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PROCUREMENT AGREEMENT
Agreement Number P-22-414
September 21, 2022
Raftelis Financial Consultants, Inc.
227 West Trade Street, Suite 1400
Charlotte, NC 28202
The County of Fresno (County) hereby contracts with Raftelis Financial Consultants, Inc. (Contractor)to
complete a water rate study and water infrastructure needs assessment for WWD 41 W and the
corresponding CSA 31 zones in accordance with the text of this agreement, and the Attachment"A".
TERM: This Agreement shall become effective September 28, 2022 and shall remain in effect through
September 27, 2024.
MINIMUM ORDERS: Unless stated otherwise there shall be no minimum order quantity. The County
reserves the right to increase or decrease orders or quantities.
CONTRACTOR'S SERVICES: Contractor shall perform the services as described in Attachment"A"
attached, at the rates set forth in Attachment"A".
ORDERS: Orders will be placed on an as-needed basis by County of Fresno, Public Works and Planning—
Special Districts under this contract.
PRICES: Prices shall be firm for the contract period.
MAXIMUM: In no event shall services performed and/or fees paid under this Agreement be in excess of
Seventy-Seven Thousand Four Hundred Thirty Dollars ($77,430.00).
ADDITIONAL ITEMS: The County reserves the right to negotiate additional items to this Agreement as
deemed necessary. Such additions shall be made in writing and signed by both parties.
DELIVERY: The F.O.B. Point shall be the destination within the County of Fresno. All orders shall be
delivered complete as specified. All orders placed before Agreement expiration shall be honored under the
terms and conditions of this Agreement.
DEFAULT: In case of default by Contractor, the County may procure the articles/services from another
source and may recover the loss occasioned thereby from any unpaid balance due the Contractor or by any
other legal means available to the County. The prices paid by County shall be considered the prevailing
market price at the time such purchase is made. Inspection of deliveries or offers for delivery, which do not
meet specifications, will be at the expense of Contractor.
INVOICING: An itemized invoice shall be sent to County of Fresno, Public Works and Planning—
Special Districts, Jennifer Cavalla Agreement number must appear on
all shipping documents and invoices. Invoice terms shall be Net 45 Days.
333 W. Pontiac Way,Clovis,CA 93612/(559)600-7110
*The County of Fresno is an Equal Employment Opportunity Employer
PROCUREMENT AGREEMENT NUMBER: P-22-414 Page 2
Raftelis Financial Consultants, Inc.
September 21, 2022
INVOICE TERMS: Net forty-five (45) days from the receipt of invoice.
TERMINATION: The County reserves the right to terminate this Agreement upon thirty (30)days written
notice to the Contractor. In the event of such termination, the Contractor shall be paid for satisfactory
services or supplies provided to the date of termination.
LAWS AND REGULATIONS: The Contractor shall comply with all laws, rules and regulations whether they
be Federal, State or municipal, which may be applicable to Contractor's business, equipment and personnel
engaged in service covered by this Agreement.
AUDITS AND RETENTION: Terms and conditions set forth in the agreement associated with the purchased
goods are incorporated herein by reference. In addition, the Contractor shall maintain in good and legible
condition all books, documents, papers, data files and other records related to its performance under this
contract. Such records shall be complete and available to Fresno County, the State of California, the federal
government or their duly authorized representatives for the purpose of audit, examination, or copying during
the term of the contract and for a period of at least three years following the County's final payment under the
contract or until conclusion of any pending matter(e.g., litigation or audit), whichever is later. Such records
must be retained in the manner described above until all pending matters are closed.
LIABILITY: The Contractor agrees to:
Indemnify, save and hold harmless, and at County's request defend the County, its officers, agents and
employees from claims for damage or other liability, including costs, expenses (including attorney's fees and
costs), causes of action, claims or judgments resulting out of or connected with Contractor's performance or
failure to perform by Contractor, to the extent caused by the negligence, gross negligence or willful
misconduct by Contractor, its agents, officers or employees under this Agreement.
INSURANCE: Without limiting the COUNTY's right to obtain indemnification from CONTRACTOR or any
third parties, CONTRACTOR, at its sole expense, shall maintain in full force and effect, the following
insurance policies or a program of self-insurance, including but not limited to, an insurance pooling
arrangement or Joint Powers Agreement(JPA)throughout the term of the Agreement:
A. Commercial General Liability: Commercial General Liability Insurance with limits of not less than Two
Million Dollars ($2,000,000.00) per occurrence and an annual aggregate of Four Million Dollars
($4,000,000.00). This policy shall be issued on a per occurrence basis. County may require specific
coverage including completed operations, product liability, contractual liability, Explosion-Col lapse-
Underground, fire legal liability or any other liability insurance deemed necessary because of the nature
of the contract.
B. Automobile Liability: Comprehensive Automobile Liability Insurance with limits of not less than One
Million Dollars ($1,000,000.00) per accident for bodily injury and for property damages. Coverage should
include any auto used in connection with this Agreement.
C. Professional Liability: If Contractor employs licensed professional staff, (e.g., Ph.D., R.N., L.C.S.W.,
M.F.C.C.) in providing services, Professional Liability Insurance with limits of not less than One Million
Dollars ($1,000,000.00) per occurrence, Three Million Dollars ($3,000,000.00)annual aggregate.
D. Worker's Compensation: A policy of Worker's Compensation insurance as may be required by the
California Labor Code.
Additional Requirements Relatinq to Insurance:
Contractor shall obtain endorsements to the Commercial General Liability insurance naming the County of
Fresno, its officers, agents, and employees, individually and collectively, as additional insured, but only
insofar as the operations under this Agreement are concerned. Such coverage for additional insured shall
apply as primary insurance and any other insurance, or self-insurance, maintained by County, its officers,
agents and employees shall be excess only and not contributing with insurance provided under Contractor's
policies herein. This insurance shall not be cancelled or changed without a minimum of thirty (30) days
advance written notice given to County.
P-22-414 Agreement Raftelis Financial Consultants,Inc..docx
PROCUREMENT AGREEMENT NUMBER: P-22-414 Page 3
Raftelis Financial Consultants, Inc.
September 21, 2022
Contractor hereby waives its right to recover from County, its officers, agents, and employees any amounts
paid by the policy of worker's compensation insurance required by this Agreement. Contractor is solely
responsible to obtain any endorsement to such policy that may be necessary to accomplish such waiver of
subrogation, but Contractor's waiver of subrogation under this paragraph is effective whether or not
Contractor obtains such an endorsement.
Within Thirty(30)days from the date Contractor signs and executes this Agreement, Contractor shall provide
certificates of insurance and endorsement as stated above for all of the foregoing policies, as required
herein, to the County of Fresno, Public Works and Planning—Special Districts, Jennifer Cavalla -
jcavalla@fresnocountyca.gov, stating that such insurance coverage have been obtained and are in full
force; that the County of Fresno, its officers, agents and employees will not be responsible for any premiums
on the policies; that such Commercial General Liability insurance names the County of Fresno, its officers,
agents and employees, individually and collectively, as additional insured, but only insofar as the operations
under this Agreement are concerned; that such coverage for additional insured shall apply as primary
insurance and any other insurance, or self-insurance, maintained by County, its officers, agents and
employees, shall be excess only and not contributing with insurance provided under Contractor's policies
herein; and that this insurance shall not be cancelled or changed without a minimum of thirty (30) days
advance, written notice given to County. Certificates of Insurance are to include the contract number at
the top of the first page.
In the event Contractor fails to keep in effect at all times insurance coverage as herein provided, the County
may, in addition to other remedies it may have, suspend or terminate this Agreement upon the occurrence of
such event.
All policies shall be with admitted insurers licensed to do business in the State of California. Insurance
purchased shall be purchased from companies possessing a current A.M. Best, Inc. rating of A FSC VII or
better.
COMING ON COUNTY PROPERTY TO DO WORK: Contractor agrees to provide maintain and furnish
proof of Comprehensive General Liability Insurance with limits of not less than $500,000 per occurrence.
INDEPENDENT CONTRACTOR: In performance of the work, duties and obligations assumed by Contractor
under this Agreement, it is mutually understood and agreed that Contractor, including any and all of
Contractor's officers, agents, and employees will at all times be acting and performing as an independent
contractor, and shall act in an independent capacity and not as an officer, agent, servant, employee,joint
venturer, partner, or associate of the County. Furthermore, County shall have no right to control or supervise
or direct the manner or method by which Contractor shall perform its work and function. However, County
shall retain the right to administer this Agreement so as to verify that Contractor is performing its obligations
in accordance with the terms and conditions thereof. Contractor and County shall comply with all applicable
provisions of law and the rules and regulations, if any, of governmental authorities having jurisdiction over
matters the subject thereof.
Because of its status as an independent contractor, Contractor shall have absolutely no right to employment
rights and benefits available to County employees. Contractor shall be solely liable and responsible for
providing to, or on behalf of, its employees all legally-required employee benefits. In addition, Contractor
shall be solely responsible and save County harmless from all matters relating to payment of Contractor's
employees, including compliance with Social Security, withholding, and all other regulations governing such
matters. It is acknowledged that during the term of this Agreement, Contractor may be providing services to
others unrelated to the County or to this Agreement.
NON-ASSIGNMENT: Neither party shall assign, transfer or sub-contract this Agreement nor their rights or
duties under this Agreement without the written consent of the other party.
AMENDMENTS: This Agreement constitutes the entire Agreement between the Contractor and the County
with respect to the subject matter hereof and supersedes all previous negotiations, proposals, commitments,
writings, advertisements, publications, Request for Proposals, Bids and understandings of any nature
whatsoever unless expressly included in this Agreement. This Agreement supersedes any and all terms set
P-22-414 Agreement Raftelis Financial Consultants,Inc..docx
PROCUREMENT AGREEMENT NUMBER: P-22-414 Page 4
Raftelis Financial Consultants, Inc.
September 21, 2022
forth in Contractor's invoice. This Agreement may be amended only by written addendum signed by both
parties.
INCONSISTENCIES: In the event of any inconsistency in interpreting the documents which constitute this
Agreement, the inconsistency shall be resolved by giving precedence in the following order of priority: (1)the
text of this Agreement (excluding Attachment"A"); and (2)Attachment"A".
GOVERNING LAWS: This Agreement shall be construed, interpreted and enforced under the laws of the
State of California. Venue for any action shall only be in County of Fresno.
ELECTRONIC SIGNATURES: The parties agree that this Agreement may be executed by electronic
signature as provided in this section.
A. An "electronic signature" means any symbol or process intended by an individual signing this Agreement
to represent their signature, including but not limited to (1) a digital signature; (2)a faxed version of an
original handwritten signature; or(3)an electronically scanned and transmitted (for example by PDF
document) of a handwritten signature.
B. Each electronic signature affixed or attached to this Agreement(1) is deemed equivalent to a valid
original handwritten signature of the person signing this Agreement for all purposes, including but not
limited to evidentiary proof in any administrative or judicial proceeding, and (2) has the same force and
effect as the valid original handwritten signature of that person.
C. The provisions of this section satisfy the requirements of Civil Code section 1633.5, subdivision (b), in
the Uniform Electronic Transaction Act (Civil Code, Division 3, Part 2, Title 2.5, beginning with section
1633.1).
D. Each party using a digital signature represents that it has undertaken and satisfied the requirements of
Government Code section 16.5, subdivision (a), paragraphs (1)through (5), and agrees that each other
party may rely upon that representation.
This Agreement is not conditioned upon the parties conducting the transactions under it by electronic means
and either party may sign this Agreement with an original handwritten signature.
Please acknowledge your acceptance by returning all pages of this Agreement to my office via email.
Please refer any inquiries in this matter to Crystal Nino, Purchasing Technician, at 559-600-7113 or
cnino@fresnocountyca.gov.
FOR THE COUNTY OF FRESNO
Gary Co I"Cl u e I I e Digitally signed by Gary Cornuelle
Date:2022.09.26 15:26:59-07'00'
Gary E. Cornuelle
Purchasing Manager
333 W. Pontiac Way
Clovis, CA 93612
GEC:cn
P-22-414 Agreement Raftelis Financial Consultants,Inc..docx
PROCUREMENT AGREEMENT NUMBER: P-22-414 Page 5
Raftelis Financial Consultants, Inc.
September 21, 2022
CONTRACTOR TO COMPLETE:
Company: Raftelis Financial Consultants, Inc.
Type of Entity:
❑ Individual [] Limited Liability Company
❑ Sole Proprietorship ❑ Limited Liability Partnership
N Corporation ❑ General Partnership
227 West Trade Street, Suite 1400 Charlotte NC 28202
Address City State Zip
704-373-1199 828-484-2442
TELEPHONE NUMBER FAX NUMBER E-MAIL ADDRESS
Print Name & Peiifer Brandt, President and CEO Jessica Jasso, Corporate Secretary
Title: Print Name &Title:
Signature: (I —f� Signature:
ACCOUNTING USE ONLY
ORG No.: 9361
Account No.: 7295
Requisition No.: 9362300003
(08/2022)
P-22-414 Agreement Raftelis Financial Consultants,Inc-docx
P-22-414 Attachment "A"
September 14, 2022 R R A F T E L I $
Ms. Jennifer Cavalla
Sr. Staff Analyst
Department of Public Works and Planning
2220 Tulare St, 61'Floor
Fresno, CA 93721
Subject:Proposal for Water Rate Study
Dear Ms. Cavalla,
We are excited to submit this proposal for a water rate study and water infrastructure needs assessment. We are over 130
consultants and have conducted thousands of rate studies across the U.S., including hundreds in California. A few past
clients in the Central Valley include City of Tracy, City of Shafter, and Placer County Water Agency. I am currently
working on at least a dozen water rate studies including Cities of Tracy,Manhattan Beach, Orange, Hollister, Otay
Water District, and East Orange County Water District to name a few.
I will serve as the Project Manager. I am a Senior Manager with Raftelis, and I am authorized to negotiate and bind the
firm in contracts up to$200,000. I have over 23 years of consulting experience, 13 of which involve financial planning
and rate setting for California cities and Districts. I am a registered environmental engineer in Arizona, am on the
California/Nevada(CA/NV)American Water Works Association(AWWA)Financial Management Committee, and I
am registered with SEC and MSRB as a Municipal Advisor. I will lead our staff of 11 to complete this engagement.
We are partnering with Zanjero whom you met during our web meeting. Zanjero will perform the water needs
infrastructure assessment under subcontract to Raftelis. We have included a brief firm description and resume for
Zanjero's task leader.
This letter proposal outlines the scope of work. We understand that all customers are charged the same rate regardless of
their locations. Therefore, we will prepare one financial model and one rate structure for all customers. Please let us
know if you would like to add or revise any scope items such as if you would like us to prepare the Proposition 218 Public
Hearing notice or attend the public hearing in person. Should you have any questions,please contact me at 213.262.9308
(office), 714.351.2013(mobile),or sgagnon@raftelis.com.
Sincerely,
4 t�1�-
i �"��°G9
Steve Gagnon, PE(AZ), Senior Manager
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
KAFTtLIS 1
Scope of Work
We assume that all meetings are virtual. Should you prefer that the Public Hearing be in-person, the Project
Manager can attend in-person for an additional fee covering time and expenses.
Task 1 : Project Initiation, Data Collection, Due Diligence, and Quality
Assurance/Quality Control
Prior to the kick-off meeting,we will prepare a detailed data request that identifies the information needed for both the
water rate study and the water system needs assessment. We propose to gather data, review it,prepare the financial plan
and then conduct the kick-off meeting. We will come prepared with our questions to get the most out of the meeting.A
kick-off meeting identifies the goals, concerns, and project schedule. The goals for the kick-off meeting include:
• Acquainting staff with our project team
• Establishing goals and objectives
• Finalizing the work plan and schedule
• Discussing the pricing objectives, including equity, affordability, and revenue stability, among others if applicable
• Discussing the data request and any additional data requirements
This task includes hours for project management including client correspondence,progress updates,timely billing, and
internal management of Raftelis staff.
Lastly, this task also includes time for quality assurance/quality control. To ensure robust quality control,the Project
Manager and a Sr. Consultant will review the model and results to ensure they are based on sound rate-making
principles.
PLANNED MEETINGS:
• One virtual kick-off meeting with staff
DELIVERABLES:
• Kick-off meeting agenda materials
• Meeting minutes
• Data request list
Task 2: Water System Needs Assessment (Performed by Zanjero)
Task 2A - Data Collection and Kick-off Meeting Attendance
Identify, obtain, review, and validate necessary information. Information to include monthly customer demand data,
monthly treatment plant data,monthly production from each well, current infrastructure maps and data, operational
and maintenance records, development expansion plans, and other pertinent information. Coordinate with County
personal as necessary.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftelis.com
P-22-414 Attachment "A"
RAFTELIS 2
Task 213 - Projections
Project annual and operational water demands and wastewater flows in five-year increments to 2050.
Task 2C —Water Infrastructure Needs Assessment
Conduct a one-day site visit with operations and maintenance staff to investigate existing conditions and projected
needs. Needs will be based on Fresno County staff s experience and understanding of existing conditions,
enhanced by information obtained from visit. Compare site condition information, staff information, and demand
projections to identify likely infrastructure improvement needs for the next 10 years. This task does not include
hydraulic modeling that could identify additional infrastructure needs from system bottlenecks, fire flow needs, or
other issues. This task also does not include condition assessment testing methods. The task relies on County staff
information and a site visit to identify infrastructure bottlenecks and condition assessment.
Task 2D —Waster System Needs Assessment Memorandum
Summarize the data analysis, demand projections, system assessment, and projected infrastructure needs in a draft
memorandum. The memorandum will also include planning-level cost estimates which are considered sufficient
for rate planning but will need further refinement for project implementation budgeting. Review draft
memorandum with Raftelis and County staff. Incorporate comments and edits into the final memorandum and
submit to Raftelis.
Task 3: Water Financial Plan
We will develop a financial plan for WWD 41 and CSA 31. The financial plans will assess the WWD and CSA's current
financial status and suggest revenue adjustments to ensure long-term fiscal sustainability. Raftelis will project expenses
and revenue requirements over a 10-year planning horizon. Projecting revenue adjustments over a 10-year planning
horizon illustrates future rate impacts and potential challenges to enterprise financial health so the County can plan
expenses, reserve balances, or capital project scheduling to smooth rate impacts.We will project revenue requirements
based on the current budget,the County's long-term capital expenses, and existing debt service(if applicable).
Raftelis develops a user-friendly, flexible model that staff can use for future financial planning such as inputting actual
expenses and assessing the impact on rates. Raftelis builds each client's model from the ground up, carefully tailored to
individual needs and preferences. Once completed,the model will serve as a comprehensive, yet flexible,planning tool
that will incorporate the operating budget, forecasted demand projections, capital financing plan, revenue requirements,
revenue projections, reserve balances, and customer impacts.
Our models contain a dashboard,which is a graphical interface that displays the model's results in an easily
understandable format. As shown on the following page,the dashboard contains several features, including the ability to
show or indicate:
• Revenue adjustments required for the study period to meet debt coverage and target reserve balance(s)
• Projected operating costs and revenue streams(shown in the Water Operating Financial Plan chart)
• Different capital funding sources(shown in the CIP and Funding Sources for Water Funds chart)
• Reserve balances and target levels according to county policies(shown in the Projected Ending Fund Balances)
with flagging features when projected balances fall below target levels
It shows the impacts of various assumptions so that decisions regarding revenue adjustments, capital financing through
pay-go or debt, and reserve balances can be made quickly and efficiently. Upon the completion of the financial plan
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 3
model, Raftelis will hold a web-based workshop with staff to review the model assumptions and finalize the financial
plans.
PLANNED MEETINGS:
• One web-based meeting with staff as needed to discuss the financial plan
DELIVERABLES:
• Draft financial plan model in Excel
Selections Options Revenue Adjustments 3.7% 5.o% 5.0% 5.0% 5.0% 0.0% 0.0%
Chat 3:Display Total Funds Adjustment Month April April April April April April April Raftelis will develop a
Display Years 5 Demand Reduction 0% D% 0% D% 0% D% °% customized financial
Pass-lhmugh? FALSE Add14 Demand Factor 100% 100% 100% 100% 100% 100% t00°p
Rate Revenue Calculated Potable Water Set,, 17,836 AF 17,652 AF 17,685 AF 17,718 AF 17,751 AF 17,784 AF 17,817 AF
Rscyled Water Sales 2,746 AF 2,963 AF 2,963 AF 2,963 AF 2,963 AF 2,963 AF 2,963 AF model that
Expand/oF Tra 16.and Proposed Debt Options_
REVENUE ADJUSTMENTS&DEBT COVERAGE OPERATING FINANCIAL PLAN incorporates a
assess Revewe Adp—(Leal • AIM(Right) dashboard to allow
Deb Caveraye IRgM) —Dell Cavaa$a Requirement(RqM) Tranafen Revenue to Reserves —Current Revenues
0(1% 3,W Mtl --Proposed Revenue you to easily run
3.00 f7a
_ --- ---- scenarios and see the
Via impacts in real time.
2.00 Sul
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Shown here is a
fW
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om ow s,a
FYE=0 FYE=1 FYE 2022 FYE 2023 FYE 2024 1E2020 FYE2021 FYE2022 FYE2023 FYE2024 another project.
CAPITAL PROJECTS FUNDING TOTAL FUNDS BALANCE
a Debt Forded eCs, yFeaa I-,Balance —— mess•rice
Mlime •Role Fulled OMer ——Maximum Balance • AlartB u—
$30 $211 M Millions
5120
$25 $22.8 M
$20 $tl0
$15 f6l.t M
f11.sM f11.aM $W f14.iM fIT.aNa„a f4.5M
E10 f9.3M
$40
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$a 3a 0- 0- S
FYE 2020 FYE 2021 FYE 2022 FYE 2023 FYE 2021 FYE 2020 FYE 2l2, 'YE 2022 FYE 2023 FYE 202I
Task 4: Water Cost-of-Service Analysis
The cost-of-service study provides rate defensibility in-light-of Proposition 218 and determines the total cost to serve each
customer class. We will discuss your current and future customer classes. We understand that all customers are single
family residential with one post-office. The County may want to plan for different types of future customers.
The cost-of-service analysis will follow industry standards provided in AWWA's Manual M1, Principles of Water Rates,Fees
and Charges, 7th Edition. Our cost-of-service methodology includes three steps:
• Step 1:Review Customer Class Usage Patterns and Determine Customer Classifications—Raftelis will review
historical water consumption to assess class water use patterns.Using this data,we will determine peaking
characteristics for each customer class and tier and discern whether new classes may be warranted.
• Step 2:Allocate Costs to Cost Components—Raftelis will functionalize costs into water service functions such
as supply,transmission and distribution, storage, and customer service.We will then allocate these functions to
cost components such as water supply,base demand, capacity(demand), customer service, and more. From here,
we will determine the unit cost for each cost component.
• Step 3:Distribute Costs to Customer Classes—Next,we will distribute costs to the customer classes using the
unit costs developed in Step 2. This results in the cost to serve each class,which is based on how each class uses
water.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 4
PLANNED MEETINGS:
• None
DELIVERABLES:
• Cost-of-Service analyses in Excel
Task 5: Water Rate Development and Customer Bill Impacts
We note that the current rates are by meter size and include an allotment of water(7,500 gallons per month).We will
discuss the current rate structure with staff and your attorney. In the past, other attorneys have been concerned about
charging for water that may not be used if the customer is away. This is contrary to the notion of charging for services
rendered. We will discuss alternative rate structures, if desired.We will review the bill impacts of different
fixed/volumetric rate structures with staff to select the appropriate structure.
PLANNED MEETINGS:
• One virtual meeting with City Staff to discuss draft results
DELIVERABLES:
• Draft water rate model in Excel
Task 6: Two County Board of Supervisors Presentations (Virtual)
Raftelis will present the results of the financial plan and rate study at a Board meeting and answer questions as needed.
We will prepare a draft presentation for staff review and incorporate staff suggestions.
The presentations usually discuss the recommended reserve and fund levels,proposed long-term financial plan, and the
proposed rate structure and rates along with the resulting customer impacts. The goal of this first meeting is to present
results to the Board. The Board may have input and request changes. The second meeting is to get approval to proceed
with the Proposition 218 public hearing and notice.
We can provide an estimate to attend these meetings in-person if desired.
PLANNED MEETINGS:
• Two virtual Board presentations
DELIVERABLES:
• PowerPoint presentation
Task 7: Draft and Final Reports
The rate study will be described in a draft water rate study report. The report must show the nexus between the proposed
charges for service and the cost to provide said service. The draft report will show the revenue and expense forecasts,the
capital improvement plan, and the final rates.We will fully derive the rates from the revenue requirement to the final
fixed and volumetric rates by tier and class. Comments from staff will be incorporated into the final report and show that
the rates are based on costs to meet Proposition 218.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 5
PLANNED MEETINGS:
• One virtual meeting with staff to discuss reports
DELIVERABLES:
• Draft report in Word format
• Final report in Word and PDF format
Task 8: Proposition 218 Public Hearing (Virtual) and Review of Staff
Prepared Public Hearing Notice
The County must send a notice to all customers of the pending rate increase.We have numerous examples for the
County to use as a guideline to prepare the notice. We could also prepare the notice if desired, however it is not included
in this proposal. We will review the notice to ensure numerical accuracy and provide guidance on its content.
Raftelis will prepare a Proposition 218 Public Hearing presentation and present the rate study at a Proposition 218 Public
Hearing. Raftelis has presented at hundreds of public hearings and,therefore,has experience with typical concerns raised
by the public. We have cost-of-service experts that can explain the rate derivation that is needed in this post-San Juan
Capistrano' rate-setting environment.We will incorporate feedback from the Board presentations in Task 5. The
presentation will explain our rate-setting basis and justify the need for rate adjustments. Prior to the Public Hearing,
Raftelis will conduct one webinar with staff to review the presentation materials.
We are happy to provide an estimate to attend the public hearing in-person if desired.
PLANNED MEETINGS:
• One webinar to discuss the presentation materials with staff
• One virtual Proposition 218 Public Hearing
DELIVERABLES:
• PowerPoint presentation for Proposition 218 Public Hearing
'The City of San Juan Capistrano was sued in 2014 over tiered rates. Since this suit, dozens of water purveyors and
wastewater purveyors have been sued.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftelis.com
P-22-414 Attachment "A"
RAFTELIS 6
Proposal Cost Sheet and Rates
Raftelis proposes to complete the above scope of work on a time-and-materials basis. The following table shows our
proposed fee and hourly breakdown to complete each task and our hourly billing rates. The total is shown in the bottom
left of the table.
WWD 41 and CSD 31
Work Breakdown Structure
Project Technical Total T&C
Tasks Manager Reviewer Consultant Admin Hours Labor Cost Charge Total Cost
Labor Rates $275 $245 $185 $80 $10
Steve G. Theresa Staff
Jurotich Consultant
1.0 Project Management,Data Collection,Due Diligence and 35 $8,965 $350 $9,315
QAIQC
1.1 Data Request 1 2 3 $645 $30 $675
1.2 Project Kick-off Meeting 6 4 10 $2,390 $100 $2,490
1.3 Project Management 10 10 $2,750 $100 $2,850
1.4 QA(QC 8 4 12 $3,180 $120 $3,300
2.0 Water Infrastructure Needs Assessment(byZanjero) $30,000
Tasks 2Athrough 2D $30,000
3.0 Water Financial Plan 30 $6,090 $300 $6,390
Water Financial Plan 6 24 30 $6,090 $300 $6,390
4.0 Cost of Service 24 $4,800 $240 $5,040
Water Cost of Service 4 20 24 $4,800 $240 $5,040
5.0 Water Rate Development&Customer Impacts 22 $4,430 $220 $4,650
Water Rate Calculation 2 12 14 $2,770 $140 $2,910
Customer Impacts 2 6 8 $1,660 $80 $1,740
6.0 Board of Supervisor Presentations 28 $6,620 $280 $6,900
Two Virtual Presentations 16 12 28 $6,620 $280 $6,900
7.0 Draft and Final Reports 56 10,840 560 11,400
Draft Report 8 38 4 50 $9,550 $500 $10,050
Final Report 2 4 6 $1,290 $60 $1,350
8.0 Public Hearing and Public Hearing Notice Review 15 $3,585 $150 $3,735
Public Hearing(Virtual) 8 4 12 $2,940 $120 $3,060
Public Hearing Notice Review 1 2 3 $645 $30 $675
Totals 74 4 128 4 385 $45,330 $2,100
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 7
9 years serving the How we stack u
public sector
OUR TEAM INCLUDES
130 + consultants focused on
finance/management/communication/
technology for the public sector
chairs members of
AWWA and WEF utility finance and
is & 20 management committees and subcommittees
the
Immediate Past-President of AWWA
RAFTELIS HAS PROVIDED ASSISTANCE FOR
00public agencies
' and utilities
that serve more than including the agencies serving
45% of the 3 of the nation's
U.S. population 50 largest cities
in the past year alone, we worked on
1 000+ projects 600+ agencies 46 states
P-22-414 Attachment "A"
RAFTELIS 8
ZANJERO
ANISE-MANAGE-SCM
OUR SUBCONSULTANT
•
anjero
Zanjero specializes in planning and policy to support the sustainable and resilient stewardship of water and power
resources.
Zanjero is skilled in all phases of planning and management of multi-disciplinary projects including infrastructure,
economic, natural resources,water rights, energy markets and contracts, regulatory,political, social, and administrative
concerns.
They specialize in utilizing advanced technologies to understand water and power project operations in connection with
interdisciplinary studies and community collaboration to provide a comprehensive strategy for resources planning,
analysis, and management.
Integrated Water Management Consulting Renewable Power and
Resources Planning and Services Sustainability
• Hydrology,hydraulic, and 6 Programmatic management and FERC applications for license
Ca1Sim modeling implementation support o Sustainability and carbon-free
• Water supply reliability and • Agency engineer and project utility analysis
availability forecasting manager services o Climate resiliency strategies
• Climate change analysis and • Asset management program Hydropower operations
resiliency strategies policy, strategy, development, optimization
• Supply operational and implementation Energy marketing strategies and
optimization and scenario a Capital Improvement Plan shaping
planning development and Power purchase agreements
• Groundwater management and implementation Hydropower facility acquisition
strategic support Public information and investigation and due diligence
• Water rights applications and outreach Solar/wind project
State Board processes Watermaster Services-state development
• Demand analysis and and federal Agency energy account analysis
econometric forecasting Expert witness-water right and and tariff alternatives
• Water budget analysis water availability Battery Energy Storage Device
• Conservation program analysis • Data management software alternatives studies
• Urban Water Management solutions Pumped storage analysis and
Plans 6 Utility organizational analysis studies
and support Microgrid alternatives and
• CEQA/NEPA analysis and analysis
documentation
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 9
06
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RAFTELIS HAS PROVIDED FINANCIAL/ •
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TO UTILITIES SERVING MORE THAN
25% OF THE U.S. POPULATION. • _
•
Xperience
RAFTELIS HAS THE MOST EXPERIENCED UTILITY FINANCIAL AND
MANAGEMENT CONSULTING PRACTICE IN THE NATION.
Our staff has assisted more than 1,200 public agencies and utilities across the U.S., including some of the largest and most
complex agencies in the nation. In the past year alone, Raftelis worked on more than 900 financial, organizational,
and/or technology consulting projects for over 600 agencies in 44 states,the District of Columbia, and Canada. Below,
we have provided descriptions of projects that we have worked on that are similar in scope to the City's project. We have
included references for each of these clients and urge you to contact them to better understand our capabilities and the
quality of service that we provide. All the projects listed here were completed on schedule.
City of Orange
References: Bob Baehner, Retired Assistant Water Manager
189 S. Water Street, Orange, CA 92866
P: 714.920.9606/ E: rcbaehner@yahoo.com
Frank Sun, Deputy Director Public Works
300 E. Chapman Avenue, Orange, CA 92866
P: 715.744.5529/ E: fsun@cityoforange.org
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 10
Raftelis developed a 10-year financial plan and four different rate structure alternatives for the City of Orange(City)to
evaluate. The city chose a 3-tier volumetric rate based on the costs to serve water in each tier and a uniform rate for non-
residential classes. The city also chose to discontinue the outside city rates, continue a pumping zone charge for higher
elevation customers, and incorporate a fixed and volumetric capital charge to clearly identify the rate impacts of capital
projects. Raftelis worked with City staff to convey the pros and cons of each billing rate structure.
Raftelis prepared a 10-year financial plan and rates for the wastewater enterprise. The rates included a capital component
to convey the need for capital funding. The rates were also redesigned to reflect estimated sewer discharge as opposed to
water use to truly reflect customer use of the sewer collection system.
City of Seal Beach %.A
Reference: Steve Myrter, PE, Public Works Director
211 Eighth Street, Seal Beach, CA 90740
P: 562.431.2527 ext 1321 / E: smyrter@sealbeachca.gov
Raftelis assisted the City of Seal Beach(City)with water and wastewater rates.Water rates have not been adjusted since
2014 and wastewater rates have not been adjusted since 2017.We recommended notable changes to the water and
wastewater rate structure. The water rate structure had classes by meter size, and we recommended classes by traditional
customer class—such as single family,multi-family, commercial etc. The wastewater bill was a percentage of the water
bill and had created sizable reserves. We recommended a traditional wastewater rate structure that was based on
estimated sewer flow. Due to lower revenue requirements, many customer wastewater bills decreased.
Trabuco Canyon Water District CA
Reference: Fernando Paludi, General Manager
32003 Dove Canyon Drive, Trabuco Canyon, CA 92679
P: 949.858.0277/ E: paludi@tcwd.ca.gov
Raftelis completed a water,wastewater, and recycled water rate study for Trabuco Canyon Water District(District).
Raftelis revised the district's tier rate structure from an eight-tiered rate structure to a four-tiered rate structure that is
based on the cost to serve water in those tiers. Raftelis also developed drought rates to recover lost revenue from reduced
sales. The wastewater rates had not been updated since the mid-1990s. Therefore, a significant revenue adjustment was
needed to align rates with true costs. Raftelis worked with District staff to minimize both water and wastewater rate
impacts by funding consistent levels of capital infrastructure. Raftelis conducted a water,wastewater, and recycled water
rate study for the second time. This engagement maintained the rate structures of the prior Raftelis rate study but
included updated capital expenses and water and wastewater use characteristics. The recycled water rate study included a
revised rate structure that better reflected the way each customer class causes costs on the recycled water system. The
study's public hearing occurred in mid-December 2020.
Mesa Water District -A
Reference: Marwan Khalifa, CPA, MBA, Chief Financial Officer
1965 Placentia Avenue, Costa Mesa, CA 92627
P: 949.207.5456/ E: marwank@mesawater.org
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 11
In 2014, Raftelis assisted Mesa Water District with a third-party review of their existing user fees.As part of the study
Raftelis analyzed the district's existing fees, as well as provided information of potential new fees that the district may
have considered incorporating based on our work with other agencies. As part of the study, Raftelis developed a user fee
model that accounted for each staff position's current pay range as well as overhead costs related to the day-to-day
operational costs and central service support. The primary purpose of the district's user fees is to charge for services that
do not necessarily benefit the community as a whole and that should be paid for by the customers requesting specific
services. The district approved the updated recommended user fees and now have a user-friendly model that may be used
to annually update fees as costs or for personnel fulfilling services changes from year to year.
In late 2017, Raftelis completed a water rate study. Raftelis,working closely with staff, created several financial plan
options so that the district could reach their reserve target of 600 days cash within five or seven years. The financial plan
scenarios included various rate adjustments and capital improvement plan funding strategies. Raftelis also modified the
district's private fire charges so that they are based on rate setting methodologies found in the AWWA's Manual M1,
Principles of Water Rates, Fees and Charges.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
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P-22-414 Attachment "A"
RAFTELIS 13
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P-22-414 Attachment "A"
APPENuiA; rcoavNlES RAFTELIS 15
APPENDIX:
Resumes
P-22-414 Attachment "A"
RAFTELIS 16
Steve Gagnon PE (AZ)
PROJECT MANAGER
Senior Manager (Raftelis) 19
ROLE Specialties
• Utility cost-of-service&rate
Steve will manage the day-to-day aspects of the project ensuring it is within structure studies
budget, on schedule, and effectively meets the City's objectives. He will also lead a Conservation rate studies
the consulting staff in conducting analyses and preparing deliverables for the • Economic feasibility studies
project. Steve will serve as the City's main point of contact for the project. • Capital budgeting studies
• Wastewater rate studies
• Capital recovery/capacity fee
PROFILE studies
ears of experience in financial analysis and environmental Survey research of water&
Steve has 20
y p y wastewater utility characteristics&
engineering. His broad range of experience includes water and wastewater rate rates
studies, capacity fees, and utility valuations. Steve has also performed strategic
financial analysis of water sourcing alternatives and costing of ground water Professional History
remediation alternatives, asset inventory and condition assessments,utility • Raftelis:Senior Manager(2020-
present);Manager(2017-2019);
performance metrics, and earned value analysis. He has also managed the Senior Consultant(2014-2016)
construction and installation of water treatment equipment and overseen • APTwater, Inc.(Now Ultura):project
Superfund remediation for the U.S.Army. manager(2011-2014)
• PBS&J(now ATKINS):project
manager-Utility Finance(2005-
KEY PROJECT EXPERIENCE 2011)
• Earth Tech(now AECOM):Senior
City of Orange (CA) project manager(2004-2005)
Steve helped the City of Orange(City)update its water rates and rate structure to • Malcolm Pirnie,Inc.(now
ARCADIS):Consultant(2002-2003)
ensure that rates are based on cost-of-service principles. The study includes a e National Parks Conservation
financial plan to fully fund operational and capital expenses and reserves. Steve Association-Business Plan
also helped the City establish wastewater rates for its sanitation enterprise. The Initiative:Business Plan Consultant
rates were revised to reflect sewer whereas they were previously based on water (2000)
. U.S.Army Corps of Engineers-
use. New England Division: project
manager(1995-1999)
• Geophex, Limited:Graduate
Mesa Water District (CA) Research Assistant(1994)
Mesa Water District(District)prides itself on the fact that it is no longer
dependent on imported water. Steve helped the district revise their water and Education
recycled water rates in a few months during a fast-paced rate study. The study • Master of Business Administration-
included over 10 financial plan options for the Board to select from. University of southern California
(2001)
• Master of Science in Environmental
Trabuco Canyon Water District (CA) Engineering-University of
Steve helped the Trabuco Canyon Water District(District)establish water, Massachusetts(1995)
• Bachelor of Science in Civil
wastewater, and recycled water rates. The Trabuco Canyon Water District's Engineering-University of
revenue plummeted significantly during the recent drought. Steve helped the Massachusetts(1994)
district establish rates, including drought rates, that fully funded operations,
capital expenses and reserves. The district previously had a 7-tier rate structure. Certifications
• Registered Professional
Steve helped the district establish a 4-tier rate structure in which the rates were Environmental Engineer in Arizona
based on the supply costs and peaking costs to serve water in each tier-as • Series 50 Municipal Advisor
Representative
Professional Memberships
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftelis.com • AWWA
P-22-414 Attachment "A"
RAFTELIS 17
required by Proposition 218. The study started with a pricing objectives exercise so that the Board could communicate its
most important rate setting goals. Steve presented financial plan options, rate study results, and a public hearing.
City of San Diego (CA)
The City of San Diego(City)is considering a renewable energy project to take landfill gas and create electricity. Steve
prepared a financial model evaluating three alternatives: 1)do nothing and purchase electricity from a regional provider,
2)enter a contract with a private entity to run the renewable energy facility and sell electricity to the City at an agreed
upon rate, 3)to purchase the facility and run it with City staff. The analysis gives the City a range of acceptable electricity
rates for negotiating with a private party for option 2.
Delta Diablo Sanitary District (CA)
Steve, as a sub-consultant to HDR, is preparing the financial analysis for a potential food waste to energy project in which
the Delta Diablo Sanitary District(District)would take food waste slurry, convert it to biogas and sell electricity. There
are many unknowns in the project including exact operations and maintenance costs and the tipping fee from the nearby
landfill. Steve is performing a Monte Carlo simulation to help the district visualize the probability of a financially viable
project given all the unknowns.
Running Springs Water District (CA)
Steve is assisting the Running Springs Water District(District)establish water and wastewater rates and evaluate the
financial health of the Fire and Ambulance Department. The district is unique in that many residents are absentee owners
of vacation homes. As such, the district is maintaining a higher-than-average level of fixed charges for both water and
sewer to equitably distribute costs among full-rime and part-time residents. Steve also prepared a 10-year financial plan
for the Fire and Ambulance Department showing its financial health under different property tax, other revenue and
expense assumptions, including fire engine replacement.
Encina Wastewater Authority (CA)
Steve is helping the Encina Wastewater Authority(Authority)analyze the Net Present Value of three large capital
investments: 1)their co-generation facility,2)the heat dryer and 3)the fats, oils, and greases(FOG)receiving facility that
supports Encina's co-digestion facility operation. For the co-gen facility,the analysis involves calculating the Net Present
Value of electricity purchase costs with and without the co-gen facility. The heat dryer analysis involves calculating the
equivalent annual cost of operating solely the centrifuge(with the associated disposal cost of sludge)versus operating the
heat dryer and its reduced sludge disposal costs. Lastly,he is helping the Authority analyze its options for alternative
digester fuels for co-digestion to enhance digester gas production-FOG versus beer waste-based on the tipping fees and
associated maintenance costs of each.
Hi-Desert Water District (CA)
Steve is helping the Hi-Desert Water District(District)establish defensible and affordable water rates for a District with a
high number of low-income residents. The study includes an update of their miscellaneous fees. The district has one main
source of water,which limits the rate differentiation between tiers. The study includes an extensive outreach program to
educate customers as to the need for rate adjustments.
City of Port Hueneme (CA)
The City of Port Hueneme(City)has some of the highest water rates in the area due to the amount of capital
reinvestment needed to maintain the system. Steve is helping City Council and Staff assess the impact of their decisions,
including capital reinvestment,loan refinancing and fixed charge pricing on customer bills. The study included a rate
workshop with City Council to show the Council the effects of their decisions.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 18
City of Pomona (CA)
Steve is currently helping the City of Pomona(City)establish water, recycled water, and wastewater rates. He is
establishing defensible tiered rates based on the City's multiple sources of water and use characteristics. He is also
establishing pumping charges based on the costs associated with serving water to high elevation customers. The
engagement includes working with rate committee members, Staff and council members to ascertain their rate setting
goals. It also includes a 10-year financial plan and modeling rates under industry standard reserve targets.
City of Lakewood (CA)
Steve helped the City of Lakewood(City)develop cost-of-service based tiered water rates. Of note, Steve recommended
revising the current practice of providing free water for the first four units of water in single family first tier. To ease the
impact of this change, the city decided to transition the rates over a 5-year period. The study included a full five-year
financial plan and a review and recommendations on reserve levels.
Channel Islands Beach Community Services District (CA)
Steve helped the Channel Islands Beach Community Services District(District)establish equitable water and wastewater
rates. Particularly noteworthy in this study was a class of customers that required the district to reserve capacity in the
water treatment plant for potential future growth. Steve explained the cost causation-based rate for this customer class at
Board meetings and the Public Hearing. Steve also held special web-based workshops with this customer class to explain
cost-of-service principles and the basis for the rates.
City of Shasta Lake (CA)
The City of Shasta Lake's(City)water revenue dropped significantly during the recent drought-while their water costs
increased due to emergency water purchases from expensive sources. In addition,the City's infrastructure was over 80
years old which necessitated significant capital expenditures. Steve worked with City staff to develop a water financial
plan that fully funded their capital program,reserves and operational expenses. The financial plan called for a 30%
revenue increase in one year. Steve presented the basis for revenue adjustments and rate development at a well-attended
public hearing at City Hall.
Santa Fe Irrigation District (CA)
Santa Fe Irrigation District(District)has one of the largest per capita water use rates in the State due to its large lots,
many of which have orchards and other agriculture requiring irrigation. Steve worked with City Staff and Board members
to establish water cost-of-service based rates which included a complete restructuring of their fixed charges so that the
district could pass through their fixed wholesaler charges. The consumption rates were based on the peaking
characteristics of each class. Steve presented at a contentious Public Hearing, in which those rates were adopted, to
answer Board and the Public's questions.
City of Encinitas (San Dieguito Water District, CA)
Steve helped the City of Encinitas(City)establish water rates that are based on cost-of-service principles. Cost-of-service
based rates create large bill impacts for the agricultural class. Steve worked with City staff and the Board rate setting
committee to evaluate rates and explain rate setting basics to the committee and public in a Proposition 218 public
hearing.
Sweetwater Authority (CA)
Steve evaluated water rates, including drought rates, for the Sweetwater Authority in-light-of recent legal concerns over
their current rate structure. The evaluation includes a cost-of-service study to clearly demonstrate the nexus between the
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
RAFTELIS 19
rate for each single-family tier and the associated costs to serve that tier. The study started by soliciting input from Board
members regarding their water pricing objectives so that rates could be designed accordingly. Steve concluded the study
with presentations to the District Board of Directors and the Public.
Moulton Niguel Water District (CA)
Steve prepared water and wastewater capacity fees and miscellaneous fees in June of 2016. The water and wastewater
capacity fees were calculated using the buy-in methodology and varied by meter size. The Moulton Niguel Water District
(District)also decided to implement a water demand offset fee for potable water users. Steve attended Board meetings to
help staff explain the rationale and basis for the capacity fees.
Steve also helped calculate miscellaneous fees by interviewing staff to assess the time and effort involved with the fees,
benefit burden rates, and material charges to properly calculate over three dozen fees for the water and wastewater
systems. The deliverables included an excel model with which the district could update the miscellaneous fees in the
future.
City of Henderson (NV)
Steve is creating water and wastewater rate and financial planning models for the City of Henderson as well as updating
their water and sewer system development charges. The models will be used over the next 5 to 10 years not only to
calculate water and wastewater rates,but also to create yearly financial statements.
City of Redlands (CA)
Steve updated the City of Redland's(City)water and wastewater rates and development impact fees. The rate study
process included workshops with the City's Utility Advisory Committee in which he presented the basics of rate setting
and the financial environment of the utilities. The interactive workshops solicited input from committee members and
staff regarding revenue adjustments and rates.
Rainbow Municipal Water District (CA)
Steve created water conservation-based sewer rates to complement the Rainbow Municipal Water District's(District)
conservation-based water rate structure. These rates will be based on the actual water usage of each customer within the
district. In addition, appropriate sewage strengths will be incorporated into the district's sewer user rates.
County of San Diego (CA)
Steve prepared integrated financial models for a landmark study for the County of San Diego. The study will not only be
updating the sewer user, capacity, and annexation fees for the nine dependent sewer districts but will also include the
economic analysis of creating one "super sanitation district." Long-range financial plans will be prepared for all the
districts as well as the super district including 10 years of operational and capital costs.
Town of Quartzsite (AZ)
Steve performed a third-party rate review of a recently completed water and wastewater rate study for the Town of
Quartzsite(Town). The Town is concerned with insuring that their winter RV population is paying their fair share of the
water and sewer expenses.
Town of Parker (AZ)
Steve updated the Town of Parker's(Town)water rates. One of the Town's main concerns was the fairness and equity of
water system cost distribution given the Town's large population of Native Americans who do not pay sales or utility
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
P-22-414 Attachment "A"
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taxes yet benefit from Town parks and other Town amenities. He also helped the Town establish operating and capital
reserves.
Walnut Valley Water District (CA)
Steve performed the Walnut Valley Water District's(District)first professional rate study which included updating the
rate structure. Steve created a three-tier residential rate structure to help decrease discretionary consumption and ensure
the district avoids or reduces water purchase surcharges from the Metropolitan Water District. He presented his findings
to District staff and the District's Board of Directors.
Fallbrook Public Utility District (CA)
With water shortages looming in Southern California,this progressive water and sewer district asked for help creating
water conservation-based sewer rates to complement their conservation-based water structure. Steve created rates based
on the actual water usage of each customer within the Fallbrook Public Utility District(District). In addition, appropriate
sewage strengths were incorporated into the district's sewer user rates.
Otay Water District (CA)
The Otay Water District(District)performs an update to their capacity and annexation fees every five years. In this
update they changed their capacity fee from an incremental fee based on future costs to a combined fee structure using
replacement costs less depreciation. They also revised their annexation fee to recover taxes and availability charges paid
by existing users who are currently inside the district's boundaries. In addition,they added a new water supply fee to
recover the expansion costs of their water system. This is a new fee that addresses the issue of new development bringing
their own water supply or paying for offsets.
Steve was also the lead economist on a fast-track study to assist the district in adding further conservation incentives into
their potable and reclaimed water user rates. Specifically,he added rate blocks into their non-residential and landscaping
user rate structures based on specific base extra capacity cost allocations per user class. In addition,he assisted the district
in the preparation of a drought/shortage rate structure that overlays their new conservation rate structure. This drought
rate structure is based on the guidelines provided by the Metropolitan Water District of Southern California and the San
Diego County Water Authority.
Rowland Water District (CA)
Steve updated the Rowland Water District's(District)water rates for the second time. The district had several concerns
for the most recent study which included a large debt issue for a recycled water system as well as staff increases and
wholesale water rate increases. The model helped the district size its debt issue by performing a rate sensitivity analysis to
the size of the debt issue.
Olivenhain Municipal Water District (CA)
Steve created a drought rate model to help the Olivenhain Municipal Water District(District)develop a drought rate
ordinance. The model calculated commodity rate adjustments for four drought stages. It allowed for customer voluntary
cutbacks in consumption as well as cutbacks due to higher water prices using the price elasticity of water. The model will
help ensure the district maintains adequate revenue in times of drought.
Steve helped the district update their wastewater rates and developed a customized model for its unique rate structure.
The district's residential rates are a flat charge per Equivalent Dwelling Unit(EDU)and the commercial rate structure
includes a service charge per EDU and a variable rate based on measured water consumption.
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Steve also prepared valuation calculations for the system capacity required for the update of water and wastewater
connection and annexation fees for the district. The analysis showed that the district would benefit by changing capacity
fee calculation methodologies from a growth method to a combined method,thereby imposing less restrictions on the use
of capacity fee revenue.
Steve modeled the long-term cost of several different water sources for the district. Options included purchasing treated
water, expanding their water treatment plant and purchasing untreated water from the Metropolitan Water District or
partnering with other local agencies to desalinate ocean water. The model contained many variable inputs to allow
"what-if' scenario analysis.Although purchasing treated water was the least costly option, the authority favored plant
expansion due to other benefits such as reliability of water supply.
City of Poway (CA)
Steve completely rebuilt the City of Poway's water and wastewater rate models to reflect the latest rate setting practices.
Helix Water District (CA)
Steve created an economic model to add life-line and a water waster tier to the Helix Water District's(District)three-tier
rate structure. In addition,budget-based water rates were created for all irrigation accounts. The district is transitioning
slowly to budget-based rates due to staffing limitations. In 2010 they will implement budget-based rates for all commercial
accounts.
Steve also performed all of the economic modeling in the preparation of the district's first Capacity Fee study. The
capacity fee was designed to collect a buy-in portion based on replacement costs of the district's current water system and
the incremental cost of adding a new water supply, the El Monte Valley Ground Water Recharge project.
City of Anaheim (CA)
Steve prepared a commercial and residential wastewater rate study for the City of Anaheim(City). The proposed rate
structure was based on water consumption to replace the antiquated structure based on the number of toilets. Proper
water use and wastewater return to sewer analysis is required to ensure proper revenue generation for the city.
City of Coronado (CA)
Steve is helping restructure the City of Coronado's wastewater rates from a flat parcel-based fee for residential users to
one with a consumption-based charge and a fixed charge.
City of Lemon Grove (CA)
Steve helped update the commercial and residential wastewater rates for the City of Lemon Grove. The rate structure
included 20 different user classes for residential, commercial, and institutional customers.
Western Municipal Water District (CA)
Steve prepared a long-range financial plan to help ensure the Western Municipal Water District's(District)financial
health. Based on the District's five-year CIP, inflationary water rate adjustments, and reserve policies,the plan showed
that a debt issue was needed to execute the CIP and maintain adequate reserves.
Julian and Pine Valley Sanitation Districts (CA)
Steve updated the wastewater rates and connection fees for both sanitation districts. The wastewater fees had not been
updated for several years in one district and over 15 years in the other necessitating large rate increases. He developed a
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few different scenarios which included postponing CIP projects or lowering reserve balances, to ease ratepayers into
higher rates.
San Antonio Water System (TX)
Steve prepared a sewer impact fee economic model and study for the City of San Antonio. This included a valuation of
the system's facilities using several asset-based approaches.Ultimately,the total net book value without depreciation was
selected as the basis for the valuation of the System's assets. In addition, an equity residual model was prepared that
included the allocation of the present value of past and future debt service payments. The study also analyzed several
impact fee structures to determine the most fair and equitable fee.
La Habra Heights County Water District (CA)
Steve assisted with the update in water user rates, capacity charges, and long-range financial plan for the La Habra
Heights County Water District(District). The 2001 study set the district's user rates for five years and expired in 2005.
The district had recently completed an updated Water Master Plan and wished to incorporate the new cost of
replacement capital facilities for the next 10 years into their long-range financial plan and user rates.
City of La Habra (CA)
Steve helped prepare the City of La Habra's(City)first professional sewer user rate study. This study followed industry
standards and an EPA approved rate structure. The City plans to create a formal enterprise fund for their sewer utility to
properly finance their sewer operations and maintenance. He developed the long-range financial plan modeled year-end
cash reserves to ensure execution of the City's$21 million capital improvement program and to fund operations and
maintenance.
City of Fullerton (CA)
Steve conducted a field audit to determine appropriate return to sewer flows as well as fats, oils, and greases surcharge
rates for the top 50 industrial water customers in the City of Fullerton.
PROJECT LIST
• City of Anaheim(CA)-Wastewater rate study
• Boxelder County(CO)- Stormwater funding research
• Blue Plains Wastewater Treatment Plant(DC)-Valuation study
• Confidential Fortune 500 Aerospace Corporation(CA)-Strategic remediation financial planning and analysis
• City of Coronado(CA)-Wastewater rate study
• Earth Tech(CA)-Operation excellence plan
• Fallbrook Public Utility District(CA)-Water conservation-based sewer rates
• City of Fullerton(CA)-Sewer fee assessment
• Helix Water District(CA)-Conservation based water rates; capacity fee study
• Julian and Pine Valley Sanitation Districts(CA)-Wastewater rate study
• Keweenaw National Historical Park,National Park Service(MI)-Business plan
• City of La Habra(CA)-Sewer rate study and long-range financial plan
• La Habra Heights County Water District(CA)-Water user rate study and long-range financial plan
• City of Lemon Grove(CA)-Wastewater rate study
• Marine Corps Base Camp Pendleton(CA)-Utility privatization
• Metro Wastewater Joint Powers Authority(CA)-Valuation of treatment capacity
• City of Norman(OK)- Stormwater rate study
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• Olivenhain Municipal Water District(CA)-Drought water rates;wastewater rate update; capacity and annexation
fee update; long-term water planning financial model;water supply cost benefit analysis
• Otay Water District(CA)-Capacity fees update;water rate structure update and drought phasing plan; performance
metrics
• Town of Parker(AZ)-Water rate study;benchmarking and efficiency analysis
• City of Pico Rivera(CA)-Valuation of groundwater
• pumping rights
• City of Poway(CA)-Water and wastewater rate models
• Town of Quartzsite(AZ)-Third party rate review
• Rainbow Municipal Water District(CA)-Water conservation-based sewer rates
• Rowland Water District(CA)-Water rate study
• San Antonio Water System(TX)-Sewer impact fee study
• County of San Diego(CA)-Sewer utility rate study
• Sweetwater Authority(CA)-Water rate study
• U.S. Army Sudbury Annex Superfund Site(MA)-Base realignment and closure
• Walnut Valley Water District(CA)-Water rate study
• City of Webster(TX)-Stormwater rate study
• Western Municipal Water District(CA)-Long-range financial plan
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James P. Crowley PE
Education
• M.S.,Environmental Engineering,
SUBCONSULTANT San Jose State University, 1993
Partner (Zanjero) • B.S.,Civil Engineering,Santa Clara
University, 1990
ROLL
Certifications
James will perform the water needs infrastructure assessment. • California PE No.52181
• North Carolina PE No.25156
PROFILE (inactive)
• South Carolina PE No.21123
James Crowley has over 30 years of experience working in all aspects of water, (inactive)
wastewater, and power development projects. These projects include integrated water
resource plans, climate adaption strategies, capital improvement plans, financial
analysis,hydropower analysis, energy market strategies, conservation program analysis, master plans, capacity
evaluations, renovations, expansions, and operations support to assist utilities in developing and implementing capital
improvement projects. James also has a depth of experience in management consulting, assisting utilities in assessing,
evaluating, developing, and implementing strategic efforts to optimize both annual operations and long-term capital costs
to strengthen utility resiliency.
KEY PROJECT EXPERIENCE
County-Wide Water Master Plan, Placer County Water Agency
PCWA enacting legislation provides its responsibility as steward of the County's water resources. Up to recently,
stewardship responsibilities were mostly manifested through water supply and distribution infrastructure projects.
However, PCWA now is shifting focus to include all water resource aspects and needs throughout the county. The
project developed 8 Water Resource Elements similar to a general plan. Elements include Unserved Areas,Water System
Infrastructure Reliability,Water Supply Reliability,Renewable Energy Development,Watershed Stewardship,
Agriculture, Conservation and Water Use Efficiency, and Public Education and Outreach. A needs assessment and
strategic business implementation plan was developed for each element.A grant and loan funding program similar to the
DWR IRWMP was developed to provide assistance to other water agencies throughout the county to implement projects
that support the element goals. Project developed specific master plans and studies to support the element needs analysis
and strategic plans. The master plan is a live document and as such, it resides in a GIS system that integrates all project
needs with management and reporting tools.
Service Area Needs Assessment and Master Plan Strategy, Nevada Irrigation District
Project investigated potential future water service needs throughout NID service area. Efforts included investigations of
groundwater conditions throughout service area,well failure trends, landuse and project growth areas, unserved and
under-served areas, disadvantaged communities, existing smaller water providers, and other factors.A GIS system was
created with layers of each potential factor and used to estimate future potential service area needs.
CIP Program Manager, Nevada Irrigation District
Serve as the program manager for the Hydro Department CIP development and implementation. Developed a strategy
and process for identifying project needs, analyzing risk of failure,project requirements and conditions, staffing, schedule,
and budget. Created a database to store and project staffing and budgeting needs based on selection of project priorities
and other factors. Created a dashboard to track and summarize CIP status. Coordinated Hydro Department CIP with
other department CIP needs and processes.
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Groundwater Basin Investigation, City of Pasadena Water and Power
Review current status of the adjudicated Raymond Basin and provide recommendations for future strategies. Project
reviewed the current watermaster management structure,basin status and performance,threats to basin quality and
quantity, and PWP's roles and efforts. Based on the state of the basin, recommendations for regulatory, managerial,
operational, and infrastructure policies and strategies were developed and presented to PWP for discussion and
implementation.
District Engineer, Calaveras County Water District
Served as contract District Engineer to implement Capital Improvement Plan. Duties covered all aspects of District
Engineer including CIP planning, staff management, consultant contracting and management, operations/maintenance
support and integration,project development, design,bidding, construction, and completion,grant and other funding
support, and other duties.
Raw Water Master Plan Update Program Manager, Nevada Irrigation District
Serve as the program manager for the water supply strategy update. Develop and implement program management
policy, scope and vision, and requirements across a multitude of technical, facilitation, and public outreach consultants.
Represent project to Board of Directors, special interest groups,press, general public, and other agencies.
Customer Demand Analysis and Rate Setting Support, Placer County Water Agency
PCWA has been conducting a pilot project for 12 selected neighborhoods throughout its service area since 2005. Starting
in 2015, James has assisted PCWA to provide a more in-depth statistical analysis and study of the project data. James
conducted a statistical analysis of hourly, daily, and annual customer demand values compared to weather and landuse
variables to identify and compare statistical correlations and responses. The project also investigated existing PCWA
design factors such as annual demand per dwelling unit, maximum month,peak day, and peak hour for each
neighborhood to support the ongoing rate design evaluation. Use of AMI meters within PCWA's overall meter
replacement and billing strategy were investigated with respect to support for the pilot study. Recommendations focused
on efforts and tasks to apply project findings to PCWA's overall demand projection efforts and rate design evaluation and
updates.
WATER MANAGEMENT INITIATIVE
Amman Miyahuna Water and Sewer, Ministry of Water and Irrigation, Jordan
Starting in 2007, James has supported the Directorate of Amman and Jordan in developing and implementing water
utility governance and practices to ensure sustainable water resources operations. The project began developing a business
plan for the newly-formed Amman water and wastewater utility,Miyahuna. This included a detailed analysis of capital
project needs, development of 5-year$400 million CIP, and organizational development of the engineering and
construction implementation program plan. Over time Amman has burgeoned with 400 percent growth from social and
financial refugees, as well as becoming a commerce center for the Middle East. Growth has stressed Jordan's water
resources, as well as their utility organization and policies. Most recently,we helped create a new business plan
decentralizing operations to improve customer touch points and operational efficiencies. At the same time,we assisted in
crafting new Ministry water resource laws and policies to allow more proactive management of the Kingdom's limited
resources. This effort also included organizing an exchange for Ministry and utility staff with Los Angeles area and
Miami area utilities.
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Integrated Water Resources Master Plan and CIP, Templeton Community Services District TSCD is facing accelerated
growth but the reliability of available supply and supporting infrastructure is deemed insufficient. Surface water was
available,but there was insufficient infrastructure to deliver the projected needs. The groundwater basin is under stress
from neighboring city and agriculture pumpers, and the wastewater treatment plant needed upgrades to produce
beneficial effluent. This project investigated additional supply options in an integrated approach to improving supply and
infrastructure reliability. Alternatives were analyzed and the preferred options were programed into a Capital
Improvement Plan.
Integrated Water Resources Plan and UWMP, City of Petaluma, CA
Project develops two main strategic water resources planning documents. The first is the Integrated Water Resources
Plan. The City has conducted stand-alone planning efforts for water, sewer, recycled water,groundwater, and
conservation over the last 10 years. Each of these planning efforts is re-evaluated and updated to reflect current
conditions,with emphasis placed on current supply and hydrologic conditions. An over-arching strategy is created that
identifies a range of integrated solutions to address the City's overall water supply and wastewater discharge needs. The
IRWP presents the integrated strategies and palette of options to address future issues. The IRWP also identifies
additional studies and proactive management efforts required to modify and adapt the IWRP strategy to meet future
needs. The second effort utilizes the IWRP analysis and findings to develop the 2010 UWMP and 20x2020 Compliance
Plan. The 20x2020 Compliance Plan evaluates the existing conservation program and potential modifications or new
programs that could reduce demands to compliance. The existing conservation program is modeled for saturation
coverage and potential additional savings. Historic customer demands are statistically evaluated for additional potential
savings. New programs are identified to target specific customer groups and modeled to estimate potential savings. The
UWMP presents the City's overall water strategy per the DWR requirements. The UWMP is a summary of the IWRP
and serves as the public element of the City's water resources strategy.
Urban Water Management Plans (2005, 2010, 2015, 2020)
City of Vallejo, Placer County Water Agency,Montecito Water District, City of Thousand Oaks, Ventura County WWD
#8-Simi Valley, San Bernardino CSD 64, City of Chino Hills, San Juan Water District, Sacramento Suburban Water
District, City of Davis, City of Roseville, City of Merced, City of Antioch, City of Petaluma, Orange Vale Water
Company, Calaveras County Water District,El Dorado Irrigation District, Georgetown Divide PUD, Elk Grove Water
Service, Rio Linda Elverta Community Water District, South Tahoe PUD, Golden State Water Company(15 service
areas),Nevada Irrigation District, Created water planning report and update for California requirements. Reports
included review of projected demands, contract rights, supply sources,transfer contracts, conservation practices,water
production, and drought impacts. 2010/2015/2020 UWMPs include 20x2020 demand analysis and target projections
coupled with gpcd target compliance plans. Coordinated report with public notification requirements and DWR staff
reviews.
Asset Management Program and CMMS, Nevada Irrigation District
Develop an asset management strategy and guide for implementation across all six departments. Program identified asset
data and risk analysis requirements, as well as procedural and operational elements to allow long-term data collection and
trending to support decision-making. Identified CMMS functionality needs and developed the CMMS needs analysis.
Managed the CMMS vendor procurement process and contract negotiations. Coordinated CMMS functionality with
District-wide ERP system functionality needs.
Extension of Staff Support, Calaveras County Water District, CA
In this assignment Jim supplies engineering,planning, and budgeting support to the CCWD General Manager,
Engineering Department, and Finance Department.Efforts include water supply strategy support, capital improvement
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plan development and implementation, developing CCWD's UWMP,planning efforts review and recommendations,
review of work procedures and processes,updating and revising project priorities and requirements, support to bond
financing efforts, grant and loan needs support, and regulatory requirements support.
US Bureau of Reclamation Water Management Plan Update (2005, 2010)
San Juan Water District, Fair Oaks Water District, City of Folsom, Citrus Heights Water
District, Orange Vale Water Company
Project Manager. Created water planning report and update for US Bureau requirements. Report included
review of contract rights, supply sources, transfer contracts, conservation practices, and water production. Coordinated
report with Bureau requirements, coordinated draft submittals and comments with Bureau,provided final report that
meets all Bureau requirements.
Customer Demand and Conservation Program Analysis, City of Folsom
Project conducted a statistical analysis of hourly customer demand values from the City's AMI system. Demands were
compared to weather and land use variables to identify and compare statistical correlations and responses. Based on
statistical analysis results, customer groups and demand types were prioritized for conservation program impact analysis.
Pools of conservation programs that provide related benefits were developed to analyze potential demand impacts and
costs. Detailed 5-year implementation plans for each pool were created to fully identify the staffing, equipment,program,
marketing, tracking, and overhead costs for each pool.A range of potential savings was provided to indicate best and
worst case program benefits. Program recommendations were provided based on the developed program pools and
resulting cost to benefit analysis. Recommendations also considered other factors such as existing efforts, customer
expectations, City management policies, and regional and state-wide program funding.
Water Budget Evaluation, Carmichael Water District, Carmichael
Project evaluated customer meter data through database programming to determine water use. Customer demands were
analyzed per connection size and per lot size.Water budgets for each customer category were created and compared to
potential State-wide mandated reduction requirements. Water budgets were compared unit water demands from other
water agencies in the State.Recommendations for current BMP and Tier 2 or other BMPs were developed to achieve
various levels of demand reductions.
Drought Plan Update, Carmichael Water District, Carmichael
The District's current drought plan is in need of revision and updating to reflect current supply conditions, conservation
program results, and demand reduction requirements. The project is evaluating water conservation measures and
corresponding costs that could be implemented to reduce demands. The project is also creating level of stages and
corresponding demand reduction requirements. A list of potential responses is created with costs, staffing, and
implementation plans.
Unit Water Demand Evaluation and Ordinance, City of Folsom
Water Demand factors are created for a range of unit water demands. An industry-wide demand factor analysis serves as
the basis for a range of potential unit water demands. Conservation policies, operational strategies, and construction
practices and their respective impacts on water demands are all evaluated. A conservation ordinance is created to support
the conservation-based unit water demand factors selected for use in new development analysis
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Conservation Program Plan Development and Implementation, Calaveras County Water
District, CA
The Calaveras County Water District(CCWD)would like to enhance their existing conservation program to include a
formal evaluation and strategic plan for implementation. Jim is assisting with developing the business plan and strategy.
The project is evaluating existing customer and BMP data availability,reporting historic implementation efforts,
negotiating BMP requirements with the CUWCC, conducting cost effective analysis for each BMP, selecting
implementation strategies, creating tasks,budgets, and schedules, and preparing a formal plan for Board approval. The
project is also working with other departments within CCWD to ensure proper data collection and management required
to track the conservation program and quantify results.
Water Conservation Master Plan, Cities of Roseville, Sacramento, and Folsom, San Juan
Water District, Sacramento Suburban Water District, and Placer County Water Agency, CA
A water conservation technical analysis was prepared for a group of the large water purveyors in the Sacramento region.
The water purveyors are using the technical analysis to help provide guidance for possible revisions to water conservation
commitments made to the Sacramento Water Forum. An economic benefit-cost analysis was performed using both the
California Urban Water Conservation Council Best Management Practices(BMPs)and each purveyor's specific water
conservation agreement.
Water Conservation BMP Analysis, Carmichael Water District, CA
A water conservation technical analysis was prepared that compared the Water Forum conservation best management
practices(BMPs)to the California Urban Water Conservation Council(CUWCC)BMPs. Carmichael Water District is a
signatory to the WFA,plus implements BMPs beyond its requirements in the WFA. The analysis evaluated water
conserved versus costs if CWD were to follow the CUWCC BMPs, or stay with the WFA. Due to CWD's extensive
conservation program, there was little difference in costs or water saved, and the selection of BMPs will need to factor
other policy issues.
Water Efficiency BMP Strategic Plan, Arden-Cordova System, Southern California Water
Company, Sacramento, CA
Evaluated existing performance in meeting Water Forum BMP conservation goals. Performed cost benefit analysis for
continued BMP implementation and developed strategic plan for use by SCWC in negotiating next BMP agreement with
Water Forum.
Water Shortage Triggers and Shortage Ordinance, Sacramento Suburban Water District, CA
James helped review SSWD supply shortage potentials through review of supply contracts,wholesaler supply studies,
Water Forum requirements, and other hydrologic studies.A matrix of shortage potential was developed and shortage
trigger levels were proposed. The water waste ordinance was reviewed and updated to reflect potential shortage scenarios,
current industry findings, and SSWD policies.
Integrated Water Resources Plan and UWMP, Orange Vale Water Company, Orangevale, CA
Project includes multiple tasks. The first task developed the Company's USBR 5-Year Water Management Plan. The
USBR plan is primarily a review and projection of the Company's conservation program. The project reviewed past
conservation efforts,presented current program and results, evaluated future program efforts, and presents the
conservation program strategy for the next three years. The 20x2020 compliance option task conducted baseline demand
calculations, calculates the three compliance option goals, and selects the preferred method for 2015 and 2020 compliance
goals. The 20x2020 Compliance Plan evaluates the existing conservation program and potential modifications or new
programs that could reduce demands to compliance. The existing conservation program is modeled for saturation
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coverage and potential additional savings. Historic customer demands are statistically evaluated for additional potential
savings. New programs are identified to target specific customer groups and modeled to estimate potential savings. An
integrated water resources plan and implementation strategy for the new program is developed with program
descriptions, estimated costs, task assignments, staffing plans,budget, and funding sources. The 20x2020 compliance plan
will be incorporated into the 2010 UWMP. The UWMP will be developed according to the guidelines and 20x2020
compliance option methodologies provided by DWR.
Energy Strategy Support, Confidential Clients
Provide market analysis, strategic development, technical analysis, and resource strategy implementation for hydro,wind,
and solar power opportunities. Services cover a wide range of strategies and policy support including energy marketing
feasibility and options alternatives, energy market solicitations and evaluations, PPA analysis and strategic options,
system re-operation,profile shaping, and arbitrage strategy modeling, CCE evaluation and alternatives, facility
acquisition investigation and due diligence, agency energy account analysis and tariff alternatives,NZE feasibility studies,
BESS alternative studies,pumped storage analysis and studies, and microgrid alternatives and analysis.
Agency Engineer Support, Nevada Irrigation District
Project engineering and management services to support Hydro Department. Services cover a wide range of support from
project RFP development,proposal review, contact negotiations, department strategic planning, staffing analysis,policy
development and implementation,project management, and special project investigations.
Conjunctive Use Water Supply and Infrastructure Strategy, Rio Linda/Elverta Community
Water District, CA
The RL/ECWD needs to double its water supplies in order to serve a proposed development. While the groundwater
basin is not adjudicated, the County has imposed a requirement that any new supplies must result in no net increase in
groundwater pumping. This project is investigating multiple conjunctive use strategies involving groundwater banking,
recycled water, surface water, and conservation with local,regional, and state-wide partners. The project is developing
the technical and institutional requirements for each alternative in order to identify the most reliable, efficient, and
sustainable supply option.
West-Slope Demand Forecast, El Dorado County Water Agency
Conducted an econometric demand forecast across four water agencies and unserved county area. Project developed a
forecasting database tool to allow over one hundred assumption selections ranging from land use decisions, econometric
factors,hydrologic year types, conservation impacts, customer types,regulatory requirements, and others.
Water Rights Permit Project, El Dorado County Water Agency
Provided strategic and policy planning support for a water rights permit application project. Services included support of
strategic partnering in and outside of the County, conjunctive use strategies, environmental compliance strategies,water
marketing and sales strategies, and State Board permit application strategies and analysis.
Sacramento River Regional Treatment Plant Program, Rio Linda/Elverta Community Water
District
Provide program planning and project support to develop a new water treatment plant on the Sacramento River. The
project follows two parallel tracks.A RLECWD-specific tract investigates a treatment plant that only serves RLECWD
needs. A regional tract involves at least 11 other water agencies and the group is working together to plan a 200+mgd
treatment plant and
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Water Supply Strategy, City of Folsom, California
Project investigated potential supply strategies to serve a 3,500-acre annexation as City voters approved a requirement
that no existing supplies could be used. Project investigated both supply alternatives and infrastructure requirements.
Multiple supply sources were investigated that included combinations of groundwater, surface water, recycled water,
stormwater, and conservation with potential partners located throughout the region. Project evaluated existing
infrastructure constraints and developed alternative improvements to deliver additional water supply to annexation area.
Alternative investigation includes hydraulic analysis and coordination with other water agencies and regional water
infrastructure to deliver additional supply to Folsom.
Drought Analysis of the Western Slope of El Dorado County, El Dorado County Water Agency
and El Dorado Irrigation District, California, Shingle Springs, CA
The source of water for the western slope of El Dorado County is primarily surface water from the American River
watershed. Drought planning and preparation is vital for El Dorado County because of the increased risk of water
shortages due to a combination of limits on water supplies from water demand growth and drought. The drought analysis
consisted of technical evaluation of future climate change scenarios and resulting impact on water supply reliability,
obtaining public input, defining drought mitigation actions, and developing a drought management strategy. A strategic
visioning computer model was developed to simulate virtual droughts and mitigation measures.
Groundwater Program Development and Grant Application, Martis Valley, Placer County
Water Agency, CA
PCWA shares the Martis Valley groundwater basin in Truckee with two other public water providers. Project involved
coordination efforts to identify the need for a coordinated groundwater management plan update,work with the three
agencies to develop and defined the program to update the management plan, and develop the project scope. Once the
program was defined and the scope completed, state grants became available, and the project effort included preparing
and submitting an AB303 Grant application for PCWA on behalf of the project partners.
Asset Management and Rate Analysis, Orange Vale Water Company, CA
This project addressed the need to identify the known and potential impacts to future revenue requirements and update
the fee and rate schedules to address these future needs. Project developed a prioritized list of capital improvement
projects based on aging infrastructure and asset replacement needs. Projected supply and demand trends were developed
to quantify the range of potential impacts to revenue.A new rate structure and billing frequency was developed in
coordination with a rate modeler. A new capital replacement fee was also added to the rate structure to fund projected
asset replacement requirements.
Revenue projections under various supply and demand scenarios were compared to projected capital and operational
budget needs. Results were presented to the Board of Directors with recommendations for the preferred rate and fee
structure.
Integrated Water Resources Plan, Placer County Water Agency, Auburn, CA
The Placer County Water Agency(PCWA)required a clear understanding of future water demands and how they would
be supplied. The study area focuses on west Placer County, one of the fastest growing areas in California. Cities in the
study area include Roseville, Loomis, Lincoln, Rocklin, and Auburn. The projected demographics and land use from the
respective general plans provided the basis for developing future build-out of water demand projections under several
growth scenarios. The preliminary results for the demand projections show that the existing surface water supplies
combined with recycled water and groundwater supply, and additional water conservation efforts,will provide adequate
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supply to meet future demand at buildout. The project represents the first time PCWA used an integrated, regional
planning approach and coordinated ultimate total demand with the various general plans within the service area.
Propositions 50, A13303, and CalFed Grant Funding Applications, Various Clients, California,
2000-current
Project Engineer. The grant applications prepared by James have been achieving a 60 percent success rate,in comparison
to the average 30 percent rate overall for all grant applications. The following lists some of the applications and award
values.
• $250,000 DWR Drought Relief Grant to fund the replacement of a leaking distributing system in the Calaveras
County Water District service area.
• $500,000 Prop. 50, Chapter 8 grant for Integrated Regional Water Management Planning for the CABY group.
James helped define strategy during the initial water management group discussion meetings. The Cosumnes,
American, Bear, and Yuba River Watersheds(CABY)Regional Water Management Group was formed in early
2005 to develop an integrated regional water management plan and implement projects for a seven county
subarea of the Sierra region. The CABY group consists of five water agencies, four nonprofit organizations, two
state agencies, and two federal agencies. Worked with CABY group to define preliminary objectives and define
an approach to meet the objectives, incorporate stakeholder input, and also meet statewide priorities.
• $1.8 million grant in 2000 and a$2.2 million grant in 2002 for a washing machine rebate program for Electric and
Gas Industries Association,East Bay Municipal Utility District,Alameda County Water District, Contra Costa
Water District, Santa Clara Valley Water District,Marin Municipal Water District, Zone 7 Water Agency, and
the City of Davis.
• $500,000 AB303 grant for City of Folsom to investigate potential groundwater resources within City boundaries.
• Groundwater Management Plan Grant Application, City of Davis, California. Developed project description,
scope, and implementation plan for California Groundwater Management Plan grant application. Developed
application according to guidelines,working with DWR staff to ensure proper submittal requirements. Grant
application scored well and Davis will receive requested funding.
MASTER PLANNING AND WATER SYSTEM EVALUATIONS
Recycled Water Plan, City of Folsom, CA
Project Manager. Investigate recycled water demand for the existing and future service areas in Folsom. Project
developed a range of recycle water implementation levels depending on available supply. Analyzed supply availability
from EID and SRCSD and developed alternatives to create, store, and deliver recycled water to Folsom. Recently
updated plan in 2014 to consider updated landuse and pressure zone information.
Folsom Sphere of Influence Water, Sewer, and Recycled Water Master Plans, Folsom California Project Manager.
Managing the development of water, sewer, and recycled water master plans for a 3,000 acre development immediately
south of Folsom. The development is a greenfield development and all aspects of the utility service are investigated in the
plans. Distribution system models are used to identify flow and pressure requirements with an emphasis on maximizing
water quality through the layout and operations of each system.
Placer Vineyards Water and Recycled Water Master Plan, CA
Project Manager.Managing the development of a water master plan and a recycled water master plan for a 25,000-person
development project in southwest Placer County. The development is a greenfield development and all aspects of the
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utility service are investigated in the plans. Distribution system models are used to identify flow and pressure
requirements with an emphasis on maximizing water quality through the layout and operations of each system.
Water System Evaluation, PG&E, Vacaville, CA
Project Engineer. Evaluated supply well and distribution system for existing conditions and developed alternatives to
renovate system, construct new well, or abandon groundwater system and connect to local public supply.
Groundwater Master Plan, Arden Park Water System, Sacramento County Water Agency,
Sacramento, CA
Project Engineer. Evaluated existing groundwater supply system for supply reliability,well and asset conditions, and
distribution system conditions. Modeled the system using H2ONet for response to peak demands and developed
alternative improvement projects to meet future system needs.Alternatives included include evaluation of relocated
backyard mains, and incorporation of meters and automated meter reading options.
Intake Pumping Station, Charlotte-Mecklenburg Utilities, Charlotte, NC
Project Engineer. Evaluated existing intake pumps and ancillary equipment, developed renovation recommendations and
design.Assisted in design and construction engineering of surge relief structure and backup power diesel generation
facility.
Water Main Replacement Planning, Design, and Construction, Orange Vale Water Company
Provided planning, design,permitting, construction, and grant support for pipeline replacement projects.
Master Plan, City of Santa Rosa, CA
Project Engineer. Developed a comprehensive stormwater master plan for the City of Santa Rosa. The project consisted
of computer-based mapping of more than one million feet of storm drain facilities and modeling of more than 32 miles of
the major storm drain system. Innovative approaches used in this project included an electric based mapping system with
storm drain overlays and the use of satellite imagery to estimate stormwater coefficients.
BUSINESS CONSULTING PRACTICE
Strategic Planning, Spartanburg Water System, Spartanburg, SC
Project Manager. Led a workshop with utility management team to define optimization strategies in line with strategic
goals. Developed plan and implementation strategy for optimization program.
Water Locate Business Plan, Charlotte Mecklenburg Utilities, Charlotte, NC
Project Manager.Assisted utility team in creating strategic and business plan to improve service and reduce risk. Prepared
strategic and implementation plans and created a contract operations bid for water utility locate services.
Optimization/Reengineering, Cincinnati MSD, Cincinnati, OH
Project Consultant. Performed assessment of Engineering Department and CIP process, developed benchmark criteria,
and created strategies and a business plan based on Balanced Scorecard Approach to implement optimization actions
with performance measurement goals. Optimization recommendations included workflow studies, staffing requirements,
and benchmarking goals.
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Security Vulnerability Assessment / Risk Analysis, Confidential Clients
Project Manager. Conduct security assessments for numerous water/wastewater utilities to evaluate current
security/operational measures, assess risk, and created business plan strategies to develop physical, operational, and
mitigation measures to reduce risk.
Optimization/Reengineering, Kansas City Water Department, Kansas City, Missouri Project
Consultant.
Performed assessment of Engineering Department and CIP process, developed benchmark criteria, and recommended
optimization actions with performance measurement goals.
Optimization recommendations included workflow studies, staffing requirements, and benchmarking goals. Evaluated
entire utility for asset management procedures and developed asset management program and guidelines for
implementation. Developed benchmark criteria for entire utility and analyzed results to develop existing condition
assessment.
CMMS Review, City of Atlanta, GA
Project Engineer. As part of City reengineering efforts, evaluated CMMS implementation for optimized use and
completeness for asset management tracking.
Reengineering Review, Metro Water Services, Nashville, TN
Project Engineer. As part of Utility reengineering efforts, evaluated Engineering Department evaluation and
recommendations for cost savings and staffing requirements.
Privatization Proposal Review, Petaluma, CA
Project Engineer. Acting as City's engineer, evaluated wastewater treatment plant privatization proposals, including
proposed process modifications, staffing requirements, and chemical usage for technical completeness.
Wastewater Treatment Optimization and Expansions
Sewershed and Pumping Station/Force Main Evaluation, City of Folsom
Conducted a sewer master plan for a sewer shed. Efforts included flow and peaking factor analysis, flow projections, and
infrastructure capacity analysis.
Facilities Plan, City of Redding, CA
Assistant Project Manger. Evaluated existing plant conditions, operation strategies, and capacities for both liquid and
solids treatment processes. Developed ultimate plant layout and process schematic. Created implementation plan to
phase all renovations and expansions to meet 2025 capacity needs within City's available budget. Specific process
evaluations included vortex and aerated grit removal,MBR versus contact stabilization activated sludge, chlorine versus
UV disinfection, co-thickening,temperature phased digestion,heat drying process, facultative sludge lagoons, and drying
bed versus mechanical drying. Study also included evaluation of reuse requirements and integration of treatment
requirements into
ultimate layout.
Digester Mixing Upgrade, City of Redding, CA
Project Manager. Evaluated mixing alternatives to improve digester performance in the near term until large plant
expansion would be online. Designed pump mix system and provided startup assistance to bring digester back to stable
operations.
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Interim Solids Treatment Strategy, City of Redding, CA
Project Manager. Evaluated solids treatment alternatives to improve operations and reduce odor issues at plant site until
larger plant expansion would be online. Created a schedule of projects, critical path, and implementation requirements
for interim strategic plan.
Fast Track Lagoon Mixing System, City of Redding, CA
Project Manager. Designed and completed construction bid documents to install six brush aerators in sludge lagoons, as
recommended in Interim Solids Treatment Strategy. Bid documents were created in two weeks to ensure mixers were
installed prior to increased temperatures and odor potential in late Spring.
Fast Track Industrial Pretreatment Alternatives, City of Redding, California
Project Manager. City was in negotiations with a beverage bottler to locate new plant next to WWTP. James was tasked
with developing pretreatment alternatives and evaluating impacts to process capacity and ultimate plant layout, and
recommending preferred process with layout,project costs, annual costs, cogeneration options, and integration into
existing plant. Report was created in three days to allow City Economic Development Committee time to incorporate
into their negotiations.
WWTP Capacity Evaluation, Central Contra Costa County Sanitation District, Concord, CA
Project Engineer. Developed innovative capacity evaluation using process models calibrated with field stress testing to
determine total plant capacity. Utilized model evaluation to determine expansion requirements, which were presented
and evaluated in the master plan document.Master plan included reliability study involving operator workshops to assess
maintenance schedule and equipment condition to determine reliable capacity. Model output was also used for
operations support to provide start-up assistance of the anaerobic selector. Provided utility with model and training.
Master Plan Update, Dublin San Ramon Services District, CA
Project Engineer. Evaluated existing plant processes for capacity and required upgrades. Evaluations included activated
sludge modeling, plant hydraulic modeling, secondary clarifier testing and modeling, digester capacity evaluation, and
data analysis to incorporate historical performance into process upgrades. Required upgrades evaluated with
recommended options developed to design and bid documents.
Clarifier Testing, Various Clients
Project Engineer. Performed clarifier tests to determine hydraulic and solids loading clarifier capacity, investigated
operational changes to improve clarifier performance, evaluated results, and presented recommendations. Clients include:
LOTT, Olympia,Washington; POSCO Steel,Pittsburg, California.
Plant Capacity Evaluation, Treasure Island, CA
Project Engineer. Evaluated plant capacities for this trickling filter-aeration basin plant and recommended improvements
for continued performance, evaluated treatment performance at low flows, recommended operating strategy for reduced
flows, and provided operator training for low-flow operation.
Tertiary Upgrade, Wahiawa WWTP, HI
Project Engineer. Evaluated and developed preliminary design of optimization alternatives to upgrade activated sludge
treatment plant biological nutrient removal requirements. Design included additional primary treatment, modifications of
existing aeration basins, improved sludge removal and treatment, tertiary filters for water reuse requirements and possible
future denitrification, and UV disinfection.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com
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Optimization and Expansion Improvements, Medford, OR
Project Engineer. Evaluated and developed preliminary design of optimization alternatives to upgrade trickling filter—
activated sludge treatment plant for seasonal canning industry loads and high flow snow melt periods. Project included
combination of the modeling outputs for each process to determine total plant capacity and performance at varying
loading conditions.
Optimization Improvements, Dillon-Silverthorne Joint Sewer Authority, Dillon, CO
Project Engineer. Evaluated and developed optimization alternatives to increase activated sludge treatment plant capacity
for seasonal organic loads and high flow snow melt periods. Project delivered optimization alternatives to meet nutrient
removal limits at each high load and high
flow scenarios.
BNR Optimization Study, Black Hawk Central City, CO
Project Engineer. Evaluated and developed optimization alternatives to meet increased nutrient removal permit
requirements.Modeled activated sludge system, created alternatives based on permit levels,recommended optimization
improvements and operational strategies to meet permit requirements.
BNR Optimization Study, Lahiana, County of Maui, HI
Project Engineer. Evaluated and developed optimization alternatives to meet nutrient removal permit requirements at
possible future loadings at this oxidation ditch treatment plant.Modeled activated sludge system and recommended
optimization improvements and operational strategies to meet permit requirements.
Optimization and Expansion Improvements, Vacaville, CA
Project Engineer. Supervised optimization modelling of the activated sludge system to maximize existing aeration
capacity and minimize additional basin requirements. Optimization efforts saved client$1 million in plant expansion
costs.
Disinfection, Oro Loma Sanitation District, San Leandro, CA
Project Engineer. Investigated and evaluated disinfection alternatives to using chlorine. Developed phased
implementation plan based on flow projections, cost, and likely RWQCB policy adjustments.
Basin Plan, Pumping Station and Storage Facility Design, Charlotte-Mecklenburg Utilities,
Charlotte, NC
Project Manager. Prepared population and flow projections, evaluated future conveyance and treatment alternatives, and
designed pumping station and storage facility. Evaluations included investigations of treating portions of flow at
industrial plant and/or distributing flow to existing municipal plants. Storage system sized based on basin hydrology
study and system response to upstream and downstream events.
Natural Treatment, American Canyon, CA
Project Engineer. Preliminary design of natural system including oxidation ponds, DAFT, disinfection, constructed
wetlands, and sludge drying beds. Design included plant layout alternatives on varied topography and preparing cost
estimate.
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Design-Build Selenium Removal Plant, Shell, Martinez, CA
Project Engineer. Preliminary design of selenium removal treatment plant to bid level including layout, schematics,
instrumentation diagrams, equipment list,piping schedule, and specifications.
Anaerobic Digester Expansion, Sacramento Regional County Sanitation District, CA
Project Engineer. Created a construction and start-up testing plan that identified all new equipment and systems,
described testing requirements, and established testing procedures and checklists.
OPERATIONS AND MAINTENANCE SUPPORT
Operations Manual and Training, Sacramento Regional County Sanitation District, CA
Project Manager. Developed operations manual information and presentation format together with operations team
through workshops and reviews. Created manual development guide and templates for use by client and other
consultants.Wrote Solids and Digester System manual. Developed and organized operator training for solids treatment
system expansion. Reviewed and assisted in editing manuals created by other consultants.
CMMS, Operations and Maintenance Manual, Marine Corps Base Camp Pendelton, CA
Assistant Project Manager. Developed a customized CMMS scheduler for preventative and predictive maintenance.
Created operations and maintenance manuals for water system consisting of over 25 wells, 30 booster pumping stations,
15 reservoirs, and one treatment plant. Created operations and maintenance manuals for four wastewater treatment
plants.
Operations Manual, OWASA, Chapel Hill, NC
Project Engineer. Developed standard operating procedures for plant expansion. Developed format and need-to-know
information through operator workshops and reviews. Manuals include extensive use of construction photos and
schematics to enhance information and increase understanding.
Operations Manual, Irwin Creek WWTP, Charlotte-Mecklenburg Utilities, Charlotte, NC
Project Engineer. Developed standard operating procedures for unit processes. Developed format and need-to-know
information through operator workshops and reviews.
Selector Start-up Assistance, Central Contra Costa Sanitation District, Martinez, CA
Used computer model to evaluate selector start-up conditions and operations. Developed start-up plan and provided
assistance and operations support during start-up.
Collection System Stormwater Collection System, Palo Alto, CA
Design storm drain improvements including drawings and specifications and provide engineering support during
construction.
Master Planning, Cities and Counties of Maui and Honolulu, Hawaii; Santa Rosa, CA; and
Benicia, CA
Projected future flows based on land use predictions and I/I calculations and evaluated existing collection system to meet
future flows. Provided alternatives for relief structures and alternative alignments.
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1/1 Studies, City and County of Oahu, HI
Developed flow monitoring plan to evaluate extent of I/I in collection system. Evaluated I/I volumes through Hydra,
determined relief requirements, and developed a long-term CIP.
Rehabilitation and Design, Ojai, CA
Evaluated existing collection system condition,projected future flows, designed replacement of new sewers,prepared
contract drawings and specifications, and applied for SRF loans.
445 S.Figueroa Street,Suite 1925,Los Angeles,CA 90071 www.raftells.com