total Planning 231,234 224,811 6,423 231,234 Design 001102 Consultant Contracts 62,362 55,282 7,080 62,362 ATLAS TECHNICAL CONSULTANT LLC 40,718 37,549 3,168 40,718 BSE ENGINEERING INC 9,465 7,120 2,345 9,465 JDH CORROSION CONSULTANTS INC 346,433 333,945 12,489 346,433 WOOD RODGERS INC 7,000 - 7,000 7,000 TECHKNOWSION INC Service Contracts 38 38 - 38 DAILY JOURNAL CORPORATION Standard Salaries 202,439 202,439 15,000 217,439 Total Design 668,456 636,374 47,082 683,456 Construction Consultant Contracts 4,950 - 4,950 4,950 ARCADIS US INC 6,258 - 6,258 6,258 BSE ENGINEERING INC 43,960 - 43,960 43,960 WOOD RODGERS INC 700,000 - 700,000 700,000 VALLEY CONSTRUCTION MANAGEMENT Service Contracts 35 35 - 35 DAILY JOURNAL CORPORATION Standard Salaries 5,791 5,791 407,262 413,053 14,801,980 14,801,980 Pacific Hydrotech - Base Bid 308,400 308,400 Pacific Hydrotech - Bid Alt#2 (BABAA) 80,000 80,000 Environmental Monitor 80,000 80,000 Steel pipe in-plant inspection 35,000 35,000 Security system 100,000 100,000 Contingency Total Construction 760,994 5,826 16,567,810 16,573,636 Grand Total 1,660,683 867,011 16,621,315 17,488,325 Vendor/Comments Otay Water District P2228-Res 870-2 Reservoir 3.4 MG Committed Expenditures Outstanding Commitment & Forecast Projected Final Cost ATTACHMENT B-2 – Budget Detail SUBJECT/PROJECT: P2228-001103 P2563-001103 Approval to Increase the CIP P2228 and CIP P2563 Budgets in Amounts of $2,388,325 and $2,051,770, respectively, and Award of a Construction Contract to Pacific Hydrotech Corporation for the 870-2 Reservoir 3.4 MG & 870-1 Reservoir Improvements Projects 6/28/2024 Budget 4,445,000 Planning Consultant Contracts 2,377 2,377 - 2,377 LAYFIELD USA CORPORATION 4,722 4,722 - 4,722 CONTERRA INC 36,000 34,758 1,242 36,000 HILTS CONSULTING GROUP INC 1,630 1,630 - 1,630 HELIX ENVIRONMENTAL Regulatory Agency Fees 456 456 - 456 STATE WATER RESOURCES Standard Salaries 31,255 31,255 - 31,255 Total Planning 76,440 75,198 1,242 76,440 Design 001102 Consultant Contracts 88,758 88,758 - 88,758 WOOD RODGERS INC 2,105 2,105 - 2,105 BSE ENGINEERING INC 91 74 18 91 DAILY JOURNAL CORPORATION Standard Salaries 114,305 114,305 5,000 119,305 Total Design 205,259 205,242 5,018 210,259 Construction Consultant Contracts 2,640 2,640 - 2,640 ALYSON CONSULTING 7,800 - 7,800 7,800 WOOD RODGERS INC 174,111 - 174,111 174,111 VALLEY CM Service Contracts 35 35 - 35 DAILY JOURNAL CORPORATION Standard Salaries 4,600 4,600 90,000 94,600 5,360,672 5,360,672 Pacific Hydrotech - Base Bid 425,212 425,212 Pacific Hydrotech - Bid Alt#1 (Outlet Pipe) 20,000 20,000 Environmental Monitor 20,000 20,000 Steel pipe in-plant inspection 5,000 5,000 Security system 100,000 100,000 Contingency Total Construction 189,186 7,275 6,202,795 6,210,070 Grand Total 470,886 287,715 6,209,055 6,496,770 Vendor/Comments Otay Water District P2563-870-1 Reservoir Cover/Liner Replacement Committed Expenditures Outstanding Commitment & Forecast Projected Final Cost OTAY WATER DISTRICT870-2 RESERVOIR (3.4 MG) & 870-1 RESERVOIRCOVER/LINER REPLACEMENTLOCATION MAP EXHIBIT A CIP P2228 & P2563F C:\OneDrive\Otay Water District\ENG CIP - Documents\P2228 870-2 Reservoir 3.4 MG\Graphics\Exhibits-Figures 0 800400 Feet EAST MESADETENTIONFACILITY 571-1RESERVOIR A L T A R O A D OTAY WATER DISTRICT BOUNDARY PROJECT SITE FUTURE 870-2RESERVOIR EXISTING 870-1RESERVOIR !\ VICINITY MAP PROJECT SITE DIV 5 DIV 1 DIV 2 DIV 4 DIV 3 ÃÅ54 ÃÅ125 ÃÅ94 ÃÅ905 §¨¦805 F 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 10 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: The Finance and Administrative Committee (Committee) reviewed this item at a meeting held on August 14, 2024, and the following comments were made: • In response to a question from the Committee, staff stated that the meter changeouts from 2005 to 2012 was completed and in 2016 staff found that batteries in the meters were failing. The district is now taking on full AMI technology for meter changeouts as the current meters are now nearing the end of their 20-year lifecycle. • Staff stated that the district will have an outreach plan to inform customers of the meter changeout project and a dedicated page on the website with information about the project. The Committee directed staff to update current meter information on the website, if necessary. • As noted in the staff report, 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. • There was a discussion on promoting rebate offers to customers, the capability of controlling meters (shut off) where necessary, and collaborating with insurance companies who require residents to have leak detection equipment installed in their homes to prevent water waste. • Staff highlighted that the district plans to share information about the grant received for the AMI project. Following the discussion, the Committee supported staff’s recommendation and presentation to the full board as an Informational Item. Water Meter Changeout Project and Advanced Metering Infrastructure Update Attachment B Meter Changeout •Meters are reaching the end of 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 in evaluation 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? 1 STAFF REPORT TYPE MEETING: Regular Board MEETING DATE: September 4, 2024 SUBMITTED BY: Jose Martinez General Manager W.O./G.F. NO: N/A DIV. NO. N/A APPROVED BY: Jose Martinez, General Manager SUBJECT: General Manager’s Report GENERAL MANAGER: •California Data Collaborative Water Summit – The District supported the summit, held on Aug. 15 and 16, through sponsoring and attending. The summit is crafted in collaboration with water industry professionals to assist staff to hone their data skills, learn from knowledgeable panel speakers, and gain professional development opportunities. Speakers from leading data-driven water suppliers, researchers, consultants, tech companies and non-profits shared innovative and best practices from outside and within the water industry to address resilient water management. In addition, the chief of water operations presented on a panel titled “Climate Resiliency: Technology Innovation Spotlight and their Promise for Water,” highlighting technical solutions enabling climate resilience through water loss management, energy recovery, and system optimization. He also talked about the District’s asset management program. •SB 937 – Public water and wastewater agencies, including the District, are opposed to newly amended SB 937 (Wiener), which could create a new and conflicting legal standard for water and sewer connection and capacity fees and place the burden of cost for serving new development on existing ratepayers. This bill is intended to address what the author (Wiener) and sponsors (pro-housing development organizations) view as burdens and barriers to new development by deferring local government fees to address housing supply and cost issues. This bill was not a concern until amendments taken on Aug. 22 caused CMUA, CASA, AGENDA ITEM 11 2 and CSDA to prioritize an oppose position due to the creation of a new legal standard for the collection of water and sewer connection and capacity fees and placed in a section of the Government code that could be interpreted to only allow fees to be collected in advance for connecting residents to systems. The concerns are that this could result in agencies having to pass costs to existing ratepayers as they may not be able to recover other indirect costs associated with new development. The bill passed the assembly and will return to the senate for a concurrence vote before Aug. 31 at midnight. The District continues to monitor this bill. • Certificate in Communications – In August, Communications Assistant, Eileen Salmeron, received the J. Lindsey Wolf Certificate in Communications from the California Association of Public Information Officials (CAPIO). The certificate provides core communications courses focused on strategies and tactics to meet the evolving needs of public information officials and keep pace with the ever-changing communications landscape. Recipients will receive their certificate signed by the CAPIO President and Education and Development Chair and will be honored at CAPIO’s annual conference in April 2025. • Women in Water Breakfast – The District partnered with the Sweetwater Authority, Olivenhain Municipal Water District, and Santa Fe Irrigation District to sponsor the Women in Water breakfast meeting hosted by the Women’s Leadership Committee of the American Water Works Association California-Nevada section. Dr. Maria-Elena Giner, P.E., Commissioner of the United States International Boundary and Water Commission traveled from Washington DC to present to the group and share her career journey. Dr. Giner, appointed by President Biden in 2021, is the second woman and first Latina to hold the post. The event was held to build camaraderie and encourage women in water to continue expanding their knowledge and exploring careers in the water industry. ADMINISTRATIVE SERVICES: Human Resources: • Negotiations: o Health Reimbursement Arrangement (HRA): Employee election forms have been submitted. HRA takes effect on September 1, 2024. • New Hires/Recruitments - The District is or will be recruiting for the following positions: o Assistant/Associate/Senior Civil Engineer (3 vacancies): ▪ Senior Civil Engineer started 7/24/24 3 ▪ Assistant Civil Engineer II started 8/12/24 ▪ Assistant Civil Engineer I started 8/26/24 o Electrician I/II - Pursuing Electrician II candidate, tentatively scheduled to start 9/3/24. o Facilities Maintenance Technician - Temporary employee started 8/15/24; phone screening interviews held 8/23/24. o Lead Customer Service Representative - Phone screening interviews held 8/26/24. o Lead Reclamation Plant Operator - Interviews completed on 8/6/24; pursuing candidate with tentative start date of 9/16/24. o Pump Mechanic I/II - Pump Mechanic I started 8/12/24. o Reclamation Plant Operator I/II/III (1 vacancy) – First vacancy filled on 7/9/24; temporary employee started on 7/18/24. Mass mailing to 1,300 potential applicants completed. Applications will be reviewed as they are received. o Recycled Water Specialist - Internal candidate is tentatively scheduled to be promoted on 9/3/24; creating a new vacancy in Administration: Facilities Maintenance Technician. o Senior/Utility Locator - Recruitment posted 7/30/24; department review of applications in progress. o SCADA/Instrumentation Technician or Senior SCADA/ Instrumentation Technician - Recruitment posted 8/6/24. o Utility Worker I/II (2 vacancies) - Interviews completed 7/16/24 & 7/18/24. Pursuing 2 candidates: ▪ Utility Worker I is scheduled to start 9/3/24. ▪ Utility Worker II is scheduled to start 9/9/24. • Employee Service Milestones – August 2024: o Dustin Schwegel – Achieved 5 years on 8/5/24 o Trevor Rogers – Achieved 10 years on 8/20/24 IT Operations: • Tyler Munis Implementation - Staff continues to collaborate with the Tyler Munis Implementation team, making significant progress on the financial module configuration. Following the recent request presented to the Finance & Administration Committee to contract with consultant (Koa Hills), for ERP configuration, validation, and implementation support, staff is preparing for next module configuration. Efforts are 4 ongoing with preliminary data conversions, testing of current workflows, and validating General Ledger information. • Backflow Prevention Software - Staff successfully transitioned to a new online backflow prevention software, SwiftComply. In collaboration with Customer Services staff, the team conducted multiple sessions to finalize the functional and technical requirements for the program. The SwiftComply software assists water agencies statewide in meeting regulatory compliance. Purchasing & Facilities: • 2024 Achievement of Excellence in Procurement – Otay Water District Procurement has been awarded the National Procurement Institute's (NPI) 2024 Achievement of Excellence in Procurement. This prestigious recognition is awarded to organizations that demonstrate excellence in various areas of procurement. Otay Water District's acknowledgment was based on several key achievements: o Establishment of a "Procurement Ethics" Policy: The District has formalized ethical standards to guide procurement activities, ensuring integrity and transparency. o Continuous Improvement Program: This includes formal surveys of external customers and incorporates bi-annual, agenda-driven vendor training workshops. o Centralized Procurement Authority: The District has structured its procurement authority centrally, ensuring consistency and compliance across the organization. o Utilization of eProcurement and Automated Technology: The District uses advanced electronic sourcing and evaluation technologies, including automated scorecards. o Comprehensive Procurement Card (P-Card) System: The District has implemented a comprehensive P-Card system to streamline purchasing processes. 5 o Staff Certifications and Education: The procurement staff hold advanced degrees and maintain certifications in Certified Professional in Supply Management (CPSM) and Certified Public Purchasing Officer (CPPO). o Best Value Procurement: The District has adopted policies allowing for Best Value procurement, enabling more flexible and effective purchasing decisions. The Achievement of Excellence in Procurement award signifies that Otay Water District Procurement is among the top-performing procurement entities, excelling in professionalism, innovation, and leadership. It reflects its commitment to maintaining the highest standards in procurement processes, customer service, and continuous improvement. The National Procurement Institute (NPI) is a professional association dedicated to establishing and promoting the best practices in procurement. NPI supports procurement professionals through education, certification, and networking opportunities, and their Achievement of Excellence in Procurement award is recognized as a benchmark of excellence in the field. Safety & Security: • County of San Diego Office of Emergency Services (OES): Annual Multi- Jurisdictional Hazard Mitigation Plan Update - The hazard mitigation plan is a process that helps the District identify and assess the risks of natural and human-caused hazards in the service areas. The plan aimed to develop long-term strategies to reduce the impact of future disasters on people, property, and the environment. In early 2023, the District created the plan. It was approved as part of the County’s multi-jurisdictional plan in June 2023. As part of the County’s ongoing commitment to community resilience, the District was required to provide their Hazard Mitigation Strategies update for activities from July 2023 through January 31, 2024. The updates include: o Hazard events that have occurred within the last year o Changes in risk exposure within the planning area o Mitigation success stories o Review of the action plan o Changes in capabilities that could impact plan implementation o Recommendations for changes/enhancements 6 Staff will update the District’s Progress Report at a future committee meeting. PURCHASE AND CHANGE ORDERS: • A total of 23 purchase orders, within staff’s signatory authority, were issued during the period of July 16, 2024 – August 15, 2024: PO Date PO Amount PO Description Vendor Name 7/17/2024 $1,500.00 FY25 MONTHLY ASSESSOR DATA SD COUNTY ASSESSOR 7/17/2024 $6,500.00 FY25 PIPELINE OBSERV SYST MGMT SFTW SUPPORT POSM SOFTWARE, LLC 7/17/2024 $10,374.00 FY25 MAP GEODATABASE LICENSE RENEWAL AMERICAN DIGITAL CARTOGRAPHY 7/18/2024 $37,000.00 FY25 WORKFLOW & FORMS SOFTWARE SUBSCRIPTION NINTEX USA, INC 7/19/2024 $8,000.00 FY25 ELEVATOR GENERAL MAINTENANCE 24 HOUR ELEVATOR, INC 7/22/2024 $34,074.37 FY25 MODELING SOFTWARE UPGRADE & SUPPORT INNOVYZE, LLC 7/30/2024 $10,215.92 FY25 INFOWATER ANNUAL SUBSCRIPTION DLT SOLUTIONS, LLC 7/30/2024 $151.83 FY24 INDUSTRIAL HYGIENE SERVICES COUNTY OF SAN DIEGO 8/5/2024 $15,000.00 FY25 BACKFLOW PREVENTION SOFTWARE LICENSE SWIFTCOMPLY US OPCO, INC 8/5/2024 $4,000.00 FY25 TOWEL LAUNDRY SERVICE PALM LAUNDRY, INC 8/5/2024 $2,400.00 FY25 RECYCLED WASTE SERVICE EDCO DISPOSAL CORPORATION 8/6/2024 $7,500.00 FY25 ON-DEMAND SECURITY RESPONSE SECURITAS SECURITY SVC USA, INC 8/6/2024 $15,000.00 FY25 ADMIN LANDSCAPE UPGRADE MAINTENANCE MERINO LANDSCAPE, INC 8/6/2024 $5,266.50 CRADLEPOINT ROUTERS GHA TECHNOLOGIES, INC 8/7/2024 $6,500.00 FY25 DATACENTER & NETWORK SUPPORT CONSULTING SVCS TORO NETWORK SERVICES CORP 7 8/7/2024 $59,994.00 FY25/CY24 LANDSCAPE MAINTENANCE SVCS NATURESCAPE SERVICES 8/7/2024 $2,000.00 FY25 GYM EQUIPMENT MAINTENANCE FITNESS TECH 8/7/2024 $7,000.00 FY25 FIRE ALARM ANNUAL SERVICES ALBIREO ENERGY, LLC 8/12/2024 $12,000.00 FY25 WEBSITE MAINTENANCE SUPPORT & CONSULTING SVCS NIGHTCODERS 8/12/2024 $12,284.98 FY25 ADOBE ACROBAT SOFTWARE LICENSES INSIGHT PUBLIC SECTOR, INC 8/12/2024 $6,500.00 FY25 DATA SERVICES - REALQUEST PROPERTY DATA CORELOGIC SOLUTIONS, LLC 8/13/2024 $7,500.00 FY25 SHAREPOINT & INTRANET SUPPORT SVCS ABLEFORCE, INC 8/14/2024 $10,000.00 FY25 AS-NEEDED SAFETY BOOTS RED WING BUSINESS ADV ACCOUNT FINANCE: • FY 2024 Annual Financial Statement Audit – Staff has completed the financial close of FY 2024, and all year-end work and account reconciliations are currently under review. The external audit firm, Davis Farr, LLP, was on-site throughout last week and met with finance staff on Friday, August 23, to report any preliminary findings and outline the next steps. The results of the audit will be published as part of the completed FY 2024 Annual Comprehensive Financial Report (ACFR), which will be presented at the October F&A Committee and the November Board meeting. • Meter Changeout RFP – The Meter Changeout RFP was published on June 13, with responses due by the end of July. Staff members from all departments have been included in the evaluation process. The District received six proposals, and staff is currently reviewing them with our consultant, ESource. A shortlist will be developed by the end of August, allowing selected companies to present their solutions in person in September. It is anticipated that staff will request Board approval to proceed with the selected candidate in November. 8 Financial Reporting: • The financial reporting as of July 31, 2024, is as follows: o As of the first month ending July 31, 2024, there are total revenues of $12,290,986 and total expenses of $11,879,275. The revenues exceeded expenses by $411,711. • The financial reporting for investments as of July 31, 2024, is as follows: o The market value shown in the Portfolio Summary and in the Investment Portfolio Details as of July 31, 2024, total $118,007,202 with an average yield to maturity of 4.252%. The total earnings year to date are $418,081. Purchases and Change Orders: • The following table summarizes purchases and change orders issued during the period from July 30, 2024 through August 21, 2024 that were within staff signatory authority: Date Action Amount Project Contractor/ Consultant/Vendor 7/30/2024 P.O. $5,735.54 COLLECTION SERVICES (MAY 2024) FINANCIAL CREDIT NETWORK, INC 8/6/2024 P.O. $1,034.40 EXCESS CRIME INSURANCE ACWA-JPIA 8/7/2024 P.O. $550.00 DEBT STATEMENT CALIFORNIA MUNICIPAL STATISTICS INC 8/13/2024 P.O. $21,208.65 CYBER LIABILITY INSURANCE ACWA-JPIA ENGINEERING AND WATER SYSTEM OPERATIONS: Engineering: • Vista Diego Hydropneumatic Pump Station Replacement and 12-inch Pipeline Replacement, 1530 Zone, Vista Diego Road: This project includes the replacement of the existing Pump Station, which serves the small 1530 Pressure Zone, containing approximately thirty-seven (37) potable water meters and four (4) hydrants. The project also includes 1530 Pressure Zone distribution system improvements in support of the Pump Station Replacement project and replacement of the 9 existing emergency standby generator. A 60% drawing submittal for the replacement Pump Station was completed on August 16, 2023, and a Review Meeting was held on August 29, 2023. A 60% peer review by the District’s As-needed Engineering Design consultant, NV5, was completed on October 16, 2023. The District’s As-needed Electrical Engineer, EPI, completed their 90% submittal on September 29, 2023. The District’s As-needed Environmental consultant, Chambers Group, completed the remaining biological surveys in June 2024. The Mitigated Negative Declaration (MND is scheduled for completion by the end of the calendar year and will publicly advertise for a construction bid around January 2025. Due to earlier vacancies within the department, the pre-project work is being pushed out and may affect the final schedule by a couple of months while other projects are prioritized. The project is within budget. (P2639, P2680, and P2688) • RWCWRF Disinfection System Improvements: The project involves the replacement of the chlorine gas disinfection system with an ultraviolet (UV) process at the Ralph W. Chapman Water Reclamation Facility. Consultant selection for design and construction support went to Carollo Engineers, and design work was initiated in July 2021. A Memorandum of Understanding has been reached with Trojan for procuring the UV system through the construction contractor at a bid obtained cost. This will also reduce material acquisition delays related to this equipment, which are expected to take a year to ship. A construction contract has been awarded to GSE Construction Co., Inc. with the UV submittal to be top priority for getting the project started. The plant engineering report was updated for preparation of completing the permitting process with the state. The contractor has ordered the Trojan UV system, which is estimated to arrive in August 2024. A Pre-Construction Meeting was held on November 6, 2023. On January 25, 2024, staff received review comments from the Division of Drinking Water review pertaining to the Title 22 Engineering Report update for the RWCWRF. Engineering and Operations staff worked together with the consultant to respond to state comments with the responses sent in June 2024. On February 21, 2024, staff presented the Disinfection Improvement Project at the Board Workshop as an informational item. Submittals, RFI, and materials are being reviewed, responded to, and procured. Notice to Proceed was issued for April 8, 2024, and the contractor, GSE, has mobilized and begun construction. Initial work on the sodium hypochlorite containment line has been completed. Duct bank to provide power and communication is near completion. The first and second planned shutdowns are going to be combined to minimize downtime on the plant. The shutdown is tentatively 10 scheduled for October 30, 2024, with the plant back online starting December 2, 2024. The project is within budget and on schedule. (R2117 and R2157) • Ralph W. Chapman Water Recycling Facility (RWCWRF) Effluent Pump Station Compressors: The compressors were identified as equipment with a high priority ranking for replacement in the 2017 RWCWRF Facilities Master Plan. The compressors are needed for the surge tank's operation, which protects the 14-inch RWCWRF Effluent Pipeline carrying recycled water from the plant to the recycled water storage reservoirs. In close coordination with the Operations staff, several vendors were contacted for equipment and installation costs. Air Vac Systems was selected based on cost and the ability to meet the needs of the facility. The new compressors were installed in June 2024. The project is within budget and ahead of schedule. (R2166) • 450-1 Recycled Water Reservoir Stormwater Improvements: Stormwater runoff from the 450-1 Recycled Water Reservoir site has been eroding the downstream area and exposed the District's 30-inch recycled water line. Staff is working with NV5 on potential design and permitting solutions. Helix Environmental is currently working on the regulatory permit applications for the work within the tributary. The project is within budget and on schedule. (R2164) • Zero Emission Vehicles and Charging Infrastructure: This project is for the capital purchase and installation of various electric vehicle support equipment, such as charging infrastructure needed to power Zero Emission Vehicles (ZEVs) for light, medium, and heavy-duty electric vehicles. The project is in preparation for compliance with the State of California's Executive Order N-79-20 and the Advanced Clean Fleet Regulation to require ZEV purchases when adding to the District's fleet of vehicles. A 30% EV Charging Station Master Plan has been submitted by As-needed Electrical Consultant, Engineering Partners, Inc. (EPI). Engineering is conducting the initial review. Based on initial findings of the Master Plan and possible Grant opportunities, Engineering hired EPI under an As-needed Electrical Agreement to design the first five (5) charging stations for Operations to meet their growing fleet demand for FY 2025. Design drawings will be used to submit for grant opportunities to help offset the capital cost for the charging stations for FY 2025. The Clean Air for All Grant was submitted on April 12, 2024, with a potential funding amount of $153,000 for Operations’ first permanent electric charging station. The 30% Master Plan has been reviewed collectively by Operations and Engineering staff, and comments have been returned to the consultant. 11 Sixty percent planning is in progress. The project is within budget and on schedule. (P2684) • Potable Pipeline Replacement Projects: The following set of pipelines are being replaced as a result of past failures, age, lack of redundancy, and/or inadequate fire flow. A 30% design has been submitted by NV5, reviewed, and returned by staff. Sixty percent design plans are in progress. o PL - 8-inch, 850 Zone, Coronado Avenue, Chestnut/Apple (P2608) o PL - 8-inch, 1004 Zone, Eucalyptus Street, Coronado/Date/La Mesa (P2609) o PL - 12-Inch Pipeline Replacement, 803 PZ, Vista Grande (P2615) o PL - 20-Inch, 1296 Zone, Proctor Valley Road from Pioneer Way to Melody Road, “South Proctor Road” (P2171) o PL - 20-Inch, 1296 Zone, Proctor Valley Road from Melody Road to Schlee “North Proctor Road” (P2058) – appraisal process and reports have been submitted by Bender Rosenthal, Inc. and reviewed by staff. Offer letters to acquire proposed easement to install waterline are being drafted and will be sent out to owners in September 2024. • Olympic Parkway Recycled Water Line Replacement: Several main breaks within the past few years on the 20-inch recycled water line in Olympic Parkway between Heritage Road and La Media Road resulted in the establishment of this Capital Improvement Program project at the May 2021 Board Meeting. The engineering firm, NV5, was selected to design the replacement waterline using the District’s As-needed Engineering Design Services contract. The project was awarded to Burtech in January 2023. The City of Chula Vista permits have been obtained. Consideration was given to potentially using trenchless installation, but several drawbacks and limitations eliminated it from selection. The contractor has started procuring materials, and a Pre-Construction Meeting was held on June 8, 2023. The valves were delivered and tested at the end of May 2024. Progress meetings have begun, and the contractor received the permit from the City of Chula Vista, and staff is working on an outreach notification for the project. A notice to proceed was issued for March 25, 2024, and most of the work will be night work to minimize traffic delays. The contractor mobilized on July 15, 2024. The project is within budget and on schedule. (R2159) • Cottonwood Sewer Pump Station Replacement: This project involves the replacement of the existing sewer pump station originally constructed in 1986 as a temporary facility due to operational and accessibility deficiencies. The station serves both the District and County of San 12 Diego customers on the southside of the Sweetwater River. Improvements will incorporate increased station capacity, now and in the future, with a force main upgrade, as well as emergency storage to avoid a sewage spill. The design is being prepared by Wood Rodgers, Inc., with the preliminary design report completed in October 2023. The geotechnical investigation of the site was completed by Atlas Technical Consultants, LLC, using the District’s As-needed Geotechnical contract. The project is within budget. The schedule will be reassessed in Fall 2024 as staff vacancies are filled. (S2069) • 870-2 Reservoir and 870-1 Reservoir Floating Cover/Liner Replacement: This project consists of constructing a new 3.4 MG prestressed concrete potable water tank adjacent to the existing 870-1 Reservoir. The project also includes lowering the existing 870-1 Reservoir 30-inch inlet pipe and replacing the existing floating cover and liner within the existing 870-1 Reservoir. The District’s As-needed Engineering Design consultant, Wood Rodgers, teamed with Richard Brady and Associates (Wood Rodgers/Brady), and the District's As-needed Electrical consultant, BSE, and District in-house staff completed the design such that the project was publicly advertised for construction bid on May 9, 2024. The bid documents included the alterative bid items for Build America, Buy America Act (BABAA) funding requirements and existing reservoir outlet pipe replacement. Understanding the financial impact of including BABAA requirements will inform the District’s decision to continue pursuing several federal grants. The outlet pipe replacement alternative bid item will be contemplated after the inspection of the outlet pipe. The pipe condition will dictate the District’s decision to execute that alternative bid item. Two bids were received via PlanetBids on June 27, 2024. The lowest base bid was $3,706,483 higher compared to the construction contract value estimated in the FY 2025 budget. Staff concluded that the volatility of the market for materials and labor made it hard to use prior bid data to predict current prices. The bid items with the largest differences between the Budget Estimate and the low bid included bid items with steel and electrical components. The Finance Department has determined that, under the current rate model, an additional $3.1 million in debt will be issued to fund the requested budget increases for these two CIP projects. The additional debt is projected to increase FY 2027 rates by an additional 0.4%, from 7.5% to 7.9%. The award of the construction contract is currently scheduled for the September 2024 Board Meeting. Both projects are on schedule. (P2228 & P2563) 13 • Potable Water Pressure Vessel Program - Rolling Hills: The 2004 era Rolling Hills Hydropneumatic Pump Station hydropneumatic pressure vessel was inspected on June 6, 2017 and February 27, 2023. Both inspection reports noted interior corrosion due to internal coating failure. The February 2023 inspection report recommended a reduction in the safety relief valve pressure setpoint to compensate for internal corrosion. The February 2023 inspection report also suggested that the life expectancy of the vessel may be three (3) years. Consequently, the report recommended interior re-inspection within three (3) years rather than the typical five (5) year inspection frequency. With the hydropneumatic tank at the end of its life and the limited availability of the trailer-mounted variable frequency drive pump station (VFD trailer), the tank is scheduled for replacement. On January 23, 2024, the purchase of a hydropneumatic tank from Modern Custom Fabrication, Inc. was approved at the February 7, 2024 Board Meeting. District in- house staff mobilized and have begun connecting the VFD Trailer to the project site since February 9, 2024. Modern Custom Fabrication shop drawings for the replacement tank were approved on July 8, 2024, and delivery of the new tank is anticipated in late Fall 2024. The project is within budget and on schedule. (P2663-008000) • Recycled/Reuse Feasibility: Sweetwater Authority (SWA) and Otay Water District are working collaboratively through a Memorandum of Understanding (MOU) to evaluate the feasibility of extending water reuse into the SWA area. On February 7, 2024, a Professional Services Agreement (PSA) for a feasibility study was awarded by the Board to Carollo Engineers (Carollo). The Kick-off Meeting was conducted by Carollo. The first phase of data collection has been initiated. On June 20, 2024, the District was approved for grant funding from the Water Recycling Funding Program for the SWA and OWD Intertie Project. The State Water Resources Control Board authorized a total of $300,000. Staff, SWA, and Carollo are conducting biweekly progress meetings and collecting data for the Planning and Feasibility Report. (R1254- 001000) • Otay Water District Climate Adaptation and Resilience Planning Project: On November 21, 2023, FEMA approved and issued Hazard Mitigation Grant Program (HMGP) funds for the preparation of a Climate Adaptation and Resilience Plan for the District. FEMA authorized a total of $244,939.70. The CARP will include a risk and resilience assessment focusing on climate change. The CARP will also include the development of resilience and adaptation strategies to allow the District to prioritize risks. Strategies may include updated policies, 14 built infrastructure-based measures, green infrastructure-based measures, operational approaches, staff training and tools, and communication and education for customers. The Professional Services Agreement with AARC Consultants was approved at the June Board Meeting. The Kick-off Meeting was held in August 2024. The final Plan will be incorporated into the District’s Local Hazard Mitigation Plan Annex. (P1253-009000) • Sewage Flows to Metro vs Planned Capacity: The Metropolitan Water District Amended and Restated Regional Wastewater Disposal Agreement became fully effective at the start of FY 2023. The District’s annual capacity of 0.38 MGD (139 MG) is now in effect, though the District would need to exceed this capacity for three (3) consecutive years before additional capacity must be acquired. The Metropolitan Water District (Metro) capacity was set based upon the District’s sewer system requirements through planning year 2050. Sewage flow to Metro for FY 2023 was 101.24 MG, below the 139 MG agreement capacity limit. The Ralph W. Chapman Water Reclamation Facility (RWCWRF) had an upset occur in September 2023, resulting in a week and a half of no recycled water production. The District is still on track to meet the annual capacity limit. Due to low demand of recycled water, the RWCWRF recycled water production was taken offline from February 8, 2024 to February 19, 2024, which resulted in higher sewer discharge into Metro. 15 A second graph has been added to show the District has been in compliance with the amended agreement allowances. • Summary of Budgeted and Sold Meters and EDUs for Fiscal Year 2025 through July 2024: Purchases and Change Orders: • The following table summarizes purchases and change orders issued during the period from July 27, 2024 through August 22, 2024 that were within staff signatory authority: Date Action Amount Project Contractor/ Consultant/Vendor 7/29/2024 SECOND AMENDMENT $17,584.00 SAN MIGUEL HABITAT MANAGEMENT AREA AND CIP-ASSOCIATED MITIGATION PROJECTS (P1253-004000) MERKEL & ASSOC. Date Meters (Budgeted) Meters Sold (Actual) EDUs (Budgeted) EDUs Sold (Actual) Total $ (Budgeted) Total $ Collected (Actual) July 2024 20.2 27 58.8 48 $955,391 $656,078 Totals FY 2025 20.2 27 58.8 48 $955,391 $656,078 16 OPERATIONS: • The following events occurred on Tuesday, July 23rd: o Water Systems staff performed a planned shutdown on Via Rancho San Diego in El Cajon. This shutdown was conducted to replace three (3) 12-inch gate distribution valves that were found with excessive leak by during routine valve maintenance and were part of the valve replacement Capital Improvement Project. Water isolation valves are critical components of a water distribution system for isolating pipe segments for repair and maintenance purposes. This shutdown had no customer impact. o Pump #5 at the 870-2 Pump Station was removed and delivered to a certified District vendor due to problems in the mechanical seal that generated water leaks. The technical report is pending review to validate the needed repairs. Operational funds authorized in FY25 will be used for this repair. o Utility Maintenance staff replaced two inoperable 12-inch gate valves and one inoperable 10-inch gate valve for the CIP P2697(Capital Improvement Project) valve replacements on Via Rancho San Diego and Fury Lane in El Cajon. Utility Maintenance staff returned on Thursday, July 25th to replace another inoperable 12- inch gate valve and a 14-inch tee with a 12-inch gate valve on the tee side. All affected meters were hi-lined for the week to eliminate customer impact. • The following events occurred on Wednesday, July 24th: o Process Control Turbine Blower #1 was installed after the planned overhaul and preventative maintenance that was scheduled as part of CIP S2077 Reclamation Plant Blowers Renovation. o Water Systems staff assisted the Inspection section with bacteriological sampling for a new realigned section of the main located at La Media Road and Airway Road in the Otay Mesa area (CIP #P2677). • The following events occurred on Thursday, July 25th: o Water Systems staff performed a planned shutdown on Via Rancho San Diego in El Cajon. This shutdown was conducted to replace two (2) 12-inch gate distribution valves that were found with excessive leak by during routine valve maintenance and were part of the valve replacement Capital Improvement Project. Water isolation valves are critical components of a water distribution system for isolating 17 pipe segments for repair and maintenance purposes. This shutdown had no customer impact. o Pump #4 at 978 Pump Station was removed to be rebuilt and the pump motor replaced due to a mechanical failure on the shaft that caused damage to both components. This pump station was built in 1993, and Pump #4 is part of the original equipment. Funds for this repair are approved in FY25 under CIP P2700. • On Friday, July 26th, Utility Maintenance staff responded to a call from Water Systems staff reporting water coming from under the plates on Fury Lane where Utility Maintenance had replaced the 14-inch tee and 12-inch gate valve. Utility Maintenance staff made the repair and began backfilling the excavation. Water Systems staff loaded the line so that Utility Maintenance staff could check for leaks. The main line was pressurized, and no leaks were found. The hi-line was never removed so there was no interruption or loss of water to any of the businesses. • On Sunday, July 28th, at 9:00 p.m., Utility Maintenance staff performed two (2) 12-inch on a 24-inch ACP (Asbestos Concrete Pipe) wet taps for a developer support project (D1127-090538) at 8425 Otay Mesa Road in Otay Mesa. Staff then returned to the same project on Monday, July 29th, at 9:00 p.m. to perform another 12-inch on 24-inch ACP wet tap and a six-inch on 24-inch ACP wet tap. • On Tuesday, July 30th, Water Systems staff assisted the Inspection section with bacteriological sampling for a new realigned section of 24-inch main located on Alta Road, south of Otay Mesa Road, in the Otay Mesa area (developer project #D1132). • On Wednesday, July 31st, Water Systems staff performed a final walk- through inspection on a portion of Metro Avenue and Optima Street in the Millenia project (developer project #D0943). No issues were noted on the punch list. Final walk-through inspections are required to ensure proper operation/construction of newly built District infrastructure before being accepted. • On Thursday, August 1st, Utility Maintenance staff performed a six- inch and eight-inch on a 12-inch PVC (Poly Vinyl Chloride) wet tap and an eight-inch on a 16-inch ACP wet tap for a developer support project (D1174-090624) at 3007 Dehesa Road in El Cajon. • On Thursday, August 8th, a failure was reported at the reclaimed pressure reducer station at the intersection of E. Palomar and Olympic Parkway in Chula Vista. Due to a staffing shortage in the Pump Mechanic section, the District utilized the Interagency Shared Services 18 Agreement to request assistance from Padre Dam Municipal Water District. After troubleshooting, it was determined that corrective maintenance was needed, including cleaning, and replacing the valve kit. This successfully resolved the issue, allowing the station to return to operation. No further breakdowns have been reported. The costs for labor and materials will be invoiced for payment. • On Sunday, August 11th, Water Systems staff performed an emergency shutdown at 817 Carlsbad Street in Spring Valley. This shutdown was performed to repair an eight-inch ACP beam break and replace two broken/leaking eight-inch gate valves. Utility Maintenance staff responded and isolated the main and excavated and repaired the main by removing the broken pipe and installed four feet of PVC with two couplings. The shutdown lasted 24 hours and affected 65 meters, with four water trailers available for the affected customers. • On Monday, August 12th, Utility Maintenance staff replaced two broken eight-inch gate valves on Carlsbad Street in Spring Valley. The valves were broken during the isolation process for the eight-inch ACP main break that occurred on Sunday, August 11th. These valves will be included in the valve replacement CIP P2697, and this area of Carlsbad Street will be the next location for an additional 20 valves that will need to be replaced with original installation dates of 1958. This section of road is scheduled to be resurfaced by the County beginning in November. • On Wednesday, August 14th, Utility Maintenance staff performed a one- inch on a 12-inch PVC wet tap for a developer support project (D1117) at Calle Mayfair in Chula Vista. • On Saturday, August 17th, Water Systems staff performed a planned shutdown on the 30-inch recycled main from the 680 Pump Station to Olympic Parkway in Chula Vista. This was performed to realign the 30- inch recycled water main as part of a developer project (D0162). The shutdown lasted 26 hours and affected five meters. This shutdown was performed on the weekend when recycled water demands were lower to ensure ample water storage was available. • The following events occurred on Monday, August 19th: o The District received two interns from the San Diego County Water Authority Internship program. The interns will learn from Water Systems Operators and Reclamation Plant Operators for the next 16 weeks on typical daily activities performed. 19 o Water Systems staff reported several pump start failures at 803 Pump Station and Electricians were dispatched to the site. The failure was resolved by restarting the equipment. However, as this was a repetitive failure, further troubleshooting was performed, which included reviewing the input voltage trends and low voltage was detected. SDGE was contacted and a technical site visit was arranged, and they adjusted their system and achieved more stable and in-range voltage. Since this visit, no further failures have been reported at this location. Water Conservation and Sales: • Water Conservation – July 2024 usage was 11% lower than July 2013 usage. Since July 2023, customers have saved an average of 14% over 2013 levels. • Potable Water Purchases – The July potable water purchases were 2,991 acre-feet which is 1.4% above the budget of 2,952 acre-feet. 20 • Recycled Water Purchases – The recycled water purchases from the City of San Diego and production at the District’s treatment facility for the month of July were 397 acre-feet which is 15.9% below the budget of 472 acre-feet. 21 • The table below displays the rainfall data for the month of July and year-to-date. Rainfall July Y-T-D Actual 0.00 0.00 Three-year Historical Average 0.00 0.00 Variance 0.00 0.0% 0.00 0.0% Potable, Recycled, and Sewer (Reporting up to the month of July): • Total number of potable water meters: 51,970. • Total number of sewer connections: 4,752. • Recycled water consumption for the month of July: o Total consumption: 487.49 acre-feet or 158,838,548 gallons. o Average daily consumption: 5,123,824 gallons per day. o Total cumulative recycled water consumption since July 2023: 487.49 acre-feet. o Total number of recycled water meters: 797. • Wastewater flows for the month of July: o Total basin flow: 1,739,903 gallons per day. ▪ This is an increase of 2.07 percent from July 2023. o Spring Valley Sanitation District flows to Metro: 582,311 gallons per day. o Total Otay flow: 1,157,581 gallons per day. o Flow processed at the Ralph W. Chapman Water Recycling Facility: 1,060,774 gallons per day. o Flow to Metro from Otay Water District: 96,806 gallons per day. o By the end of July there were 6,751 wastewater EDUs. Exhibit A Annual YTD REVENUES:Budget Actual Budget Variance Var % Potable Water Sales 74,767,000$ 7,353,285$ 7,609,000$ (255,715)$ (3.4%) Recycled Water Sales 11,014,000 1,396,311 1,429,600 (33,289) (2.3%) Potable Energy Charges 3,578,000 313,936 360,800 (46,864) (13.0%) Potable System Charges 14,131,000 1,125,222 1,128,000 (2,778) (0.2%) Potable MWD & CWA Fixed Charges 16,555,000 1,176,228 1,183,000 (6,772) (0.6%) Potable Penalties and Other Fees 1,067,000 88,872 110,800 (21,928) (19.8%) Total Water Sales 121,112,000 11,453,854 11,821,200 (367,346) (3.1%) Sewer Charges 3,482,000 291,849 292,100 (251) (0.1%) Meter Fees 158,000 14,998 13,200 1,798 13.6% Capacity Fee Revenues 2,833,000 174,122 236,100 (61,978) (26.3%) Non-Operating Revenues 2,566,000 192,726 168,200 24,526 14.6% Tax Revenues 6,840,000 53,027 68,900 (15,873) (23.0%) Interest 1,102,000 110,410 91,833 18,577 20.2% Total Revenues 138,093,000$ 12,290,986$ 12,691,533$ (400,547)$ (3.2%) EXPENSES: Potable Water Purchases 54,323,000$ 5,353,838$ 5,279,800$ (74,038)$ (1.4%) Recycled Water Purchases 6,123,000 771,300 771,300 - 0.0% CWA-Fixed Transportation Charge 1,125,000 - - - 0.0% CWA-Infrastructure Access Charge 3,258,000 265,584 266,000 416 0.2% CWA-Customer Service Charge 2,166,000 175,849 176,000 151 0.1% CWA-Reliability Charge 3,768,000 281,653 282,000 347 0.1% CWA-Emergency Storage Charge 5,178,000 414,121 414,000 (121) (0.0%) MWD-Capacity Res Charge 840,000 65,232 65,000 (232) (0.4%) MWD-Readiness to Serve Charge 684,000 59,246 57,000 (2,246) (3.9%) Subtotal Water Purchases 77,465,000 7,386,823 7,311,100 (75,723) (1.0%) Power Charges 5,058,000 463,982 540,100 76,118 14.1% Payroll & Related Costs 27,724,800 1,967,986 2,129,000 161,014 7.6% Materials & Maintenance 5,224,400 372,488 435,700 63,212 14.5% Administrative Expenses 9,526,800 600,625 796,799 196,174 24.6% Legal Fees 402,000 29,571 33,500 3,929 11.7% Expansion Reserve 5,720,000 476,700 476,700 - 0.0% Betterment Reserve 2,643,300 220,300 220,300 - 0.0% OPEB Trust 350,000 29,200 29,200 - 0.0% General Fund Reserve 3,978,700 331,600 331,600 - 0.0% Total Expenses 138,093,000$ 11,879,275$ 12,303,999$ 424,724$ 3.5% EXCESS REVENUES(EXPENSES)-$ 411,711$ 387,534$ 24,177$ OTAY WATER DISTRICT COMPARATIVE BUDGET SUMMARY FOR THE ONE MONTH ENDED JULY 31, 2024 F:/MORPT/FS2025-P1.xlsx 8/23/2024 1:40 PM The year-to-date excess revenues of $411,711 are $24,177 more than the budgeted surplus of $387,534. COMPARATIVE BUDGET SUMMARY NET REVENUE AND EXPENSES FOR THE ONE MONTH ENDED JULY 31, 2024 -$1,600,000 -$1,400,000 -$1,200,000 -$1,000,000 -$800,000 -$600,000 -$400,000 -$200,000 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD Actual Net Revenues YTD Budget Net Revenues YTD Variance in Net Revenues OTAY WATER DISTRICT INVESTMENT PORTFOLIO REVIEW July 31, 2024 INVESTMENT OVERVIEW & MARKET STATUS: At the Federal Reserve Board's regular meeting on July 26, 2023, the Committee increased the target range for the federal funds rate from 5.25% to 5.50%. There have been no further changes made to the federal funds rate at the most recent meeting which was held on July 31, 2024. Recent indicators suggest that economic activity has continued to expand at a solid pace. Job gains have remained strong, and the unemployment rate has remained low. Inflation has eased over the past year but remains elevated. In recent months, there has been a lack of further progress toward the Committee’s 2 percent inflation objective. The Committee will continue to reduce its holdings of Treasury securities, agency debt, and agency mortgage-backed securities, as outlined in the Plans for Reducing the Size of the Federal Reserve's Balance Sheet issued in May 2022. The Committee will continue to observe the effects of incoming information on the economic outlook. In determining the timing and size of future adjustments to the target range for the federal funds rate, they went on to say: "The Committee would be prepared to adjust the stance of monetary policy as appropriate if risks emerge that could impede the attainment of the Committee's goals. The Committee's assessments will take into account a wide range of information, including readings on labor market conditions, inflation pressures and inflation expectations, and financial and international developments." The District's effective rate of return for July 2024 was 4.13%, one basis point higher than the previous month. LAIF's return was four basis points higher than the last month, reaching an average effective yield of 4.52% for July 2024. Based on our success at maintaining a competitive rate of return on our portfolio during this period of increasing interest rates, no changes in investment strategy regarding returns on investment are being considered. Under the District's Investment Policy, all District funds continue to be managed based on the objectives, in priority order, of safety, liquidity, and return on investment. PORTFOLIO COMPLIANCE: July 31, 2024 Investment State Limit Otay Limit Otay Actual 8.01: Treasury Securities 100% 100% 5.04% 8.02: Local Agency Investment Fund (Operations) $75 Million $75 Million $62.67 Million 8.03: Federal Agency Issues 100% 100% 31.07% 8.04: Certificates of Deposit 30% 15% 0 8.05: Short-Term Commercial Notes 25% 10% 0 8.06: Medium-Term Commercial Debt 30% 10% 0 8.07: Money Market Mutual Funds 20% 10% 0.45% 8.08: San Diego County Pool 100% 100% 7.60% 12.0: Maximum Single Financial Institution 100% 50% 2.88% $3,405,111 2.88% $71,658,915 60.56% $43,262,418 36.56% Otay Water District Investment Portfolio: 07/31/2024 Banks (Passbook/Checking/CD)Pools (LAIF & County)Agencies,Treasury Securities & Money Market Mutual Funds Total Cash and Investments: $118,326,444 (Book Value) Jul FY24 Aug FY24 Sep FY24 1st Qtr FY24 Oct FY24 Nov FY24 Dec FY24 2nd Qtr FY24 Jan FY24 Feb FY24 Mar FY24 3rd Qtr FY24 Apr FY24 May FY24 Jun FY24 4th Qtr FY24 Jul FY25 Otay 3.71 3.74 3.83 3.76 3.76 3.86 3.90 3.84 3.86 4.01 3.90 3.92 4.04 4.02 4.12 4.06 4.13 LAIF 3.31 3.43 3.53 3.42 3.67 3.84 3.93 3.81 4.01 4.12 4.23 4.12 4.27 4.33 4.48 4.36 4.52 Difference 0.40 0.31 0.30 0.34 0.09 0.02 -0.03 0.03 -0.15 -0.11 -0.33 -0.20 -0.23 -0.31 -0.36 -0.30 -0.39 -1.00 0.00 1.00 2.00 3.00 4.00 5.00 Re t u r n o n I n v e s t m e n t s Month Performance Measure FY-25 Return on Investment Otay LAIF Difference Target: Meet or Exceed 100% of LAIF Month End Portfolio Management July 31, 2024 Portfolio Summary % of Portfolio Book ValueInvestmentsMarket Value Par Value Days to MaturityTerm YTM 360 Equiv. YTM 365 Equiv. Federal Agency Issues- Callable 6,000,000.00 8195.22 4.9931905,998,890.006,000,000.00 5.063 Treasury Securities - Coupon 5,967,237.10 5735.19 5.0243035,979,600.006,000,000.00 5.094 Federal Agency Issues - Bullet 30,761,216.99 93026.77 3.51929030,442,715.3230,796,000.00 3.568 Money Market 533,963.35 10.46 5.0851533,963.35533,963.35 5.155 Local Agency Investment Fund (LAIF)62,670,798.21 154.53 4.454162,439,921.6262,670,798.21 4.516 San Diego County Pool 8,988,116.98 17.82 3.55119,207,000.008,988,116.98 3.600 114,921,332.63 100.00%Investments 114,602,090.29114,988,878.54 322 104 4.194 4.252 Cash (not included in yield calculations) Passbook/Checking 3,405,111.43 1 0.85813,405,111.433,405,111.43 0.870 118,326,444.06Total Cash and Investments 118,007,201.72118,393,989.97 322 104 4.194 4.252 Current Year July 31 418,081.10 Fiscal Year To Date 418,081.10 Average Daily Balance Effective Rate of Return 119,116,721.92 119,116,721.92 4.13%4.13% Total Earnings Month Ending I hereby certify that the investments contained in this report are made in accordance with the District Investment Policy Number 27 adopted by the Board of Directors on May 01, 2024. The investments provide sufficient liquidity to meet the cash flow requirements of the District for the next six months of expenditures. __________________________________________________ ____________________ Joseph Beachem, Chief Financial Officer Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Reporting period 07/01/2024-07/31/2024 Run Date: 08/21/2024 - 16:00 PM (PRF_PM1) 7.3.11 Report Ver. 7.3.11 08/23/2024 YTM 360 Page 1 Par Value Book Value Maturity Date Stated RateMarket Value July 31, 2024 Portfolio Details - Investments Average BalanceIssuer Portfolio Management Month End Days to MaturityMoody'sCUSIP Investment # Purchase Date Federal Agency Issues- Callable 4.932Federal Home Loan Mortgage2406 3,000,000.00 3,000,000.00 04/25/20255.00010/25/2022 3,000,420.00 Aaa3134GX6A7 267 5.055Federal Home Loan Mortgage2408 3,000,000.00 3,000,000.00 11/22/20245.12511/28/2022 2,998,470.00 Aaa3134GY3P5 113 6,000,000.005,998,890.006,000,000.007,612,780.98Subtotal and Average 4.993 190 Treasury Securities - Coupon 4.998US TREASURY2418 3,000,000.00 2,990,907.13 07/31/20254.75011/01/2023 3,000,540.00 Aaa91282CHN4 364 5.051US TREASURY2419 3,000,000.00 2,976,329.97 03/31/20253.87511/09/2023 2,979,060.00 Aaa91282CGU9 242 5,967,237.105,979,600.006,000,000.005,965,395.25Subtotal and Average 5.024 303 Federal Agency Issues - Bullet 2.855Federal Farm Credit Bank2397 2,000,000.00 1,997,976.57 04/25/20252.75004/26/2022 1,968,660.00 Aaa3133ENVC1 267 4.261Federal Farm Credit Bank2402 3,000,000.00 2,997,730.42 09/30/20254.25009/30/2022 2,988,000.00 Aaa3133ENP95 425 4.488Federal Farm Credit Bank2405 3,000,000.00 2,998,948.91 10/17/20244.37510/19/2022 2,992,980.00 Aaa3133ENS43 77 4.284Federal Farm Credit Bank2410 3,000,000.00 2,998,967.81 12/20/20244.25012/20/2022 2,988,090.00 Aaa3133EN4N7 141 4.932Federal Farm Credit Bank2420 1,000,000.00 994,316.72 03/05/20264.62504/17/2024 1,001,850.00 Aaa3133EP4K8 581 4.679Federal Farm Credit Bank2421 1,000,000.00 1,000,131.66 05/06/20274.75005/28/2024 1,015,760.00 Aaa3133ERDS7 1,008 4.864Federal Farm Credit Bank2424 3,000,000.00 2,998,597.71 07/28/20254.87511/17/2023 3,002,970.00 Aaa3133EPRS6 361 4.338Federal Home Loan Bank2404 3,000,000.00 2,999,926.42 09/13/20244.37510/18/2022 2,996,070.00 Aaa3130ATND5 43 4.928Federal Home Loan Bank2417 4,000,000.00 4,000,000.00 02/28/20255.00007/03/2023 4,002,200.00 Aaa3130AV7L0 211 0.612Federal Home Loan Mortgage2391 1,045,000.00 1,042,098.99 09/23/20250.37509/16/2021 995,540.15 Aaa3137EAEX3 418 0.618Federal Home Loan Mortgage2392 2,751,000.00 2,743,205.33 09/23/20250.37509/22/2021 2,620,795.17 Aaa3137EAEX3 418 0.996Federal National Mortage Assoc2393 2,000,000.00 2,005,234.17 01/07/20251.62512/09/2021 1,969,820.00 Aaa3135G0X24 159 1.129Federal National Mortage Assoc2394 2,000,000.00 1,984,082.28 11/07/20250.50012/15/2021 1,899,980.00 Aaa3135G06G3 463 30,761,216.9930,442,715.3230,796,000.0031,018,199.44Subtotal and Average 3.519 290 Money Market 5.139Blackrock T - Fund Inst9010 15,080.03 15,080.03 5.21015,080.03RESERVE-10A WRB 1 5.139Blackrock T - Fund Inst9011 33,528.10 33,528.10 5.21033,528.10RESERVE 10 BABS 1 5.079FIRST AMERICAN US TREASURY9016 485,355.22 485,355.22 5.150485,355.22OWD TRUST & CUS 1 533,963.35533,963.35533,963.35965,677.06Subtotal and Average 5.085 1 Local Agency Investment Fund (LAIF) 4.454STATE OF CALIFORNIA9001 62,670,798.21 62,670,798.21 4.51662,439,921.62LAIF 1 62,670,798.2162,439,921.6262,670,798.2162,787,329.92Subtotal and Average 4.454 1 Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 PM (PRF_PM2) 7.3.11 Report Ver. 7.3.11 YTM 360 Page 2 Par Value Book Value Maturity Date Stated RateMarket Value July 31, 2024 Portfolio Details - Investments Average BalanceIssuer Portfolio Management Month End Days to MaturityMoody'sCUSIP Investment # Purchase Date San Diego County Pool 3.551San Diego County9007 8,988,116.98 8,988,116.98 3.6009,207,000.00SD COUNTY POOL 1 8,988,116.989,207,000.008,988,116.988,439,699.38Subtotal and Average 3.551 1 119,116,721.92 114,988,878.54 4.194 104114,602,090.29 114,921,332.63Total and Average Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 PM (PRF_PM2) 7.3.11 YTM 360 Page 3 Par Value Book Value Stated RateMarket Value July 31, 2024 Portfolio Details - Cash Average BalanceIssuer Portfolio Management Month End Days to MaturityMoody'sCUSIP Investment # Purchase Date US Bank 0.000STATE OF CALIFORNIA9003 3,100.00 3,100.003,100.00PETTY CASH 1 0.986STATE OF CALIFORNIA9004 2,963,187.64 2,963,187.64 1.0002,963,187.64OPERATING 1 0.000STATE OF CALIFORNIA9005 387,620.68 387,620.6807/01/2024 387,620.68PAYROLL 1 0.000STATE OF CALIFORNIA9014 51,203.11 51,203.1107/01/2024 51,203.11FLEX ACCT 1 0.00 119,116,721.92 118,393,989.97 4.194 104 1Average Balance 118,007,201.72 118,326,444.06Total Cash and Investments Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 PM (PRF_PM2) 7.3.11 Month End Activity Report Sorted By Issuer July 1, 2024 - July 31, 2024 Current Rate Transaction Date Balance Beginning Balance Ending Par Value Percent of Portfolio Par Value CUSIP Investment # Issuer Purchases or Deposits Redemptions or Withdrawals Issuer: Blackrock T - Fund Inst Money Market Blackrock T - Fund Inst9010 63.915.210 0.00RESERVE-10A WRB Blackrock T - Fund Inst9011 142.085.210 0.00RESERVE 10 BABS 0.0048,402.14 48,608.13Subtotal and Balance 205.99 205.99 0.0048,402.14 48,608.130.041%Issuer Subtotal Issuer: STATE OF CALIFORNIA US Bank STATE OF CALIFORNIA9004 1,939,282.971.000 0.00OPERATING STATE OF CALIFORNIA9005 387,620.68 0.00PAYROLL STATE OF CALIFORNIA9014 57,820.86 6,617.75FLEX ACCT 6,617.751,027,004.67 3,405,111.43Subtotal and Balance 2,384,724.51 Local Agency Investment Fund (LAIF) STATE OF CALIFORNIA9001 6,206,250.574.516 8,900,000.00LAIF 8,900,000.0065,364,547.64 62,670,798.21Subtotal and Balance 6,206,250.57 8,590,975.08 8,906,617.7566,391,552.31 66,075,909.6455.810%Issuer Subtotal Issuer: FIRST AMERICAN US TREASURY Money Market FIRST AMERICAN US TREASURY9016 10,249,420.915.150 10,000,875.00OWD TRUST & CUS 10,000,875.00236,809.31 485,355.22Subtotal and Balance 10,249,420.91 10,249,420.91 10,000,875.00236,809.31 485,355.220.410%Issuer Subtotal Issuer: Federal Farm Credit Bank Federal Agency Issues - Bullet 16,000,000.00 16,000,000.00Subtotal and Balance Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 DA (PRF_DA) 7.3.11 Report Ver. 7.3.11 Current Rate Transaction Date Balance Beginning Balance Ending Par Value Page 2 Percent of Portfolio Par Value July 1, 2024 - July 31, 2024 Activity Report Month End CUSIP Investment # Issuer Purchases or Deposits Redemptions or Withdrawals 0.00 0.0016,000,000.00 16,000,000.0013.514%Issuer Subtotal Issuer: Federal Home Loan Bank Federal Agency Issues- Callable Federal Home Loan Bank2395 0.001.080 07/26/2024 2,000,000.003130AQL68 2,000,000.002,000,000.00 0.00Subtotal and Balance 0.00 Federal Agency Issues - Bullet 7,000,000.00 7,000,000.00Subtotal and Balance 0.00 2,000,000.009,000,000.00 7,000,000.005.912%Issuer Subtotal Issuer: Federal Home Loan Mortgage Federal Agency Issues- Callable 6,000,000.00 6,000,000.00Subtotal and Balance Federal Agency Issues - Bullet 3,796,000.00 3,796,000.00Subtotal and Balance 0.00 0.009,796,000.00 9,796,000.008.274%Issuer Subtotal Issuer: Federal National Mortage Assoc Federal Agency Issues - Bullet Federal National Mortage Assoc2416 0.001.750 07/02/2024 8,000,000.003135GOV75 8,000,000.0012,000,000.00 4,000,000.00Subtotal and Balance 0.00 0.00 8,000,000.0012,000,000.00 4,000,000.003.379%Issuer Subtotal Issuer: San Diego County San Diego County Pool San Diego County9007 8,093,265.783.600 0.00SD COUNTY POOL 0.00894,851.20 8,988,116.98Subtotal and Balance 8,093,265.78 8,093,265.78 0.00894,851.20 8,988,116.987.592%Issuer Subtotal Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 DA (PRF_DA) 7.3.11 Report Ver. 7.3.11 Current Rate Transaction Date Balance Beginning Balance Ending Par Value Page 3 Percent of Portfolio Par Value July 1, 2024 - July 31, 2024 Activity Report Month End CUSIP Investment # Issuer Purchases or Deposits Redemptions or Withdrawals Issuer: US TREASURY Treasury Securities - Coupon 6,000,000.00 6,000,000.00Subtotal and Balance 0.00 0.006,000,000.00 6,000,000.005.068%Issuer Subtotal 120,367,614.96 118,393,989.97Total 28,907,492.7526,933,867.76100.000% Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 DA (PRF_DA) 7.3.11 Report Ver. 7.3.11 Month End Duration Report Sorted by Investment Type - Investment Type Through 07/31/2024 Investment #Security ID Issuer Investment Class Book Value Par Value Market Value Current Rate YTM Current Yield Maturity/ Call Date Duration Modified 360Fund Federal Home Loan Mortgage2406 99 3,000,000.00 3,000,420.003134GX6A7 4.991 04/25/2025 0.7033,000,000.00 4.932Fair 5.0000000 Federal Home Loan Mortgage2408 99 3,000,000.00 2,998,470.003134GY3P5 5.518 11/22/2024 0.3093,000,000.00 5.055Fair 5.1250000 US TREASURY2418 99 3,000,000.00 3,000,540.0091282CHN4 4.731 07/31/2025 0.9622,990,907.13 4.998Fair 4.7500000 US TREASURY2419 99 3,000,000.00 2,979,060.0091282CGU9 4.960 03/31/2025 0.6382,976,329.97 5.051Fair 3.8750000 Federal Home Loan Mortgage2391 99 1,045,000.00 995,540.153137EAEX3 4.671 09/23/2025 1.1151,042,098.99 0.612Fair .37500000 Federal Home Loan Mortgage2392 99 2,751,000.00 2,620,795.173137EAEX3 4.671 09/23/2025 1.1152,743,205.33 0.618Fair .37500000 Federal National Mortage Assoc2393 99 2,000,000.00 1,969,820.003135G0X24 5.158 01/07/2025 0.4352,005,234.17 0.996Fair 1.6250000 Federal National Mortage Assoc2394 99 2,000,000.00 1,899,980.003135G06G3 4.610 11/07/2025 1.2341,984,082.28 1.129Fair .50000000 Federal Farm Credit Bank2397 99 2,000,000.00 1,968,660.003133ENVC1 4.958 04/25/2025 0.7081,997,976.57 2.855Fair 2.7500000 Federal Farm Credit Bank2402 99 3,000,000.00 2,988,000.003133ENP95 4.611 09/30/2025 1.1062,997,730.42 4.261Fair 4.2500000 Federal Home Loan Bank2404 99 3,000,000.00 2,996,070.003130ATND5 5.389 09/13/2024 0.1172,999,926.42 4.338Fair 4.3750000 Federal Farm Credit Bank2405 99 3,000,000.00 2,992,980.003133ENS43 5.414 10/17/2024 0.2102,998,948.91 4.488Fair 4.3750000 Federal Farm Credit Bank2410 99 3,000,000.00 2,988,090.003133EN4N7 5.267 12/20/2024 0.3862,998,967.81 4.284Fair 4.2500000 Federal Home Loan Bank2417 99 4,000,000.00 4,002,200.003130AV7L0 4.909 02/28/2025 0.5494,000,000.00 4.928Fair 5.0000000 Federal Farm Credit Bank2420 99 1,000,000.00 1,001,850.003133EP4K8 4.506 03/05/2026 1.493994,316.72 4.932Fair 4.6250000 Federal Farm Credit Bank2421 99 1,000,000.00 1,015,760.003133ERDS7 4.143 05/06/2027 2.5431,000,131.66 4.679Fair 4.7500000 Federal Farm Credit Bank2424 99 3,000,000.00 3,002,970.003133EPRS6 4.772 07/28/2025 0.9562,998,597.71 4.864Fair 4.8750000 Blackrock T - Fund Inst9010 99 15,080.03 15,080.03RESERVE-10A 5.210 0.00015,080.03 5.139Amort 5.2100000 Blackrock T - Fund Inst9011 99 33,528.10 33,528.10RESERVE 10 5.210 0.00033,528.10 5.139Amort 5.2100000 FIRST AMERICAN US TREASURY9016 99 485,355.22 485,355.22OWD TRUST & 5.150 0.000485,355.22 5.079Amort 5.1500000 STATE OF CALIFORNIA9001 99 62,670,798.21 62,439,921.62LAIF 4.516 0.00062,670,798.21 4.454Fair 4.5160000 San Diego County9007 99 8,988,116.98 9,207,000.00SD COUNTY 3.600 0.0008,988,116.98 3.551Fair 3.6000000 4.612 0.270114,921,332.63 114,988,878.54 114,602,090.29Report Total † = Duration can not be calculated on these investments due to incomplete Market price data. Portfolio OTAY NL! AP Page 1 Data Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 DU (PRF_DU) 7.3.11 Report Ver. 7.3.11 Month End GASB 31 Compliance Detail Sorted by Fund - Fund July 1, 2024 - July 31, 2024 Investment #Maturity Date Beginning Invested Value Purchase of Principal Investment ClassFundCUSIP Adjustment in Value Ending Invested Value Addition to Principal Redemption of Principal Amortization Adjustment Change in Market Value Fund: Treasury Fund 2391 987,650.40Fair Value 09/23/2025 7,889.7599 995,540.153137EAEX3 0.00 0.00 0.00 0.00 2408 2,995,740.00Fair Value 11/22/2024 2,730.0099 2,998,470.003134GY3P5 0.00 0.00 0.00 0.00 2406 2,994,540.00Fair Value 04/25/2025 5,880.0099 3,000,420.003134GX6A7 0.00 0.00 0.00 0.00 2392 2,600,025.12Fair Value 09/23/2025 20,770.0599 2,620,795.173137EAEX3 0.00 0.00 0.00 0.00 2416 7,999,120.00Fair Value 07/02/2024 880.0099 0.003135GOV75 0.00 0.00 8,000,000.00 0.00 2393 1,962,680.00Fair Value 01/07/2025 7,140.0099 1,969,820.003135G0X24 0.00 0.00 0.00 0.00 2394 1,884,500.00Fair Value 11/07/2025 15,480.0099 1,899,980.003135G06G3 0.00 0.00 0.00 0.00 2395 1,993,760.00Fair Value 07/26/2024 6,240.0099 0.003130AQL68 0.00 0.00 2,000,000.00 0.00 2404 2,991,960.00Fair Value 09/13/2024 4,110.0099 2,996,070.003130ATND5 0.00 0.00 0.00 0.00 2417 3,992,080.00Fair Value 02/28/2025 10,120.0099 4,002,200.003130AV7L0 0.00 0.00 0.00 0.00 9001 65,123,747.39Fair Value 9,923.6699 62,439,921.62LAIF 0.00 6,206,250.57 8,900,000.00 0.00 9004 1,023,904.67Amortized 0.0099 2,963,187.64OPERATING 0.00 1,939,282.97 0.00 0.00 9014 0.00Amortized 0.0099 51,203.11FLEX ACCT 57,805.86 15.00 6,617.75 0.00 9005 0.00Amortized 0.0099 387,620.68PAYROLL 13,382.03 374,238.65 0.00 0.00 9003 3,100.00Amortized 0.0099 3,100.00PETTY CASH 0.00 0.00 0.00 0.00 2397 1,961,240.00Fair Value 04/25/2025 7,420.0099 1,968,660.003133ENVC1 0.00 0.00 0.00 0.00 2402 2,975,400.00Fair Value 09/30/2025 12,600.0099 2,988,000.003133ENP95 0.00 0.00 0.00 0.00 2405 2,989,290.00Fair Value 10/17/2024 3,690.0099 2,992,980.003133ENS43 0.00 0.00 0.00 0.00 2424 2,994,120.00Fair Value 07/28/2025 8,850.0099 3,002,970.003133EPRS6 0.00 0.00 0.00 0.00 2420 996,460.00Fair Value 03/05/2026 5,390.0099 1,001,850.003133EP4K8 0.00 0.00 0.00 0.00 2410 2,981,940.00Fair Value 12/20/2024 6,150.0099 2,988,090.003133EN4N7 0.00 0.00 0.00 0.00 2421 1,003,710.00Fair Value 05/06/2027 12,050.0099 1,015,760.003133ERDS7 0.00 0.00 0.00 0.00 2418 2,989,350.00Fair Value 07/31/2025 11,190.0099 3,000,540.0091282CHN4 0.00 0.00 0.00 0.00 2419 2,970,570.00Fair Value 03/31/2025 8,490.0099 2,979,060.0091282CGU9 0.00 0.00 0.00 0.00 9007 905,000.00Fair Value 208,734.2299 9,207,000.00SD COUNTY POOL 0.00 8,093,265.78 0.00 0.00 9016 236,809.31Amortized 0.0099 485,355.22OWD TRUST & CUS 0.00 10,249,420.91 10,000,875.00 0.00 9010 15,016.12Amortized 0.0099 15,080.03RESERVE-10A WRB 0.00 63.91 0.00 0.00 9011 33,386.02Amortized 0.0099 33,528.10RESERVE 10 BABS 0.00 142.08 0.00 0.00 119,605,099.03Subtotal 375,727.68 118,007,201.7271,187.89 26,862,679.87 28,907,492.75 0.00 119,605,099.03Total 118,007,201.72375,727.6871,187.89 26,862,679.87 28,907,492.75 0.00 Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 GD (PRF_GD) 7.3.11 Report Ver. 7.3.11 Month End Interest Earnings Sorted by Fund - Fund July 1, 2024 - July 31, 2024 Yield on Beginning Book Value Maturity Date Current Rate Ending Par Value EndingSecurity TypeFund Book Value Beginning Book Value Adjusted Interest Earnings Accretion Amortization/ Earnings Adjusted InterestAnnualized YieldCUSIP Investment # Interest Earned Fund: Treasury Fund 1,042,098.992391 1,045,000.00 0.375FAC 09/23/2025 326.56 211.24 537.800.60899 1,041,887.753137EAEX3 3,000,000.002408 3,000,000.00 5.125MC1 11/22/2024 12,812.50 0.00 12,812.505.02999 3,000,000.003134GY3P5 3,000,000.002406 3,000,000.00 5.000MC1 04/25/2025 12,500.00 0.00 12,500.004.90699 3,000,000.003134GX6A7 2,743,205.332392 2,751,000.00 0.375FAC 09/23/2025 859.69 567.57 1,427.260.61399 2,742,637.763137EAEX3 0.002416 0.00 1.750FAC 07/02/2024 388.89 664.04 1,052.934.80499 7,999,335.963135GOV75 2,005,234.172393 2,000,000.00 1.625FAC 01/07/2025 2,708.34 -1,006.57 1,701.770.99999 2,006,240.743135G0X24 1,984,082.282394 2,000,000.00 0.500FAC 11/07/2025 833.33 1,047.22 1,880.551.11799 1,983,035.063135G06G3 0.002395 0.00 1.080MC1 07/26/2024 1,500.00 315.79 1,815.791.32699 1,999,684.213130AQL68 2,999,926.422404 3,000,000.00 4.375FAC 09/13/2024 10,937.50 52.55 10,990.054.31399 2,999,873.873130ATND5 4,000,000.002417 4,000,000.00 5.000FAC 02/28/2025 16,666.67 0.00 16,666.674.90699 4,000,000.003130AV7L0 62,670,798.219001 62,670,798.21 4.516LA1 240,821.23 0.00 240,821.234.33899 65,364,547.64LAIF 2,963,187.649004 2,963,187.64 1.000PA1 1,847.16 0.00 1,847.162.12499 1,023,904.67OPERATING 51,203.119014 51,203.11PA1 0.00 0.00 0.0099 0.00FLEX ACCT 387,620.689005 387,620.68PA1 0.00 0.00 0.0099 0.00PAYROLL 3,100.009003 3,100.00PA1 0.00 0.00 0.0099 3,100.00PETTY CASH 1,997,976.572397 2,000,000.00 2.750FAC 04/25/2025 4,583.34 229.93 4,813.272.83799 1,997,746.643133ENVC1 2,997,730.422402 3,000,000.00 4.250FAC 09/30/2025 10,625.00 162.50 10,787.504.23799 2,997,567.923133ENP95 2,998,948.912405 3,000,000.00 4.375FAC 10/17/2024 10,937.50 414.90 11,352.404.45899 2,998,534.013133ENS43 2,998,597.712424 3,000,000.00 4.875FAC 07/28/2025 12,187.50 117.84 12,305.344.83299 2,998,479.873133EPRS6 994,316.722420 1,000,000.00 4.625FAC 03/05/2026 3,854.16 297.03 4,151.194.91799 994,019.693133EP4K8 2,998,967.812410 3,000,000.00 4.250FAC 12/20/2024 10,625.00 222.78 10,847.784.25999 2,998,745.033133EN4N7 1,000,131.662421 1,000,000.00 4.750FAC 05/06/2027 3,958.34 -3.97 3,954.374.65599 1,000,135.633133ERDS7 2,990,907.132418 3,000,000.00 4.750TRC 07/31/2025 12,131.74 774.39 12,906.135.08299 2,990,132.7491282CHN4 2,976,329.972419 3,000,000.00 3.875TRC 03/31/2025 9,846.31 3,032.11 12,878.425.10099 2,973,297.8691282CGU9 8,988,116.989007 8,988,116.98 3.600LA3 25,804.67 0.00 25,804.6733.95399 894,851.20SD COUNTY POOL 485,355.229016 485,355.22 5.150PA2 4,011.23 0.00 4,011.2319.94499 236,809.31OWD TRUST & CUS 15,080.039010 15,080.03 5.210PA2 66.73 0.00 66.735.23299 15,016.12RESERVE-10A WRB 33,528.109011 33,528.10 5.210PA2 148.36 0.00 148.365.23299 33,386.02RESERVE 10 BABS 118,393,989.97Subtotal 118,326,444.06 4.160 418,081.107,099.35410,981.75120,292,969.70 Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 IE (PRF_IE) 7.3.11 Report Ver. 7.3.11 Maturity Date Current Rate Ending Par Value EndingSecurity TypeFund Page 2 Book Value Beginning Book Value Adjusted Interest Earnings Accretion Amortization/ Earnings Adjusted Interest July 1, 2024 - July 31, 2024 Interest Earnings Month End Annualized YieldCUSIP Investment # Interest Earned 118,393,989.97Total 118,326,444.06 4.160 418,081.107,099.35410,981.75120,292,969.70 Portfolio OTAY NL! APData Updated: SET_PM1: 08/21/2024 16:00 Run Date: 08/21/2024 - 16:00 IE (PRF_IE) 7.3.11 Report Ver. 7.3.11 Check Total 2,908.11 3,822.89 294.50 4,840.00 46,771.00 23.59 23.59 UB Refund Cst #0000268865 30.98 30.98 2062231 07/31/24 22517 BRINDAN JANCUSKA Ref002738402 07/29/24 UB Refund Cst #0000291345 1124079207 07/31/24 BLOWER 1 CAPACITOR AND PUMP 9,785.00 2062230 07/31/24 22511 BLAINE HEBERT Ref002738396 07/29/24 3,519.32 3,519.32 2062346 08/21/24 18125 ATLAS COPCO COMPRESSORS LLC 1124079219 07/31/24 BLOWER 1 OVERHAUL SERVICE 36,986.00 CYBER LIABILITY INSURANCE PROGRAM FY25 21,208.65 21,208.65 2062269 08/07/24 07785 AT&T 000021980153 07/12/24 TELEPHONE SERVICES (6/12/24 - 7/11/24) O-0000010842 06/24/24 EXCESS CRIME INSUR ANNUAL PREM FY25 960.00 2062345 08/21/24 20199 ASSOC OF CA WATER AGENCIES O-0001000279 07/05/24 29,571.32 29,571.32 2062268 08/07/24 20199 ASSOC OF CA WATER AGENCIES O-0000010871 06/26/24 FY25 PREMIUM FOR FIDUCIARY COVERAGE 3,880.00 UB Refund Cst #0000019632 43.78 43.78 2062344 08/21/24 17264 ARTIANO SHINOFF ABED 308866 08/14/24 PROF SERV - JULY 2024 759017 08/02/24 BILLING ADMINISTRATION 80.00 2062229 07/31/24 22508 ANNE EARHART Ref002738392 07/29/24 139.57 2062318 08/14/24 22138 AMERIFLEX 753525 08/02/24 BILLING ADMINISTRATION 214.50 85.41 85.41 2062228 07/31/24 22512 AMANDA LEE Ref002738397 07/29/24 UB Refund Cst #0000273325 139.57 FIRE ALARM ANNUAL SERVICES 450.00 450.00 2062227 07/31/24 22519 ALEXCIA ORTIZ Ref002738404 07/29/24 UB Refund Cst #0000291780 9151826049 07/15/24 FY25 AS-NEEDED AQUA AMMONIA 594.66 2062317 08/14/24 18296 ALBIREO ENERGY LLC PIN0037914 08/06/24 FY25 AS-NEEDED AQUA AMMONIA 2,256.21 9151826048 07/15/24 FY25 AS-NEEDED AQUA AMMONIA 972.02 9152414947 08/02/24 FY25 AS-NEEDED AQUA AMMONIA 233.73 2062267 08/07/24 07732 AIRGAS SPECIALTY PRODUCTS INC 9151826050 07/15/24 9152414958 08/02/24 FY25 AS-NEEDED AQUA AMMONIA 828.39 9152414956 08/02/24 FY25 AS-NEEDED AQUA AMMONIA 434.60 1,323.94 1,323.94 2062343 08/21/24 07732 AIRGAS SPECIALTY PRODUCTS INC 9152414957 08/02/24 FY25 AS-NEEDED AQUA AMMONIA 1,411.39 SHAREPOINT & INTRANET SUPPORT SVCS 375.00 375.00 2062342 08/21/24 18122 ACC BUSINESS 241998987 07/27/24 INTERNET CIRCUITS (JULY 2024) 2062316 08/14/24 08488 ABLEFORCE INC 12496 08/05/24 638.69 2062341 08/21/24 15416 24 HOUR ELEVATOR INC 172496 08/01/24 FY25 ELEVATOR GENERAL MAINTENANCE 638.69 638.69 Amount 2062266 08/07/24 15416 24 HOUR ELEVATOR INC 170501 07/01/24 FY25 ELEVATOR GENERAL MAINTENANCE 638.69 CHECK REGISTER Otay Water District Date Range: 7/25/2024 - 8/21/2024 Check #Date Vendor Vendor Name Invoice Inv. Date Description Page 1 of 9 7,055.00 DEVELOPER INSPECTION (7/2/24-7/3/24)1,398.00 2003193E6335507 08/04/24 SHUT DOWN TEST (7/12/24)233.00 2062356 08/21/24 00184 COUNTY OF SAN DIEGO 2003193E6332207 08/04/24 408.98 2062355 08/21/24 00099 COUNTY OF SAN DIEGO OTAYMWD0624 07/31/24 EXCAVATION PERMIT 6/1/24-6/30/24 2,874.00 2,874.00 540.75 540.75 2062232 07/31/24 22515 CORINNE LACHAPPA Ref002738400 07/29/24 UB Refund Cst #0000283968 408.98 INVENTORY 4,391.89 4,391.89 2062354 08/21/24 15049 CORELOGIC SOLUTIONS LLC 82219897 07/31/24 DATA SERVICES - REALQUEST PROPERTY 36983 07/31/24 BACTERIOLOGICAL TESTING (6/26/24)165.00 2062353 08/21/24 18331 CORE & MAIN LP V314101 07/26/24 36996 07/31/24 BACTERIOLOGICAL TESTING (7/29/24)270.00 36985 07/31/24 BACTERIOLOGICAL TESTING (6/27/24)185.00 36993 07/31/24 BACTERIOLOGICAL TESTING (7/24/24)270.00 36995 07/31/24 BACTERIOLOGICAL TESTING (7/25/24)270.00 36989 07/31/24 BACTERIOLOGICAL TESTING (7/16/24)270.00 36992 07/31/24 BACTERIOLOGICAL TESTING (7/22/24)270.00 36986 07/31/24 BACTERIOLOGICAL TESTING (7/8/24)270.00 36988 07/31/24 BACTERIOLOGICAL TESTING (7/10/24)270.00 36990 07/31/24 BACTERIOLOGICAL TESTING (7/17/24)330.00 36984 07/31/24 BACTERIOLOGICAL TESTING (6/26/24)285.00 36982 07/31/24 BACTERIOLOGICAL TESTING (6/25/24-6/26/24)675.00 36994 07/31/24 BACTERIOLOGICAL TESTING (7/25/24-7/27/24)370.00 36987 07/31/24 BACTERIOLOGICAL TESTING (7/9/24-7/10/24)1,110.00 36609 07/31/24 BACTERIOLOGICAL TESTING (6/27/24-6/30/24)910.00 1,150.40 1,150.40 2062352 08/21/24 04119 CLARKSON LAB & SUPPLY INC 36991 07/31/24 BACTERIOLOGICAL TESTING (7/18/24-7/21/24)1,135.00 TRAVEL/MEAL ADVANCEMENT 240.00 240.00 2062321 08/14/24 13390 CHRISTENSEN, MICHAEL 081324 08/13/24 EXPENSE REIMBURSEMENT 2062244 07/31/24 13390 CHRISTENSEN, MICHAEL MC072924 07/29/24 868.07 2062351 08/21/24 21705 CHAMBERS GROUP INC 37128 04/17/24 ENVIRONMENTAL SERVICES (MARCH 2024)547.50 547.50 8,641.50 8,641.50 2062243 07/31/24 18170 CED INDUSTRIAL & LIGHT 7148-1017913 07/16/24 ELECTRIC BOARD 868.07 SWA/OWD PROJ PLAN STUDY (JULY 2024)2,301.50 2,301.50 2062271 08/07/24 15177 CAROLLO ENGINEERS INC FB35753 07/12/24 SWA/OWD PROJ PLAN STUDY (JUNE 2024) 2062350 08/21/24 15177 CAROLLO ENGINEERS INC FB53975 08/05/24 187.65 2062349 08/21/24 04653 CARO, PATRICIA PC081924 08/19/24 TRAVEL/MEAL ADVANCEMENT 224.00 224.00 2,909.50 2,909.50 2062320 08/14/24 22545 CANNON CONSTRUCTORS SOUTH Ref002740559 08/12/24 UB Refund Cst #0000292002 187.65 DEBT STATEMENT 550.00 550.00 2062348 08/21/24 01432 CALIFORNIA WATER EFFICIENCY MD-2024-179 07/01/24 MEMBERSHIP AND DUES 2062319 08/14/24 02989 CALIFORNIA MUNICIPAL 24072402 07/24/24 293.77 2062270 08/07/24 08156 BROWNSTEIN HYATT FARBER 996423 08/02/24 LEGISLATIVE ADVOCACY CONSULTING SERV 1,906.50 1,906.50 2062347 08/21/24 21775 BRINKS INC 12691831 08/01/24 ARMORED TRANSPORTATION SERVICES FY25 293.77 Page 2 of 9 4,427.00 2,271.00 2,759.00 7,495.33 11,715.92 447.16 447.16 METER CHANGEOUT CONSULTING SERVICES 13,288.57 13,288.57 2062322 08/14/24 22541 EA VE CONSTRUCTION Ref002740555 08/12/24 UB Refund Cst #0000283822 07/16/24 FY25 AUTODESK SOFTWARE LICENSE 12,819.00 12,819.00 2062362 08/21/24 21597 E SOURCE COMPANIES LLC 23789 07/31/24 10,215.92 SI661695 07/27/24 FY25 AUTODESK SOFTWARE LICENSE 1,500.00 2062276 08/07/24 15084 DLT SOLUTIONS LLC S1659449 SAFETY TRAINING 13,419.00 13,419.00 2062361 08/21/24 15084 DLT SOLUTIONS LLC SI662592 07/31/24 FY25 INFOWATER ANNUAL SUBSCRIPTION 2062360 08/21/24 22550 DIRECT MEASURES INC 2839 08/08/24 37.90 2062275 08/07/24 10338 DION AND SONS INC S140384 07/24/24 RED DYE DIESEL FOR TREATMENT PLANT 9,513.73 9,513.73 6,504.56 6,504.56 2062309 08/14/24 22539 DAVID BURKE Ref002740553 08/12/24 UB Refund Cst #0000244117 37.90 FY24 RESERVOIR INSPECTION & CLEANING 750.00 750.00 2062247 07/31/24 21343 CUMMINS SALES AND SERV XI-56713 07/16/24 REPAIR GENSET 5332 & SEWER LIFT STATION 06/30/24 MILEAGE REIMBURSEMENT 8.04 8.04 2062274 08/07/24 04443 CSI SERVICES INC 15940R 07/18/24 6,967.49 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1352071724 07/17/24 2003193E6414807 08/04/24 SHUT DOWN TEST (7/22/24)233.00 2003193E6358007 08/04/24 DEVELOPER INSPECTION (7/31/24)116.50 2003193E6414007 08/04/24 SHUT DOWN TEST (7/9/24)233.00 2003193E6414107 08/04/24 SHUT DOWN TEST (7/9/24)233.00 2003193E6413707 08/04/24 SHUT DOWN TEST (7/8/24)233.00 2003193E6413907 08/04/24 SHUT DOWN TEST (7/8/24)233.00 2003193E6413407 08/04/24 SHUT DOWN TEST (7/5/24)233.00 2003193E6413507 08/04/24 SHUT DOWN TEST (7/5/24)233.00 2003193E6413207 08/04/24 SHUT DOWN TEST (7/5/24-7/8/24)233.00 2003193E6413307 08/15/24 SHUT DOWN TEST (7/5/2024 233.00 2003193E6359507 08/04/24 SHUT DOWN TEST (7/9/24)233.00 2003193E6362907 08/04/24 DEVELOPER INSPECTION (7/23/24)233.00 Page 3 of 9 6,475.30 1,373.16 14,349.99 11,285.95 12,482.66 8,600.00 21,767.00 07/29/24 FY25 AS-NEEDED SODIUM HYPOCHLORITE 4,396.80 982982 08/01/24 FY25 AS-NEEDED SODIUM HYPOCHLORITE 3,552.97 12,889.00 14133413 08/03/24 HACH PM SERVICE5500SC ANALYZERS 8,878.00 2062368 08/21/24 19978 HASA 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2062286 08/07/24 20752 IWG TOWERS ASSETS II LLC 4648284 08/01/24 FY25 ANTENNA SUBLEASE 266845 07/13/24 BILL PROCESSING SERVICES FY25 698.51 2062285 08/07/24 18678 INNOVYZE LLC Q-151698 07/22/24 BILL PROCESSING SERVICES FY24 2,675.92 266846 07/13/24 BILL PROCESSING SERVICES FY25 2,621.67 2062284 08/07/24 08969 INFOSEND INC 267161 07/15/24 268636 08/01/24 BILL PROCESSING SERVICES FY25 1,659.99 268637 08/01/24 BILL PROCESSING SERVICES FY25 150.00 BILL PROCESSING SERVICES FY25 13,274.30 268193 07/31/24 BILL PROCESSING SERVICES FY25 3,442.72 2062373 08/21/24 08969 INFOSEND INC 268194 07/31/24 3,611.96 2062236 07/31/24 22031 IMIR WEISE Ref002705369 08/28/23 UB Refund Cst #0000264203 110.19 110.19 2,500.00 2,500.00 2062253 07/31/24 21322 HPS WEST INC.002886 06/26/24 4" X 14" HIGH FLOW OCTAVE 3,611.96 2062372 08/21/24 16120 HMT LLC 23266156 07/29/24 PRESSURE TANK INSPECTIONS Page 6 of 9 11,492.77 142,644.62 UTILITY EXPENSES (MONTHLY)115,847.06 072924A 07/29/24 UTILITY EXPENSES (MONTHLY)76,408.63 080624 08/06/24 UTILITY EXPENSES (MONTHLY)43.09 2062299 08/07/24 00121 SAN DIEGO GAS & ELECTRIC 073024 07/30/24 418.22 2062336 08/14/24 00121 SAN DIEGO GAS & ELECTRIC 080724 08/07/24 UTILITY EXPENSES (MONTHLY)142,601.53 406.38 406.38 2062378 08/21/24 00121 SAN DIEGO GAS & ELECTRIC 081324 08/13/24 UTILITY EXPENSES (MONTHLY)418.22 CHECK STOCK 1,347.13 1,347.13 2062298 08/07/24 00003 SAN DIEGO COUNTY WATER AUTH 2752 07/15/24 SOCAL WATERSMART HEW HET WBIC FY24 2062297 08/07/24 02683 SAFECHECKS INC 0545628 07/17/24 65.40 2062258 07/31/24 04542 ROBAK, MARK 070124073124 07/30/24 MILEAGE REIMBURSEMENT 58.96 58.96 1,044.75 1,044.75 2062242 07/31/24 22516 RHONDA ELSAAD Ref002738401 07/29/24 UB Refund Cst #0000290430 65.40 SD EMPLOY RELATIONS CONSORTIUM FEES 1,764.00 1,764.00 2062296 08/07/24 15768 RENATO OPENIANO 9729080524 08/05/24 CUSTOMER REFUND 2062295 08/07/24 01196 REGIONAL TRAINING CENTER 17677 07/11/24 3,033.00 2062377 08/21/24 19836 RED WING BUSINESS ADV ACCOUNT 20240810069504 08/10/24 FY25 AS-NEEDED SAFETY BOOTS 2,553.74 2,553.74 23,406.75 23,406.75 2062289 08/07/24 21411 MITSUBISHI ELECTRIC POWER CPSD-M0018421 07/24/24 FY25-27 UPS PREVENTATIVE MAINTENANCE 3,033.00 PETTY CASH REIMBURSEMENT 1,425.69 1,425.69 2062294 08/07/24 22162 PLANETBIDS LLC 1023602 07/17/24 E-PROCUREMENT SOFTWARE SERVICES 2062335 08/14/24 00137 PETTY CASH CUSTODIAN 081224 08/13/24 1,837.91 2062334 08/14/24 22546 PAVEMENT COATINGS CO Ref002740560 08/12/24 UB Refund Cst #0000293649 1,515.81 1,515.81 367.07 367.07 2062257 07/31/24 22523 PAVEMENT COATINGS Ref002738408 07/29/24 UB Refund Cst #0000294239 1,837.91 INVENTORY 515.93 515.93 2062293 08/07/24 19310 PALM LAUNDRY INC 480 08/01/24 FY25 TOWEL LAUNDRY SERVICE 2062256 07/31/24 01002 PACIFIC PIPELINE SUPPLY INC S100465373.002 07/10/24 S100465973.001 07/24/24 INVENTORY 580.24 S100460252.003 07/24/24 INVENTORY 441.93 S100461677.002 07/18/24 INVENTORY 3,965.20 S100465373.001 07/18/24 INVENTORY 1,747.16 195.74 195.74 2062292 08/07/24 01002 PACIFIC PIPELINE SUPPLY INC S100461677.003 07/24/24 INVENTORY 4,758.24 WITHHOLDING TAX 073124 241.50 241.50 2062241 07/31/24 10581 OLGA GOMEZ Ref002738393 07/29/24 UB Refund Cst #0000061409 2062255 07/31/24 20996 NORTH CAROLINA DEPT OF REVENUE 601397030 073124 07/31/24 1,210.00 2062291 08/07/24 16607 NINTEX USA INC 85464 07/11/24 WORKFLOW & FORMS SFTWRE SUBSCRIPT 37,000.00 37,000.00 9,999.00 9,999.00 2062376 08/21/24 18172 NIGHTCODERS 1229 07/05/24 WEBSITE MAINT SUPPORT & CONSULT SERV 1,210.00 PRESSURE VESSEL FOR PUMP STATION 67,302.00 67,302.00 2062375 08/21/24 17261 NATURESCAPE SERVICES 8811 07/31/24 LANDSCAPE MAINTENANCE SERVICES 2062290 08/07/24 20334 MODERN CUSTOM FABRICATION INC 51459 07/11/24 2062240 07/31/24 22509 MIRTA HOLZ Ref002738394 07/29/24 UB Refund Cst #0000090418 6.44 6.44 Page 7 of 9 200,351.69 83,629.83 2,188.99 9,600.00 2,985.00 2,985.00 2062387 08/21/24 00427 UNDERGROUND SERVICE ALERT 720240506 08/01/24 UNDERGROUND ALERTS FY25 774.05 MUNIS ERP UPGRADE IMPLEMENTATION SERV 3,200.00 3,200.00 2062305 08/07/24 20891 U.S. BANK NATIONAL ASSOCIATION 7406079 07/23/24 ADM FEES 2010 BOND (7/1/24-6/30/25) 045-477588 07/24/24 MUNIS ERP UPGRADE IMPLEMENTATION SERV 4,800.00 2062386 08/21/24 03261 TYLER TECHNOLOGIES INC 045-478924 07/31/24 1,240.94 1,240.94 2062304 08/07/24 03261 TYLER TECHNOLOGIES INC 045-476911 07/17/24 MUNIS ERP UPGRADE IMPLEMENTATION SERV 4,800.00 UNCLAIMED FUNDS ADVERTISEMENT 235.76 235.76 2062303 08/07/24 22528 TIMOTHY HILL 9617080524 08/05/24 CUSTOMER REFUND 2062385 08/21/24 13564 THE STAR NEWS PUBLISHING CO 00144213 07/26/24 9,048.00 2062384 08/21/24 13714 THE EAST COUNTY CALIFORNIAN 00144214 07/26/24 UNCLAIMED FUNDS ADVERTISEMENT 322.00 322.00 15,000.00 15,000.00 2062302 08/07/24 02376 TECHKNOWSION INC 3159 07/01/24 SCADA INTEGRATION SVC - MAIN ST. WEST 9,048.00 COMMUNICATIONS CONSULT SVCS 1,400.00 1,400.00 2062340 08/14/24 19615 SWIFTCOMPLY US OPCO INC 9859 08/01/24 BACKFLOW PREVENTION SOFTWARE LIC 2062383 08/21/24 18376 SVPR COMMUNICATIONS LLC 1717 07/31/24 440671 07/31/24 CONCRETE & DECOMPOSED GRANITE JULY 373.50 439805 07/26/24 CONCRETE & DECOMPOSED GRANITE JULY 317.88 CONCRETE & DECOMPOSED GRANITE JULY 827.40 439403 07/25/24 CONCRETE & DECOMPOSED GRANITE JULY 670.21 2062382 08/21/24 02750 SUPERIOR READY MIX LP 440670 07/31/24 10,956.58 2062339 08/14/24 02750 SUPERIOR READY MIX LP 438722 07/23/24 CONCRETE & DECOMPOSED GRANITE JULY 737.71 737.71 224.57 224.57 2062262 07/31/24 15974 SUN LIFE FINANCIAL 38166070124 07/01/24 LIFE & STD/LTD INSURANCE (JULY 2024)10,956.58 UB Refund Cst #0000041359 36.43 36.43 2062261 07/31/24 21676 STEPHEN BRUNETTO Ref002683583 12/30/22 UB Refund Cst #0000046285 2062315 08/14/24 22536 STEPHAN GILLESPIE Ref002740550 08/12/24 1,000.00 2062301 08/07/24 22527 STACEY KAFKA 3551080524 08/05/24 CUSTOMER REFUND 1,763.90 1,763.90 553.85 553.85 2062381 08/21/24 22525 SOUTHERN CA WATER COALITION 1949 08/01/24 MEMBERSHIP RENEWAL 1,000.00 BI-WEEKLY PAYROLL DEDUCTION 553.85 553.85 2062338 08/14/24 21115 SONIA PONCE Ben2740610 08/15/24 BI-WEEKLY PAYROLL DEDUCTION 2062260 07/31/24 21115 SONIA PONCE Ben2738455 08/01/24 605.00 2062380 08/21/24 22201 SHAW HR CONSULTING INC.011849 07/29/24 HR/EMPLOY RELATIONS CONSULT SERV 2,750.00 2,750.00 256.41 256.41 2062300 08/07/24 19603 SECURITAS SECURITY SVC USA INC 11820817 08/01/24 FY25 ON-DEMAND SECURITY RESPONSE 605.00 TUITION REIMBURSEMENT 388.99 388.99 2062337 08/14/24 15086 SAVAGE, DEANDRE 081224 08/12/24 EXPENSE REIMBURSEMENT 072524 07/25/24 UTILITY EXPENSES (MONTHLY)945.31 2062379 08/21/24 15086 SAVAGE, DEANDRE DS070124 07/01/24 UTILITY EXPENSES (MONTHLY)74,061.82 072624 07/26/24 UTILITY EXPENSES (MONTHLY)8,622.70 072924 07/29/24 UTILITY EXPENSES (MONTHLY)8,096.00 2062259 07/31/24 00121 SAN DIEGO GAS & ELECTRIC 072424 07/24/24 Page 8 of 9 1,081.41 3,061.09 873.52 34,870.00 11,139.00 600.00 164 Checks 88.11 88.11 Amount Pd Total:1,525,419.77 Check Grand Total:1,525,419.77 FY25 AS-NEEDED BEE REMOVAL SERVICES 125.00 125.00 2062265 07/31/24 22522 WILLIAMSON LIVING TRUST Ref002738407 07/29/24 UB Refund Cst #0000293686 76350 07/15/24 FY25 AS-NEEDED BEE REMOVAL SERVICES 125.00 2062390 08/21/24 01343 WE GOT YA PEST CONTROL INC 76499 07/29/24 FY25 AS-NEEDED BEE REMOVAL SERVICES 250.00 76373 07/19/24 FY25 AS-NEEDED BEE REMOVAL SERVICES 225.00 4240 07/25/24 TEMP EMPLOYEE SERV - RECLAMATION PLANT 2,115.00 2062308 08/07/24 01343 WE GOT YA PEST CONTROL INC 76342 07/15/24 TEMP EMPLOYEE SERV - RECLAMATION PLANT 4,512.00 4266 08/06/24 TEMP EMPLOYEE SERV - RECLAMATION PLANT 4,512.00 07/29/24 UB Refund Cst #0000294308 1,638.75 1,638.75 2062389 08/21/24 20739 WATERTALENT LLC 4254 07/30/24 28,240.00 SD545810 08/01/24 CMIS (7/1/24-7/31/24)6,630.00 2062264 07/31/24 22524 WALSH CONSTRUCTION Ref002738409 CMIS (6/1/24-6/30/24)12,070.00 12,070.00 2062388 08/21/24 08028 VALLEY CONSTRUCTION MANAGEMENT SD237807 08/01/24 CMIS (7/1/24-7/31/24) 2062307 08/07/24 08028 VALLEY CONSTRUCTION MANAGEMENT SD545809 07/06/24 FY25 PORT. TOILET RENTAL 727.05 4659395 07/23/24 FY25 PORT. TOILET RENTAL 146.47 3891561 10/17/23 FY25 PORT. TOILET RENTAL 146.47 2062263 07/31/24 15675 UNITED SITE SERVICES INC 4660524 07/23/24 4279563 05/30/23 FY25 PORT. TOILET RENTAL 727.05 4279269 10/17/23 FY25 PORT. TOILET RENTAL 727.05 FY25 PORT. TOILET RENTAL 733.47 4278955 06/27/23 FY25 PORT. TOILET RENTAL 727.05 24250301 08/01/24 DIG SAFE BOARD FEES FY25 307.36 2062306 08/07/24 15675 UNITED SITE SERVICES INC 4278582 04/04/23 Page 9 of 9