HomeMy WebLinkAbout04/21_1/1992, 5A - PHASING-OUT THE HOTLINE COMPONENT OF MANDATORY WATER CONSERVATION PROGRAM (MWCP) AND FUTURE DIRECTION OF THE WATER CONSERVATION PROGRAM. ^99 Original agenda report `-omthe meeting of 4/7/92.
1��HII�I1����IIIlllllll�llulll r MEETING DATE:
I►m�w1 cityo san L.�is oBispo April 7, 1992
COUNCIL AGENDA REPORT ITEM NUMBE
FROM: William T. Hetland, Utilities Director V)
PREPARED BY: Ron Munds, Water Conservation Coordinator '
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.
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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.
I
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 j
water conservation, at an estimated cost of $100 per acre foot.
DISCUSSION
Bac and
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
i
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Phasing-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.
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Phasing Out Hotline/MWCP
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Figure 1 summarizes the duties and subsequent staffing requirements to accomplish
the phasing out of the Water Conservation Hotline component of the MWCP.
I
i
WEEKLY HOURS REPRESENTED
DUTIES MAR - APR MAY JUNE
Hotline (Phones) s0 60 0
Review (Adjustment Forms) 24 24 0
I
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 160 120 40
REQUIRED FTE'S 4 3 1
Figure 1 PROGRAM PHASE OUT TIME-LINE
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Phasing-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 —D4aq=ent 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.
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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
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 term reductions in water use.
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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 j
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 BMP
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 summarizes 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.
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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, S. Financial Incentives (Rebate Program) 5
it makes sense to T Single Family Landscape (Plant Tagging, Workshops, etc) 5
evaluate each
area and make TOTAL PER WEEK 80
the necessary
adjustments to Number of Fult4me F_mployees to Implement 2
achieve efficiency.
To date, only one
of the the seven Figure 2 BEST MANAGEMENT PRACTICES
systems evaluated
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 d _/_
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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 W_
i
auditing, this hasAPPR 7E.11,000 AF
7 SINCE PROGRAM B N
become an ;x ss%
excellent public aB�
relations tool, ,� zt
asx
and has.been m
responsible for Q
11
correcting the Ye
wide-spread
deficiencies in 1
landscape r,
irrigation systems. Be= sei90 90/91 91/92 AVERAGE
PerCent Conserved (Compared to 87 Base)
6. Financial
Incentives Actual Water Use Baso Year Water Use
i
Rebat
Program), 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
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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 j
$100. It has
been said that 2. Expanded Large Landscape Irrigation j
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.
5. New Commercial/Industrial Water Use Review 5*
Other BMP 6. Expanded Single Family Landscape
rrmrts
Proto be Guidelines and Incentives 5
Expmtded or
Deve pg Subtotal hours to implement 40
The programs Full-time Employees to Implement 1.
discussed next
are outlined in y, 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 Hours 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 A
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Conservation Program, a decision needs to be made on sustained staffing levels to
adequately implement and maintain the above programs.
Other Future ftog m-Retrofit Upon Sale Ordinmtce
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-useplumbing 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
perform other duties.
AltmuWye Sta fog Options
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.
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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 #3- 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 staff 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 i
future the BMP will become a State required standard for water conservation
practices.
i
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.
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Alternative
Council could choose one of the other four alternatives for staffing levels previously
discussed.
SUMMARY OF RECOMMENDATIONS
i
Short-term Phase-out of Mandatory Water Conservation Program j
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-term 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
I
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:
I
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%
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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 i
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. j
(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 dw mean in dollars?
Of the $230,400 approved for salaries in 1991/92, $180,100 was allocated for the j
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 Council adopts the recommendations in this report how is the Water Fund impaled?
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 356%.
Each temporary/contract staff person impacts the revenue requirement of the Water
Fund by .45%.
I
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
EKMIT 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 Stator. Under consideration.
customers.
'10. New Commercial and industrial water
Status: Implemented July, 1990. conservation
2. Plumbing, new and retrofit. Status: Under considemfion.
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 tier bdraig system; Surcharge
penalties during mandatary water
Support of state and federal legislation conservation.
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.
Status: Plant tagging prvgran implemented
Status. Water conserving fizium stmrdards September, 1991; iri)Wmalion workshops
implemented January 1989; Showehead implemented Augu4 1991; and other
replacement prvgan initiated in 1988 landscape infavnation made available
since April, 1989.
3. Distribution system water audits, leak detection
and repair 13. Water Waste Prohibition
SUM= Implemented during 1988 Status: Implemented January, 1987.
4. Metering with commodity rates 14. Water Conservation Coordinator
Status: All services already metered Status: Full-time position since November, .1988
5. Large landscape water audits and incentives. 15. Financial Incentives
Status. Implemented May, 1991. Status. Toilet Rebate Prvfflw implemented June,
19M rate stature with lifeline rate for
'6. Landscape water conservation requirements. low use; other programs in the research
and development phase
Status: To be determined by Council
16. Ultra-Low Flush toilet replacement
7. Public Information
Status: Water Offset (netrafd) Prvffl
Status: ongoing implemented August, 1988; Toilet Rebate
Program implenemted Jane, 1990.
8. School Education
Status: Implemented May, 1989.
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EXHIBIT B
PAGE 1
WATER CONSERVATION PROGRAM SURVEY
Surveyed Water Agencies Which Are Implementing the BMP' s
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
__2_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
604A- i4
E%HIBIT B
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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. Soquel 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
_.L_temporary
TOTAL 3
S. Monterey Peninsula Water Management District
Monterey, CA.
Population: 100, 000
Water Connections: 38, 000
SOA-15
E%HIBIT B
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Monterey cont.
PROGRAMS: Retrofit Upon Sale
Water Audits
Public Information and Education
Water Waste Prohibitions
TOTAL 4
STAFFING: 4 permanent
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