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Home My WebLink About04/07/1992, 6A - PHASING-OUT THE HOTLINE COMPONENT OF MANDATORY WATER CONSERVATION PROGRAM (MWCP) AND FUTURE DIRECTION OF THE WATER CONSERVATION PROGRAM. iI�N�I1Ni�h��1 mull city MEETING DATE: I� c� o san �.��s oB�spo April 7, 1992 COUNCIL AGENDA REPORT ITEM NUMBER: FROM: William T. Hetland, Utilities Director .I PREPARED BY: Ron Munds, Water Conservation Coordinator :t' Sue Baasch, Administrative Analyst SUBJECT: Phasing-Out the Hotline Component of Mandatory Water Conservation Program (MWCP) and Future Direction of the Water Conservation Program. CAO RECOMMENDATION By motion approve, with the end of mandatory water rationing, adoption of: a. A schedule eliminating the hotline positions by June 1, 1992, and field representatives by September 1, 1992; the evaluation and analysis of the Mandatory Water Conservation Program records; the elimination of the Finance Department water conservation position; and b. A long-term, sustained water conservation program, including continued implementation of"Best Management Practices", and retention of four contract positions through the 92/93. fiscal year, assuming adoption of aggressive hardware retrofit program and retrofit upon sale ordinance, otherwise retention of three contract positions through the 92/93 fiscal year. REPORT IN BRIEF In ending the Mandatory Water Conservation Program (MWCP), the City must address reducing or phasing out staff for the Water Conservation Program. The decision on the short and long term direction of the City's Water Conservation Program and the staffing requirement must be determined. In the first part of this report, staff has outlined a time schedule eliminating the hotline element of mandatory rationing by June 1, 1992, and the field representatives by September 1, 1992. The second part of this report addresses the long term direction of the Water Conservation program and staffing levels needed to implement and administer those programs. With the adoption of the "Best Management Practices" (BMP) regarding urban water conservation, staff has prepared a list of BMP programs already in place, itemized the staff time needed to administer those programs, and listed future programs which continued participation in the BMP .would require be adopted during the next three years. Staff has recommended that three of the eight contract positions identified and budgeted in the 1992/93 Financial Plan be retained to research, develop, and implement the BMP. A survey conducted of other water agencies implementing the BMP indicates that this is a lesser level of staffing than the utilization by other agencies. A fourth position is recommended for retention if Council elects to approve an aggressive hardware retrofit program, including a retrofit upon sale ordinance. ��iBn► iIiIIIIIIIIIIII� ��U�ll city of san A amspo i COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 2 The contract positions will be monitored and evaluated until next spring, at which time staff will make the appropriate Water Conservation Program staffing recommendations for the 1993/95 Financial Plan. Alternative staffing levels are also presented for the Council's information and consideration. Continued emphasis on water conservation is important. Since the base year of 1987, staff estimates that approximately 11,000 acre feet have been saved as a result of water conservation, at an estimated cost of $100 per acre foot. DISCUSSION Background As a result of the February rainfall and subsequent increase in water storage, it has been determined that the Mandatory Water Conservation Program (MWCP) has been ended. Accordingly, staff has prepared a phase out schedule in Section 1 of this report to reduce the program In reducing or eliminating the program, the main concerns are that all water customers 1) are aware of the end of water rationing; 2) are able to resolve any surcharges that they have incurred during this period; and 3) are given an adequate time frame to request an adjustment to their water account based on the established program guidelines. To accommodate the water customers and their request, it is estimated that it will take until June 1, 1992 to completely end the MWCP and phase out the Hotline component of the program. Section 2 of this report addresses continuing efforts, future direction, and staffing levels required to effectively manage the City's water conservation program. With the adoption of the 'Best Management Practices" policy regarding urban water conservation, the Council will have to decide the level of commitment to these programs. Section 1. MANDATORY WATER CONSERVATION PHASE-OUT SCHEDULE Phgg=Out Hotline In order to address the concerns mentioned previously, the time-line shown below is recommended to end the mandatory program. Staff believes this will enable customer concerns to be addressed in a timely fashion and provide adequate staff to reduce the program in an efficient manner. The rationale behind the schedule is that it will require two months to notify all water customers .that mandatory water conservation has ended via a bill stuffer in the water bills, then allow a thirty day period for them to respond to any surcharges they wish to challenge. June 1, 1992 will be the cut-off day to address all levied surcharges during mandatory water conservation. The recommended level of staffing will insure that the high level of customer service the Water Conservation office has established during the past two years remains in effect, and that there is a smooth transition out of water rationing. '��i�Ni�ulllllll�p�' IIUIII CI-W 4 San Is OBISPO gi;% COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 3 Figure 1 summarizes the duties and subsequent staffing requirements to accomplish the phasing out of the Water Conservation Hotline component of the MWCP. WEEKLY HOURS REPRESENTED DUTIES MAR - APR MAY JUNE Hotline (Phones) 80 60 0 Review (Adjustment Forms) 24 24 0 In Office Assistance 10 10 0 Mail/Copies 10 10 0 Filing/Records 10 10 40 Adjustment Board 16 6 0 Special Cases �1 TOTAL HOURS 160 in 40 REQUIRED FTE'S 4 3 1 Figure 1 PROGRAM PHASE OUT TIME-UNE Phg"LL-Out Water Conservation Field Representatives In addition to the Hotline staff, there are two water conservation field representatives. Their primary duties are water waste code enforcement, rebate program administration, field verifications, program development, and water auditing. Prior to mandatory water conservation, the City employed seasonal "water cops" to enforce the water waste codes. This has always been a key function of the City's conservation program. The potential of a significant increase in landscape irrigation increases the importance of our representatives being available to assist wherever possible. Staff would recommend that the field representatives be retained through September to continue the code enforcement and offer the other services they currently provide. Finance Department Water Conservation Staff When the Hotline component of the Water Conservation program was placed under the supervision of the Water Conservation Coordinator, one staff person was assigned to the Finance Department to enter allocation adjustments to the utility billing system. A3 ►��►��IVIIIIIIIIlI�° l�ll city of San LL , OBISPO IM COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 4 Since this function is no longer necessary, staff recommends this position be eliminated by April 24, 1992. Other Considerations Staff believes that we should analyze and evaluate the experiences of the past three i years, identify problem areas, and recommend possible revisions.to make a future mandatory program more efficient and equitable. With the wealth of knowledge of the current water conservation staff and the possibility of having to reinstitute mandatory rationing next year, it is recommended the City utilize this knowledge and make adjustments to the program to be utilized in the future, should it be needed. With the basic information already assembled, it is estimated that an additional two weeks would be required to accomplish this task. Since the inception of the mandatory program, staff has processed approximately 17,500 water allocation adjustment forms. These forms contain a significant amount of census data and water use records. It is estimated that 50% of these forms have census data from customers requesting an increase allocation due to the number of people in the household. Staff believes this information could be useful in the event the City returns to a mandatory program at a future date. Staff estimates it would take two weeks for these records to be screened for this information. RECOMMENDATION Staff recommends Council approve: 1) the phase-out timeline which will end June 1, 1992; 2) the evaluation of the Mandatory Water Conservation Program; 3) the analysis of the records; 4) the elimination of the Finance Department water conservation position; and 5) the retention of the field representatives through September, 1992. The record and program analysis will be performed by the remaining Hotline staff person during the month of June. Alternative Council could make the decision to eliminate all contracts within thirty days per the provisions of the employee contracts. Section 2. CONTINUING AND FUTURE WATER CONSERVATION PROGRAMS At the September 3, 1991 City Council meeting, Council approved and authorized the Mayor to sign the "Memorandum of Understanding" regarding urban water conservation and the implementation of the 'Best Management Practices" (BMP). The BMP are comprised of sixteen water conservation measures each signatory agencies agrees to implement (see Exhibit A). This signifies a minimum ten year commitment by the City to the BMP process and water conservation program development. Long term water efficiency is a goal the Council previously identified as a direction it wishes to pursue. In order to implement the recommended policies, certain levels of staffing will be required to develop and administer the various programs. It is the goal of the Water Conservation Program, using the BMP, to sustain long terra reductions in water use. (Gr1 ��►�►�iiulllllllll��' llUlll city of san L_.Js OBlspo COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 5 Staff conducted a survey of other water agencies to provide Council more information regarding the implementation and staffing levels for 'Best Management Practices" statewide (see Exhibit B). The number of cities who responded—eight—in time to be included in this report does not represent an exhaustive survey, but does provide a context for the recommendations in this report. Of the eight cities, three have adopted all 16 of the BMP. Those three cities have an average ratio of one staff person per .2,050 water connections. The recommended staffing level outlined in this report would give the City a ratio of one staff person per 2,500 water connections, less than the average of other program participants. Currently, the Water Conservation Program is staffed with one regular full-time position, six full-time, contract personnel operating from the Water Conservation Office, and one full-time temporary position in the Finance Department, for a total of seven temporary/contract employees (one of the authorized positions is vacant). The philosophy behind the temporary/contract positions is that when mandatory water conservation ends, so will the need for these positions. During the time period of water rationing, the entire water conservation staff has taken more and .more responsibility in developing and administering long term water efficiency programs. Originally, there was a division of duties between field and Hotline staff. As the program became more sophisticated, the need to involve all staff members in more flexible program development became necessary. Subsequently, each member of the water conservation team plays an important part in the various programs implemented to date. In light of the changing .complexity of the Water Conservation Program, staff has identified and divided BMP programs that are in effect and operating, and BUT programs which are either in the developmental phase or in the research stage. Approximate work times have been assigned to each task to reflect the number of hours per week spent on existing programs. Estimates for work times of the other programs are based on staff experiences with similar tasks. With the end of rationing, the Water Conservation Office needs to continue being even more aggressive in implementing and administering these programs. Established BMP Programs The following ,si mmarizes the programs which are currently in effect and the approximate time staff devotes to administer each: 1. Interior/Exterior Water Audits. Initially conceived as means for the Water Conservation Office to aid customers facing high water bills and resulting surcharges, the program has evolved as both a water savings measure for the City and as an excellent customer relations tool. This is a program that needs to be expanded and aggressively marketed to the public. With the end of the MWCP, this may be the City's best opportunity to consult with our citizens and suggest changes that can be made to increase efficient water use. �pQ J� ��in►i►I►IIIIIIIIIIU� IIIIIN city of san LL.J osispo momms COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 6 2. Large PROGRAM DESCRIPTION ESTIMATED HRS/WEEK Landscape Irrigation Audits, 1. Interior/Exterior Water Audits 15 To date, staff has 2. Large Landscape Irrigation Audits 5 performed seven irrigation audits 3. Public Information 10 on City park 4. School Education 10 facilities. Since park facilities are S. Water Waste Code Enforcement/PublIC Education 30 the highest water user in the City, B Financial Incentives (Rebate Program) 5 it makes sense to evaluate each T• Single Family Landscape (Plant Tagging, Workshops, etc) 5 area and make TOTAL PER WEEK 80 the necessary adjustments to Number of Ful tl ne Employees to Implement 2 achieve efficiency. To date, only one of the the seven systems evaluated Figure 2 BEST MANAGEMENT PRACTICES meets industry standards for water efficiency. Water conservation staff will continue these audits and will be.making recommendations to the Parks Division staff for achieving increased water efficiency. This demonstrates the importance of these audits in correcting the problems and making the City itself an efficient user of water. As we found out during the drought, it is critically important that we lead by example. 3. Public Information. This component of the Water Conservation Program is as important now as ever. With the end of the MWCP, people need to hear the constant message that the drought is not necessarily over and that our long-term water supply is still in a very guarded position. One of the lessons learned from the water shortage situation was that, with an informed public, the goals the City set out to achieve were much easier to reach. This also applies to the current water situation. 4. School Education. In the past, the Water Conservation Office provided curriculum materials to the schools but had no follow-up procedures to determine if these materials were being utilized. This year staff developed an in-school program which was performed at all the elementary schools in the City. This was extremely successful and staff has plans to expand this component of the program 5. Water Waste Code Enforcement/Public Education. As mentioned earlier, this has become an integral part of the program Prior to the MWCP, the 'Drought Patrol' was used during the summer months. Once the /_A_/_ i��l�i��►I►illlllllllliu��ul��ll city of-San �_AS OBISPO i COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 7 mandatory program was Water Conservation Report Card implemented this 87-92 Use Compared to 1987 Base became a year PROGRAM BEGAN IN FY 88/89 round function of the program. As with water 11% auditing, this hasAPPA a ,,,m0 AF 39% SINCE:'ROGRAM B become an as% w RAW excellent public 6000-11 relations tool, ,� 46%; and has been m responsible for a correcting the wide-spread deficiencies in , landscape irrigation systems. awes 89/90 80191 91/92 AVERAGE PerCent Conserved (Compared to 87 Base) 6. Financial Incentive FMActual Water Use Base Year Water Use i Rebat pipgmm), Figure 3 WATER CONSERVATION PROGRAM REPORT CARD At the February 4, 1992 meeting, Council indicated that the toilet rebate program would continue in some form. Again, staff feels this is a very successful and an effective program to guide the City towards greater water efficiency. This program, though valuable in reducing present and future water use, is staff intensive in assisting people and inspecting the new Ultra-low Flush toilets. Our ultimate goal is to have a low-flush toilet in every bathroom in the City. 7. Single Family Landscape. With the end of water rationing, staff feels this component will become a key part of the continuing policies. Landscape watering accounted for approximately 40 to 50% of water use prior to the drought. A strong educational and informational program is needed to direct our water customers towards responsible landscape planting. Past efforts have included landscape workshops, a plant tagging program, and the water- conserving demonstration garden. There is already evidence that some people intend to reseed their lawns since mandatory conservation has ended. As shown in Figure 3, the above programs have experienced a tremendous success and have enabled the City to develop one of the top water conservation programs in the State. Since the base year of 1987, staff estimates that approximately 11,000 acre feet have been saved as a result of water conservation. That amount has been the equivalent of a two year supply of water during rationing, or about one-half of the capacity of the Salinas Reservoir. As the total program costs from FY 88/89 through 0 ��►�Hiiu►IIIIIIIIP°�1°9nIlU city Of San LL .114�- OBI SPO i COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 8 FY 91/92 equalled PROGRAM DESCRIPTION ESTIMATED HRS/WEEK $1,103,891, the estimated cost 1. Expanded Water Audit Program per acre foot is with periodic Follow-ups 10 $OQ. It has been said that 2. Expanded Large Landscape Irrigation the cheapest Audit Program to Include Schools, source of supply Greenbelts, etc. 10 is water saved. 3. Landscape Ordinance/Plan Check 5* Our experience certainly confirms 4. Commercial/Industrial Water Audits 5 this. S. New Commercial/industrial Water Use Review 5* Other BMP 6. Expanded Single Family Landscape PMMU to be Guidelines and Incentives �5 Faimdgd- Develd or Subtotal hours to implement 40 The programs Full-time Employees to Implement 1 discussed next are outlined in 7. Expanded ULF Toilet/Showerhead the Best Replacement Program 40 to 80** Management Practices" as Subtotal hours to implement 40 to 80 policies to be Full-time Employees to Implement 1 to 2 implemented over the next three Total Horns Required to Implement 80 to 120 years. Staff feels Number of Full-time Employees to Implement 3 these programs. will realize reliable water *Depends on new applications for building permits. savings and prove "Depends on the type and scale of the City's retrofitting program. to be a cost effective means Figure 4 BEST MANAGEMENT PRACTICES IMPLEMENTED to enhance the City's water supply. Several of these programs are in the developmental stage, including programs which will encourage water reuse systems in the commercial sector. Because of the success of the onsite water reclamation project at the Apple Farm Inn and Restaurant, staff is encouraged by the potential water savings associated with this type of program. Staff has attempted to estimate the time required to proceed with the implementation of these programs in Figure 4. The estimates in Figure 4 are meant to give Council a general feel for the direction the water conservation program should go to accomplish the goals set forth in the "Best Management Practices". The goal of the program is long term water use efficiency. If this is the direction the Council desires for the City's Water bA-8 1111111111111110111 city Of San L.,.JS OBISpO ni;% COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 9 Conservation Program, a decision needs to be made on sustained staffing levels to adequately implement and maintain the above programs. Other Futwe Proms-Retrnftt Unon Sale Ordu�mrce At the February 4, 1992 City Council meeting, Council directed staff to prepare an ordinance that would require any real property at the time of change in ownership, transfer in title, or change in use .be retrofitted with low water-use plumbing fixtures. Staff plans to return to Council with the proposed ordinance in May. Because Council is considering on-going staffing levels at this time, staff believes Council should consider the research done to date. Preliminary analysis has indicated that for a city the size of San Luis Obispo, one to two positions would be required to effectively administer the program. The water agencies surveyed indicated that upon the initial passage of the ordinance, extensive public information and answering questions over the phone would be required. Other duties would include: 1) obtaining weekly printouts of recorded deeds and performing the necessary investigation to determine which escrow closures are within the city limits; 2) schedule and perform the required inspections; 3) process the necessary paperwork and correspondence; 4) supply real estate companies with the required information and forms; and 5) maintain a database of retrofitted accounts. Of the six agencies surveyed to date, two were of similar size or smaller than San Luis Obispo. They are the High Desert Water District and Cambria Community Water District. The High Desert Water District serves a population of 30,000 and has 10,000 water connections. Their retrofit ordinance has been in effect for one year and their staffing level is as follows: • One permanent, full-time clerical position, and • One permanent, part-time field inspector. Cambria, which is significantly smaller than San Luis Obispo, uses one permanent, full-time clerical position to administer the program and field inspectors which also I perform other duties. Alternative &%ft ORdm The intent of this section is to identify staffing requirements beyond the Mandatory Water Conservation Program. Based on the above assumptions, the Water Conservation Program will require between two to five people (in addition to the Water Conservation Coordinator) to maintain the programs outlined in the BMP and to maintain the course the City has pursued to date. These positions would perform both field and office duties. Alternative #1- Retain a staff of four (Staff Recommendation) This would allow for the continuation of all programs currently in place (see Figure 2), allow the Water Conservation Office to expand and develop the programs outlined in the BMP (see Figure 4), administer the proposed retrofit upon sale program, and implement a more aggressive rebate program. n ft iu�Vl��I��Vlllllllllli ��hi MY Of San LL.S OBISPO GiS COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 10 Alternative #2- Retain a staff of three This alternative would allow for the continuation of all programs currently in place and the development and expansion of the programs outlined in the BMP. Alternative 93- Retain a staff of two This .alternative would allow only for the continuation of all programs currently in place and would not allow the additional presently-committed to programs to proceed. Alternative #4 Retain one stat person This alternative would limit the programs that could be administered. If this alternative is chosen, staff would recommend that the water waste code enforcement program, large landscape irrigation audit program, and current rebate program be retained as part of our ongoing water conservation program. Other programs would have to be dropped. Alternative #5- Continue with the Water Conservation Coordinator only If Council chooses to eliminate all contract staff, the Water Conservation Coordinator would continue to pursue a program of water conservation for the City but would be limited in his effectiveness to administer the programs outlined in the BMP. If this alternative is chosen, it is suggested that the City withdraw from the BMP process. This decision could have future implications if the City agrees to participate in the State Water Project. It has been implied by the State Water Board that agencies receiving State Water should have the BMP totally or partially in place when applying for permits under the Board's jurisdiction. It has also been indicated that in the near future the BMP will become a State required standard for water conservation practices. RECOMMENDATION As water conservation programs are identified and adopted by Council, a qualified professional staff to perform these tasks will be required. Water conservation has proven to be a cost effective means to extend existing water supplies during the drought conditions. This cost effectiveness will hold true even after the drought crisis has ended. Long term water efficiency has been identified previously as a goal the Council wishes to follow. To achieve this goal, certain levels of staffing will be necessary. Staff recommends that three contract positions be maintained through 1992/93 fiscal year to implement water efficiency programs and an additional position be maintained for implementation of an aggressive retrofit program and ordinance, if approved by Council in May. If the retrofit programs are not approved by Council in May, then the fourth position would be terminated in June. This is a 50% reduction in authorized staff from the current budget projection of eight positions. In the Spring of 1993, staff would evaluate the continuing needs of the program and return to Council with appropriate recommendations and changes. &A -10- ��►�►►►�iIIIIIIIIP°1 lilll�l C17Cy of san L_.,s osIspo COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 11 Alternative Council could choose one of the other four alternatives for staffing levels previously discussed. SUMMARY OF RECOMMEENDATIONS Short-tern Phase-out of Mandatory Water Conservation Program» 1. Recommend that Council approve the phase out schedule and the identified staffing levels; the evaluation and analysis of the water conservation records and program in order to improve future mandatory water conservation programs;.the elimination of the Finance Department water conservation staff person; and the retention of the field representatives through September, if Council chooses to phase out all temporary/contract water conservation staff. Long-tern Sustained Water Conservation Program 2. Recommend that four staff people be retained through the 1992/93 fiscal year to research, develop, and administer the continuing programs. This represents a 50% reduction in the current approved staffing for the Water Conservation Program. Staff will continue to monitor and evaluate the effectiveness of this staffing level, and will return with an ongoing staffing recommendation for the 1993/95 financial plan. CONCURRENCES The Finance and Personnel Departments concur with the recommendations made in this report. FISCAL IMPACT The Water Conservation Program has been funded at the following levels during the identified fiscal years: FISCAL WATER CONSERVATION SALARIES SALARIES YEAR PROGRAM BUDGET % OF BUDGET 1988/89 $ 60,168 $ 11,429 19% 1989/90 203,176 134,003 66% 1990/91 389,232 179,100 46% 1991/92 451,315 230,400 51% 1992/93 390,500 252,700 65% Average 50% (o�-11 ��►b►►iulllillllllPullUlU city of San t.._.3 OBISPO COUNCIL AGENDA REPORT Phasing Out Hotline/MWCP Page 12 The Water Conservation Program is currently approved for one full-time staff person, the Water Conservation Coordinator, and eight temporary/contract staff persons. To analyze the cost of staffing in relation to the Water Conservation Program budget, the above chart was developed. Historically, the percentage of salaries to total operating costs has ranged from 19% to 65%, averaging about 50% of the program budget. In the 1991/92 Water Conservation budget, salaries represented 51% of the operating costs. In the 1992/93 budget, salaries could represent 65% of the operating costs. (Program costs are higher in FY 91/92 because the toilet rebate funds approved from carryover funds have been included in the budget.) What does this mean m dollms? Of the $230,400 approved for salaries in 1991/92, $180,100 was allocated for the temporary/contract staffing costs. Of the $252,700 approved for salaries in 1992/93, $198,100 was allocated for temporary/contract staffing costs. How much of the entire program budget do the temporary staffing costs represent? About 50% of the Water Conservation Program budget. If CounceT adopts the recommendations m this nWA how is the Water Fined ani? The total Water Conservation Progam currently represents 7.13% of the revenue requirements for the Water Fund. As explained above, the cost for the eight temporary/contract employees represents about 50% of that 7.13% figure, or 3.56%. Each temporary/contract staff person impacts the revenue requirement of the Water Fund by .45%. If Council approves the recommendations in this report, to keep four of the temporary/contract staff persons through the end of 92/93, the $198,100 currently approved for water conservation temporary/contract salaries in 1992/93 will be cut in half. Keeping the four staff persons will cost approximately $99,050. Since those staffing costs have already been built into the Water Fund revenue requirements, the net result of reducing contract staff from eight to four is a reduction of 1.7% of the total revenue required by the Water Fund for 92/93. If Council approves three temporary/contract positions for the water conservation program through the end of 92/93, the net result of reducing contract staff from eight to three is a reduction of the approved budget of $198,100 to approximately $74,300. This represents a net reduction of 2.1% of total revenue required by the Water Fund for 92/93. ATTACHMENTS: Exhibit A - Water Conservation Best Management Practices Exhibit B - Water Conservation Program Survey ft' �oZ EXEffBIT A WATER CONSERVATION BEST MANAGEMENT PRACTICES MEASURES 1. Interior and exterior water audits and incentive * 9. Commercial and industrial water conservation programs for single family residential, multi- family residential and governmental/institutional Status. Under considero(ion. customers. *10. New Commercial and industrial water SGatu: Implemented July, 1990. conservation 2. Plumbing, new and retrofit. Status. Under camvidoitiom Enforcement of water conserving plumbing fixture standards including requirements for Ultra 11. Conservation pricing Low Flush toilets in all new construction, beginning January 1, 1991. Status: TWo Gia biffl g syst®n; Strdmr penalties dur6g mandatary water Support of state and federal legislation catservatiam prohibiting the sale of toilets using more than 1.6 gallons per flush. 12. Landscape water conservation for new and existing single family homes Plumbing retrofit-showerheads, etc Sterna: Plant Gagging Pogam utnplemetted Status: Rater catrermg ft=e standards September, 1991; urfavmatiar wnvfahops implemented January 1989; Showerhead implemented Augug 1991; and other replacement program initiated in 1988 landscape information made awQilable since Apµ 1989.3. Distribution system water audits, leak detection and repair 13. Water Waste Prohibition S=w Implemented during 1988 Status: Lmph named January, 1987. 4. Metering with commodity rates 14. Water Conservation Coordinator SA=L All services already metered Status: Fug-trimer pmdion since November, 1988 5. Large landscape water audits and incentives. 15. Financial Incentives Statex Implemented May, 1991. Status: Toilet Rebate Avywtn implemented lung 1994 rate s&uctre with We-Ene rate for *6. Landscape water conservation requirements. low use; odha prafams in dw rmeach and dnrJopmeit phase Statex To be determined by Council 16. Ultra-Low Flush toilet replacement 7. Public Information Status: Rates Offset (mooftt) PWmm Statrcx Ongoing. irmplenerm Att#L% 198k Tor7et Rebate Pro mm implemented hung 1994 8. School Education Sdatux Implemented May, 1989 loA-13 F"T IT B PAGE 1 WATER CONSERVATION PROGRAM SURVEY Surveyed Water Agencies Which Are Implementing the BMPIs 1. Las Virgenes Municipal District Calabasas, CA. Population: 55, 000 Water Connections: 19, 000 Staff to water connection ratio 1 per 1,900 PROGRAMS: BMP's #1-13 and #16 STAFFING: 5 permanent __L_temporary TOTAL 10 2. City of Santa Monica Santa Monica, CA. Population: 87, 000 Water Connections: 16, 000 Staff to water connection ratio 1 per 2 ,000 PROGRAMS: Implementing all of the BMP's STAFFING: 5 permanent 3 temporary TOTAL 8 3. Pasadena Department of Water and Power Pasadena, CA. Population: 133, 000 Water Connections: 35, 000 Staff to water connection ratio 1 per 2 ,258 PROGRAMS: Implementing all of the BMP's STAFFING: 8 permanent 7.5 temporary TOTAL 15.5 Other Water Agencies Surveyed 4. Vista Irrigation District Vista, CA. Population: 53, 000 Water Connections: 23,400 PROGRAMS: Toilet Rebate Program Public and School education Water Audits TOTAL 3 &A- I� E%HIBIT B PAGE 2 Vista cont. STAFFING: 3 permanent 3 .5 temporary TOTAL 6.5 S. Cucamonga County Water District Cucamonga, CA. Population: 120, 000 Water Connections: 34, 126 PROGRAMS: Water Audits Public and School Education Water Waste Prohibitions TOTAL 3 STAFFING: 8 permanent 6. 8oquel Creek .County Water District Soquel, CA. Population: 40, 000 Water Connections: 13, 000 PROGRAMS: Public and School education STAFFING: 1 permanent 7. Santa Cruz Water Department Santa Cruz, CA. Population: 80,000 Water Connections: 21, 000 PROGRAMS: Water Waste Prohibitions Public Information and Education Restrictive Watering Hours TOTAL 3 STAFFING: 2 permanent _.I.temporary TOTAL 3 S. Monterey Peninsula Water Management District Monterey, CA. Population: 100, 000. Water Connections: 38, 000 lok 5 OUT IT B PAGE 3 Monterey cont. PROGRAMS: Retrofit Upon Sale Water Audits Public Information and Education Water Waste Prohibitions TOTAL 4 STAFFING: 4 permanent