HomeMy WebLinkAbout2020-03-24 - Board of Directors Meeting Agenda Packet (B)AGENDA
YORBA LINDA WATER DISTRICT
BOARD OF DIRECTORS REGULAR MEETING
Tuesday, March 24, 2020, 6:30 PM
1717 E Miraloma Ave, Placentia CA 92870
1. SPECIAL NOTICE
Telephonic Accessibility
In an effort to help mitigate the spread of Coronavirus (COVID19), the District will be facilitating
participation in its Board meetings via teleconference only pursuant to Paragraph 3 of Executive
Order N2920 issued by the Governor of California on March 17, 2020. Instructions for accessing this
meeting are provided below. Opportunities for public comment related to items on this agenda or other
matters within the District’s jurisdiction will be facilitated on the teleconference or can be submitted in
writing via email to the Board Secretary at bodsecretary@ylwd.com by 4:00 p.m. on Tuesday, March
24, 2020. If you choose to submit comments via email, please identify the agenda item you wish to
address (if applicable). Your comments will be read into the record. The Board of Directors and staff
thank you for your patience and understanding during these unprecedented times.
1. Dial any of the following phone numbers:
1 6699006833
1 3462487799
1 3126266799
*If any of the numbers ring busy, please try the next one.
2. Enter the meeting ID to be connected followed by #:
502 650 3802 #
3. No participant ID is required, press # to continue.
*If you have questions related to participating in the teleconference please call 7147013020.
2. CALL TO ORDER
3. PLEDGE OF ALLEGIANCE
4. ROLL CALL
Phil Hawkins, President
Andrew J. Hall, Vice President
Brooke Jones, Director
J. Wayne Miller, PhD, Director
Al Nederhood, Director
5. ADDITIONS/DELETIONS TO THE AGENDA
Items may be added to the agenda upon determination by a twothirds vote of the Board, or a
unanimous vote if only three Directors are present, that there is a need to take immediate action which
came to the District's attention subsequent to the agenda being posted. (GC 54954.2(b)(2))
Page 1 of 82
6. INTRODUCTIONS AND PRESENTATIONS
6.1. Elected Official Liaison Reports
6.2. Federal and State Legislative Update
7. PUBLIC COMMENTS
Any individual wishing to address the Board or Committee is requested to identify themselves and state
the matter on which they wish to comment. If the matter is on the agenda, the Chair will recognize the
individual for their comment when the item is considered. No action will be taken on matters not listed
on the agenda. Comments are limited to three minutes and must be related to matters of public interest
within the jurisdiction of the Water District. (GC 54954.3)
8. CONSENT CALENDAR
All items on the consent calendar are considered routine and may be approved by a single motion.
There will be no discussion of these items unless a member of the Board, staff, or public requests
separate consideration.
8.1.Payments of Bills, Refunds, and Wire Transfers
Recommendation: That the Board of Directors ratify and authorize
disbursements in the amount of $794,589.70.
8.2.Budget to Actual Reports for the Month Ending February 29, 2020
Recommendation: That the Board of Directors receive and file the Budget to
Actual Reports for the Month Ending February 29, 2020.
8.3.Cash and Investment Report for Period Ending February 29, 2020
Recommendation: That the Board of Directors receive and file the Cash and
Investment Report for Period Ending February 29, 2020.
8.4.Updated Orange County Local Agency Formation Commission (LAFCO) Dues
Structure for Special Districts
Recommendation: That the Board of Directors approve the updated LAFCO
dues structure for Special Districts and instruct staff to complete and return the
District's ballot before April 24, 2020.
8.5.Agreement for Managed Information Technology (IT) Services
Recommendation: That the Board of Directors authorize the General Manager
to execute a Professional Services Agreement with Resource Computer
Solutions for Managed IT Services for an amount not to exceed $225,000.
8.6.Task Order for Hydraulic Model Calibration Project
Recommendation: That the Board of Directors approve a Task Order for the
Hydraulic Model Calibration Project to Carollo Engineers, Inc. under the
Professional Services Agreement for OnCall Professional Engineering
Services awarded on January 14, 2020.
Page 2 of 82
8.7.Support of Balanced Energy Solutions and Maintaining Local Control of
Energy Solutions
Recommendation: That the Board of Directors adopt Resolution No. 2020XX
in support of balanced energy solutions and maintaining local control of energy
solutions.
9. ACTION CALENDAR
This portion of the agenda is for items where staff presentations and Board or Committee discussions
are needed prior to formal action.
9.1.Ratification of Proactive Proclamation of Local Emergency and Update on
Coronavirus (COVID19) Response
Recommendation: That the Board of Directors confirm and ratify the General
Manager's Proclamation of Local Emergency regarding COVID19.
10. DISCUSSION ITEMS
This portion of the agenda is for matters that cannot reasonably be expected to be concluded by action
of the Board or Committee at the meeting, such as technical presentations, drafts of proposed policies,
or similar items for which staff is seeking advice and counsel. Time permitting, it is generally in the
District’s interest to discuss these more complex matters at one meeting and consider formal action at
another meeting. This portion of the agenda may also include items for information only.
10.1. Treatment of Groundwater Supplies to Remove Per and Polyfluoroalkyl
Substances (PFAS)
11. REPORTS, INFORMATION ITEMS, AND COMMENTS
11.1. Directors' Reports
11.2. Assistant General Manager's Report
11.3. General Counsel's Report
11.4. Future Agenda Items and Staff Tasks
12. COMMITTEE REPORTS
12.1. Interagency Committee with MWDOC and OCWD
(Hawkins/Nederhood)
Meeting scheduled Thursday, March 26, 2020 at 4:00 p.m. has been
cancelled.
Next meeting is scheduled Thursday, May 28, 2020 at 4:00 p.m. at
YLWD.
12.2. Joint Agency Committee with City of Yorba Linda
(Hawkins/Jones)
Meeting scheduled Monday, March 23, 2020 at 4:00 p.m. at YL City
Hall has been cancelled.
Next meeting is yet to be scheduled.
Page 3 of 82
12.3. Joint Agency Committee with City of Placentia
(Hawkins/Hall)
Next meeting is scheduled Wednesday, April 29, 2020 at 3:00 p.m. at
YLWD.
13. BOARD OF DIRECTORS ACTIVITY CALENDAR
13.1. Meetings from March 25 May 31, 2020
14. ADJOURNMENT
14.1. The next Regular Board Meeting will be held Tuesday, April 14, 2020. Closed
Session (if necessary) will begin at 5:30 p.m. and regular business at 6:30
p.m.
Items Distributed to the Board Less Than 72 Hours Prior to the Meeting
Nonexempt materials related to open session agenda items that are distributed to a majority of the Board or
Committee less than seventytwo (72) hours prior to the meeting will be available for public inspection in the lobby
of the District’s Administrative building located at 1717 East Miraloma Avenue, Placentia CA 92870 during regular
business hours. When practical, these materials will also be available on the District’s website
(http://www.ylwd.com/). (GC 54957.5)
Accommodations for the Disabled
Requests for disabilityrelated modifications or accommodations, including auxiliary aids or services, required for
participation in the above posted meeting should be directed to the Board Secretary at (714) 7013020 at least 24
hours in advance. (GC 54954.2(a))
Page 4 of 82
ITEM NO. 8.1.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Delia Lugo, Finance Manager
Paige Appel, Accounting Assistant II
SUBJECT:Payments of Bills, Refunds, and Wire Transfers
RECOMMENDATION:
That the Board of Directors ratify and authorize disbursements in the amount of $794,589.70.
SUMMARY:
Section 31302 of the California Water Code says the District shall pay demands made against
it when they have been approved by the Board of Directors. Pursuant to law, staff is hereby
submitting the list of disbursements for Board of Directors’ approval.
DISCUSSION:
The items on this disbursement list include: a wire of $42,421.42 to MWDOC for January 2020
water purchases; a wire of $568.00 to Switch for the remote data hosting co-location; a wire of
$44,376.75 to So. California Edison for February 2020 electricity charges at multiple locations;
a check of $128,027.79 to ACWA/JPIA for April 2020 medical and dental premiums; a check
of $48,069.47 to Kidman Gagen Law for legal services; a check of $64,609.12 to Insituform
Technologies, LLC for J19-39S 2019 Sewer Main CIPP Rehabilitation. The balance of
$173,915.83 are routine invoices.
The Accounts Payable check register total is $501,988.38 and Payroll No. 5 total is
$292,601.32; where disbursements for this agenda report total is $794,589.70. A summary of
the disbursements is attached.
PRIOR RELEVANT BOARD ACTION(S):
The Board of Directors approves bills, refunds and wire transfers semi-monthly.
Page 5 of 82
ATTACHMENTS:
1.CapSheet 3-24-20
2.Check Register 03-24-20
3.Credit Card - 03-24-20
Page 6 of 82
Summary of Disbursements
March 24, 2020
CHECK NUMBERS:
03/24/20 Computer Checks 75816 - 75889 $ 395,543.46
$ 395,543.46
WIRES:
W031220A Municipal Water District $ 42,421.42
W031220B Switch Ltd $ 568.00
W031220C Southern California Gas Co. $ 19,078.75
W031220D Southern California Edison Co. $ 44,376.75
$ 106,444.92
TOTAL OF CHECKS & WIRES $ 501,988.38
PAYROLL NO. 5:
Direct Deposits $ 181,831.71
Third Party Checks 7338—7342 $ 21,278.69
Payroll Taxes $ 46,934.41
EFT – CalPERS Payroll #5 $ 42,556.51
$ 292,601.32
TOTAL OF PAYROLLS $ 292,601.32
----------------------------------------------------------------------------------------------------------------------
DISBURSEMENT TOTAL: $ 794,589.70
==================================================================
APPROVED BY THE BOARD OF DIRECTORS MINUTE ORDER AT BOARD
MEETING OF MARCH 24, 2020
==================================================================.
Page 7 of 82
Check No.Date Vendor Name Amount Description
75816 03/24/2020 LAMBERTUS BYLSMA 102.53 CUSTOMER REFUND
75817 03/24/2020 HYUN CHUNG 11.50 CUSTOMER REFUND
75818 03/24/2020 SHOURONG XIAN 228.94 CUSTOMER REFUND
75819 03/24/2020 SHAELAN MURRAY 154.64 CUSTOMER REFUND
75820 03/24/2020 MICHELLE DELANEY 146.67 CUSTOMER REFUND
75821 03/24/2020 ADWEST TECHNOLOGIES 349.81 CUSTOMER REFUND
75822 03/24/2020 YUNG-HSIAO HUANG 175.89 CUSTOMER REFUND
75823 03/24/2020 NATHAN DOBYNS 187.79 CUSTOMER REFUND
75824 03/24/2020 TIFFANIE KING PEREZ 17.63 CUSTOMER REFUND
75825 03/24/2020 CHERYL VUONG 14.86 CUSTOMER REFUND
75826 03/24/2020 1150 S LAS BRISAS PLACE LLC 322.71 CUSTOMER REFUND
75827 03/24/2020 HARVEST REALTY DEVELOPMENT 395.29 CUSTOMER REFUND
75828 03/24/2020 RM DALTON, CORP. 3,706.80 CUSTOMER REFUND
75829 03/24/2020 ARYANA CASTANEDA 52.79 CUSTOMER REFUND
75830 03/24/2020 ACWA/JPIA 128,027.79 MEDICAL & DENTAL PREMIUMS - APRIL 2020
75831 03/24/2020 Al Nederhood 164.97 TRAVEL EXPENSE UWI CONFERENCE & MILEAGE REIMBURSEMENT- NEDERHOOD, A
75832 03/24/2020 Aqua-Metric Sales Co. 33,983.92 OPERATIONS WORK MATERIAL - METERS & MXU's
75833 03/24/2020 Aramark 921.23 UNIFORM SERVICES
75834 03/24/2020 ATS Communications 2,145.00 PROFESSIONAL SERVICES FOR ENGINEERING DEPARTMENT - JANUARY 2020
75835 03/24/2020 AT & T - Calnet3 1,109.16 ATT CALNET 3
75836 03/24/2020 BASE HILL INC. (JAN POINT) 3,652.00 JANITORIAL SERVICE - FEBRUARY 2020
75837 03/24/2020 BrightView Tree Care Services Inc. 1,975.00 LANDSCAPE SERVICE
75838 03/24/2020 Brooke Jones 215.86 TRAVEL EXPENSE UWI CONFERENCE & MILEAGE REIMBURSEMENT - BROOKE, J
75839 03/24/2020 CB Technical 3,107.50 CONSULTING WORK FOR CITYWORK CONFIGURATION - IT DEPARTMENT
75840 03/24/2020 City Of Placentia 3,027.02 SEWER FEES COLLECTION - FEBRUARY 2020
75841 03/24/2020 Cla-Val Co. (Griswold Industries) 1,173.51 OPERATIONS WORK MATERIAL
75842 03/24/2020 Coastal Ignition & Controls 1,575.11 STATIONARY ENGINE PARTS
75843 03/24/2020 Daniels Tire Service 2,302.01 TIRE DISPOSAL FEE
75844 03/24/2020 Danielle Logsdon 166.38 TRAVEL EXPENSE UTILITY & DISASTER MANAGEMENT CONFERENCE - LOGSDON, D
75845 03/24/2020 Delta Wye Electric, Inc. 9,615.00 J19-37 ELECTRICAL WORK - HIGHLAND PRS
75846 03/24/2020 deRose Promos 1,084.63 YLWD PROMOTIONAL ITEMS
75847 03/24/2020 Eisel Enterprises, Inc. 3,255.13 VALVE REPAIR PARTS
75848 03/24/2020 Enkay Engineering & Equipment Inc 900.00 REMOVAL & DISPOSAL SERVICE
75849 03/24/2020 Factory Motor Parts 584.93 VEHICLE MAINTENANCE
75850 03/24/2020 EyeMed 1,340.28 EYE MED - MARCH 2020
75851 03/24/2020 Fleet Services, Inc 217.99 REPAIR WORK FOR UNIT#215
75852 03/24/2020 GREGORIO VALENZUELA 86.50 REIMBURSEMENT FOR HAZMAT TSA BACKGROUND CHECK - VALENZUELA, G
75853 03/24/2020 Infosend Inc. 5,038.61 BILLING & POSTAGE CUSTOMER BILL
75854 03/24/2020 Inland Group 373.89 2020 MAP BROCHURE
75855 03/24/2020 Insituform Technologies, LLC 64,609.12 J19-39S 2019 SEWER MAIN CIPP REHABILITATION
75856 03/24/2020 JONATHAN PEREZ 82.00 REIMBURSEMENT FOR CLASS A PERMIT - PEREZ, J
75857 03/24/2020 Kidman Gagen Law 48,069.47 LEGAL SERVICES
75858 03/24/2020 King Limousine Services, Inc. 787.53 INFRASTRUCTURE TOUR-TRANSPORT
75859 03/24/2020 Konica Minolta Business 861.51 COPIER LEASE-C258 & C558
75860 03/24/2020 Liebert Cassidy Whitmore 1,272.00 LEGAL SERVICES
75861 03/24/2020 Managed Health Network 168.75 EAP - MARCH 2020
75862 03/24/2020 Marc Marcantonio 74.23 MILEAGE REIMBURSEMENT - MARCANTONIO, M
75863 03/24/2020 Marcus Millen 616.24 REGISTRATION LASERFICHE EMPOWER CONFERENCE - MILLEN, M
75864 03/24/2020 Mc Fadden-Dale Hardware 179.60 MECHANIC SHOP EQUIPMENT & SUPPLIES
75865 03/24/2020 Michael Payne Consulting 4,297.86 CONSULTING SERVICE OPERATIONS
75866 03/24/2020 Municipal Diving Services Inc. 21,095.00 ANNUAL RESERVOIR INSPECTION & CLEANING
75867 03/24/2020 NatPay Online Business Solutions 93.27 DOCULIVERY - JANUARY 2020
75868 03/24/2020 NBS 7,500.00 SEWER ENGINEER CONSULTANT
75869 03/24/2020 Nickey Kard Lock Inc 4,781.29 FUEL 2/16-2/29
75870 03/24/2020 Nickey Petroleum Co Inc 774.84 DIESEL FUEL
75871 03/24/2020 Office Solutions 90.16 OFFICE SUPPLIES
75872 03/24/2020 Orange County Water District 452.92 WELL #19 - REPLEANISHMENT ASSESSMENT JULY-DECEMBER 2019
75873 03/24/2020 Praxair Distribution 224.01 WELDING SUPPLIES
75874 03/24/2020 P.T.I. Sand & Gravel, Inc. 378.74 ROAD MATERIAL
75875 03/24/2020 QUADIENT LEASING USA INC 280.60 CONTRACTUAL SERVICES 3/27-6/26
75876 03/24/2020 RMJ Technologies 195.18 GTB MONTHLY SERVICE
75877 03/24/2020 Sage Designs, Inc. 595.00 WIN-911 ALARM SOFTWARE RENEWAL
75878 03/24/2020 Security Solutions 5,895.00 SECURITY WORK
75879 03/24/2020 Shred Confidential, Inc. 96.75 SHRED SERVICE
75880 03/24/2020 Staples Business Advantage 1,180.54 OFFICE SUPPLIES
75881 03/24/2020 Tony Arambarri 147.66 REGISTRATION LASERFICHE EMPOWER CONFERENCE - ARAMBARRI, T
75882 03/24/2020 Total Administrative Service Corp (TASC) 610.50 FSA-ADMIN FEES
For Checks Dated: 03/12/2020 thru 03/24/2020
Yorba Linda Water District
Check Register
Page 8 of 82
75883 03/24/2020 Toxguard Fluid Technologies 430.70 MECHANIC SHOP SUPPLIES
75884 03/24/2020 United Industries 366.66 SAFETY EQUIPMENT
75885 03/24/2020 USA Blue Book 80.38 OPERATIONS WORK MATERIAL
75886 03/24/2020 United Water Works, Inc. 10,395.64 WATER SERVICE PARTS
75887 03/24/2020 Wayne Miller 311.49 TRAVEL EXPENSE ACWA ENERGY CONFERENCE & MILEAGE REIMBURSEMENT - WAYNE, M
75888 03/24/2020 YO Fire 2,514.22 OPERATIONS WORK MATERIAL
75889 03/24/2020 CalCard US Bank 4,123.33 CREDIT CARD TRANSACTIONS - FEBRUARY 2020
W031220A 03/12/2020 Municipal Water District 42,421.42 WATER DELIVERIES - JANUARY 2020
W031220B 03/17/2020 Switch Ltd 568.00 REMOTE DATA HOSTING CO-LOCATION
W031220C 03/16/2020 Southern Calif Gas Co. 19,078.75 GAS CHARGES - FEBRUARY 2020 - VARIOUS LOCATIONS
W031220D 03/17/2020 Southern Calif Edison Co. 44,376.75 ELECTRICITY CHARGES - FEBRUARY 2020 - VARIOUS LOCATIONS
501,988.38
3/5/2020 PAYROLL #5 - EMPLOYEE DIRECT DEPOSIT 181,831.71
3/5/2020 PAYROLL #5 - PAYROLL TAX PAYMENT 46,934.41
3/5/2020 PAYROLL #5 - CALPERS & TASC 42,556.51
7338 3/5/2020 COLONIAL LIFE & ACCIDENT 112.13
7339 3/5/2020 LINCOLN FINANCIAL GROUP 5,515.00
7340 3/5/2020 NATIONWIDE RETIREMENT SOLUTIONS 14,899.72
7341 3/5/2020 CALIFORNIA STATE DISBURSEMENT UNIT 366.92
7342 3/5/2020 CALIFORNIA STATE DISBURSEMENT UNIT 384.92
292,601.32
Payroll Checks #5
Page 9 of 82
Vendor Name Amount Description
Byblos Mediterranean Grill 165.88 ENGINEERING DIVISION LUNCH MEETING
91 Express Lanes 30.00 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
Adobe 52.99 ADOBE CREATIVE CLOUD - TALARICO, P
Steven Enterprises 86.93 OFFICE SUPPLIES
LASER PRINTER REPAIR 1,209.97 LASER PRINTER REPAIR - ENGINEERING DEPARTMENT
Cal Society-Municipal Finance Officers 75.00 INTRO TO GOVERNMENT ACCOUNTING - FINANCE DEPT (4 ATTENDEES)
Cal Society-Municipal Finance Officers 225.00 INTRO TO GOVERNMENT ACCOUNTING - FINANCE DEPT (4 ATTENDEES)
Lyft 27.62 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
Hyatt Regency Hotels 14.96 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
Fry's Electronics 11.84 IT SUPPLIES
John Wayne Airport 46.00 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
Steven Enterprises 269.38 OFFICE SUPPLIES
Disneyland Hotel 15.00 TRAVEL EXPENSE CSMFO CONFERENCE - MCCANN, K
Hyatt Regency Sacramento 263.88 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
Disneyland Hotel 14.00 TRAVEL EXPENSE CSMFO CONFERENCE - MCCANN, K
United Airlines 1,206.80 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
Southwest Airlines 301.96 TRAVEL EXPENSE ACCOC CONFERENCE - TALARICO, P
WABA GRILL 46.19 ENGINEERING TOUR LUNCH SAN GABRIELLE VALLEY WATER COMPANY
NEWEGG.COM 39.62 IT SUPPLIES
CalCard US Bank 20.31 US BANK CARD
4,123.33
24-Mar-20
Cal Card Credit Card
U S Bank
Page 10 of 82
ITEM NO. 8.2.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Delia Lugo, Finance Manager
Kelly McCann, Senior Accountant
SUBJECT:Budget to Actual Reports for the Month Ending February 29, 2020
RECOMMENDATION:
That the Board of Directors receive and file the Budget to Actual Reports for the Month Ending
February 29, 2020.
SUMMARY:
Presented are the Budget to Actual Reports for the Month Ending February 29, 2020 for the
District.
DISCUSSION:
For the month-ending February 29, 2020, staff is presenting Budget to Actual Reports for the
District as a whole, as well as the individual water and sewer funds.
Cumulative Volumetric Water Revenue, as reported through the month ending February 29,
2020, reflects an average increase of 1.95% as compared to the prior year for the same
reporting period. Residential customer connections have the highest increase in consumption
sales of 2.86% as compared to reported results from the prior year.
Total Variable Costs results, as reported through the month ending February 29, 2020, reflect
a 9.73% increase when compared to prior year for the same reporting period. The increase in
these costs is reflective of an increase in total water demand, which as reported, is 6.60%
above that of prior year, and switching to 100% import water as of February 8, 2020 to serve
our communities.
STRATEGIC PLAN INITIATIVE:
G2 3B – Regularly assess net position and steps to meet strategic goals.
Page 11 of 82
ATTACHMENTS:
1.Financial Reports and Graphs for February 2020
Page 12 of 82
FY20 Annual
Budget
YTD Actuals thru
February 2020
YTD % of
Budget
Water Revenue (Residential)16,548,758$ 10,258,979$ 61.99%
Water Revenue (Commercial & Fire Det.)1,872,073 1,182,259 63.15%
Water Revenue (Landscape/Irrigation)3,917,982 2,683,338 68.49%
Service Charges 10,988,263 7,283,755 66.29%
Other Operating Revenue 902,996 625,664 69.29%
Total Operating Revenue 34,230,072 22,033,995 64.37%
Revenue (Non-Operating):
Interest 698,777 379,688 54.34%
Property Taxes 1,820,471 1,107,942 60.86%
Other Non-Operating Revenue 608,430 681,269 111.97%
Total Non-Operating Revenue 3,127,678 2,168,899 69.35%
Total Revenue 37,357,750$ 24,202,894$ 64.79%
Expenses (Operating):
Variable Water Costs (G.W., Import & Power)
Water-Related Costs 12,485,582$ 8,149,156$ 65.27%
Fixed Costs 1,179,009 888,068 75.32%
Power-Related Costs 1,446,219 1,211,650 83.78%
Variable Water Costs Related Expenses Total 15,110,810 10,248,874 67.82%
Salary Related Expenses 10,753,255 6,167,605 57.36%
Reduction for Capital Project Labor (225,000) (125,922) 55.97%
Salary Related Expenses Total 10,528,255 6,041,683 57.39%
Supplies & Services
Communications 228,183 129,752 56.86%
Contractual Services 496,717 259,844 52.31%
Data Processing 324,069 162,431 50.12%
Dues & Memberships 78,862 73,051 92.63%
Fees & Permits 290,271 223,658 77.05%
Insurance 304,468 192,331 63.17%
Materials 948,195 662,688 69.89%
District Activities, Emp Recognition 43,371 21,993 50.71%
Maintenance 565,165 381,122 67.44%
Non-Capital Equipment 200,778 104,977 52.29%
Office Expense 33,950 26,385 77.72%
Professional Services 585,971 547,025 93.35%
Training 78,301 28,714 36.67%
Travel & Conferences 126,278 49,792 39.43%
Uncollectible Accounts 4,185 3,618 86.46%
Utilities 179,258 140,094 78.15%
Vehicle Expenses 335,600 270,060 80.47%
Supplies & Services Sub-Total 4,823,620 3,277,535 67.95%
Total Operating Expenses 30,462,685 19,568,092 64.24%
Expenses (Non-Operating)
Other Expense 13,520 170,535 1261.35%
Total Non-Operating Expenses 13,520 170,535 1261.35%
Total Expenses 30,476,205$ 19,738,627$ 64.77%
Net Revenues 6,881,545 4,464,267 64.87%
Less: Debt Service (Principal & Interest)2,726,956 1,962,475 71.97%
Less: Committed Capital Expenditures (PayGo)3,174,425 600,255 18.91%
Less: PARS Contribution - Net Pension/OPEB 1,700,000 - 0.00%
Transfer to/(from) Reserves (719,836) 1,901,537 264.16%
Net Total -$ -$
Yorba Linda Water District
Water Enterprise
FY20 ProForma - Use of Funds
February 2020
Page 13 of 82
Yorba Linda Water District
Summary Financial Report
Water & Sewer Funds
For Period Ending February 29, 2020
Annual YTD Feb YTD YTD Actual Prior Year Prior Year YTD Actual YTD Actual
Budget Budget Actual Actual (Under) Over Feb Actual Actual (thru vs vs
FY20 FY20 FY20 FY20 YTD Budget FY19 Feb 2019)PY Actual $PY Actual %
Revenue (Operating):
Water Revenue (Residential)16,548,758$ 10,356,225$ 977,192$ 10,258,979$ (97,246)$ 692,277$ 9,974,109$ 284,870$ 2.86%
Water Revenue (Commercial & Fire Det.)1,872,073 1,250,732 114,248 1,182,259 (68,473)91,150 1,211,196 (28,937)-2.39%
Water Revenue (Landscape/Irrigation)3,917,982 2,617,604 201,356 2,683,338 65,734 52,732 2,668,553 14,785 0.55%
Water Revenue (Service Charge)10,988,263 7,325,509 922,261 7,283,755 (41,754)836,474 6,689,526 594,230 8.88%
Sewer Charge Revenue 2,421,665 1,614,443 199,485 1,589,588 (24,855)180,789 1,467,178 122,410 8.34%
Locke Ranch Assessments 324,173 187,243 650 190,580 3,338 91 172,867 17,713 0.00%
Other Operating Revenue 964,708 643,139 66,168 687,506 44,367 45,778 703,638 (16,132)-2.29%
Total Operating Revenue:37,037,622 23,994,894 2,481,360 23,876,005 (118,889)1,899,291 22,887,067 988,938 4.32%
Revenue (Non-Operating):
Interest 812,306 541,536 26,004 444,688 (96,848)43,875 482,938 (38,250)-7.92%
Property Tax 1,820,471 1,037,668 2,720 1,107,942 70,274 2,330 1,067,448 40,494 0.00%
Other Non-Operating Revenue 632,909 421,940 153,988 715,165 293,225 65,607 541,862 173,303 31.98%
Total Non-Operating Revenue:3,265,685 2,001,144 182,712 2,267,795 266,651 111,812 2,092,248 175,547 8.39%
Total Revenue 40,303,307 25,996,039 2,664,072 26,143,800 147,762 2,011,103 24,979,315 1,164,485 4.66%
Expenses (Operating):
Variable Water Costs (G.W., Import & Power)15,110,810 10,095,532 1,367,226 10,248,874 153,342 460,667 9,340,003 908,871 9.73%
Salary Related Expenses 11,664,922 7,182,978 1,013,507 6,667,857 (515,121)972,486 6,430,311 237,546 3.69%
Supplies & Services 5,449,301 3,556,867 492,550 3,481,141 (75,726)397,994 2,843,104 638,037 22.44%
Total Operating Expenses 32,225,033 20,835,377 2,873,283 20,397,872 (437,505)1,831,147 18,613,418 1,784,453 9.59%
Expenses (Non-Operating):
Interest on Long Term Debt 1,303,967 869,311 107,685 869,311 0 111,601 904,211 (34,899) -3.86%
Other Expense 13,520 13,520 1,126 203,392 189,872 131 987,284 (783,892) -79.40%
Total Non-Operating Expenses:1,317,488 882,831 108,811 1,072,703 189,872 111,732 1,891,495 (818,791) -43.29%
Total Expenses 33,542,521 21,718,208 2,982,094.0 21,470,576 (247,633)1,942,879 20,504,913 965,662 4.71%
Net Position Before Capital Contributions 6,760,787 4,277,831 (318,022) 4,673,224 395,394 68,224 4,474,402 198,822 4.44%
Capital Contributions (Non-Cash - - 149,382 149,382 34,500 38,556 110,826 0.00%
Transaction GASB 34 Compliant)
Net Position Before Depreciation 6,760,787 4,277,831 (318,022) 4,822,606 544,776 102,724 4,512,958 309,648 6.86%
Depreciation & Amortization 7,720,659 5,147,106 648,758 5,180,123 33,017 608,448 4,900,553 279,570 5.70%
Total Net Position ($959,872)($869,275)(966,780) (357,517) $511,759 ($505,724)($387,595)$30,078 7.76%
(295,000) (196,667) (20,271) (150,639) 46,028 (24,864) (249,991) 99,352 -39.74%
(With Februry 28, 2019 for comparison purposes)
Page 14 of 82
Annual YTD Feb YTD YTD Actual Prior Year Prior YTD YTD Actual YTD - CUR
Budget Budget Actual Actual (Under)Over Feb Actual Actual (thru vs vs
FY20 FY20 FY20 FY20 YTD Budget FY19 Feb 2019) PY Actual $PY Actual %
Revenue (Operating):
Water Revenue (Residential)16,548,758$ $10,356,225 977,192$ 10,258,979$ (97,246)$ 692,277$ 9,974,109$ 284,870$ 2.86%
Water Revenue (Commercial & Fire Det.)1,872,073 1,250,732 114,248$ 1,182,259 (68,473) 91,150 1,211,196 (28,937) -2.39%
Water Revenue (Landscape/Irrigation)3,917,982 2,617,604 201,356$ 2,683,338 65,734 52,732 2,668,553 14,785 0.55%
Water Revenue (Service Charge)10,988,263 7,325,509 922,261$ 7,283,755 (41,754) 836,474 6,689,526 594,229 8.88%
Other Operating Revenue 902,996 601,997 65,020$ 625,664 23,667 43,388 655,685 (30,021) -4.58%
Total Operating Revenue:34,230,072 22,152,067 2,280,077 22,033,995 (118,072) 1,716,021 21,199,069 834,926 3.94%
Revenue (Non-Operating):
Interest 698,777 465,851 22,205 379,688 (86,163) 40,870 409,142 (29,454) -7.20%
Property Tax 1,820,471 1,037,668 2,720 1,107,942 70,273 2,330 1,067,448 40,494 0.00%
Other Non-Operating Revenue 608,430 405,620 148,977 681,269 275,649 65,607 517,436 163,833 31.66%
Total Non-Operating Revenue:3,127,678 1,909,140 173,902 2,168,899 259,759 108,807 1,994,026 174,872 8.77%
Total Revenue 37,357,750 24,061,207 2,453,979 24,202,894 141,687 1,824,828 23,193,095 1,009,799 4.35%
Expenses (Operating):
Variable Water Costs (G.W., Import & Power)15,110,810 10,095,532 1,367,226 10,248,874 153,341 460,667 9,340,003 908,870 9.73%
Salary Related Expenses 10,528,255 6,468,128 923,508 6,041,683 (426,445) 888,453 5,852,669 189,014 3.23%
Supplies & Services:
Communications 228,183 144,622 11,691 129,752 (14,870) 8,249 108,548 21,204 19.53%
Contractual Services 496,717 287,645 21,855 259,844 (27,801) 31,594 237,774 22,070 9.28%
Data Processing 324,069 186,046 12,880 162,431 (23,615) 19,236 213,074 (50,643) -23.77%
Dues & Memberships 78,862 72,575 2,250 73,051 476 481 69,205 3,846 5.56%
Fees & Permits 290,271 229,014 10,194 223,658 (5,356) 19,389 189,276 34,382 18.17%
Board Election - - - - - 52,742 52,742 (52,742) -100.00%
Insurance 304,468 190,479 22,427 192,331 1,852 22,996 182,286 10,046 5.51%
Materials 948,195 632,130 87,491 662,688 30,558 89,622 581,866 80,822 13.89%
District Activities, Emp Recognition 43,371 28,914 1,602 21,993 (6,922) 838 24,015 (2,022) -8.42%
Maintenance 565,165 376,777 64,577 381,122 4,346 62,286 260,922 120,201 46.07%
Non-Capital Equipment 200,778 113,852 5,901 104,977 (8,875) (4,762) 72,591 32,386 44.61%
Office Expense 33,950 22,633 2,590 26,385 3,752 4,435 24,355 2,030 8.34%
Professional Services 585,971 511,147 150,585 547,025 35,877 18,910 219,140 327,884 149.62%
Training 78,301 24,700 16,662 28,714 4,014 1,843 25,384 3,330 13.12%
Travel & Conferences 126,278 55,685 11,170 49,792 (5,893) 7,444 47,515 2,277 4.79%
Uncollectible Accounts 4,185 2,790 15 3,618 828 238 2,742 875 31.91%
Utilities 179,258 127,005 22,046 140,094 13,089 14,562 110,671 29,423 26.59%
Vehicle Equipment 335,600 258,733 27,752 270,061 11,327 15,626 169,267 100,794 59.55%
Supplies & Services Sub-Total 4,823,620 3,264,747 471,688 3,277,535 12,788 365,729 2,591,373 686,162 26.48%
Total Operating Expenses 30,462,685 19,828,407 2,762,422 19,568,092 (260,315) 1,714,849 17,784,045 1,784,046 10.03%
Expenses (Non-Operating):
Interest on Long Term Debt 1,303,967 869,311 107,685 869,311 (1) 111,601 904,211 (34,900) -3.86%
Other Expense 13,520 13,520 1,126 170,535 157,015 131 977,909 (807,374) -82.56%
Total Non-Operating Expenses:1,317,487 882,831 108,811 1,039,846 157,015 111,732 1,882,120 (842,274) -44.75%
Total Expenses 31,780,172 20,711,238 2,871,233 20,607,938 (103,300) 1,826,581 19,666,165 941,773 4.79%
Net Position Before Capital Contributions 5,577,578 3,349,969 (417,254.0) 3,594,956 244,987 (1,753) 3,526,930 68,026 1.93%
Capital Contributions (Non-Cash Transaction -- - - 81,810 81,810 34,500 34,500 47,310 137.13%
GASB 34 Compliant)
Net Position Before Depreciation 5,577,578 3,349,969 (417,254) 3,676,766 326,797 32,747 3,561,430 115,336 3.24%
Depreciation & Amortization 6,289,903 4,193,269 527,982 4,223,765 30,496 493,596 3,984,249 239,516 6.01%
Total Net Position (712,325)$ (843,300)$ (945,236)$ (546,999) 296,301$ (460,849)$ (422,819)$ (124,180)$ -29.37%
Capital - Direct Labor (225,000) (150,000)(17,701) (125,922) 24,078 (20,164) (197,488) 71,566 -36.24%
Yorba Linda Water District
Water Fund
For Period Ending February 29, 2020
(With February 28, 2019 for comparison purposes)
Page 15 of 82
$20,080,118
$20,949,608 $21,036,896
$24,067,455
$23,193,095
$24,202,894
4.35%
$17,591,217
$16,044,550
$17,237,373
$19,292,704 $19,666,165
$20,607,938
4.79%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
Feb. 2015 Feb. 2016 Feb. 2017 Feb. 2018 Feb. 2019 Feb. 2020
Water Revenues & Expenses -February
(excludes Depreciation, Special Items, and Contributed Capital )
Total Revenue Total Expenses
Page 16 of 82
Annual YTD Feb YTD YTD Actual Prior Year Prior Year YTD Actual YTD - CUR
Budget Budget Actual Actual (Under)Over Feb Actual Actual (thru vs vs
FY20 FY20 FY20 FY20 YTD Budget FY19 Feb 2019)PY Actual $PY Actual %
Revenue (Operating):
Sewer Charge Revenue 2,421,665$ 1,614,443$ 199,485$ 1,589,588$ (24,855)$ 180,789$ 1,467,178$ 122,410$ 8.34%
Locke Ranch Assessments 324,173 187,242 650 190,580 3,338 91 172,867 17,713 0.00%
Other Operating Revenue 61,712 41,141 1,148 61,841 20,700 2,390 47,953 13,888 28.96%
Total Operating Revenue:2,807,550 1,842,827 201,283 1,842,009 (818)183,270 1,687,998 154,011 9.12%
Revenue (Non-Operating):
Interest 113,528 75,685 3,799 65,000 (10,685)3,005 73,796 (8,796)-11.92%
Other Non-Operating Revenue 24,480 16,320 5,011 33,895 17,575 0 24,426 9,469 38.76%
Total Non-Operating Revenue:138,008 92,005 8,810 98,895 6,890 3,005 98,222 673 0.69%
Total Revenue 2,945,558 1,934,832 210,093 1,940,904$ 6,072 186,275 1,786,220 154,684 8.66%
Expenses (Operating):
Salary Related Expenses 1,136,668 714,850 89,999 626,175 (88,675)84,033 577,642 48,532 8.40%
Supplies & Services:
Communications 13,412 8,941 880 5,858 (3,083)621 5,404 454 8.41%
Contractual Services 30,764 20,509 1,420 16,992 (3,518)1,933 14,428 2,564 17.77%
Data Processing 21,382 14,255 776 8,221 (6,034)1,417 13,213 (4,992)-37.78%
Dues & Memberships 5,928 3,952 169 5,499 1,547 36 5,209 290 5.57%
Fees & Permits 15,509 10,339 817 11,913 1,574 711 7,889 4,025 51.02%
Board Election - - - - 3,970 3,970 (3,970)-100.00%
Insurance 22,917 15,278 1,688 18,460 3,182 1,731 13,650 4,810 35.24%
Materials 65,206 23,471 1,328 8,054 (15,417)144 32,766 (24,712)-75.42%
District Activities, Emp Recognition 3,264 2,176 121 1,655 (521)63 1,739 (84)-4.85%
Maintenance 171,135 64,090 504 35,763 (28,327)357 48,073 (12,310)-25.61%
Non-Capital Equipment 39,542 26,361 409 12,664 (13,698)(300) 13,904 (1,240)-8.92%
Office Expense 2,555 1,703 168 1,937 234 334 1,666 271 16.26%
Professional Services 156,229 49,153 8,010 26,368 (22,785)3,194 30,718 (4,350)-14.16%
Training 8,569 5,712 297 6,781 1,069 13,216 16,026 (9,245)-57.69%
Travel & Conferences 14,362 9,575 841 4,982 (4,593)948 4,876 106 2.17%
Uncollectible Accounts 315 210 2 358 148 22 278 80 28.69%
Utilities 13,493 8,995 1,401 10,286 1,291 1,096 8,694 1,592 18.31%
Vehicle Equipment 41,100 27,400 2,028 27,813 414 2,772 29,229 (1,415)-4.84%
Supplies & Services Sub-Total 625,681 292,120 20,859 203,604 (88,516) 32,265 251,731 (48,127) -19.12%
Total Operating Expenses 1,762,349 1,006,970 110,858 829,779 (177,192) 116,298 829,373 406 0.05%
Expenses (Non-Operating):
Other Expense - - - 32,858 32,858 9,375 23,484 250.51%
Total Non-Operating Expenses:- - 32,858 32,858 - 9,375 23,484 0.00%
Total Expenses 1,762,349 1,006,970 110,858 862,637 (144,333) 116,298 838,748 23,889 2.85%
Net Position Before Capital Contributions 1,183,209 927,862 99,235 1,078,267 150,405 69,977 947,472 130,795 13.80%
Capital Contributions (Non-Cash Transaction -- - - 67,572 67,572 4,056 63,516 1565.98%
GASB 34 Compliant)
Net Position Before Depreciation 1,183,209 927,862 99,235 1,145,839 217,977 69,977 951,528 194,311 20.42%
Depreciation & Amortization 1,430,756 953,837 120,776 956,358 2,521 114,852 916,304 40,054 4.37%
Total Net Position (247,547) (25,975) (21,541) 189,481 215,456 (44,875) 35,224 154,257 437.93%
Capital - Direct Labor (70,000)(46,667) (2,570) (24,717)21,950 (4,700) (52,503)27,786 -52.92%
Yorba Linda Water District
Sewer Fund
For Period Ending February 29, 2020
(With February 28, 2019 for comparison purposes)
Page 17 of 82
$1,228,324
$1,294,534
$1,516,028
$1,596,930
$1,786,220
$1,940,904
8.66%
$814,257 $810,418
$928,486 $956,706
$838,748 $862,637
2.85%
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Feb. 2015 Feb. 2016 Feb. 2017 Feb. 2018 Feb. 2019 Feb. 2020
Sewer Revenues & Expenses -February
(excludes Depreciation, Special Items, and Contributed Capital)
Total Revenue Total Expenses
Page 18 of 82
$6,342,942 $6,796,620 $6,666,179 $6,689,526 7,283,755
$1,143,510
$1,226,847 $1,324,132 $1,211,196
1,182,259
$1,796,712
$2,299,123 $2,864,268 $2,668,553
2,683,338
$8,251,551
$8,786,233
$11,127,795
$9,974,109
$10,258,978
$17,534,715
$19,108,823
$21,982,373
$20,543,384
$21,408,330 4.21%
increase compared
to FY19
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
FY16 FY17 FY18 FY19 FY20
Water Revenue Comparison by Fiscal Year
Water Revenue (Service Charge) Water Revenue (Commercial & Fire Det.) Water Revenue (Landscape/Irrigation) Water Revenue (Residential)Total
Page 19 of 82
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY18 FY19 FY20 FY18 FY19 FY20 FY18 FY19 FY20 FY18 FY19 FY20 FY18 FY19 FY20 FY18 FY19 FY20 FY18 FY19 FY20 FY18 FY19 FY20
JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY
56,992
61,680
49,466
80,884 74,233
63,745
54,463
56,459
45,308 59,881 58,311
66,613
58,343
53,077
49,341
49,277
29,976 29,994
42,840 44,271
41,614
48,163
27,314
38,605
131,653
154,349
136,153
207,053 220,117
183,783
142,649
169,608
150,522 138,015
66,613
179,230
147,368
137,653
128,481
100,928
59,372 52,049
88,221
49,880
42,105
92,152
14,160
76,617
CONSUMPTION BY UNITS CCF
Residential Commercial Landscape
Page 20 of 82
1,310,853
1,388,016
1,284,700
1,135,165
981,755
1,069,354
494,671
494,190
1,460,113 1,505,340
1,358,893
1,340,186
1,143,948
1,518,953
939,601 1,019,271
1,671,801
1,729,514
1,512,043
1,307,477
981,384 1,019,234
657,883
460,667
1,660,561
1,492,928
1,435,706
1,361,053
1,100,471 1,058,481
772,447
1,367,226
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
Jul Aug Sept Oct Nov Dec Jan Feb
Variable Costs Analysis
FY17 Var Costs FY18 Var Costs FY19 Var Costs FY20 Var Costs
Page 21 of 82
ITEM NO. 8.3.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Delia Lugo, Finance Manager
Kelly McCann, Senior Accountant
SUBJECT:Cash and Investment Report for Period Ending February 29, 2020
RECOMMENDATION:
That the Board of Directors receive and file the Cash and Investment Report for Period Ending
February 29, 2020.
SUMMARY:
Government Code Section 530607, et. seq., requires the person delegated to invest funds to
make monthly report of investments to the legislative body.
DISCUSSION:
The Cash & Investment Portfolio Report presents the market value and percent yield for all
District investments by institution. The Cash & Investment Summary Report includes budget
and actual interest and average term portfolio information as well as market value broken out
by reserve categories. The Fair Value Measurement Report categorizes investments with the
fair value hierarchy established by generally accepted accounting principles. The Unrestricted
Reserves and Days in Cash Graph presents Water Unrestricted Reserve Balances and Days
in Cash at a particular point in time for the last four years.
The average portfolio yield for the month ending February 29, 2020 is 1.73%.
The District's Total Cash and Investment balance at February 29, 2020 resulted in an overall
increase in the investment balance from the previous month is approximately $280,489. A
larger balance change includes an increase in the Water Operating Fund by $723,265 and
Sewer Operating Fund by $108,618, primarily due to a positive net effect between operating
revenues and expenses through the reporting month of the fiscal year. Water Capital Project
Reserve decreased by $600,255 to cover the cost of pay-go capital related projects or
Page 22 of 82
purchases.
STRATEGIC PLAN INITIATIVE:
G2 4C - Manage cash flow to maximize investment income.
ATTACHMENTS:
1.Investment Reports and Graphs for February 2020
Page 23 of 82
Market %Date of Percent
Value Par of Total Institution Maturity Yield
Checking Account:
704,058$ 704,058$ Wells Fargo Bank
704,058$ 704,058$ 1.86%Total 0.00%
Money Market Accounts:
83$ 83$ US Bank (Revenue Bonds)1.19%
3,760,215 3,760,215 US Bank (Money Market)1.39%
2,068,371 2,068,371 Public Agency Retirement Svcs. (PARS)
5,828,670$ 5,828,670$ 15.40%Total 1.39%
Certificates of Deposits:
249,493 249,000 Comenity Cap Bk Salt Lake City 06/30/21 1.65%
247,757 248,000 EnerBank USA Salt Lake City 08/26/20 1.30%
179,752 180,000 HSBC BK USA, NA MC Clean CTF 08/31/21 2.23%
248,553 248,000 Wells Fargo Bank NA Sioux Falls D 08/31/21 1.60%
250,764 247,000 PrivateBank & Tr Chicago Ill CTF 03/30/22 2.17%
247,421 245,000 Goldman Sachs Bank 06/28/21 2.18%
247,421 245,000 Morgan Stanley Private Bank 06/28/21 2.18%
249,035 245,000 Capital One Bank USA 06/27/22 2.16%
249,035 245,000 Capital One Bank NA 06/27/22 2.16%
249,314 245,000 Ally Bank 06/27/22 2.21%
249,314 245,000 Sallie Mae Bank 06/27/22 2.21%
250,226 245,000 Synchrony 05/17/22 2.40%
250,914 245,000 Morgan Stanley Bank NA 06/13/22 2.49%
3,168,999$ 3,132,000$ 8.37%Total 2.07%
Corporate Notes:
503,890$ 500,000 Wells Fargo Co.03/04/21 2.48%
504,295$ 500,000 JP Morgan Chase Co.03/01/21 2.53%
1,008,185$ 1,000,000$ 2.66%Total 2.51%
Pooled Investment Accounts:
16,990,850$ 16,990,850$ Local Agency Investment Fund 1.91%
1,393,000 1,386,306 CalTRUST Short Term 1.62%
8,753,369 8,635,316 CalTRUST Medium Term 1.45%
27,137,219$ 27,012,472$ 71.70%1.75%
37,847,131$ 37,677,200$ 100%Total Investments 1.73%
Per Government Code requirements, the Investment Report is in compliance with the Yorba
Linda Water District's Investment Policy, and there are adequate funds available to meet
budgeted and actual expenditures for the next six months.
Yorba Linda Water District
Cash & Investment Portfolio Report
February 29, 2020
________________________________
Kelly McCann, Senior Accountant
2/29/20
Page 24 of 82
Below is a chart summarizing the yields as well as terms and maturities for the month of February 2020:
Average # of
Month Portfolio Days to
of 2019 Yield Maturity
February 1.73%73
Below are charts comparing operating fund interest for current and prior fiscal years.
Actual Interest 2/28/2019 2/29/2020
Monthly - February 43,875$ 26,004$
Year-to-Date 482,938$ 444,688$
Budget 2018/2019 2019/2020
Interest Budget, February YTD 238,667$ 541,537$
Interest Budget, Annual 358,000$ 812,306$
Interest earned on investments is recorded in the fund that owns the investment.
The distribution of investments in the portfolio both in dollars and as a percentage of the total portfolio by funds
is as follows:
The table below displays the District's Cash and Investment balance of $37.57 million which is allocated between the established
reserve funds, Wells Fargo Checking Account, and restricted funds held at U.S. Bank for the Bond payment and PARS for
the pension/OPEB payments. The number of Days in Cash are 349 for the Un-Restricted Water Reserve balance and 1,155 for the
Un-Restricted Sewer Reserve balances, as of February 29, 2020.
FY20 Reserve Cash and
Requirements Investments
January 2020 % Alloc February 2020 % Alloc "Target Available for
Fund Description Balance 1/31/2020 Balance 2/29/2020 Levels"CY Obligations
Water Operating Reserve 10,539,301$ 30.12%11,180,163$ 31.88%12,427,055$ (1,246,892)$
Water Emergency Reserve 7,223,683 20.65%7,249,272 20.67%7,115,108 134,164
Water Capital Project Reserve 7,073,167 20.22%6,483,857 18.49%7,314,221 (830,364)
Rate Stabilization Reserve 4,173,236 11.93%4,174,941 11.90%4,093,400 81,541
Un-Restricted Water Reserve Balance 29,009,388 29,088,234 30,949,784 (1,861,550)
Conservation Reserve 104,533 0.30%104,533 0.30%- 104,533
Employee Liability Reserve 305,431 0.87%305,431 0.87%400,000 (94,569)
Restricted Reserve Balance 409,964 409,964 400,000 9,964
Sewer Operating Reserve 1,982,792 5.67%1,984,109 5.66%1,335,465 648,644
Sewer Emergency Reserve 1,936,179 5.53%1,939,966 5.53%1,914,347 25,619
Sewer Capital Project Reserve 1,651,243 4.72%1,652,345 4.71%1,909,045 (256,700)
Un-Restricted Sewer Reserve Balance 5,570,214 5,576,421 5,158,857 417,564
Total Reserve Balances 34,989,565$ 100.00%35,074,619$ 100.00%36,508,641$ (1,434,022)$
Water Operating 330,758 413,161
Sewer Operating 183,595 290,897
514,353 704,058
Rev. Bond 2012A & 2017A-Principal & Interest 83 83
Public Agency Retirement Svc. -PARS (Restricted)2,062,640 2,068,371
Total Cash and Investments 37,566,642$ 37,847,131$
Cash & Investment Summary Report
Cash & Investment Summary Comparison Between Current and Previous Month
Wells Fargo Bank Checking
US Bank Held (Restricted)
Page 25 of 82
Checking Account:704,058$ 1.86%
Money Market Accounts:5,828,670$ 15.40%
Certificates of Deposit:3,168,999$ 8.37%
Corporate Notes:1,008,185$ 2.66%
Pooled Investment Accounts:27,137,219$ 71.70%
Total 37,847,131$ 100.00%
Checking Account:
1.86%
Money Market Accounts:
15.40%
Certificates of Deposit:
8.37%
Corporate Notes:
2.66%
Pooled Investment Accounts:
71.70%
INVESTMENT BALANCES (AS OF 2-29-2020)
Checking Account:Money Market Accounts:Certificates of Deposit:Corporate Notes:Pooled Investment Accounts:
Page 26 of 82
Yorba Linda Water District
Fair Value Measurement Report
February 29, 2020
Quoted Observable Unobservable
Prices Inputs Inputs
Investments Level 1 Level 2 Level 3 Total
CalTRUST Investment Pool -$ 10,146,369$ -$ 10,146,369$
Local Agency Investment Fund - 16,990,850 - 16,990,850
Corporate Notes 1,008,185 1,008,185
Negotiable Certificates of Deposit - 3,168,999 - 3,168,999
Total Investments -$ 31,314,403$ -$ 31,314,403$
Page 27 of 82
$30,551,885
$26,711,300
$27,116,743
$28,542,606
$29,088,234
416
378 370 365
349
60
110
160
210
260
310
360
410
460
$20,000
$5,020,000
$10,020,000
$15,020,000
$20,020,000
$25,020,000
$30,020,000
$35,020,000
Feb. 2016 Feb. 2017 Feb. 2018 Feb. 2019 Feb. 2020
Unrestricted Reserves & Days in Cash (Water)
Unrestricted Reserves (Water)Days in Cash (Water)
Page 28 of 82
ITEM NO. 8.4.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Annie Alexander, Executive Assistant/Board Secretary
SUBJECT:Updated Orange County Local Agency Formation Commission
(LAFCO) Dues Structure for Special Districts
RECOMMENDATION:
That the Board of Directors approve the updated LAFCO dues structure for Special Districts
and instruct staff to complete and return the District's ballot before April 24, 2020.
BACKGROUND:
The ISDOC Executive Committee voted unanimously to put forth a new LAFCO dues
reapportionment structure for all special Districts in Orange County. Each special district is
entitled to and strongly encouraged to vote. A "yes" vote would enact the proposed dues
reapportionment (see attached original notice); a "no" vote would leave the formula as is.
Please note that the letter states the proposed dues structure would become effective in FY22
when it should have read FY21.
Additionally, LAFCO published a Proposed Budget for FY21 and Fee Schedule dated March
11, 2020 (attached). LAFCO will consider the new budget at their May 13, 2020 regular
meeting. The ISDOC Ad Hoc Committee is asking special districts to vote on the updated
dues structure using the proposed LAFCO budget for FY21 (also attached). However, the
vote is on the structure and depending on LAFCO's final adopted budget, the dollar amount of
each agency's allocation may be slightly different than shown.
In order for the proposal to pass, the formula must be adopted by a majority of the special
districts representing a majority of the combined population of the districts within the
county. Per the Special District Selection Committee, the presiding officer is the voting
member for YLWD.
Completed ballots are due no later than Friday, April 24, 2020 and results will be announced
at the April 30, 2020 ISDOC Quarterly Luncheon.
Page 29 of 82
ATTACHMENTS:
1.Original Correspondence, Proposed Dues Structure, and Ballot
2.Updated Proposed Dues Structure
3.LAFCO Proposed Budget
Page 30 of 82
February 24, 2020
Dear Members,
The ISDOC Executive Committee voted unanimously to approve the Ad
Hoc committee recommendation for a new LAFCO dues structure to pay
for our Special District portion of the LAFCO budget.
As a brief background, the ISDOC dues formula has not been updated
since 2001. As such, several inequities in the dues apportionment were
brought to the attention of the ISDOC Executive Committee by Director
Nederhood with Yorba Linda Water District.
The Ad Hoc committee was formed to review a new dues structure. After
numerous meetings and dues structure iterations, the Ad Hoc committee
selected a Revenues-Based Factoring formula that will adjust as Special
District revenues increase.
The recommended dues calculation builds upon the methodology that was
originally adopted and implemented in 2001. In developing the proposed
approach, the Ad Hoc committee wished to achieve the following
objectives:
• Balance an agency’s ability to pay with its share of service
received from LAFCO;
• Limit significant cost shifts between agencies; and
• Create a methodology that was dynamic and easy to administer by
LAFCO staff.
The committee recognized that non-enterprise agencies, which are
primarily supported by property taxes, have less ability to increase
revenues to account for higher dues. The committee also acknowledged
that larger, enterprise agencies might not receive a greater share of
services from LAFCO merely due the fact that they have greater annual
revenues. These two factors, along with the requirement to proportionally
allocate costs under Proposition 26, guided the committee’s approach and
its recommended methodology. The full methodology and spreadsheet are
attached to this letter.
Lastly, the Ad Hoc committee recommended that this dues structure be
reviewed every 5 years.
Today we ask for your support of this new dues formula and 5-year review.
If approved by a majority of the membership, this formula would take effect
in FY 2021-22. If a majority of the membership vote No, the current
formula remains in place.
Mailing Address
P.O. Box 20895
Fountain Valley, CA 92728
Meeting Location
MWDOC/OCWD 18700 Ward Street
Fountain Valley, CA 92708
(714) 963-3058 (714) 964-5930 fax
www.mwdoc.com/isdoc
Executive Committee
President Hon. Saundra Jacobs
Santa Margarita Water District 1st Vice President Hon. Mark Monin
El Toro Water District 2nd Vice President Hon. Arlene Schafer
Costa Mesa Sanitary District 3rd Vice President
Hon. Mary Aileen Matheis
Irvine Ranch Water District Secretary Hon. William “Bill” Green
South Coast Water District Treasurer
Hon. Joan C. Finnegan
Municipal Water District of
Orange County
Immediate Past President Hon. James Fisler
Mesa Water District
Staff Administration
Heather Baez
Municipal Water District of Orange
County
Christina Hernandez
Municipal Water District of Orange
County
Page 31 of 82
- 2 -
I would like to personally thank the Ad Hoc committee members for all their hard work,
time and diligence to this matter: First and foremost Director Al Nederhood with Yorba
Linda Water District who tirelessly pursued this change for nearly 2 years; General
Manager Mike Dunbar with Emerald Bay CSD who was at the table in 2001 and brought
with him historic knowledge and current know-how to move us forward; Director Bill
Nelson Orange County Cemetery District & Orange County Vector Control represented
non-enterprise districts, and staff from Santa Margarita Water District CFO Robb Grantham
and Mesa Water District CFO Marwan Khalifa both of whom were our financial heavy-
hitters and made sure our formulas made sense.
Your vote to support this new dues structure will be greatly appreciated.
Thank you.
Saundra F. Jacobs
Saundra F. Jacobs, President ISDOC, Ad Hoc Committee Chair, and Director, Santa
Margarita Water District
Page 32 of 82
- 3 -
METHODOLOGY
Consistent with the 2001 dues, the proposed methodology groups agencies into non-enterprise
and enterprise categories. These general groups were further subdivided based on total annual
revenues. For non-enterprise agencies, the Ad Hoc committee recommended four groups based
on annual revenues. For enterprise agencies, the committee recommended ten revenue groups.
Based on the assigned agency type and revenue, each group was assigned a revenue factor,
which is used to apportion annual dues. The following tables illustrate the revenue groupings and
assigned factors.
Non-Enterprise Agencies
Group Min Group Max Factor
$ - $ 999,999 0.1
$ 1,000,000 $ 4,999,999 0.5
$ 5,000,000 $ 9,999,999 0.75
$ 10,000,000 1
Enterprise Agencies
Group Min Group Max Factor
$ - $ 999,999 0.1
$ 1,000,000 $ 1,999,999 1
$ 2,000,000 $ 4,999,999 2
$ 5,000,000 $ 9,999,999 3
$ 10,000,000 $ 19,999,999 4
$ 20,000,000 $ 39,999,999 5
$ 40,000,000 $ 79,999,999 6
$ 80,000,000 $ 159,999,999 7
$ 160,000,000 $ 239,999,999 8
$ 240,000,000 9
Page 33 of 82
- 4 -
The committee wishes to implement a methodology that is easy to administer and update annually.
Using revenue factors helps to achieve this objective. The assigned factor is based on annual
revenues. As an agency’s revenue grows, the agency is then moved into the next revenue group,
that agency will then be assigned a higher revenue factor.
Each year, the allocation of the LAFCO Special District dues will be allocated based on each
agency’s percentage share of the revenue factors as shown in the following formula.
LAFCO Dues ÷ Sum of Total Revenue Factors × Agency Revenue Factor
For Fiscal Year 2021, the total dues to be collected from the Special Districts is estimated to be
$367,504. Based on the Revenue Groupings, the total Revenue Factors is 81.15. For each
Revenue Factor of 1.0, an agency would have annual dues of $4,529, or $365,504 ÷ 81.15.
The following table shows the recommended revenue factors, the current LAFCO dues for 2020,
and the estimated dues for FY 2021. To note, as of the writing of this memorandum, the latest
revenues available from the State Controller’s website are for 2017. Additionally, for the purpose of
illustration, the FY 2021 dues are assumed to be 3% higher than the FY 2020 total dues.
A larger spreadsheet is also attached to this letter.
LAFCO Dues by Agency Annual Dues (1): 367,504$
#District Revenue 2017
Recommended
Revenue
Based Factors
Percentage
Share of
Annual Dues FY 2020 Dues
Estimated
2021 LAFCO
Dues
Change from
Previous Year
1 Silverado-Modjeska Rec & Park $312,556 0.1 0.12%500 453 (47)
2 Surfside Colony Stormwater $312,929 0.1 0.12%500 453 (47)
3 Rossmoor-Los Alamitos Sewer District $479,985 0.1 0.12%500 453 (47)
4 Surfside Colony CSD $797,129 0.1 0.12%500 453 (47)5 Capistrano Bay CSD $1,151,362 0.5 0.62%2,000 2,264 264
6 Rossmoor CSD $1,377,917 0.5 0.62%2,000 2,264 264
7 Three Arch Bay CSD $1,859,915 0.5 0.62%2,000 2,264 264
8 Emerald Bay CSD $2,188,987 0.5 0.62%9,775 2,264 (7,511)
9 Buena Park Library $2,362,865 0.5 0.62%2,000 2,264 264
10 Placentia Library $2,675,129 0.5 0.62%2,000 2,264 26411Orange County Cemetery $5,988,529 0.75 0.92%2,000 3,397 1,397
12 Orange County Vector Control $13,682,024 1 1.23%2,000 4,529 2,529
13 Sunset Beach Sanitary District $1,083,390 1 1.23%9,775 4,529 (5,246)
14 Serrano Irrigation District $6,045,914 3 3.70%14,794 13,586 (1,208)
15 East Orange County Water $6,286,331 3 3.70%14,794 13,586 (1,208)
16 Midway City Sanitary $9,685,641 3 3.70%20,078 13,586 (6,492)
17 Trabuco Canyon Water District $11,320,583 4 4.93%20,078 18,115 (1,963)
18 Costa Mesa Sanitary District $12,041,937 4 4.93%20,078 18,115 (1,963)
19 El Toro Water District $27,600,993 5 6.16%20,078 22,643 2,565
20 Mesa Water $31,150,322 5 6.16%26,419 22,643 (3,775)
21 Yorba Linda Water $35,160,485 5 6.16%26,419 22,643 (3,775)
22 South Coast Water District $36,197,754 5 6.16%26,419 22,643 (3,775)
23 Moulton Niguel Water District $87,485,580 7 8.63%26,419 31,701 5,282
24 Santa Margarita Water District $104,567,483 7 8.63%26,419 31,701 5,282
25 MWDOC $163,412,555 8 9.86%26,419 36,230 9,811
26 OCWD $165,150,987 8 9.86%26,419 36,230 9,81127Irvine Ranch Water District $215,481,000 8 9.86%26,419 36,230 9,811
81.15 100.00%356,800 367,504
(1) Revenue requirement based on FY 2020 dues plus 3 percent
Page 34 of 82
LAFCO Dues by Agency Annual Dues (1): 367,504$
#District Revenue 2017
Recommended
Revenue Based
Factors
Percentage
Share of Annual
Dues FY 2020 Dues
Estimated 2021
LAFCO Dues
Change from
Previous Year
1 Silverado-Modjeska Rec & Park $312,556 0.1 0.12%500 453 (47)
2 Surfside Colony Stormwater $312,929 0.1 0.12%500 453 (47)
3 Rossmoor-Los Alamitos Sewer District $479,985 0.1 0.12%500 453 (47)
4 Surfside Colony CSD $797,129 0.1 0.12%500 453 (47)
5 Capistrano Bay CSD $1,151,362 0.5 0.62%2,000 2,264 264
6 Rossmoor CSD $1,377,917 0.5 0.62%2,000 2,264 264
7 Three Arch Bay CSD $1,859,915 0.5 0.62%2,000 2,264 264
8 Emerald Bay CSD $2,188,987 0.5 0.62%9,775 2,264 (7,511)
9 Buena Park Library $2,362,865 0.5 0.62%2,000 2,264 264
10 Placentia Library $2,675,129 0.5 0.62%2,000 2,264 264
11 Orange County Cemetery $5,988,529 0.75 0.92%2,000 3,397 1,397
12 Orange County Vector Control $13,682,024 1 1.23%2,000 4,529 2,529
13 Sunset Beach Sanitary District $1,083,390 1 1.23%9,775 4,529 (5,246)
14 Serrano Irrigation District $6,045,914 3 3.70%14,794 13,586 (1,208)
15 East Orange County Water $6,286,331 3 3.70%14,794 13,586 (1,208)
16 Midway City Sanitary $9,685,641 3 3.70%20,078 13,586 (6,492)
17 Trabuco Canyon Water District $11,320,583 4 4.93%20,078 18,115 (1,963)
18 Costa Mesa Sanitary District $12,041,937 4 4.93%20,078 18,115 (1,963)
19 El Toro Water District $27,600,993 5 6.16%20,078 22,643 2,565
20 Mesa Water $31,150,322 5 6.16%26,419 22,643 (3,775)
21 Yorba Linda Water $35,160,485 5 6.16%26,419 22,643 (3,775)
22 South Coast Water District $36,197,754 5 6.16%26,419 22,643 (3,775)
23 Moulton Niguel Water District $87,485,580 7 8.63%26,419 31,701 5,282
24 Santa Margarita Water District $104,567,483 7 8.63%26,419 31,701 5,282
25 MWDOC $163,412,555 8 9.86%26,419 36,230 9,811
26 OCWD $165,150,987 8 9.86%26,419 36,230 9,811
27 Irvine Ranch Water District $215,481,000 8 9.86%26,419 36,230 9,811
81.15 100.00%356,800 367,504
(1) Revenue requirement based on FY 2020 dues plus 3 percent
Page 35 of 82
INDEPENDENT SPECIAL DISTRICTS OF ORANGE COUNTY
(ISDOC)
LAFCO DUES REAPPORTIONMENT
FOR SPECIAL DISTRICTS
The Question:
“Does your special district approve the updated LAFCO dues structure for Special
Districts?”
How to Vote:
Please cast your vote by using an “X” on the line next to “Yes” or “No” below.
____________ YES
____________ NO
------------------------------------------------------------------------------------------------------------------------
________________________________________________________________
DISTRICT NAME
________________________________________________________________
SIGNATURE OF VOTING REPRESENTATIVE
Ballots must be received no later than 5 p.m. April 24, 2020.
You may return your ballot by mail or email to:
Heather Baez
P.O. Box 20895
Fountain Valley, CA 92728
Attention: ISDOC
OR Email: hbaez@mwdoc.com
Page 36 of 82
LAFCO Dues by AgencyAnnual Dues: $389,833.33#DistrictRevenue 2017Recommended Revenue Based FactorsPercentage Share of Annual Dues Previous DuesEstimated 2000‐2021 LAFCO DuesChange from Previous YearNon‐Enterprise Agencies Enterprise Agencies1Silverado‐Modjeska Rec & Park $312,5560.1 0.12% 500480(20)Group Min Group Max Factor Group Min Group Max Factor2Surfside Colony Stormwater $312,9290.1 0.12% 500480(20)‐$ 999,999$ 0.1‐$ 999,999$ 0.13Rossmoor‐Los Alamitos Sewer District $479,9850.1 0.12% 500480(20)1,000,000$ 4,999,999$ 0.5 1,000,000$ 1,999,999$ 14Surfside Colony CSD $797,1290.1 0.12% 500480(20)5,000,000$ 9,999,999$ 0.75 2,000,000$ 4,999,999$ 25Capistrano Bay CSD $1,151,3620.5 0.62% 2,0002,40240210,000,000$ 1 5,000,000$ 9,999,999$ 36Rossmoor CSD $1,377,9170.5 0.62% 2,0002,40240210,000,000$ 19,999,999$ 47Three Arch Bay CSD $1,859,9150.5 0.62% 2,0002,40240220,000,000$ 39,999,999$ 58Emerald Bay CSD $2,188,9870.5 0.62% 9,7752,402(7,373)40,000,000$ 79,999,999$ 69Buena Park Library$2,362,8650.5 0.62% 2,0002,40240280,000,000$ 159,999,999$ 710Placentia Library$2,675,1290.5 0.62% 2,0002,402402160,000,000$ 239,999,999$ 811Orange County Cemetery$5,988,5290.75 0.92% 2,0003,6031,603240,000,000$ 912Orange County Vector Control $13,682,0241 1.23% 2,0004,8042,80413Sunset Beach Sanitary District $1,083,3901 1.23% 9,7754,804(4,971)14Serrano Irrigation District $6,045,9143 3.70% 14,79414,412(383)15East Orange County Water $6,286,3313 3.70% 14,79414,412(383)16Midway City Sanitary$9,685,6413 3.70% 20,07814,412(5,667)17Trabuco Canyon Water District $11,320,5834 4.93% 20,07819,215(863)18Costa Mesa Sanitary District $12,041,9374 4.93% 20,07819,215(863)19El Toro Water District $27,600,9935 6.16% 20,07824,0193,94120Mesa Water $31,150,3225 6.16% 26,41924,019(2,399)21Yorba Linda Water $35,160,4855 6.16% 26,41924,019(2,399)22South Coast Water District $36,197,7545 6.16% 26,41924,019(2,399)23Moulton Niguel Water District $87,485,5807 8.63% 26,41933,6277,20824Santa Margarita Water District $104,567,4837 8.63% 26,41933,6277,20825MWDOC $163,412,5558 9.86% 26,41938,43112,01226OCWD $165,150,9878 9.86% 26,41938,43112,01227Irvine Ranch Water District $215,481,0008 9.86% 26,41938,43112,01281.15 100.00% 356,800 389,833Page 37 of 82
REGULAR MEMBERS
CHAIR
CHERYL BROTHERS
C ITY MEMB E R
VICE C H AIR
DOUGLASS DAVERT
SPECIAL DISTRICT MEM BER
I MM ED IATE PAST C H AIR
DEREK J. MCGREGOR
P U B LIC M EM BER
LISA BARTLETT
COUN TY M EM BER
DR. ALLAN BERNSTEIN
C ITY M E M BER
JAMES FISLER
SPECIAL DISTRICT MEM BER
DONALD P . WAGNER
COUNTY MEMBER
ALTERNATES
WENDY BUCKNUM
C1TY M EMBER
KATHRYN FRESHLEY
S P ECIAL D ISTRICT M EMBER
LOU PENROSE
P U B LIC M EM BER
MICHELLE STEEL
COUNTY M EMBER
STAFF
CAROLYN EMERY
Executive Officer
March 11, 2020
TO:
FROM:
SUBJECT:
LOCAL AGENCY FORMAT ION COMMISSION
ORANGE COUNTY
Local Agency Formation Commission
Ex ecutive Officer
Assistant Ex ecutive Officer
Accountant
8a
Propose d Fiscal Year 2020-21 OC LAFCO Budget and
Fee Sche dule
BACKGROUND
The State Government Code Section 56381(a) requires the Commission
to hold a public hearing to adopt a proposed annual budget. The
proposed FY 2020-21 budget is presented in line-item detail for the
Commission's r eview and consideration (Attachment 1).
In January, staff and the Commission's Executive Committee,
comprised of Chair Cheryl Brothers, Vice Chair Douglass Davert and
Immediate Past Chair Der ek McG r egor, met and reviewed the propose d
budget. In accordance with the Commission's Bylaws, the Executive
Committee reviews the preliminary agency budget and serves in an
advisory role on this matter to the full Commission. If the proposed
budget is approved by the Commission, it will be distributed for r eview
and comment to the Board of Supervisors, the cities, and the
independent special districts. Subsequently, the final budget, together
with any submitted comments, will be considered by the Commission
at a second public hearing during the May 13, 2020 regular meeting.
The Commission's Fee Schedule, which was originally established in
1995, is structured to ensure that the agency is recovering the actual
costs associated with processing an application. The Fee Schedule
includes application processing fees and charges and reflects the current
rates for staff and legal counsel direct costs. The recommended actions
include adopting the Fee Schedule Resolution (Attachment 3).
2677 North Main Street Suite 1050. San ta Ana. CA 92705
• (714) 640-5 100 •FAX (714 ) 640-5139 •
t1ttp://www.oclafco.org
Page 38 of 82
Fiscal Year 2020-21 Proposed Budget and Fee Schedule Resolution
March 11, 2020
Page 2 of 8
FY 2020-21 OC LAFCO PROPOSED BUDGET
The proposed FY 2020-21 budget is balanced; the expected expenditures are funded by
the projected ongoing revenues together with a drawdown of unreserved equity. The
proposed budget totals $1,310,930 which represents an increase of 4.2 percent from the
current budget. The following provides a description and discussion of the revenues,
expenditures and reserves contained in the FY 2020-21 proposed budget.
REVENUES
The revenues in the proposed budget for FY 2020-21 total $1,310,930. There are three
categories of agency revenues: (1) County, Cities, and Special Districts Apportionments,
(2) Interest, and (3) Unreserved equity. As depicted in Figure 1, the apportionments to
the funding agencies constitute 89.2 percent of the revenues with the balance being
contributed by unreserved equity and interest revenue.
Figure 1 -Proposed FY 2020-21 OC LAFCO Budget Revenues
Unreserved Equ ity -:--.
9.4% ""
OC LAFCO FY 2020 -21
Revenues
Total $1,310,930
Interest
1.4%
Page 39 of 82
Fiscal Year 2020-21 Proposed Budget and Fee Schedule Resolution
March 11, 2020
Page 3 of 8
(1) County, Cities, and Special Districts Apportionments
As previously mentioned, the apportionments from the funding agencies provide the
largest revenue source for OC LAFCO. The total apportionment for FY 2020-21 of
$1,169 ,500 to be collected from the County, cities and special districts constitutes an
overall increase of four percent from the FY 2019-20 budget. The apportionment is equally
divided amongst the County, cities and independent special districts. The
apportionments for the individual cities and independent special districts are calculated
by the County Auditor-Controller using the formulas adopted by the City Selection
Committee and the Independent Special District Selection Committee respectively. The
projected individual apportionments for cities for FY 2020-21 are delineated in
Attachment 1B. As the Independent Special District Selection Committee is currently
reviewing the alternative formula for its apportionment, the special districts' individual
apportionments will be prepared by the Auditor Controller after that process is complete.
As this process does not involve OC LAFCO, it will not impact the statutory requirement
involving the adoption of the proposed and final budgets.
(2) Interest
This revenue category includes interest earned from the agency's savings account,
payroll account and two investment accounts -the Local Agency Investment Fund and
the Orange County Fund. Since the Commission receives an influx of revenues in the
beginning of each fiscal year from the funding agencies, the apportionments are
deposited into the highest interest earning accounts. Throughout the fiscal year, OC
LAFCO staff, in consultation with the agency's independent accountant, withdraw funds
from the accounts to cover the agency's operational expenses. Given the current trends
in rates, the proposed FY 2020-21 budget assumes that the interest accrued on the
agency's investment accounts will generate $18,000 or 1.4 percent of the annual revenue.
(3) Unreserved Equity
In its reserve policy, the Commission specifies minimum balances of $100,000 for
contingency reserves, $75,000 for litigation reserves, and $30,000 for unfunded liability
reserves. Additionally, the Commission's policy mandates that three months of
operational expenses be maintained in the reserve account which, for FY 2020-21,
amounts to $327,732.
Unreserved equity is any balance available above those minimums. The proposed FY
2020-21 budget revenue assumptions include $123,430 from the unreserved equity which
represents 9 .4 percent of the total revenues. Over the past several years, the use of
unreserved equity as part of the revenue assumptions has helped to avoid large
fluctuations in the annual apportionments to the funding agencies. The agency's
projected reserves through FY 2023-24 are provided in Attachment 3. Based on these
Page 40 of 82
Fiscal Year 2020-21 Proposed Budget and Fee Schedule Reso lution
March 11, 2020
Page 4 of 8
budget projections, it is anticipated that the reserve levels will remain within the
Commission's approved policy at the beginning of FY 2024-25.
EXPENDITURES
The proposed budget expenditures reflect the resources necessary to support the
agency's operations and to effectively manage the mandated projects that a r e not
supported by applicant fees, such as preparing updates of agencies' Spheres of Influence,
conducting Municipal Service Reviews and the Unincorporated Areas P rogram.
The proposed budget includes adjustments to specific budget categories based on the
national Consumer Price Index (CPI), past trending, actual expenditures and the budget
instructions from the County regarding the benefit cost projections. The Commission
expenses are described in three categories: (1) Salaries and Benefits, (2) Office Operations,
and (3) Professional Services. The percentage of each category is depicted in Figure 2 and
described briefly in the following sections.
Figure 2 -Proposed FY 2020-21 OC LAFCO Expenditures
OC LAFCO FY 2020-21
Expenditures
Total $1,310,930
•Sa laries and Benefits
•Office Operations
D Professiona l Services
Page 41 of 82
Fiscal Year 2020-21 Proposed Budget and Fee Schedule Resolution
March 11, 2020
Page 5 of 8
(1) Salaries & Benefits
The proposed FY 2020-21 budget for salaries and benefits for the five full-time
professional staff and any temporary or seasonal staff total $889,970, which is an increase
of 8.2 percent from the budgeted amount in the current fiscal year. The projections in the
proposed budget reflect equity adjustments to the annual salaries of two positions (Policy
Analyst I and Policy Analyst II) that are currently below the first step of the range
included in the salary schedule approved by the Commission in 2018 for these OC
LAFCO positions. For the agency's other full-time positions, the proposed budget
includes a cost-of-living adjustment of 2.7 percent, which is based on the current CPI.
The assumptions for the employee benefits (health, dental, life and disability insurance,
and deferred compensation) are based on information provided by the County of Orange,
which provides these benefits to OC LAFCO employees through a contractual agreement.
The benefits for OC LAFCO employees mirror the benefits provided by the County to its
employees and Executive Managers. Also, the proposed budget contains assumptions for
retirement costs that are based on the figures provided by the Orange County Employees
Retirement System (OCERs).
In accordance with best budgeting practices, the proposed budget provides for fully
funding all staff positions. However, when personnel or other costs are associated with a
project application, those costs are tracked in a special fund and reimbursed through the
fees collected from the applicant. An accounting of the fees collected, personnel or other
costs applied, and balance remaining in these special funds are provided quarterly and
annually to the Commission in the comprehensive report and the audited financial
statements. Any savings in staff costs to the General Fund generated by the application
of costs to a project special fund will effectively result in a reduction in the amount that
will be drawn down from the unreserved equity at the end of the fiscal year.
(2) Office Operations
Overall, the Commission operations demonstrate prudent management of agency
expenses. The following provides a brief discussion of the key areas that incorporate
proposed changes in appropriations for FY 2020-21:
~ County Charges (line item 5200)
This line item records the charges the County assesses for processing payroll,
archiving services, storing files and records, and processing the billing and
collection of apportionments from the County, cities and special districts. The
proposed budget projects an increase of $3,000 in this line item to accommodate
the restructuring of the agency's archiving and records system.
Page 42 of 82
Fiscal Year 2020-21 Proposed Budget and Fee Schedule Resolution
March 11, 2020
Page 6 of 8
~ Insurance (line item 5250)
As a result of a competitive process conducted during the 2019-20 fiscal year, the
Commission approved changing providers for property, general liability and
crime insurance to enhance the insurance coverage while lowering the annual
premiums. The proposed appropriation for this line item reflects a $6,200 decrease
from the amount budgeted in the current fiscal year.
~ Memberships (line item 5350)
This line item contains the proposed appropriation for the membership fees paid
to professional organizations. A significant element of the allocation is dedicated
to the Center for Demographic Research (CDR) which develops Orange County
population, employment, housing and other demographic projections that are
used by OC LAFCO in preparing the Municipal Service Reviews, Sphere of
Influence Updates and compilation of data for the unincorporated areas.
Additionally, CDR assists OC LAFCO with special projects and reports, including
an annual annexation report that provides an updated boundary map and related
demographic information. The 2020-21 fiscal year is the beginning of a new three-
year memorandum of agreement (MOU) with CDR. The proposed annual rate is
$17,000 per year, which represents an increase of $1,000 above the annual rate in
the previous MOU. The consideration of the new three-year MOU with CDR will
be presented to the Commission at its meeting in May.
This budget line item also contains the membership dues for CALAFCO at the
level that was approved by the CALAFCO Board in October 2019. The proposed
annual allocation reflects the new formula and totals $10,665.
~ Mapping (line item 5535)
This budget line item provides the allocation for the agency's Geographic
Information System (GIS) and other mapping programs. The proposed budget
includes an increase of $2,300 for projected costs for purchasing data to update
parcel information, aerial imagery and other specialized datasets that will be used
for upgrading the GIS system and applied in preparing the Municipal Service
Reviews and completing other projects.
~ Public Noticing/Communications (line item 5600)
This line item includes the costs for publishing legal notices and other
communications that are statutorily required and not reimbursable through
application fees. The publishing costs for public notices has increased significantly
and is reflected in the proposed $3,400 adjustment to this line item for FY 2020-21.
Page 43 of 82
Fiscal Year 2020-21 Proposed Budget and Fee Schedule Resolution
March 11, 2020
Page 7 of 8
);> Rents/Maintenance (line item 5650)
In November 2019, the Commission approved a ten-year lease extension for the
OC LAFCO offices that contained a number of financial incentives that will be
applied to the FY 2020-21 budget. As a result, the proposed appropriation for this
line item is $28,800 below the amount approved in the FY 2019 -20 budget.
However, as the rent abatement and other incentives will end during FY 2020-21,
the budget projections for future fiscal years incorporate the complete rent and
maintenance costs.
);> Registration and Travel (line item 58 00)
This line item allocates the funding for the participation by Commissioners and
staff in the CALAFCO annual conference, board meetings, staff workshop and
other conferences. The proposed budget amounts vary from year to year based on
the location and anticipated participation involving these events. The 2021 annual
conference will take place in Monterey and the proposed budget amount reflects
an increase of approximately $7,000 from what was budgeted in FY 2019-20 for the
conference that was h eld in Sacramento.
(3) Professional Services (line items 5510-5540)
The Commission's staff performs the majority of the administrative and project related
work; however, the agency continues to utilize professional services for certain ongoing
and project-related support. Ongoing administrative support expenses include the
Commission's accountant, legal counsel, auditor and human resources support. The FY
2020-21 proposed budget allocations for this category includes the following: legal
services ($60,000); audit and accounting services ($43,200) and human resources ($9,450).
Project-related professional services include the implementation of the Commission's
communication plan, meeting facilitation involving South Orange County governance
and unincorporated areas, and the preparation of fiscal analyses and models, and other
studies or reports. The proposed allocation for that line item is $60,000.
OC LAFCO THREE-YEAR BUDGET PROJECTIONS
The three-year budget projections are intended to anticipate future changes to the OC
LAFCO budget. Additionally, the projections provide the funding agencies with budget
projections beyond a s ingle fiscal year. The three-year budgetary projections provided in
Attachment 2 indicate potential apportionment increases of four percent in FY 2021-22
and 4.5 percent in both FY 2022-23 and FY 2023-24. The projections use the FY 2020-21
Page 44 of 82
Fiscal Year 2020 -21 Proposed Budget and Fee Schedule Resolution
March 11, 2020
Page 8 of 8
proposed budget as a baseline with personnel expenditures increased annually by the
CPI of 2.7% and general operational expenditures adjusted annually by factors such as
current trends, contractual obligations for office and equipment leases, or the CPL The
apportionment projections for FY 2021-22 through FY 2023-24 are subject to change and
should be used for trending purposes only.
RECOMMENDATIONS
Staff recommends that the Commission:
1. Adopt the Proposed FY 2020-21 Budget (Attachment 1) and direct the Executive
Officer to distribute the document for review and comment to the Board of
Supervisors, cities, and special districts.
2. Direct staff to schedule a public hearing, per Government Code Section 56381, for
consideration and adoption of the Final FY 2020 -21 OC LAFCO Budget at the May
13, 2020 regular meeting.
3. Adopt the form of resolution (Attachment 3) approving the OC LAFCO Fee
Schedule.
Respectfully submitted,
~~~
DEBRA KURJ'.A
Atta ment ·
1. Proposed FY 2020 -21 OC LAFCO Budget
A. FY 2020-21 Budget Categories
B. City Apportionments for FY 2020-2 1 (prepar ed by County Auditor-Controller)
2. Three-year Budget Projections (FYs 2021-22 to 2023-24)
3. OC LAFCO Fee Schedule Reso lution
Page 45 of 82
ATTACHMENT 1
ORANGE COUNTY LOCAL AGENCY FORMATION COMMISSION
PROPOSED BUDGET
Fiscal Year 2020-21
A pportio11me111 lllc r ease F ac tor(%)
REVENUES
(Additions) I Uses of Unreserved Equity
4000 LAFCO Apportionment
4200 Interest
REVENUES & USES I (ADDITIONS) TO CASH
EXPENDITURES
Salaries & Benefits
5000 Salaries
5010 Hourly Employees
5106 Retirement
5109 Retiree Health Benefits
5108 Health Insurance
5110 Dental Insurance
5112 Life Insurance
5102 Optional Benefit Plan
5104 Deferred Compensation
5116 Medicare
5114 Worker's Compensation
5120 Salary Continuance
5122 Accidental Death Insurance
5125 Executive Car Allowance
SubTotal: Salaries & Benefits
Office Operations
5150 Information Technology
5151 Internet & Telephone
5200 County Charges
5250 Insurance
5350 Membership/Subscriptions
5450 Office Equipment/Supp lies
Professional Services
5510 Legal
5520 Audit/ Accounting
5530 Human Resources
5540 Other Professional
Other Operations
5535 Mapping
5550 Investment Admin Fees
5600 Public Noticing I Communications
5610 Unincorporated Areas Program
5650 Rents/Maintenance
5675 Equipment Leases & Maintenance
5700 Comm issioner/Staff Expenses
5710 Comm ission Stipends & Taxes/Fees
5750 Professional Development
$
FY 19/20
Approved
Budget
I
116,150 $
1,124,500
18 ,000
1 ,258,650
498,500
10,000
176,900
20,200
56,700
5,600
600
18 ,500
15 ,400
7,400
3,800
1,800
150
7 ,200
822,750
10,000
16 ,200
5,500
16,000
33 ,800
10,000
60,000
43, 100
9,000
60,000
7,200
600
2,000
6 ,000
79 ,800
7,200
7,000
16,200
22 ,000
FY 20/21 $ O/o
Proposed Budget Budget
Budget Variance Variance
4.fJ%
123,430 $ 7,280 6 .3%
4 .0%
0 .0%
1,169,500 45,000
18 ,000
1,310,930
539,430
18,000
194,690
18,600
56,520
5,710
510
18,500
16,490
8,3 60
3,940
1,890
130
7,200
889,970
10,000
15,760
8,5 00
9,800
35,320
10,000
60,000
43,200
9,450
60,000
9,500
630
5,400
6,000
51,100
7,860
7,000
16,350
22,000
52,280
40,930
8,000
17,790
(1,600)
(180)
110
(90)
1,090
960
140
90
(20)
4 .2%
8.2%
80.0%
10.1%
-7.9%
-0.3%
2.0%
-15.0%
0.0%
7.1%
13.0%
3.7%
5.0%
-13.3%
0.0%
67,220 8.2%
(440)
3,000
(6,200)
1,520
0.0%
-2.7%
54.5%
-38.8%
4.5%
0.0%
0.0%
JOO 0.2%
450 5.0%
2,300
30
3,400
(28,700)
660
150
0.0%
31.9%
5.0%
170.0%
0.0%
-36.0%
9.2%
0.0%
0 .9%
0.0%
Page 46 of 82
ATTACHMENT 1
ORANGE COUNTY LOCAL AGENCY FORMATION COMMISSION
PROPOSED BUDGET
F iscal Year 2 020 -2 1
F Y 1 9/20 F Y 20/21 $ O/o
Approved Proposed Budget Budget
B ud get Budget V a ria n ce Varia nce
5800 Registration/Trave l 18 ,300 27,090 8,790 48 .0%
5850 Commis sion Meeti ng Expenses 6 ,000 6,000 0 .0%
Subtotal: Office Operations & S ervices 435,900 420,960 (14,940) -3.4%
T O T AL E XPENDI TURES 1 ,25 8,650 1 ,310,930 52 ,280 4.2%
NET BUDGET $ $ 0
FY 19/20 FY 20/21
Approved Propos ed
Budget Budget
PROJECTE D R ESER VES
1 Contingency reserv e $ 100 ,000 $ 100,000
2 R eserve fo r li t igation 75 ,000 75,000
3 U nfunded liability r eserve 30,000 30,000
4 R eserve -25% of Budgeted Expendi t ures 314,663 327,732
5 UNRESERVE D CASH
6 Balance at the Beginning of F Y 727 ,037 804,147 1
7 Addition (Drawdown) to Un re ser ved Ca sh {I I 6 , 150) {123,430)
8 Projected un reserve d cash at the End of FY 610 ,887 680 ,7 17
9 T otal Projected Cas h Balances at End of FY $ 1,130,550 $ 1,213 2450
Footn ote I ·The proposed budget uses a p roj ected begin ning balance for F Y 20-21 because the proj ected
year-end unreserved cash balance for FY 19-20 is expected to be above the balance in the approved b11dge1.
Page 47 of 82
ATTACHMENT 1A
OC LAFCO FY 2020-21 BUDGET CATEGORIES
REVENUES
The following summarizes the revenue categories of the OC LAFCO Budget:
4000 OC LAFCO Apportionment
These funds are provided by the County, independent special districts and cities. The County pays 113
of the total apportionment cost. The cost allocation formulas for the cities and special districts are in
accordance with the alternative formulas adopted by the City Selection Committee and the Independent
Special Districts Selection Committee respectively.
4050 Filing Fees
These funds are provided by incoming project applications, including but not limited to annexations,
reorganizations, incorporations, dissolutions, and consolidations. Filing fees vary with each project
received and are not budgeted as revenue due to the uncertainty of when applications will be filed.
Filing fees are collected to offset OC LAFCO salaries, benefits and other expenditures associated with
applications.
4200 Interest
These funds are the interest earned from the agency's bank and County payroll accounts and investment
portfolio, including the Local Agency Investment Fund (LAIF) and the Orange County Fund.
4150 Miscellaneous Revenue
These funds are incurred by nonoperational income including but not limited to reimbursements.
EXPENDITURES
The following summarizes the expenditure categories of the OC LAFCO Budget:
5000-5125 Salaries and Benefits
These categories include costs incurred for OC LAFCO employee (full-time and hourly) salaries and
benefits, including retirement, life, accidental and disability insurance, health and dental insurance,
workers' compensation, and Medicare. OC LAFCO contracts with the County of Orange for payroll
and benefit services.
5150 Information Technology
This category includes costs incurred for the technical support for regular maintenance and upgrades
to the OC LAFCO computer systems and website. OC LAFCO contracts with an independent
consultant for IT services.
5151 lnternet and Telephone
This category includes costs for the usage, technical support, equipment purchasing, leasing and
maintenance for office and mobile telephones, website hosting, and internet service.
1 I Page
Page 48 of 82
ATTACHMENT 1A
OC LAFCO FY 2020-21 BUDGET CATEGORIES
5200 County Charges
This category includes costs incurred for payroll processing, records archiving and storage, and billing
and collection services provided by the County of Orange.
5250 Insurance
This category includes costs incurred for insurance coverage. OC LAFCO contracts with the County
and a joint powers authority for the following coverages for instances that occur during the general
operation of the agency.
• General Li ability-Includes coverage for personal injury (including bodily injury and
property damage), non-owned auto liability, public officials' errors and omissions and
employment practices liability.
• Crime -Includes coverage for employee or non -employee theft, burglary, forgery or
alteration, computer fraud, funds transfer fraud .
• Property -Includes per occurrence, all perils coverage for damage to property including
personal property and business interruption coverage.
• Workers' Compensation -In cludes coverage for employees involving work-related injuries.
5350 M embership!Subscriptions
This category includes memberships and subscriptions fees to CALAFCO, CSDA, OCBC, CDR and
other applicable memberships.
5450 Office Equipment and Supplies
This category includes costs incurred for the purchase of office supplies and equipment, computers,
and software that support the efficient operations of the agency.
5500 Professional Services
This category includes costs incurred for professional services provided to OC LAFCO. The following
are subcategories for professional services:
./ 5510 Legal -OC LAFCO legal counsel services .
./ 5520 Auditing/Accounting -Bookkeeping, accounting and auditing services. OC LAFCO
audited financia l statements are prepared by an independent auditor.
./ 5530 Human Resources -Personnel services that may be provided by an independent
consultant for assistance with recruitment, professional development and other human resource
areas .
./ 5535 Mapping -OC LAFCO's Geographic Information System (GIS ) and other mapping
programs .
./ 5540 Other Professional Services -Outside consulting and professional services used for
complex and contentious projects that may include meeting facilitation, peer reviews, and
preparation of Municipal Service Reviews, fiscal studies and other reports.
21 Page
Page 49 of 82
ATTACHMENT 1A
OC LAFCO FY 2020-21 BUDGET CATEGORIES
5550 Investment Admin Fees
This category includes costs incurred for administrative fees charged by the County of Orange for
financial services related to the OC Fund investment portfolio.
5600 Public Noticing/Communications
This category includes costs incurred for required legal notices and other communications for
Commission-initiated and other projects (e.g., spheres of influence reviews and updates, municipal
service reviews, and annual budget adoption) that are not reimbursable through application fees.
5610 Unincorporated Areas Program
This category includes costs in curred for the processing of applications under the Commission's
Unincorporated Areas Program.
5650 Rents/Maintenance
This category includes costs for leasing and maintenance of OC LAFCO office space.
5675 Equipment Leases/Maintenance
This category includes costs for leasing and maintenance of the OC LAFCO copier and printers.
5700 Commissioner/Staff Expenses
This category includes costs incurred by Commissioners and staff to attend OC LAFCO and other
related business meetings and activities.
5710 Commissioner Stipends & Taxes/Fees
Thi s category includes Commissioner meeting stipends and related employment taxes and fees.
5750 Professional Development
This category includes costs related to employee professional development (e.g., college/university
degree programs and courses, certificate programs, leadership seminars).
5800 Transportation/Travel/Registration
This category includes costs incurred for registration and travel expenses for commissioners and staff
to attend the CALAFCO a nnual conference, staff workshop and board meetings.
5850 Commission Meeting Expenses
This category includes costs incurred for room rental, parking and miscellaneous supplies used for
Commission meetings.
3J Page
Page 50 of 82
ATTACHMENT 1A
OC LAFCO FY 2020-21 BUDGET CATEGORIES
Contingency Reserve
Restricted funds used to cover any unforeseen future agency Joss and/or urgency (i.e., property or
equipmen t damage, loss or theft).
Reserve for Litigation
Restricted funds used for costs related to agency litigation not covered by application fees and
deposits.
Unfunded Liability Reserve
Restricted funds used to offset anticipated agency liabilities (i.e., employee compensated
absences).
41 Page
Page 51 of 82
QC LAFC O FY 20 20-21 City Allocations
City FY 2020-21
City A llocation
Al iso V iejo $ 6,033.84
Anaheim 42,867.63
B rea 6,836.90
Buena Park .. 9,637.84
Costa Mesa 13,653.52
Cypress 5,826.06
Dana Point 4,520.12
Fountain Valley 7,005.31
Fullerton 17,572.91
Garden Grove 19,182.92
Huntinqton Beach 23,991.90
Irvine 39,860.07
Laguna Beach 4, 171.99
Laquna Hills 4,297.91
Laguna Niguel 9,269.46
Laguna Woods 2, 194.76
La Habra 7,206.85
Lake Forest 11,403.79
La Palma 1,769.46
Los Alamitos .. 1,995.95
Mission Viejo 12,561 .60
Newport Beach 13,746.30
Orange 18,291.76
Placentia 6,035.01
Rancho Santa Marqarita 7,304.31
San Clemente 10,013.64
San Juan Capistrano 6,645.88
Santa Ana 35,237.04
Seal Beach 5,035 .87
Stanton 4,076.10
T ustin 9,596.52
Villa Park 1,010.85
Westminster 1 0,279.51
Yorba Linda 10,699.75
TOTA L $ 389,833 .33
ATTAC H MENT l B
Prepared by A -C/GA: CVincent
Prepared on: 2/10120
Page 52 of 82
ATTACHMENT 2
ORANGE COUNTY LOCAL AGENCY FORMATION COMMISSION
THREE-YE AR BUDG E T PROJECTIONS
FY 202 1 /22 to 2023/24
1\pportio11111 e 11t In crease Fa ctor (%)
REVENUES
(Additions) I Uses of Unreserved Equity
4000 LAFCO Apportionment
4200 Interest
R EV EN UES & USES I (ADDITIONS) TO CASH
EXPENDITUR ES
Sala r ies & Ben efi ts
5000 Salaries
5010 Hourly Employees
5106 Retirement
5109 Retiree Health Benefits
5108 Health Ins urance
5110 Dental Insurance
5112 Life Insurance
5102 Optional Benefit Plan
5104 Deferred Compensation
5116 Medicare
5114 Worker's Compensation
5120 Salary Continuance
5122 Accidental Death Insurance
5 I 25 Executive Car Allowance
Su bT otal: Salaries & Ben efits
Office Operat ion s
5150 Information Technology
5151 Internet & Telephone
5200 County Charges
5250 Insurance
5350 Membership/Subscriptions
5450 Office Eq uipment/S upplies
Professio nal Services
5510 Legal
5520 Audit/Accounting
5530 Human Reso urces
5540 Other Professional
Oth er Operations
5535 Mapping
5550 Investmen t Admin Fees
5600 Public Noticing I Communications
5610 Unincorporated Areas Program
5650 Rents/Maintenance
5675 Equipment Leases & Maintenance
5700 Commissioner/Staff Expenses
57 10 Commission Stipends & Taxes/Fees
5750 Professional Development
5800 Registration/Travel
5850 Commission Meeting Expenses
Su btotal: Office Operations & Services
TOTAL EXPENDITURES
NET BU DGE T
FY20/21
Proposed
Budget
4.0%
$ 123,430 $
1,169,500
I 18,000
1,310,930
539,430
18,000
194,690
18,600
56,520
5,710
5 10
18,500
16,490
8,360
3,940
1,890
130
7,200
889,970
10,000
15,760
8,500
9,800
35,320
10,000
60,000
43,200
9,450
60,000
9,500
630
5,400
6,000
51,100
7,860
7,000
16,350
2,2,000
27,090
6,000
420,960
I 1,310,930
$ 0 $
F Y 21 /2 2 FY 22/23 FY 23/24
Projec ted Projec ted Projected
Budget Budget Budget
4.0 % 4.5% 4.5%
155,570 $ 137,200 $ 118,830
1,2 16,300 1,271,000 1,328,200
18,000 18,000 18,000
1,389,870 1,426,200 1,465,030
55 4,000 569,000 584,400
18,500 19,000 19,500
199,900 205,300 2 10,900
19,700 20,900 22,200
59,900 63 ,500 67,300
5,800 5,900 6,000
530 550 570
18,500 18,500 18,500
16,900 17,400 17,900
8,600 8,800 9,000
4,000 4,100 4,200
1,900 2,000 2,000
140 150 160
7,200 7,400 7,600
9 15,570 942,500 970,230
10,300 10,600 10,900
16,200 16,600 17,000
8,700 8,900 9,100
7,000 7,400 7,800
35,800 36,300 37,300
10,300 10,600 10,900
61,600 63,300 65,000
44,400 45,600 46,800
9,500 9,800 10,100
60,000 60,000 60,000
9,800 10,100 10,400
600 600 600
5,500 3,800 3,900
6,000 6,000 6,000
100,500 104,100 107 ,100
8,100 8,300 8,500
7,200 7,400 7,600
16,800 17,300 17,800
22,000 22,000 22,000
27,800 28,600 29,400
6,200 6,400 6,600
474,300 483,700 494,800
1,389,870 1,426,200 1,465,030
0 $ 0 $ 0
Page 53 of 82
ATTACHMENT 2
ORANGE COUNTY LOCAL AGENCY FORMATION COMMISSION
THREE-YEAR BUDGET PROJ ECTION S
FY 2020/2 1 to 2023/24
1
2
PROJE C TED R ESER VES
Continge ncy reserve
Re serve for li tigation
3 Unfunded liab ility reserve
4 Reserve -25 % of Bud ge ted Expenditures
S UNR ESERVE D CASH
6
7
8
9
Balance at the Begi1111i11g of FY
Addition (Drawdown) to Unrese rved Cash
Projected unreserved cash at the End of FY
T otal Project ed Cash Balances at End of F Y
FY 2 0/21
Proposed
Budget
$ 100,000
75,000
30,000
327,732
804,147
(123,430)
680,7 17
$ 112132450
$
$
FY 21/22 FY 22/23 F Y 23/24
Projected Projected Projected
Bu dget Budget Bud get
100,000 $ 100 ,000 $ 100,000
75,000 75 ,000 75,000
30,000 30,000 30,000
347,468 356,550 366,258
680,7 17 525,147 387 ,947
{155,570) {137,200) (I I 8,830)
525,147 387,947 269 ,I 17
1107 71615 9491497 8401375
Page 54 of 82
ATTACHMENT 3
CP 20-02
RESOLUTION OF THE LOCAL AGENCY FORMATION COMMISSION
OF ORANGE COUNTY, CALIFORNIA
UPDATING THE OC LAFCO FEE SCHEDULE
March 11, 2020
On motion of __________ duly seconded and carried, the following
resolution was adopted:
WHEREAS, California Government Code Section 56383 allows for a Local
Agency Formation Commission to establish a schedule of fees for the costs of
proceedings; and
WHEREAS, it is the Commission's policy that fees should be based on actual
processing costs plus the costs of necessary indirect and administrative functions;
and
WHEREAS, the Executive Officer gave notice of this matter in the manner
required by law; and
WHEREAS, the Commission complied with the requirements of Government
Code Section 66016, and
WHEREAS, the Commission discussed and considered all oral and written
testimony for and against this matter including, but not limited to, the staff
report and recommendations from the Executive Officer;
Resolution CP 20-02
Page I of7
Page 55 of 82
AYES:
NOES:
ATTACHMENT3
NOW, THEREFORE, the Local Agency Formation Commission of Orange
County based on the findings, discussion, and conclusions set forth in the staff
report, which is incorporated herein by this reference, DOES HEREBY RESOLVE,
DETERMINE and ORDER as follows:
1. The fee schedule set forth in Exhibit A attached hereto is hereby adopted,
to become effective on July 1, 2020.
2. The fees set forth in Exhibit A attached hereto do not exceed the estimated
reasonable costs of providing the services for which the fees are charged
and are necessary to pay the costs of operations related to filing and
processing applications to the Orange Local Agency Formation
Commission.
STATE OF CALIFORNIA )
) SS.
COUNTY OF ORANGE )
I, Cheryl Brothers, Chair of the Local Agency Formation Commission of Orange
County, California, hereby certify that the above and foregoing resolution was duly and
regularly adopted by said Commission at a regular meeting thereof, held on the 11th
day of March 2020.
I I I
I I I
I I I
Resolution CP 20-02
Page 2 of7
Page 56 of 82
ATTACHMENT 3
IN WITNESS WHEREOF, I have hereunto set my hand this 11th day of March
2020.
Resolution CP 20-02
CHERYL BROTHERS
Chair of the Orange County
Local Agency Formation Commission
By:
Cheryl Brothers
Page 3 of7
Page 57 of 82
ATTACHMENT3
EXHIBIT A
ORANGE COUNTY LOCAL AGENCY FORMATION COMMISSION
SCHEDULE OF FILING AND PROCESSING FEES
Effective 71112020
FEE SCHEDULE OVERVIEW
In accordance with Government Code Section 56383, the Commission may establish a schedule
of fees and a schedule of service charges for Local Agency Formation Commission (LAFCO)
proceedings. The submission of an application to the Orange County (LAFCO) is not officially
accepted for processing until the filing fee deposits have been received by the agency. The fees
associated with an application or petition are calculated on a time and materials schedule as
detailed in the Fee Schedule.
PROVISIONS
1. Additional Deposits:
a. The Executive Officer may require an additional deposit from applicants to cover
actual costs for review and processing of any application if the Executive Officer
determines the project is extraordinary in scope. For example, the Executive Officer
may determine that the processing of the proposal will require advice and counsel
from LAFCO's General Counsel beyond routine review of the Executive Officer's
report, Commission resolutions, and agenda materials. Further, LAFCO reserves the
right to require reimbursement for additional expenses not listed in the fee schedule
but incurred as a result of processing an application.
b. If the actual charges exceed the amount of the deposit, the applicant or petitioner
shall be notified and shall pay the excess within 15 days of receipt of a statement
from LAFCO. Failure to pay may be cause for delay and/or denial of the
application/petition, and no proceeding or application shall be completed until all
fees due have been paid in full.
2. Indemnification Agreement Requirement
As a condition of approval of any change of organization or reorganization, out-of-
agency service agreement, sphere of influence or municipal service review by
LAFCO, the applicant(s) and real party(ies) in interest are required to defend,
indemnify, hold harmless, and release LAFCO and its agents, officers, attorneys, and
employees from any claim, action, or proceeding against LAFCO, and its agents,
officers, attorneys, and employees to attack, set aside, void, or annul the approval of
LAFCO concerning the proposal or any action relating to, or arising out of, such
approval. In accordance with the Commission's Policy for Indemnification of LAFCO
by Applicants (adopted March 8, 2000), the applicant(s) and real party (ies) in interest
are required to submit a signed indemnification agreement as part of the application.
Resolution CP 20-02
Page 4 of7
Page 58 of 82
ATTACHMENT 3
ORANGE COUNTY LAFCO FEE SCHEDULE
LAFCO PROCESSING FEES
TYPE OF ACTION COST SCHEDULE INITIAL DEPOSIT
Change of Organization Time and Materials $4,600
(e.g. annexation or detachment)
Change of Organization with Sphere of Influence Change Time and Materials $5,600
Reorganization (two or more changes of organization/sphere Time and Materials $7,900
of influence change)
District Formations or Consolidations Time and Materials $10,000
District Dissolutions, Mergers, or Establishment of a Time and Materials $7,900
Subsidiary District
City Incorporations/Dis-incorporations Time and Materials $10,000
(Also see additional project completion.fees.)
Activation of Latent Powers Time and Materials $7.900
Request for Municipal Service Review and/or Time and Materials $7.900
Sphere of Influence Review/Update
Out-of-Agency Service Agreement Time and Materials $4,600
Request for Reconsideration Time and Materials $3,200
Request for Extension of Time to Complete Proceedings Time and Materials $1,000
LAFCO STAFF/LEGAL COUNSEL BILLING RATES
LAFCO Staff Rate Fully Burdened Hourly Rate*
LAFCO Legal Counsel Actual Costs*
*See Exhibit B.
Resolution CP 20-02
Page 5 of7
Page 59 of 82
ATTACHMENT 3
PROJECT COMPLETION FEES AND CHARGES
Public Noticing and Actual Costs
Publication Costs (Based on noticing required by Government Code Section
56661)
State Board of Equalization Actual Costs
Fees (Payable to the State Board of Equalization and based on their
latest fee schedule)
Compliance with California Actual Costs
Environmental Quality Act (May include l.AFCO staff time to prepare environmental (CEQA) documentation, actual consultant costs, and appropriate filing fees.
Department of Fish and Wildlife filing fees are required to be paid at
the time l.AFCO files the Notice of Determination with the Clerk of the
Board. The fees listed below include the county's $50 filing fee and are
current as of January 1, 2020)
a. Negative Declaration $2,456.75
b. Environmental Impact Report $3,393.25
Comprehensive Fiscal Actual Costs
Analysis for Incorporation (A $50,000 deposit is required at the time the application is submitted. or Disincorporation All excess costs will be the responsibility of the project proponent; any Proposals balance will be refunded at the conclusion of the project.)
State Controller's Fiscal Actual Costs
Review for Incorporations (A $25,000 deposit is required at the time a Request for State Controller
Review is submitted. All excess costs will be the responsibility of the
project proponent, any balance will be refunded at the conclusion of the
project.)
Registrar of Voters -Actual Costs
Verification of Signatures
Special Legal Counsel Costs Actual Costs
Consultants Actual Costs
MATERIALS CHARGES
Reproduction and Faxing Actual Costs*
Costs
Postage or Overnight Service Actual Costs
Agenda Packet Actual cost of reproductions *
(Specific Meetin12:)
Agenda Packet $250/year (hard copy)
(subscription)
*See Exhibit B.
Resolution CP 20-02
Page 6 of7
Page 60 of 82
EXHIBITB
ORANGE COUNTY LAFCO FEE SCHEDULE
DIRECT COSTS
Effective 71112020
1. Fully burdened staff hourly rates:
Position ' -~ Hourlv Rate
Executive Officer $ 152
Assistant Executive Officer $ 99
Policy Analyst* $ 54-61
Commission Clerk $ 53
*Analyst I and Analyst II Class Series
2. Legal Counsel Hourly R ates -$ 268 for LAFC O-initiated services
ATTACHMENT 3
$ 580 for project applicant-initi ated services
3. Repr oductio n Cost -0 .25 per page
4. Audio Disc Reproduction Cost -$15.00
Resolution CP 20-02
Page 7 of7
Page 61 of 82
ITEM NO. 8.5.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Brett R. Barbre, Assistant General Manager
Robyn Hollinshead, Senior Information Services Administrator
SUBJECT:Agreement for Managed Information Technology (IT) Services
RECOMMENDATION:
That the Board of Directors authorize the General Manager to execute a Professional Services
Agreement with Resource Computer Solutions for Managed IT Services for an amount not to
exceed $225,000.
SUMMARY:
In accordance with the District's Purchasing Policy, agreements are presented to the Board for
approval when the amount exceeds the maximum approval of the General Manager and when
a request for an agreement was not originally included in the District's budget. The District's
Purchasing Policy has been followed in obtaining bids for the subject Request for Proposals
for Managed IT Services.
FISCAL IMPACT:
Cost Estimate: $225,000
BACKGROUND:
In Fiscal Years 2020 and 2021 the District budgeted approximately $700,000 in salaries for
the IT Department which hasn't been fully utilized as some positions have remained unfilled.
During Fiscal Year 2020 staff determined the District needed to hire a contractor to assist with
managing YLWD's IT infrastructure and services, while staff determined the best staffing
needs of the department.
The Department posted an Request for Proposal (RFP) for Managed Information Technology
Page 62 of 82
(IT) Services through the ARC online system. The RFP included a scope of work detailing all
services the contractor would need to provide on and off-site. The RFP was for a 15-month
contract with a fixed cost.
The District received two proposals:
Resource Computer Solutions (RCS): $10,856.00 Monthly + $105 Hourly Cost for Onsite Visit
All-Pro: $5,193.50 Monthly + $110.00 Hourly Cost for Onsite Visit
Staff reviewed each of the proposals to ensure all specifications were met. While All-Pro
answered many of the questions within the Scope of Work, staff felt they did not provided
adequate responses and that their references where lacking.
RCS provided a comprehensive proposal including detailed costs for each service. RCS has
currently been providing IT services for the District on an ad-hoc basis while staff prepared
this RFP. To date, staff has been happy with the services provided by RCS.
Staff recommends accepting the proposal from RCS for $15,000 each month for fifteen (15)
months for a total contract cost not to exceed $225,000. The monthly cost includes estimated
additional hourly on-site services that could arise during this contract.
This will require a budget increase approval for Fiscal Year 2020 in the amount of $45,000
and an increase in Fiscal Year 2021 in the amount of $180,000. These costs would be offset
by savings realized from unfilled positions in the Department as listed above.
Copies of the RFP and proposals are available for review upon request.
Page 63 of 82
ITEM NO. 8.6.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Rosanne Weston, Engineering Manager
Divya Agrawalla, Principal Engineer
SUBJECT:Task Order for Hydraulic Model Calibration Project
RECOMMENDATION:
That the Board of Directors approve a Task Order for the Hydraulic Model Calibration Project
to Carollo Engineers, Inc. under the Professional Services Agreement for On-Call Professional
Engineering Services awarded on January 14, 2020.
SUMMARY:
The District's water hydraulic model is significantly outdated and needs to be calibrated in
order to be utilized for hydraulic analyses that are typically necessary for all projects.
Hydraulic analyses are necessary to verify available fire flows, assess the condition of existing
infrastructure, and design future projects. The model will also help with the design of the
PFAS Water Treatment Plant. A fully functional hydraulic model is also necessary to develop
the upcoming Water Master Plan. Staff estimates that less than 20% of the project costs will
occur in FY20 and the remaining will occur in FY21.
FISCAL IMPACT:
Budgeted: Yes
Total Budget: $207,086
Cost Estimate: $207,086
Funding Source: Supplies & Services Budget, Department 4040
Job No: 2019-56
BACKGROUND:
On January 14, 2020, the Board of Directors authorized the General Manager to execute five
Professional Services Agreements for Professional Engineering Services with Krieger &
Page 64 of 82
Stewart, Inc., Carollo Engineers, Inc., Tetra Tech, Psomas and AECOM for an initial period of
three (3) years and cumulative total not to exceed $1,500,000.
Staff has identified Carollo Engineers, Inc. (Carollo) to have the most experience with
hydraulic modeling. Staff provided a scope of work to Carollo and requested a Proposal from
them for this project. Carollo has provided a comprehensive Proposal that incorporates all
elements of the scope. The project will take approximately 7 months to complete and the total
cost will be a not-to-exceed amount of $207,086.
PRIOR RELEVANT BOARD ACTION:
Board of Directors authorized Professional Services Agreement with Carollo Engineers, Inc.
during the Regular Board Meeting on January 14, 2020.
STRATEGIC PLAN INITIATIVE:
SR G1 4B Address infrastructure needs by updating/implementing the Capital Improvement
Plan; SR G3 2B Address the District's future infrastructure needs; SR G3 2C Evaluate and
maintain sustainable operations (e.g. energy and water use efficiency, staffing).
ATTACHMENTS:
1.2019-56 On-Call Task Proposal Request - Hydraulic Model Calibration
Page 65 of 82
Task Proposal Request – YLWD On-Call Professional Engineering Services Page 1 of 4
YLWD Hydraulic Model Calibration
TASK PROPOSAL REQUEST FOR HYDRAULIC MODEL CALIBRATION
ON-CALL PROFESSIONAL ENGINEERING SERVICES
YORBA LINDA WATER DISTRICT
February 4, 2020
1. INTRODUCTION
Pursuant to the Professional Services Agreement for On-Call Professional Engineering Services executed
between the Yorba Linda Water District (District) and Consultant on January 21, 2020, please provide a Task
Proposal for the YLWD Hydraulic Model Calibration project by February 11, 2020 based on the scope stated
below.
2. SCOPE OF WORK
The extended period simulation (EPS) hydraulic model for the District’s distribution system was last updated
in 2018. The hydraulic model was developed using the InfoWater software. Consultant shall update the
model, calibrate it, and document the process so it can be used by District staff. Consultant shall also develop
an automated and user friendly method to update and validate the hydraulic model.
The District’s water system is divided into 6 major zones (A through F) and each major zone is divided into
subzones with a total of 20 subzones. The District has eleven (11) active groundwater wells and four (4)
purchased water connections with the Metropolitan Water District (three treated and one untreated water
connections). The District has planned for two additional wells, one of which has already been drilled but is
not equipped yet. The District also has 14 reservoirs and 12 Booster Pump Stations. See attached map and
hydraulic profile for details. The existing hydraulic model consists of approximately 16,000 nodes and 350
miles of pipe. The hydraulic profile does not include recent improvements and will need to be updated as
part of this project.
The following are the minimum steps identified. The Consultant can propose to expand or suggest changes
to these steps prior to submitting a Task Proposal. The District shall review the suggestions and discuss with
the Consultant any changes or additions to the scope prior to the Task Proposal submittal.
Project Management
The Consultant shall be responsible for overall project management, including but not limited to the
following:
• Schedule and facilitate project kickoff meeting and progress meetings with District staff. Progress
meetings shall be held to discuss and review findings at decision-making junctures. Meeting agendas
and minutes shall be prepared by the Consultant.
• Provide and maintain the project schedule, including deliverable dates, decision-making milestones,
and progress meeting dates. Revised schedules shall include reason for schedule changes.
• Optimize workflow assignments to ensure successful project delivery.
• Manage sub-Consultants, if applicable.
• Monitor work progress and keep the District informed.
Phase 1: Information Gathering
Review all provided information and prepare a data and information request list for review during the project
kickoff meeting.
Page 66 of 82
Task Proposal Request – YLWD On-Call Professional Engineering Services Page 2 of 4
YLWD Hydraulic Model Calibration
Phase 1 Deliverables:
• Schedule and attend project kickoff meeting. Prepare agenda and meeting minutes.
• Data and information request with desired due dates. District shall set up an ftp site for transfer of all
project related documents between the Consultant and the District.
Phase 2: Diurnal Pattern Creation
Develop a system-wide diurnal pattern using SCADA information for all available facilities including supply
connections, pump stations, groundwater wells, storage reservoirs, and pressure regulating valves. Prior to
developing the system-wide diurnal pattern Consultant shall meet with District staff to gain a thorough
understanding of system operations. Diurnal patterns shall be developed for each pressure zone to increase
the accuracy of the EPS model.
The Consultant shall include a method for accessing the SCADA data historian and displaying graphs of
historical actual values compared to modeled values for facilitation of model calibration and future operations
analysis.
Phase 2 Deliverables:
• Periodic status update meetings. Prepare agenda and meeting minutes for each meeting.
• Draft and Final Technical Memorandum No. 1 that includes:
o Details for the diurnal pattern development process.
o Method to access and use the SCADA data historian.
A draft shall be submitted for review to the District and the schedule shall reflect the District’s review
period of 7 calendar days. Consultant shall begin work on the next phase during the District’s review.
Phase 3 – Upgrade Existing InfoWater Hydraulic Model
Consultant shall develop one-to-one relationship between the District’s existing InfoWater hydraulic model
and the GIS database. The GIS database shall provide the primary spatial reference for the model. The
District will provide the GIS geodatabase/schema and the existing InfoWater Hydraulic Model and
Consultant shall create exchange clusters as follows for data exchange between GIS and the model: ‘New’,
‘Update’ and ‘Delete’ clusters for mains, control valves, closed valves, wells, tanks, interconnections and
pumps.
Phase 3 Deliverables:
• Updated model with a one-to-one relationship with the GIS database, including defined exchange
clusters. Model should be able to run with at least a yellow light at this Phase.
Phase 4 – Pressure Based Model Validation
Create demand scenarios for Average Day Demand (ADD), Maximum Day Demand (MDD), Peak Hour
Demand (PHD), and MDD plus fire flow (MDD+FF).
A pressure-based model validation shall be performed for one demand/operational condition by comparing
model output to available SCADA and field information including fire flow testing and pressure data
Page 67 of 82
Task Proposal Request – YLWD On-Call Professional Engineering Services Page 3 of 4
YLWD Hydraulic Model Calibration
collected within the distribution system. Based on the results of the comparison, input data (pipe C-values,
pump settings, tank levels, supply production, etc.) shall be modified to match SCADA and field data.
Using the validated model and diurnal patterns developed as part of Phase I, Consultant shall calibrate the
model under a specific operational condition. The EPS model calibration shall consist of adding/modifying
operational controls to meet pre-determined calibration criteria for tanks, pump stations, control valves, and
production facilities. Consultant shall make every effort to make the model user-friendly by reducing the
number of controls and criteria to be changed when the District runs the model for a specific scenario.
Consultant shall prepare a second model using the calibrated model as the starting point. The second model
shall be an Operational model with boundary conditions that match typical operations of the system. The
Operational model shall be in a state that can immediately be used by District staff to run scenarios of existing
and future operational conditions. Consultant shall consult with the District and use the demand scenario
that most reflects the District’s operational needs.
Phase 4 Deliverables:
• Draft and Final Technical Memorandum No. 2 shall include:
o Detailed results of the hydraulic model review and validation effort, with comparison tables and
results figures for model output versus available SCADA and field information.
o EPS model update process, calibration process, and results, including results figures and tables for
all analyses performed.
o Process for developing the Operational model and the boundary conditions used.
o A table showing the calibrated versus operational values for the boundary conditions, demands,
etc.
A draft shall be submitted for review to the District and the schedule shall reflect the District’s review
period of 7 calendar days. Consultant shall begin work on the next phase during the District’s review.
• Updated Calibrated model that runs with a green light.
• Updated Operational model that runs with a green light.
Phase 5 – System Analysis
After calibrating the model, Consultant shall perform minimum 28-day simulations for system-wide water
age and multi-source trace for various facilities. These analyses shall assist in determining the area of
influence for each source and booster pump station facility. Consultant shall identify operational changes
for mitigating any identified adverse hydraulic conditions and high water age and shall verify that the
proposed solutions are effective.
Phase 5 Deliverables:
• Draft and Final Technical Memorandum No. 3 shall include:
o Detailed analysis of the water system and proposed operational changes for mitigating hydraulic
conditions and high water age.
o Details of verification that the proposed solutions will be effective in resolving the identified
problems.
A draft shall be submitted for review to the District and the schedule shall reflect the District’s review
period of 7 calendar days. Consultant shall begin work on the next phase during the District’s review.
Page 68 of 82
Task Proposal Request – YLWD On-Call Professional Engineering Services Page 4 of 4
YLWD Hydraulic Model Calibration
Phase 6 – Final Report and Model
Develop a final report and process documentation. In addition, finalize the hydraulic model for delivery to
the District and conduct workshops to train District staff on use of the model.
Phase 6 Deliverables:
• Two 3-hour workshops to train District staff on use of the model with various demand scenarios,
including ADD, MDD, PHD, and MDD+FF. Workshops shall be scheduled in a timely manner and
prior to the submittal of the final report. Workshops shall be conducted at the District Headquarters.
• Develop a final report that includes:
o Summary of efforts and results of the project
o Details on accessing and running the model effectively so the District can use the model to run
various scenarios for existing and future operational conditions.
o Previously prepared technical memoranda as attachments or exhibits.
A draft of the final report shall be submitted for review to the District and the schedule shall reflect the
District’s review period of 7 calendar days.
• A fully functional and calibrated InfoWater Hydraulic Model and all associated files.
• A fully functional Operational model and all associated files.
3. GENERAL INSTRUCTIONS
a. Include project approach, schedule based on Phases noted above, and cost. Time is of the essence for
this project. Consultant shall provide a Task Proposal in a timely manner and include a reasonable
schedule for the project.
b. Identify the Consultant’s Project Manager for this Project, and key personnel by name, title, role,
company, and work office location.
c. If the Consultant chooses to contract with Sub-Consultants other than those originally proposed, provide
Sub-Consultant qualifications for approval by the District.
d. Email a digital copy of the Task Proposal to Divya Agrawalla at dagrawalla@ylwd.com no later than
February 11, 2020.
e. Consultants shall not proceed with the Task until the District issues a Task Order.
f. The District reserves the right to negotiate the schedule and total cost for each Task Order with the
Consultant.
g. Any questions regarding the On-Call Professional Services Agreement shall be directed to Divya
Agrawalla at dagrawalla@ylwd.com.
Enclosures: System Map and Schematic
Page 69 of 82
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Page 70 of 82
LEGEND
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YORBA LINDA WATER DISTRICT
E Water District
Page 71 of 82
ITEM NO. 8.7.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Pasquale Talarico, Director of Public Affairs
Malissa Muttaraid, Public Affairs Representative
SUBJECT:Support of Balanced Energy Solutions and Maintaining Local
Control of Energy Solutions
RECOMMENDATION:
That the Board of Directors adopt Resolution No. 2020-XX in support of balanced energy
solutions and maintaining local control of energy solutions.
BACKGROUND:
Several state agencies are increasingly proposing new legislation and regulations looking to
eliminate energy choices and mandating solutions to fully electrify homes and businesses in
the future. These mandates eliminate local control and customer choice which suppresses
innovation, reduces reliability, and unnecessarily increases costs for District customers and
businesses.
STRATEGIC PLAN INITIATIVE:
G1 5B - Actively participate with existing water/sewer organizations on regulatory and
emerging issues.
ATTACHMENTS:
1.Resolution No. 2020-XX Support of Balanced Energy Solutions
Page 72 of 82
Resolution No. 2020-XX Supporting Balanced Energy Solutions and Maintaining Local Control of Energy Solutions 1 of 2
RESOLUTION NO. 2020-XX
RESOLUTION OF THE BOARD OF DIRECTORS
OF THE YORBA LINDA WATER DISTRICT
SUPPORTING BALANCED ENERGY SOLUTIONS AND
MAINTAINING LOCAL CONTROL OF ENERGY SOLUTIONS
WHEREAS,the State of California's energy policies are critical to reducing greenhouse
gas emissions and reducing the impact of climate change within the Yorba
Linda Water District’s (District) service area; and
WHEREAS,the State legislature and State agencies are increasingly proposing new
legislation and regulations eliminating choice of energy by mandating
technologies to power buildings and public and private fleets, including
transit and long-haul trucking, as a strategy to achieve the State's climate
goals; and
WHEREAS,providing clean, affordable and reliable energy is crucial to the material
health, safety and well-being of District customers, particularly the most
vulnerable who live on fixed incomes, including the elderly and working
families who are struggling financially; and
WHEREAS,the need for clean, affordable, and reliable energy to attract and retain local
businesses, create jobs and spur economic development is vital to the
District's success in a highly competitive and increasingly regional and
global marketplace; and
WHEREAS,the District and its customers value local control and the right to choose the
policies and investments that most affordably and efficiently enable them to
comply with State requirements; and
WHEREAS,building and vehicle technology mandates eliminate local control and
customer choice, suppress innovation, reduce reliability, and unnecessarily
increase costs for District customers; and
WHEREAS,the District understands that relying on a single energy delivery system
unnecessarily increases vulnerabilities to natural and man-made disasters,
and that a diversity of energy delivery systems and resources contribute to
greater reliability and community resilience; and
WHEREAS,the District understands the need to mitigate the impacts of climate change
and is committed to doing its part to help the State achieve its climate goals
but requires the flexibility to do so in a manner that best serves the needs
of its constituents.
Page 73 of 82
Resolution No. 2020-XX Supporting Balanced Energy Solutions and Maintaining Local Control of Energy Solutions 2 of 2
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Yorba Linda
Water District supports balanced energy solutions that provide it with the decision making
authority and resources needed to achieve the State's climate goals and opposes
proposed State legislation and policies that eliminate local control by mandating
technologies that can be used to power buildings and fuel vehicles, and also meet or
exceed emissions reductions regulations.
PASSED AND ADOPTED this 24th day of March 2020 by the following called vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
Phil Hawkins, President
Yorba Linda Water District
ATTEST:
Annie Alexander, Board Secretary
Yorba Linda Water District
Reviewed as to form by General Counsel:
Andrew B. Gagen, Esq.
Kidman Gagen Law LLP
Page 74 of 82
ITEM NO. 9.1.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:John DeCriscio, Operations Manager
Harold D. Hulbert, Operations Assistant
SUBJECT:Ratification of Proactive Proclamation of Local Emergency and
Update on Coronavirus (COVID-19) Response
RECOMMENDATION:
That the Board of Directors confirm and ratify the General Manager's Proclamation of Local
Emergency regarding COVID-19.
BACKGROUND:
Pursuant to the provisions of Ordinance No. 2019-01, the General Manager issued a
Proclamation of Local Emergency on March 19, 2020 based on the recent outbreak of COVID-
19 and increasing instances in California. This action was taken proactively so the General
Manager could exercise his authority to implement YLWD's Emergency Response Plans and
utilize emergency provisions in the District's Purchasing Policy as necessary. As noted in the
Proclamation, multiple government agencies have also proclaimed emergency's due to the
threat of COVID-19 in the County and State. To keep the District's Proclamation of Local
Emergency active, the Board needs to ratify the General Manager's action within seven days
of execution which was March 19, 2020.
Staff plans to update the Board regarding the status of the District's response to COVID-19
during the meeting.
ATTACHMENTS:
1.2020-03-19 - Proclamation of Local Emergency
2.YLWD Ordinance No. 2019-01 Establishing Emergency Procedures
Page 75 of 82
Proclamation of the Existence or Threatened Existence of a Local Emergency March 19, 2020 1 of 2
OFFICE OF THE GENERAL MANAGER FOR THE
YORBA LINDA WATER DISTRICT
PROCLAMATION OF LOCAL EMERGENCY
REGARDING CORONAVIRUS (COVID-19)
WHEREAS, Ordinance No. 2019-01 of the Yorba Linda Water District empowers the
General Manager to proclaim the existence or threatened existence of a
local emergency when the Yorba Linda Water District Board of Directors is
not in session; and
WHEREAS, in December 2019, an outbreak of respiratory illness due to a novel
coronavirus (a disease now known as COVID-19), was first identified in
Wuhan City, Hubei Province, China, and has spread outside of China,
impacting many countries, including the United States; and
WHEREAS, on January 23, 2020 the Center for Disease Control activated its
Emergency Response System to provide ongoing support for the response
to COVID-19 across the country; and
WHEREAS, on January 24, 2020, the California Department of Public Health activated
its Medical and Health Coordination Center and on March 2, 2020, the
Office of Emergency Services activated the State Operations Center to
support and guide state and local actions to preserve public health; and
WHEREAS, on February 26, 2020, the County of Orange declared a local emergency
and the Orange County Health Officer declared a local health emergency
regarding COVID-19; and
WHEREAS, on March 4, 2020, the Governor of the State of California issued a
Proclamation of Emergency, declaring an emergency based on the spread
of COVID-19 in California; and
WHEREAS, on March 11, 2020, the World Health Organization declared COVID-19 to
be a pandemic; and
WHEREAS, on March 13, 2020, the President of the United States of America declared
a national emergency to address COVID-19; and
WHEREAS, as of March 17, 2020, there are 598 confirmed cases of COVID-19 and 13
deaths in California, and officials expect the number of cases in California
to increase (see http://cdph.ca.gov/covid19); and
Page 76 of 82
Proclamation of the Existence or Threatened Existence of a Local Emergency March 19, 2020 2 of 2
WHEREAS, as of March 18, 2020, there are 7,038 cases of COVID-19 and 97
deaths in the United States, and officials expect the number of cases
in the United States and worldwide to increase (see
https://www.cdc.gov/coronavirus/2019-ncov); and
WHEREAS, based on these facts, I believe it is necessary to take emergency actions to
reduce the spread of COVID-19.
NOW, THEREFORE, I, MARC MARCANTONIO, General Manager of the Yorba Linda
Water District, in accordance with the authority vested in me pursuant to Ordinance No.
2019-01, HEREBY PROCLAIM THAT A LOCAL EMERGENCY NOW EXISTS
throughout said District; and
IT IS FURTHER PROCLAIMED AND ORDERED that, during the existence of said local
emergency, the powers, functions, and duties of the emergency organization of this
District shall be those prescribed by federal and state law, and by ordinances, policies,
and resolutions of this District; and that this emergency proclamation shall expire in 7
days after issuance unless ratified by the governing body of the Yorba Linda Water
District.
Dated: March 19, 2020 By:
Marc Marcantonio, General Manager
Yorba Linda Water District
1717 E Miraloma Ave
Placentia CA 92870
Page 77 of 82
ORDINANCE NO. 2019-01
ORDINANCE OF THE BOARD OF DIRECTORS
OF THE YORBA LINDA WATER DISTRICT
ESTABLISHING CERTAIN EMERGENCY PROCEDURES
AND ORGANIZATION FOR RESPONDING TO A
THREATENED OR ACTUAL DISASTER
WHEREAS, the Yorba Linda Water District ( District) is organized and operates under
authority of the County Water District Act; and
WHEREAS, a threatened or actual disaster may occur in the course of the District's
operations; and
WHEREAS, the California Emergency Services Act provides the basic authorities for the
District to respond to emergencies; and
WHEREAS, other certain District procedures and organization are required to respond
to emergencies.
NOW, THEREFORE, the Board of Directors of the Yorba Linda Water District does
hereby find, determine, order and ordain as follows:
SECTION 1. The matters set forth in the recitals to this Ordinance are true and correct.
SECTION 2. Emergency Response Plan.
The Yorba Linda Water District Board of Directors shall direct the
preparation and act to approve an Emergency Response Plan for the
purpose of developing and maintaining the preparedness needed to
conduct emergency operations to cope with a threatened or actual disaster.
SECTION 3. Emergency Authority and Line of Succession.
The Board of Directors is responsible for the overall legislative and policy
direction of the District's emergency response to a threatened or actual
disaster. The General Manager is responsible for the overall administrative
direction of the District's emergency response to a threatened or actual
disaster. Should the General Manager be unavailable or unable to serve,
individuals who hold the following positions will automatically serve in the
General Manager's place until the Board of Directors appoints a successor.
Assistant General Manager 1 st Alternate
Operations Manager 2nd Alternate
Engineering Manager 3rd Alternate
Ordinance No.2019-01 Establishing Certain Emergency Procedures and Organization 1
Page 78 of 82
SECTION 4. Proclamation of Local Emergency.
In the event of a threatened or actual disaster, the General Manager, shall
request the Board of Directors to proclaim a state of local emergency. If the
Board is not in session, the General Manager may proclaim a state of local
emergency subject to ratification by the Board within seven (7) days. The
proclamation terminating the local emergency shall be made by the Board
of Directors, or by the General Manager subject to ratification by the Board
within seven (7) days.
SECTION 5. A summary of this Ordinance shall be published in a newspaper of general
circulation as provided by law and become effective thirty (30) days
following adoption.
PASSED AND ADOPTED this 9th day of April 2019 by the following called vote:
AYES:Directors Hall, Jones, Miller, and Nederhood
NOES:None
ABSTAIN: None
ABSENT: Director Hawkins
Brooke JonesPresident
Yorba Linda Water District
ATTEST:
Annie Alexander, Board Secretary
Yorba Linda Water District
Reviewed as to form by General Counsel:
Andrew B. Gager,Esq.
Kidman Gagen Law LLP
Ordinance No.2019-01 Establishing Certain Emergency Procedures and Organization 2
Page 79 of 82
ITEM NO. 11.1.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Brett R. Barbre, Assistant General Manager
STAFF CONTACTS:Annie Alexander, Executive Asst/Board Secretary
SUBJECT:Directors' Reports
The Directors will report on their attendance at the following events:
1.OC LAFCO - March 11, 2020 (Nederhood)
2.ACWA SGIP Funding Webinar - March 11, 2020 (Jones)
3.YL Planning Commission - March 11, 2020 (Hawkins - As Needed)
4.WACO Planning Committee - March 17, 2020
5.SAWPA Commission - March 17, 2020
6.YL City Council - March 17, 2020 (Nederhood)
7.MWDOC Board - March 18, 2020 (Nederhood/Miller)
8.OCWD Board - March 18, 2020 (Jones)
Page 80 of 82
ITEM NO. 13.1.
AGENDA REPORT
MEETING DATE:March 24, 2020
TO:Board of Directors
FROM:Marc Marcantonio, General Manager
STAFF CONTACTS:Annie Alexander, Executive Asst/Board Secretary
SUBJECT:Meetings from March 25 - May 31, 2020
ATTACHMENTS:
1.Board of Directors' Activities Calendar
Page 81 of 82
Board of Directors Activity Calendar
Event Date Time Attendees
March
OCSD Board Wed, Mar 25 6:00 PM Jones
YL Planning Commission Wed, Mar 25 6:30 PM Hawkins (As Needed)
Interagency Committee Meeting with MWDOC and OCWD Thu, Mar 26 4:00 PM Hawkins/Nederhood
April
MWDOC Board Wed, Apr 1 8:30 AM Nederhood/Miller
OCSD Operations Committee Wed, Apr 1 5:00 PM Jones
OCWD Board Wed, Apr 1 5:30 PM Jones
WACO Fri, Apr 3 7:30 AM
ISDOC Executive Committee Tue, Apr 7 7:30 AM Nederhood
SAWPA Commission Tue, Apr 7 9:30 AM
YL City Council Tue, Apr 7 6:30 PM Jones
OC LAFCO Wed, Apr 8 8:15 AM
TENTATIVE - Board of Directors Workshop Meeting Thu, Apr 9 5:30 PM
Board of Directors Regular Meeting Tue, Apr 14 6:30 PM
MWDOC Board Wed, Apr 15 8:30 AM Nederhood/Miller
OCWA Luncheon Wed, Apr 15 11:30 AM
OCWD Board Wed, Apr 15 5:30 PM Jones
YL Planning Commission Wed, Apr 15 6:30 PM Hawkins (As Needed)
TENTATIVE - Board of Directors Workshop Meeting Thu, Apr 16 5:30 PM
WACO Planning Committee Tue, Apr 21 7:30 AM
SAWPA Commission Tue, Apr 21 9:30 AM
YL City Council Tue, Apr 21 6:30 PM Hawkins
MWDOC/OCWD Joint Planning Committee Wed, Apr 22 8:30 AM
OCSD Board Wed, Apr 22 6:00 PM Jones
Board of Directors Regular Meeting Tue, Apr 28 6:30 PM
Joint Committee Meeting with City of Placentia Wed, Apr 29 3:00 PM Jones
YL Planning Commission Wed, Apr 29 6:30 PM Hawkins (As Needed)
ISDOC Thu, Apr 30 11:30 AM
May
WACO Fri, May 1 7:30 AM
ISDOC Executive Committee Tue, May 5 7:30 AM Nederhood
SAWPA Commission Tue, May 5 9:30 AM
YL City Council Tue, May 5 6:30 PM Hall
MWDOC Board Wed, May 6 8:30 AM Nederhood/Miller
OCSD Operations Committee Wed, May 6 5:00 PM Jones
OCWD Board Wed, May 6 5:30 PM Jones
Board of Directors Regular Meeting Tue, May 12 6:30 PM
OC LAFCO Wed, May 13 8:15 AM
YL Planning Commission Wed, May 13 6:30 PM Hawkins (As Needed)
YLWD Open House Sat, May 16 9:00 AM
WACO Planning Committee Tue, May 19 7:30 AM
TENTATIVE - Board of Directors Workshop Meeting Tue, May 19 8:30 AM
SAWPA Commission Tue, May 19 9:30 AM
YL City Council Tue, May 19 6:30 PM Miller
MWDOC Board Wed, May 20 8:30 AM Nederhood/Miller
OCWA Luncheon Wed, May 20 11:30 AM
OCWD Board Wed, May 20 5:30 PM Jones
Board of Directors Regular Meeting Tue, May 26 6:30 PM
OCSD Board Wed, May 27 6:00 PM Jones
YL Planning Commission Wed, May 27 6:30 PM Hawkins (As Needed)
Interagency Committee Meeting with MWDOC and OCWD Thu, May 28 4:00 PM Hawkins/Nederhood
OC Water Summit Fri, May 29 7:30 AM
As of March 18, 2020
Page 82 of 82
BACKUP MATERIALS DISTRIBUTED LESS THAN 72 HOURS PRIOR TO THE MEETING
YLWD Infectious Disease Emergency Response (IDER) Plan Page 1
Infectious Disease Emergency Response (IDER) Plan
Section I. Introduction
Background Information
Infectious disease emergencies are circumstances caused by biological agents, including
organisms such as bacteria, viruses or toxins with the potential for significant illness or death
in the population. Infectious disease emergencies may include naturally occurring outbreaks
(e.g., measles, mumps, meningococcal disease), emerging infectious diseases (e.g., SARS,
avian influenza, COVID-19), and bioterrorism. The circumstances of infectious disease
emergencies may vary by multiple factors, including type of biological agent, scale of
exposure, mode of transmission and intentionality (bioterrorism), and many others. Public
health measures to contain such outbreaks are especially important for diseases with high
morbidity or mortality and limited medical prophylaxis and/or treatment.
Purpose and Intended Use for This Plan
As a local government employee, your daily roles and responsibilities directly impact the lives
of the people who live, work, and visit our service area. As a Disaster Service Worker, during a
declared emergency or disaster, you may need to change your normal scope of duties or
routines to fulfill an unexpected need. However, you will never be asked to perform duties for
which you have not received adequate training.
The purpose of the Infectious Disease Emergency Response (IDER) Plan is to contain an
outbreak of disease caused by an infectious agent or biological toxin or respond to other
infectious disease emergencies as defined above. This risk minimization and outbreak
response plan has been developed by the Yorba Linda Water District (District) to best protect
its employees against the risk (current and future) posed by infectious diseases. The specific
objectives of this plan are to: (1) identify precautionary measures that District employees can
implement to best protect themselves and each other against contracting and spreading of
infectious diseases; and (2) to maintain critical operations of the District if infectious diseases
becomes established in the District service area.
Following the introduction, this plan has three major sections.
Section II: Precautionary Measures to Reduce the Spread of Illness in the Workplace
identifies precautionary measures that both the District and its employees can
implement now to minimize the risk of workplace exposure to infectious diseases.
Section III: Tiered Plan for Maintaining District Operations provides a tiered risk-level
approach to modifying District operations while minimizing employee risk of workplace
exposure to infectious diseases and spread to others within and outside the office, and
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 2
to maintain critical District operations should an outbreak of infectious disease occur in
the District service area.
Section IV: References provides the websites from which much of the information
herein was obtained. District employees and management can use these sites to get
more information as well as U.S. Centers for Disease Control and Prevention (CDC)
and U.N. World Health Organization (WHO) updates.
The General Manager reserves the right to modify any element of this Plan at any time based
on their discretion, changed circumstances, and/or direction or requests made by health
authorities or other agencies.
Section II. Precautionary Measures to Reduce the Spread of Infectious
Diseases in the Workplace
The following is a list of actions recommended by the CDC and other health authorities that
District employees should consider implementing presently to reduce their risk of contracting
infectious diseases and to reduce its spread should they, or others they interact with, contract
a communicable disease.
Precautionary Actions for Immediate Implementation by District Employees
The recommended precautionary actions listed below are similar to, or the same as, measures
we are all familiar with to minimize our annual risk of contracting influenza (i.e., the flu). Other
precautionary measures have been added that are specific to infectious diseases, as
recommended by the CDC and other health authorities.
Employees who have symptoms of acute illness (i.e., fever and cough, and possibly
trouble breathing) need to call their supervisor and stay home and not come back to
work until they are free of fever (100.4° F or greater using an oral thermometer), signs
of fever, or other respiratory illness symptoms for at least 24 hours, without the use of
fever-reducing or other symptom-altering medicines.
If you have a family member that becomes ill with acute illness symptoms, call your
supervisor, who may request that you stay home for an appropriate period of time prior
to returning to the workplace. Keep your supervisor apprised of your/family member’s
recovery.
If you come down with a cough, fever, shortness of breath or other acute illness
symptoms while at work, separate yourself from your co-workers, call your supervisor,
and immediately go home.
All employees should practice the following etiquette and related practices to minimize
their risk of contracting and spreading infectious diseases.
- Avoid close contact with people who are sick. Maintain 6 feet or greater distance
between yourself and anyone who is coughing or sneezing.
- Cover your nose and mouth when you cough or sneeze with a tissue and then
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 3
throw the tissue away or do so into your elbow or shoulder if no tissue is
available.
- Wash your hands frequently with soap and water for at least 20 seconds.
- If soap and water is not available, use hand sanitizer with at least 60% alcohol.
- Avoid touching your eyes, nose, and mouth with unwashed hands.
- Put away any community candy jars.
- Routinely clean all frequently touched surfaces in your workspace, such as
workstations, mouse, desktop phones, cell phones, countertops, and doorknobs.
- Use disinfecting wipes to wipe-down common-surface places, where appropriate.
- Use cleaning products that contain >60% alcohol, 0.5% hydrogen peroxide, 0.1%
sodium hypochlorite (bleach), or other active ingredients known to kill viruses.
Check the “CDC’s Traveler’s Health Notices” (https://wwwnc.cdc.gov/travel) for the
latest guidance and recommendations before you travel to other countries. Avoid travel
to level 3 and 4 countries until the CDC has indicated that it is safe to do so.
Do not travel by airplane, bus, cruise ship, or other means with large numbers of people
if you are experiencing symptoms of acute illness.
Precautionary Actions for Immediate Implementation by District Management
Stay aware of the latest information on the infectious diseases outbreak, available on
the WHO and CDC websites.
Provide tissues and no-touch disposal receptacles for use by all employees.
Provide alcohol-based hand sanitizers that contain at least 60% alcohol at various
locations in the workplace.
Provide disposable wipes for employee use for wiping down frequently touched
surfaces within the workplace.
Section III. Tiered Plan for Maintaining District Operations
This section identifies how District operations, including individual employee roles, may need
to change if an infectious disease becomes an epidemic surrounding the District service area.
The co-equal objectives for this portion of the plan are to: 1) best protect employees against
the spread of infectious diseases, and 2) maintain critical District water supply and sewer
collections operations for the community. The plan for maintaining District operations is tiered
based on the infectious disease risk level surrounding the District service area, as discussed in
greater detail below.
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 4
Risk Level 1: Continued Increases in the Number of Confirmed Cases of
Infectious Disease in the United States and California, and no
Confirmed Cases in Orange County and Surrounding Counties.
Trigger Points: Risk Level 1 shall be declared by the General Manager when confirmed
cases of an infectious disease are announced in the United States and in the
state of California.
Under Risk Level 1, the risk to employees of contracting an infectious disease is low, and thus
the District shall conduct normal business operations, with the addition of implementing the
precautionary measures identified in Section II of this Plan.
Risk Level 2: Continued Increases in the Number of Confirmed Cases of an
Infectious Disease in the United States, California, and few
Confirmed Cases in Orange County and/or Surrounding Counties.
Trigger Points: Risk Level 2 shall be declared by the General Manager when confirmed
cases of an infectious disease is announced in Orange County and/or
surrounding counties.
Under Risk Level 2, the risk to employees of contracting an infectious disease remains
relatively low, but the risk level is increasing due to increasing numbers of confirmed cases in
the country, state, county, and surrounding counties.
In addition to the actions being implemented under Risk level 1, including the precautionary
measures identified in Section II of this Plan, actions to be implemented at Risk Level 2
include, but may not be limited to, the following.
Have cleaning service disinfect identified surfaces and bathrooms more frequently.
- Supplement through employee efforts to sanitize identified administrative office
surfaces on days that the cleaning service does not do so.
Those collecting money at the front counter from the public are to wear rubber medical
gloves and are not to touch common-place door handles/knobs, coffee pots, or other
commonly touched surfaces within the office with gloved hands.
- Remove and dispose of gloves and wash hands prior to eating or touching
common-surface places within the office.
Limit routine in-person meetings in favor of conference calls.
Ensure all supplies for treating water are fully stocked.
Temporary flexible workplace and leave policies, and other relevant aspects of this
Plan, shall be communicated to all District employees.
If an employee does not exhibit infectious disease symptoms at the beginning of their
work shift but begins to exhibit symptoms (e.g., headache and/or upset stomach) at
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 5
work, the employee’s supervisor will direct the employee to go home and then call
Human Resources.
The District will follow state and federal regulations in regards to paid leave while
employees are absent from work due to infectious disease.
Employees who misuse or abuse the provisions of paid leave will be subject to
disciplinary action, up to and including termination of employment.
The General Manager will coordinate with local agencies including water agencies to
discuss procedures and mutual aid.
At Risk Level 2, District management will start to hold meetings on Risk Level 3 and 4
scenarios, and through these meeting discussions will determine whether the District is ready
to implement the necessary modified operations for those higher risk levels. These scenario
exercises are intended to identify short-comings in the District’s preparedness and to focus
near-term efforts on remedying the “holes” in the response planning as quickly as possible. If
not already in place, authorities, triggers, and procedures for activating and terminating key
elements of this Plan will be put in place.
Risk Level 3: Continued Increases in the Number of Confirmed Cases of an
Infectious Disease in the United States, California, and Numerous
Cases in Orange County and/or Surrounding Counties.
Trigger Points: Risk Level 3 will be declared by the General Manager if an infectious
disease reaches or approaches epidemic levels in the United States and
numerous confirmed cases of an infectious disease are announced for
Orange County and/or surrounding counties.
At Risk Level 3, an infectious disease may be declared an epidemic by the CDC and local
health authorities in the United States and California and numerous cases have been
confirmed in people living in Orange County and surrounding counties. As such, the risk of
contracting an infectious disease for District employees is no longer low. At the direction of the
General Manager, the District will now further modify operations to minimize all contact of
employees with the general public and will focus on maintaining essential duties necessary to
maintain water and sewer service to the public, with the minimal number of employees.
Operational scenarios will now focus on how best to maintain essential services with reduced
staff, should one or more District employees contract an infectious disease. Additional
operational modifications to be implemented at Risk Level 3 shall include, but not necessarily
be limited to, the following:
Cease collecting payments at the front office from the general public if possible and,
instead, recommend all customers to mail in payments and conduct business by phone.
- Notify the public by website, media, answering service, and arrow board.
- Close-down the administrative office to the general public.
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 6
- Suspend disconnections of water service due to non-payment and late/shut off
charges.
- Notify other local agencies and vendors of the District’s office closure to the
public.
Board meetings shall be postponed or conducted by teleconference (if possible) rather
than by in-person meetings.
Implement practices developed, including staggered shifts, less interaction with
homeowners, methods of leaving door notices, etc. to increase physical distance
among employees and between employees and the public, as further directed in
Attachment A.
- Separate departments and minimize in-person interactions between District
administrative, operations, and distribution employees to the maximum extent
possible.
- Within departments, minimize face-to-face interactions of key personnel and limit
one employee per vehicle if possible (no carpool).
- Coordinate by email, phone, and text messages whenever possible and
effective.
At the direction of the General Manager, certain employees may be directed to perform
their duties from home or during a particular shift.
The District will follow state and federal regulations in regards to paid leave while
employees are absent from work due to infections disease.
Employees who misuse or abuse the provisions of paid leave will be subject to
disciplinary action, up to and including termination of employment.
Risk Level 4: Initial Confirmed Case(s) of an Infectious Disease Among District
Employees.
Trigger Point: Risk Level 4 will be declared by the General Manager if one or more District
employees, or an immediate family member of an employee, test positive for
an infectious disease.
Because of the small size of the District, and the close proximity of our working and common
areas, one or more District employees (or their immediate family members) being confirmed to
have contracted an infectious disease is a situation that poses a relatively high risk to other
District employees of transmitting the disease.
In addition to the actions and operational procedures already being implemented, additional
operational modifications/actions to be implemented at Risk Level 4 shall include, but not
necessarily be limited to, the following:
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 7
All employees will remain home until directed otherwise by the General Manager.
- Each employee will be compensated by the District with emergency leave up to
15 working days without having to use personal time off or vacation time until the
employee is cleared to return to work by a health official or the General Manager.
The terms of emergency leave will be determined by the General Manager.
- Employees not exhibiting symptoms of an infectious disease will be on standby
for work activities, at the direction of the General Manager or their direct
supervisor. All normal provisions for standby will remain in effect. Administrative
and Field Services employees will be placed on emergency standby status and
will be required to respond and be at work within one (1) hour if called upon.
Maintenance standby personnel will continue to monitor all after- hours calls
through the District’s assigned cell phone.
- Any employees reporting to work shall wear a face mask and gloves when
interacting with other parties.
Employee(s) that have contracted an infectious disease (or employees who have family
members that have a confirmed infectious disease) will not be allowed to return to work
until they can provide a doctor’s note clearing them of infection.
If an employee has been confirmed to have an infectious disease, the General Manager
will inform other employees, using the phone tree, of their possible exposure to an
infectious disease, but will maintain confidentiality of the infected employee. All District
employees will be instructed to stay home.
Board meetings shall continue to be postponed or conducted by teleconference (if
possible) rather than by in-person meetings.
Implement any potential remaining actions identified to minimize in-person contact
among employees and between employees and the public.
Implement all identified minimum essential functions necessary to maintain only
essential District services, with essential personnel, as further defined in
Attachment B.
Nonessential capital project work is temporarily suspended. Other actions may be
implemented at the direction of the General Manager, the CDC, or local health
authorities.
Section IV. References
Websites that contributed information to this plan are listed below. They also serve as
reference sites for employees to obtain further information about infectious diseases.
https://www.mayoclinic.org/diseases-conditions/infectious-diseases/symptoms-
causes/syc-20351173
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 8
https://www.osha.gov/SLTC/healthcarefacilities/infectious_diseases.html
https://www.mayoclinic.org/diseases-conditions/infectious-diseases/in-depth/germs/art-
20045289
https://www.osha.gov/Publications/protect-yourself-pandemic.html
https://www.cdc.gov/guarantine/travel-restrictions.html
APPROVED:
March 24, 2020
Marc Marcantonio, General Manager Date
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 9
Attachment A
Action Plan for Risk Level 3
Engineering, Operations, and Maintenance:
Operations personnel will isolate themselves into the following groups. There shall be no
person-to-person interactions between these two groups.
Group 1: Operations Staff
The standby Water System Operator will conduct regular treatment responsibilities,
including well checks, plant inspections, basic maintenance, and State-required water
quality sampling. Customers who have water quality complaints or pressure problems
will be responded to with telephone calls in a concerted effort to resolve the
problems. Field Services will respond in person to service calls only for the most
serious situations such as no water service. Meter reading will continue to the extent
that employees can maintain safe distances from the general public.
Group 2: Engineering and Maintenance Staff
The Engineering and Maintenance staff will generally remain in their respective
areas. Maintenance staff will respond in person to service calls only for the most
serious situations such as water line breaks. Basic water distribution maintenance
activities will continue to the extent that employees can maintain safe distances from
the general public. Capital improvement project work will continue with the
understanding that employees need to maintain safe distances from the general
public.
Finance and Administrative Services:
Administrative personnel will continue to conduct business as normal, except that the
Administration Building will be closed to the public. All interaction with the public will be by
telephone or email.
Administrative personnel will isolate themselves from Operations personnel and all contact
will be conducted through telephone or email.
District Vendors or Other Consultants:
The District’s information technology consultants will only come on site to provide business
continuity information technology support. Only essential service providers will be permitted
to conduct onsite business with District employees.
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
YLWD Infectious Disease Emergency Response (IDER) Plan Page 10
Attachment B
Action Plan for Risk Level 4
Engineering, Operations, and Maintenance:
Non-essential Engineering, Operations, and Maintenance activities will be suspended for
the duration of the quarantine period. The length of the quarantine period will be determined
by the General Manager based on the circumstances at the time (including prevalence of
infectious diseases in the community) and input from health authorities. During this time:
One Water System Operator will conduct well checks, plant inspections, and State-
required water sampling during normal business hours. If the Operations Department
does not have an Operator available, then a Utility Service Worker will take over
these responsibilities.
Two Utility Service Workers will conduct patrols throughout the service area during
normal business hours.
All Operations and Maintenance staff not exhibiting symptoms of an infectious
disease will be on standby.
After the quarantine period, as declared by the General Manager, Operations staff cleared
to return to work will resume duties commensurate to the declared Risk Level.
Finance and Administrative Services:
Non-essential Finance and Administrative Services activities will be suspended for the
duration of the quarantine period.
During this time, Finance and Administrative Services staff will only perform essential duties
as necessary and determined by the General Manager through remote access from home.
After the quarantine period, Finance and Administrative Services staff cleared to return to
work will resume duties commensurate to the declared Risk Level.
District Vendors or Other Consultants:
The District’s information technology consultants will work remotely and only respond in
person to information technology emergencies if necessary. Only critical service providers
will be permitted to conduct onsite business with District employees.
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Marc Marcantonio
MEETING Date: March 24, 2020
From:Mark Abramowitz
To:YLWD Board Secretary
Cc:Marc Marcantonio; Phil Hawkins; Andy Hall; Brooke Jones; Al Nederhood; J. Wayne Miller
Subject:Agenda item 9.1
Date:Tuesday, March 24, 2020 1:14:51 PM
Comments to Yorba Linda Water District
Agenda item 9.1
Dear Directors,
At tonight’s meeting of the Board of Directors, you are being asked to ratify the General
Manager’s proclamation regarding a local emergency relating to the COVID-19 virus.
As you know, I have been critical of the agency’s lack of response to the emergency. I believe that
it is clear that the agency violated proclamations and orders by the State and by the County when
turning off water supplies to those directed to shelter in place for projects that were NOT
emergency in nature.
(I request the my emails regarding this issue that were cc:ed to the General Manager and to the
Board of Directors be placed into the record for this agenda item, and incorporated.)
And despite the local, state and federal directives referenced in the YLWD proclamation to advise
the Agency to act differently due to public health concerns, the YLWD has continued with non-
emergency projects and further failed to comply with even the most basic directives for safe
separation of workers. See attached photo.
(The photo was taken during my only trip outside my home, and for medical tests. The
circumstances, while waiting to proceed, prevented a better photo, but should clearly show
workers not complying with virus safety practices.)
I request that the Board of Directors ratify the proclamation as requested by the general manager,
but with the following additions, or directions to the General Manager:
“Pursuant to the direction of the State and the County, susceptible populations were directed to
shelter in place, and as a health and safety matter, utilities further directed not to shut off water
due to non-payment.
“The General Manager is hereby directed not to shut off water that supplies those who have been
directed to shelter in place for any reason outside of an emergency.”
“The General Manager is further directed to comply with any orders, directives or proclamations
by the state requesting action or non-action to prevent spread of the COVID-19 virus.”
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Mark Abramowitz
MEETING DATE: March 24, 2020
I would like the Board to note that the health imperative of this has little to do with availability of
drinking water, an issue which can be easily addressed. The issue centers around the ability to
have access to sanitary facilities that require running water.
I would urge the Board to review the proclamations and directions from the state, and determine
whether or not the orders of the Governor directed temporary cessation of any non-emergency
projects of the YLWD in order to protect public health and the spread of the COVID-19 virus. In
this area, I believe that your staff is tone deaf to the needs and reasons of the emergency, and ask
that you show the leadership and common sense that has been missing so far.
- Mark Abramowitz
ITEM NO. 9.1.
MATERIALS SUBMITTED BY: Mark Abramowitz
MEETING DATE: March 24, 2020
Integrated Resource Management, Inc.
405 North Indian Hill Boulevard (909) 621-1266
Claremont, CA 91711-4600 (909) 621-1196 Fax
March 24, 2020
Board of Directors
Yorba Linda Municipal Water District
1717 East Miraloma Avenue
Placentia, California 92870
RE: Procurement of Ion Exchange Vessels, Resin and Temporary Treatment Installation
Contract No. J2020-05-01
Honorable President Hawkins & Members of the Board of Directors:
I am writing you today as opposed to appearing in person at the Board Meeting, as I would have preferred,
to discuss my concerns with the recent Procurement of Ion Exchange Vessels, Resin and Temporary
Treatment Installation bids announced by Yorba Linda Municipal Water District (YLWD) early last week.
Based upon my focused lifelong career, specific to the science of Drinking Water Treatment Technologies, I
am very concerned that accurate information and proper reporting of the true and equitable cost of all
technologies deployed is abundantly clear. It has come to my attention that during the bid evaluation
process, YLWD did not follow their own guidelines by evaluating the bids based upon the requested
performance guarantee. The reason given to me by your engineers was that they did not believe the
performance guarantee provided by the lowest responsible bidder. The bidder with the highest
performance guarantee is a company with a 75+ year stellar reputation and solid financial capacity to meet
this guarantee should there be any shortfall. I am deeply concerned about the questioning of veracity of
any responsible bidder, especial in a case where the YLWD pilot study was performed by one of the
ultimate bidders, ECT2, while their methods and scientific integrity have been called into question.
My standing to question this specific bid is multifaceted. I am a Water Treatment professional frequently
called upon to testify about the economic feasibility and consumer affordability of Drinking Water
Treatment Technologies by many state Safe Drinking Water Act regulatory agencies (EPAs-DOHs), state
legislatures, Public Utilities Commissions, the courts and the United States Congress. I was the State of
Michigan’s court approved witness in the Flint Water Trials. I currently serve on the Board of Directors of
several water related NGOs and consult routinely with the Centers for Disease Control and Prevention,
Clean Water Action, Natural Resources Defense Council, American Society of Heating, Refrigerating and Air-
Conditioning Engineers and the Association of Water Technologies to name a few. I current serve alongside
Board Member Miller at the Association of California Water Agencies (ACWA) Water Quality Committee
where I have been an active member for over 30 years. I have served as a Public Works Director, Utility
Manager and Board Member… beginning my career as a Water Meter Reader in 1979.
I have been working with agencies across the country on PFAS Water Treatment Technologies since before
Hoosick Falls, New York in the summer of 2014. In 1994, I was Chairman of the Water Quality Committee as
a Board Member at the Main San Gabriel Basin Watermaster, Baldwin Park Operable Unit (BPOU), we were
hours away from executing an agreement with the responsible parties under the terms of their consent
order when we were confronted with the discovery of Perchlorate groundwater contamination, followed
the next year by N-Nitrosodimethylamine; compounding contaminants of emerging concern. All of this well
before the issues surrounding Hexavalent Chromium which grabbed the nation’s attention in late 2000.
ITEM NO. 10.1.
MATERIALS SUBMITTED BY: Bob Bowcock
MEETING DATE: March 24, 2020
3/24/20
Page 2
Working so closely in this field one comes to appreciate just how small a community of colleagues it really
is. I am familiar with all the bidders participating in this bid. I understand and have great respect for the
resources, investment, time and expense technology providers undertake to participate in these supply
contract opportunities. Likewise, I am equally concerned with the economic feasibility and consumer
affordability of these technologies. California law specifically requires a detailed analysis of economic
feasibility and consumer affordability, and the last thing we need is bad or inaccurate information on the
streets. ACWA has established a specific special committee to address these issues with the State of
California, for which I serve on as well.
YLWD’s bid documents specifically call for a Bed Volume performance guarantee to be used for the
purposes of evaluation of the bid. This was done specifically to evaluate the total cost of the life cycle of the
proposal. I, as I always do with all Drinking Water Treatment Technology bids, conducted my own analysis
focused on economic feasibility and consumer affordability. I didn’t have to get my calculator out to see
the overwhelming disparity among the bids, over $6,000,000.00 just within the initial bid period… if you run
the numbers out for five years of operation, the difference is a staggering $14,000,000.00. The apparent
awardee’s bid does not compare on the issues of economic feasibility and consumer affordability; if the bid
were analyzed using the published YLWD bid requirements it would take a distance third place.
Insomuch as our Drinking Water Industry is small, I want to share with you some past experiences with the
Johnny-come-lately technology providers I have encountered. As I mentioned earlier, I chaired the activities
surrounding cleanup of the BPOU in the Main San Gabriel Basin, USEPA’s largest Superfund Site used for
Drinking Water, where we were swarmed with technology by scores of providers at that time. Many were
spinoffs from local consulting engineering firms, some were staffed with, let’s just call them “friends and
family”. We’ve been pushed around by women, minority and veteran owned Drinking Water Treatment
Technology businesses many times, only to see them ultimately bankrupt, leaving Community Water
Systems holding the bag.
There are a lot of rumors buzzing about over the YLWD bid. I don’t want to get into that. My counsel is
direct, follow the language and intent of your bid package and do the right thing. Our Drinking Water
Industry is entitled to a fair, transparent process which yields your consumer affordable drinking water
while demonstrating to our regulators and legislatures their economic feasibility.
Respectfully,
Robert W. Bowcock
Integrated Resource Management, Inc.
ITEM NO. 10.1.
MATERIALS SUBMITTED BY: Bob Bowcock
MEETING DATE: March 24, 2020